You work for a luxury car dealership with multiple showrooms as a sales trainer. You're training a group of new showroom salespeople, and you've devised the following scenarios for them to consider. (a) A young couple with a small child has just entered the store searching for a new vehicle. Give three examples of 'Sales Strategies' that salespeople could employ. 15 (b) A man enters the showroom to buy his wife a car for her 50th birthday. Identify at least three verbal and non-verbal buying signals that salespeople should be aware of when making a car purchase. [Note: Verbal buying signals indicate the prospect has made an emotional shift and has already imagined owning, using, or operating the service or product you are selling. AND nonverbal buying signals include smiling, changes in posture, and rubbing chins or noses, which indicates rational thinking]

1. You work for a luxury car dealership with multiple showrooms as a sales trainer. You're training a group of new showroom salespeople, and you've devised the following scenarios for them to consider. (a) A young couple with a small child has just entered the store searching for a new vehicle. Give three examples of 'Sales Strategies' that salespeople could employ. 15 (b) A man enters the showroom to buy his wife a car for her 50th birthday. Identify at least three verbal and non-verbal buying signals that salespeople should be aware of when making a car purchase. [Note: Verbal buying signals indicate the prospect has made an emotional shift and has already imagined owning, using, or operating the service or product you are selling. AND nonverbal buying signals include smiling, changes in posture, and rubbing chins or noses, which indicates rational thinking]

2.You work for an office furniture company and are an award-winning senior sales representative. Develop a blog post for the company intranet laying out at least five guidelines for negotiating win-win sales solutions and five strategies for dealing with customer concerns, with examples.

3. Mr Alamgir is the sales manager for XYZ Plastic Piping Components Ltd, a subsidiary of ASEAN based multinational that manufactures an extensive range of various products. Their markets are mainly in the civil and chemical engineering industries. XYZ Plastic Piping Components is solely involved in manufacturing .and selling plastic pumps, valves, fittings, pipes, and gauges. Such products have applications in, for example, chemical plants, dyehouses, and swimming baths. Their growth in the marketplace is virtually assured because they essentially replace steel and malleable cast iron products at less cost and greater efficiency. In the ASEAN region, five manufacturers market similar products. The two largest are XYZ Plastic Piping Components and PPP Fittings, each with about 40 percent of the ASEAN market, with the remaining 20 percent being shared among the other three. Each of the five manufacturers charges around the same price for their products, but the smaller companies are more prone to negotiate downwards on the factory price. Distribution is almost wholly through stockists, and the sales representatives' tasks are twofold: 1. To persuade stockists to hold a full range of the company's products to ensure a complete service to the end-user. 2. To persuade end-users to specify the company's products when purchasing from distributors. Only XYZ Plastic Piping Components and PPP Fittings provide a complete product range, probably their success. However, a disturbing trend has emerged among the smaller distributors, and this has been to stock only the fastest moving lines from marginally cheaper sources from smaller manufacturers. PPP's representatives are increasingly being called on to supply less popular lines at very short notice. Several of PPP's s representatives have become disturbed by this trend, and two have recently resigned because of the adverse effects on their sales commission. Replacing these with the right calibre people will be difficult, and Mr.Alamgir realizes that there are three courses of action to help solve this problem: • restrict supplies to licensed distributors only; • persuade representatives to concentrate more on the productive market sectors (e.g., large chemical plants); • sell direct and cut out distributors

Questions: I. How can Mr.Alamgir re-energize his disappointing sales force?

II. What are the implications of each of Mr.Alamgir's three suggested courses of action?