Personal Selling - Pearson South Africa
PERSONAL SELLING M Bogaards, S Boshoff, N Dlodlo, DT Noel, M Wait 9781485715498 fpr sal ter stb eng za.indb 1 2021/02/01 4:11 PM
Pearson South Africa (Pty) Ltd 4th floor, Auto Atlantic Building, Corner of Hertzog Boulevard and Heerengracht, Cape Town, 8001 za.pearson.com Pearson South Africa (Pty) Ltd 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 copyright holder. Every effort has been made to trace the copyright holders of material produced in this title. We would like to apologise for any infringement of copyright so caused, and copyright holders are requested to contact the publishers in order to rectify the matter. First published in 2020 1st impression 2020 ISBN 978-1-485-71549-8 (print) ISBN 978-1-485-71690-7 (epdf) Publisher: Deanne Vorster Managing editor: Ulla Schüler Editor: Peter Lague Book design: Pearson Media Hub Cover design: Pearson Media Hub Artwork: Ben Latham Typesetting: Stacey Gibson Proofreader: Magdal Palm Indexer: Lois Henderson Printed by xxxx printers, [city] In line with Pearson’s editorial policy this book has been peer reviewed. Aknowledgements Cover image: Prostock-studio/Shutterstock; pages 15–16: Brent Adamson , Matthew Dixon and Nicholas Toman (2012). The end of solution sales. Harvard Business School Publishing. https://hbr. org/2012/07/the-end-of-solution-sales; pages 53–54: Encyclopaedia Britannica. Mauritania. Retrieved from: https://www.britannica.com/place/Mauritania; An interview was conducted with the Sales Manager during a personal interview (H Bogaards, personal interview, 25 October 2018); pages 67–71: Avon. (2018). Company profile Avon Products, Inc [Online]. Available from: www.marketline.com; pages 94–95: Sipho Ngwema, Head of Communications on behalf of the Competition Commission of South Africa; Available at: http://www.compcom.co.za; page 106: Kotler, P., Armstrong, G., Saunders, J,.& Wong, V. (1997). Principles of marketing (2nd European ed.). London: Prentice-Hall.; page 109: Kotler, P., & Armstrong, G., 17th Ed., 2018. Reprinted and Electronically reproduced by permission of Pearson Education, Inc., New York, NY; page 111: Kotler, P., & Armstrong, G., 17th Ed., 2018. Reprinted and Electronically reproduced by permission of Pearson Education, Inc., New York, NY; page 134–135: Ingram, T. N., Avila, R. A., Schwepker, C. H., & Williams, M. R. (2017). Sell (5th ed.). Boston, MA: Cengage Learning Inc. Reproduced by permission. www.cengage.com/permissions; pages 189–190: he-truth-about-mobiles-and-shopping.pdf. 9781485715498 fpr sal ter stb eng za.indb 2 2021/02/01 4:11 PM
Acknowledgements We would like to acknowledge Ms Dianne Vorster as well as Ms Babalwa Nchekwube for providing excellent guidance during the inception of this book project. Gratitude is also extended to various scholars and contributors for the referenced works and case studies cited in this book. Finally, we would also like to thank our editorial team at Pearson Education Southern Africa for assisting to make this new edition possible. 9781485715498 fpr sal ter stb eng za.indb 3 2021/02/01 4:11 PM
Contents Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . viii About the authors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . x List of case studies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi List of figures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi List of tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xii SECTION A: THE SALESPERSON . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 Chapter 1: Profile of a salesperson. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 1.1 What is personal selling?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 1.2 Attributes of salespeople. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 1.2.1 Communication skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 1.2.2 Listening skills. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 1.2.3 Time-management skills. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1.2.4 Analytical thinking and problem-solving skills. . . . . . . . . . . . 6 1.3 Types of sales careers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1.3.1 Key account managers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1.3.2 Sales manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 1.3.3 The salesperson. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 1.4 Different types of sales environments. . . . . . . . . . . . . . . . . . . . . . . . . . . 8 1.4.1 Online selling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 1.4.2 Direct selling. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 1.4.3 Agent selling. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 1.4.4 Retail selling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 1.4.5 Team selling. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 1.4.6 Creative selling. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 1.5 Different tasks of a sales representative . . . . . . . . . . . . . . . . . . . . . . . 12 1.5.1 Lead generator. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 1.5.2 Order getter. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 1.5.3 Order taker. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 1.5.4 Sales support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 1.5.5 Administrator and deliverer . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 1.6 The important role of personal selling. . . . . . . . . . . . . . . . . . . . . . . . . 13 1.6.1 Personal selling and the customer. . . . . . . . . . . . . . . . . . . . . . 13 1.6.2 Personal selling and the selling organisation. . . . . . . . . . . . 13 1.6.3 Personal selling and the community. . . . . . . . . . . . . . . . . . . . 14 Chapter 2: Communication. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 2.1 Overview of the communication process. . . . . . . . . . . . . . . . . . . . . . 19 2.2 Types of communication. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 2.2.1 Verbal communication. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 2.2.2 Non-verbal communication. . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 2.2.3 Written communication. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 2.2.4 Visual communication. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 2.2.5 Choosing the correct type of communication . . . . . . . . . . 31 9781485715498 fpr sal ter stb eng za.indb 4 2021/02/01 4:11 PM
