Chapter Preview you learned about communi- or a sales force? Perhaps you think of pushy retail sales clerks, “yell and
16 Chapter Preview you learned about communi- or a sales force? Perhaps you think of pushy retail sales clerks, “yell and
Personal Selling and Sales Promotion
In the previous two chapters,
First, what is your first reaction when you think of a salesperson
cating customer value through integrated marketing communications sell” TV pitchmen, or the stereotypical glad-handing “used-car sales- (IMC) and two elements of the promotion mix: advertising and public
man.” But such stereotypes simply don’t fit the reality of most of to- relations. In this chapter, we examine two more IMC elements: per-
day’s salespeople—sales professionals who succeed not by taking sonal selling and sales promotion. Personal selling is the interpersonal
advantage of customers but by listening to their needs and helping to arm of marketing communications, in which the sales force interacts
forge solutions. For most companies, personal selling plays an impor- with customers and prospects to build relationships and make sales.
tant role in building profitable customer relationships. Consider Proc- Sales promotion consists of short-term incentives to encourage the
ter & Gamble, whose customer-focused sales force has long been purchase or sale of a product or service. As you read, remember that
considered one of the nation’s best.
although this chapter presents personal selling and sales promotion as separate tools, they must be carefully integrated with the other ele- ments of the promotion mix.
P&G: It’s Not Sales, It’s Customer Business Development
F P&G is the world’s largest advertiser. Consumers seem to agree. as they depend on us,” says one CBD manager. By partnering
or decades, Procter & Gamble has been at the top of al- helping customers grow falls to the sales force. Rather than just most every expert’s A-list of outstanding marketing
selling to its retail and wholesale customers, CBD managers companies. The experts point to P&G’s stable of top-
partner strategically with customers to help develop their busi- selling consumer brands, or that, year in and year out,
ness in P&G’s product categories. “We depend on them as much
You’ll find at least one of P&G’s blockbuster brands in 99 percent with each other, P&G and its customers create “win-win” rela- of all American households; in many homes, you’ll find a dozen
tionships that help both to prosper.
or more familiar P&G products. But P&G is also highly respected Most P&G customers are huge and complex businesses— for something else—its top-notch, customer-focused sales force.
such as Walgreens, Walmart, or Dollar General—with thou- P&G’s sales force has long been an American icon for sell-
sands of stores and billions of dollars in revenues. Working with ing at its very best. When it comes to selecting, training, and
and selling to such customers can be a very complex undertak- managing salespeople, P&G sets the gold standard. The com-
ing, more than any single salesperson or sales team could ac- pany employs a massive sales force of more than 5,000 salespeo-
complish. Instead, P&G assigns a full CBD team to every large ple worldwide. At P&G, however, they rarely call it “sales.”
customer account. Each CBD team contains not only salespeople Instead, it’s “Customer Business Development” (CBD). And
but also a full complement of specialists in every aspect of sell- P&G sales reps aren’t “salespeople”; they’re “CBD managers” or
ing P&G’s consumer brands at the retail level. “CBD account executives.” All this might seem like just so much
CBD teams vary in size depending on the customer. For “corp-speak,” but at P&G the distinction goes to the very core of
example, P&G’s largest customer, Walmart, which accounts for how selling works.
an amazing 20 percent of the company’s sales, commands a P&G understands that if its customers don’t do well, nei-
350-person CBD team. By contrast, the P&G Dollar General ther will the company. To grow its own business, therefore, P&G
team consists of about 30 people. Regardless of size, every CBD must first grow the business of the retailers that sell its brands to
team constitutes a complete, multifunctional customer-service final consumers. And at P&G, the primary responsibility for
unit. Each team includes a CBD manager and several CBD ac-
Parts
» | Marketing: Creating and Capturing Customer Value 3
» | Marketing: Creating and Capturing Customer Value 11
» | Marketing: Creating and Capturing Customer Value 13
» | Marketing: Creating and Capturing Customer Value 25
» | Marketing: Creating and Capturing Customer Value 29
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 37
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 41
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 43
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 51
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 55
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 57
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 63
» | Analyzing the Marketing Environment 65
» | Analyzing the Marketing Environment 71
» | Analyzing the Marketing Environment 73
» | Analyzing the Marketing Environment 77
» | Analyzing the Marketing Environment 79
» | Analyzing the Marketing Environment 81
» | Analyzing the Marketing Environment 85
» | Analyzing the Marketing Environment 87
» | Analyzing the Marketing Environment 89
» | Managing Marketing Information to Gain Customer Insights 97
» | Managing Marketing Information to Gain Customer Insights 99
» | Managing Marketing Information to Gain Customer Insights 103
» | Managing Marketing Information to Gain Customer Insights 109
» | Managing Marketing Information to Gain Customer Insights 111
» | Managing Marketing Information to Gain Customer Insights 113
» | Managing Marketing Information to Gain Customer Insights 115
» | Managing Marketing Information to Gain Customer Insights 127
» | Managing Marketing Information to Gain Customer Insights 131
» | Consumer Markets and Consumer Buyer Behavior 133
» | Consumer Markets and Consumer Buyer Behavior 137
» | Consumer Markets and Consumer Buyer Behavior 141
» | Consumer Markets and Consumer Buyer Behavior 143
» | Consumer Markets and Consumer Buyer Behavior 159
» | Consumer Markets and Consumer Buyer Behavior 163
» | Business Markets and Business Buyer Behavior 165
» | Business Markets and Business Buyer Behavior 175
» | Business Markets and Business Buyer Behavior 179
» What is Eaton’s value proposition?
