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Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill
Education.
Chapter 05 - Adaptive Selling for Relationship Building
CHAPTER 5
ADAPTIVE SELLING FOR
RELATIONSHIP BUILDING
Outline of Chapter
I. Types of Presentations
A. Standard Memorized Presentation
B. Outlined Presentation
C. Customized Presentation
II. Adaptive Selling and Sales Success
III. Adaptive Selling: The Importance of Knowledge
A. Product and Company Knowledge
B. Knowledge About Sales Situations and Customers
C. How to Create Knowledge
D. Retrieving Knowledge From the Knowledge Management System
IV. The Social Style Matrix: A Training Program for Building Adaptive Selling Skills
A. Dimensions of Social Styles
1. Assertiveness
2. Responsiveness
B. Categories of Social Styles
1. Drivers
2. Expressives
3. Amiables
4. Analyticals
C. Identifying Customer’s Social Styles
D. Social Styles and Sales Presentations
E. Versatility
F. The Role of Knowledge
V. Systems for Developing Adaptive Selling Skills
VI. Selling Yourself
VII. Summary
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Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill
Education.
Chapter 05 - Adaptive Selling for Relationship Building
Teaching Suggestions
An alternative would be to use the PowerPoint slides provided with the text.
1. Begin the discussion on adaptive selling by talking about how important it is. Remind students
that personal selling is the most expensive form of communicating with customers, yet firms use
it anyway. Ask your students why firms use this expensive communication vehicle? They should
come to the conclusion that personal selling is more effective, so you might continue this line of
thought by asking why they think personal selling is more effective than other communication
vehicles? Review the different types of sales presentations and note that the flexibility increases
as you move from a standard memorized presentation, through an outlined presentation, and then
to a customized presentation. Personal selling is unique in that salespeople can customize a
presentation for each customer and make adjustments quickly.
2. Emphasize the superiority of the customized presentation at every step of the sales process.
Customers know or can sense when they are listening to a canned presentation and the
salesperson loses both credibility and the ability to make adjustments. You may want to ask your
students why they think a customized presentation builds credibility and how having greater
credibility affects the other steps in the process.
3. Next, relate the concept of adaptive selling back to the buying behavior discussion in Chapter 3.
Talk about the different types of strategies that a salesperson can use to influence a customer’s
evaluation. Ask students if salespeople should select one of these strategies and use it on all
customers. Assuming that they decide that salespeople shouldn’t, ask them when each of these
strategies should be used? The use of a strategy depends upon the importance weights and beliefs
that a customer has. Salespeople need to adapt their strategy to reflect the customer’s importance
weights and beliefs.
4. The previous discussion is a good lead-in to a discussion of the relationship between knowledge
and adaptive selling. After all, a salesperson needs very detailed and specific knowledge about
their product and their competitor’s products, in addition to knowing how much weight their
customers assign to various attributes in order to use the strategies outlined here. Emphasize that
knowledge about customers and the selling situation are keys to effective adaptation. Salespeople
with more knowledge are able to adapt to a wider range of situations. There are several
approaches a salesperson can use to develop a knowledge base. Also, talk about ways to retrieve
knowledge form their knowledge base.
5. The social style matrix demonstrates one form of knowledge. The categories are: Driver,
Expressive, Amiable, and Analytical. Next, talk about the cues for recognizing which social style
to associate with the customer. Having associated a customer with a social style, what then should
you do? As a seller, you should adjust your own social style.
You may want them to assess your own social style, using Exercise 5.1.
6. Students should understand that they need to know their own social style before they can
effectively adjust it to match their customers’. Have students rate their own social style using the
form in the textbook (or Exercise 5-3). You might also have friends of the students in the class
rate the students to demonstrate how self-ratings differ from ratings by others.
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Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill
Education.
Chapter 05 - Adaptive Selling for Relationship Building
7. Discuss how each social style has its strengths and weaknesses. We know that one style is not
best in all situations, but to emphasize this point you might start the discussion by asking students
to indicate which style is the best. A good follow-up question is “What style of salesperson would
you like to hire?” Again, the salesperson who is more flexible is likely to be more successful.
8. You may want to mention alternative training systems to the social style matrix exist. Be sure to
emphasize that the social style matrix is just one of many approaches for categorizing customers
and that this approach is limited because it only considers social style and not benefits sought by
customers. The other customer classification systems use different dimensions to categorize their
customers but work similarly, with the same limitation. Finally mention expert systems as
alternatives to customer classification systems.
