How Companies Integrate Personal Selling into the IMC Program

For many companies, personal selling has been the primary focus for promoting their goods and services. Other IMC program elements have assumed more of a support role and, in many instances, have not been used effectively by the marketing managers or the sales force. For many companies, all of this is changing—as reflected in the following examples:

• Xerox—testing ads and sales promotions. Barbara Basney,director of marketing communications at Xerox's Office Printing Business, is responsible for gathering hundreds of thousands of sales leads for the company's marketing database. Relying heavily on trade shows and direct mail, Basney realized that costs continued to increase but effectiveness did not. In an attempt to try something totally different and innovative, she signed on with the online division of advertising agency Young and Rubicam to test market a program designed specifically to generate leads. Together they launched three direct-response offers: (1) a sweepstakes with information about Xerox's printer and a chance to win a trip to the Winter Olympics in Salt Lake City; (2) a product-information-only banner ad that switches to color; and (3) an interactive game in which the banner ad told visitors to play "Phaser Blast." Each of the offers used links, banners, buttons, and pop-up advertising. The nine-month test exceeded Xerox's expectations, generating 96,000

sales leads in the first four months and 200,000 in the next five months, surpassing the goals established by 117 and 111 percent, respectively—at less than 50 percent of what such results would have cost using traditional methods. What worked? According to Basney, the sweepstakes and product information ad were about equally effective,and the interactive game was the "definite loser."

• Audi—building a customer relationship program. Audi's goal was to not have the relationship with the customer end after the sale was made. Operating on the assumption that the company's best potential customers were also its existing customers, the company initiated an online program to maintain contact, while allowing its sales force to concentrate on selling. Based on its television campaign for the new A4 model, Audi offered a downloadable screensaver that frequently broadcasted updated news and information automatically to the consumers' computers. After displaying the screensaver option on its website, Audi sent an e-mail to owners and prospects offering them the opportunity to download it. Over 10,000 people took advantage of the offer. Audi then began to maintain a continuous dialog with the adopters by sending them newsletters and updates. Click-through rates ranged from 25 to 35 percent on various parts of the site—well exceeding the standard rates—and car sales were 25 percent higher than they were the previous year, even in a down economy.

• ConAgra—introducing a new product. In a market saturated by ready-to-eat dinners few retailers predicted that Banquet Homestyle Bakes—a meal with the meat already packed in—would have any success. Store owners were reluctant to stock the product and give up valuable shelf space. But the product team was determined that it had a success after three years of research and test marketing. Working closely with the sales team, product managers gathered feedback while providing the sales force with research results and a great consumer story. Sampling (each box weighed 2 to 3 pounds) was supported with a humorous advertising campaign on television and in print, appearing in magazines such as Good Housekeeping, Parenting, TV Guide, and Soap Opera Digest. Bundling the product discounts with other ConAgra brands including Chef Boyardee and Hunt's Snack Packs helped, as did a contest called "Super

Meals/Super Moms," which included prizes such as maid service, flowers, and spa visits. The contest itself garnered a 77 percent participation rate from wholesalers. Finally, 100 college scholarship offers valued at $10,000 provided a nice public relations touch. How did it work? First-year sales totaled $125 million, the product had the highest repeat purchase rate of any supermarket product introduced in the previous five years, and the introduction was touted as one of the hottest new product introductions of the year by Information Resources Inc.'s "New Product Pacesetters" report.

The above examples are just a few of the many companies that have effectively integrated personal selling into their IMC programs. Each shows how the sales team and marketing can work together to achieve success—what an idea!

Sources: Sonia Reyes,"This One's a Stove Topper," Brandweek, Oct. 14,2002, pp. M30-M33; "Xerox Tests Three Online Sales Lead Generation Tactics—Sweeps vs. Game vs. Product Info," marketingsherpa.com, Sept. 12,2002, pp. 1-6; Sheree Curry, "E-Marketing Evolution," Sales & Marketing Management, June 2002, pp. 32-37.

Evaluating the Personal

Like all other elements of the promotional mix, personal selling must be evaluated on the basis of its contribution to the overall promotional effort. The costs of personal selling are often high, but the returns may be just as high.

Because the sales force is under the supervision of the sales manager, evaluations are typically based on sales criteria. Sales may be analyzed by total sales volume, territories, product line, customer type, or sales rep.20 Other sales-related criteria such as new account openings and personal traits are also sometimes considered and may be increasing in importance (Figure 18-8).

From a promotional perspective, sales performance is important, as are the contributions of individuals in generating these sales. On the other hand, the promotions manager must evaluate the performance of personal selling as one program element contributing to the overall promotional program. So he or she needs to use different criteria in determining its effectiveness.

Continue reading here: Measuring the Impact of IMC Bringing It All Together

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Readers' Questions

  • evan
    How can personal selling be incorporated into the integrated marketing communications?
    2 months ago
  • Personal selling can be incorporated into integrated marketing communications through various strategies and steps:
    1. Create a cohesive message: Develop a consistent and unified marketing message that aligns with the overall brand and marketing objectives. This message should support the personal selling efforts.
    2. Identify target audience: Define the target audience, including demographics, preferences, and purchasing behavior. This will help in tailoring the personal selling efforts to the specific needs of the customers.
    3. Train sales team: Provide salespeople with thorough training in product knowledge, company values, and communication skills. This ensures they are well-equipped to effectively present the product or service to potential customers.
    4. Establish objectives: Set clear objectives for personal selling, such as generating leads, closing sales, building relationships, or providing customer support. These objectives should be aligned with the overall marketing goals.
    5. Integrate promotion efforts: Coordinate personal selling efforts with other marketing communication channels, such as advertising, public relations, and digital marketing. Ensure that the messages and promotions are consistent across all channels.
    6. Share information: Provide the sales team with relevant information and resources, such as brochures, customer testimonials, case studies, and product samples. This helps in reinforcing the marketing message and strengthening the sales pitch.
    7. Use customer data: Utilize customer data and insights to personalize the personal selling approach. This can involve tailoring the sales pitch to address specific pain points or needs of each customer.
    8. Coordinate with other departments: Collaborate with other departments, such as marketing, operations, and customer service, to ensure a seamless customer experience. This coordination helps in maintaining a consistent brand image throughout the customer journey.
    9. Measure and evaluate: Establish metrics and key performance indicators (KPIs) to measure the effectiveness of personal selling efforts. Regularly evaluate the results and make necessary adjustments to improve the outcomes.
    10. Foster ongoing communication: Encourage ongoing communication between the sales team and other marketing departments. This allows for the exchange of information, feedback, and insights, which can further enhance the integrated marketing communications strategy.
    11. By incorporating personal selling into integrated marketing communications, companies can develop a more comprehensive and customer-centric approach, resulting in increased sales, stronger customer relationships, and a more unified brand image.
    • SEVERI
      How companies strive to mimic personal selling onlin?
      1 year ago
    • Companies strive to mimic personal selling online by providing personalized customer experiences. This includes personalizing web content such as product recommendations and discount offers. Additionally, companies deploy a variety of customer service tools such as live chat support to create a conversation-like experience for customers. Companies also use targeted marketing strategies such as retargeting and remarketing campaigns to stay in touch with customers who have previously visited their website. Finally, companies use tools such as behavior-triggered emails that are tailored to each customer’s individual interests and habits.