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Km 24, Kok Lanas, 16450 Ketereh, Kelantan
Transcript of Km 24, Kok Lanas, 16450 Ketereh,...
Km 24, Kok Lanas, 16450 Ketereh, Kelantan
P603 –
BUSINESS MARKETING
By :
Pn. Mazlina bt Mohamed
Commerce Department
Politeknik Kota Bharu
019-9374082
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TOPIC 5 :
SALES MANAGEMENT AND BUSINESS
MARKETING COMMUNICATION
COURCE LEARNING OUTCOMES (CLO) :
CLO 1
Describe business marketing, business buying behaviour
and business marketing mix in planning marketing
strategy. (C2)
CLO 3
Identify the marketing mix strategies complying with
the conditions of business market. (A4)
SALES MANAGEMENT
AND BUSINESS
MARKETING
COMMUNICATION
C2 - DESCRIBE A4 – IDENTIFY PLO 1 – KNOWLEDGE PLO 8 – PROFESSIONALISM, ETHICS AND MORAL
1 THE BUSINESS SALES FORCE. The roles of personal selling. Identify the types of sales organization. The management of sales force.
2 THE PROMOTIONAL TOOLS AND PROMOTIONAL MEDIA FOR BUSINESS MARKETING. The advertising media used for business marketing. Sales promotion activities. Public relation and publicity activities. Direct marketing activities. Personal selling activities.
A. LESSON LEARNING OBJECTIVES :
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Upon completion of this course, Student should be able to :
1) Explain the business sales force.
The roles of personal selling
The types of sales organization
The management of sales force.
INTRODUCTION :
BUSINESS SALES FORCE
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In Business Marketing :
i) A major tool of communication.
ii) Responsible to achieve the short-term objective of
achieving sales target/goal,and
iii) A long-term objective of deleloping an effecitve sales
organisation that maximises for profitables sales growth over
a long period.
THE ROLES OF PERSONAL SELLING
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1) SALES REP AS A PART OF PROBLEM-SOLVING CAPABILITIES.
2) SALES REP AS A PART OF COMMUNICATION MIX.
1. Sales Rep as a part of problem-solving
Capabilities.
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A field sales person is considered as a part of a company‟s problem-solving abilities.
There are several dimensions /elements of this roles.
a. The sales rep has an important job to help customer to define the buying problem. ( show the customer how the purchase of particular products or services will help in solving the problem or achieving customer‟s objective)
Ex : If products are highly technical, the sales person should have good product or technical knowledge.
If products are less technical oriented, the sales person acts as a business consultant to show the customer economic advantages of various purchase alternatives.
HOME
1. Sales Rep as a part of problem-solving
Capabilities.
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b. A sales rep is to give an effective customer service.
( This may consist of drawing product specifications,
application engineering, value analysis, installation,
maintenance or repairs).
( Some companies have separate service engineers, but it is
the responsibility of the sales person to ensure that prompt
and effective service is given to customers.
HOME
1. Sales Rep as a part of problem-solving
Capabilities.
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c. A sales rep is to “represent the customer at the
factory or head office, marketing”.
(Sometimes, a sales person has to “fight” for his customer
with his factory or planning department so as to ensure
timely delivery, or reasonable credit terms, or solving quality
problems, and so on.
In solving the problem of customer,
A sales person needs to have human relation skills (i.e. inter-personal skills) in
managing pressures & relationships in customer organisations and in his own
organisation).
HOME
2. Sales Rep. as a Part of Communication Mix
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A. The sales rep is responsible for conveying selling messages
to potential as well as the existing customers.
Ex : Keep informed about products & services.
B. The sales rep should, be a good communicator (There are
other elements of company‟s communications mix such as
advertising, direct mail, cataloques, exhibitions, and trade shows.
C. The sales rep also has the responsibility of securing orders
from customers, communicating market information on
competition, markets trends, and so on, in the form of
sales reports to the marketing chief at head office or
branch office.
HOME
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WHAT MAKES A
SUCCESSFUL SALESMAN
(sales person/force) ?
