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Selling

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Submitted By zafira93
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LAPORAN 8 SEPTEMBER 2013

Reynolds & Reynolds
Team Selling

Oleh:

Agnes Adellina - 0131111
David Matthew - 0131111
Dennis Wirawan - 0131111
Harry Perdana - 0131111
Tsaqif Zoelfahmi - 0131111
Zafira – 0131111352

GROUP 1

SELLING IN BUSINESS
S1 BISNIS
PRASETIYA MULYA BUSINESS SCHOOL
2011

CASE
REYNOLDS & REYNOLDS
TEAM SELLING

Warranty work menyumbang sebanyak 70 persen dari layanan dealer otomotif. Angka tersebut terus menurun menjadi sekitar 30 persen. Karena penurunan ini cukup signifikan, maka dealer sekarang harus lebih proaktif dalam menargetkan retensi pelayanan dan loyalitas terhadap pembeli mobil baru. Di situlah tim penjualan Reynolds & Reynolds masuk

Reynolds membantu dealer otomotif menjadi lebih efektif dalam mempertahankan pembeli mobil baru sebagai pelanggan layanan dan loyalitas antara pelanggan untuk mempertahankan agar mereka datang kembali.

Reynolds membantu dealer untuk : * Lebih memahami basis pelanggan mereka * Mencari tahu siapa pelanggan yang paling menguntungkan bagi mereka * Menargetkan mereka dengan focus ke insentif agar pelanggan kembali ke dealer saat pelayanan diperlukan .

The OPPORTUNITY

Bob Sherman, Tim O'Neill, Chuck Wiltgen (Reynold’s Team) bertemu dengan perwakilan dari Ben Frothingham Amerika Ford Dealership . Amerika Ford sedang membutuhkan rencana baru untuk meningkatkan service sales. Kelompok ini disajikan secara efektif strategi pemasaran mereka dan mengikat kesepakatan berhasil .
Ford mempunyai inisiatif baru yang dinamai "Quality Care Maintenance ". Namun Team dari Reynold memberi negative feedback pada usulan tersebut, sehingga ia menyarankan agar mereka bertemu dengan bosnya, yaitu Tim O'Neill. Pada penutupan pertemuan ketiga , Amerika Ford setuju untuk memiliki laporan customer retention rate dan sistem database mereka .

PRECALL PLANNING
Sherman , O'Neill , dan Wiltgen membahas rincian opportunity, peran masing-masing, dan segala kemungkinan yang diantisipasi. Mereka memutuskan bahwa Sherman akan membahas laporan dengan customer , dan Chuck akan menjadi orang yang mengimplementasikannya. Dan Tim menjadi backup.

Tahap 1 : Laporan

Setelah dua laporan dijalankan untuk menentukan siapa basis pelanggan dealer itu , tiga bertemu dengan Carol Bemis , tiga bertemu dengan Carol Bemis (Dealership’s new part dan service director), dan Brad Greenberg (service manager).
Sherman telah menghitung bahwa pada tahun sebelumnya, dealer kehilangan sebesar $ 144.000 dari pelanggan yang tidak kembali untuk service. Sherman menyebutnya sebagai "LOST OPPORTUNITY" untuk tahun tersebut. Dia menjelaskan bahwa jika Amerika Ford telah melakukan bisnis dengan pelanggan mobil baru dari lima tahun terakhir , departemen layanan akan membawa tambahan $ 1.300.000. O'Neill dan Wiltgen dikonfirmasi angka-angka ini , dan Tim merekomendasikan bahwa perusahaan menjalankan laporan ini setiap 90 hari untuk digunakan sebagai alat diagnostik .

Tahap 2 : Analisis

Sherman membahas jumlah pelanggan yang mereka miliki pada database yang dianggap aktif , yaitu mereka yang telah melakukan service dalam enam bulan sebelumnya. Laporan ini juga membagi pelanggan dimana mereka berasal , dipecah menjadi kode area dan top nine kode pos terdekat .

