midterm revision chs (1,3,5 ,6)

2015

Management of Sales Force The Most Important Points

For Midterm Exam

Prepared By Omar Kotta

01116911852

Management of sales force

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CHAPTER ONE

What is the relationship between the personal selling and marketing mix?

There’s a relationship between the personal selling (promotional mix) and the marketing mix, such

that: Personal selling is one of the promotional activities of the promotional mix which is

part of the marketing mix (Product, Price, Promotion & place).

Compare between transaction selling and relationship selling V.V.V.V.V IMP

Transaction oriented Relationship oriented

Salespeople focus on the immediate sale

rather than on the relationship with the

customer.

1. Get new accounts

2. Get the order

3. Cut price to get sale

4. Manage all accounts to maximize

short term sales

5. Sell to anyone

(kol hamo eno yb3 3ashan ywsl lel target

bt3o a5r el shr ,w ya72a2 profit , daymn

bel3b 3ala short term w yngz nfso , omal

y2bd azai ? . de way mn el sales b3d nas

btst8lha w ktera fe msr :D ) (EL 3tba wa7ed

ymsk fek w y2olk 3ndi bntlon lek y basha,

2oly 3ayz a bs …. Sell to anyone )

Salespeople concentrate their efforts on developing

trust in a few carefully selected accounts over an

extended period of time.

1. Retain existing accounts

2. Become the preferred supplier

3. Price for profit

4. Manage each account for long term profits

5. Concentrate on high profits & potential accounts

(men el asm bel3b 3ala Relationship m3 el customers,

3ashn y7fz 3la customer bt3o, walhi el ragl da wsq fya

eny msh blbso el product bt3na fe ama begy yfkr yshtry

hetsl bya, msh hero7 la7d tani 3arf enk bts3do – msh

btst8lo – el salesperson hena be3ml kol customer

btr2to, w 3arf a needs bt3to – tyb el try2 de bts3dny

eny el nas ely b3tlha tgbly nas Tania tsrhty meni aktr,

w de 2olelya fe msr lel asf .)

Discuss thee six categories of sales job V. Imp

1. Consultative sellers: They use relationship selling techniques to demonstrate how

his company’s products will contribute to the customer’s profit. They are creative,

problem solvers, consultants to their customers. (3arf enta ama bekon feh 7ad

fahem kol 7aga 3n montg ely beb3o w be3rf ys3dk azai tst5dmo homa dol walhi el

nas de consultants fe mglhom law 3ndk moshkla bs3dko t7lha azai , f enta btrg3lo

ama ykon feh 7aga )


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2. Key account sellers: They focus on a smaller number of big, important customers,

their goal is to maintain the existing accounts. (msln ana shrkt 3ser w 3ndi customer

kobar homa ely bes3do el shrka fe goz2 kber mn revenues fe ha5sas nas htmsk

accounts bt3t el shrkat de zai metro markets , walhi el nas de bt5od kamyat kbera

kol shr , tb a7fz 3leh da ? wala mhtmsh beha w a5ly team sales kolo yro7lhom kol

fatra ? )

3. New business seller: This salesperson focuses on prospecting for customers and

generating new accounts. The goal is to earn the trust of prospects, get the initial

order, and turn them into long term customers. They may face rejection on daily

basis, so they need to be highly motivated.

4. Sales support: They support the actual selling done by the reps in the other

categories, but they are not responsible for selling the product.

Msln ana b3t system lel shrka bb3t engineers mn shrka ys3do el shrka el Tania de

azai yst5domo w y7lo technical problems)

E.g. Support promotional activities and work with customers in training and

educational capacities. And they provide information before the sale or after the sale

to help solving customer problem. (Text book)

Some support people who are product specialists – sales engineers- work with

customers to assist with technical problems.

5. Missionary seller: They introduce new lines of products to customers and assist in

promotional activities. E.g. pharmaceutical sales reps are missionary seller (el nas

ely 3ndha background fe 7aga w beb3 fe nafs el w2t medical rep ely b3rd 3la dr

3lag gded mn shrka )

6. Delivery seller: They facilitate sales to customers or to business accounts that have

been already established by taking orders and/or delivering the product.

