How to sell brand

how to sell your brand to retailers and also how does selling power back to the grid work
WilliamsMcmahon Profile Pic
WilliamsMcmahon,United States,Professional
Published Date:20-07-2017
Your Website URL(Optional)
Comment
Chapter 1 The Power to Get What You Want in Life Welcome to The Power of Selling Do you want to be successful in sales and in life? You’ll have a chance to meet the pros, the people who have achieved success in their careers in sales. At the beginning of each chapter you’ll have the opportunity to go on a video ride-along, a chance to hear from sales professionals and learn firsthand what it’s like to be in sales. You’ll go on video ride-alongs with some of the best in the business and hear about their personal selling experiences and tips of the trade. 1.1 Get What You Want Every Day LEARNING OBJECTIVE 1. Understand the role of selling in everyday life. What does success look like to you? For most people, to achieve personal success entails more than just making a lot of money. Many would claim that to be successful in a career means to have fulfilled an ongoing goal—one that has been carefully planned according to their interests and passions. Is it your vision to run your own business? Or would you rather pursue a profession in a service organization? Do you want to excel in the technology field or, perhaps, work in the arts? Can you see yourself as a senior executive? Imagine yourself in the role that defines success for you. Undoubtedly, to assume this role requires more than just an initial desire; those who are most successful take many necessary steps over time to become sufficiently qualified for the job presented to them. Think about your goal: what it will take to get there? With a good plan and the right information, you can achieve whatever you set out to do. It may seem like a distant dream at the moment, but it can be a reality sooner than you think. Think about successful people who do what you want to do. What do they all have in common? Of course, they have all worked hard to get to their current position, and they all have a passion for their job. There is, additionally, a subtler key ingredient for success that they all share; all successful people Saylor URL: http://www.saylor.org/books Saylor.org 9 effectively engage in personal selling, the process of interacting one-on-one with someone to provide 1 information that will influence a purchase or action. Congratulations, You’re in Sales If you think personal selling is only for salespeople, think again. Everyone in every walk of life uses personal selling (some more effectively than others). Selling is what makes people successful. We all have to sell our ideas, our points of view, and ourselves every day to all sorts of people—and not just those related to our jobs. For example, when you work on a team project, you have to sell your ideas about how your team should approach the project (or, sometimes more delicately, you will have to persuade others as to what you should do about a lazy team member). When you are with your friends, you have to sell your point of view about which movie you want to see or where you want to go to eat. When you pitch in for a friend’s gift, you have to sell your ideas about what gift to give. You are selling every day whether you realize it or not. Think about the products and services that you buy (and concepts and causes that you believe in) and how selling plays a role in your purchase decision. If you rented an apartment or bought a car, someone sold you on the one you chose. If you read a product review for a new computer online then went into the store to buy it, someone reinforced your decision and sold you the brand and model you bought. If you ran in a 5K race to raise money for a charity, someone sold you on why you should invest your time and your money in that particular cause. A professor, an advisor, or another student may have even sold you on taking this course “I Sell Stories” Selling is vital in all aspects of business, just as it is in daily life. Consider Ike Richman, the vice president of public relations for Comcast-Spectacor, who is responsible for the public relations for all NBA and NHL games and hundreds of concerts and events held at the company’s Wachovia Center in Philadelphia. When you ask Ike to describe his job, he replies, “I sell stories.” What he means is that he has to “pitch”— or advertise—his stories (about the games or concerts) to convince the press to cover the events that he is promoting. So, even though he is not in the sales department, his job involves selling. Gary Kopervas, similarly, is the chief creative strategist at Backe Digital Brand Communications. He works in the creative department in an advertising agency, yet he describes his job as “selling ideas,” not creating ads. Connie Saylor URL: http://www.saylor.org/books Saylor.org 10 Pearson-Bernard, the president and founder of Seamless Events, Inc., an event planning company, says she sells experiences. For many of her clients, she also sells time because she and her team execute all the required details to create the perfect event. As you notice, all these people are engaged in selling, even though “sales” may not be included in their respective job descriptions. Clearly, whether you pursue a career in sales or in another discipline, selling is an important component of every job…and everyday life. Power Player: Lessons in Selling from Successful Salespeople Who Wants to Be a Millionaire? Imagine being a nineteen-year-old college dropout with a child on the way. That described Tom Hopkins in 1976. He worked in construction to pay the bills. He realized there had to be a better way to