Geert De Backer - 1BBM OH6146 - part A

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Content (part A)

1. Sales as part of the business

• The history of sales.
• The importance of sales in the general economic environment.
• Sales in the chain of activities in an organisation or company.
• Sales dimensions, styles and approaches.

2. Knowing the customer

• The Iceberg model and behaviour.
• The Marston typology: behaviour patterns.
• Recognising the client’s behaviour patterns.
• Adapting one’s behaviour to the client’s profile.

3. The sales conversation

• Identifying purchase needs and buying motives.
• The 5 phased conversation.
• Argumentation techniques.
• Objection handling.
• Closing techniques.
• Questioning, active listening and body language
• Reinforcing sales activities

4. Selling ideas and beyond

• Selling ideas
• Read this!
• Evaluating progress
• A Golden book
• Closing message

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 1. Positioning sales
as part of the business

1.1.The history of sales

What is the oldest profession in the world?

The oldest sales practice: barter, swapping, exchanging products. Prior to the
establishment of currencies, barter was the most accepted form of
commerce. It is an informal system in which parties trade items of comparable
value on a trust basis. In the past, goods were exchanged on a one-on-one
basis with the intent that the value of the goods traded was of relatively equal
value. The equality of the value in a one-on-one barter is often an issue.

In a barter system there must be a coincidence of wants before two people

can trade – one must want exactly what the other has to offer, when and
where it is offered, so that the exchange can occur. A medium of exchange
permits the value of goods to be assessed and rendered in terms of the
intermediary, most often, a form of money widely accepted to buy any other
good.

So, next phase: money! The oldest currencies (coins) are found in
Mesopotamia and in China. Chinese cash coins originate from the barter of
farming tools and agricultural surpluses. Around 1200 BC, smaller token
spades and knives began to be used to conduct smaller exchanges with the
tokens later melted down to produce real farm tools. These tokens came to be
used as media of exchange themselves and were known as spade money and
knife money. Knife money is the name of large, cast, bronze, knife-shaped
coins produced by various governments in China approximately 2500 years
ago. In Mesopotamia they used the shekel. The Shekel (nowadays the Israeli
currency ‘sheqel’) refers to one of many ancient units of weight and currency.
The first known usage is from around 3000 BC.

Who invented sales, where does it come from?

when they started exchanging = barter (fruit, potatos salt, herbs, deer - seasonal things) too much for me so I will
exchange it.
Salt was really special and expensive because they could store the food with this.
What is the problem with the exchanging/barter? The problem is that it's really hard to find the values of the products. Both
of us need the other partner's product so we need to find the exchange rate.
the physical token came in and they had a currency. This is the nowdays basic pillars.
The forms are more and more ?conviente? when the time passes.

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Fifty years of evolution of sales

There are a lot of prejudices and clichés about sales and salespeople:
they’re called smooth talkers, seducers, manipulators, cheaters, money
chasers, sharks, ruthless businessmen, etc. We’ll come back to who or what
sales people really are; but it proves that many people don’t know much about
sales.

And even fewer know that sales has evolved over the years. Society, clients,
economy, culture, science, … all influenced strongly the focus sales
management has to recruit, develop and guide sales people towards a high
productivity.

The overview beneath is an attempt to link decennia and economical era with
the focus in the companies and the priority requirements/ competencies of the
sales people.

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 Economy Company Sales

< ‘50 Industrial revolution Product Born salesman The number of factories are
R&D, quantitative production Argumentation savvy started working with
automation, inventions are
Persuaders, One time sale started like TV, cars.
1950 Demand > Offer Quality Control Technical sales Demand was bigger than the offer and the
Standardisation Product savvy quality of the goods were bad. Standardization
begins and everything has a category. ISO laws.
Customer needs SAlesmans need technical knowledge.

1960 Abundance, employment Automation Professional salesman A lot of people were borned and the
automation rapidly growing. Saling
Process control Communication savvy was professional at this time. Selling
Employee involvement Selling techniques (AIDA)techniques started like AIDA:
awareness, interests, desires, actions.
1970 Petrol Cost Quality Assurance Financers Oil orices are going to the proof so there
reduction Standardisation of activities; Cost savvy; % was a cost reduction on the products. ISO
ISO 9000 Negotiation standards were starting.

1980 Everybody buys, Customer Care Marketing

everybody sells All in servicing Market savvy; “How to sell?”
Internal customers Promises, image
“Customer First” Offer is starting to be bigger than the
deman. Total Quality Management: japan
cars example that they pushed differend
1990 Tough competition TQM Partner-salesman kind of cars. They highlight the quality,
Company culture People savvy reliablity. A lot of waste and over
consumption beacuse they bought more
Quality + Leadership Emotional intelligence and more (newest) products. The quality
Satisfy all parties Win-win negotiation was way better and the emotional
intelligent was a main thing.
2000 Globalisation Mergers, reorganisation Advisor-salesman
Centralize, decentralize Business savvy The companies will be
bigger and there were
Efficiency & effectiveness Flexibility; Solution selling
mergers. Globalism was
Change is constant CRM main part.
2010 Economic crisis Survival, Downsizing, Challenger
Virtual business Creative differentiation Reactive + proactive solution & The financial crisis
was the reason of the
E-commerce problem solver
downsizing. and the e
Social media commerce and social
media started. The
sales are changed
Today Economic uncertainty Search for growth, One profile or # ? (ex: car dealerships) .
Sustainable Fight for market share Come-back customer relation The winners take it all
Rush for innovation Solution & negotiation like Facebook,
Amazon and it has to
change beacuse of
the monopoly. We
have to change our
ESG: its fashionable, some years ago it appeard. What a company do in this 3 fields. Nespresso non environmental because they are also consumption beacuse
really big and the waste is huge; so nowdays they are recycling 20+% at least. It affects the sales. Social part is about the equality and of the sustainability.
wages, colours, origin. Governance is about following the rules. Covid changed the
NPS: netts promoter score: after buying something there are questions that will you tell your frind to buy this also? Ex.: 0-10 points. ecommerce and it has
CLV: customer lifetime value: this tells you how much money did I made on a customer. Ex: starbucks, I spend 5EUR, 10/week and that a a big influence on
lot for a year in my lifetime. everything (online
shopping, sales).

1.2.Defining Sales

It's easy to become confused with all these terms: advertising, marketing,
promotion, public relations and publicity, and sales. The terms are often used
interchangeably. They refer to different -- but similar activities. Every author
has his own definition. Which one is the best? Some basic definitions are
provided below. A short example is also provided hopefully to help make the
terms more clearly to the reader.

One Definition of Advertising

Advertising is bringing a product (or service) to the attention of potential and

current customers. Advertising is focused on one particular brand, product or
service. Thus, an advertising plan for one product might be very different than
that for another product. Advertising is typically done with signs, brochures,
commercials, direct mailings or e-mail messages, personal contact, etc.

