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Selling Today Creating Customer Value Canadian 7th Edition Manning Solutions Manual Download
Selling Today Creating Customer Value Canadian 7th Edition Manning Solutions Manual Download
Chapter 6
Salespeople serve as ambassadors for their company, providing what is often the only direct source
of information the prospect has about the company. Information about the company can be a
strong appeal during the sales presentation, particularly when products are very similar. Being fully
acquainted with their product is also necessary for a successful sales plan. Well- informed
salespeople also have adequate knowledge of the competition.
As part of the Reality Selling Video Series, this chapter features Amy Vandaveer from the Texas
Monthly magazine, selling advertising and sales promotion.
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1. Written proposals are part of the product strategy.
2. Well-written proposals add value to the product solution.
3. Written proposals include:
a. Budget and overview
b. Objective
c. Strategy
d. Schedule
A. As products and services become more complex and more expensive, customers are
more likely to look at the financial reasons for buying.
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1. Salespeople who can develop a sales proposal that contains specific information
on return on investment (ROI) are more likely to get a favourable response from
key decision makers.
2. To perform accurate ROI calculations often requires the collection of
detailed financial information.
3. The use of ROI selling appeals requires more work up front, but it often leads to
shorter sales cycles.
A. All successful sales presentations translate product features into buyer benefits;
people do not buy features, they buy benefits.
B. Distinguish between “features” and “benefits.”
1. Product feature is any feature of the product that you can feel, see, or measure.
a. Answers the question, “What is it?”
b. Includes such things as craftsmanship, durability, design, and economy of
operation.
c. In most cases, these are technical facts that reveal how the product was
developed and manufactured.
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d. Are often found in the literature provided by the manufacturer.
2. Product benefit is whatever provides the customer with personal advantage or
gain.
C. General versus specific benefits
1. Neil Rackham, author of The Spin Selling Fieldbook, says that a statement can
only be a benefit if it meets a specific need expressed by the buyer.
2. Benefit statements linked to the customer’s expressed need are especially
effective in large or complex sales.
D. Use bridge statements.
1. Bridge statements are transitional phrases that are used to connect a statement of
features with a statement of benefits.
E. Identify features and benefits.
1. Sales personnel should prepare a feature/benefit analysis worksheet.
a. Identify important features and arrange in logical order.
b. Write beside each feature the most important benefit the customer will derive
from that feature.
c. Write a bridge statement.
2. Product analysis helps decide what information to include in the sales
presentation.
F. Avoiding information overload
1. Knowing your product is essential to good selling, but concentrating on product
alone can be a serious mistake.
2. To avoid overloading the customer with product data, often described as a “data
dump,” stay focused on the customer’s needs.
END-OF-CHAPTER ACTIVITIES
Included in this section are answers to selected end-of-chapter exercises. Answers are provided for
all review questions, application exercises and case problems. In addition, a brief description of
each role-play is provided.
Excluded from this section are answers to exercises related to the Partnership Selling: A Role-
Play/Simulation exercises that are available on the Companion website at
www.pearsoned.ca/manning. Answers, forms, and instructions related to these exercises will be found
in the Partnership Role-Play/Simulation Instructor’s Guide.
6-1. The product strategy is a well-conceived plan that emphasizes acquiring extensive
product knowledge, learning to select and communicate appropriate product benefits that will
appeal to the customer, and creating solutions with a product configuration. The product
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strategy is based on three prescriptions: (1) become a product expert; (2) sell benefits; and (3)
configure value-added solutions.
6-2. A feature is anything about a product that you can feel or touch, see or measure, and that
answers the question, “What is it?” A benefit is whatever provides the customer with
personal advantage or gain and answers the question, “How will I benefit from owning or using
the product?” Wise salespeople use this information because they understand that customers
always buy benefits and, therefore, these salespeople convert features into benefits.
6-3. Product configuration involves bringing together many parts of the company’s product
mix in order to develop a custom-fitted solution. A firm selling commercial stereo equipment
would need to consider various types of equipment, installation procedures, warranty, price,
service after the sales, etc.
6-4. The response to this question will vary from one student to another. Being customer-
focused and having integrity are certainly important items in the selling field.
6-5. Organizational culture is a collection of beliefs, behaviours, and work patterns held in
common by people employed by a specific firm. A salesperson might be able to cite a
distinct norm or practice (service after the sale, for example) that gives the company a
competitive advantage.
6-6. Four guidelines salespeople should follow in regard to competition are (1) in most cases,
do not make reference to competition throughout the sales presentation, (2) never discuss
competition unless you have all your facts straight, (3) avoid criticizing competition, and (4)
be prepared to add value.
6-7. Customers appreciate an accurate, fair, and honest presentation. They generally resent
highly critical remarks directed toward the competition.
6-9. The most common sources of product information are (1) product literature developed by
the company, (2) sales training programs, (3) plant tours, (4) internal sales and sales support
team members, (5) customers, (6) the product itself, and (7) publications.
6-10. When you link a benefit to an expressed need, you are focusing on a specific benefit. A
general benefit is not linked to a specific need. Customers value benefits they can relate to
specific needs.
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Suggestions/Answers for Application Exercises
6.1. This exercise emphasizes the conversion of features into benefits. Have the students use a
form similar to Table 6.2 in Chapter 6. (Note: In a group discussion, you may want to have
the students evaluate the different company information they secured relative to how well
each company converted features to benefits. Some companies, who understand how customers
buy, know the importance of making this conversion in all sales literature and do an excellent
job. Others, probably unknowingly, don’t make this conversion.)
6-2. Encourage students to carefully study one of the providers. Have students print and
submit the information they chose to review.
6-3. The objective of this exercise is to make the student consciously aware of the amount of
product knowledge customers look for in making an informed and intelligent buying
decision. Class discussion should focus on the knowledge salespeople need to help the prospect
answer these questions.
6-4. Student answers will vary. You might want to explore some higher- and lower-priced
solutions, and what has contributed to the differences in prices.
6-5. This exercise forces students to think about the features they have chosen when they
quantified a solution for the previous exercise, and the benefits that are associated with each
feature.
Role-Play Exercise
Prior to this role-play, students will need to prepare a sales proposal. The information needed can
be found in the role play/simulation material available on the Companion website at
www.pearsoned.ca/manning. During the role-play, the students should review all of the important
features and convert each feature to a buyer benefit.
6-1. Amy can use the three prescriptions for a product selling strategy by being a product
expert (understanding all the different ad configurations she can offer her customers), selling
benefits (demonstrating to customers how different ad configurations will contribute to their
bottom line), and providing value-added solutions to her customers (Amy demonstrates this
by suggesting an ad that can also be utilized as a stand-alone brochure).
6-2. Amy focuses on benefits related to the reader base of Texas Monthly and the ways in
which they respond to ads in the magazine.
6-3. Price is always a likely objection. In addition, the marketing director may have concerns
over the need for an entire four-page colour ad. It may be difficult to believe that paying for a
four-page ad would produce better results than a less expensive 1- or 2-page ad. The
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demographic information on Texas Monthly’s readers may be useful in avoiding objections
regarding whether the ad will be read by the Woodlands Town Center’s target prospects.
6-4. This information is very important. The prospect wants to know what types of people will
be viewing the advertisement. The information about the magazine’s history, mission, past
performance, and readers will be very important in convincing the prospect that Texas Monthly
is a good way to reach out to target prospects.
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