Sales jobs differ from other jobs because salespeople

They represent their companies to their customer and to society in general. They

have more contact with people outside of their own companies than other types of

employees. (Enta el image bt3t el shrka ely btmslha bra lel customers w shrkat , w

3la asas image be7kmo 3la shrka , walhi de shrka mo7trma wala la )

They represent the customer to their companies. They are transmitting information

on consumers' needs and problems back to the organization (walhi w enta btb3

btglk shakwy mn montg aw 5dmtk, fe bt5od notes w bt3rdha 3la shrka 3ndk)

Sales jobs frequently require travel and time away from home and family. (meetings

bra el shrka ,3ashan ta5ls deals , fe btsfr kter in order to achieve el target )

Operate with little or no direct supervision and require a high degree of motivation.

(momken ybqa a5rk fe shrka enk btmdy enk get , fe supervisor bt3k msh bekon


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m3k fe kol 7ta , w brdo btkon m7tg sbr gdn w self-motivation 3ashan taqbd :D A5r

el shr )

They are responsible for spending company money for entertainment,

transportation, and so on. (Sa3at deals btkon 3ayza frafsha w dal3 le zabon 3ashan

tgeb el deal da, msln zai bt3zm customer, gifts ….)

They are frequently face rejection. They must be able to handle the negative

feelings that come losing the sale. (walhi enta btsm3 Now shokrn aktr mn ay 7aga

tani . Lazem tgeb a5rk w te-create nas tania momken tshtry )

They also need social intelligence to be able to socialize with their customers and to

be able to handle the difficult buyer. ( enta w shtrtk w el way bt3tk hya el btfr2

gamed m3k fe selling )

Have large role sets: interact and work with people from a variety of departments.

Face role conflict, and role stress.

State the level of sales managers’ position

President

Vice president of sales

National sales manager

Regional/divisional sales manager

District sales manager

Sales supervisor

Staff assistants available for advice and support at any step along the ladder.


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Creating more levels of managements is the trend to the modern sales organization

Many organizations are becoming flatter and thus have eliminated levels of

management (T)

Many organizations are becoming flatter; they have eliminated some of the levels of

management. These organizations are using cross functional teams to serve their

clients. And they must understand and deal with other functions.

Team leaders replace lower- level management positions and the middle levels are

eliminated as well. So the team leader may report directly to the vice-president of

sales or marketing.

Sales managers have been downsized due to this trend. Sales managers who remain

must supervise more salespeople.

What are the challenges facing sales force management now?

1. Selling by executives

2. Customer relationship management

3. Sales force diversity

4. Complex channels of distribution

5. An international perspective

6. Ethical behavior and social responsibility

An excellent sales person will nr always makes a successful sales manager (T)

Sales ability is the only skill required by an effective sales manager (F)

Being a sales manager requires administrative skills besides the following qualities:

A willingness to share information,

An ability to work well in teams,

Must be confident in his ability to lead the group and inspire them,

Has knowledge of selling & structure and discipline in working habits

The primary responsibility of field sales manager is to sell more products to current

customers (F)

He has to staff the organization with the right people to minimize the managerial problems,

also the responsibilities of sales managers are: strategic planning, organizing the sales force ,

recruiting, selection and assimilation, training and development, motivation and leadership,

and performance evaluation

Today it is much broader dimensions : such as forecasting, budgeting, territory design , sales

analysis and so on.


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CHAPTER THREE

Step 1: Prospecting:

The method or system by which sales-people learn the names of people who need the

product and can afford it.

Prospects: Are people who recognize their needs and are ready to buy.