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One Definition of Promotion

Promotion keeps the product in the minds of the customer and helps stimulate
demand for the product. Promotion involves ongoing advertising and publicity.
The more action-oriented activities of advertising, sales and PR are often
considered aspects of promotions.

One Definition of Marketing

Marketing is the wide range of activities involved in making sure that you're
continuing to meet the needs of your customers and getting value in
return. Marketing is usually focused on one product or service. Thus, a
marketing plan for one product might be very different than that for another
product. Marketing activities include "inbound marketing," such as market
research, analysing the competition, positioning your product or service
(finding your market niche), and pricing. "Outbound marketing" includes
promoting a product through continued advertising, promotions, public
relations and sales.

One Definition of Public relations

Public Relations (PR) includes ongoing activities to ensure the overall company
has a positive public image. PR activities include helping the public to
understand the company and its products. Often, public relations are
conducted through the media, (websites, newspapers, television, magazines,
etc.) As noted above, public relations is often considered as one of the primary
activities included in promotions.

One Definition of Publicity

Publicity is non-paid mention in the media. Organisations usually have little

control over the message in the media, at least, not as they do in advertising.
Regarding publicity, reporters and writers decide what will be said.

One Definition of Sales

Sales involves most or many of the following activities, including cultivating

prospective buyers (or leads) in a market segment; conveying the features,
advantages and benefits of a product or service to the lead; and closing the
sale (or coming to agreement on pricing and services). A sales plan for one
product might be very different than that for another product.

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An Example of the Definitions

The following example (Reader's Digest, a quote found in "Promoting Issues

and Ideas" by M. Booth and Associates, Inc.) may help to make the above five
concepts more clear.

"... if the circus is coming to town and you paint a sign saying 'Circus Coming
to the Fairground Saturday', that's advertising. If you put the sign on the
back of an elephant and walk it into town, that's promotion. If the elephant
walks through the mayor's flower bed, that's publicity. And if you get the
mayor to laugh about it, that's public relations." If the town's citizens go the
circus, you show them the many entertainment booths, explain how much fun
they'll have spending money at the booths, answer their questions and
ultimately, they spend a lot at the circus, that's sales.

Based upon Carter McNamara, MBA, PhD

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Customer Value: what value this brongs to me? Im at the desert and the value of the water is huge so I will buy it and the price doesnt matter.
Cost/Price: How much can you spend on the service, product?
Convenience: fast service for me, if its faster I would pay more, ex: "Amazon go" shops.

1.3.From marketing to sales:

4+1 P’s 4+1 C’s

Price Cost

Product Consumer Value

Place Convenience

Promotion Communication

People Characters

Question/task 1:

What is the link or difference between the marketing P’s and the sales C’s ?

The marketing mix (4 P's) and the sales process (4 C's) are essential components of successful
business strategies. While they have different focuses, these concepts are interconnected, playing
vital roles in attracting and satisfying customers.

The 4 P's of Marketing:

Product: Develop and enhance products to meet customer needs and preferences.
Price: Set the right price that reflects value and considers market dynamics.
Place: Ensure convenient distribution channels and accessibility for customers.
Promotion: Use strategies to create awareness and persuade customers to purchase.

The 4 C's of Sales:

Customer: Understand customer needs, preferences, and characteristics.

Cost: Highlight the total cost of ownership and emphasize value.
Convenience: Provide a seamless and hassle-free buying experience.
Communication: Build relationships through effective communication and addressing customer
concerns.

Conclusion:
The marketing mix and sales process are interconnected strategies. The 4 P's focus on product,
price, place, and promotion, while the 4 C's emphasize customer, cost, convenience, and
communication. Integrating these concepts ensures customer attraction, satisfaction, and business
success.

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1.4.Place of sales in the business process

Question/task 2:

Which departments play -in your opinion- an essential role in a business when we look
at growth, or sustainability or profit??
it's about innovation, new product development and
o R & D:….improving. Growing and be competitive. o IT:…. it's about analyzing financial data. Make us informed to
o Purchasing:…. it helps efficient manufacturing and service o Finance:…. make a better financial decisions.

o Production:…..delivery, quality. Growth and profit +. o Customer administration:…

o Warehousing:……
o Distribution:…..
o Marketing:…..it's about identifying the customers needs, promoting
products or services and creating brand awareness.
Increasing sales so the profit will be more.
o After sales service:….
o Human Resources:….they can built a skilled workforce.
o Sales:….it's about generating revenue by selling products or
services. It helps to grow and earn more profit by
making deals and creating customer relationships.

Which departments are essential for a sales team’s performance/success?

o Research & Development it gives them o IT provides sales tools and technology infrastructure.
o Purchasing updated product
knowledge,
o Finance guides pricing and gives them financial foresights.
o Production innovation o Customer administration handles customer inquiries and efficient
sales operations
o Warehousing o After sales service resolves customer issues and creat satisfaction
o Distribution o Human Resources they can built skilled workforce
o Marketing it's creating brand awareness and provide valuable o …. ?
marketing insights.

It goes without saying that every department has its specific role in the
totality of a company’s business flow and process. And most take the obvious
answer that the marketing department is essential to a sales team’s success.
Still, there are many companies nowadays that function without a sales team
in the field and rely on an intern (phone or virtual) sales activity, just like
many companies rely on their field sales force only.

But imagine what would happen if a sales team has no backup from the
internal team of customer service? All calls for information on pending
orders, deliveries, invoicing and possible complains would have to be handled
by the sales people (who else?). That would mean a great loss of time, energy
and thus efficiency. In other words, it is defendable to state that the Customer
Service is the department that can make a sales team more successful.

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 1.5.Sales dimensions:

For now, we are taking very consciously some distance from e-commerce and
the virtual selling processes (it comes back later in the course). Why? Because
we’re focusing upon (live) people and their interaction. And then we can
identify three different categories of selling something to someone.

B2C : Business to Consumer is the sales situation we all get into touch with, if
only as a consumer. We all go to shops, malls, markets, fairs, … And for
learning what good and bad sales is, this is a good starting point, for we all
had already some good and some bad experiences with sales people we met
in shops.
But we also have to admit that a lot of the sales in shops, boutiques and
markets is not really done. What I mean is that the consumer buys what
he/she has decided to buy. In the majority of the cases the role of the sales
person is limited to handing over the product and cashing in. So, in this
course, when talking about B2C-Sales, we mean the real sales effort, the sales
person having an actual dialogue with the client.
Refers to businesses that sell products or services directly to individual consumers. In a B2C model, the focus is on meeting the needs and preferences of
individual customers.
B2B : Business to Business is another story, although we can identify here as
well some buying situations. In those cases the salesperson is rather an order-
taker. But we’re not going to discuss those (yet). We’re focusing on the
salesperson’s activities on the market, in business situations and face-to-face
with the client. How to manage the best way possible the conversation and
relationship with that client?
In many sales organisations the salespeople have to contact several people
from different departments in the client’s company. It goes without saying
that the situation and the relations become more complex, leading to
client or account management as well as strategic selling. But those are
topics for later.
Refers to businesses that sell products or services to other businesses. In a B2B model, the primary customers are other companies or organizations. The
transactions often involve larger quantities, longer-term contracts, and specialized products or services.

