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B2B Marketing Exam > Ch. 12 - B2B Selling > Flashcards

Ch. 12 - B2B Selling Flashcards

1
Q

Describe three negative perceptions of B2B selling individuals and why they are wrong.

A
  1. Sales people push products on people - Actually, nowadays sales reps are in partnership with customers, helping them to run their business. They are a motivated sales force dedicated to developing and satisfying customer needs.
  2. Anybody can get a job in sales. You don’t need a degree to work in sales. Actually, sales people go to colleges to recruit.
  3. Sales people are born, not trained. Actually, sales people have to know the big picture. Sometimes that means legislative issues, politics, trade. They have to be the best source of information in the industry.
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2
Q

What is an organizations largest operating expense?

A

Personal selling

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3
Q

How do salespeople create value for customers?

A
  1. Identify Creative Solutions To Customer Problems
  2. Ease The Customer Buying Process
  3. Follow-up After The Sale Is Made
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4
Q

What are boundary personnel?

A
  • Comprised of buyers and sellers
  • Span boundaries of own organization and those of customer’s
  • Liaison to other key organizations
  • Can be major asset in buyer-seller relationship
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5
Q

What are 5 characteristics of B2B selling?

A
  1. Repeated, ongoing relationships
  2. Solution-oriented, total system effort (Must understand needs of customer and the motivating elements of between members of the buying centre).
  3. Long time period before sale pays off
  4. Continuous adjustment of needs (need to be flexible and responsive to customers changing needs)
  5. Buyer demands creativity of seller in problem solving (Customization expected, must be unique)
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6
Q

Describe the difference between Inward, Sales Driven Cultures and Market, Value Driven Cultures.

A

Sales Driven Cultures - Maximizing production and/or sales is often the goal
Value Driven Cultures - Maximizing market choice or life quality and focus on satisfying a need

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7
Q

Name and describe 4 forms of seller roles.

A
  1. Order Taker
  2. Persuader/ Sustainer
  3. Motivator/ Problem Solver
  4. Relationship/ Value Creator
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8
Q

Name 3 special types of Seller roles.

A

Missionary Sellers
Field-Marketers
Post-Sale Customer Service

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9
Q

Describe the Relationship Between Field Sales & Field Marketing.

A

Field Sales Team - Has sales mangers and field sellers
Field Marketing Team - Has Field marketers

Field Sellers - Based on the philosophy of “you get what you reward,” - Directs purchasing Influences at customers who are contract providers to end users and at integrated customer facilities.

Field marketers - Focuses on long-term development and value creation - Specify Influences at End User customers who rely on contract providers and who have integrated manufacturing facilities.

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10
Q

As the sales relationships become more reliant on a value orientation and an increasing complexity of the buyer-seller relationship, the demands on the skills of the seller must _________.

A

Increase

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11
Q

Name three selling structures (Think simulation from class).

A
  1. Direct Sales Force
  2. Manufacturer’s Representatives
  3. Distributors
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12
Q

Explain when and why to use a Direct Sales Force selling structure.

A
  • technically complex product
  • specialized background needed
  • long lead time for results
  • must find new customers
  • customer base is concentrated
  • explicit customer feedback required
  • high fixed costs
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13
Q

Explain when and why to use a Manufacturer’s Representative selling structure.

A
  • The product is standardized or generic
  • For technical products, a technical background is important
  • Control of personnel is less important
  • Short sales cycles are common
  • The reps have other complementary lines
  • Reps have established relationships with target customer segments
  • Match of reps’ existing call patterns
  • The market is dispersed and/or when the market consists of many small customers, and/or the company is small. Limited market potential.
  • Customer feedback is less critical
  • Specialists in a particular market segment
  • In business for themselves or as part of an agency of reps
  • No ownership in what they sell
  • Don’t carry inventory
  • Low fixed costs
  • Commission after sale booked
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14
Q

Explain when and why to use a Distributors selling structure.

A
  • One-stop purchasing
  • Manufacturers’ selling arm
  • No need for a high level of service or technical expertise
  • General-line or specialists
  • Full-service intermediaries
  • The reps have other complementary lines
  • Generally viewed favourably by industrial customers
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15
Q

Name three compensation types.

A
  1. Straight compensation
  2. Straight salary
  3. Combination plans
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16
Q

Why would you want to use a Straight Compensation as a compensation type?

A
  • Repeat efforts necessary to sustain customer purchases
  • Rewards short term
  • Sellers focus on those who have frequent purchases
  • Inappropriate during new product introductions
  • Compensation variability/ volatility may be a problem for the seller
17
Q

Why would you want to use a Straight salary Compensation as a compensation type?

A
  • Management has greater control over sales force
  • Appropriate when sellers provide design and engineering assistance
  • Motivator/Problem Solver, Relationship/Value Creator
  • Creates Stability
  • Does not tie financial rewards to sales results
18
Q

Why would you want to use a Combination Plan Compensation as a compensation type?

A
  • Frequently used form of compensation
  • Salary portion contributes to needs of management control
  • Commission encourages higher sales
  • Commission is paid as it is earned
19
Q

Describe some selling tips.

A
  • Develop empathy - Put yourself in the customer’s shoes and try to put forward a proposition that you yourself would like to receive
  • Bundle Products - bundle fast selling products with slow selling ones to keep inventory low and extend customer value
  • End of sale - At the end of sale focus on on two or three options for the customer, instead of focusing purely on ‘the sale’.
  • Closing Time - Ask the customer how they want to continue. Propose if they are indecisive.
  • Price objection - A really useful way to deal with a price objection is to ask the customer; ‘If we were the same price as (insert other quote here) would you buy from us?’
    Problem Solving - Diagnose before you prescribe - understand the problem first!
  • Know your inventory
  • make food and drink
  • Always do what you said you were going to do!!!!!

B2B Marketing Exam (6 decks)

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