make a living, so he took a job in real estate sales, but had no success. In fact, after his first six months, he had only sold one house and made an average of just 42 a month to support his family. One day, he met someone who suggested that he go to a sales training seminar. Tom was inspired by the concepts in the seminar and put them to work. Before he was thirty, Tom was a millionaire selling real estate. Tom is now a legend in the selling arena with his “Training for Champions” and “Sales Boot Camp” programs. He is a successful author, speaker, columnist, and sales coach at Tom Hopkins International, which provides sales training for companies such as Best Buy, State Farm Insurance, Aflac, U.S. Army 2 Recruiters, and more. The New World of Selling There are some people who might think of selling as a high-pressure encounter between a salesperson and a customer. Years ago, that may have been the case in some situations. But in today’s world, successful selling is not something you do “to” a customer, it is something you do “with” a customer. The customer has a voice and is involved in most selling situations. In fact, Internet-based tools such as forums, social networks like Facebook, MySpace, and Twitter, along with Web sites, live chat, and other interactive features allow customers to participate in the process no matter what they are buying. Brand + Selling = Success Saylor URL: http://www.saylor.org/books Saylor.org 11 What do Ikea, Red Bull, Mini Cooper, and Apple have in common? All four are strong and highly identifiable brands. You might wonder what role a brand name plays in selling strategy. Perhaps it is not always noticeable, but when you buy a Red Bull at the corner store for some extra energy, at that very moment, a specific, chosen brand has become an extremely powerful selling tool, and it has significantly influenced your inclination to purchase that particular drink. Selling can only be successful when that thing that you sell has perceived value applied to it by the consumer—why Red Bull rather than another caffeine drink? Red Bull must be more effective if a person chooses it rather than the other brand nearby. A brand is a tool to establish value in the eyes of the customer because it indicates something unique. On 3 the surface, a brand is identified by a name, logo, or symbol so that it is consistently recognized. But a brand is more than that. A great brand has four key characteristics: 1. It is unique. (Ikea furniture has exclusive, on-trend styling at unbelievable prices.) 2. It is consistent. (Red Bull looks and tastes the same no matter where you buy it.) 3. It is relevant. (Mini Cooper looks cool and doesn’t use much gas, and you can design your own online.) 4. It has an emotional connection with its customers. (An iPod, with hundreds of personalized qualities, becomes a loved companion.) A brand is important in selling because it inherently offers something special that the customer values. In addition, people trust brands because they know what they can expect; brands, over time, establish a reputation for their specific and consistent product. If this changes, there could be negative repercussions—for example, what would happen if thousands of Mini Coopers started to break down? Customers expect a reliable car and would not purchase a Mini if they could not expect performance. Brand names emerge in all different sects of the consumer market—they can represent products, like PowerBar, or services, like FedEx. Brands can also be places, like Macy’s, Amazon.com, or even Las Vegas 4 (everyone knows that what happens in Vegas stays in Vegas ). Brands can be concepts or causes like MTV’s Rock the Vote or the Susan G. Komen Race for the Cure. Brands can also be people, like Lady Gaga, Jay-Z, Martha Stewart, or Barack Obama. When products, services, concepts, ideas, and people demonstrate the characteristics of a brand, they are much easier to sell. For example, if you go to McDonald’s for lunch, you know you can always get a Big Saylor URL: http://www.saylor.org/books Saylor.org 12 Mac and fries, and you always know it will taste the same whether you go to the McDonald’s near campus or one closer to your home. Or if you go to Abercrombie & Fitch, you can expect the store to look and feel the same and carry the same kind of merchandise whether you go to a store in Baltimore, Maryland, or Seattle, Washington. The same concept applies to people. Think about your classmates: is there one that is always prepared? He or she is the one who always does well on the tests, participates in class, is a good team player, and gets good grades on assignments. This person has created a brand. Everyone knows that they can count on this person; everyone knows what to expect. Conversely, the same is true for a person who is often times late and sometimes arrives unprepared. You probably wouldn’t want to work with that person because you’re not sure if that person will hold up his or her end of the project. Which one would you choose as a teammate? Which one would you trust to work with on a class project? Which person is your brand of choice? The Power of an Emotional Connection Uniqueness (no other fries taste like McDonald’s), consistency (a Coke tastes like Coke no matter where you buy it), and relevance (your college bookstore is only relevant on a college campus, not in your local mall) are clear as characteristics of a brand, but the most important characteristic is also the most abstract—the emotional connection it creates with its customers. Some brands create such a strong emotional connection that its customers become brand fans or advocates and actually take on the role of selling the brand by way of