Selling Ideas. When you’re looking for a job, you have a very difficult task to
fulfil: selling yourself. Once in the job, you might want to bring some
improvements to the processes or structure; and then you have to sell your
idea. If you get to a management level, you will have to sell change, tasks,
rules and hard work to your team. So, even if your career doesn’t lead you
into sales, it will be regularly of crucial importance to know how to sell
yourself and your ideas.

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IF YOU WANT TO LEARN IT FROM THE SALES MANAGER

Salvador Paez at GE:

The sales department of any company is one of the most important for the company's
growth. That is because it is primarily their job to persuade the customers to buy a
company's products and services. Sales is very different from marketing even if the
two go hand in hand because sales is more direct and straightforward.

The style of a company's sales workforce will depend on the company itself and the
different requirements they have for their salespeople. A real estate agent, for
example would have to possess knowledge of various property laws while medical
salespeople should have sufficient background in the medical field.

Every salesperson should be acquainted with the skills and knowledge necessary to
intelligently sell the product to consumers. An industrial salesperson must have
knowledge of the field as well as the product and buyers' needs in order to be truly
successful.

For example: there is a hydraulic generator that you have to sell and you have a
potential buyer who has very little knowledge on the product. A good salesperson can
list down all the good details of the product in order for it to be bought and for the
customer to discover the product's real worth.

Not just limited to being a skilled presenter, a good salesperson should also have
the skill to answer all the questions the customers may ask them about the
product. This is important because it informs and impresses the customer and at the
same time proves that the product has just the right specifications that the buyer
needs. At the same time, if the customer decides to ask for a sample or trial of the
product, the salesperson should be up to the task.

Unlike other sales agents, industrial sales agents need expertise in the engineering
field. That means they must specialize in courses such as mechanical engineering or
similar things. There are a lot of vocational courses that offer training and certificate
programs to jump start your career.

"B2B" is contemporary shorthand for a long-time sales practice called business-to-

business. B2B transactions primarily target companies and other wholesale buyers,

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while transactions targeting individuals are called B2C, or business-to-customer. Many
organizations have both B2B and B2C components, but it's not unusual for a company
to specialize in B2B services or sales. In fact, the vast majority of products and
services sold are considered to be B2B in nature.

One major reason for the popularity of B2B sales and services is sheer volume. An
individual customer may visit a clothing manufacturer's website catalogue and order
two pairs of shoes or a sweater. The buyer for a national chain of clothing stores,
however, may order 5,000 pairs of shoes and 2,000 sweaters. Without a B2B
component, the manufacturer would have lost out on a very lucrative sale. This is why
many companies provide B2B options alongside the B2C offerings at their websites
and other outlets.

B2B sales are also generated by providing a specialized product line or service not
available to the general public. This form of B2B transaction is very common in the
manufacturing world. A company which produces shaving cream in cans, for example,
may need a specific plastic nozzle. Several plastic injection moulding companies would
send sales representatives to pitch their particular designs. These nozzles would be
useless for individual customers, but a manufacturer may order thousands of them.

With the growth in electronic communications, B2B has taken on even more
importance. Instead of simply focusing on business-to-business sales, modern
corporations are conducting other financial transactions online. B2B
communications are now being used to promote investment, trade stocks and form
financial alliances. Because the price of these transactions is far beyond the reach of
most individuals, there is no equivalent business-to-customer option available. Some
B2B transactions handled electronically can literally run into the billions of dollars.

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1.6.Sales approach:

Question/task 3: fill out the definition of the apparently opposing

sales terms (ref.: see your power point):

a) Hunter >< Farmer

Hunter: Their main goal is to hunt for new business and expand the customer base. They actively seek out new business opportunities, make
cold calls, network, and aggressively pursue sales targets.
A farmer, on the other hand, is a salesperson who focuses on nurturing and developing existing customer relationships. They are skilled at
building long-term relationships, providing excellent customer service, and maximizing the value and profitability of current accounts. Farmers
excel at upselling, cross-selling, and maintaining customer loyalty.
Hunter salespeople focus on acquiring new customers, while farmer salespeople nurture and maintain existing customer relationships.

b) Prospecting ≠ sales
Prospecting refers to the initial phase of the sales process, where sales professionals identify and qualify potential customers or leads.
Prospecting activities include market research, networking. Is there a potential fit between the customer's needs and the offerings of the
salesperson or company.
Sales, on the other hand, refers to the stage of the process where the focus shifts to converting qualified prospects into actual customers
by closing deals and making the sale. This stage involves building relationships, presenting product or service information, addressing
customer concerns or objections, negotiating terms to make a purchase.

c) Account management >< one time sale

Account management refers to the practice of building and maintaining long-term relationships with customers or accounts. Account
managers focus on understanding the unique needs and goals of each customer. The goal of account management is to foster customer
loyalty, generate repeat business, and maximize the lifetime value of the customer.
A one-time sale refers to a transaction where a customer makes a single purchase without an ongoing or long-term relationship. One-time
sales may be focused on individual transactions, such as selling a specific product or service without an expectation of repeat business.

d) Order taking >< need creation

Order taking focus is on fulfilling the customer's immediate needs by providing information, processing the order, and ensuring smooth
transactional processes.
Need creation: The salesperson takes the initiative to educate the customer about potential problems, challenges, or opportunities that can be
addressed through their products or services. By highlighting the benefits and value of their offerings, the salesperson aims to generate
interest.

e) Product >< service

A product refers to a tangible item that is manufactured, produced, or created and can be bought or sold. Products are physical goods that
customers can see, touch, or use.
A service, on the other hand, refers to intangible activities, tasks, or performances that are provided by businesses to meet customer needs
or solve problems.
Products are tangible goods that can be bought or sold, while services are intangible activities or performances provided to fulfill customer
needs or solve problems.

f) Consumer >< retail >< importer >< manufacturer ><distributor>

The consumer refers to the end user or individual who purchases and uses products or services for personal or household use.
Retail refers to businesses that sell products or services directly to consumers. Retailers typically operate physical stores, online platforms,
or a combination of both, and they offer a wide range of products to cater to consumer needs and preferences.
An importer is a business or entity that brings products or goods into a country from another country for the purpose of resale or distribution.
A manufacturer is a company or entity that produces or creates products from raw materials or components. They are responsible for
maintaining quality standards, efficient production processes, and meeting market demand.
A distributor is an entity that acts as an intermediary between manufacturers or importers and retailers. Distributors purchase products in
bulk from manufacturers or importers and then distribute them to retailers or other businesses.

