1、Copyright 2001 by Harcourt,Inc.1Ingram,Laforge,Avila,Schwepker,and WilliamsMultimedia PresentationsSteven J.Remington,Ph.D.Buena Vista UniversityAugust,2000Copyright 2001 by Harcourt,Inc.1Module 1Copyright 2001 by Harcourt,Inc.1 Early Origins of Personal Selling Industrial Revolution Era (1700s Euro
2、pe;1850s US)Post-Industrial Revolution Era (1800s Europe;1900 US)Canned Sales Presentation The War and Depression Era Professionalism:The Modern EraCopyright 2001 by Harcourt,Inc.1 Customer Orientation Use of Truthful and Nonmanipulative Tactics Focus on Long-Term Satisfaction of Customer and Sellin
3、g FirmCopyright 2001 by Harcourt,Inc.1$80-$242/callCopyright 2001 by Harcourt,Inc.1Salespeople and Society Salespeople as Economic Stimuli Salespeople and Diffusion of InnovationCopyright 2001 by Harcourt,Inc.1Salespeople and the Employing Firm Salespeople as Revenue Producers Market Research and Fe
4、edback Salespeople as Future ManagersCopyright 2001 by Harcourt,Inc.1Salespeople 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 to solve problems Have a pleasant personality and a
5、 good professional image Coordinate all aspects of the product and service to provide a total packageIndustrial buyers prefer to deal with salespeople who:Copyright 2001 by Harcourt,Inc.1 Sales Support Personnel Missionary Salespeople Detailer Technical Support Salespeople New Business Pioneers Orde
6、r-getters Existing Business Order-takers Insider Sales(non-retail)Direct-to-Consumer Sales(retail)Combination Sales JobsCopyright 2001 by Harcourt,Inc.1 Job Security Advancement Opportunities Immediate Feedback Prestige Job Variety Independence Compensation Boundary-Role EffectsCopyright 2001 by Har
7、court,Inc.1 Role Conflict Role Ambiguity Role stress must be dealt with to insure maximum sales productivityCopyright 2001 by Harcourt,Inc.1 Empathy To see things as others would see them Ego Drive Determination to achieve goals Ego Strength Self-assured and self-accepting Interpersonal Communicatio
8、n Skills Including listening and questioning Enthusiasm In general,and for sales as a career Additional Characteristics Related to a Given Sales JobCopyright 2001 by Harcourt,Inc.1(1:26)Copyright 2001 by Harcourt,Inc.1Module 2Understanding BuyersCopyright 2001 by Harcourt,Inc.1Types of Buyers Consum
9、er Markets Business MarketsCopyright 2001 by Harcourt,Inc.1Distinguishing Characteristics of Business Markets Buyers are Larger but Fewer in Number Derived Demand Higher Levels of Demand Fluctuation Purchasing Professionals Multiple Buying Influences Close Buyer-Seller Relationships Supply Chain Man
10、agementCopyright 2001 by Harcourt,Inc.1The 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 and Initiating Contact Assessing the Situation and Discovering NeedsCopy
11、right 2001 by Harcourt,Inc.1Selection of an Order RoutineEvaluation of ProposalsAnd Selection of SuppliersThe Buying Process(Figure 2.1)Acquisition and Analysisof ProposalsRecognitionInitiating the RelationshipDeveloping the Relationship Select Presentation Explain Features Confirm Benefits Handle O
12、bjections Earn and Gain CommitmentSearch and QualificationOf Potential SourcesDescription of Item andQuantity NeededDeterminationCopyright 2001 by Harcourt,Inc.1The Buying Process(Figure 2.1)Recognition of the Problem or NeedDeterminationRecognitionInitiating the RelationshipDescriptionSearch and Qu
13、alificationProposalsSelection 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 Opportunitie
14、sCopyright 2001 by Harcourt,Inc.1Phase 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/dayCopyright 2001 by Harcourt,Inc.1Complex Mix of Business Buyer Needs(Figure 2.3)FunctionalFunctional
15、PsychologicalPsychologicalKnowledgeKnowledgeSocialSocialSituationalSituationalCopyright 2001 by Harcourt,Inc.1Phase TwoDetermination of Characteristics of the Item and the Quality Needed Copyright 2001 by Harcourt,Inc.1Phase FiveAcquisition and Analysis of ProposalsEvaluating Suppliers and ProductsM
16、ulti-Attribute Model Assessment of Product or Supplier Performance(P)Assessing the Relative Importance of Each Characteristic(I)Copyright 2001 by Harcourt,Inc.1Phase FiveMulti-Attribute Model of Adhesives by GM BuyersExhibit 2.5Weighted Averages for Performance and Overall Evaluation ScoresCharacter