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 189
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 193
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 197
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 203
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 205
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 207
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 209
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 211
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 213
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 219
» | Products, Services, and Brands: Building Customer Value 223
» | Products, Services, and Brands: Building Customer Value 225
» | Products, Services, and Brands: Building Customer Value 229
» | Products, Services, and Brands: Building Customer Value 237
» | Products, Services, and Brands: Building Customer Value 245
» | Products, Services, and Brands: Building Customer Value 247
» | Products, Services, and Brands: Building Customer Value 249
» | Products, Services, and Brands: Building Customer Value 251
» | Products, Services, and Brands: Building Customer Value 257
» | New Product Development and Product Life-Cycle Strategies 259
» | New Product Development and Product Life-Cycle Strategies 271
» | New Product Development and Product Life-Cycle Strategies 273
» | New Product Development and Product Life-Cycle Strategies 279
» | New Product Development and Product Life-Cycle Strategies 281
» | Pricing: Understanding and Capturing Customer Value 289
» | Pricing: Understanding and Capturing Customer Value 291
» | Pricing: Understanding and Capturing Customer Value 295
» | Pricing: Understanding and Capturing Customer Value 299
» | Pricing: Understanding and Capturing Customer Value 305
» | Pricing: Understanding and Capturing Customer Value 307
» | Marketing Channels: Delivering Customer Value 339
» | Marketing Channels: Delivering Customer Value 347
» | Marketing Channels: Delivering Customer Value 351
» | Marketing Channels: Delivering Customer Value 367
» | Retailing and Wholesaling 373
» | Retailing and Wholesaling 377
» | Retailing and Wholesaling 379
» | Retailing and Wholesaling 393
» | Retailing and Wholesaling 395
» | Retailing and Wholesaling 397
» | Retailing and Wholesaling 401
» | Retailing and Wholesaling 405
» | Communicating Customer Value: Integrated Marketing Communications Strategy 407
» | Communicating Customer Value: Integrated Marketing Communications Strategy 411
» | Communicating Customer Value: Integrated Marketing Communications Strategy 413
» | Communicating Customer Value: Integrated Marketing Communications Strategy 415
» | Communicating Customer Value: Integrated Marketing Communications Strategy 429
» | Communicating Customer Value: Integrated Marketing Communications Strategy 433
» | Advertising and Public Relations 435
» | Advertising and Public Relations 439
» | Advertising and Public Relations 441
» | Advertising and Public Relations 443
» | Advertising and Public Relations 445
» | Advertising and Public Relations 447
» | Advertising and Public Relations 449
» | Advertising and Public Relations 453
» | Personal Selling and Sales Promotion 463
» | Personal Selling and Sales Promotion 469
» | Personal Selling and Sales Promotion 471
» | Personal Selling and Sales Promotion 481
» How is the sales force at Nestlé Waters structured? outsells its top competitors.
» | Direct and Online Marketing: Building Direct Customer Relationships 495
» | Direct and Online Marketing: Building Direct Customer Relationships 499
» | Direct and Online Marketing: Building Direct Customer Relationships 507
» | Direct and Online Marketing: Building Direct Customer Relationships 509
» | Direct and Online Marketing: Building Direct Customer Relationships 515
» | Direct and Online Marketing: Building Direct Customer Relationships 525
» | Creating Competitive Advantage 527
» | Creating Competitive Advantage 529
» | Creating Competitive Advantage 537
» | Creating Competitive Advantage 549
» | The Global Marketplace 551
» | The Global Marketplace 553
» | The Global Marketplace 561
» | The Global Marketplace 573
» | Sustainable Marketing: Social Responsibility and Ethics 581
» | Sustainable Marketing: Social Responsibility and Ethics 583
» | Sustainable Marketing: Social Responsibility and Ethics 587
» | Sustainable Marketing: Social Responsibility and Ethics 595
» | Sustainable Marketing: Social Responsibility and Ethics 603
» | Sustainable Marketing: Social Responsibility and Ethics 605
» | Marketing by the Numbers A21
» | Marketing by the Numbers A27
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