There are two steps in successful prospecting:

A. Generating (Identifying) Leads: It’s identifying the names and addresses of good

prospects, they can be obtained through:

1. Referrals from existing customers: a great time to ask is after the salesperson has

resolved a sticky situation. ( walhi el nas el customer bto3y homa aktr nas law

be7bo el shrka w loyal lel product begbo nas Tania tshry menk , fe bt3mtd 3la

enhom ydok recommendations lel nas Tania )

2. Referrals from internal company sources: E.g. Sales manager; Marketing dept,

Telemarketing dept.

3. Referrals from external agencies: some dot-com businesses which provide a list of

leads for reasonable fees. E.g GoLeads.com

(bro7 le shrka Tania a5leha tgbly data lel potential customer moqbl mbl8 mn flos ,

then bsht8l 3ala data de )

4. Published directories: E.g. Yellow Pages, local chambers of commerce, trade

associations, and net government.

5. Networking by the Salesperson: Many salespeople join professional and civic

organizations to meet new people who may be potential customers.( walhi ana

bt3rf 3la nas gdeda w b7dr events lel shrkat w bekon feha nas kbera momken ast8l

el network de fe eny abd2 asht8l 3la nas de latter )


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6. Cold Canvassing: Salespeople make unannounced calls on businesses which may

need the products which the sales rep sells. ( bto3 telesales 3andna fe msr , ytsl

y2olk walhi 3ndna talga gdeda w m3rfsh a w enta momken tksb law ashtrt 2 , w el

gow da . howa asln my3rfsh 3ndk needs wala la , fe betslo fe ay w2t )

Q: It is necessary condition to qualify a lead that the customer should have a defined need for the product or service (f) B. Qualifying Leads (prospects) V. imp

A qualified prospect must satisfy three conditions:

1. Has a need for the products being sold.

2. Can afford to buy the products.

Is receptive to being called on by the salesperson

Sales pipeline:

• It is a full listing of the names and contact information for all prospects; categorized

by how likely they are to purchase the product.

• It suggests that the sales process turns leads into

qualified prospects, hot prospects and eventually

customers.

• Tracking prospects in this way keeps the

salespeople focused on developing new clients.

• Successful sales organizations keep the sales

pipeline full.

Step 2: Pre-approach - Planning the Sale: - It includes all the information-gathering activities

which salespeople perform to learn relevant facts

about the prospects, their needs, and their overall

situation.

- It includes:

A. Customer Research: The sales rep should be prepared for any problems that

might face him with the customer, familiar with them through gathering

information about the customer and obtain information about them through the

internet, magazines or reports of companies.

- The goal for the salespeople is to know as much as they can about the prospects

before making the first call.

B. Planning the sales presentation: To define the objectives for the particular call.

- ( b3d am 3rft el 3mel el mota7 ely momken yshtry meni , habtdy a3ml research

3ala sh5s da w a3rf kol 7aga 3no , 3arf size bt3 el shrka , wezft el prospect da , el

Prospects (or Leads)

(Process of qualifying leads

takes place)

Qualified Prospects

(Sales rep schedules

visit)

Hot Prospects

(Interest

expressed in

buying product)

Customers

(Product

has been

purchased!)

Sales

Proce

ss


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mkan fen , names of executives bto3 el shrka men ely be5od qarar el purchase , a

el needs bt3thom mn 5alal website , internet , reports , 7ad mn gowa el shrka

m3rfa , b7es enk tkon mzbt kol 7aga , walhi homa 3ndhom flos yshtro asln wala la

, de btedy impression 7lw gdn lel manger ely htb3lo by7s enk mohtem beh )

- Adaptive selling: When a salesperson alters (Ta8er) the initial objectives or plans of

the sales process because of new information gained from the customer during the

actual call.

Step 3: The Approach: The first minute or so of the call: - A good approach makes a favorable impression and establishes some degree of

rapport between the salesperson and the buyer.

- Expectations in the U.S.: Firm handshake, Professional attire & Good eye contact.

- The approach usually takes up only the first minute or so of a call but it can make or

break the entire presentation.