RESEARCH
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The opinians of over 3000 sales managers.
THE FINDINGS – THERE ARE SIX (6) FACTORS IN THE
ORDER OF PRIORITY OR IMPORTANTACE
PERFORMANCE BETWEEN MOST SUCCESSFUL AND
AVERAGE SALESMAN.
SIX (6) Factors Makes a Successful Salesman.
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Has greater knowledge
Makes a more enthusiastic presentation
Has more ability to clinch the order.
Pays closer attention to ensuring customers receive good service.
Asks questions and listens more carefully.
Answer objections better.
For Successful personal selling
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To have a knowledge product and a buying behavior of organisational ( or
business ) customers.
A salesperson should study an business customer‟s buying behavior from
TWO (2) main factors.
FIRST FACTOR :
The specific buying situation perceived by buying company. (New
Task, Modified rebuy, or Straight rebuy). Each buying situation
requires a different selling strategy.
SECOND FACTOR :
• The influences of environmental, buying centre and individual
variables on the firm‟s buying process.
Conti….
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Environmental Variables – Tecnological, economic,
political, and legal.
Organisational Variables – purchasing policies,
degree of centralisation or decentralisation followed
by the buying firm.
Buying centre variables – Size of the buying centre,
which member of the firm are included.
Industrial Variables – personal goals, values, lifestyle,
education and expertise of industrial member of the
buying centre.
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THE SELLING
PROCESS
SIX (6) MAJOR STEPS INVOLVED :
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1 • PROSPECTING
2 • QUALIFYING
3 • PREPARATION
4 • PRESENTATION
5 • CLOSING
6 • POST –SALES SERVICE
1. PROSPECTING
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It means identifying or searching new or potential customers.
Business marketers looks for new customers to achieve the
objectives of growth in sales and market sales.
Sources used in business selling for identifying prospects.
These include :
(a) telemarketing, (b) references from the existing customers,
(c) direct mail, (d)trade show, (e) prints media advertisements
and (f) electronic media.
2. QUALIFYING
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The potential customers need to be screened through certain
qualifying criteria.
Some of the criteria used are :
i) volume of expected business ( or sales ).
ii) location,
iii) special requirements,
iv) regularity of business,
v) financial strength., and
vi) specialised software packages – to capable of identifying
market trends, locating and developing profitable markets, and
improving the accuracy of sales forecasting.
3. PREPARATION
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Before making a sales presentation, the business sales person
should obtain a lot of information about the prospective
company.
Information such as : (i) The buying firm‟s need, (ii) Problems,
(iii) Buying process, (iv) Key members of buying centre and
(v) Their personal characteristics.
It will help to plan the sales strategy for the potential customer.
Business sales people make several preliminary personal visits on
prospective customers to obtain the required information.
In business selling, cumulative efforts of several calls result in
securing orders and developing contacts or rapport with key
buying-centre members.
4. PRESENTATION
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Different methods or approaches followed for sales presentation.
There are TWO (2) method used :
1) The canned presentation – old method.
2) The need-satisfaction – new method
METHOD 1
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1) The canned presentation – old method.
A memorised sales talk covering the main points.
Used for :
i) Telephone selling
ii) door-to-do selling
METHOD 2
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2) The need-satisfaction method – new method
Starts with finding out the real needs or problems of the buying
firm.
The sales person tries to solve the problems or meets the
customer needs by using his/her company‟s products and
services.
Meets the customers needs by using their company‟s products or
sevices.
SUCCESSFUL SALES PRESENTATIONS
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Should be customers benefits.
Such as :
i) Cost or time saving,
ii) More profit for the buyer rather than product features.
(evidence of the benefits ).
Several sales presentation – different members of the buying
centre , before sales.
Negotiating skill need in term of pricing, payment terms,
delivery dates, and product specifications.
5. CLOSING
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Some sales person lack confidence or feel uncomfortable to close
the sales.
Sales person should recognise closing signs from the customers
such as :
( comments, questions, or physical actions).
