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Part 2 Part 3
Analyzing marketing Product decisions
opportunities
John Keith/Shutterstock.com
Gustavo Frazao/Shutterstock.com
7 Sales Dialogue: Creating and
5 Strategic Prospecting
and Preparing for Sales
Communicating Value 150
7-1 Effective Sales Dialogue 152
7-2 Encouraging Buyer Feedback 154
Dialogue 110 7-3 Creating Customer Value 155
5-1 The Importance and Challenges of Prospecting 112 7-4 Interesting and Understandable Sales Dialogue 157
5-2 The Strategic Prospecting Process 112 7-5 Engaging and Involving the Buyer 159
5-3 Prospecting Methods 114 7-6 Supporting Product Claims 163
5-4 Developing a Strategic Prospecting Plan 119 7-7 Group Sales Dialogue 165
5-5 Gathering Prospect Information to Prepare for Sales
Dialogue 122
8 Addressing Concerns and
6 Planning Sales Dialogues and
Presentations 128
Earning Commitment 172
Addressing Concerns 174
8-1 Anticipate and Negotiate Concerns
6-1 Customer-Focused Sales Dialogue Planning 130 and Resistance 174
6-2 Sales Communications Formats 131 8-2 Reasons Why Prospects Raise Objections 174
6-3 Sales Dialogue Template 138 8-3 Types of Sales Resistance 176
6-4 Section 2: Customer Value Proposition 140 8-4 Using LAARC: A Process for Negotiating Buyer
6-5 Section 4: Linking Buying Motives, Benefits, Support Resistance 179
Information, and Other Reinforcement Methods 142 8-5 Recommended Approaches for Responding
6-6 Engaging the Customer 146 to Objections 181
8-6 Securing Commitment and Closing 184
Contents v
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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Part 4 10Adding Value: Self-leadership
and Teamwork 218
Distribution Decisions
10-1 Effective Self-Leadership 220
10-2 Working with Different Levels and Types of
Goals 222
10-3 Account Classification 224
10-4 Establishing Territory Routing Plans 227
10-5 Stage Four: Tapping Technology And
Automation 231
Jirsak /Shutterstock.com 10-6 Increasing Customer Value Through Teamwork 235
10-7 Building Teamwork Skills 238
Endnotes 244
Index 247
9 Expanding Customer
Relationships 194
9-1 Assess Customer Satisfaction 197
9-2 Harness Technology to Enhance Follow-up
and Buyer-Seller Relationships 198
9-3 Ensure Customer Satisfaction 201
9-4 Expand Collaborative Involvement 209
9-5 Work to Add Value and Enhance Mutual
Opportunities 209
vi Contents
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1 Overview of
Personal Selling
LEARNING ObjEctIvEs
After completing this chapter, you should be able to:
1-1 Define personal selling and describe its unique 1-5 Discuss five alternative approaches to personal selling.
characteristics as a marketing communications tool.
1-6 Understand the sales process as a series of
1-2 Distinguish between transaction-focused traditional interrelated steps.
selling and trust-based relationship selling, with the
© Photo Credit Here

latter focusing on customer value and sales dialogue. 1-7 Describe several aspects of sales careers, types of
selling jobs, and the key qualifications needed for
1-3 Understand sales professionalism as a key driver in sales success.
the continued evolution of personal selling.
1-4 Explain the contributions of personal selling to society,
Cornejo/Shutterstock.com
business firms, and customers.
Here
After finishing this chapter go to
© Photo Credit
Santiago
PAGE 23 for STUDY TOOLS.
In the current business environment, buyers are under intense pressure

to solve problems, realize opportunities, and cut costs. They are cautious,
risk-averse, and have an abundant amount of information about
potential suppliers for the products they purchase. Further, they hate
to waste time in unproductive meetings with salespeople. This means
that successful salespeople must discard high-pressure sales “pitches” in
favor of a customer-oriented sales approach. Salespeople must be capable of
establishing dialogue with customers to focus on the customer’s needs and
situation before making a purchase recommendation. According to Hampus
Jakobsson, CEO of Brisk, a customer relationship management (CRM) software
company, today’s buyers value education on the products and services they
are looking for more than they do a traditional sales pitch. He recommends
working with customers to make sure they understand the value provided by
your offering, rather than employing an aggressive push to influence them to
make an immediate purchase. Mr. Jakobsson notes that sales organizations
will accomplish more by allowing customers to make their own assessments,
with salespeople furnishing timely, relevant information to assist customer
decision making.1
A productive sales approach first defines customer needs, rather than “selling to” customers. Jamie Anderson,
then illustrates how the sales organization can deliver the senior vice-president of marketing for SAP, a German
value the customer is seeking, and ultimately leads to multinational software company, says: “Business-to-
customer acknowledgment of the value to be gained. business buyers are so time-challenged, they don’t want
This results in a mutually beneficial joint decision be- the dog and pony show. They don’t want the dance. They
tween the buyer and seller. With this approach, the sales just want the vendor to be informed and to understand
process is much more about “selling with” customers where they are and what they need at that point.”
