Sales Force Management - Edinburgh Business School

Sales Force Management

David Jobber Geoff Lancaster Barbara Jamieson

SF-A1-engb 1/2016 (1023)

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Sales Force Management

David Jobber is an internationally recognised marketing academic and is Professor of Marketing at the University of Bradford School of Management. Before joining the faculty at the School of Management, he worked in sales and marketing for the TI Group and was Senior Lecturer in Marketing at Huddersfield University. He has wide experience of teaching sales and marketing at undergraduate, postgraduate and executive levels and has held visiting appointments at the universities of Aston, Lancaster, Loughborough and Warwick. Supporting his teaching is a record of achievement in academic research and scholarship. David has published four books and over 100 research papers in such internationally-rated journals as the International Journal of Research in Marketing; the Journal of Personal Selling and Sales Management, and the Strategic Management Journal. His eminence in research was recognised by his appointment as Special Adviser to the Research Assessment Exercise panel. Geoff Lancaster MSc, PhD, FCIM, FLCC, MCMI, MCIPS Geoff is Professor of Marketing at London Metropolitan University. He is chairman of a corporate communications company Durham Associates Group Ltd, Castle Eden, County Durham with offices in London and Hull; Bahrain; Jeddah, Riyadh and Dhahran ? Kingdom of Saudi Arabia; Oman; Dubai; Iran (Kish); Ghana; Zambia; Nigeria and South Africa. The company has received the Queen's Award for Exporting. He was previously Senior Examiner and Senior Academic Adviser to the Chartered Institute of Marketing. He is now Chief Examiner to the Institute of Sales and Marketing Management. He has published marketing textbooks with McGraw-Hill, Macmillan, Butterworth-Heinemann and Kogan-Page. Barbara Jamieson is a Senior Teaching Fellow and Marketing course leader. With an extensive career in industry and academia, she brings a wealth of practical and theoretical knowledge to her teaching. Before entering academia she built up more than 15 years' commercial experience in advertising, marketing research and marketing consultancy. She holds an MBA, an honours degree in business organisation, and is a Chartered Marketer. Barbara Jamieson delivers a broad range of marketing-related courses across the MBA, MSc and DBA programmes. As well as her teaching roles, she supports faculty in the Edinburgh Business School international learning partner network to promote quality in programme delivery, with particular emphasis on using the case method approach. Since 2005 she has played a leading role in several projects supported by the Global Business School Network to build management education capacity in Kenya, involving seminars and workshops to promote case method teaching and develop case writing skills among university faculty. She is pursuing doctoral-level research on the relationship between distance learning student characteristics, the student learning experience and learning outcomes. She is leading a related initiative to explore how new technology can enrich the student learning experience.

First Published in Great Britain in 2004.

? Jobber, Lancaster 1990 Partly adapted from: Selling and Sales Management 6th Edition by David Jobber and Geoffrey Lancaster ISBN 0 273 674 153 First published as Sales Technique and Management by Macdonald and Evans Ltd. in 1985. Sixth edition published by Pearson Education Limited in 2003. ? Macdonald and Evans Ltd. 1985? David Jobber and Geoffrey Lancaster 1990 ? Longman Group UK Ltd. 1994 ? Pearson Professional Ltd. 1997 ? Financial Times Professional Ltd. 2000 ? Pearson Education Ltd. 2003 All other material ? Barbara Jamieson 2004

The rights of David Jobber, Geoff Lancaster and Barbara Jamieson to be identified as Authors of this Work has been asserted in accordance with the Copyright, Designs and Patents Act 1988.

All rights reserved; no part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers. This book may not be lent, resold, hired out or otherwise disposed of by way of trade in any form of binding or cover other than that in which it is published, without the prior consent of the Publishers.

