States that information regarding the trading environment and
customers is essential if a firm′s marketing is to be effective.
Describes the two sources: primary, e.g. salespeople and distributors;
and secondary such as statistical research. Examines the development of
the cheaper primary source through the use of sales force feedback
instruments, incorporating call reports. Concludes that the effective
use of the sales feedback mechanism can assist managerial strategic
decisions.
The objective of this research was to explore the question, “Who is involved in the various phases of the organizational buying process?” To provide a framework for analysis, a BUYGRID model was modified so that the degree of participation of three levels of organizations could be examined in each buy phase for both a new‐task and a modified rebuy situation for the purchase of a computer software package. The BUYGRID model was modified to introduce a “negotiation loop,” a phase that has not traditionally been included as a buy phase. The results reveal that top management and middle management are significantly more involved than the operations group in six of the phases of the buying process, including the negotiation phase.
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AbstractThis paper introduces a training technique that is designed to improve salespersons' selling skills through introspection and discovery of success drivers and inhibitors. We present the technique and the theoretical foundations that support it. We also discuss how the technique may be implemented and provide a case example to demonstrate the application of the training mechanism.
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