( fe 3lam el business el first impression is imp , mn treqt kalmk , do5lk , labsk ely bemsl el

shrka bt3tk , w eye contact m3 el 3mel w enta btklmo )

Step 4: Need Assessment - The stages in which the salesperson must discover, clarify, and understand the

buyer’s needs by asking questions.

- Salespeople should ask the questions in a logical order.

- Successful salespeople are those who use fewer situational questions and more

problem discovery and impact questions

Types of questions: A. Situational questions: They are questions that ask for factual information about

the buyer’s current situation.

E.g. who is involved for the purchasing decision for the product?

B. Problem discovery questions: They are questions used to uncover potential

problems, difficulties or dissatisfaction that customer is experiencing.

E.g. have you experienced any delays in getting those materials from your current

supplier?

C. Problem impact questions: They are questions about the impact that the buyer’s

problem will have on various aspects of their operations.

E.g. what effects do the delays in receiving the materials have on your

operations?

D. Solution Value questions: They are questions that ask about the value or the

importance of a solution to a problem uncovered earlier in the conservation.

E.g. how much your production costs increased by material stock outs?


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E. Confirmatory questions: They are questions that are asked for confirmation

from buyers that they are interested in hearing about how your products will

help them.

E.g. so you would be interested in a maintenance program that would minimize

your downtime, is that correct?

Step 5: The Presentation: - A discussion of those product and/or service features, advantages, and benefits that

the customer has indicated are important.

- Most presentation is oral and they often include written proposals, supporting

material and visual aids.

- The goal of the presentation is to convince the customer that the product being sold

will satisfy the customer΄s needs better than that of a competitor.

- Features: Describe the characteristics of the product or service.

- Advantages: Describe how feature changes the performance of the product.

- Benefit: Describe how the advantage will help buyer.

(Htbe3 mknet tswer w enta btbe3 bt2ol de btswr 3ady w alwan w kamn ay warq mtshfr (

Features ) tyb walhi de btswr el warq asr3 mn el mkana el 3adya( advantage tyb ma da

hay5lk enta s7eb el mkana tngz w twfr w2t le kamyat Tania (benefits )

- Prepared sales presentation has several advantages

a) It gives new salespeople confidence.

b) It can utilize effective sales techniques.

c) It gives assurance that complete story will be told.

d) It simplifies sales training.

Step 6: Meeting Objections: Q" Objection are bad indications for the presentation and should be avoided as

possible ? Do you agree ? why ? ---- No

Objections should be welcomed because they indicate that the prospect has some

interest in the proposition.

In responding to an objection, there are several techniques should be used:

a) Listen to the buyer: do not assume what the buyer is going to say, and never

interrupt.

b) Clarify the objection by asking for more information

c) Respect the buyer’s concern: remember that the buyer is not attacking you

personally, so you should not become defensive.

d) Respond to the objection


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- Common types of objections: 1. Price or value objections: Reps should convince the buyer with the

importance of the problem & value of its solution.

2. Product/service objections: Reps must prove that the product has the

capability to fulfill their needs. ( cases histories- trial use- expert opinions)

3. Procrastinating objections: E.g. Let me think about it a while.

- The best way here is to ask for commitment to move the sale forward in future.

4. Hidden objections: Prospects hide their real reasons for rejection.

- Reps should discover the hidden objections by asking questions.

( Bt7sl kter ama bngy nshtry 7ga w tkon 3gbk , t3rf sa3rha tta5d :D 3ala enhom

7armya y3ni zai (mall el 3arb ) w (el 3tba) msln . fe enta msln bt2ol la de msh

3bgk bs el sbab asln el sa3r , fe da y3tobr Hidden objections mn customer )

Step 7: Gaining Commitment (btkees el zabon zai ma ba n2ol) : - Asking the buyer to commit to some action that moves the sale forward.

- Common Sales Closes:

a) The Assumptive Close: “Now what size do you want?”

b) Special Offer Close: “If you buy this product today, we’ll double the length of the

warranty.”

c) Summary Close: “You have agreed that our product is the best on the market.