referrals, online reviews, user-generated content, and word-of-mouth advertising. Harley-Davidson measures their customer loyalty by the number of customers who have the company’s 5 logo tattooed on their body. These customers are emotionally connected with the brand, which offers unique selling opportunities for Harley-Davidson dealerships. Another example of emotional connection to a brand can be found by examining consumer relationships to sports teams. Fans willingly advertise their favorite team by wearing T-shirts, hats, and even putting decals and bumper stickers on their cars. They attend games (some of which require hours of standing in line) or watch them religiously on television. For popular events, in fact, many times customers are willing to pay more than the face value of tickets to attend; some will spend hundreds of dollars to see the NCAA Final Four, the World Series, or the Super Bowl. These consumers are emotionally connected to their teams, and they want to be there to Saylor URL: http://www.saylor.org/books Saylor.org 13 support them. A loud, sold-out stadium certainly illustrates why it’s easier to sell brands when customers are emotionally connected. Power Selling: Lessons in Selling from Successful Brands Emotion Sells Did you ever consider why the salespeople at Starbucks are called baristas instead of employees? Howard Schultz, the chief executive officer of Starbucks, has built the brand in his vision since the company began in 1982. He believes strongly that the brand stands for more than beans. During an interview, he said, “By making a deeper emotional connection with your customers, your brand will stand out from the hundreds, if not thousands, of vendors, entrepreneurs, and business owners selling similar 6 services and products.” Schultz is especially passionate about the role salespeople have in creating the “Starbucks” experience. The brand recently launched a new marketing campaign called “It’s not just coffee. It’s Starbucks.” Listen 7 to what baristas have to say about the latest Starbucks marketing campaign. Starbucks baristas talk about their emotional connection to the brand. Source: Starbucks Corporation The concept of emotional connection is not limited to the brand, it is also an especially critical component in the actual practice of selling. Customers are much more readily persuaded to make a purchase if they develop an emotional connection with the salesperson. If you go to Best Buy to look at a new home theater system, a helpful (or unhelpful) salesperson can make all the difference in whether you buy a particular system from that particular Best Buy or not. If the salesperson asks questions to understand your needs and develops a good relationship (or emotional connection) with you, it will greatly increase your chances of purchasing the home theater system from him. Rock star Gene Simmons, front man for the legendary rock band KISS and wildly successful entrepreneur, summed it up best: “I have to have an emotional connection to what I am ultimately selling because it is emotion, whether you are selling religion, politics, 8 even a breath mint.” Clearly, brands are fundamental building blocks in the selling process. The bottom line is, great brands = great sales. KEY TAKEAWAYS Saylor URL: http://www.saylor.org/books Saylor.org 14 • Personal selling is a powerful part of everyday life. The selling process can help you get what you want both personally and professionally. • You are always selling your ideas, your point of view, and yourself in virtually every situation, from class participation to going out with friends. • In order to understand the selling process, you have to understand brands. A brand can be a product, service, concept, cause, location, or even a person. A brand consistently offers value to a customer with something that is unique, consistent, and relevant and creates an emotional connection. • Brands are important in selling because customers trust brands. The brand doesn’t end with the product, service, or concept; the salesperson is also a brand. E X ER C IS ES 1. Identify a situation in which you were the customer in a personal selling situation. Discuss your impressions of the salesperson and the selling process. 2. Think about this class. In what ways do you sell yourself to the professor during each class? 3. Think about your school as a brand. Discuss what makes it unique, consistent, and relevant and have an emotional connection with its customers. How would you use these characteristics if you were trying to sell or convince someone to attend the school? 4. Think about the following brands: Xbox, Victoria’s Secret, and BMW. Discuss how each brand forms an emotional connection with its customers. Why is it important in selling? 5. 1 Michael Levens, Marketing: Defined, Explained, Applied (Upper Saddle River, NJ: Pearson Prentice Hall, 2010), 181. 6. 2 Tom Hopkins International, “Tom Hopkins Bio,”http://www.tomhopkins.com/tomhopkins_bio.html (accessed June 7, 2009). 7. 4 Michael McCarthy, “Vegas Goes Back to Naughty Roots,” USA Today, April 11, 2005,http://www.usatoday.com/money/advertising/adtrack/2005-04-11-track-vegas_x.htm(accessed June 4, 2009). 8. 5 Fred Reichheld, “The Ultimate Question: How to Measure and Build Customer Loyalty in the Support Center,” presented via Webinar on May 14, 2009. Saylor URL: http://www.saylor.org/books Saylor.org 15 9. 6 Carmine Gallo, “How to Sell More Than a Product,” BusinessWeek, May 19, 2009,http://www.businessweek.com/smallbiz/content/may2009/sb20090519_058809.htm(accessed June 7, 2009). 10. 7 Eleftheria Parpis, “Starbucks Claims ‘It’s Not Just Coffee,’” Brandweek, May 1, 2009,http://www.brandweek.com/bw/content_display/news-and-features/retail- restaurants/e3i88d85d8ede4fd0afae2e6d752751e2a3 (accessed June 7, 2009). 