Expert Answer:As a customer who has been successfully serviced b


Solved by verified expert:Ethical Moment: Ethical Telemarketing: An Oxymoron?When you mention telemarketing (or perhaps more properly, “teleselling”) to most people they will immediately spout off a long list of negatives- too pushy, unethical, sell products people don’t need, take advantage of customers, and the list goes on. Unfortunately, those negative perceptions have too often been true. In much of the world that kind of telemarketing is prohibited or significantly controlled and in the United States the Do Not Call Registry was created to allow consumers to “opt out” of direct telemarketing calls. Of course, not all telemarketers are unethical, but the overwhelming customer perception of unethical behavior is deeply ingrained.However, most of this perception is based on B2C telemarketing, and in B2B telemarketing sales has a much different-much more respectable-connotation and can be very effective in reaching certain customers (especially smaller firms). Indeed many B2B companies are investing heavily in their inside salesforce, which means sales managers need to understand the ethical implications for their customers of operating this type of selling, especially when it replaces a customer’s face-to-face salesperson. As you have learned, a great deal of building a successful customer relationship is based on trust between the customer and seller. When the relationship changes from a face-to-face salesperson to an inside salesperson the company should acknowledge that, at least for some customers, questions may arise that can impact the previous level of trust between the two companies . Enlightened sales managers will proactively work to alleviate customer concerns and maintain and build on the trust in a way that enhances the relationship.Question to Ponder:As a customer who has been successfully serviced by a face-to-face salesperson for many years, how would you react to being told that your account will now be serviced by an inside salesperson? Would you be willing to give it a try or would you be more inclined to consider looking for another supplier? Explain your answers.

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MKTG 586
Sales Management
Module 3: Managing the Sales Force
Strategic Decision
• How is your organization structured to interact
with your customers?
• Sales Force focus:
• Direct – B2B
• Channel Partners
• Omni-Channel – on-line, direct and channel
Line Organization
• Each subordinate responsible to one person
VP Sales
Director –US Sales
Region Mgr – Northeast US
District Manager – New York
Sales Rep – Albany
Line and Staff
• VP Sales
Mgr Sales Training
Mgr. Channel
Mgr Sales Promotion
Organization of Sales Force
• Horizontal
• Employees or Agents
• By Geography
• By Product
• By Customer
• National/Key Accounts
Geographic Organization
• Most common
• By Zip code, states, or regions
• Responsible for all sales activity in territory
Product Organization
• Separate sales force for each product or
category in the line
• Allows for specialization
• Sales management controls resource allocation
• More expensive
• Multiple sales reps calling on same account
Customer Type/ Market

Focuses on customer (industry – government)
Higher degree of specialization
Management controls resource allocation
Higher costs
Selling Function Organization

Hunters vs. Farmers
Match skills to task
More cost effective
Not always favored by customer

Lead Generation
Qualifying new accounts
Servicing existing customers
Repeat purchases only
Cost Effective
Major/Key Accounts

80/20 Rule
Very experienced sales people
Highest level of customer support
Customize product and service
Mutually developed business plan
Team Selling
• Sales specialists
• Subject matter experts (SMEs)
• Project Manager
• Matrix Management
• Customer focused
• Better communication
• CRM is mandatory
Co-Marketing Partners
• Original Equipment Manufacturers (OEM)
• Integrated products
• VARs in System Integration
Computerized Ordering

Customer Data Interface (CDI)
High start up costs for both buyer and seller
Key is logistics
Long term cost effectiveness
Span of Control
• Number of direct reports
• Based on:
• Complexity of sale
• # accounts per rep
• Balance between cost and control
Executive Support
• When to include senior management in sales cycle
• Assign customers to executive
• Each C level executive has responsibility for 1 or 2
Key Accounts
• Forces senior management to be customer focused
• Signals importance of relationship to customer

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