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Download miễn phí Đề tài Improving the factors to enhance sales activities at the website www.khoadaotao.vn
TABLE OF CONTENTS
ACKNOWLEDGEMENT 1
TABLE OF CONTENTS 2
INTRODUCTION 4
Chapter I: Introduction of AMICA Corp 5
1. Overview of AMICA Corp 5
1.1. History and development of AMICA Corp 5
1.2. Organization of AMCIA Corp 5
1.3. Business field and business activities 7
1.3.1. Service of providing solutions to develop business in form of training courses 7
1.3.2. Service of providing information about recruitment 7
1.3.3. Service of providing information about training to the learners 8
2. The fact of sales activities at the website www.khoadaotao.vn 9
2.1. Product and business field 9
2.2. Sales force management 9
2.3. Process of selling of the website www.khoadaotao.vn 10
Chapter II – Theoretical framework used for the website www.khoadaotao.vn 11
1. Sales force management 11
1.1. Training salespeople 11
1.2. Compensating sales people 11
1.3. Supervising sales people 12
1.4. Evaluating salespeople 14
2. Steps in the selling process 14
1.1. Prospecting and qualifying 15
1.2. Pre-approach 15
1.3. Approach 15
1.4. Presentation and Demonstration 16
1.5. Handling objects 16
1.6. Closing 16
1.7. Follow up 16
2. Selling online advertising 17
2.1. Pointing out and classifying what they buy 17
2.2. Preparing the essential base for their website 17
2.3. Researching and having deep knowledge of needs – interests of customers 18
2.4. Pricing, discounting and special favouring 18
2.5. Building introductory advertising programs 18
2.6. Selling advertising 18
2.7. Building sales force 18
Chapter III – The weakness of factors affecting sales activities at the website www.khoadaotao.vn 19
1. Sales force and sales force management system 19
1.1. The quality of sales force 19
1.2. The managing methods 19
1.2.1. Training salespeople 19
1.2.2. Compensating salespeople 20
1.2.3. Supervising salespeople 20
2. The shortcomings in the process of selling 22
2.1. Step 1 – Prospecting and Qualifying 22
2.2. Step 2 – Pre-approach 23
2.3. Step 3 – Approach 23
2.4. Step 4 – Presentation and Demonstration 24
2.5. Step 5 – Handling Objections 24
2.7. Step 7 – Follow-up 25
3. The ability to apply e-marketing method in selling online advertising 26
Chapter IV – Recommendations to improve shortcomings to enhance sales activities at the website www.khoadaotao.vn 28
1. Modifying sales management methods to encourage the sales force 28
1.1. Training sales force 28
1.2. Compensating sales force 28
1.3. Evaluating sales force 29
2. Building and completing the process of selling 29
3. Applying effectively Internet marketing strategies to online advertising 30
APPENDIX 32
REFERENCES 36
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New salespeople need more than a territory, compensation, and training – they need supervision. Through supervision, the company directs and motivates the sales force to do a better job.
Salespeople need to know how to use their time effectively. One tool is the annual call plan that shows which customers and prospects to call on in which months and which activities to carry out. Activities include taking part in trade shows, attending sales meetings, and carrying out marketing research. Another tool is time-and-duty analysis. In addition to time spent selling, the salesperson spends time travelling, waiting, eating, taking breaks, and doing administrative chores.
On average, actual face-to-face selling time accounts for only 30% of total working time. If selling time could be raised from 30% to 40%, this would be a 33% increase in the time spent selling. Companies always are trying to find ways to save time – using phones instead of travelling, simplifying record-keeping form finding better call and routing plans, and supplying more and better customer information.
Salespeople often work alone, and they must sometime travel away form home. They may face aggressive, competing salespeople and difficult customers. They sometimes lack the authority to do what is needed to windows a sale and may thus lose large orders they have worked hard to obtain. Therefore, salespeople often need special encouragement to do their best. Management can boost sales force morale and performance through its organizational climate, sales quotas, and positive incentives.
Organizational climate: Organization climate describes the feeling that salespeople have about their opportunities, value, and rewards for a good performance within the company. Treatment from the salesperson’s immediate superior is especially important. A good sales manager keeps in touch with the sales force through letters and phone calls, visits in the field, and evaluation sessions in the home office. At different times, the sales manager acts as the salesperson’s boss, companion, coach, and confessor.
Sale quotas: Sales quotas are standards set for salespeople, starting the amount they should sell and how sales should be divided among the company’s products. Sales quotas are set at the time the annual marketing plan is developed. The company first decides on a sales forecast that is reasonable achievable. Based on this forecast, management plans production, work-force size, and financial needs. Generally, sales quotas are set higher than the sales forecast to encourage sales managers and salespeople to give their best effort. If they fail to make their quotas, the company may still make its sales forecast.