The consumer is the end user who purchases products or services. Retailers sell directly to consumers, while importers bring products into
a country. Manufacturers produce goods, and distributors act as intermediaries between manufacturers or importers and retailers.

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1.7.Styles of sales

Selling Styles Can Make a Difference - by Paul Eccher (Vaya Group)

Most sales professionals appear identical to each other based upon the ways in
which they interact with customers. This is not surprising. Many sales
representatives share similar backgrounds, experiences, and educational
levels. However, at the end of the day, a few are wildly successful, some do a
solid job, and others wonder what went wrong.

Five Prominent Sales Styles

A study of sales professional in their specific arena has revealed five primary
selling styles. When observing top-performing representatives, they have
noticed that most of these individuals employ at least three of these styles.
The five selling styles are:

The Relationship Selling Style

This style is all about cultivating a close, personal rapport with the prospects
and customers. Relationship sellers are known for their friendliness and
outgoing personalities.

The Technical Problem-Solving Style

Sales professionals who are experts on their products and are able to educate
their audience on the details of their offerings are practitioners of the
Technical Problem-Solving style. These individuals tend to be quite analytical,
and they excel at establishing technical credibility in front of their prospects.

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The Account Servicing Style

Representatives who use this selling style focus on keeping existing customers
happy while asking for more business. This service-minded style is built upon
a foundation of responsiveness, proactive follow-up, and a strong commitment
to doing what is right for clients and even their customers (if B2B).

The Attack Style

They drive activity as a way to win business. Strong attack-style reps typically
bring that difficult-to-train, "fire in the belly" approach to the work. They are
very competitive, self-assured, intense, and assertive.

The Business Partnering Style

Sales professionals who establish a business consulting relationship with their

customers employ this style. Business Partners understand strategic issues
and market conditions that influence the client’s business practices. These
representatives excel in helping clients "grow" their businesses. Successful
business partnering reps display excellent big-picture thinking skills, market
knowledge, persuasive communication capabilities, and creativity.

Which Styles Work Best?

The study of top performers suggest that three of these five selling styles
serve as the "entry ticket" into successful selling. The Relationship Selling,
Technical Problem-solving, and Account Servicing styles are necessary
components for most B2B sales positions. If a rep does not have solid
proficiency in each of these three styles, he/she may struggle to gain the
respect of the customer.

The top-echelon sales performers bring something in addition to these three

styles to their selling. They display a strong combination of the "fire in the
belly" Attack Style and the "learned" Business Partnering style.

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At their very core, all top performers display a strong desire to succeed. They
are extremely competitive, goal-focused, and accountable. They utilize an
abundance of tenacity, energy, and intensity to drive bottom-line success.

Beyond this "warrior" mentality, these reps also display a greater ability than
others to consult with their customers. They are attuned to the business
strategies and growth plans of their customers. They recognize and can
persuasively communicate how their company and products can add value to
the customer's business. They are active students of their industry and
marketplace, and they are viewed as true business partners by their
customers.

Question/task 4:

Which styles would work best in the following situations? And why?
Relationship Selling Style: Building strong relationships with clients in the food industry can be crucial for
1) B2B Food additives long-term success. This style focuses on developing trust, understanding customer needs, and providing
personalized solutions.
Technical Problem-Solving Style: Selling agricultural equipment often
requires technical expertise. This style involves understanding the
2) B2B Agricultural equipment (e.g. tractors) unique requirements of farmers, providing expert advice, and offering
solutions tailored to their specific needs.
Account Servicing Style: In the field of accountancy and tax advice, maintaining strong client
3) B2B Accountancy & Tax advice relationships and providing excellent ongoing service is essential. This style emphasizes
attentive support, regular communication, and proactive assistance.
Attack Style: The importation of Chinese tableware may involve competitive pricing and quick market
4) Import Chinese tableware penetration. An attack style focuses on aggressive sales tactics, targeting price-conscious customers,
and offering competitive advantages.

Relationship Selling Style: Building trust and rapport with individual consumers is crucial in the insurance industry. This
5) B2C Insurances style emphasizes understanding customer needs, providing personalized coverage options, and offering excellent customer
service.

Business Partnering Style: With the constant advancements in mobile phone technology and
6) B2C Mobile phone and services services, a business partnering style can be effective. This style involves establishing
partnerships with mobile phone manufacturers, service providers, and retailers to offer
comprehensive solutions and value-added services.

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When you start a search on the internet for selling types or for sales profiles,
you will find that a lot of managers and consultants have created their
personal approach of profiling what is needed to have a team of good sales
people. One that is popular nowadays -and makes a lot of sense as well- is the
following 5 styles profiler:

• Hard Worker: always goes the extra mile; doesn’t give up easily; is self-
motivated; is interested in feedback and development

• Challenger: always has a different view of the world; understands the

customer’s business; loves to debate; pushes the customer

• Relationship Builder: builds strong customer advocates; generous in

giving time to help clients; gets along with everyone

• Lone Wolf: follows own instincts; is self-assured; is independent

• Problem Solver: reliably responds; ensures that all problems are

solved; is detail oriented

As you have discovered here above, being a sales person is more than just
smooth talking. It is a profession that requires many personality traits and
qualities of which the mix is varying in relation to the industry you’re in. It has
as much to do with attitude and mind set as with specific knowledge and
mastery of communication. It’s a profession that deserves a lot of respect of
others and requires a lot of professional ethics of the sales person him/herself.

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 2. Knowing the customer

2.1.The Iceberg model

Human beings can be compared to icebergs. They only show a small part of
what and how they think, what they believe and what their drivers or
motivations are.

What we see is the outside: the way we dress, behave, talk,...

« Behaviour » is easy to change. In our working environment and on social
media we behave somewhat (very?) differently from at home or when we go
out to have a drink or when we go to a concert.

It is rather easy to develop a new behaviour but it is also easy to find out why,
it is necessary to look at what happens inside human beings. The most
profound part is the invisible sub-conscious « Being ». It sometimes pops up
in our conscious especially when we are confronted with unexpected situations
in our lives. These are the moments when we are truly confronted with the
most profound drivers in what we do or not do. Following this path of
discovery is a life time mission. Nonetheless, there are ways to find out some
of these aspects.

Much closer in our awareness is our mind-set, our thoughts, convictions,

feelings… These are critical drivers that will define in a very important way
whether we will do or not do something. People often say « yes » with their
reason but feel « no » inside their mind set.

