E‐mail is the most used of the electronic media. It is a cheap and quick means of communicating with clients and customers. It is also a means of collecting information on customers. This study analyses the response rates of a targeted and non‐targeted group to a financial questionnaire. The targeted group provided more complete and useful data than the non‐targeted group. The conclusions indicate strategies for using e‐mail to gather customer information.
First impressions last forever! Often this initial meeting sets the impression buyers will have about the salesperson and his or her company. For this reason, the introduction cannot be taken lightly. The introduction consists of these steps, the first three of which are presented in part I: assess the environment and prospect personality type; introduce the salesperson to include name, company name, reason and anticipated length of time for the call; establish first‐name terms. State the rules: business philosophy and payment terms. Request permission to ask questions. Reposition the salesperson ‐ remove physical barriers. To understand what constitutes a successful introduction, we also need to know what the goals or objectives of the introduction stage are and how they can be achieved. A successful introduction should enhance a fair and level “playing field” between the buyer and the seller.
Compared with their predecessors, today's sales professionals have many more advanced technological tools available to them than ever. The age of computer automation has drastically impacted their lives. Most importantly, sales automation software has revolutionized the manual aspects of a suspecting and prospecting filing system (often referred to as a tickler file). In addition, the use of networks and access to Inter/intranets have bridged the gap between representatives operating in remote environments and their home office. This case study concentrates on these issues by focusing on Dictaphone Corporation's sales organization's use of current technology.
Organisations must adapt to change more rapidly than ever, with
fewer managers. Practical leadership tools for fast‐paced
“on‐the‐fly” interactions are not widely available. The
Microskills System provides a model for leading which permits leaders to
employ simple skills in various combinations to fit the needs of the
dynamic situations which they encounter.
Many industrial salespeople and sales managers think that to close a sale they need to employ manipulative closing techniques during the closing stage of the sales process. That is a mistake. Successful sellers make prospects aware of their needs in the "needs awareness" stage and create a sense of urgency to satisfy those needs. This paper discusses how corporate policies, goal setting (financial and activity) and employing effective information systems can create or diminish the sense of urgency for industrial salespeople.
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