CHAPTER 1: Overview of Personal Selling 3
1-1 Personal selling 1-2 TrusT-BaseD
DefineD relaTionshiP selling
The successful professional salesperson of today and the Trust-based relationship selling (a form of personal
future is likely a better listener than a talker; is more ori- selling) requires that salespeople earn customer trust
ented toward developing long-term relationships with and that their selling strategy meets customer needs
customers than placing an emphasis on high-pressure, and contributes to the creation, communication, and
short-term sales techniques; and has the skills and pa- delivery of customer value. As illustrated in Exhibit 1.1,
tience to endure lengthy, complex sales processes. As trust-based relationship selling is quite different from
portrayed in the chapter introduction, today’s salesperson traditional selling. Rather than trying to maximize sales
strives to deliver relevant presentations based on unique in the short run (also called a transaction focus), trust-
customer needs, and meeting those customer needs re- based relationship selling focuses on solving customer
quires teamwork between salespeople and others in the problems, providing opportunities, and adding value
organization. For more on teamwork, see “Professional to the customer’s business over an extended period.
Selling in the 21st Century: The Importance of Team- Chapter 2 will provide detailed coverage of how
work in Sales.” salespeople can earn buyers’ trust.
Personal selling, an important part of mar-
keting, relies heavily on interpersonal interactions 1-2a importance of Customer Value
between buyers and sellers to initiate, develop, and
enhance customer relationships. The interpersonal As personal selling continues to evolve, it is more
communications dimension sets personal selling apart important than ever that salespeople focus on deliv-
from other marketing communications such as adver- ering customer value while initiating, developing, and
tising and sales promotion, which are directed at mass enhancing customer relationships. What constitutes
markets. Personal selling is also distinguished from value will likely vary from one customer to the next
direct marketing and electronic marketing in that depending on the customer’s situation, needs, and
salespeople are talking with buyers before, during, and priorities, but customer value will always be deter-
after the sale. This allows a high degree of immediate mined by customers’ perception of what they get in
customer feedback, which becomes a strong advantage exchange for what they have to give up. In the simplest
of personal selling over most other forms of marketing situations, customers buy a product in exchange for
communications. money. In most situations, however, customers define
Although advertising value in a more complex manner, by addressing ques-
is a far more visible activ- tions such as:
personal selling An important ity, personal selling is the ● Does the salesperson do a good job in helping me make
part of marketing that relies heavily or save money?
most important part of
on interpersonal interactions
between buyers and sellers to marketing communica- ● Is this salesperson dependable?
initiate, develop, and enhance tions for most businesses. ● Does this salesperson help me achieve my strategic
customer relationships. This is particularly true priorities?
trust-based relationship in business-to-business ● Is the salesperson’s company easy to work with, i.e.,
selling A form of personal selling marketing, where more is hassle-free?
requiring that salespeople earn spent on personal selling
customer trust and that their selling ● Does the salesperson enlist others in his or her
than advertising, sales pro-
strategy meets customer needs organization when needed to create value for me?
and contributes to the creation, motion, publicity, or public
communication, and delivery of relations. In this book, we ● Does the sales representative understand my business
customer value. typically describe personal and my industry?
customer value The selling in this business-to- Personal selling also recognizes that customers
customer’s perception of what business context, in which would like to be heard when expressing what they
they get for what they have to a salesperson or sales team want suppliers and salespeople to provide for them.
give up, for example, benefits from interacts with one or more In days gone by, personal selling often consisted of
buying a product in exchange for
money paid. individuals from another delivering a message or making a pitch. That approach
organization. was typically associated with a “product push” strategy
Exhibit 1.1
Comparison of Transaction-focused Traditional selling
with Trust-Based relationship selling
Transaction-Focused Trust-Based
Traditional Selling Relationship Selling
Typical skills required Selling skills, e.g., finding Selling skills
prospects, making sales Information gathering
presentations Listening and questioning
Strategic problem solving
Creating and demonstrating unique, value-added solutions
Teambuilding and teamwork
Primary focus The salesperson and the The customer and the customer’s customers
selling firm
Desired outcomes Closed sales, order volume Trust, joint planning, mutual benefits, enhance profits
Role of salesperson Make calls and close sales Business consultant and long-term ally
Key player in the customer’s business
Nature of One-way, from Two-way and collaborative
communications with salesperson to customer Strive for dialogue with the customer
customers Pushing products
Degree of salesperson’s Isolated from customer’s Actively involved in customer’s decision-making
involvement in customer’s decision-making process process
decision-making process
Knowledge required Product knowledge Product knowledge
Competitive knowledge Selling company resources
Identifying opportunities Competitive knowledge
Account strategies Account strategies
Costs
Identifying opportunities
General business and industry knowledge and insight
Customer’s products, competition, and customers
Postsale follow-up Little or none: move on to Continued follow-through to:
conquer next customer ● Ensure customer satisfaction
● Keep customer informed
● Add customer value
● Manage opportunities
in which customers were pressured to buy without 1-2b importance of sales dialogue Business
much appreciation for their real needs. Today, sales
organizations are far more interested in establishing sales Dialogue conversations between buyers
and sellers that occur as
a productive dialogue with customers than in simply Sales dialogue refers salespeople attempt to initiate,
pitching products that customers may or may not want to the series of conver- develop, and enhance customer
or need. In our highly competitive world, professional relationships. Sales dialogue should
sations between buyers
be customer-focused and have a
buyers have little tolerance for aggressive, pushy and sellers that take place clear purpose.