Correct? Then I suggest that you place your first order today so we can have it to you

by the end of the week.”

Step 8: Follow-up: Reps must learn that the sale is not over when they get the order.

Follow up means that reps make certain that they have answered all the buyer’s

questions and the buyer understands the details of the contract.

Following up to ensure that the customer is fully satisfied builds trust and is

consistent with the concepts of Relationship Marketing.

It is much more expensive to acquire new customers than it is to retain existing

customers.

(Finally the follow up , ymkn de aktr 7aga fe msr msh bt7sl 8er 2olel , kol hamna enna

n5ls el deal w 5als , follow up befr2 gdn m3 ay 3mel , say msln law enta lesa shry

mobile gded w lqet 7ad mn shrka b3d month bes2lk 3n el mobile bt3k w feh mashkel

wala la , sure enta bt7s enohm shrka mo7trma w ahm 7aga 3ndhom customer

satisfaction , fe enta btkon loyal aktr lel mkan , w zai ma fe ch01 , bt3ml long term

relationship m3 customers w bt7fz 3lehom fe bezwdo sales bt3tk )


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CHAPTER FIVE

Qualified salespeople are scarce, because: a) Good salespeople are hard to find. b) Selling doesn’t have the high social prestige of some other careers, so it may not

attract the top-notch candidates from universities & colleges. (kolna shyfno eny a5rk baya3 fe store aw sales rep)

c) Most students are viewing selling in a negative way, associating it with door-to-door activities (mo3zmna beshof el salespeople a5rhom betl3o el houses w ybe3o lel sokan montgat aw nas wa2fa fe m7lat tbe3 fe kter msh berda yht9lha)

d) Many young people aren’t aware of the opportunities provided by jobs in outside selling.

1. Good selection improves sales force performance: It affects the profits & sales

revenues and also it can reduce the sales force turnover and thus lead to improved sales performance. (b5tar nas fahma w shtra fe el sales fe sure el output bt3hom bekon 3aly w begebo profit le shrka)

2. Good selection promotes cost savings: It affects direct cost savings (by reducing sales force turnover) and indirect cost benefits (through prevention of lost sales that can result from poor selection).

3. Good selection eases other managerial tasks: Selecting the right people means training is easier, less supervision is required, and motivation is less difficult.( walhi how asln qualified fe msh ha7tg at3b m3ah zai el sales rep ely m3ndosh ay experience )

4. Sales managers are no better than their sales force: An executive with a poor sales force cannot surpass a competitor who has much better salespeople.

Scope of sales force staffing process: 1. Plan the recruiting and selection process 2. Recruit an adequate number of applicants 3. Select the most qualified applicants 4. Hire those people who have been selected 5. Assimilate the new hires into the company

A) Establishing the responsibility for recruiting and selection: It may be assigned to the top sales executives, the field sales manager, the human resources department or combination of these positions.

The decision made depends on the size of the firm and nature of selling task. For e.g. In large firms, decisions are usually shifted to lower level sales managers and the HR department assists the managers in recruitment & selection but the sales managers make the final decisions about hiring.

B) Determining the number of people needed - Management should first review any changes in company’s strategic marketing

plan to determine how the plan will affect the number of salespeople needed.



C) Job description It is the document that sets forth the findings of the job analysis.

Content of Job Description: a. Title. b. Organizational relationships : To whom do the salespeople report c. Type of the product or service to be sold d. Type of customers to be called on, frequency of calls, and types of personnel to be

contacted e. Duties & responsibilities related to the job : such as planning activities f. Job demands : mental and physical demands of the job: such as the amount of

travel, autonomy, and stress g. Hiring specifications

D) Job qualifications: It is the most difficult part of the entire selection process.

Each company should establish its hiring requirement for each type of sales job in the firm.

Traits and Abilities of Top Salespeople:

Trait Related Ability

Emotional intelligence.

Analytical intelligence. Creative intelligence. Integrity. Social competence. Risk taker. Optimism. Self-motivation. Cooperativeness.

