By definition, a is the transfer of a good or a service in exchange of an amount of money agreed upon between the Vendeur, that which yields the good or the service, and the Acheteur, that which pays. By extension, a is the whole of the process which leads to the concluding of this agreement of transfer. Lastly, by analogy, within a Undertaken, the is the function which has in load the realization of the sales.

The sale contract

A is carried out within the framework of a Sale contract, oral examination or writing.

The sale contract specifies the conditions under which the exchange of the good or the service is done. It describes the good or the sold service, the delivery period, the price and the terms of payment. There exist various forms of contract, simplest or more complicated. However, the simple fact of agreeing by oral examination on the thing and the price transfers the property from the salesman to the purchaser. One of the simplest contracts is that which tacitly passes between them a customer and a tradesman when the customer presents himself to the case to pay the article which it chose to carry.

See also: Sale contract

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Typologies of Sale

B like Business and C like Consuming

The sale concerns as well the professionals as the private individuals. The following table describes the various possible types of sale. The professionals are designated by the letter B like Business and the private individuals, or Consommateurs, by the letter C like Consuming.

Here some examples:

  • B to b: in the building, the cement manufacturer which sells to a manufacturer buildings

  • B to C: in the Tourism, the tour operator who sells a stay to a private individual
  • C to b: in the Automobile, a private individual who sells his car with a breakage
  • C to C: in the Real , a private individual who sells his apartment to another private individual

Each one of these types of sale has its legal operating rules and its characteristics. The sales most often indicated by these names are of " type; B to B" , which is thus the trade between professionals, and of " type; B to C" , which indicates the sales to individual.

According to standard AFNOR

The standard AFNOR NF X50-650 of April 1993, “Excellence commercial - Systems of sale - Analysis and implemented” establishes a Taxinomie systems of sale resting on six typologies.

The first typology relates to the place of the transaction:

  • In the sedentary sale , the place of transaction is in the salesman (sale ex depot), it generally acts of the sales to individual. But there are stores only reserved to the professionals in particular in industry and the food one.
    (In North America, one distinguishes the internal sales which is made on the telephone without never meeting the customer except perhaps at the time of living rooms or conferences.)
  • In the nonsedentary sale , the place of transaction is at the customer, it acts of the sale “in door with door” or on go, to the private individuals or the professionals (B to C, Business to consume - B to B, Business to Business).

The fourth typology is defined according to the methods:
vente by direct prospection (in residence and by Canvassing)

  • sale by prospection on go,
  • sale by telephone,
  • sale by meeting,
  • sale computer-assisted and telematics,
  • sale ex depot,
  • sale in self-service,
  • tele sale or sale by the media.
One can add:
  • sale to on the spot leave
  • open sale of it, on markets, fairs.
  • sale with the accro. (sales to individual in the street, by hanging it).
  • hawking

Other typologies are defined according to the products, the markets, the privileged role and the mode of organization selected, the statutes and the degree of autonomy and responsibility which they confer.

The mail-order selling or VPC and the Internet sales are other forms of sale. Newer, standard AFNOR does not define them.

Lastly, there exists the sale under pressure which tent is to make émotivement buy the consumer or who places it in front of the altrernative one to more be able to find the article sold.

Sales engineering

Decomposition of a persuasive sale

In a persuasive sale, the salesman has little margin of negotiation. Such a sale breaks up into four stages of equal importance:

  1. Introduction and setting in confidence

  2. Discovered needs and personality of the interlocutor
  3. Presentation of an offer and answer to the objections
  4. Conclusion of the sale by a mutual agreement (the oral contract or writing)

See also: Sales engineering

Some thoughts on the sale

  • “Anyone that one wants to persuade, it is necessary to have regard with person of which it is necessary to know spirit and heart, which principles it grants, which things it likes, and then to notice in the object in question which reports/ratios it has with its principles and its tastes. So that art to persuade consists as much of that to approve as in that to convince, so much the men control themselves more by whims than by reason. ” Blaise Pascal.
The sale, it is art to persuade. Syllogism: The sale it is persuasion persuasion is a vocation Thus the sale is a vocation
  • the sale contract is initially seduction.
  • the sale contract is based on the dialog between two individuals or two companies or two organizations; as long as the hard conversation, the trade lasts.
  • the sale is the exercise of a double competence: knowledge of the product and control of the relation.
  • It is Article And to have its art, it is to control the whole of the techniques allowing the achievement of a work. To sell requires thorough knowledge as in any other trade.
  • It is a behavior. Empathy, enthusiasm, optimism (good resistance to the failure), humor, simplicity, obstinacy are basic behavioral qualities which it is good to have.
  • the sale is a question of instinctive compilation of a whole of information with an aim of persuading.
  • the sale starts when the customer known as " Non".
  • One does not sell the product but the idea of the product is sold.
  • To sell, it is initially to know to listen (Before arguing, it is preferable to know waitings of the interlocutor).
  • the sale is the ultimate satisfaction of the salesman.