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 Observing and changing behavior:
Surface level: A colleague consistently arrives
late for meetings.
Underneath the surface: They may struggle with
time management, face personal challenges, or
have competing priorities that impact their
punctuality.

Understanding and accepting one's state of mind:

Surface level: A person seems calm and
composed in a stressful situation.
Underneath the surface: They may be
experiencing anxiety or internal turmoil, but have
learned coping mechanisms to appear composed
outwardly.

Prioritizing personal convictions:

Surface level: Someone publicly expresses a
strong belief in environmental sustainability.
Underneath the surface: Their conviction may
stem from a deep concern for future generations'
well-being and a desire to protect the planet's
resources for future use.

Knowing a person's character:

Surface level: A person appears friendly and
outgoing in social situations.
Underneath the surface: The person may have
insecurities or a fear of rejection, leading them to
seek validation and approval from others.

Sales 18 Odisee
2.2. Marston typology
The present behaviour typology is derived from the studies of Karl Jung, one
of the founders of nowadays psychology. Many professors have been attracted
by the study of the human behaviour. Even Hippocrates had some interesting
theories about it in his “Elements of being”.

When strolling through typology tests and tools you might stumble on:

o Marston/Geier, Thomassen : DISC

o Insight: the Four Colour typology
o Alessandra: People Smart
o Wilson: Social styles
o Belbin/Groen: TRM (Team Role management)
o Quinn: Work and management styles
o Meyers-Briggs: MBTI (Type indicator)

And many more!

Most of them work with the same methodology to create their behaviour or
personality model, based upon two axes creating a quadrant, as you will
discover a bit further.

The Marston (DISC) typology is for the purposes of this course the preferred
one, as it’s a simple and very pragmatic one, mainly based upon the
observation of people’s behaviour. It is in general also the preferred one for
sales people and sales trainers as well as for managers and leaders.

See also: http://www.discpersonalitysource.com/about-disc-personality-test/disc-

personality-styles-pt-1-high-d.html

and

https://www.insights.com/564/insights-discovery.html

The Marston typology, also known as the DISC model, is a psychological framework that categorizes
individuals into four main personality types based on their behavioral traits. These has 4 types.
The Marston typology provides a framework for understanding individual differences in behavior and
communication styles. By recognizing and understanding these different personality types,
individuals and organizations can enhance communication, build effective teams, and improve
collaboration and productivity. It is important to note that individuals may exhibit a combination of
traits from multiple categories, and the typology serves as a general framework rather than a rigid
classification system.

Sales 20 Odisee
 2.2.1. Behavioural Tendencies

Four fundamental indicators

The foundation for the DISC model comes from the work of a Harvard
psychologist Marston in the 1920’s. He developed a theory that people tend to
develop a self-concept based on one of four factors: Dominance, Inducement,
Steadiness, or Compliance. Marston’s theories form the basis on which DISC
assessments and reports are built.

DiSC® is a personal assessment tool used to improve work productivity,

teamwork, leadership, sales, and communication.

DiSC measures your personality and behavioral style. It does not measure
intelligence, aptitude, mental health or values. DiSC profiles describe human
behavior in various situations, for example how you respond to challenges,
how you influence others, your preferred pace and how you respond to rules
and procedures.

The DiSC model discusses 4 reference points:

1. Dominance (Driver)

As the label suggest, most people that fall in this category have a dominant
personality. Individuals with this style are:

• Direct
• Result-oriented, Inpatient
• Strong-willed

People with this style are likely to seek control of over situations and other
people. They are highly skeptical and fast paced. Frequently, it’s noted that
people with this style have little patience for people and situations that do not
conform to their goals, beliefs, or preferences. As a consequence, they might
become irritated or become argumentative more than the average person.
They tend to be direct, if not blunt, with their opinions.

Without this style, teams wouldn’t complete projects as quickly.

Dominance (D): People with dominant traits are assertive, results-oriented, and prefer taking
charge of situations. They are often direct, decisive, and focused on achieving their goals.

Sales 21 Odisee
2. Influen ce (Inducement):

The i-Style - Fast-Paced, Accepting. One of the best adjectives to describe this
DiSC style is outgoing. Individuals with this style are often found to be:

• Lively
• High-Spirited
• Enthusiastic
• Social

The largest behavioral difference that the i Style has is that they seek out
social opportunities and generally talk more than the average person.
Frequently, people in this style are very interpersonally positive. People of this
style are often the first ones to a gathering and the last ones to leave. When
asked to draw a picture that represents their style, this group frequently
draws a martini glass to represent how social they are.

Without this style, teams wouldn’t be as engaging.

Influence (I): Individuals with influential traits are outgoing, social, and persuasive. They enjoy
building relationships, are enthusiastic communicators, and thrive in group settings.

3. Steadiness (Stabiliser):

People with the S Style are typically interpersonally warm. Frequently, they
describe themselves as:

• Calm
• Peaceful, harmony
• Even-tempered

Patience is one of the largest differences that sets this style apart from the
others. Frequently they are the counselors of any given group. They will listen
patiently to what issues their co-workers or peers are experiencing, and they
are generally interested in what others have to say.

Without this style, teams wouldn’t feel as supported.

Steadiness (S): Those with steady traits are cooperative, patient, and supportive. They value stability,
harmony, and teamwork, and are often reliable and dependable.

4. Conscientiousness (Compliance):

The C-Style - Moderate-Paced, Skeptical

A person with the C Style is usually described as analytical. Along with being
analytical, individuals with this style are:

• Private
• Accurate, alaytical, detail-oriented
• Reserve

Sales 22 Odisee
 People with this style will typically take more time on projects than others
because they 1) want to understand as much as they can, and 2) ensure that
any opinion or work they provide is accurate. They have a strong attention to
details, and are frequently finding ways to be more systematic to ensure that
they are being as accurate as possible.

Without this style, teams wouldn’t be as accurate.

Conscientiousness (C): People with conscientious traits are detail-oriented, analytical, and systematic.
They prioritize accuracy, quality, and precision in their work, and tend to be cautious and careful
decision-makers.

2.2.2. The model

https://www.youtube.com/watch?v=li4mCDH0eUE
HOW TO INFLUENCE DIFFERENT TYPES OF PEOPLE?

Dominance: be clear, confident. Frame ideas as challenges or opportunities. Respect their need for control and involvment.
Influence: connect personally. Use social proof and involve them in group discussions.
Steadiness: be friendly, empathetic. Listen actively and address concerns. Provide clear instructions.
Conscientiousness: provide detailed information and logical reasoning. Be patient and answer questions. Emphasize long-term benefits.