salespeople. over time in an attempt to
Goodluz/Shutterstock.com
Selling in Action them mentality,” competitiveness, egos, finger-pointing, and “it’s not
my job” attitudes. To build team consensus, it is important to involve
The importance of Teamwork in sales sales and service personnel in the decision-making process. By doing
so, all team members will recognize their ownership in the final
Christine Corelli, a corporate trainer whose clients include Honda, Century decision, solution, or idea. Individual ownership in team decisions
21, Pepsi, and Caterpillar, addresses the importance of teamwork in sales: leads to a stronger commitment to the decided line of action. Ms.
Today’s customers are more service-savvy than ever. Sales and Corelli stresses that maintaining effective teamwork between service
customer service must perform together as a highly effective team and sales personnel is an ongoing process that constantly seeks
working toward the same goal—increasing sales and developing a improvement. Service flaws must be identified and eliminated.
reputation for superior customer service. Anything less can quickly She believes that salespeople should share what they hear in the
send customers to your competitors. Working toward a common field, and likewise, that customer service needs to keep salespeople
goal requires open communication, a sense of camaraderie, and well informed. Perhaps most importantly, both sales and service
trust that everyone will do their part to please the customer. To personnel must be fully dedicated to excellent customer experiences.
achieve effective teamwork, it is important to discuss the obstacles
Source: “Aligning Your Sales and Service Team for Results Through Teamwork,” from www
to teamwork, including, territorialism, fear of conflict, an “us versus .christinespeaks.com, (May 5, 2015).
build relationships. The purposes of these conversations As you can see, sales dialogue is far more than idle chit-
are to: chat. The business conversations that constitute the dialogue
● Determine if a prospective customer should be targeted are customer-focused and have a clear purpose; otherwise,
for further sales attention. there would be a high probability of wasting both the cus-
● Clarify the prospective customer’s situation and buying tomer’s and the salesperson’s time, which no one can afford
processes. in today’s business environment. Whether the sales dialogue
features a question-and-answer format, a conversation
● Discover the prospective customer’s unique needs
and requirements. dominated by the buyer conveying information and require-
ments, or a formal sales presentation in which the salesper-
● Determine the prospective customer’s strategic priorities.
son responds to buyer feedback throughout, the key idea is
● Communicate how the sales organization can create that both parties participate in and benefit from the process.
and deliver customer value.
Throughout this course, you will learn about new
● Negotiate a business deal and earn a commitment from technologies and techniques that have contributed to the
the customer. evolution of the practice of personal selling. This chapter
● Make the customer aware of additional opportunities provides an overview of personal selling, affording insight
to increase the value received. into the operating rationale of today’s salespeople and sales
● Assess sales organization and salesperson performance so managers. It also describes different approaches to per-
that customer value is continuously improved. sonal selling and presents the sales process as a series of
knowledge base that has been developed by academics,
corporate trainers and executives, and professional organi-
zations. Second, sales meets the criterion of making a sig-
nificant contribution to society, which is discussed in the
next section of this chapter. Third, through professional or-
ganizations such as the Strategic Account Management As-
sociation (SAMA) and through a common sales vocabulary
Pressmaster/Shutterstock.com
such as that found in textbooks and training materials, sales
meets the professional criteria of having a defined culture
and organization of colleagues. Fourth, sales does have a
unique set of professional skills, although these skills vary
depending on the specific nature of a given sales position.
Two areas in the study indicated that sales needs addi-
Successful salespeople must be able to
tional progress to be viewed as a profession on a par with law,
make sales calls and build relationships
medicine, and other long-recognized professions. The first
at the same time. area has to do with how much autonomy salespeople have
to make decisions and the amount of public trust granted to
salespeople. Whereas many business-to-business salespeo-
Customers want to be heard ple have considerable decision-making autonomy, others
have very little. Public trust could be improved by a widely
loud and clear when expressing accepted certification program such as the Certified Public
Accountant (CPA) designation for accountants. At present,
what they want from suppliers however, very few salespeople have professional certifica-
and salespeople. tion credentials. Although many salespeople do have con-
siderable autonomy, public trust in certification programs is
modest; thus, the results are mixed as to whether the sales
interrelated steps. The chapter concludes with a discus-
profession meets this professional criterion.
sion of several important aspects of sales careers, including
The final area where sales needs to improve is ad-
types of selling jobs and characteristics and skills needed
herence to a uniform ethical code. Many companies have
for sales success. In the highly competitive, complex in-
employee codes of conduct and some professional orga-
ternational business community, personal selling and sales
nizations have ethical codes for salespeople, but there is
management have never played more critical roles.
no universal code of ethics with a mechanism for dealing
with violators. Until such a code is developed and widely
1-3 eVoluTion of accepted in business, some members of society will not
Professional selling view sales as a true profession.