11. 8 “Gene Simmons: Rock ‘n’ Roll Entrepreneur,” BusinessWeek, September 5, 2008,http://www.businessweek.com/smallbiz/content/sep2008/sb2008095_987221.htm(accessed June 7, 2009). 1.2 Selling: Heartbeat of the Economy and the Company LEARNING OBJECTIVES 1. Discuss the role of selling in the economy. 2. Explain the role of selling in an organization. Look around. Your computer, your car, your jewelry, your eyeglasses, and your cell phone—many of the things you own—were probably sold to you by someone. Now, think about things you can’t see, like your cell phone service, your Internet service, and your car insurance. Chances are, those services were probably sold to you by someone as well. Now that you think about it, you can see that selling is involved in life in so many ways. But did you ever think about the impact that selling has on the economy? In the United States alone, almost 16 million people were employed in jobs in sales in 2008. This number includes retail salespeople and cashiers, insurance sales agents, real estate brokers and sales agents, and manufacturing sales reps just to name a few. According to the Bureau of Labor Statistics, that number will increase to almost 17 million people employed in sales and sales-related occupations by 2018, which represents a 6.2 percent increase from 2008. That translates to one in 1 every ten people in the United States having a job in sales. Other estimates, such as the Selling Power Magazine’s annual report of America’s Top 500 Sales Forces in 2008, puts the total number of 2 salespeople at the top 500 companies at over twenty million for the first time. Saylor URL: http://www.saylor.org/books Saylor.org 16 But the bigger story is the fact that many companies sell their products and services globally. Multinational corporations (MNCs), large companies that have operations, including selling, 3 in several countries, such as Procter & Gamble, Dell, Reebok, and Kraft Foods, employed 32 4 million workers in 2007. Although not all these employees are engaged in selling, the number helps provide some sense of relativity as to the proportional impact of international business. Most large MNCs have offices (including sales offices) in many foreign countries. This provides the company with the opportunity to become integrated into the culture, customs, and business practices of each country in which it has operations. A large number of MNCs generate a significant portion of their sales from countries outside the United States. If you’ve traveled outside the United States, think about the products you saw. Companies such as Coca-Cola, eBay, Gillette, KFC, and Starbucks have a significant presence in foreign countries. Many companies expand selling to international markets for several reasons, including slow population growth in their domestic country, increased competition, opportunity for growth and profit, and sometimes, out of sheer necessity due to the fact that globalization is rapidly 5 changing the economic landscape. In the past, expansion to foreign markets was limited to those corporations that could make the investment required to locate offices and operations abroad. The Internet, however, has provided that same opportunity to small- and medium-sized companies, so that they may sell products and services internationally. Why would small companies want to do this? With only a one-to-five proportion of Internet users living in the United States, almost 80 percent of Internet users live in places abroad; thus, there is a much larger market to be found by way of the Internet. Before you take your lemonade stand global, however, remember that selling internationally is not as simple as just setting up a Web site. Language, shipping, currency exchange, and taxes are just some of the costs and considerations necessary for selling products and services internationally via the Internet. To help companies overcome these barriers of doing business internationally, organizations such as e-commerce service provider FiftyOne offer technology solutions that manage these important 6 components of international selling. Think about the possibilities. When companies such as Overstock.com want to sell globally, 7 companies like FiftyOne have a selling opportunity. In other words, selling products and services Saylor URL: http://www.saylor.org/books Saylor.org 17 can generate more opportunities for selling other products and services in the future. When companies (FiftyOne is a perfect example) and salespeople think creatively and see the environment through the customer’s eyes, they can identify selling opportunities that might not otherwise exist. This is a basic tenet of selling, both domestically and internationally. The Internet: Power to the People The Internet has been a game changer for selling in many ways. Just like the Internet expands the reach of a company to virtually anywhere in the world, it also provides customers with access to information, products, and services that they never had before. In some industries, the Internet has virtually eliminated the need for a salesperson. Travel agents are no longer the exclusive providers of reservations and travel plans. Music stores are almost extinct. Newspaper want ads have almost vanished. In other industries, the relationship of the salesperson and customer has changed dramatically. The power has shifted from the seller to the buyer. Take, for example, the auto industry. It used to be that when you wanted to buy a car, you went to a car dealership. The salesperson would show you the cars, take you out on a test drive, and