Closing techniques are :
i) Ask for the order,
ii) Ask the buyer to make a choice,
ii) Indicate what the customer will lose if the order is not plceed
now.
iii) Offer a special discount, price, or credit terms.
6. POST-SALES SERVICE
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Even after the sales is closed and the purchase order is released,
The industrial salesperson continues to work with the customer
in areas such as :
i) Delivery of products,
ii) Installation,
iii) Training,
iv) After sales services,
v) Rejections or returns,
vi) Payments, and
vii) Concessional sales-tax forms.
B. LESSON LEARNING OBJECTIVES :
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Upon completion of this course, Student should be able to :
Identify the FOUR types of sales organization/sales
Structure.
a) Geographical
b) Product
c) Market (customer)
d) Complex (In large business firms)
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TYPES OF SALES
ORGANISATIONS
Introduction:
Sales force structure refers to how the sales force is organized.
The organization of the sales force indirectly determines the
effectiveness of the firm in generating sales.
Different companies may take on different approaches in
organizing their sales force.
A poorly organized sales force may result in internal conflict
between different sales teams if there is no clear boundary of
responsibilities teams.
Mazlina bt mohamed /pkb/PM603 30
1. Geographical Organisations (GO)
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This is most common used methods in business marketing.
In this GO a sales person is assigned a particular territory,
country, region, state, branch or even building – they
promoting all the products of the company to all the customers
located in that geographical area.
GO is most economical and it ensures that all the customers in
the territory are covered.
It is beneficial to customers because one sales person selling all
the products of the company is responsible for efficient service
and communication.
This organisation is suited to a small or medium-size company
with less number of products.
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Advantage : The cost of controlling and maintaining the sales
force under this structure is relatively low. Low comes about
because salespeople need to travel less within the smaller
geographical region allocated and this saves time and money.
Disadvantage : That salesperson have to be familiar with the
entire product line of the company and the different business
within the geographical region that they cover.
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2. Product-Based Organisation (PO)
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A product-based structure is one where salespeople are
organized into groups that specialize in selling a particular
product category or a narrow product line of the company.
In this PO, salespersons are assigned a few products out of the
various products of a company. (Different salespersons specialise in
selling different group of product).
PO is suited to a large organisation having several products or
technically complex product groups.
It can permit product specialisation because different products
need different types of product knowledge, application
knowledge, and selling skills.
coz the customers‟ buying behaviour for various products may
be different.
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Advantage : It gives a competitive advantage due to the greater
product knowledge permitted by product specialisation, which in
turn improves the value of the total offer to the customer.
Disadvantage : The selling expenses are higher and customers
may have difficulties in dealing with more number of sales
persons dealing with different product groups for the same
organisation.
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A market or customer sales force structure is where salespeople
are divided into different teams to serve the different customer
segments of a company.
Customers can be segmented according to the size of the firm,
the industry they come from, the type of organization they
belong to, the type of ownership and the volume of their
purchases.
Two different groups of salespeople can be responsible for new
and existing customers.
Different groups can be responsible for reseller and end users,
for different types of end users (government, contractors and
professionals), or for large and small accounts.
3) Market (or customer) Oriented Organisation (MO)
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For example :
SAE Products Marketing started operation in June 1980 and focused on
the sales and serving of air compressors and boilers in the Philippines. The
company had only five salespeople, each assigned to manufacturers in
different industry groups.
The first salespeople : was assigned to serve the food, pharmaceutical
and soap industries.
The second salespeople : was assigned to steel vehicles and non-metals.
The third salespeople : assigned to semiconductor, electronics and
building materials.
The fourth salespeople : was assigned to sugar mills and provincial
deals, while
The fifth salespeople : was assigned to textile, plastic and rubber.
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A combination of two or more approaches can be used to structure the
sales force.
Such a hybrid or matrix structure may result in salespeople being
resposible for and reporting to two different units, causing role conflict
among the salespeople.
The hybrid structure is useful when selling is made complicated by the
diversity of the products and diversity of the customers.