Whether or not sales is viewed as a true profession
comparable to law and medicine, salespeople can ben-
For the past several decades, there has been a steady efit tremendously by embracing high ethical standards,
increase in the complexity of the business world, the participating in professional organizations, and working
level of competitive activity, and buyer expectations. from a continually evolving knowledge base. In so doing,
These developments have driven an increased focus they will not only be more effective but also they will
on sales professionalism by the most progressive help advance sales as a true profession.
sales organizations. Sales professionalism requires a Future evolution is inevitable as tomorrow’s profes-
customer-oriented sales approach that uses truthful, sional salesperson responds to a more complex, dynamic
nonmanipulative tactics to satisfy the long-term needs of environment. Also, increased sophistication of buyers and
both the customer and the selling firm. of new technologies will
In examining the status of sales as a true profession, demand more from the sales professionalism A
one study found that sales meets four of the six criteria next generation of sales- customer-oriented approach that
that define professions, and that progress is still needed people. Exhibit 1.2 sum- uses truthful, nonmanipulative tactics
to satisfy the long-term needs of both
on the other two dimensions.2 This study concluded that marizes some of the likely the customer and the selling firm.
sales meets the criterion of operating from a substantial events of the future.3
1-4 ConTriBuTions of
Personal selling
As mentioned earlier in this chapter, more money is spent on
personal selling than on any other form of marketing com-
munications. Salespeople are usually well compensated,
Sales Momentum
and salesforces of major companies often number in the
thousands. For example, Xerox has 15,000 salespeople,
Johnson & Johnson has 8,500, and Coca-Cola has 9,130.4
Sales is becoming more professional, as We now take a look at how this investment is justified
indicated by a growing number of publications by reviewing the contributions of personal selling to society
and a market for web-sites with professional in general, to the employing firm, and to customers.
development materials and reviews.
1-4a salespeople and society
Salespeople contribute to their nations’ economic growth
As noted in Exhibit 1.2, salespeople are using more
in two basic ways. They stimulate economic transactions
technological tools and processes to improve sales pro-
and further the diffusion of innovation.
ductivity. For a discussion on how salespeople are using
LinkedIn in selling, see SaleSpeople aS economic Stimuli Sales-
economic stimuli Something “Technology in Sales: Us- people are expected to stimulate action in the busi-
that stimulates or incites activity in
the economy.
ing LinkedIn to Improve ness world—hence the term economic stimuli. In
Sales Productivity.” a fluctuating economy, salespeople make invaluable
accounts. I spend about three hours a day on LinkedIn to develop

new business. I recommend that salespeople constantly assess their
contacts on LinkedIn and cultivate contacts in your specific business
sector. As you develop your connections, LinkedIn is a great way to
organize individuals within specific companies. I deal with some
large multinational companies, so there can be numerous people
involved in making purchase decisions. I can learn a lot about these
people and how they fit into the purchase decision process. When I
make initial contact with these people, my familiarity with them and
their information needs shows that I have done my homework and
that I care about their specific requirements. I integrate information
Technology in Sales from LinkedIn with our customer relationship management software
so I can easily see work experience, education, and shared contacts
using linkedin to improve sales Productivity I have with prospective and current customers. Finally, it is critical
that you keep your LinkedIn profile up to date, and establish links to
Anna Bratton is a Strategic Accounts Business Development Twitter and Facebook. You know that customers will be looking at
Executive with Salesforce.com, a leading sales technology company. you on social media, and making a good first impression is critical in
She offers her advice on how to use LinkedIn, a social networking today’s complex business world.
site used primarily in the business sector, in the sales process.
Salespeople are increasingly using LinkedIn to find prospective Source: Anna Bratton, “Ten Tips for Using LinkedIn for Sales Prospecting,” posted on the Salesforce
.com website at http://www.salesforce.com/uk/socialsuccess/social-sales/10-tips-for-using-linked
customers and stay current on new developments with existing -in-sales-prospecting/, accessed May 26, 2015.