17、isticsBondIt#302AdCo#45StikFast#217PIP*IPIP*IPIP*IQuoted Price510509109071070Durability695489729981Ease of Application1088058408864Service Factors5840886410880Reliability8756107705735Bonding Time864866364624Non-Toxic8648106608648Shelf-life in Storage965466366636Overall Evaluation Score430468438 P=Pr
18、oduct Performance Scores I=Relative Importance of CharacteristicCopyright 2001 by Harcourt,Inc.1Phase FiveAcquisition and Analysis of ProposalsEmploying Buyer Evaluation Procedures to Enhance Selling Strategies Modify the Product Offering Being Proposed Alter the Buyers Beliefs about the Proposed Of
19、fering Alter the Buyers Beliefs about the Competitors Offering Alter the Importance Weights Call Attention to Neglected AttributesCopyright 2001 by Harcourt,Inc.1Phase SixEvaluation of Proposals and Selection of SupplierCopyright 2001 by Harcourt,Inc.1Phase EightPerformance Evaluation and Feedback U
20、nderstanding Post-Purchase Evaluation and the Formation of SatisfactionCopyright 2001 by Harcourt,Inc.1(Figure 2.4)Complex Mix of Business Buyer NeedsBuyersLevel of Satisfaction63%Level of InfluenceOn Buyers Satisfaction37%Level of InfluenceOn Buyers Satisfaction Psychological Attributes“Delighters”
21、Functional Attributes“Must-Haves”Copyright 2001 by Harcourt,Inc.1Phase EightPerformance Evaluation and Feedback Understanding Post-Purchase Evaluation and the Formation of Satisfaction The Growing Importance of Salespeople in Buyers Post-Purchase EvaluationCopyright 2001 by Harcourt,Inc.1Types of Pu
22、rchasing Decisions Buying Situation Straight Rebuy Buying Situation Routinized Response Behavior Modified Rebuy Buying Situation Limited Problem Solving New Task Buying Situation Extensive Problem SolvingCopyright 2001 by Harcourt,Inc.1Types of Purchasing Decisions Three Types of Buying Decisions(Ex
23、hibit 2.6)DECISION TYPENewness of Problem or NeedInformation RequirementsInformation SearchConsideration of New AlternativesMultiple Buying InfluenceFinancial RisksCopyright 2001 by Harcourt,Inc.1Types of Purchasing Decisions Three Types of Buying Decisions(Exhibit 2.6)DECISION TYPEStraight RebuyNew
24、ness of Problem or NeedLowInformation RequirementsMinimalInformation SearchMinimalConsideration of New AlternativesNoneMultiple Buying InfluenceVery SmallFinancial RisksLowCopyright 2001 by Harcourt,Inc.1Types of Purchasing Decisions Three Types of Buying Decisions(Exhibit 2.6)DECISION TYPEStraight
25、Rebuy Modified RebuyNewness of Problem or NeedLowMediumInformation RequirementsMinimalModerateInformation SearchMinimalLimitedConsideration of New AlternativesNoneLimitedMultiple Buying InfluenceVery SmallModerateFinancial RisksLowModerateCopyright 2001 by Harcourt,Inc.1Types of Purchasing Decisions
26、 Three Types of Buying Decisions(Exhibit 2.6)DECISION TYPEStraight Rebuy Modified RebuyNew TaskNewness of Problem or NeedLowMediumHighInformation RequirementsMinimalModerateMaximumInformation SearchMinimalLimitedExtensiveConsideration of New AlternativesNoneLimitedExtensiveMultiple Buying InfluenceV
27、ery SmallModerateLargeFinancial RisksLowModerateHighCopyright 2001 by Harcourt,Inc.1Organizational Buyer BehaviorBuying Center Initiators Users Gatekeepers Influencers Deciders PurchasersCopyright 2001 by Harcourt,Inc.1Current Developments in Purchasing Increasing Use of Information Technology Relat
28、ionship Emphasis on Cooperation and Collaboration Supply Chain Management Increased Outsourcing Target Pricing Increased Importance of Knowledge and CreativityCopyright 2001 by Harcourt,Inc.1Module 3Building TrustCopyright 2001 by Harcourt,Inc.1Buyers define trust using terms such as:Openness Depend
29、ability Candor Honesty Confidence Security Reliability Fairness PredictabilityCopyright 2001 by Harcourt,Inc.1What 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 y
30、ou safeguard confidential information that I share with you?Copyright 2001 by Harcourt,Inc.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.Copyright 2001 by Ha
31、rcourt,Inc.1How to Earn TrustTrust Builders(Figure 3.1)TrustExpertiseDependabilityRepresentationCompetenceCompatibility/LikeabilityCandorContributionCustomerOrientationCopyright 2001 by Harcourt,Inc.1Knowledge Bases Help Build Trust and Relationships(Figure 3.2)IndustryServiceProductCompetitionCompa
32、nyPrice/PromotionTechnologyMarket/CustomerPossibleKnowledge BasesCopyright 2001 by Harcourt,Inc.1Sales EthicsImage of SalespeopleTelevision,movies,broadway productions,and the popular press have contributed to a negative image of salespeople portraying them as being associated with deceptive,illegal