4) Hybrid Oriented Organisation (HO)
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c. LESSON LEARNING OBJECTIVES :
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Upon completion of this course, Student should be able to :
Determine the management of sales force
a) Recruitment and selection of business salesperson
b) Selection criteria
c) Training of salesperson
d) Supervision and motivation
e) Developing sales force
f) Evaluation and control
THE MANAGEMENT OF
SALES FORCE
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Introduction
The management or administration of sales force involves
recruiting and selecting, training, supervising, motivating ,
developing, compensating, evaluating, and controlling the
sales force.
The business marketer should create an organisational culture
that will have positive effects on sales performance and job
satisfaction of the salespersons.
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• Recruitment And Selection Of Industrial Salespersons
• Selection Criteria
• Training Industrial Salespersons
• Supervision And Motivation
• Developing Sales Force
• Evaluation And Control
Management Of Sales Force
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In selecting and recruiting sales people, an organisation can use one or
more selection methods :
i) Personal Interviews
ii) Evaluation Of Application Forms
iii) Checking With References Mentioned In The Application Form
iv) Personality Tests
v) Tests Of Interests, Intelligence, Aptitudes And Knowledge
The most commonly used method in practice are personal
interviews, evaluation of application forms and personal
reference check.
The personality tests : ( to measure emotional, social, and
motivational aspects of behaviour) are least reliable.
a) Recruitment and selection of business
salesperson
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In selecting industrial sales people, the criteria commonly used are :
i) Human relation skills
ii) Communication skills
iii) Technical background
iv) Job knowledge
v) Negotiating skills
A sales person has to maintain good interpersonal relationships
with customers and also within the sales organisation of the
company.
b) Selection criteria
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Sales rep is a part of company‟s communication mix
Salesperson with good technical background are in a a better
position to find out customer problems and suggest appropriate
solutions.
Negotiating skills and job knowledge are also important as
salespersons are required to negotiate with customers and get
orders which is the primary objective of selling.
b) Selection criteria
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Many industrial firms spend a considerable amount of time and
money to train the salesperson.
This particularly applicable in today‟s competitive environment
where salespersons need to be effective.
The training programmes for salespersons should be carefully
planned.
The are FIVE steps involved in planning a sales tanning
programme, called ACMEE – Aims, Contents, Method,
Execution and Evualation.
C) Training Industrial Salespersons
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There are FIVE steps involved in planning a sales training
programme called :
A C M E E
C) Training Industrial Salespersons
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Aims
Contents Method
Execution
Evaluation
A Aims (or objectives) of sales training
The broad aims of training are to improve the performance
of a company and that of sales people, or to increase
customers‟ satisfaction level.
Specific aims will vary, depending on training needs of
newly recruitment and experienced salespersons, type of
products and markets, and job description.
For ex : initial training for newly recruited salespersons
selling capital items like textile machinery to textile mills,
will have specific aims of imparting product and application
knowledge.
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C Contents of training programme
The contents of vary for initial training (for newly recruited salespersons)
from the continuing training (for experienced salespersons)
The contents in initial training are :
i) company information : sales representative should be inform about
company history, objectives, organisation structure, key executives, major
operations and products, past performance on sales, profits and so on.
ii) product information : sales trainees are shown how the products
are produced and used for various applications.
iii) Market information – on customers, competitors- SWOT
iv) Sales Policies and Procedures – such as discounts, payment
terms and deliveries.
v) SellingTechniques. – learn about selling styles, sales presentation
etc. 5
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M Method of Traning
The selection of training methods for a particular training programme
depends upon which ever method that effectively conveys the contents
of training.
There are broadly TWO types of training methods :
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GROUP METHODS INDIVIDUAL METHODS
1 Lecture Personal counselling
2 Case discussion Correspondence course
3 Group presentation On-the-job training
4 Role playing Product demonstration
5 Films Self –study system
6 Business games Individual presentation
7 Sensitivity analysis
8 Videotapes
9 Product demonstration
E Execution of Training Programmes
while executing organising a training programme, the following
questions need to be answered :
Who will be trainees?