then negotiate the selling price when you were ready to buy, holding the dealer invoice close to the vest. Today, customers may e-mail a car dealership to set up an appointment to drive a specific car after they have researched different models of cars including features, benefits, competitive models, editor and customer reviews, competitive pricing, and dealer invoice pricing. In some cases, the 8 customer may know more than the salesperson. Sales organizations are embracing a movement called Sales 2.0. You may have heard of Web 2.0, the second generation of the Internet, which includes interactivity, community, and on-demand information. Sales 2.0 is a term that appropriately describes a new way of thinking about the role of the Internet in the selling process as it encompasses the impact of constantly changing technology and multiple electronic devices, “mash-ups” of different sources of information, and user-generated content on sites like Facebook, LinkedIn, YouTube, and Twitter. According to Tim Sullivan, director of intellectual property and information for Sales Performance International, these Internet-based changes pose new implications for sales. Educating customers is no longer the primary function of the salesperson. Customers are actively involved in engagement, interaction, and collaboration to seek information. Salespeople need to Saylor URL: http://www.saylor.org/books Saylor.org 18 understand the power of collaboration both inside their organization and with their customers, so that they may participate in the online conversation, enabling them to better deliver value. Just as customers use blogs, wikis, and social networking as tools to learn about a product, companies can use these tools to learn about customers (and what they want and need). It’s a new mind-set and new technology tools are constantly changing the landscape—salespeople must be prepared to adjust their reactions 9 accordingly. The shift of power to the customer is underscored by Gerhard Gschwandtner, founder and CEO of Selling Power, Inc. According to him, “Sales 2.0 gives the customer a 360-degree view of the company and provides sales organizations with a variety of tools that help manage that two-way 10 communication process.” Sales 2.0 takes the selling process to the next generation. Sales Is Not a Department, It’s a State of Mind Sold. It’s a deal. Let’s shake on it. Sign on the dotted line. You’ve got the job. Those are the words that signal success in selling. They seem simple, but according to Gerry Tabio, 11 bringing a sale to fruition is “not just about celebrating the sale; it’s about celebrating the growth of the 12 customer.” The most successful companies work to build and sustain relationships with the customer at every touch point, any way in which the company comes in contact with the customer, and consider selling the job of everyone in the organization. In other words, although there are specific functional departments such as sales, marketing, operations, human resources, finance, and others, everyone in the 13 organization is focused on the customer. This is called a customer-centric organization. You might wonder why all companies aren’t considered customer-centric. After all, if they were in business to sell products and services to customers, it would make sense that they would be customer- centric. However, you have probably encountered companies that aren’t really focused on the customer. How many times have you heard this message while you were on hold to talk to a salesperson or customer Saylor URL: http://www.saylor.org/books Saylor.org 19 service representative, “Your call is important to us. Please stay on the line for the next available representative”? Being on hold and hearing a recorded message hardly makes you feel as if you are important to the company. It’s All about the Customer Being customer-centric means insisting on accountability. Although everyone is focused on the customer, every employee is part of a department or function. Each department has goals and accountabilities. In a true customer-centric organization, the departments work together to satisfy the needs of the customer and achieve the financial objectives of the company. Most companies have core functions or departments such as sales, customer service (sometimes it is included as part of the sales department), marketing, operations, finance, human resources, product development, procurement, and supply chain management (also called logistics). Departments such as finance and human resources are called support (or staff) functions since they provide support for those that are on the front lines such as sales and customer service (these departments are also called line functions as they are part of a 14 company’s daily operations). In a customer-centric organization, the focus on the customer helps prevent organizational “silos” (i.e., when departments work independently of each other and focus only on their individual goals). The sales department is the heartbeat of every company. According to Selling Power Magazine, the manufacturing and service companies listed on its “Power Selling 500 Report” generate 6.7 trillion dollars in sales annually. Each salesperson supports an average of 12.9 other jobs within the 15 company. This means that the level of sales that is generated by each salesperson actually pays for the roles in human resources, marketing, operations, and other departments. It makes sense that the salespeople fund the operations of the company. After all, it is a salesperson with whom you interact when you buy a Nissan Cube, lip gloss at Sephora, or an interview suit at Macy’s. The people in the sales department “ring the