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1 Part Five Developing the Integrated Marketing Communications Program Belch: Advertising and Promotion, Sixth Edition Chapter Objectives V. Developing the Integrated Marketing Communications Program 1. To understand the role of personal selling in the integrated marketing communications program. 2. To know the advantages and disadvantages of personal selling as a promotional program element. 18. Personal Selling © The McGraw−Hill Companies, 2003 Personal Selling 18 3. To understand how personal selling is combined with other elements in an IMC program. 4. To know ways to determine the effectiveness of the personal selling effort.
Belch: Advertising and Promotion, Sixth Edition V. Developing the Integrated Marketing Communications Program Regardless of how good one’s advertising, public relations, and other IMC programs are, for many companies, it is the sales force that is called on to close the deal—particularly those in the businessto-business market. As you might imagine, there is always a need for good salespeople, and companies do whatever they can to attract and retain them and to motivate them to continue to do good work—regardless of the industry. As the business environment changes, so too do the needs and wants of the sales force. In the past, when the salesman was the breadwinner, money worked well. By providing the sales force with the opportunity to earn more money by working harder, motivation was easily achieved. But now, times have changed. Dual-worker families, more emphasis on lifestyles, and more opportunities are just some of the factors that are resulting in more diversified salespeople and that explain why money in and of itself doesn’t cut it like it used to. So companies have explored a number of options, as seen in the following examples: • Jupiter Media Metrix. As the competition between Jupiter and its number-one rival 18. Personal Selling © The McGraw−Hill Companies, 2003 Motivating the Sales Force—Not an Easy Task Forrester Research (both provide Internet research services) intensified, Forrester hung a sign in its headquarters’ office inspiring employees to “Beat Jupiter.” In response, Jupiter initiated a motivation of its own: leather boxing gloves in the lobby showcase of its New York offices. Each quarter, the sales rep who “scores the biggest knockout” against rival Forrester gets to autograph the gloves. • Hobart. The Ohio-based commercial food manufacturer—whose equipment is in the White House—outfitted the White House cafeteria on the TV show West Wing with its equipment. The product placement was well received by the sales force, but to add even more to the punch, the national sales force meeting was held in Hollywood and topperforming salespeople got to tour the set and meet actor Martin Sheen. As noted by Dean Landeche, vice president of marketing for Hobart, “It became the buzz around our campus for quite some time.” • Guardian Life Insurance. Among the hardest groups to motivate are the sales forces of insurance companies. As noted by one ex-agent, “The industry is unique in a sense in that we are working with unmotivated buyers—people who have a need for what an agent sells, but do not believe they need to buy it yet. We all deny we are going to die.” Keeping salespeople motivated is critical, and companies have taken various approaches. Guardian Life Insurance has created an online “university,” available 24 hours a day, to provide its sales force with desired
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Belch: Advertising and Promotion, S
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1 Part Five Developing the Integrat
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8 Part One Introduction to Integrat
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10 Part One Introduction to Integra
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142 Part Three Analyzing the Commun
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11 Part Five Developing the Integra
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196 Part Four Objectives and Budget
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IN2 Name and Company Index Belch: A
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