Who will do the training ?
What are the subjects to be covered, the durations and methods
to be used?
When will be the training take place and how long it will be?
Where will be the place of training?
What instruction materials are to be used for the training?
What kind of training aids are required for the training
programme?
Is the time table giving all details of the training programme
like days, timings, subjects, trainers, prepared? 5
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E Evaluating the Sales Training Programme
It is difficult to evaluate or measure the sales training programme. But to
get an approximate measure,
Some of the methods used are :
a) Actual sales performance against sales targets for trained and
untrained salespersons
b) Written tests conducted before and after the training
c) For experienced salesperson, on the job sales performances are
compared, before and after the training programme
d) In some executive development programmes, the trainers rate the
performance of trainees in role-playing, group discussions and case
discussions.
Towards the end of the training program, trainees are asked to evaluate
the training programme and each trainer‟s session. This helps to
improve the effectiveness of the trainers and the training programme in
future. 5
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Each sales supervisor or manager has a supervisory responsibility for
the people who report directly to manager.
The responsibilities of sales supervisor :
i) Communicating and implementing company policies and strategies
ii) Counselling on problems and deficiencies of sales force
iii) Establishing standards of performance
iv) Creating a favourable work environment and working relationship
with salesperson
v) Continuous training and develop of sales reps
vi) Clarifying the responsibilities
d) Supervision and Motivation
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A study carried out by Churchill, Ford and Walker on „‟organisational
climate and job satisfaction of sales persons‟‟ has brought out the
following important conclusions :
1. Business salesperson‟s job satisfaction improves by close supervision.
2. Business sales reps are motivated if they are involved while deciding
their targets or goals, and also while determining company policies
and procedures.
3. The job satisfaction/motivation.
4. The quality of relationship with the supervisor is important.
5. Business sales reps are willing to accept direction and authority
from a number of departments in the company.
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In another study on „‟motivation and performance in business selling‟‟
has developed a model as shown below
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Motivation
Aptitude
Effort Satisfaction Rewards Performance
The model above :
That a salesperson‟s performance depends on three factors:
degree of motivation, efforts, and aptitude (or ability).
A higher degree of motivation, efforts, and aptitude will lead
to a greater performance.
Greater performance will lead to greater rewards, ( such as
higher pay, financial incentive, recognition, and felling of self-
worth).
Greater rewards will lead to greater satisfaction.
Greater satisfaction will reinforce motivation.
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The sales manager must be skilled in human relations and also be task
oriented.
The task oriented sales manager shows concern for achievement of
sales, profits, payment collection and other goals of a organisations.
Blake and Mouton Grid for Managerial Styles
there are various styles of day-to-day functioning of the
managers, while among them being the Blake and Mouton Grid for
Managerial Styles.
Concern for
people
e) Developing Sales Force
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1 9
(9,9) (1,9)
(1,1) (9,1)
Coordinate (1,1) depicts the Mushroom Manager Style.
This type of manager likes to keep salespeople in dark.
He or she does not communicate to salespeople that expectations
of the management, what tasks are to be performed and how to
achieve the goals.
The manager does not show any concern for the sales people or
make any efforts to develop them.
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Coordinate (9,1) depicts Attila the Hun.
This manager has an authoritarian style.
The manager is a real tasks master, asking salesperson to perform
a lot of sales activities and paper work.
However he/she does not show any concern for the needs of
salespeople.
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Coordinate (1,9) shows the Great Communicator.
This managerial style shows a great concern for the salespeople
by talking and building a good rapport with them
Keeping them well informed about the goals to be achieved.
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Coordinate (9,9) depicts the Renaissance Manager.
This is the ideal style where a manager shows not only a strong
concern for the salespeople but also is tasks oriented.
The manager communicates with salespeople about the
company‟s score.
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SALES FORCE COMPENSATION
The purpose of a sales compensation is to attract and motivate
salespeople.
The requirement of an effective sales compensation plan are:
1- It should give certain degree of financial security or stability to
salespersons.
2- It should be related to the “ going market-price” of salespeople.