33、,and non-customer-oriented behavior.Copyright 2001 by Harcourt,Inc.1Sales EthicsImage of SalespeopleDeceptive Practices When salespeople give answers when they do not know,exaggerating product benefits,and withholding information may jeopardize future dealings with the buyer.Salespeople can create p
34、roduct liabilities by:Expressed Warranty Misrepresentation NegligenceCopyright 2001 by Harcourt,Inc.1Sales EthicsImage of SalespeopleIllegal Activities Defraud Con Misuse Company AssetsCopyright 2001 by Harcourt,Inc.1Sales EthicsImage of SalespeopleNon-Customer-Oriented Behavior Pushy Hard Sell Fast
35、 Talking High PressureCopyright 2001 by Harcourt,Inc.1Sales EthicsImage of Salespeople(Exhibit 3.8)Deceptive PracticesDeceptiveDeceiveHustleScamExaggerateWithholdBluffNon-Customer-Oriented BehaviorPushyHard SellFast TalkingHigh PressureIllegal ActivitiesDefraudConMisuse Company AssetsCopyright 2001
36、by Harcourt,Inc.1Module 4Communication SkillsCopyright 2001 by Harcourt,Inc.1Sales 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
37、 to best provide for the customers needsCopyright 2001 by Harcourt,Inc.1Verbal 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
38、response limited to a few words.Are you How many How often Dichotomous/Multiple-Choice Questions directive forms of questioning Which do you prefer,the _ or the _?Copyright 2001 by Harcourt,Inc.1Verbal Communication:Questioning Types of Questions Classified by Strategic PurposeProbing Questions desi
39、gned to penetrate below generalized or superficial information1.Requesting Clarification“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?”Copyright 20
40、01 by Harcourt,Inc.1Verbal Communication:Questioning Types of Questions Classified by Strategic Purpose Probing 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 s
41、e the merits of?”“What do you think?”Copyright 2001 by Harcourt,Inc.1Verbal Communication:Questioning Types of Questions Classified by Strategic Purpose Probing Questions Evaluative Questions Tactical Questions used to shift or redirect the topic of discussion“Earlier you mentioned that”“Could you t
42、ell me more about how that might affect”Copyright 2001 by Harcourt,Inc.1Verbal Communication:Questioning Types of Questions Classified by Strategic Purpose Probing Questions Evaluative Questions Tactical Questions Reactive Questions refer to or directly result from information previously provided by
43、 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?”Copyright 2001 by Harcourt,Inc.1Guidelines for Combining Types of Questions for Maximal Effectiveness(Exhibit 4.1)Amount of and Specificity of Information DesiredCh
44、oice fromAlternativesDiscussion andInterpretationConfirmation andAgreementExplore and Digfor DetailsGain Confirmation&DiscoverAttitudes/OpinionsChange Topics orDirect AttentionFollow-UpPreviously ElicitedStatementsAmount of and Specificity of Information DesiredOpen-end QuestionsDesigned to beProbin
45、g in NatureClosed-end QuestionsDesigned to beProbing in NatureDichotomous orMultiple-choice QuestionsDesigned to beProbing in NatureOpen-end QuestionsDesigned to beReactive in NatureClosed-end QuestionsDesigned to beReactive in NatureDichotomous orMultiple-choice QuestionsDesigned to beReactive in N
46、atureOpen-end QuestionsDesigned to beTactical in NatureClosed-end QuestionsDesigned to beTactical in NatureDichotomous orMultiple-choice QuestionsDesigned to beTactical in NatureOpen-end QuestionsDesigned to beEvaluative in NatureClosed-end QuestionsDesigned to beEvaluative in NatureDichotomous orMu
47、ltiple-choice QuestionsDesigned to beEvaluative in NatureCopyright 2001 by Harcourt,Inc.1Verbal Communication:Strategic Application of Questioning Generate Buyer Involvement Provoke Thinking Gather Information Clarification and Emphasis Show Interest Gain Confirmation Advance the SaleCopyright 2001
48、by Harcourt,Inc.1Verbal 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 purchasing decisions?”Copyright 200
49、1 by Harcourt,Inc.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 problems
50、 have you encountered with your current suppliers?”“What types of reliability problems do you experience with your current system?”Copyright 2001 by Harcourt,Inc.1Verbal Communication:SPIN Questioning System Situation Questions Problem Questions Implication Questions follow and relate to information