Contents

Preface

xi

Acknowledgements

xiii

PART 1

SALES PERSPECTIVE

Module 1

Development and Role of Selling in Marketing

1/1

1.1 Background

1/2

1.2 The Nature and Role of Selling

1/2

1.3 Types of Selling

1/3

1.4 Image of Selling

1/6

1.5 The Nature and Role of Sales Management

1/8

1.6 The Marketing Concept

1/9

1.7 Implementing the Marketing Concept

1/11

1.8 The Relationship between Sales and Marketing

1/21

Learning Summary

1/26

Review Questions

1/27

Case Study 1.1: Mephisto Products

1/32

Module 2

Sales Strategies

2/1

2.1 Sales and Marketing Planning

2/1

2.2 The Planning Process

2/2

2.3 Establishing Marketing Plans

2/2

2.4 The Place of Selling in the Marketing Plan

2/12

Learning Summary

2/21

Review Questions

2/22

Case Study 2.1: Auckland Engineering

2/26

Module 3

Consumer and Organisational Buyer Behaviour

3/1

3.1 Differences between Consumer and Organisational Buying

3/2

3.2 Consumer Buyer Behaviour

3/4

3.3 Factors Affecting the Consumer Decision-Making Process

3/8

3.4 Organisational Buyer Behaviour

3/15

3.5 Factors Affecting Organisational Buyer Behaviour

3/21

3.6 Developments in Purchasing Practice

3/24

3.7 Relationship Management

3/28

Learning Summary

3/29

Review Questions

3/29

Sales Force Management Edinburgh Business School

v

Contents

PART 2 Module 4 Module 5

Module 6

Case Study 3.1: The Lost Computer Sale

3/37

SALES TECHNIQUE

Sales Responsibilities and Preparation

4/1

4.1 Sales Responsibilities

4/1

4.2 Preparation

4/8

Learning Summary

4/14

Review Questions

4/15

Case Study 4.1: The O'Brien Company

4/18

Personal Selling Skills

5/1

5.1 The Opening

5/3

5.2 Need and Problem Identification

5/4

5.3 The Presentation and Demonstration

5/6

5.4 Dealing with Objections

5/11

5.5 Negotiation

5/15

5.6 Closing the Sale

5/17

5.7 Follow-Up

5/21

Learning Summary

5/22

Review Questions

5/23

Case Study 5.1: The Mordex Photocopier Company

5/26

Key Account Management

6/1

6.1 What Is Key Account Management?

6/2

6.2 Advantages and Dangers of Key Account Management

6/3

6.3 Deciding Whether to Use Key Account Management

6/4

6.4 The Tasks and Skills of Key Account Management

6/5

6.5 Key Account Management Relational Development Model

6/6

6.6 Global Account Management

6/9

6.7 Building Relationships with Key Accounts

6/10

6.8 Key Account Information and Planning System

6/13

Learning Summary

6/16

Review Questions

6/17

Case Study 6.1: Cloverleaf

6/20

vi

Edinburgh Business School Sales Force Management

Module 7

Relationship Selling

7.1 From Total Quality Management to Customer Care 7.2 From JIT to Relationship Marketing 7.3 Reverse Marketing 7.4 From Relationship Marketing to Relationship Selling 7.5 Tactics of Relationship Selling Learning Summary Review Questions Case Study 7.1: Midlands Switchgear

Contents

7/1

7/2 7/6 7/8 7/9 7/11 7/15 7/16 7/19

Module 8

Direct Marketing

8/1

8.1 What Is Direct Marketing?

8/2

8.2 Database Marketing

8/4

8.3 Managing a Direct Marketing Campaign

8/6

Learning Summary

8/15

Review Questions

8/16

Case Study 8.1: RU Receiving Me?

8/18

Module 9

Internet and IT Applications in Selling and Sales Management 9/1

9.1 The Changing Nature of the Salesforce

9/2

9.2 The Wireless and `Mobility' Revolution

9/4

9.3 The Real Impact of the Internet on Selling

9/6

9.4 Customer Relationship Management

9/10

9.5 The Use of Technology in the Retail Industry

9/11

9.6 The Use of Technology to Improve Sales Management

9/14

Learning Summary

9/17

Review Questions

9/17

PART 3 Module 10

SALES ENVIRONMENT Sales Settings

10.1 Environmental and Managerial Forces Impacting Sales 10.2 Sales Channels 10.3 Industrial, Commercial or Public Authority Selling 10.4 Selling for Resale 10.5 Selling Services 10.6 Sales Promotions 10.7 Exhibitions 10.8 Public Relations

Sales Force Management Edinburgh Business School

10/1

10/2 10/6 10/11 10/13 10/18 10/20 10/25 10/29

vii

Contents

Module 11

Module 12 PART 4 Module 13

viii

Learning Summary Review Questions Case Study 10.1: Yee Wo Plastic Piping Components

International Selling

11.1 Introduction 11.2 Economic Aspects 11.3 International Selling at Company Level 11.4 Cultural Factors in International Selling 11.5 Organisation for International Selling 11.6 Pricing 11.7 Japan: A Study in International Selling Learning Summary Review Questions Case Study 11.1: Wardley Investment Services

Law and Ethical Issues

12.1 The Contract 12.2 Terms and Conditions 12.3 Terms of Trade 12.4 Business Practices and Legal Controls 12.5 Ethical Issues Learning Summary Review Questions Case Study 12.1: Kwiksell Cars

SALES MANAGEMENT

Recruitment and Selection

13.1 The Importance of Selection 13.2 Preparation of the Job Description and Specification 13.3 Recruitment and Communication 13.4 Designing an Effective Application Form and Preparing a

Shortlist 13.5 The Interview 13.6 Supplementary Selection Aids Learning Summary Review Questions Case Study 13.1: Plastic Products Ltd

10/35 10/36 10/39

11/1

11/2 11/2 11/4 11/5 11/12 11/20 11/22 11/27 11/28 11/32

12/1

12/2 12/3 12/4 12/7 12/11 12/12 12/12 12/15

13/1

13/1 13/4 13/8

13/10 13/11 13/16 13/18 13/19 13/22

Edinburgh Business School Sales Force Management

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