Mereka membahas masalah yang mereka hadapi dengan strategi pemasaran mereka dan mereka menyimpulan bahwa dealer memerlukan service reminders .

Team Reynolds menjelaskan bahwa :

( 1 )Dengan lebih dari 100 kupon yang berbeda , mailers dapat dengan mudah disesuaikan untuk memenuhi perubahan kebutuhan
(2 ) surat kepada pelanggan dapat diurutkan berdasarkan kode area , Amerika Ford service advisor , atau kode pos
(3 ) Logo American Ford bisa ditempatkan pada mailer baru
( 4 ) salinan dari semua kupon yang tersedia untuk digunakan dapat dibuat tersedia untuk Bemis dan Greenberg untuk meninjau.

Tahap 3 : Program

Tim Reynolds kemudian membantu mereka untuk mencari tahu cara terbaik untuk menerapkan " Kartu Pelanggan Preferred " program. Sherman menjelaskan bahwa di dealer lain dengan program ini, mereka umumnya memiliki service advisor meminta pelanggan depan jika mereka memiliki kartu. Jika mereka melakukannya , penasihat tahu bahwa pelanggan sudah dalam database dan tidak perlu ditambahkan ke dalam daftar . Reynolds menyebutnya " data kebersihan , " yang berarti mereka membantu perusahaan membersihkan database mereka sehingga program pengingat layanan mereka benar-benar hits tanda .

Tahap 4 : Pengembalian

Tim kemudian disajikan Bemis dan Greenberg dengan " drive langsung " Program Reynolds . Program ini memungkinkan dealer untuk menyesuaikan surat untuk pelanggan yang aktif dan mereka yang tidak aktif . Hal ini juga macam pelanggan dengan kendaraan sehingga setiap pelanggan akan menerima surat yang khusus dirancang untuk kebutuhan nya .

Saran ini berguling percakapan ke topik biaya . Sherman atas biaya bulanan untuk program drive langsung dan biaya per email dan panggilan telepon untuk pengingat layanan. Greenberg dan Bemis menemukan bahwa mereka menghabiskan sekitar jumlah yang sama pada hasil buruk mereka mendapatkan dari vendor mereka saat ini . Sherman kemudian menghitung bahwa jika dealer melakukan melaksanakan program , mereka bisa mendapatkan $ 30.750 dari bisnis tambahan dalam satu bulan dengan hanya tingkat respon 5 persen .

Tahap 5 : Penutupan

Setelah Greenberg memandang angka , dia menunjukkan antusiasme yang tulus untuk apa yang bisa lakukan untuk Reynolds Amerika Ford . O'Neill menambahkan bahwa program perusahaannya mencakup semua sudut pelanggan basis- aktif , inactives , dan pelanggan baru . Bemis dan Greenberg setuju untuk bergerak maju dengan program pengingat layanan untuk seluruh database konsumen . Mereka juga memutuskan untuk pergi dengan program Direct Drive untuk menargetkan pelanggan aktif mereka. Ini adalah kemajuan yang lebih dari tim Reynolds yang diharapkan dari account. Pertemuan ditutup dengan Greenberg dan Wiltgen memalu keluar baik cetak perjanjian, sedangkan O'Neill , Sherman , dan Bemis mengatur jadwal untuk langkah berikutnya dalam proses

1 Bagaimana efektivitas penjualan yang ditunjukkan oleh tim Reynolds , dan apa kelemahan dalam metode di kasus ini ?

Bob Sherman dan Tim O'Neill masing-masing dipamerkan keterampilan personal selling klasik: menjual solusi menerjemahkan manfaat potensial dari penjualan ke P & L dampak bagi pelanggan, melakukan analisis bisnis untuk memastikan solusi sesuai pelanggan, mempertanyakan dan keterampilan mendengarkan yang baik, dll
Namun, penjualan benar-benar didorong oleh teaming Bob dan Tim, dan untuk tingkat yang lebih rendah oleh Chuck Wiltgen.