To understand customers, to adapt. To solve problems. To sell ideas, to adopt. To build trust. To build relationship. To be innovative. To handle rejection. To work hard. To work on teams.



Step (2): Recruiting and its importance:

Recruiting: It includes all activities involved in securing individuals who will apply for the job.

Recruiting Sources of Sales Reps

Recruiting evaluation:

The company should continually evaluate the effectiveness of its recruiting program.

To conduct recruiting evaluation, management may use some form of matrix approach. This information should enable management to determine which sources produce the best recruits.

Recruiting Evaluation Matrix

Source Comment

Referrals Candidates and position are known to person making referral. Existing sales force is an excellent source for referrals as they know their job requirements and can identify good matches. (Zai eny ashof recommendations mn el nas ely 7awlya aw mn el mozfern bto3y)

Within Company Current employees Sales force leads

Company employees know the company and its products. Current salespeople know the job requirements & can possibly identify candidates who would be a good job match. (sa3t betnql nas mn departments Tania w ysht8lo fe sales , bekon ely na2shom training w homa kda kda 3rfen el shrka kwys)

Other Companies: Competitor’s sales force Customers Suppliers

Competitors know the customers and are familiar with your products. (They require little training). Customers know your products and your company. Suppliers know your company and your products & are familiar with the market & competitor.

The Internet Recruits may come through the company’s own website , such as Monster.com Educational institutions

Primarily used when recruiting inexperienced people. Students are involved in the job search & this provides an efficient place to screen large number of available candidates. (zai el job fairs ely btkon fe gam3at )

Advertisements

Newspapers & trade journals are the most widely used media. Produces the greatest number of candidates, but the average quality is sometimes lower. (hya f3ln btwsl le a3la reach mn el nas , 3ashan mo3zm el nas btdwer 3la sho8l , fe el mohtm w ely 3tel beb3t , fe 3ashan kda sa3t msh btkon nas qualified ely btgy mnha)

Employment agencies

The agency is often more costly than other methods, but it will do a large part of the initial screening. It attracts a better quality of sales recruit. (zai wasla w ecoo ely besh8lo call center lel vodafon)

Part-time workers

These workers are easy to contact, readily available, and can work flexible hours. This is a good source for in-home selling.

Voluntary applicants

Excellent source such that applicants are interested in your firm and probably possess a high degree of self-confidence, self-reliance & initiative. (a7sn nas bt7b tsht8l w tt3lm mn 8er fols 3ashan kda be7bo gdn ysh9lo goz2 voluntary work , zai IBM fe msr)



(1) Determine the number of new reps needed if 5 new territories will be

established, 2 territories will be eliminated, 2 promotions are expected, 4

retirements are expected and 1 termination for a sales rep.

Solution

Total new reps needed= New territories (-) Eliminated/ Combined territories (+) Promotions (+) Retirements (+) Resignations Total new reps needed = 5(new) – 2 (eliminated) + 2 (promotions) + 4 (retirements) + 1

(termination) = 10 reps

==================================================================================

(2) (Exam 2010) : If the market is classified into Class A and Class B, where class A includes 400 accounts while class B includes 600 accounts. Class A requires 20 calls per year, while Class B requires 10 calls per year. The sales reps do 5 calls/day, sells 5 days in a week, and work 50 weeks in the year. Determine the number of reps needed

Solution Number of reps needed = Total Workload in market Workload one rep can handle Market Workload=

Customer class No. of accounts Calls per year Total Calls

A 400 20 8,000

B 600 10 6,000

14,000

To calculate one rep's workload - One rep’s workload = calls/day X selling days/week X working weeks/year

= 5 X 5 X 50 = 1,250

- Number of reps needed = 14,000 = 11.2 = 12 reps. 1,250

=====================================================================

(3) (Exam 2009):

Customer class No. of accounts Monthly calls needed

A 100 10

B 200 5

C 500 2

Salespeople work 8 hrs. /day, 5 days a week, 50 weeks per year and typical sales call takes 2 hrs. Calculate the number of salespeople needed.