Exhibit 1.2
Continued evolution of Personal selling
Change Salesforce Response
Intensified competition More emphasis on developing and maintaining trust-based, long-

term customer relationships
More focus on creating and delivering customer value
More emphasis on improving sales Increased use of technology (e.g., mobile devices such as tablets and
productivity smartphones connected to the company’s sales support content;
customer relationship management software)
Increased use of lower-cost-per-contact methods (e.g., social media
such as LinkedIn and Twitter to generate leads and maintain contact
with customers; telemarketing and email for some customers)
More emphasis on profitability (e.g., gross margin) objectives
Fragmentation of traditional Sales specialists for specific customer types
customer bases Multiple sales channels (e.g., major accounts programs, telemarketing,
electronic networks)
Globalization of sales efforts
Customers dictating quality Team selling
standards and inventory/shipping Salesforce compensation sometimes based on customer satisfaction
procedures to be met by vendors and team performance
More emphasis on sales dialogues rather than sales pitches
Demand for in-depth, specialized Team selling
knowledge as an input to purchase More emphasis on customer-oriented sales training
decisions
contributions by assisting in recovery cycles and by potential customers. Sometimes those customers ulti-
helping to sustain periods of relative prosperity. As mately purchase the new product from a lower-cost out-
the world economic system deals with issues such as let; nonetheless, the information provided by the original
increased globalization of business, more emphasis on well-informed salesperson contributes critically to the
customer satisfaction, and building competitiveness adoption of the innovation and more widespread popu-
through quality improvement programs, it is expected larity of the new product. The role of salespeople in the
that salespeople will be recognized as a key force in ex- diffusion of industrial products and services is particu-
ecuting the appropriate strategies and tactics necessary larly crucial. Imagine trying to purchase a companywide
for survival and growth. computer system without the assistance of a competent
salesperson or sales team!
SaleSpeople and diffuSion of innovation While acting as an agent of innovation, the salesper-
Salespeople play a critical role in the diffusion of son invariably encounters a strong resistance to change in
innovation, the process whereby new products, the latter stages of the diffusion process. The status quo
services, and ideas are distributed to the members of seems to be extremely
society. Consumers who are likely to be early adopters satisfactory to many par- diffusion of innovation The
of an innovation often rely on salespeople as a primary ties, even though, in process whereby new products,
services, and ideas are distributed to
source of information. Frequently, well-informed, the long run, change is the members of society.
specialized salespeople provide useful information to necessary for continued
progress or survival. By encouraging the adoption of in- gather customer feedback. For example, retailers and
novative products and services, salespeople may indeed service providers routinely use Facebook to solicit cus-
be making a positive contribution to society. tomer feedback. In the business-to-business sector, buy-
ers are increasingly sharing their opinions, identifying
1-4b salespeople and The employing firm problems, and asking for vendor recommendations via
Twitter and LinkedIn. Customer relationship manage-
Because salespeople are in direct contact with the ment programs such as Chatter by Salesforce.com are
all-important customer, they can make valuable contri- incorporating social media to improve collaboration be-
butions to their employers. Salespeople contribute to tween customers and the sales organization.
their firms as revenue producers, as sources of market Some would argue that salespeople are not trained
research and feedback, and as candidates for manage- as market researchers, or that salespeople’s time could
ment positions. be better used than in research and feedback activi-
SaleSpeople aS Revenue pRoduceRS Sales- ties. Many firms, however, refute this argument by find-
people occupy the somewhat unique role of revenue ing numerous ways to capitalize on the salesforce as a
producers in their firms. Consequently, they usu- reservoir of ideas. It is not an exaggeration to say that
ally feel the brunt of that many firms have concluded
pressure along with the that they cannot afford to
360b/Shutterstock.com
management of the firm. operate in the absence of
Although accountants and salesforce feedback and
financial staff are concerned with profitability in bottom- research.
line terms, salespeople are constantly reminded of their
responsibility to achieve a healthy “top line” on the SaleSpeople aS futuRe manageRS In recent
profit and loss statement. This should not suggest that years, marketing and sales personnel have been in strong
salespeople are concerned only with sales revenue and demand for upper management positions. Recognizing
not with overall profitability. Indeed, salespeople are the need for a top management trained in sales, many
increasingly responsible for improving profitability, not firms use the sales job as an entry-level position that
only by producing sales revenues but also by improving provides a foundation for future assignments. As pro-
the productivity of their actions. gressive firms continue to emphasize customer orienta-
tion as a basic operating concept, it is only natural that
maRket ReSeaRch and feedback Because sales-
salespeople who have learned how to meet customer
people spend so much time in direct contact with their
needs will be good candidates for
customers, it is only logical that
management jobs.
they would play an important role
in market research and in provid- Along with the
ing feedback to their firms. For ex-
management of a firm, 1-4c salespeople
ample, Xerox uses a system called
and The Customer
SCOOP to store customer infor-
mation gathered by the salesforce.
salespeople occupy the Given the increasing importance
This information fully describes somewhat unique role of building trust with customers
each sales territory in terms of Xe- and an emphasis on establish-
rox and competitive products cur- of revenue producers ing and maintaining long-term
rently in use, machine types, age, relationships, it is imperative
and potential replacement dates. in their firms. that salespeople are honest and
Marketing executives use this in- candid with customers. Sales-
formation to develop market forecasts and to help de- people must also be able to demonstrate knowledge
velop marketing and sales strategies for various customer of their products and services, especially as they
segments.5 compare competitive offerings. Customers also ex-
The emergence of pect salespeople to be knowledgeable about market
revenue producers A role communications technol- opportunities and relevant business trends that may
fulfilled by salespeople that brings ogies gives salespeople affect a customer’s business. There has been a long-
in revenue or income to a firm
or company.
and their organizations standing expectation that salespeople need to be the
more opportunities to key contact for the buyer, who expects that they will
10
coordinate activities within the selling firm to deliver
maximum value to the customer.
