David Jobber University of Bradford

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1 8th edition David Jobber University of Bradford Geoffrey Lancaster London School of Commerce Prentice Hall FINANCIAL TIMES An imprint of Pearson Education Harlow, England London New York Boston San Francisco Toronto Sydney Singapore Hong Kong Tokyo Seoul Taipei New Delhi Cape Town Madrid Mexico City Amsterdam Munich Paris Milan

England London New York Boston San Francisco Toronto Sydney Singapore Hong Kong

2 List of figures List of tables About the authors Preface Acknowledgements xiv xvi xviii xix xxi Part one Sales perspective l 1 Development and role of selling in marketing 3 Objectives 3 Key concepts Background The nature and role of selling Characteristics of modern selling Success factors for professional salespeople Types of selling Image of selling The nature and role of sales management The marketing concept Implementing the marketing concept The relationship between sales and marketing Conclusions 40 References 41 Practical exercise: Mephisto Products Ltd 42 Examination questions 44 2 Sales strategies 45 Objectives 45 Key concepts Sales and marketing planning 46

6 Image of selling 12 1.7 The nature and role of sales management 14 1.8 The marketing concept 15 1.9 Implementing the marketing concept 18 1.

3 2.2 The planning process Establishing marketing plans The place of selling in the marketing plan Conclusions 70 References 71 Practical exercise: Auckland Engineering pic 72 Examination questions 74 Part two Sales environment 75 3 Consumer and organisational buyer behaviour 77 Objectives 77 Key concepts Differences between consumer and organisational buying Consumer buyer behaviour Factors affecting the consumer decision-making process Organisational buyer behaviour Factors affecting organisational buyer behaviour Developments in purchasing practice, Relationship management Conclusions 106 References 107 Practical exercise: The lost computer sale 108 Examination questions Sales settings ill Objectives 111 Key concepts Environmental and managerial forces that impact on sales Sales channels Industrial/commercial/public authority selling Selling for resale Selling services Sales promotions Exhibitions Public relations Conclusions 148 References ' 149 Practical exercise: Yee Wo Plastic Piping Components Ltd 151 Practical exercise: Gardnov Ltd 152 Practical exercise: Quality Chilled Foods Ltd 154 Examination questions 155

Key concepts 77 3.1 Differences between consumer and organisational buying 78 3.2 Consumer buyer behaviour 80 3.3 Factors affecting the consumer decision-making process 85 3.

4 5 International selling 156 Objectives 156 Key concepts Introduction Economic aspects International selling at company level Cultural factors in international selling Organisation for international selling Pricing Japan - a study in international selling Conclusions 188 References 188 Practical exercise: Selling in China 189 Practical exercise: Syplan 191 Practical exercise: Wardley Investment Services (Hong Kong) 193 Practical exercise: Quality Kraft Carpets Ltd 195 Examination questions Law and ethical issues 200 Objectives 200 Key concepts The contract Terms and conditions Terms of trade Business practices and legal controls Ethical issues Conclusions 216 References 216 Practical exercise: Kwiksell Cars Ltd 217 Practical exercise: ChevronTexaco cuts losses with Innovetra Fraud Alerter 219 Examination questions 222 Part three Sales technique Sales responsibilities and preparation 225 Objectives 225 Key concepts Sales responsibilities Preparation Conclusions 243 References 243 Practical exercise: The O'Brien Company 244

8 Conclusions 188 References 188 Practical exercise: Selling in China 189 Practical exercise: Syplan 191 Practical exercise: Wardley Investment Services (Hong Kong) 193 Practical exercise: Quality

5 Practical exercise: Presenting New Standa Plus: The final word in hydraulic braking systems? 245 Examination questions Personal selling skills 247 Objectives 247 Key concepts Introduction The opening Need and problem identification The presentation and demonstration Dealing with objections Negotiation Closing the sale Follow-up Conclusions 273 References 273 Practical exercise: Mordex Photocopier Company 275 Negotiation exercise: Supermarket versus superbrand: co-operate to compete 276 Practical exercise: A controlled sales process? 278 Examination questions Key account management 281 Objectives 281 Key concepts What is key account management? Advantages and dangers of key account management to sellers Advantages and dangers of key account management to customers Deciding whether to use key account management Criteria for selecting key accounts The tasks and skills of key account management Key account management relational development model Global account management Building relationships with key accounts Key account information and planning system Key success factors for key account management Conclusions 300 References 300 Practical exercise: Cloverleaf pic 303 Examination questions Relationship selling 307 Objectives 307 Key concepts 307

