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MKT IV UNit18-21

The document discusses personal selling as an interpersonal promotion method involving two-way communication between salespeople and customers. It outlines the personal selling process and covers prospecting, qualifying leads, approaching prospects, presenting products, handling objections, and closing sales. The document also discusses public relations, including its benefits like lower-cost publicity, and limitations like lack of support from marketing.
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0% found this document useful (0 votes)
25 views22 pages

MKT IV UNit18-21

The document discusses personal selling as an interpersonal promotion method involving two-way communication between salespeople and customers. It outlines the personal selling process and covers prospecting, qualifying leads, approaching prospects, presenting products, handling objections, and closing sales. The document also discusses public relations, including its benefits like lower-cost publicity, and limitations like lack of support from marketing.
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Unit 18-19

Personal selling
:process, bene ts and
limitations, new trends
Use of technology
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Personal selling
Personal selling is the interpersonal arm of the
promotion mix.

Advertising consists of one-way, non-personal


communication with target consumer groups.

In contrast, personal selling involves t wo-way personal


communication bet ween salespeople and individual
customers - whether face-to-face, by telephone,
through video conferences or by other means .

They can adjust the marketing offer to t the special


needs of each customer and can negotiate terras of
sale. They can build long-term personal relationships
with key decision makers.
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SALESFORCE
The sales force acts as the critical link bet ween a company and its
customers.

In many cases, salespeople ser ve both masters - the seller and the buyer.

First, they represent the company to customers:

They nd and develop new customers and communicate information


about the company's products and ser vices. They sell products by
approaching customers, presenting their products, answering objections,
negotiating prices and terms, and closing sales.

In addition, they provide services to customers, carry out market


research and intelligence work, and ll out call reports.

At the same time,

salespeople represent customers to the company, acting inside the rm as »


'champion' of customers' interests Salespeople relay customer concerns
about company products and actions back to those who can handle them.
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Personal Selling Process
1. Prospecting and Qualifying

The rst step in the selling process is prospecting - identifying quali ed potential customers.
Salespeople need to know how to qualify leads: that is, how to identify the good ones and
screen out the poor ones

Preapproach

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).

Approach

During the approach step, the salesperson should know how to meet and greet the buyer, and
get the relationship off to a good start. The salesperson's appearance, his or her opening
lines and the follow-up remarks have a great deal of impact on relationship building in this
early phase of the sales process.
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Presentation and Demonstration

presentation

The step in the selling process in which the salesperson tells the produce 's tory' Co the buyer, showing
how the product will make or save moneyfor the buyer.

The presentation is that step in the selling process where the salesperson tells the product 's tory' to the
buyer, showing how the product will make or save money. The salesperson describes the product
features, but concentrates on presenting citsturner bene ts.

Handling Objections

Customers almost always have objections during the presentation or when asked to place an order. The
problem can be either logical or psychological, and objec- tions are often unspoken.

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 con dence, feel guilty about asking for
the order or fail to recognize the right moment to close the sale.
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THREE IDIOTS

https://youtu.be/wkFS7lNnEMA?t=174
Unit 20-21
PR and Publicity
· bene ts and limitations, strategy and
tactics
· media management – pro ling target
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PUBLIC RELATIONS
By obtaining favourable publicity, building up a good 'c orporate
image' and handling or heading off unfavourable rumours, stories
and events.

The old name for marketing public relations was publicity, which
was seen simply as activities to promote a company or its
products by planting news about it in media not paid for by the
sponsor, Public relations (PR) is a much broader concept that
includes publicity as well as many other activities.

Public relations departments use many different tools;


Press relations or press agency. Creating and placing newsworthy information in the
news media to attract attention to a person, product or service.

Product publicity. Publicizing speci c products.

Public affairs. Building and maintaining local, national and international relations.

Lobbying. Building and maintaining relations with legislators and government of cials to
in uence legislation and regulation.

Investor relations. Maintaining relationships with shareholders and others in the


nancial community.

Development. Public relations with members of non-pro t organizations to gain nancial


or volunteer support.
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BENEFITS
• Public relations is used to promote products, people, places, ideas, activities,
organizations and even nations.

• Public relations can have a strong impact on public awareness at a much Lower cost
than advertising. The company does not pay for the space or time in the media.
Rather, it pays for a staff to develop and circulate information and to manage
events.

• Speeches also create product and company publicity.


LIMITATIONS
The public relations department is usually located at corporate
headquarters.

Its staff is so busy dealing with various publics - stockholders,


employees, legislators, city of cials - that public relations
programmes to support product marketing objectives may be ignored.

Moreover, marketing managers and public relations practitioners do


not always talk the same language.

Many public relations practitioners see their job as simply


communicating.
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TACTICS
Public relations people also prepare written materials to reach and in uence their target
markets. These materials include annual reports, brochures, articles and company
newsletters and magazines.

PR too! is special events, ranging from news conferences, press tours, grand openings and
rework displays to laser shows, hot-air balloon releases, multimedia presentations and
star-studded spectaculars designed to reach and interest target publics.

Audiovisual materials, such as lms, slide-and-sound programmes and video and audio
cassettes, are being used increasingly as communication tools.

Corporate-identity materials aiso help create a corporate identity that the public
immediately recognizes. Logos, stationery, brochures, signs, business forms, business cards,
buildings, uniforms and even company cars and trucks make effective marketing tools
when they are attractive, distinctive and memorable.
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TACTICS
Companies might improve public goodwill by contributing money and time to public service
activities: campaigns to raise funds for worthy causes - for example, to ght illiteracy,
support the work of a charity, or assist the aged and handicapped - help to raise public
recognition.

Sponsorship is any vehicle through which corporations gain public relations exposure. In
Europe, the sponsorship industry is growing, with many rms commit- ting huge sums of
money around the world to the sponsorship of sport and the arts because it makes good
sense as a marketing tool (see Marketing Highlight 19.4).

A company's Web site can also be a good public relations vehicle. Consumers and members of
other publics can visit the site for information and entertainment.

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MEDIA Management & Pro le
Targeting
Increasingly, companies - high-media-pro le organizations such as banks, food, chemicals and
pharmaceutical rms - are investing in longer-term media tracking to help public relations
managers to design and implement more effective PR programmes.

They employ specialist media analysis and evaluation agencies or PR consultants to conduct in-
depth media analyses that go a long way from mere counting or press cuttings and measuring
column inches.

Instead, the analyses, which include coverage in both electronic and print media, identify issues
and public perceptions about the organization's reputation, products and ser vices and those of
their competitors, as well as tracking legislative initiatives.

They generate 'management intelligence' to determine the effectiveness of an organization's


PR activities and to help for ward planning of communications and customer/public relationship
building, including how management should react in a crisis management situation.
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MEDIA Management & Pro le
Targeting
For example, the charity organization Barnado's conducted media content analyses
throughout its 150th anniversary year to iden- tify if the public's perception of Barnado's was
consistent with the modern aspects of Barnado's work. The charity was concerned that people
still thought of Barnado's as an out t that runs orphans' homes, whereas the last one closed in
the early 1980s, and they are now tackling modern childcare issues. By systemati- cally
tracking all reference to Barnado's work currently in the press, the organiz- ation found that
the analyses proved that its initial strategy was working and no changes were made to its
campaign as a result. When Shell UK faced adverse publicity over "the disposal of its defunct
oil rig, Brent Spar, Shell hired experts to

provide in-depth analyses of media coverage and public opinion. The information helped the
company deliver a strategic counter-attack once management under- stood the issues
embedded in the crisis: who the opposition was and the nature of its agenda.
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