cash register” (whether the business has a cash register or not). They are responsible and accountable to deliver sales to generate revenue and profit, which are required to operate and to invest in the company. In fact, the sales department is considered so important that even in this difficult economy, companies should continue to fill open sales positions even if they are not hiring in other Saylor URL: http://www.saylor.org/books Saylor.org 20 departments, according to Dennis J. Ceru, a professor of entrepreneurship at Babson College and the president of Strategic Management Associates, a consulting firm in Wellesley Hills, 16 Massachusetts. Without a healthy and strong sales department, companies can wither and die. Figure 1.4 Each salesperson generates enough revenue and profit to support 12.9 jobs in the average company. Power Point: Lessons in Selling from the Customer’s Point of View Role Reversal How would you feel if you wanted to buy a new car, but every sales rep you called was in a meeting? Brad Lathrop, a sales professional, learned the hard way about how a customer feels in this situation. When he was in the market for a new car, he called several dealerships. Every receptionist told him that all the salespeople were in meetings. The receptionist at the last dealership he called said the same thing, but added that if Brad would hold for a minute, she would get a salesperson out of a meeting. It’s no surprise that was the dealership where Brad eventually bought the car and learned a powerful lesson about selling. Saylor URL: http://www.saylor.org/books Saylor.org 21 Is It Sales, or Is It Marketing? So you might be wondering, if the sales department interacts with customers, what exactly does the marketing department do? That’s a great question. Some people use the terms in tandem—sales and marketing—to refer to sales. Some people use the terms interchangeably and refer to marketing as sales. It’s no wonder that it confuses so many. According to the American Marketing Association, “marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for 17 customers, clients, partners, and society at large.” In other words, it is the role of the marketing department to use the four Ps of the marketing mix (product, place, promotion, and price) to determine 18 the brand message, which is ultimately communicated to customers. Then, the marketing department uses the elements of the promotional mix of advertising, sales promotion, public relations, direct 19 marketing, interactive marketing, and personal selling to get the word out to customers. Marketers seek to motivate prospective customers to purchase by driving them to a Web site, store, phone, event, or another related, desired action. Essentially, marketing builds relationships between customers and the brand. When you see an online ad for Best Buy, get a text message about the new release of Terminator 2: Judgment Day on Blu-ray, call the 800 number to check on your Rewards Zone point balance, post a comment on the Best Buy Facebook page, respond to a tweet from Best Buy on Twitter, see a newspaper insert or an ad on television, or read about the opening of a new store near year you, these are all examples of marketing. They are designed to encourage you to engage with the brand and encourage you to take an action—visit the store, go to the Web site, call the 800 number, or tell your friends about the brand. When you go into the store or visit the Web site, it’s the sales department that takes over. A salesperson will speak with you (either in person in the store, online with live chat, or by phone) to determine what you need and to help you make the best decision by communicating product information (this printer is wireless), service information (we can deliver that tomorrow), warranty information (it has a 90-day manufacturer warranty), and other pertinent facts. The salesperson extends the relationship that was established with the marketing contacts and makes a personal connection with you. If you have a good experience, your relationship with Best Buy gets even better, and you are more likely to shop there again and tell your friends. Saylor URL: http://www.saylor.org/books Saylor.org 22 At times, however, sales and marketing don’t play well together. When organizations are not customer- centric, the departments may appear to have separate or conflicting goals. Marketing may feel that sales doesn’t follow up on prospective customers, or perhaps sales feels that the marketing efforts are focused on the wrong customers. Figure 1.5 Marketing and Sales: How They Work Together In addition to closing the sale (when the customer purchases the product or service), the salesperson has a very important role in the marketing process. Because the salesperson (in the store, online, or on the phone) is a primary touch point and a personal interaction with the customer, the salesperson is the brand in the eyes of the customer. According to Dr. David A. Shore of Harvard University, “The sales force is the most visible manifestation of the brand. Salespeople need to say with a singular voice, ‘This is who we are, and, by extension, this is who we are not.’ The critical element that power brands have is trust, and 20 a sales force needs to become the trusted advisor to the customer.” So now you can see that marketing and sales work hand-in-hand: one develops the brand and the other assumes the image of the brand. Neither works without the other, and the relationship between the functions must be transparent to the customer. There’s only one brand in the eyes of the customer, not two departments. When marketing and sales work well together, the customer experience is seamless. KEY TAKEAWAYS Saylor URL: http://www.saylor.org/books Saylor.org 23 • Sales is a career opportunity for you to consider; one in ten people in the United States has a job in sales or a sales-related occupation. • In this global economy, many companies sell products in multiple countries around the world. Many multinational corporations have sales offices in foreign countries, and large and small companies sell globally by using the Internet. • Sales 2.0 is a term that is used to refer to the ever-changing technology, such as social networking, that is changing the relationship salespeople have with customers. It’s important to understand how technology can support your communication and collaboration with customers. • A customer-centric organization has the customer as the focal point. You work as a team with all functions in the company to provide products and services that meet customers’ needs. • Sales and marketing are two distinct but closely related functions. Sales converts the customer to a purchaser with one-on-one interaction. Marketing determines the brand message and uses the elements of the promotion mix to motivate the customer to take an action. Both work together to build ongoing relationships with customers. E X ER C IS ES 1. Visit http://www.sellingpower.com and review the “Selling Power 500.” Discuss the top ten companies listed in one of the six categories of businesses (office and computer equipment, insurance, consumables, communications, medical products, or financial services). Did you realize these companies employed so many salespeople? Have you come in contact with salespeople from any of these companies? To whom do these salespeople sell? 2. Identify a company that you think is customer-centric and one that is not. Identify at least three touch points for each company. Based on this, discuss why you think each company is customer-centric or not. 3. Discuss the difference between sales and marketing. Choose one of your favorite retail brands and discuss one example of sales and one example of marketing. 4. 1 United States Department of Labor, Bureau of Labor Statistics, “Employment by Major Occupational Group, 2008 and Projected 2018,” Economic News Release Table 5, 2009,http://www.bls.gov/news.release/ecopro.t05.htm (accessed May 6, 2010). 5. 2 “Selling Power 500: America’s 500 Largest Sales Forces,” Selling Power, October 2008, 52. Saylor URL: http://www.saylor.org/books Saylor.org 24 6. 4 Bureau of Economic Analysis, International Economic Accounts, “Summary Estimates for Multinational Companies: Employment, Sales, and Capital Expenditures for 2007,” April 17, 2009, http://www.bea.gov/newsreleases/international/mnc/2009/mnc2007.htm(accessed June 5, 2009). 7. 5 George E. Belch and Michael A. Belch, Advertising and Promotion: An Integrated Marketing and Communications Perspective, 8th ed. (New York: McGraw-Hill Irwin, 2008), 653–54. 8. 6 FiftyOne, http://www.fiftyone.com/solution (accessed June 5, 2009). 9. 7 Caroline McCarthy, “Overstock.com Will Extend Reach to Canada, Europe,” CNET News Blog, http://news.cnet.com/8301-10784_3-9933344-7.html (accessed June 5, 2009). 10. 8 Robert McGarvey and Babs S. Harrison, “The Human Element: How the Web Brings People Together in an Integrated Selling System,” Selling Power 20, no. 8,http://www.sellingpower.com/content/article.php?a=5566 (accessed March 16, 2010). 11. 9 Heather Baldwin, “What Does Sales 2.0 Mean for You?” Selling Power Sales Management eNewsletter, March 3, 2008,http://www.sellingpower.com/content/newsletter/issue.php?pc=801 (accessed March 16, 2010). 12. 10 Selling Power, Sales 2.0 Newsletter, September 18, 2008,http://www.sellingpower.com/content/newsletter/issue.php?pc=868 (accessed June 21, 2010). 13. 11 BNET Business Dictionary, “Sales,” BNET,http://dictionary.bnet.com/definition/Sales.html?tag=col1;rbDictionary (accessed June 5, 2009). 14. 12 Gerry Tabio, “How to Create Ideas That Sell,” presentation at Greater Media Philadelphia Sales Meeting, Philadelphia, PA, May 15, 2009. 15. 13 Barry Welford, “7 Habits of a Truly Customer-Centric Selling Organization,” SMM Internet Marketing Consultants Newsletter 13, http://www.smmbc.ca/newsletter-13.htm(accessed June 5, 2009). 16. 14 BusinessDictionary.com, “Staff Function,”http://www.businessdictionary.com/definition/staff- function.html (accessed June 8, 2009). 17. 15 “Selling Power 500: America’s 500 Largest Sales Forces,” Selling Power, October 2008, 53. 18. 16 Elaine Pofeldt, “Empty Desk Syndrome: How to Handle a Hiring Freeze,” Inc., May 1, 2008, http://www.inc.com/magazine/20080501/empty-desk-syndrome.html (accessed June 7, 2009). Saylor URL: http://www.saylor.org/books Saylor.org 25 19. 17 American Marketing Association, “About AMA,” October 2007,http://www.marketingpower.com/AboutAMA/Pages/DefinitionofMarketing.aspx?sq=definition+of+ marketing (accessed June 6, 2009). 20. 19 George E. Belch and Michael A. Belch, Advertising and Promotion, 8th ed. (New York: McGraw-Hill Irwin, 2008), 10. 21. 20 Gerhard Gschwandtner, “How Power Brands Sell More,” Selling Power 21, no. 3,http://www.sellingpower.com/content/article.php?a=5705 (accessed March 16, 2010). 