Teaching

The teaching of the sale is generally exempted by combining three principal approaches: psychological, behavioral and instrumental. Each one of these approaches has known tools.

  • the psychological approach takes into account the motivations of the customer by summarizing them by easily memorable initials (SONCAS, PICASSO, SIC-sic, SABONE, NEED…).

  • the behavioral approach rests primarily on PNL (Programming Neuro-Linguistics) and the compromise Analyze
  • the instrumental approach rests on the procedural aspect of the sale, and in particular of the maintenance of sale . It is illustrated by known methods such as HELPED and DIPADA. The majority of the authors, theorists or experts, evoke the process of sale by proposing different phases or stages from the sale .

Decomposition of the process of sale integrating a negotiable offer (certain experts of the sale gather sometimes stages between them):

  • preparation of maintenance, if possible by gathering data elements on the prospective customer or customer.
  • the making of contact and the installation of environment
  • the discovery, to determine the interlocutor and his waitings
  • presentation of the offer (oral or written which contains, price, times and possibly terms of payment)
  • the defense of the offer (argumentation, treatment of the objections)
  • the negotiation (the research of the agreement)
  • the conclusion (to obtain the agreement, the signature of the purchase order)
  • the catch of leave.

Within the Company

Importance of the function

The is the function which makes it possible the company to launch the process of money cashing. No the sale, not of money re-entry by the customers. The following table illustrates the evolution of the financial health according to its sales:
  • the company requires for a quarterly income of 100 to cover its loads and to remain in financial good health
  • it sells well if it sells 120 per quarter (H1)
  • it sells little if it sells 100 per quarter (H2)
  • it sells too little if it sells 80 per quarter (H3)

It should be noted that to pass from a rate/rhythm of sale of 80 by quarter (H3) to that of 120 by quarter (H1), the company must increase by 40 its sales per quarter, that is to say to increase them by 50%.

The composition of the sales force

The sales force is consisted the whole of the commercial personnel in charge with the sale and the stimulation of the request. It constitutes the principal tool of the commercial performance. It gathers various stations: : Business manager, Sales manager, representative, organizer of the sales, prospector, commercial Adviser, person in charge, Sales engineer, technical-commercial Engineer, etc

The principal forms of organization of a sales force are the following ones:

  • structure by geographical sectors: each representative works on a definite geographical sector inside of which it sells the complete range of the products of the company.
  • structure by products: each representative is specialized on a segment of the offer of the company but on the whole of the geographical teritoire; the specialization of the sales force by products is particularly judicious when the products are technically complex, heterogeneous or numerous.
  • structure by markets: each representative works with all the entrepises of the same type, according to the branch of industry, the size, the volume of purchase or the seniority of the commercial contacts.

Management of the sales force

According to Mayer and Greenberg, two features of personality characterize the salesman:
  • empathy: faculty to put itself in the skin of its customer, capacity of contact.
  • the personal spring: motivation, ambition, dynamism…
The required aptitudes differ according to nature from the tasks and the roles allotted to the salesmen: intellectual capacities, emotional aptitudes and physical endurance.

The stimulation of the motivation can take on many aspects:

  • the place of commercial in the team, the company
  • formations, the training of the trade of commercial (certain companies are famous to inculcate very good knowledge of the trade of the sale)
  • the relational one that the commercial one already acquired with its customers (until the copinage)
  • and finally remuneration: fix, commissions, premiums, profit-sharings with the turnover, advantages in kind, rewards various partners with contests, challenges or events…

The attraction for a station of commercial resembles that which the commercial ones put forward for their products: one does not speak initially about the price or the wages, but about the product, i.e. what surrounds this station. Once the defined attraction, one discusses the price.

It is often the mobilization of the sales force (FDV) by an effective animation, the definition of objectives and control systems judicious which make it possible to obtain best the performances. It is important to specify the way in which the salesmen will distribute their time and to specify realistic objectives to them, comprehensible and justifying. The more one salesman is motivated, the more it is invested in its work and better are its performances. It then better is thus rewarded satisfied and justified to continue its efforts. The remuneration which seems seemingly paramount is not always the principal point.

The aims of the sales force must take into account the nature of the markets aimed by the company and the positioning sought on each market. After having defined its objectives and its structure, the company is able to fix the size of its sales force. This one constitutes an asset among most productive, but also most expensive. The majority of the companies fix the number of salesmen which they need starting from an analysis for the workload.

Tools of the sales force

⁶ sale by prospection on go, ⁷ sale by telephone, ⁶ sale by meeting, ⁷ sale computer-assisted and telematics, ⁷ sale ex depot, ⁷ sale in self-service, ⁶ tele sale or sale by the media

Accounting

See also: Invoice (accountancy)

See too

Simple: Salt

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