7 Closing the sale 267 8.8 Follow-up 271 8.

6 ; Contents sb 10.1 From total quality management to customer care From JIT to relationship marketing Reverse marketing From relationship marketing to relationship selling Tactics of relationship selling Conclusions 323 References 323 Practical exercise: Microcom 325 Practical exercise: Focus Wickes - 'Fusion': Winners, 2004 Retail Week Supply Chain Initiative Award 326 Examination questions Direct marketing 330 Objectives 330 Key concepts What is direct marketing? Database marketing Managing a direct marketing campaign Conclusions 346 References 346 Practical exercise: Kettle Foods 347 Practical exercise: RU receiving me? 349 Examination questions Internet and IT applications in selling and sales management 352 Objectives 352 Key concepts The changing nature of the salesforce Electronic commerce and electronic procurement Using technology to support sales activities Using technology to improve sales management Conclusions 376 References 377 Practical exercise: Raytheon 379 Examination questions 380 Part four Sales management Recruitment and selection 383 Objectives 383 Key concepts The importance of selection Preparation of the job description and specification 387

6 Conclusions 323 References 323 Practical exercise: Microcom 325 Practical exercise: Focus Wickes - 'Fusion': Winners, 2004 Retail Week Supply Chain Initiative Award 326 Examination questions 329 11

7 13.3 Identification of sources of recruitment and methods of communication Designing an effective application form and preparing a shortlist The interview Supplementary selection aids Conclusions 400 References 401 Practical exercise: Plastic Products Ltd 402 Examination questions Motivation and training 404 Objectives 404 Key concepts Motivation Leadership Training Conclusions 430 References 431 Practical exercise: Selling fountain pens 433 Examination questions Organisation and compensation 436 Objectives 436 Key concepts Organisational structure Determining the'number of salespeople Establishing sales territories Compensation Conclusions, 451 References 452 Practical exercise: Rovertronics 453 Practical exercise: Silverton Confectionery Company 455 Examination questions 456 Part five Sales control Sales forecasting and budgeting 459 Objectives 459 Key concepts Purpose Planning Levels of forecasting 463

7 Conclusions 400 References 401 Practical exercise: Plastic Products Ltd 402 Examination questions 403 14 Motivation and training 404 Objectives 404 Key concepts 404 14.1 Motivation 405 14.

8 I Contents ssb 16.4 Qualitative techniques Quantitative techniques Budgeting-purposes Budget determination The sales budget Budget allocation Conclusions 484 References 484 Practical exercise: Classical Reproductions Ltd 485 Practical exercise: A recipe for success 490 Examination questions Salesforce evaluation 493 Objectives 493 Key concepts The salesforce evaluation process The purpose of evaluation Setting standards of performance Gathering information Measures of performance Appraisal interviewing Conclusions 505 References 506 Practical exercise: Dynasty Ltd 507 Practical exercise: MacLaren Tyres Ltd 508 Examination questions 510 Appendix: Cases and discussion questions 511 Beiersdorf and Nivea: Researching and understanding the market and customers 511 Hutchinson Whampoa: Market leadership in the 3G market 518 McCain: Responding to changes in the external environment 524 Syngenta: Developing products for a better world 530 Index 535

493 Key concepts 493 17.1 The salesforce evaluation process 494 17.2 The purpose of evaluation 495 17.3 Setting standards of performance 496 17.4 Gathering information 496 17.

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Financial Statement Analysis Valuation Credit analysis Executive compensation Christian V. Petersen and Thomas Plenborg Financial Times Prentice Hall is an imprint of Harlow, England London New York Boston