Sales 23 Odisee
2.2.3. Characteristics of the four profiles

Sales 24 Odisee
List of qualifications

Question/task 5:

Which of the 4 profiles features most this tendency?

o perfectionist C o active D
o seducer I o human S
o brave D o punctual C
o loyal S o ambitious D
o concrete C o authoritative D
o spontaneous I o introvert S
o humble S o philosophical I
o visionary I o participating S
o logical C o well-organized C
o tolerant S o synthetic I
o impulsive I o carefree I
o decision-maker D o traditional S
o ruler D o entertaining I
o talkative I o neutral S
o generous S o accurate C
o methodical C o conquering D
o cautious S o passionate I
o helpful S o demanding D
o self-confidence D o concerned S
o enthusiast I o meticulous C

Sales 25 Odisee
 2.2.4. Recognition of the types

Dealing and interacting with people becomes more effective if you approach
them the way they prefer to be approached.

Therefore insight in their predominant behavioural style is important so we

don’t run into surprising (re)actions from the other person and we don’t do or
say something that upsets the other. (move into their comfort zone!).

Recognition of types is most effective by:

• observing both behaviour dimensions,

• positioning their behaviour upon each dimension,
• connecting both positions (within the quadrant),
• checking if further behavioural observations are consistent with this
type.

Identifying the profile of your interlocutor can be done:

• Qualitatively
• Quantitatively

But one combination of techniques (skills) is ALWAYS required: observing the

behaviour of the other person. So

• watch what he/she does and how it is done

• listen to what he/she says and how it is said!

Qualitatively: This means paying attention to how the person behaves, communicates, and
expresses their preferences. By observing their actions, listening to their words, and noticing their
non-verbal cues, you can get a sense of their personality traits and tendencies.

Quantitatively: This involves using assessments or tests that provide measurable data about a
person's characteristics. These assessments may include questionnaires or tests that assign
scores or profiles based on specific personality dimensions. By analyzing the scores or responses,
you can categorize the person into a particular profile or type.

Sales 26 Odisee
Dialogue about a profile (qualitative)

Describe the person

1. When taking decisions, is he/she influenced by rather
emotional or by rather rational arguments?

2. Does he/she prefer action or reflection?

3. How much importance is paid to intuition?

4. Are figures important for him/her?

5. How does he/she organise priorities?

6. How does he/she ponder the pros and cons when taking a
decision?

7. What’s his/her point of view on risks?

8. Does he/she talk about the future or about the past?

9. How does he/she defend his/her point of view?

10.What is his/her favourite roll in a group?

11.What is his/her greatest talent?

12.What is it he/she dislikes most doing?

Marking table (quantitative)

Driver Influencer Controller Stabiliser

Questions yes Questions yes Questions yes Questions yes

Decides fast? Makes contact easily? Is he structured? Is he loyal?
Asks pragmatic Is he talkative? Is he distant, cold? Loves classical
matters? Close with Going in depth products?
Accepts changes? colleagues? (details)? Prefers status quo?
Forces his Likes recognition? Is he critical? Thinks warranties
opinion? Loves originality, Is he mistrusting are important?
Wants direct novelty, and (negative)? Pays attention to
answers? creativity? Is he demanding for references?
Interrupts often Likes to be different? the organisation? Needs comforting?
and doesn’t listen? Trusts easily Does he compare Finds family-
Is he categorical (positive)? systematically? atmosphere
(reactions)? Changes his opinion Loves figures? important?
Aims for often? Does one have to Does he give in
profitability? Has little structure in stick to the easily?
Likes challenges? conversation? essential, stay Uses the past as a
Is short and Finds relationships professional? basis?
concise? out of professional Is he an attentive Is controlled and
context important? listener? cautious?
Total on 10 : Total on 10 : Total on 10 : Total on 10 :

Sales 28 Odisee
2.3. The adaptability principle

‘YOUR WILLINGNESS AND

ABILITY TO ADAPT YOUR BEHAVIOUR
IS A PREREQUISITE FO R

YOUR PERSONAL EFFECTIVENESS.’

Sales 29 Odisee
Communication with the profiles

Rational

Driver Influencer
A responsible solution A participative solution
Fast Confidence

Profit Team

Pragmatism Satisfaction

Service Participation

Best Originality

Results Ease

Performance Fun
Active Reflective

A structured solution A humane solution

Organisation Improvement

Understanding Advice

Caution Honesty

Control Tradition

Proof Respect

Comparison Loyalty

Method Experience

Controller Stabiliser

Emotional

Sales 30 Odisee
 How to adapt your communication to the

Driver type

What you should do

Be clear, precise and to the point.

Stick to the subject.

Be prepared with well-formulated

objectives and coherent supporting What you should avoid
material.
Dwell, waist time.
Present the facts in a logical efficient
Build a personal relationship.
way.
Forgetting things, confuse things,
Ask precise, specific questions.
deviate from the topic.
Bring alternatives and choices to
Find excuses or leave things
facilitate the decision.
unexplained.
Deliver relevant facts and figures about
Ask rhetoric or irrelevant questions.
the feasibility of success or efficiency.
Decide for him or decide before
If you disagree, concentrate on the facts,
consultation.
not on the person.
Speculate; assure or guarantee without
If you agree, recognise the results, not
certainty.
the person.
Take it personal when he disagrees.
Motivate and convince by referring to
objectives and results. Try to please when agreeing.

Support his conclusions Try to convince with personal or

emotional arguments.
When done, don’t linger.
Steer or command.
Do:
Be concise and direct in your Start small talk after concluding business
communication.
Focus on results and highlight how your Avoid:
offering can achieve their goals. Being too detailed or providing unnecessary
Use a confident and assertive tone. information.
Provide options for action and let them Appearing indecisive or unsure.
make decisions. Overwhelming them with too many options or choices.
Respect their time and keep interactions Wasting their time with inefficient or unproductive
focused and on schedule. discussions.
Highlight concrete benefits and outcomes. Focusing on abstract concepts without relating them to
Be confident and assertive in your tangible results.
approach. Being hesitant or lacking confidence in your
recommendations.

