1、1Ingram,Laforge,Avila,Schwepker,and WilliamsMultimedia PresentationsSteven J.Remington,Ph.D.Buena Vista UniversityAugust,20001Module 11 Early Origins of Personal Selling Industrial Revolution Era (1700s Europe;1850s US)Post-Industrial Revolution Era (1800s Europe;1900 US)Canned Sales Presentation Th
2、e War and Depression Era Professionalism:The Modern Era1 Customer Orientation Use of Truthful and Nonmanipulative Tactics Focus on Long-Term Satisfaction of Customer and Selling Firm1$80-$242/call1Salespeople and Society Salespeople as Economic Stimuli Salespeople and Diffusion of Innovation1Salespe
3、ople and the Employing Firm Salespeople as Revenue Producers Market Research and Feedback Salespeople as Future Managers1Salespeople and the Customer Are honest Understand general business and economic trends,as well as the buyers business Provide guidance throughout the sales process Help the buyer
4、 to solve problems Have a pleasant personality and a good professional image Coordinate all aspects of the product and service to provide a total packageIndustrial buyers prefer to deal with salespeople who:1 Sales Support Personnel Missionary Salespeople Detailer Technical Support Salespeople New B
5、usiness Pioneers Order-getters Existing Business Order-takers Insider Sales(non-retail)Direct-to-Consumer Sales(retail)Combination Sales Jobs1 Job Security Advancement Opportunities Immediate Feedback Prestige Job Variety Independence Compensation Boundary-Role Effects1 Role Conflict Role Ambiguity
6、Role stress must be dealt with to insure maximum sales productivity1 Empathy To see things as others would see them Ego Drive Determination to achieve goals Ego Strength Self-assured and self-accepting Interpersonal Communication Skills Including listening and questioning Enthusiasm In general,and f
7、or sales as a career Additional Characteristics Related to a Given Sales Job1(1:26)1Module 2Understanding Buyers1Types of Buyers Consumer Markets Business Markets1Distinguishing Characteristics of Business Markets Buyers are Larger but Fewer in Number Derived Demand Higher Levels of Demand Fluctuati
8、on Purchasing Professionals Multiple Buying Influences Close Buyer-Seller Relationships Supply Chain Management1The Buying Process(Figure 2.1)Determination of Item and Quantity NeededRecognition of the Problem or NeedInitiating the Relationship Gathering and Studying Pre-call Information Approaching
9、 and Initiating Contact Assessing the Situation and Discovering Needs1Selection of an Order RoutineEvaluation of ProposalsAnd Selection of SuppliersThe Buying Process(Figure 2.1)Acquisition and Analysisof ProposalsRecognitionInitiating the RelationshipDeveloping the Relationship Select Presentation
10、Explain Features Confirm Benefits Handle Objections Earn and Gain CommitmentSearch and QualificationOf Potential SourcesDescription of Item andQuantity NeededDetermination1The Buying Process(Figure 2.1)Recognition of the Problem or NeedDeterminationRecognitionInitiating the RelationshipDescriptionSe
11、arch and QualificationProposalsSelection of SuppliersOrder RoutineDeveloping the RelationshipEnhancing the Relationship Follow-up to Assess Customer Satisfaction Take Action to Assure Customer Satisfaction Encourage Critical Encounters Expand Collaborative Involvement Add Values and Enhance Mutual O
12、pportunities1Phase OneRecognition of the Problem or Need:The Needs Gap(Figure 2.2)Desired State Produce 1,250 units/dayActual State Produce 1,000 units/dayThe GapOrNeed250 units/day1Complex Mix of Business Buyer Needs(Figure 2.3)FunctionalFunctionalPsychologicalPsychologicalKnowledgeKnowledgeSocialS
13、ocialSituationalSituational1Phase TwoDetermination of Characteristics of the Item and the Quality Needed 1Phase FiveAcquisition and Analysis of ProposalsEvaluating Suppliers and ProductsMulti-Attribute Model Assessment of Product or Supplier Performance(P)Assessing the Relative Importance of Each Ch
14、aracteristic(I)1Phase FiveMulti-Attribute Model of Adhesives by GM BuyersExhibit 2.5Weighted Averages for Performance and Overall Evaluation ScoresCharacteristicsBondIt#302AdCo#45StikFast#217PIP*IPIP*IPIP*IQuoted Price510509109071070Durability695489729981Ease of Application1088058408864Service Facto
15、rs5840886410880Reliability8756107705735Bonding Time864866364624Non-Toxic8648106608648Shelf-life in Storage965466366636Overall Evaluation Score430468438 P=Product Performance Scores I=Relative Importance of Characteristic1Phase FiveAcquisition and Analysis of ProposalsEmploying Buyer Evaluation Proce
16、dures to Enhance Selling Strategies Modify the Product Offering Being Proposed Alter the Buyers Beliefs about the Proposed Offering Alter the Buyers Beliefs about the Competitors Offering Alter the Importance Weights Call Attention to Neglected Attributes1Phase SixEvaluation of Proposals and Selecti
17、on of Supplier1Phase EightPerformance Evaluation and Feedback Understanding Post-Purchase Evaluation and the Formation of Satisfaction1(Figure 2.4)Complex Mix of Business Buyer NeedsBuyersLevel of Satisfaction63%Level of InfluenceOn Buyers Satisfaction37%Level of InfluenceOn Buyers Satisfaction Psyc