Solution Market workload:


A 100 (10*12) = 120 12,000

B 200 (5*12) = 60 12,000

C 500 (2*12) = 24 12,000

36,000

One rep’s workload = calls/day X selling days/week X working weeks/year Rep’s workload = (8/2) X 5 X 50 = 1000 Total sales workload Number of reps needed = Total Workload in market Workload one rep can handle = 36,000 / 1000 = 36 reps.

=====================================================================

(4) From file Dr Esraa: The annual working days are 350; the average sales rep makes 6 calls/day.

- Total number of customers is 1600, classified into 200 large, 400 medium & 1000 small.

- The frequency of calling on customers is twice a month, once a month & once every 2 months for the three groups respectively.

- The company will expand into 5 territories, 3 reps will be promoted to sales supervisors, 5 will retire & 4 will resign.

How many sales reps are needed?

Solution Market workload:


Large 200 (2*12) = 24 4800

Medium 400 (1*12) = 12 4800

Small 1000 (12/2) = 6 6000

15,600

Rep’s workload = 6 X 350 = 2,100 Total sales workload = 15,600 / 2,100 = 7.4 = 8 reps Number of new reps needed = 5 (new) + 3 (promoted) + 5 (retire) + 4 (resign) = 17 reps Total number of reps needed = 8+17=25 reps



CHAPTER SIX

1. Application blanks: Initial screening: It’s used to eliminate undesirable recruits quickly & cheaply.

Companies use these blanks as a way to gather information about candidates.

This information includes (mental & physical characteristics, experience, education and skills) which fit for the jobs. (Bst5dm el application 3asahn a3ml filtration le applicants ely bt2dem be2dem huge number aked msh ha3rf a3ml kol interviews de w htkon more costly lel shrka w efforts 3lia, tb3n enta btts2l 3n past experience bt3tk, major bt3k, el personal information w some questions, zai expected salary w el skn w kda)

2. Personal interviews: (according to Dr shrakawy)

It is considered as a direct contact or meeting between two parties, one of them is interviewer which represents the company side, and the second one is interviewee which is the applicants.

The main purposes of personal interviews is: a) To determine the person’s fitness to the job. b) To find out their tone of voice, social intelligence and their conversational abilities c) To make sure that the information in the interview is valid and right d) To discover the applicant’s behavior and evaluate it

Disadvantages of interviews: a. It depends on the behavior of one person who is the interviewer. b. The interviewer reaction may affect the performance of interviewee during the

meeting. c. The interviewer may be subjective rather than objective evaluation.

(el interview hya meeting benk enta w interviewer 3ashan y7dd m3k enta tst72 tsht8l el sho9lna de wala la , w tb3n de btkon yama HR aw el manger ely be3od m3k , tyb aked leh purposes brdo , betked enk enta el sh5s el monseb wala la kol interview bekon leh criteria mo3yna bedwr 3leha , akes wa7d hesht9l sales , hashof ely be3rf ytklm w be3rf y- handling el nas w beqn3 brdo 3ashan yshtro , w aked el interviewer be3rf y3ml evaluation 3lek w yshof ely na2s 3ndk w kda , tyb a Disadvantages interviewer bes2l w enta btrod bs fe bekon mn n7ya wa7da , el reaction bt3 ely be3ml interview adek wesh aw abtsm be2sr 3la nfsytk fe bekon mn atgah wa7ed)

Improving the validity of interview: a) Provide some degree of structure (guidelines, probing questions)

b) Allow adequate time

c) Establish standardized rating forms for all interviews (lazem el evaluation form tkon mtzbta 3ala questions ely btts2el)

d) Provide interviewers with proper training programs (lazm el interviewers y5do trainings ktera w effective 3asahan da qarar be5doh fe lazm ykon qualified



Different types of interviews:

A) Guided interviews: the procedure in a guided interview is standardized. All interviewers for a firm use the same guide sheet containing of questions.