Sales 31 Odisee
 How to adapt your communication to the
Influencer type
What you should do
Support their dreams and
intuition
Allow time to develop a personal
contact
Talk about people, their intentions
and about opinions stimulating for
him
Ask for their commitment and to live
up to their promises
Ask for their opinion about people.
Bring ideas to carry out decisions.
Invest enough time for fun and
humour in-between business.
Show your appreciation for quick
actions and for taking risks.
Promise special, quick rewards for
the willingness of taking risks
Do:
Be enthusiastic and engaging in your
communication.
Highlight the social aspects and how your
offering can positively impact their image or
reputation.
Use storytelling and personal anecdotes to
make your message more relatable.
Allow them to express their ideas and
opinions openly.
Provide opportunities for collaboration and
involvement.
Recognize and acknowledge their
contributions and achievements.
Show genuine interest in their ideas and
aspirations.
Sales
What you should avoid
Imposing your rules, suppressing
their opinion.
Be cold or distant.
Concentrating on facts and figures
only, discussing details.
Leaving decisions unspoken.
Wasting time with impersonal, task
oriented solutions.
Getting carried away with their
fantasies.
Losing the structure of the
conversation or sticking to the
agenda too strictly.
Being sub-assertive or dominating.
Avoid:
Being too formal or rigid in your communication
style.
Overloading them with excessive data or
technical details.
Dominating the conversation and not allowing
them to share their thoughts.
Dismissing or downplaying their ideas or
suggestions.
Focusing solely on facts and figures without
considering the emotional appeal.
Ignoring the social aspects or downplaying the
importance of relationships.
Being overly serious or lacking energy and
enthusiasm.
32 Odisee
 How to adapt your communication to
the Stabiliser type
What you should do
Break the ice with a small personal note.
Show sincere interest, be open, and look
for common interests.
Ask patiently for personal objectives,
listen, and react carefully.
Present ideas in a quiet, non-threatening
way.
Ask ‘how?’ and ‘why?’ questions to identify
his opinion.
Be attentive to topics that create easily
differences of opinion or unease.
If you disagree, look for hurt feelings or
personal matters.
Be casual and informal in behaviour.
Describe clearly what personal contribution
you expect.
Create and present warranties that
decrease the risks and increase the
profitability.
Do:
Be patient and calm in your communication.
Provide detailed information and address their
concerns about stability and reliability.
Use a structured and organized approach to
present your ideas.
Demonstrate how your offering aligns with their
need for security and consistency.
Show empathy and understanding for their need
for a steady pace and gradual change.
Offer reassurance and emphasize the long-term
value and dependability of your solution.
Take the time to build trust and establish a
genuine connection.
Sales
What you should avoid
Start with tough business right away.
Be too business-oriented or too personally
involved.
Force to quick reactions and response.
Be dominant, demanding or threatening.
Discuss facts and figures in length.
Force agreement through manipulation.
Be non-respectful by making remarks or
ironic insults.
Be abrupt and hasty.
Be vague, indicating possibilities or
probabilities.
Offer promises, certainties or warranties
you can’t fulfil.
Avoid:
Rushing or pressuring them into quick decisions.
Being overly spontaneous or unpredictable in your
communication style.
Dismissing or downplaying their concerns or
desire for stability.
Presenting too many options or changes at once,
overwhelming them.
Making promises or claims that seem too good to
be true.
Disrupting their established routines or processes
without proper justification.
Being overly enthusiastic or pushy, as it may
make them feel uncomfortable.
33 Odisee
 How to adapt your communication to the
Controller type
What you should do
Prepare your conversations
Approach in a direct and business-like
manner
Support their principles; reinforce your
credibility by indicating pros and cons of
your suggestions
Make a clear contribution by adding
details; if you say you can help, do it.
Take your time, but persist.
Make a time schedule or planning, assure
no surprises will occur.
The moment you agree on one item,
move on to the next one.
Be precise and realistic.
If you disagree, describe your point of
view logically and structured
Build your explanation on factual proof.
Minimise risks by creating guaranties
Do:
Be efficient and focused in your communication.
Highlight the practical benefits and bottom-line
impact of your offering.
Provide clear and logical explanations, supported
by data and evidence.
Respect their need for control and autonomy in
decision-making.
Be direct and assertive in your communication
style.
Demonstrate your competence and expertise in
the relevant areas.
Be prepared and organized, anticipating their
need for structure.
Sales
What you should avoid
Act uncoordinated or disorderly
Be informal, distracted, casual, and
noisy.
Be hasty towards conclusion.
Be vague about expectations and
commitments.
Linger.
Leave it to coincidence or luck.
Flatter the person, show extra
appreciation.
Threats.
Using statements or unreliable resources
for reference.
Use somebody else’s opinion as
evidence.
Tricks or manipulation.
Rush it or setting unrealistic deadlines..
Avoid:
Being too vague or unclear in your communication.
Overwhelming them with excessive details or unnecessary
information.
Challenging or questioning their authority or decisions.
Using emotional or subjective arguments that may not
resonate with them.
Disrupting their established processes or routines without a
valid reason.
Wasting their time with irrelevant or off-topic discussions.
Appearing disorganized or unprepared.
34 Odisee
2.4. Tendencies and preferences
Question/task 6:
Fill out the four pages with the tables with as many behavioural preferences as you
can find (strengths/opportunities and weaknesses/risks) of each type in the
respective role of client and of sales person.
Driver
Strengths
Confident and assertive in their approach.
Results-oriented and focused on achieving
goals.
Efficient and able to make decisions
Sales quickly.
person Skilled in closing deals and driving sales.
Effective at overcoming objections and
challenges.
Self-motivated and driven to succeed.
Able to handle rejection and setbacks.
Persistent and determined in pursuing
sales opportunities.
Clear and specific in expressing their
needs and expectations.
Quick decision-makers, which can
expedite the sales process.
Results-oriented and focused on
achieving desired outcomes.
Customer Appreciate efficiency and promptness
in service delivery.
Willing to take risks and try new
solutions.
Value confident and assertive
salespeople.
Appreciate concise and to-the-point
communication.
Sales 35
Weaknesses
May come across as overly aggressive or
pushy.
May overlook details or neglect building
relationships.
Can be impatient with slower
decision-making processes.
May struggle with adapting to changes or
unexpected situations.
May have difficulty listening actively and
empathizing with customers.
May prioritize closing deals over long-term
customer satisfaction.
May be resistant to feedback or
suggestions from others.
Can be demanding and expect
immediate results.
May overlook important details or
potential risks.
May have difficulty considering
alternative options or perspectives.
May be less receptive to building
long-term relationships.
Can be impatient with lengthy sales
presentations or discussions.
May prioritize their own goals over
understanding the full range of available
solutions.
May be resistant to changes or
suggestions that challenge their existing
beliefs or practices.
Odisee
 Influencer

Strengths Weaknesses

Enthusiastic and engaging in their May focus more on building relationships

communication.
Skilled in building rapport and
establishing connections.
Excellent at storytelling and using
personal anecdotes.
Persuasive and convincing in presenting
Sales ideas and solutions.
person Adaptable and flexible in their approach.
Skilled at influencing and inspiring others.
Creative in finding unique solutions to
customer needs.
Natural networkers, able to expand their
customer base.
than closing deals.
Can be overly talkative and may dominate
the conversation.
May struggle with attention to detail or
follow-through.
Can be easily distracted or lose focus on
goals.
May rely heavily on emotions rather than
logic.
May have a tendency to over-promise or
make exaggerated claims.
May prioritize short-term gratification over
long-term results.
Can be sensitive to criticism or rejection.