Kasus Reynolds jelas menggambarkan kekuatan tim penjualan. Namun, sebagian besar bekerja sama resmi (misalnya, dilaksanakan atas dasar ad hoc dan berdasarkan hubungan kerja berlangsung lama antara penjual). Meskipun tidak ada informasi yang diberikan pada biaya penjualan, model penjualan tim Reynolds adalah biaya yang lebih tinggi (misalnya, hanya mempertimbangkan biaya waktu Tim sebagai manajer penjualan belum lagi biaya perjalanan nya). Untuk benar-benar sukses dengan penjualan tim (atau Account Management lebih formal), efektivitas penjualan harus meningkat lebih cepat daripada kenaikan biaya. Sayangnya, sebagian besar organisasi penjualan kekurangan metrik untuk secara akurat melacak efektivitas penjualan.

Reynolds menyediakan persuasif perhitungan berdasarkan sistem database Amerika Ford . Departemen layanan  Amerika Ford akan membawa tambahan $ 1.300.000 jika mereka menangkap " kehilangannya kesempatan " .  Amerika Ford bisa mendapatkan $ 30.750 dari bisnis tambahan dalam satu bulan dengan hanya tingkat respons 5 persen jika mereka menerapkan " Direct Drive " Program . Namun, metode ini juga memiliki beberapa kelemahan . Yang pertama adalah tim Reynolds bergantung pada database Amerika Ford sendiri banyak . Hal ini lebih baik bagi tim Reynolds untuk melakukan penelitian pemasaran yang lebih untuk memahami industri dan pesaing Amerika Ford . Selain itu, mereka membagi pelanggan ke segmen yang berbeda untuk memberikan layanan yang berbeda . Beberapa pelanggan mungkin merasa tidak nyaman tentang hal itu .

2 Bagaimana tim Reynolds berhasil menjalankan peran penting dalam penjualan berikut : akses klien , pendidikan / persuasi klien , dan pemenuhan ?

Pada awalnya , menurut bahan kasus , Reynolds membuat presentasi besar tentang strategi pemasaran mereka untuk mengikat kesepakatan. Kemudian , Reynolds terus menghubungi dan berkomunikasi dengan Amerika Ford untuk mendapatkan akses untuk menggunakan sistem database mereka. Setelah itu , mereka memberikan perhitungan tentang " kesempatan yang hilang" berdasarkan informasi sistem database . Juga, mereka menyediakan saran spesifik tentang bagaimana membuat pengingat layanan. Akhirnya , mencari tahu cara terbaik untuk menerapkan " Kartu disukai pelanggan " program dan program lain yang disebut " Direct Drive " Yang bisa menghasilkan pendapatan yang besar dengan biaya yang meningkat kecil . Pada saat yang sama , Reynolds dibagi pelanggan klien mereka ke dalam segmen yang berbeda untuk memberikan strategi pemasaran yang dirancang khusus , yang membiarkan Amerika Ford ada kesempatan besar jika mereka menargetkan pada pelanggan aktif mereka. Akibatnya , Amerika Ford bersedia untuk terus bekerja sama dengan Reynolds .

1. Bagaimana efektivitas penjualan tim ditunjukkan oleh tim Reynolds, dan apa adalah beberapa kelemahan metode ini dalam kasus ini?

Bob Sherman dan Tim O'Neill masing-masing dipamerkan keterampilan personal selling klasik: menjual solusi menerjemahkan manfaat potensial dari penjualan ke P & L dampak bagi pelanggan, melakukan analisis bisnis untuk memastikan solusi sesuai pelanggan, mempertanyakan dan keterampilan mendengarkan yang baik, dll
Namun, penjualan benar-benar didorong oleh teaming Bob dan Tim, dan untuk tingkat yang lebih rendah oleh Chuck Wiltgen.