As salespeople serve
their customers, they
Kevin_Hsieh/Shutterstock.com
simultaneously serve their
employers and society.
The overall conclusion is that buyers expect
salespeople to contribute to the success of the buyer’s firm. Individuals that figure out that all
Buyers value the information furnished by salespeople, customers are different and can adapt,
and they expect salespeople to act in a highly professional will be the most successful.
manner. See “An Ethical Dilemma” for a scenario in which
the salesperson must think about where to draw the line in
sharing information with customers.
encounter unique sales situations and customers. This
As salespeople serve their customers, they simulta-
is referred to as adaptive selling. Because salespeo-
neously serve their employers and society. When these
ple often encounter buyers with different personali-
parties’ interests conflict, the salesperson can be caught
ties, communications styles, needs, and goals, adaptive
in the middle. By learning to resolve these conflicts as
selling is an important concept. Adaptive selling is
a routine part of their jobs, salespeople further contrib-
prevalent with the need satisfaction, problem-solving,
ute to developing a business system based on progress
and consultative approaches. It is less prevalent with
through problem solving. Sales ethics will be discussed
mental states selling and essentially nonexistent with
in detail in Chapter 2.
stimulus-response selling.
stimulus response selling

1-5 alTernaTiVe Personal 1-5a
selling aPProaChes Of the five views of per-

sonal selling, stimulus
adaptive selling The ability
of salespeople to alter their sales
response selling is the messages and behaviors during
In this section, we take a closer look at alternative ap- simplest. The theoreti- a sales presentation or as they
proaches to personal selling that professionals may choose cal background for this encounter different sales situations
and different customers.
from to best interact with their customers. Some of these approach originated in
approaches are simple. Other approaches are more so- early experiments with stimulus response selling
phisticated and require that the salesperson play a strate- animal behavior. The key An approach to selling where the
key idea is that various stimuli can
gic role to use them successfully. Five basic approaches idea is that various stim-
elicit predictable responses from
to personal selling have been in use for decades: stimulus uli can elicit predictable customers. Salespeople furnish the
response, mental states, need satisfaction, problem solv- responses. Salespeople stimuli from a repertoire of words
ing, and consultative selling.6 All five approaches to sell- furnish the stimuli from and actions designed to produce the
desired response.
ing are practiced today. Furthermore, many salespeople a repertoire of words
use elements of more than one approach in their own and actions designed to continued affirmation
hybrids of personal selling. produce the desired re- An example of stimulus response
selling in which a series of questions
Recall from earlier in the chapter that personal sponse. This approach
or statements furnished by the
selling differs from other forms of marketing commu- to selling is illustrated in salesperson is designed to condition
nications because it is a personal communication deliv- Figure 1.1. the prospective buyer to answering
ered by employees or agents of the sales organization. An example of the “yes” time after time, until, it is
Because the personal element is present, salespeople stimulus response view hoped, he or she will be inclined
to say “yes” to the entire sales
have the opportunity to alter their sales messages of selling would be proposition.
and behaviors during a sales presentation or as they continued affirmation,
Fig. 1.1 StimuluS ReSPOnSe APPROAch tO Selling
Salesperson
Provides Stimuli: Buyer
Responses
Statements Continue
Sought:
Questions Process Until
Favorable Purchase
Actions
Reactions and Decision
Audio/Visual Aids
Eventual Purchase
Demonstrations
The salesperson attempts to gain favorable responses from the customer by providing stimuli, or cues, to influence the buyer.
After the customer has been properly conditioned, the salesperson tries to secure a positive purchase decision.
presentation, have some advantages for the seller. The

sales message can be structured in a logical order. Ques-
tions and objections from the buyer can usually be antici-
pated and addressed before they are magnified during
buyer–seller interaction. Inexperienced salespeople can
rely on stimulus response sales methods in some settings,
and this may eventually contribute to sales expertise.
The limitations of stimulus response methods, how-
ever, can be severe, especially if the salesperson is deal-
Opolja/Shutterstock.com
ing with a professional buyer. Most buyers like to take an

active role in sales dialogue, and the stimulus response
approach calls for the salesperson to dominate the flow
of conversation. The lack of flexibility in this approach is
also a disadvantage, as buyer responses and unforeseen
Telemarketing sales representatives use interruptions may neutralize or damage the effectiveness
stimulus response selling, relying on of the stimuli.
comprehensive scripts that are read or Considering the net effects of this method’s advan-
delivered from memory. tages and disadvantages, it appears most suitable for
relatively unimportant purchase decisions, when time
is severely constrained and when professional buyers
a method in which a series of questions or statements are not the prospects. As consumers in general become
furnished by the salesperson is designed to condition the more sophisticated, this approach will become more
prospective buyer to answering “yes” time after time, problematic.