Chapter 3: Chapter 4: Chapter 5: 9781485715498 fpr sal ter stb eng za.indb 5 2.3 Communication styles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.3.1 Identifying communication styles and adapting. . . . . . . . 2.4 Barriers to effective communication. . . . . . . . . . . . . . . . . . . . . . . . . . . 2.4.1 Barrier categories. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.5 General considerations in the sales interaction. . . . . . . . . . . . . . . . Selling across cultures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.1 Culture. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.2 Cross-cultural communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.2.1 Barriers to effective cross-cultural communication. . . . . . 3.3 How to sell effectively across cultures. . . . . . . . . . . . . . . . . . . . . . . . . 3.3.1 Be aware. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.3.2 Be sensitive, act intelligently and be mindful . . . . . . . . . . . 3.3.3 Cross-cultural sales training . . . . . . . . . . . . . . . . . . . . . . . . . . . . The selling environment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.1 Applying a SWOT analysis for environmental scanning. . . . . . . . 4.1.1 Components of a SWOT analysis . . . . . . . . . . . . . . . . . . . . . . . 4.2 Internal environment (micro environment). . . . . . . . . . . . . . . . . . . . 4.2.1 Marketing environment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.2.2 Business environment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.3 External environment (macro environment). . . . . . . . . . . . . . . . . . . 4.3.1 Market environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.3.2 Macro environment (PESTLE). . . . . . . . . . . . . . . . . . . . . . . . . . . 4.4 Advantages of conducting a SWOT analysis. . . . . . . . . . . . . . . . . . . 4.5 Disadvantages of conducting a SWOT analysis . . . . . . . . . . . . . . . . 4.6 When to use SWOT analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.7 Interpreting a SWOT analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Ethics in selling. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.1 Ethics and ethical behaviour . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.2 Ethical decision action process (EDAP) framework. . . . . . . . . . . . . 5.2.1 The moral decision structure (Part A). . . . . . . . . . . . . . . . . . . 5.2.2 Individual characteristics (Part B) . . . . . . . . . . . . . . . . . . . . . . . 5.2.3 Situational factors (Part C). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.2.4 Outcomes and evaluation (Part D). . . . . . . . . . . . . . . . . . . . . . 5.3 Factors that influence ethical selling. . . . . . . . . . . . . . . . . . . . . . . . . . . 5.3.1 Individual factors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.3.2 Organisational factors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.3.3 Environmental factors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.4 Ethical dilemmas facing salespeople. . . . . . . . . . . . . . . . . . . . . . . . . . 5.4.1 Ethical obligation towards employers . . . . . . . . . . . . . . . . . . 5.4.2 Ethical obligation towards peers. . . . . . . . . . . . . . . . . . . . . . . . 5.4.3 Ethical obligation towards customers. . . . . . . . . . . . . . . . . . . 5.4.4 Ethical obligation towards competitors. . . . . . . . . . . . . . . . . 5.4.5 Ethical obligation under salesforce automation. . . . . . . . . 32 33 35 36 37 42 43 44 44 48 48 49 51 56 57 58 60 60 60 60 61 61 64 64 65 65 72 73 74 74 75 75 75 76 76 78 79 80 81 83 83 86 87 2021/02/01 4:11 PM
5.5 Ethics in international selling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.6 Ethical conflict-resolving facilities in South Africa. . . . . . . . . . . . . . 5.6.1 National legislation and supporting institutions . . . . . . . . 5.6.2 Direct Selling Association’s code of conduct. . . . . . . . . . . . 88 89 89 93 SECTION B: THE CUSTOMER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98 Chapter 6: Profiling the customer. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99 6.1 The salesperson-customer dyad. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99 6.1.1 Customer-orientation in the selling process . . . . . . . . . . . 100 6.2 Types of customers in personal selling. . . . . . . . . . . . . . . . . . . . . . . . 100 6.2.1 Individual customers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101 6.2.2 Business buyers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108 6.2.3 Government buyers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115 6.3 Differences between B2B and B2C selling . . . . . . . . . . . . . . . . . . . . 117 6.4 Selling to customers across cultures. . . . . . . . . . . . . . . . . . . . . . . . . . 118 6.4.1 Cultural expectations and social norms. . . . . . . . . . . . . . . . 118 6.4.2 Internet selling technology. . . . . . . . . . . . . . . . . . . . . . . . . . . . 119 6.4.3 Relational selling. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120 SECTION C: THE SELLING PROCESS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124 Chapter 7: The selling process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126 7.1 Phase one: Pre-sale. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127 7.1.1 Study the product(s) or service(s). . . . . . . . . . . . . . . . . . . . . . 127 7.1.2 Prospecting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130 7.1.3 Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134 7.1.4 Preparing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134 7.2 Phase two: During selling. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136 7.2.1 Engaging and need analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . 137 7.2.2 Questioning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137 7.2.3 Approaches to use during a sales meeting . . . . . . . . . . . . 139 7.2.4 Objections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140 7.2.5 Closing the sale . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143 7.3 Phase three: Post selling. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145 Chapter 8: Customer service. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148 8.1 Importance of customer care. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149 8.1.1 Effective business operation. . . . . . . . . . . . . . . . . . . . . . . . . . . 150 8.1.2 Quality service triangle. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150 8.2 Customer service. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151 8.2.1 Developing customer service relationships. . . . . . . . . . . . 152 8.3 Customer expectations of service . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154 8.3.1 Levels of customer service expectations. . . . . . . . . . . . . . . 154 8.3.2 Techniques for exceeding customer expectations . . . . . 154 8.3.3 Types of customer expectations. . . . . . . . . . . . . . . . . . . . . . . 155 8.3.4 Zone of tolerance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155 8.4 Meaning of service quality. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156 8.4.1 Dimensions of service quality . . . . . . . . . . . . . . . . . . . . . . . . . 156 8.4.2 The link between service quality and customer satisfaction. 157 8.4.3 Excellent customer service is extremely rare. . . . . . . . . . . 158 9781485715498 fpr sal ter stb eng za.indb 6 2021/02/01 4:11 PM
Chapter 9: 8.4.4 Barriers to customer service . . . . . . . . . . . . . . . . . . . . . . . . . . . 159 8.4.5 The cost of losing a customer . . . . . . . . . . . . . . . . . . . . . . . . . 159 8.4.6 The cost of bad customer service. . . . . . . . . . . . . . . . . . . . . . 160 8.5 Understanding the needs and expectations of the customer. . . 160 8.5.1 Value for money. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160 8.5.2 How can organisations ensure excellent quality service delivery?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .162 8.5.3 The 5 Cs of effective customer care. . . . . . . . . . . . . . . . . . . . 162 Selling in the 4IR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167 9.1 Evolution of sales and sales technology. . . . . . . . . . . . . . . . . . . . . . 168 9.2 The industrial revolutions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169 9.3 Digitised sales channels. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170 9.3.1 Online selling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170 9.3.2 Social selling. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 171 9.3.3 Multichannel selling. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172 9.3.4 Omnichannel selling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174 9.4 Sales artefacts in the 4IR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176 9.5 Digital assets that underlie the 4IR. . . . . . . . . . . . . . . . . . . . . . . . . . . 176 9.5.1 Internet of Things . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176 9.5.2 Big Data. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 177 9.5.3 Drone technology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 177 9.5.4 Machine learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 177 9.5.5 Artificial intelligence (AI) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 177 9.6 The symbiotic relationship between human salespeople and AI. . . 179 9.6.1 The categories of sales functions in the 4IR. . . . . . . . . . . . 179 9.6.2 Types of sales data that are handled by AI . . . . . . . . . . . . . 180 9.6.3 Selling trends in the 4IR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 180 9.6.4 The role of AI and ML in the selling process. . . . . . . . . . . . 181 9.6.5 The customer service makeover in the 4IR. . . . . . . . . . . . . 182 9.7 Benefits of sales automation in the 4IR. . . . . . . . . . . . . . . . . . . . . . . 185 9.8 Drawbacks of sales automation in the 4IR. . . . . . . . . . . . . . . . . . . . 185 9.9 Myths about selling in the 4IR. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186 9.10 The sales profession in the 4IR and beyond. . . . . . . . . . . . . . . . . . . 187 SECTION D: SALES MANAGEMENT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 192 Chapter 10: Sales management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 193 10.1 Basic functions of management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 194 10.1.1 Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 194 10.1.2 Organising . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 196 10.1.3 Leading. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 198 10.1.4 Controlling. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 199 10.2 Sales management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 201 10.2.1 Tasks of sales management. . . . . . . . . . . . . . . . . . . . . . . . . 201 10.3 Customer Relationship Management. . . . . . . . . . . . . . . . . . . . . . . . . 204 Index. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207 9781485715498 fpr sal ter stb eng za.indb 7 2021/02/01 4:11 PM
