1、Chapter 16Professional Sales“Good listeners generally make more sales than good talkers-B.C. Holwick 2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensChapter ObjectivesExplain the role and nature of personal selling

2、and the role of the sales force Describe the basics of managing the sales force Identify the key issues in recruiting, selecting, training, and compensating salespeople 2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and Make

3、nsChapter ObjectivesDiscuss supervising salespeople, including directing, motivation, and evaluating performance Apply the principles of personal selling process, and outline the steps in the selling process 2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle

4、River, NJ 07458 Kotler, Bowen, and MakensHospitality IndustrySales PositionsDelivererOrder-taker or Customer Service RepresentativeMissionary create goodwill and educate users on the product or serviceTechnician Demand Creator2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th ed

5、itionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensNature of Hospitality SalesProspecting locating and cultivating new customersTargeting allocating scarce time among prospects and customersCommunicating providing information about the companys products and servicesSelling knowing the art of

6、 salesmanship2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensNature of Hospitality SalesServicing consulting on problems and providing technical assistanceInformation gathering conduct market research and intelligen

7、ce workAllocating deciding which customers to allocate scarce products to during product shortages2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensSales-Force ObjectivesObjectives ensure that corporate goals are metG

8、oals include revenue, market share, and improving corporate image among othersObjectives assist sales force members to plan and execute their personal sales programs2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensSa

9、les-Force ObjectivesMust be customer designed annually for each companyEstablished to support corporate goals as well as marketing and sales objectivesAnnual objectives may change in the event of natural and other disasters2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editi

10、onUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensAchieving Sales-Force ObjectivesSales VolumeUpselling and Second Chance SellingMarket Share or Market PenetrationProduct-Specific Objectives2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07

11、458 Kotler, Bowen, and MakensSales VolumeCommon hospitality sales volume measures include:Occupancy, passenger miles and total coversSales volume by selected segmentsSales volume and price/margin mix2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ

12、 07458 Kotler, Bowen, and MakensUpselling and Second Chance SellingSelling additional services or upgrading rooms and food and beverageEncourages cooperation and teamwork between departments 2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 K

13、otler, Bowen, and MakensMarket ShareA brands share of the total sales of all products within the product category in which that brand competesDetermined by dividing a brands sales volume by the total category sales volume2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition

14、Upper Saddle River, NJ 07458 Kotler, Bowen, and MakensMarket PenetrationThe percentage of the market owned by a company as represented by share of revenueHotels are often held accountable for a predetermined level of market penetration What is STAR?2006 Pearson Education, Inc. Marketing for Hospital

15、ity and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensProduct-Specific ObjectivesImproving sales volume for specific product linesSales managers must be careful when setting product-specific objectives that they do not ignore other product line members2006 Pearson Educati

16、on, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensSales-Force StructureTerritorial size, shapeMarket-SegmentMarket-ChannelCustomerCombination2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle Rive

17、r, NJ 07458 Kotler, Bowen, and MakensSales-Force SizeGrouped by annual sales volumeDesired number of calls is established for each groupTotal workload is determinedNumber of calls multiplied by the number of accounts2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper

18、 Saddle River, NJ 07458 Kotler, Bowen, and MakensSales-Force SizeAverage number of calls per sales representative per year is determinedNumber of sales representatives is determinedTotal annual calls required divided by average annual calls per person2006 Pearson Education, Inc. Marketing for Hospit

19、ality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensSize of Hotel Sales ForceContributing Factors:Corporate/chain sales support Use of sales reps Team selling Electronic and telephone salesTravel intermediary dependency 2006 Pearson Education, Inc. Marketing for Hospi

20、tality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensOrganizing the Sales DepartmentInside Sales ForceTechnical support, sales assistants, reservations department, telemarketersField Sales ForceCommissioned reps, salaried repsTeam SalesSales Blitz, travel mission, cha

21、rity promotions2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensRelationship MarketingRelationship marketing is based on the premise that important accounts need focused and continuous attentionThe organization focus

22、es equally on managing both its customers and its products 2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensStrategic AlliancesStrategic alliances are a highly developed form of relationship marketing that are common

23、 between vendor and buyer or between noncompeting vendors and a common buyer 2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensStrategic Alliances3 types in the hotel industryOne Night Stands short term opportunistic

24、relations such as cross advertising Affairs medium-term tactical relationships such as hotels participating in airline frequent flyer programsI Dos long-term commitment which may require equity investment from both parties2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editio

25、nUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensImportance of Careful SelectionThe cost of finding and training a new salesperson plus the cost of lost sales can be substantial, and a sales force with many new people is generally less productive 2006 Pearson Education, Inc. Marketing for Hosp

26、itality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensWhat Makes a Good Sales Rep?HonestReliableKnowledgeableHelpfulRisk takingPowerful sense of missionProblem-solving bentCare for the customerCareful planningEmpathyEgo drive 2006 Pearson Education, Inc. Marketing for

27、 Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensRecruiting3 models for recruitingBatch processOnly as neededAlways recruit2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensTr

28、aining3 types of trainingProduct/service trainingPolicies, procedures, and planning trainingSales techniques training2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensSelecting Sales StrategiesPrevent erosion of key a

29、ccountsGrow key accountsGrow selected marginal accountsEliminate selected marginal accounts Retain selected marginal accounts, but provide lower-cost sales supportObtain new business from selected prospects2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle Ri

30、ver, NJ 07458 Kotler, Bowen, and MakensPrinciples of Personal SellingProspecting and QualifyingPreapproachApproachPresentation and DemonstrationNegotiationOvercoming ObjectionsClosingFollow-up/ Maintenance 2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle Ri

31、ver, NJ 07458 Kotler, Bowen, and MakensPresentation and Demonstration5 influence strategiesLegitimacy Expertise Referent Power Ingratiation Impression 2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensMotivating Professional Sales StaffCompensationStraight SalaryStraight CommissionCombi