1.3 Selling U: The Power of Your Personal Brand LEARNING OBJECTIVE 1. Understand how the selling process can help you get the job you want. Ultimately, this book is about the power of YOU. To help you realize that power and get the job you want, this textbook includes a section called Selling U. It is the final section in every chapter, and it is filled with proven methods, information, examples, and resources to help you apply the selling concepts you learned in the chapter so that you may sell yourself to get the job you want. In the Selling U sections throughout this book you’ll learn skills, such as how to create a cover letter and résumé that help you stand out, how to communicate with prospective employers, how to go on successful interviews, how to follow up, and how to negotiate and accept the right job offer. The complete table of contents is shown here. Selling U Table of Contents Chapter 1 "The Power to Get What You Want in Life": The Power of Your Personal Brand Chapter 2 "The Power to Choose Your Path: Careers in Sales": Résumé and Cover Letter Essentials Chapter 3 "The Power of Building Relationships: Putting Adaptive Selling to Work": Networking: The Hidden Job Market Chapter 4 "Business Ethics: The Power of Doing the Right Thing": Selling Your Personal Brand Ethically: Résumés and References Chapter 5 "The Power of Effective Communication": The Power of Informational Interviews Saylor URL: http://www.saylor.org/books Saylor.org 26 Chapter 6 "Why and How People Buy: The Power of Understanding the Customer": Developing and Communicating Your Personal FAB Chapter 7 "Prospecting and Qualifying: The Power to Identify Your Customers": How to Use Prospecting Tools to Identify 25 Target Companies Chapter 8 "The Preapproach: The Power of Preparation": Six Power-Packed Tools to Let the Right People Know about Your Brand Chapter 9 "The Approach: The Power of Connecting": What’s Your Elevator Pitch for Your Brand? Chapter 10 "The Presentation: The Power of Solving Problems": Selling Yourself in an Interview Chapter 11 "Handling Objections: The Power of Learning from Opportunities": How to Overcome Objections in a Job Interview Chapter 12 "Closing the Sale: The Power of Negotiating to Win": Negotiating to Win for Your Job Offer Chapter 13 "Follow-Up: The Power of Providing Service That Sells": What Happens after You Accept the Offer? Chapter 14 "The Power of Learning the Ropes": It’s Your Career: Own It Chapter 15 "Entrepreneurial Selling: The Power of Running Your Own Business": Inspiration, Resources, and Assistance for Your Entrepreneurial Journey Getting Started Some people know exactly what they want to do in life. Madonna, Venus and Serena Williams, Steve Jobs, and countless others have been preparing for their chosen careers since they were young. Dylan Lauren, daughter of designer Ralph Lauren and chief executive of Dylan’s Candy Bar, could see her path even when she was young. With a father who was a fashion designer and her mother a photographer, she said, 1 “I always knew I wanted to be a leader and do something creative as a career.” Katy Thorbahn, senior vice president and general manager at Razorfish, one of the largest interactive marketing and advertising agencies in the world, always knew she wanted to be in advertising. Her father was in advertising, her uncle was in advertising, and she had an internship at an advertising agency, so it was no surprise that she pursued a career in advertising. You probably know some people like this. They know exactly the direction they want to take and how they want to get there. Saylor URL: http://www.saylor.org/books Saylor.org 27 It’s not that way for everyone, however. In fact, most people don’t really know what they want to do for a career or even what types of jobs are available. Whether you are currently working at a job or you are just beginning to determine your career direction, it’s never too early or too late to learn about what career might be a good fit for you. It’s a good idea to use the three steps outlined below to help you begin your career search. These steps can be most effective if you complete them even before you put together your résumé (you’ll get the tools to create your résumé and cover letter in Selling U inChapter 2 "The Power to Choose Your Path: Careers in Sales"). Step 1: Explore the Possibilities Whether you know your direction or are trying to figure out what you want to do “when you grow up,” there are some excellent tools available to you. The best place to start is at your campus career center. (If your school does not have a career center, visit the library.) The people who work there are trained professionals with working knowledge of the challenges to overcome, as well as the resources needed to conduct a career search. People find that visiting the career center in person to meet the staff is a great way to learn firsthand about what is available. Also, most campus career centers have a Web site that includes valuable information and job postings. At this stage in your career search, you might consider taking acareer assessment survey, skills inventory, and/or aptitude test. If you’re unsure about your direction, these tools can help you discover exactly what you like (and don’t like) to do and which industries and positions might be best for you. In addition, there are many resources that provide information about industries, position descriptions, required training and education, job prospects, and more. These are especially helpful in learning about position descriptions and job opportunities within a specific industry. Here are some resources that you may find to be a good place to begin a search. Most of the Web sites listed provide surveys exercises and information at no charge. Table 1.1 Resources for Your Job Search Resource Description Information, job profiles, skills assessment, and more information available at no charge. The Skill Center is especially helpful. Career One Stop The site also includes salary and benefits information as well as other job search http://www.careeronestop.org/SKILLS/SkillCenterHome.asp Saylor URL: http://www.saylor.org/books Saylor.org 28

Advise: Why You Wasting Money in Costly SEO Tools, Use World's Best Free SEO Tool Ubersuggest.