Preface Life revolves around selling products and/or services. As a result, selling is one of the oldest professions in the world. In the personal selling profession, the people who do the selling are organised into formal structures by various organisations; often going by everyday names such as salespeople, sales representatives, sales consultants and account development managers, to name but a few. The study of personal selling is still considered as the most important elements in the marketing function by both students and practitioners. Despite a move towards the more esoteric areas of marketing over the years, personal selling still remains unambiguous. Undoubtedly, personal selling is the only organisational function that still espouses contact (direct or indirect) with customers, where concluding that sale is the desired outcome. The goal of this Fresh Perspectives edition Personal selling is to provide students just starting at a tertiary institution or the new businessperson with the basics and principles of personal selling. The book will create awareness and understanding of the notion that personal selling is more than a simple business transaction, with its emphasis on setting goals, planning ahead and being prepared for each and every personal selling encounter. This text therefore explains and documents the personal selling process and function. Beyond this, personal selling is described as the interpersonal arm of marketing communications in which salespeople interact with a myriad of customer groups and prospects to make sales and build relationships. The golden thread is identified through connecting artificial intelligence and advanced technologies to harvest and maintain information about customers and other stakeholders. For ease of reference for both students and lecturers, the text delivers a high-level of practical orientation that encapsulates contemporary examples, case studies, hyperlinks, and so on, that will enable students to learn how concepts are used in actual practice and how they relate to one another within the South African context. Target market Primarily, this Fresh Perspectives edition is invaluable to first-year students studying towards Diplomas in Marketing and Retailing at higher educational institutions in South Africa. Personal selling is also relevant for students studying towards other business-related qualifications such as the Diploma in Management, the Certificate in Sales Management, the Certificate in Marketing Communications Practice and the Diploma in Business Studies, among other undergraduate courses. Likewise, researchers, entrepreneurs, practising salespeople and sales managers can also benefit from reading this text for non-degree purposes, as it emphasises the practical as well as the theoretical concepts related to the personal selling function. How to study this text The organisation of this text ensures that the reader is able to find the golden thread throughout the chapters. The following study method is recommended: Prepare your mind for exciting revelations about the personal selling function. Set up a timetable to help manage your time effectively. In general, reading the text for at least an hour every day will greatly enhance your ability to master the concepts included in this book. Read and understand the learning objectives set out at the beginning of each chapter. viii 9781485715498 fpr sal ter stb eng za.indb 8 2021/02/01 4:11 PM
Read the preliminary sections to each chapte
personal selling is the only organisational function that still espouses contact (direct or indirect) with customers, where concluding that sale is the desired outcome. Personal selling Personal selling. 1 1 .6 .1 Personal selling and the customer. personal selling and , , , the .
Johannesburg, South Africa Auckland Park Theological Seminary Polokwane, South Africa Taberna Dei Academy Kempton Park, South Africa Kaleideo Congregation Centurion, South Africa AFM of South Africa Witrivier, South Africa Africa School of Missions Irene, South Africa Full Gospel Church of God College Cullinan, South Africa Berea Bible School
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Grant Cardone Training SELLING-selling is for me-selling impacts everyone-determines survivability-you have to be able to convince others of your opinion-selling is used everyday by everyone-selling is a way of life -you need to know how to negotiate in life-getting other people to like you is selling-you want to get to other people to please you
The Selling Process Relationship selling is a multi-stage process. Unfortunately, most treatments of relationship selling focus on the duration, rather than the creation. Instead of paring relationship selling as a polar opposite to traditional selling, it should be a transformation of the traditional selling process.
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Stats SA Library Cataloguing-in-Publication (CIP) Data CHILD POVERTY IN SOUTH AFRICA: A Multiple Overlapping Deprivation Analysis / Statistics South Africa. Pretoria: Statistics South Africa, 2020
Engineering Mathematics – I, Reena Garg, Khanna Book Publishing . AICTE Recommended Books for Undergraduate Degree Courses as per Model Curriculum 2018 AICTE Suggested Books in Engineering & Technology w.e.f. 2018-19 BSC103 – Mathematics – II 1. Advanced Engineering Mathematics, Chandrika Prasad & Reena Garg, Khanna Book Publishing 2. Higher Engineering Mathematics, Ramana B.V., Tata .