Excellent at building and maintaining

relationships.
Customer Appreciate personalized and engaging
interactions.
Open to new ideas and innovative
solutions.
Skilled at influencing others and rallying
support.
Value recognition and social status.
Respond positively to enthusiastic and
passionate salespeople.
Appreciate creative and unique offerings.
May be easily swayed by emotions or
external opinions.
Can be impulsive in decision-making.
May prioritize popularity or social approval
over practical considerations.
May lose interest or enthusiasm quickly.
May have difficulty staying focused on
long-term goals.
May be hesitant to commit or make firm
decisions.
May overlook important details or risks in
pursuit of excitement.
May be more concerned with the image or
perception of the product rather than its
actual functionality.

Sales 36 Odisee
 Stabiliser

Strengths Weaknesses

May struggle with adapting to change or

Patient and calm in their approach.
Excellent at providing detailed information
and addressing concerns.
Methodical and organized in their sales
process.
Able to establish trust and build long-term
Sales relationships.
Reliable and consistent in delivering on
person promises.
Attentive listeners, able to empathize with
customer needs.
Skilled at managing expectations and
mitigating risks.
Thorough and diligent in their follow-up.
taking risks.
Can be overly cautious and resistant to
new ideas.
May have difficulty making decisions or
closing deals promptly.
May prioritize stability and predictability
over innovation.
Can be resistant to changes in
established routines or processes.
May have a tendency to overanalyze or
overthink decisions.
May struggle with assertiveness or taking
a proactive approach.
May have difficulty creating a sense of
urgency or excitement.

Reliable and dependable as Can be resistant to change or hesitant to

customers. try new solutions.
Value stability and consistency in May have difficulty making decisions due
their interactions. to fear of making the wrong choice.
Thorough and detail-oriented in May have a tendency to overanalyze or
their decision-making. second-guess decisions.
Customer Patient and willing to invest time in Can be overly cautious and avoid taking
the sales process. risks.
Appreciate trust and long-term May be slower in their decision-making
relationships. process.
Value assurances and warranties. May require extensive evidence or proof
Analytical and careful in their before committing.
evaluation of options. May struggle with adapting to
Seek solutions that align with their unexpected or unfamiliar situations.
established routines. May be resistant to change in established
processes or routines.

Sales 37 Odisee
 Controller
Strengths
Efficient and focused in their approach.
Skilled at presenting practical benefits
and bottom-line impact.
Clear and logical in their explanations.
Confident in asserting their expertise
and competence.
Able to provide structure and
Sales organization in the sales process.
person Effective at managing timelines and
deliverables.
Skilled at handling objections and
negotiating terms.
Results-oriented and driven to achieve
goals.
Clear and specific in expressing their
needs and expectations.
Decisive and efficient in making
decisions.
Appreciate direct and concise
communication.
Results-oriented and focused on
Customer achieving desired outcomes.
Value competence and expertise in
the salesperson.
Efficient in managing resources and
costs.
Analytical and thorough in evaluating
options.
Expect timely and reliable delivery of
products or services.
Sales 38
Weaknesses
May come across as too direct or
impersonal.
Can be rigid in their thinking and resistant
to alternative ideas.
May overlook the emotional aspects of the
sales process.
May prioritize control and efficiency over
building relationships.
Can be overly focused on the bottom line,
potentially neglecting customer needs.
May have difficulty adapting to unexpected
changes or deviations from the plan.
May struggle with flexibility in negotiations
or compromise.
May be less open to taking risks or
exploring innovative solutions.
Can be demanding and have high
expectations.
May overlook or dismiss alternative
options.
May have difficulty considering the
emotional aspects of the sales process.
Can be less receptive to building
long-term relationships.
May prioritize control and efficiency
over collaboration.
May resist changes or deviations from
established processes.
May be less open to exploring new
ideas or approaches.
May be critical and demanding in their
evaluation of solutions.
Odisee
Question/task 7:
What can other profiles OFFER YOU (when working/being together) in relation to
your profile? (assuming your perception of your personal profile is the right one)

I think my personal profile is: ………......................….

Driver Controller

Influencer Stabiliser

What is your conclusion?

……………………………………………………………………….…………………………………………………
……………………………………………………………..

2.5. Selling to (negotiating with) the profiles

The challenge is to match YOUR DISC Selling Style to the CLIENT’s
one. Both parties will influence each other's behavior. Besides
that, the situation will have an impact. So, identifying the
behaviour style of the client is essential for the salesperson to
know how to approach his client.

Sales 39 Odisee
 Beneath you can find advices on what to pay attention to when
dealing with each profile, no matter what profile you have
yourself.

Your technique in order to step into the right direction with your
client will have to be:
Observe – Assess – Recognise - Adapt

Rational
Driver Controller
DO DO

Be quick and direct Give figures and details

Speak a clear language Prove, help to understand

Leave them alternatives Be precise, clear

Quantify the alternatives Stay calm

Prepare well for attacks Let him think

Emphasis on quality of the Emphasis on advantages for

organisation the company

Active Reflective
DON’T
DO DO
DON’T "Grey areas"
Stress advantages for him and Put at ease
Be
hispassive
team Impatience
Point out continuity
Mistakes on easy
Simple and logic Familiarities
Address him comfortingly
Loss
Keepofpartial
face agreements Carelessness
Controlled
Leave
Bring questions
structure unanswered
Help him to decide

Speak about improvement

Influencer Stabiliser

Emotional DON’T
DON’T
Sales 40 Be agressive Odisee
Deviate from the topic
Go into conflict
Complexity
Selling to the Four Types:

Driver:
Be direct and to the point.
Highlight the results and benefits.
Focus on efficiency and time-saving.
Emphasize the competitive advantage and ROI.
Be confident and assertive.

Influencer:
Build rapport and establish a personal connection.
Use storytelling and emotional appeal.
Highlight the social recognition and status.
Offer unique and creative solutions.
Engage them in the decision-making process.

Stabilizer:
Provide detailed information and address concerns.
Demonstrate reliability and consistency.
Highlight the long-term value and stability.
Offer assurances and guarantees.
Take a patient and thorough approach.

Controller:
Be logical and present practical benefits.
Provide evidence and data to support claims.
Emphasize expertise and competence.
Focus on efficiency and bottom-line impact.
Be professional and detail-oriented.

In negotiations with each type, adapt your approach by:

Listening actively and understanding their needs.

Communicating clearly and concisely.
Being prepared with relevant information and options.
Respecting their decision-making style and process.
Finding common ground and mutually beneficial outcomes.
Building trust and establishing credibility.
Being flexible and adaptable to their preferences.
Recognizing their unique motivations and addressing them effectively.

Sales 40 Odisee