3- It should be easy and clear enough for salesperson to understand.
A sales compensation plan has the following four components :
1- Fixed amount - stable income
2- Variable amount – commission, profit-sharing.
3-Fringe benefit or perks – travel assistance, medical reimbursement.
4- Expense allowances or reimbursement – travelling, lodging,
customer entertainment. 6
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Types of compensation plans available to a company are:
1- Straight salary
2- Straight commission
3- Combination of salary and perks
4- Combination of salary and commission
5- Combination of salary, perks and commission.
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One of responsibilities of sales-force management is to evaluate and
control the business sales-force at various level like individual, branch,
regional and national level.
An evaluation includes are:
1- Obtaining information about salesperson performances at regular
interval.
2- Evaluating or examining the actual performance with the goals or
targets.
3-Determining if the goals are being achieved.
Controlling includes identifyings the problems a taking corrective actions to achieve the goals.
Evaluation is backward-looking but control is forward-looking.
f) Evaluation and Control
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Controlling includes : identifying the problems (if goals are not being
achieved) and taking corrective actions to achieve the goals.
Thus, Evaluation is backward-looking but control is forward-looking.
SOURCE OF INFORMATION ( obtain information about salespersons‟
performances on regular basis)
1. Sales analysis ( i.e. computerised statements on actual sales against
goals by salespersons, branches, regions, and national levels).
2. Sales call reports (i.e giving information about customer-calls
planned, outcome of actual visits, progress on various activities).
3. Customers‟ letters or complaints;
4. Market surveys, and so on.
Controlling
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The sales managers use two types of evaluation to measure the
performance of sales force.
There are :
i- Quantitative (outcome based)
ii- Qualitative (behaviour based)
While determining quantitative measures, the sales management
should focus on important performance variable and ignore other non
important parameters.
Some of the important variables:
1- Comparisons of actual sales performance with sales quotas or goals.
2- Sales expenses to total sales.
The selection or the important variables should depend on the
marketing objectives of a company.
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Management by Objectives (MBO)
MBO is an effective control tools, and is also effective system for
involving and evaluating salespeople in which the sales manager has an
in-depth discussion with the sales representative, and together they
decide the goals or objective of the sales rep.
If the actual performance of a sales rep is in line with the goals, the
sales manager need not to take any corrective action, but must
appreciate the good performance and reward him suitably.
Alternatives:
1- Identify the reasons for deviations.
2- Take corrective action
3- Marketing strategies or tactics need to be changed based on changes
in the external environment.
4- Changes the sales goals.
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D. LESSON LEARNING OBJECTIVES :
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Upon completion of this course, Student should be able to :
Explain the promotional tools and promotional media for
business marketing.
1. The advertising media used for business marketing
2. Sales promotion activities
3. Public relation and publicity activities
4. Direct marketing activities.
5. Personal selling activities.
THE PROMOTIONAL TOOLS
AND PROMOTIONAL MEDIA
FOR BUSINESS MARKETING
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Tutorial exercise 3 SALES MANGEMENT AND BUSINESS
MARKETING COMMUNICATION
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TUTORIAL EXERCISE 3
1. Identify the advertising media used for business
marketing (Print media, General business
publication) with suitable examples.
2. Identify sales promotion activities (Trade shows,
Exhibition, Catalogues, Sales contests, Promotional
novelties (gifts), Seminars, Demonstration,
Promotional letters and Entertainment) with suitable
example.
3. Identify public relation and publicity activities.
(Charitable donations, Adopting villages, Community
relations and News item in press) with suitable
example.
4. Identify direct marketing activities. ( Direct mail,
telemarketing and On-line marketing channels) with
suitable example.
5. Identify personal selling activities. (Sales calls, Sales
presentation, Team selling and Relationship
marketing).