until, it is hoped, he or
mental states selling An she will be inclined to say
approach to personal selling that “yes” to the entire sales
1-5b Mental states selling
assumes that the buying process for Mental states selling, or the formula approach to
proposition. This method
most buyers is essentially identical
and that buyers can be led through is often used by telemar- personal selling, assumes that the buying process for
certain mental states, or steps, in keting personnel, who most buyers is essentially identical and that buyers can
the buying process; also called the rely on comprehensive be led through certain mental states, or steps, in the
formula approach. sales scripts read or deliv- buying process. These mental states are typically re-
AIDA An acronym for the various ered from memory. ferred to as AIDA (attention, interest, desire, and ac-
mental states the salesperson must Stimulus response tion). Appropriate sales messages provide a transition
lead customers through when using sales strategies, particu- from one mental state to the next. The mental states
mental states selling: attention,
interest, desire, and action. larly when implemented method is illustrated in Exhibit 1.3. Note that this ver-
with a canned sales sion includes “conviction” as an intermediate stage
12
Exhibit 1.3
Mental states View of selling
Buyer’s Mental State Common Sales Tactics
Attention Build rapport with the prospect, ask questions to generate excitement for the
sales offering
Interest Discover buyer needs; uncover purchase decision process; gain precommitment
to consider purchase of seller’s product
Desire Build a sense of urgency; demonstrate the product; persuade the buyer to try the
product, e.g. a test drive or hands-on involvement with the product
Action Overcome buyer resistance and make the sale; multiple attempts to close the sale
are sometimes used
between interest and desire. Such minor variations are confusing, and even counterproductive to sales effec-
commonplace in different renditions of this approach tiveness. We should also note that this method is not
to selling. customer oriented. Although the salesperson tailors the
As with stimulus response selling, the mental states presentation to each customer somewhat, this is done
approach relies on a highly structured sales presentation. by noting customer mental states rather than needs.
The salesperson does most of the talking, as feedback See “An Ethical Dilemma” for a situation in which the
from the prospect could be disruptive to the flow of the salesperson is contemplating the movement of the pros-
presentation. pect into the “action” stage.
A positive feature of this method is that it forces the
salesperson to plan the sales presentation prior to calling
on the customer. It also helps the salesperson recognize
1-5c need satisfaction selling
that timing is an important element in the purchase de- Need satisfaction selling is based on the notion that
cision process and that careful listening is necessary to the customer is buying to satisfy a particular need or set
determine which stage the buyer is in at any given point. of needs. This approach is shown in Figure 1.2. It is the
A problem with the mental states method is that it is salesperson’s task to iden-
difficult to determine which state a prospect is in. Some- tify the need to be met, need satisfaction
times a prospect is spanning two mental states or mov- then to help the buyer selling An approach to selling
ing back and forth between two states during the sales meet the need. Unlike the based on the notion that the
customer is buying to satisfy a
presentation. Consequently, the heavy guidance struc- mental states and stimu- particular need or set of needs.
ture the salesperson implements may be inappropriate, lus response methods,
Fig. 1.2 need SAtiSFActiOn APPROAch tO Selling

Uncover and Continue Selling
to Satisfy Buyer Until Purchase
Needs Needs Decision
The salesperson attempts to uncover customer needs that are related to the product or service offering. This may require
extensive questioning in the early stages of the sales process. After confirming the buyer’s needs, the salesperson proceeds
with a presentation based on how the offering can meet those needs.
An Ethical Dilemma
Courtney Jacobs sells corporate sponsorship packages What should Courtney do?
for the Bellview Blasters, a minor league hockey team a) Be a loyal employee and
in New England. The packages include advertising in follow her manager’s
game programs throughout the season, signage in the directive.
arena, and a block of season tickets. The packages range b) Try to convince her
in price from $5,000 to $10,000, depending on the size manager that a customer-
of the ads and signs, and how many season tickets oriented approach will be
Svetlana Chebanova/Shutterstock.com
are included. Courtney’s sales manager is pushing the best over the long run.
salesforce to sell as many $10,000 packages as possible. c) Tell her manager that
Courtney tries to match the sponsorship package to she will try to sell more
the budget and needs of each potential customer $10,000 packages, but
rather than pushing the $10,000 packages. Her sales continue her current
manager is not happy and told Courtney, “You need to sales approach.
get with the program and max your sales of the $10,000
packages. This is a good deal for sponsors. What’s the
matter—don’t you believe in your product?”
this method focuses on the customer rather than on the persuasive part of the sales message without adequate
salesperson. The salesperson uses a questioning, probing attention to the buyer’s needs.
tactic to uncover important buyer needs. Customer re-
sponses dominate the early portion of the sales interac-
tion, and only after relevant needs have been established
1-5d Problem-solving selling
does the salesperson begin to relate how his or her offer- Problem-solving selling is an extension of need sat-
ing can satisfy these needs. isfaction selling. It goes beyond identifying needs to de-
Customers seem to appreciate this selling method veloping alternative solutions for satisfying these needs.