Kasus Reynolds jelas menggambarkan kekuatan tim penjualan. Namun, sebagian besar bekerja sama resmi (misalnya, dilaksanakan atas dasar ad hoc dan berdasarkan hubungan kerja berlangsung lama antara penjual). Meskipun tidak ada informasi yang diberikan pada biaya penjualan, model penjualan tim Reynolds adalah biaya yang lebih tinggi (misalnya, hanya mempertimbangkan biaya waktu Tim sebagai manajer penjualan belum lagi biaya perjalanan nya). Untuk benar-benar sukses dengan penjualan tim (atau Account Management lebih formal), efektivitas penjualan harus meningkat lebih cepat daripada kenaikan biaya. Sayangnya, sebagian besar organisasi penjualan kekurangan metrik untuk secara akurat melacak efektivitas penjualan.

2. Bagaimana tim Reynolds berhasil menjalankan peran penting dalam penjualan berikut: akses klien, pendidikan / persuasi klien, dan pemenuhan? • akses Client. Bob membuat panggilan dingin awal, menunjukkan komitmen dan mulai membangun kepercayaan dengan pelanggan, Carol Bemis.
• Client pendidikan / persuasi. Bob dan Tim bermain baik dari satu sama lain, meskipun persuasif, nada mereka secara keseluruhan adalah konsultatif.
• Pemenuhan. Chuck jelas diposisikan sebagai "orang pelaksanaan," memberikan kepercayaan nasabah yang benar-benar akan memberikan Reynolds apa yang dijanjikan.

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...SPIN Selling SITUATION ⋅ PROBLEM ⋅ IMPLICATION ⋅ NEED-PAYOFF By Neil Rackham 1. Sales Behavior and Sales Success Small Sales Selling Techniques • The traditional selling techniques that most of us have been trained to use work best in small sales – a sale which can normally be completed in a single call and which involves a low dollar value. These selling techniques don’t work for major sales and in fact can hurt your success as the sales grow larger. Longer Selling Cycle - Whereas a simple low-value sale can often be completed in one call, a major sale may require many calls spread over a period of months. Building Value is Critical to Sales Success - As the size of the sale increases, successful salespeople build up the perceived value of their products or services. The building of perceived value is probably the single most important selling skill in larger sales. On-going Relationship – As the sales grows larger, the customer puts more emphasis on the salesperson as a factor in the decision. In a large sale, product and seller may become inseparable in the customer’s mind. The Risk of Mistake – Customer’s become more cautious as the decision size increases. Purchase price is one factor, but fear of making a public mistake may be even more important. • Characteristics of Major Sales • • • • simplest to the most sophisticated, goes through four distinct stages: • The Four Stages of a Sales Call - almost every sales call, from the Preliminaries – These...

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...fight plagiarism is to use software such as turnitin which is supposed to catch any form of plagiarism and allow that person to be punished for plagiarism. Now the other opinion is from Rebecca Moore Howard who thinks that education is the best way to fight plagiarism by teaching all the fundamentals of doing research and writing research papers would give students a better chance at writing, researching, paraphrasing and citing work that has been researched Computimes (Malaysia), (2001) Buying and selling on the Internet. Retrieved from www.lexisnexis.com/hottopics/lnacademic In the article written by Computimes (Malaysia) the article gives the reader insight into how buying and selling on a live auction website is done and what the buyer or seller needs to do to get started in the process of buying and selling on a live auction website it also tell about the different types of live auction websites i.e. eBay, and Christie’s and Sotheby’s. Donker, Peter P. (1996) Buying and selling on the Internet; Electronic retailing emerging as a new channel of marketing and distribution. Sunday Telegram (Massachusetts), Retrieved from www.lexisnexis.com/hottopics/lnacademic In the article written by Peter P. Donker for the Sunday Telegram (Massachusetts) the article tells of how retail stores such as Wal-Mart, LL Bean and places like these started to get their online stores started and any problems that they ran into while in the process of getting their store up and running....

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