Q1. Identify the advertising media used for
business marketing.
a. Print media
b. General business publication
c. Trade journals
d. Industrial directories
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Q2. Identify sales promotion activities.
a. Trade show
b. Exhibition
c. Catalogues
d. Sales contests
e. Promotional novelties (gifts)
f. Seminars
g. Demonstration
h. Promotional letters
i. Entertainment
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Q3. Identify sales promotion activities.
a. Charitable donations
b. Adopting villages
c. Community relations
d. News item in press
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Q4. Identify direct marketing activities.
a. Direct mail
b. Telemarketing
c. On-line marketing channels
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Q5. Identify personal selling activities.
a. Sales calls
b. Sales presentation
c. Team selling
d. Relationship marketing
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1. ADVERTISING MEDIA
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Advertising is defined as any of paid communication or
promotion for product, service and idea.
Advertisement is not only used by companies but in many cases
by museum, government and charitable organizations.
Advertising media used for business marketing are :
a. Print media
b. General business publication.
c. Trade Journals
d. Industrial directories.
2. SALES PROMOTION ACTIVITIES
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Promotion is an incentive tool used to drive up short term
sales.
In business marketing, the objective of sales promotion are
gathering business (or sales) leads, impressing and rewarding
customers, and stimulating the sales force to greater effort.
Promotion can be launched directed at consumer business
market or trade. Consumer business market incentives could
be: sample, coupon, free trial, demonstration. Trade incentive
could be price off, free goods and allowances. Sales force
incentive could be trade shows, competition among sales
people.
The method used in business marketing for sales
promotion :
Sale Promotion
1 Trade Shows (or
exhibitions)
Industry or trade associations organise annual trade fairs or
exhibitions. Companies selling products and service to a
particular industry buy space and set up displays or stalls to
demonstrate their products at the trade shows.
2 catalogues Printed catalogues are one of the few promotional supports that
provide buyers organisation information about a supplier‟s
product lines and products items. Catalogues also help
salespersons to establish contacts with technical persons in the
buyer‟s organisations.
3 Sales contests Business marketing firm hold sales contests or incentives for
their sales people and/or dealers. The objective is to motivate
the sales force and dealers to improve their sales performance
over the period of one year. Those who perform well get cash
prizes or gifts or foreign trips.
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The method used in business marketing for sales
promotion :
Sale Promotion
4 Promotional
novelties (or gift)
A gift items given by salespersons to existing and new customers. Many
companies get gift items made once a year (during New Year) bearing
company‟s name and address, it possible , an advertising message. The
common gift items are calendars, diaries, ball-point pens, leather bags,
memo-pads. The purpose is to keep buyers constantly aware of
supplier‟s identity.
5 Entertainment Entertaining business customer can have positive or negative effects,
depending on buying situations, nature of products, policies of buyer
organisations, and buyers‟ culture.
6 Promotional letters Promotional letters, particulary for
7 Seminars
8 Demonstrations
86
3. PUBLIC RELATION AND PUBLICITY ACTIVITIES
8
7
Marketing public relation (MPR) is an efficient tool in building
awareness by generating stories in media. Once the story is in
circulation MPR can establish credibility and create a sense of
enigma among sales people as well as dealers to boost
enthusiasm.
MPR is much more cost effective tool than other promotional
activities.
4. DIRECT MARKETING ACTIVITIES
8
8
The communication establishes through a direct channel
without using any intermediaries is referred to as direct
marketing has shown tremendous growth in recent years.
The internet has played major part in this growth stor.
Direct marketing saves time, makes an experience personal and
pleasant. DM reduces cost for companies.
5. PERSONAL SELLING ACTIVITIES
8
9
Krishna K Havaldar, Industrial Marketing,(2nd edition), Mc
Graw Hill.
9
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REFERENCE S BOOK
Pengajaran :
Jika hati dan jiwa bersih dan tidak berpenyakit, maka
dengan sendirinya wajah menjadi berseri-seri. 9
1
ANTARA RUPA DAN HATI Dari Abu Hurairah r.w., Nabi SAW bersabda yang
bermaksud :
“Sesungguhnya Allah tidak melihat
kepada jasad atau rupa bentuk
tetapi Allah melihat kepada hati-hati
kamu.” (Riwayat Muslim)