1. Your boss tells you about one of your buyers, Julie: "Just talk about Julie's children. If you
do, she'll like you and buy anything. Even more than she needs because she hates to say
no to someone she likes!" What will you do in that situation?
If using social styles is intended to trick or deceive buyers, then their use would be
unethical. Instead, salespeople should use social styles in an attempt to meet the buyer on
his/her ground and try to develop an atmosphere that he/she is comfortable with.
2. You have a buyer who is a real jerk. She is in constant battles with all the salespeople
who call on her, as well as with her own staff. Her business is important to you, and you
don’t want to lose it because you love the commissions on the sales you make. How
should you adapt to her social style?
Try your best not to take it personally. She works with all people in the same manner.
Without being a bully yourself, try to find ways to interact with her that are similar to the
way she wants to be treated (e.g., get to the point, no small talk, defer to her interests).
Bullies often want to be in power. Don’t try to take that power away from her, but do
maintain a relationship of mutual respect. If you simply can’t keep working with her the
way she is, then you may need to turnover the account to someone else in your firm.
However, the reality is that there are bullies in all organizations and in all positions and
sooner or later you’re going to have to learn how to deal with them.
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Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill
Education.
Chapter 05 - Adaptive Selling for Relationship Building
1. A salesperson stated, “I just can’t stand to deal with buyers who shout at me and tell me in no
uncertain terms what they hate about me or my product.” Based on this limited amount of
information, what social style would you guess the salesperson to be? What would be your
response to this salesperson?
The salesperson sounds like an amiable. What the salesperson is really saying is that s/he likes
to deal with people much like him/herself. As an amiable s/he wants to interact with amiables,
because it feels comfortable dealing with someone who thinks and acts like oneself. And that’s
true of everyone.
2. Some salespeople, far from using the benefits of technology, are still writing call notes on the
back of envelopes. What would be your response to salesperson who says, 'I don't need a bunch
of fancy technology. My system of taking hand notes works just fine for me!"
It truly depends on each person. No doubt some can keep track of information with hand-
written notes and no computers. But with the digital age, and the opportunity to keep track with
customers digitally (e.g., emails, Twitters, and so forth) the use of technology can make the
salesperson's job easier. Also, the ability to quickly and easily write sales reports for
management with the use of technology suggests advantages in terms of time management for
the salesperson.
3. A salesperson made the following comment: “I hate it when my sales manager makes calls with
me. I do so much better when I’m by myself. After the call, she is always telling me what I did
wrong.” Based on what you learned in this chapter on knowledge systems, what would be your
response to this salesperson?
While no one likes to hear all about the things they do wrong, that is actually one of the best ways
to increase knowledge and get better. If the sales manager never told the seller what s/he was
doing wrong, how could the seller improve? Knowledge is one key to success. The seller should
appreciate these conversations with her/his manager.
5-5
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill
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random and unrelated content:
slow, for centuries past, is because the “male” constituents of the
population are far greater in quantity than the slight “female”
element in its blood.
In Northern Europe the materialistic strain, contributed by the
best of the Germanic tribes, has been continually strengthened by
the influx of Celts and Slavs. But as the white peoples drifted more
and more towards the south, the male influences gradually lost
their force and were absorbed by an excess of female elements,
which finally triumphed. We must allow some exceptions to this,
for example in Piedmont and Northern Spain.
Passing now to the other division, we see that the Hindus have
in a high degree the feeling of the supernatural, that they are more
given to meditation than to action. As their earliest conquests
brought them mainly into contact with races organized along the
same lines as themselves, the male principle could not be
sufficiently developed among them. In such an environment their
civilization was not able to advance on the material side as it had
on the intellectual. We may contrast the ancient Romans, who
were naturally materialistic, and only ceased to be so after a
complete fusion with Greeks, Africans, and Orientals had changed
their original nature and given them a totally new temperament.
The internal development of the Greeks resembled that of the
Hindus.
I conclude from such facts as these that every human activity,
moral or intellectual, has its original source in one or other of
these two currents, “male” or “female”; and only the races which
have one of these elements in abundance (without, of course,
being quite destitute of the other) can reach, in their social life, a
satisfactory stage of culture, and so attain to civilization.
CHAPTER IX
DEFINITION OF THE WORD “CIVILIZATION”
(continued); DIFFERENT CHARACTERISTICS OF
CIVILIZED SOCIETIES; OUR CIVILIZATION IS
NOT SUPERIOR TO THOSE WHICH HAVE GONE
BEFORE