18、hological Attributes“Delighters”Functional Attributes“Must-Haves”1Phase EightPerformance Evaluation and Feedback Understanding Post-Purchase Evaluation and the Formation of Satisfaction The Growing Importance of Salespeople in Buyers Post-Purchase Evaluation1Types of Purchasing Decisions Buying Situ
19、ation Straight Rebuy Buying Situation Routinized Response Behavior Modified Rebuy Buying Situation Limited Problem Solving New Task Buying Situation Extensive Problem Solving1Types of Purchasing Decisions Three Types of Buying Decisions(Exhibit 2.6)DECISION TYPENewness of Problem or NeedInformation
20、RequirementsInformation SearchConsideration of New AlternativesMultiple Buying InfluenceFinancial Risks1Types of Purchasing Decisions Three Types of Buying Decisions(Exhibit 2.6)DECISION TYPEStraight RebuyNewness of Problem or NeedLowInformation RequirementsMinimalInformation SearchMinimalConsiderat
21、ion of New AlternativesNoneMultiple Buying InfluenceVery SmallFinancial RisksLow1Types of Purchasing Decisions Three Types of Buying Decisions(Exhibit 2.6)DECISION TYPEStraight Rebuy Modified RebuyNewness of Problem or NeedLowMediumInformation RequirementsMinimalModerateInformation SearchMinimalLimi
22、tedConsideration of New AlternativesNoneLimitedMultiple Buying InfluenceVery SmallModerateFinancial RisksLowModerate1Types of Purchasing Decisions Three Types of Buying Decisions(Exhibit 2.6)DECISION TYPEStraight Rebuy Modified RebuyNew TaskNewness of Problem or NeedLowMediumHighInformation Requirem
23、entsMinimalModerateMaximumInformation SearchMinimalLimitedExtensiveConsideration of New AlternativesNoneLimitedExtensiveMultiple Buying InfluenceVery SmallModerateLargeFinancial RisksLowModerateHigh1Organizational Buyer BehaviorBuying Center Initiators Users Gatekeepers Influencers Deciders Purchase
24、rs1Current Developments in Purchasing Increasing Use of Information Technology Relationship Emphasis on Cooperation and Collaboration Supply Chain Management Increased Outsourcing Target Pricing Increased Importance of Knowledge and Creativity1Module 3Building Trust1Buyers define trust using terms s
25、uch as:Openness Dependability Candor Honesty Confidence Security Reliability Fairness Predictability1What is Trust?Trust answers the questions:Do you know what you are talking about?Will you recommend what is best for me?Are you truthful?Can you and your company back up your promises?Will you safegu
26、ard confidential information that I share with you?1Why is Trust Important?The shift toward relationship selling emphasizes the initiation and nurturing of long-term buyer-seller relationships based on mutual trust and value-added benefits.1How to Earn TrustTrust Builders(Figure 3.1)TrustExpertiseDe
27、pendabilityRepresentationCompetenceCompatibility/LikeabilityCandorContributionCustomerOrientation1Knowledge Bases Help Build Trust and Relationships(Figure 3.2)IndustryServiceProductCompetitionCompanyPrice/PromotionTechnologyMarket/CustomerPossibleKnowledge Bases1Sales EthicsImage of SalespeopleTele
28、vision,movies,broadway productions,and the popular press have contributed to a negative image of salespeople portraying them as being associated with deceptive,illegal,and non-customer-oriented behavior.1Sales EthicsImage of SalespeopleDeceptive Practices When salespeople give answers when they do n
29、ot know,exaggerating product benefits,and withholding information may jeopardize future dealings with the buyer.Salespeople can create product liabilities by:Expressed Warranty Misrepresentation Negligence1Sales EthicsImage of SalespeopleIllegal Activities Defraud Con Misuse Company Assets1Sales Eth
30、icsImage of SalespeopleNon-Customer-Oriented Behavior Pushy Hard Sell Fast Talking High Pressure1Sales EthicsImage of Salespeople(Exhibit 3.8)Deceptive PracticesDeceptiveDeceiveHustleScamExaggerateWithholdBluffNon-Customer-Oriented BehaviorPushyHard SellFast TalkingHigh PressureIllegal ActivitiesDef
31、raudConMisuse Company Assets1Module 4Communication Skills1Sales Communication as a Collaborative Process Relational Sales Communication A two-way and naturally collaborative interaction Allows buyers and sellers to Develop a better understanding of the need situation Work together to best provide fo
32、r the customers needs1Verbal Communication:Questioning Types of Questions Classified by Amount and Specificity of Information Desired Open-end or Nondirective Questions free responseWhat happens when?How do you feel?Describe the Closed-end Questions response limited to a few words.Are you How many H
33、ow often Dichotomous/Multiple-Choice Questions directive forms of questioning Which do you prefer,the _ or the _?1Verbal Communication:Questioning Types of Questions Classified by Strategic PurposeProbing Questions designed to penetrate below generalized or superficial information1.Requesting Clarif