Positive incentives: Sales meetings provide social occasions, break from with a larger from routines, chances to meet and talk with “company brass”, and opportunities to air feelings and to identify with a larger group. Companies also sponsor sales contests to spur the sales force to make a selling effort above what would normally be expected. Other incentives include honors, merchandise and cash awards, trips, and profit-sharing plans.
Evaluating salespeople
Using sales force reports and other information, sales management formally evaluates members of the sales force. Formal evaluation products four benefits. First, management must develop and communicate clear standards for judging performance. Second, management must gather well-rounded information about each salesperson. Third, salespeople receive constructive feedback that helps them to improve future performance. Finally, salespeople are motivated to perform well because they know they will have to sit down with the sales manager and explain their performance.
Comparing salespeople’s performance: One type evaluation compares and ranks the sales performance of different salespeople. Such comparisons can be misleading, however. Salespeople may perform differently because of differences in territory potential workload, level of competition, company promotion effort, and other factors. Furthermore, sales are not usually the best indicator of achievement. Management should be more interested in how much each salesperson contributes to net profits, a concern that requires looking at each salesperson’s sales mix and expenses.
Comparing current sales with past sales: Such a comparison should directly indicate the person’s progress.
Qualitative evaluation of sales people: A qualitative evaluation usually looks at a salesperson’s knowledge of the company, products, customers, competitors, territory, and tasks. Personal traits – manner, appearance, speech, and temperament – can be rated. The sales manager also can review any problems in motivation or compliance. Each company must decide what would be most useful to know. It should communicate these criteria to salespeople so that they understand how their performance is evaluated and can make an effort to improve it.
Steps in the selling process
In addition to the theory of Sales force management, the report also uses the standard steps in the selling process in the Principles of Marketing textook written by Philip Kotler and Gary Amstrong.
Prospecting and qualifying
The first step in selling process is prospecting – identifying qualified potential customers. Although the company supplies some leads, salespeople need skill in finding their own. They can ask current customers for the names of prospects. They can build referral sources, such as suppliers, dealers, noncompeting salespeople, and bankers. They can join organizations to which prospects belong or can engage in speaking and writing activities that will draw attention. They can search for names in newspapers or directories and use the telephone and mail to track down leads. Or they can drop in unannounced on various offices.
The salesperson often must approach many prospects to get just a few sales. Salespeople need to know how to qualify leads – that is, how to identify the good ones and screen out the poor ones. Prospects can be qualified by looking at their financial ability, volume of business, special needs, location, and possibilities for growth.
Pre-approach
Before calling on a prospect, the salesperson should learn as much as possible about the organization (what it needs, who is involved in the buying) and its buyers (their characteristics and buying styles). This step is known as the pre-approach. The salesperson can consult standard sources, acquaintances, and others to learn about the company. The salesperson should set call objectives, which may be to qualify the prospect, to gather information, or to make an immediate sale. Another task is to decide on the approach, which might be a personal visit, a phone call, or a letter. The best timing should be considered carefully because many prospects are busiest at certain times. Finally, the salesperson should give thought to an overall sales strategy for the account.
Approach
During the approach the step, the salesperson should know how to meet and greet the buyer and to get the relationship off to a good start. This step involves the salesperson’s appearance, opening lines, and the follow-up remarks. The opening lines should be positive and might be followed by some key questions to learn more about the customer’s needs or the showing of a display or sample to attract the buyer’s attention and curiosity.
Presentation and Demonstration
During the presentation step of the selling process, the salesperson tells the product “story” to the buyer, showing hoe the product will make or save money. The salesperson describes the product features but concentrates on presenting customer benefits. Using a need-satisfaction approach, the salesperson starts with a search for the customer’s needs by getting the customer to do most of the talking. This approach calls for good listening and problem-solving skills. Sales presentations can be improved with demonstration aids, such as booklets, flip charts, slides, videotapes or videodisc, and product samples. If buyers can see or handle the product, they will better remember its features and benefits.
Handling objects
Customers almost always have objections during the presentation or when asked to place an order. The problem can be either logical or psychological, and objections are often unspoken. In handling objections, the salesperson should use a positive approach, seek out hidden objections, ask the buyer to clarify any objections, take objections as opportunities to provide more information, and turn the objections into reasons for buying. Every salesperson needs training in the skills of handling objections.
Closing
After handling the prospect’s objections, the salesperson now tries to close the sale. Some salespeople do not get around to closing or do not handle it well. They may lack confidence, feel guilty about asking for the order, or fail t...