- The interviewer can compare and rate the candidates.

- Some people criticize this type of interview as being inflexible but trained interviewers

can use their judgment and make slide modification without detracting from the value

of guided interview.

kol ely be3ml interviews bets2lo nas el as2la , zai introduce yourself, t3rf a 3n kaza

, a 5bratk , b3ly el pen be $ 10000 and so on , btkon sahla 3la interviewers enohm

ymezo be nas w y5tro asr3 , kant el moshkla ely hena eno b3d el nas msh shyfha

inflexible bnsba le nas unqualified interviewers w mangers msh 3ndha 5bra awe

bt5osh ts2l 3ala tol el as2la el mawgoda)

B) Non-direct interview: The situation in which the interviewer asks few questions to get more information about the candidates in an indirect way by giving the candidate the chance to speak freely.

- The interviewer does very little talking The major problem is that much time may be wasted unearthing little information and irrelevant to evaluate

C) Interview focus: A type of personal interview in which putting the candidate in the selling situation to evaluate their behavior while selling the product (role playing)

- It is used to measure and test the behavior of candidates in a job situation whatever they had experience or not.

-

- Interview focus includes three types of interviews

Situation based interview: Focuses on past behavior

Behavior based interview: Focuses on future/intended behavior

Performance based interview: Focuses on present behavior.

D) Stress interview: It is one in which the interviewer places the applicant under stress

- In some stress interviews, the interviewer may be intentionally rude, aggressive in questioning just to see how the candidate will react.

- (hya el fakra eno fe b3d el 2wat fe interviews lazm y7otk t7t da8t tb3n de fe sales 3ala 7sb kol sho8lna fe howa hena be2kon qased eno y3sbk aw y2ol kalm yd2k, enta asln htt3mel m3 customers w types of customers kter gdn , fe heshofk enta htt3eml azai w 3aala asaso heshof enta tnf3 wala la, enta htkon image lel shrka !)

3. Psychological testing: It includes everything from intelligence to interests and personality tests

It is used to assess the behavior of sales reps

It’s made for all sales reps for all sales situations.



Its problems:

The applicants can fake the answer on some tests

it may eliminate creative & talented people, and it usually generates average type of employees

4. References and other outside sources: The company in which a recruits is applying for may get more information about

candidates and help from: 1) Reference from outside companies who provide such info 2) Company solicit information on its own credit and insurance reports

It’s rarely to use.

5. Assessment centers: (7aga kda shabh sho9l t7t el tdreb ng7t ha5dk) Candidates are given simulated exercises that they must perform as if they were in a

real organization

Such exercises may involve business games, case analysis, role playing, individual presentations.

Job offer decision: After finishing the selection process the company must decide whether to make job offer & this involves reviewing everything related to the applicant

Step 4: Hiring phase:

If the decision is to hire a certain person, the next step is to make a formal offer and persuade the person to accept it.

The most important part of the offer is the compensation that the salesperson will be paid. The offer also should include other benefits like insurance, retirement contribution, vacations pay, profit sharing, a company car.

Step 5: Socialization and Assimilation:

Socialization is the process through which the new recruits take on the values and attitudes of the people who are already working for the firm. (a3rfo 3ala shrka w el nas w a value bt3t el mkan w system w a5leh ye socialize m3 el nas 3ashan y3rf yt3eml m3hom b3d kda, how now wa7ed mnhom: D )

Assimilation begins when the recruits accept his new position, as they must learn how to perform the tasks associated with their jobs and they should become familiar with employees in various work groups with whom they must interact. (B3rfo hena b2a treqt el sho8l w ageb wa7ed old employee aw senior msln y3od m3ha y3rfo el donia btmshy azai w men el mangers w azai htwsl le kol 7aaga fe el shrka w kda , be7s eno yb2a fehm el donia mashya azai )

midterm revision chs (1,3,5 ,6)

Sales

new accounts

sales support

existing accounts

short term sales

selected accounts

customers profit

actual selling

w ya72a2 profit