34、ication“Can you share an example of that with me?”2.Encouraging Elaboration“How are you dealing with that situation now?”3.Verifying Information and Responses“So,if I understand you correctly Is that right?”1Verbal Communication:Questioning Types of Questions Classified by Strategic Purpose Probing
35、Questions Evaluative Questions use open-and closed-end question formats to gain confirmation and to uncover attitudes,opinions,and preferences of customer.“How do you feel about?”“Do you se the merits of?”“What do you think?”1Verbal Communication:Questioning Types of Questions Classified by Strategi
36、c Purpose Probing Questions Evaluative Questions Tactical Questions used to shift or redirect the topic of discussion“Earlier you mentioned that”“Could you tell me more about how that might affect”1Verbal Communication:Questioning Types of Questions Classified by Strategic Purpose Probing Questions
37、Evaluative Questions Tactical Questions Reactive Questions refer to or directly result from information previously provided by the other party.“You mentioned that Can you give me an example of what you mean?”“That is interesting.Can you tell me how it happened?”1Guidelines for Combining Types of Que
38、stions for Maximal Effectiveness(Exhibit 4.1)Amount of and Specificity of Information DesiredChoice fromAlternativesDiscussion andInterpretationConfirmation andAgreementExplore and Digfor DetailsGain Confirmation&DiscoverAttitudes/OpinionsChange Topics orDirect AttentionFollow-UpPreviously ElicitedS
39、tatementsAmount of and Specificity of Information DesiredOpen-end QuestionsDesigned to beProbing in NatureClosed-end QuestionsDesigned to beProbing in NatureDichotomous orMultiple-choice QuestionsDesigned to beProbing in NatureOpen-end QuestionsDesigned to beReactive in NatureClosed-end QuestionsDes
40、igned to beReactive in NatureDichotomous orMultiple-choice QuestionsDesigned to beReactive in NatureOpen-end QuestionsDesigned to beTactical in NatureClosed-end QuestionsDesigned to beTactical in NatureDichotomous orMultiple-choice QuestionsDesigned to beTactical in NatureOpen-end QuestionsDesigned
41、to beEvaluative in NatureClosed-end QuestionsDesigned to beEvaluative in NatureDichotomous orMultiple-choice QuestionsDesigned to beEvaluative in Nature1Verbal Communication:Strategic Application of Questioning Generate Buyer Involvement Provoke Thinking Gather Information Clarification and Emphasis
42、 Show Interest Gain Confirmation Advance the Sale1Verbal Communication:SPIN Questioning System Situation Questions solicits general background information and descriptions of the buyers existing situation“Who are your current suppliers?”“Do you typically purchase or lease?”“Who is involved in the pu
43、rchasing decisions?”1Verbal Communication:SPIN Questioning System Situation Questions Problem Questions follow and relate to situation questions probing for specific difficulties,developing problems,and areas of dissatisfaction“How critical is this component for your production?”“What kind of proble
44、ms have you encountered with your current suppliers?”“What types of reliability problems do you experience with your current system?”1Verbal Communication:SPIN Questioning System Situation Questions Problem Questions Implication Questions follow and relate to information from the problem questions a
45、ssisting the buyer in understanding the potential problems of the current problem and the urgency in resolving it“How does this affect profitability?”“What impact does the slow response of your current supplier have on the productivity of your operation?”“How would a faster piece of equipment improv
46、e productivity and profits?”“What happens when the supplier is late with a shipment?”1Verbal Communication:SPIN Questioning System Situation Questions Problem Questions Implication Questions Need-payoff Questions used to propose a solution and develop commitment from the buyer,based on the implicati
47、ons of the problem“Would more frequent deliveries allow you to increase productivity?”“If we could provide you increased reliability,would you be interested?”“If we could improve the quality of your purchased components,how would that help you?”“Would you be interested in increasing productivity by
48、15 percent?”1Funneling Sequence of ADAPT Techniques for Needs Discovery(Figure 4.1)Broad bases and general facts describing situation Non-threatening as no interpretation is requested Open-end questions for maximum information Questions probing information gained in assessment Seeking to uncover pro
49、blems or dissatisfactions thatcould lead to suggested buyer needs Open-end questions for maximum information Show the negative impact of a problem discovered in the discovery sequence Designed to activate buyers interest in and desire to solve the problem.Projects what life would be like without the
50、 problems Buyer establishes the value of finding and implementing a solution Confirms interest in solving the problem Transitions to presentation of solution1Verbal Communication:Listening(Figure 4.2)EffectiveActiveListeningPayAttentionMonitorNon-VerbalsParaphraseand RepeatMake NoAssumptionsEncourag