and are often willing to spend considerable time in The problem-solving approach to selling is depicted in
preliminary meetings to define needs prior to a sales Figure 1.3. Sometimes even competitors’ offerings are
presentation or written included as alternatives in the purchase decision.
problem-solving selling An sales proposal. Also, this The problem-solving approach typically requires
extension of need satisfaction selling method avoids the de- educating the customer about the full impact of the ex-
that goes beyond identifying needs fensiveness that arises in isting problem and clearly communicating how the solu-
to developing alternative solutions
for satisfying these needs.
some prospects when a tion delivers significant customer value. This is true in
salesperson rushes to the cases where the customer does not perceive a problem
Fig. 1.3 PROblem-SOlving APPROAch tO Selling

Generate Evaluate Continue
Problem Alternative Alternative Selling Until
Solutions Solutions Purchase Decision
The salesperson defines a customer problem that may be solved by various alternatives. Then an offering is made that
represents at least one of these alternatives. All alternatives are carefully evaluated before a purchase decision is made.
14
or even when the solution seems to be an obviously ben- usage of consultative selling in recent years. He says that
eficial course of action for the buyer. According to The consultative selling requires knowledge of the custom-
Brooks Group, a leading sales training firm, problem- er’s strategic priorities and how the customer can pursue
solving selling is not so much about convincing someone those priorities as they make major purchase decisions.
to buy, but rather it is about offering a logical solution to Salespeople must determine exact customer needs and
a problem faced by the client. Of course, the salesperson the varying information needs of multiple individuals on
is trying to make the sale as soon as possible, but first they the buying side. For example, a company that is consid-
must learn exactly what the problem is and determine ering a fleet purchase of company automobiles may want
the best solution from the customer’s perspective.7 To be to focus on maintaining a given quality level while si-
successful in problem-solution selling, salespeople must multaneously working toward a corporate priority of re-
be able to get the buyer to agree that a problem exists ducing travel costs. The consultative salesperson in this
and that solving it is worth the time and effort required. scenario must be able to address the needs of all of the
The problem-solving approach to selling can take a individuals who influence the purchase decision, while
lot of time. In some cases, the selling company cannot clearly addressing the corporate cost-cutting priority.9
afford this much time with each prospective customer.
In other cases, the customers may be unwilling to spend
The TrusT-BaseD
the time. Insurance salespeople, for example, report this
customer response. The problem-solving approach ap- 1-6
pears to be most successful in technical industrial sales
situations, in which the parties involved are usually ori-
sales ProCess
ented toward scientific reasoning and processes and thus
find this approach to sales amenable. The nonselling activities consultative selling The
on which most salespeo- process of helping customers reach
ple spend a majority of their strategic goals by using the
1-5e Consultative selling their time are essential products, services, and expertise
of the sales organization.
Consultative selling is the process of helping cus- for the successful execu-
tomers reach their strategic goals by using the products, tion of the most important strategic orchestrator
services, and expertise of the sales organization.8 Notice part of the salesperson’s A role the salesperson plays in
consultative selling where he or
that this method focuses on achieving strategic goals of job: the sales process.
she arranges the use of the sales
customers, not just meeting needs or solving problems. The sales process has tra- organization’s resources in an effort
Salespeople confirm their customers’ strategic goals, ditionally been described to satisfy the customer.
and then work collaboratively with customers to achieve as a series of interrelated
business consultant A role
those goals. steps beginning with lo- the salesperson plays in consultative
In consultative selling, salespeople fulfill three pri- cating qualified prospec- selling where he or she uses internal
mary roles: strategic orchestrator, business consultant, tive customers. From and external (outside the sales
organization) sources to become an
and long-term ally. As a strategic orchestrator, the there, the salesperson
expert on the customer’s business.
salesperson arranges the use of the sales organization’s plans the sales presenta- This role also involves educating
resources in an effort to satisfy the customer. This usu- tion, makes an appoint- customers on the sales firm’s
ally calls for involving other individuals in the sales or- ment to see the customer, products and how these products
compare with competitive offerings.
ganization. For example, the salesperson may need completes the sale,
expert advice from production or logistics personnel to and performs postsale long-term ally A role the
address a customer problem or opportunity fully. In the activities. salesperson plays in consultative
selling where he or she supports the
business consultant role, the salesperson uses inter- As you should recall
customer, even when an immediate
nal and external (outside the sales organization) sources from the earlier discus- sale is not expected.
to become an expert on the customer’s business. This sion of the continued
role also includes an educational element—that is, sales- evolution of personal sell- sales process A series of
interrelated steps beginning with
people educate their customers on products they offer ing (refer to Exhibit 1.1), locating qualified prospective
and how these products compare with competitive offer- the sales process is in- customers. From there, the
ings. As a long-term ally, the salesperson supports the creasingly being viewed salesperson plans the sales
customer, even when an immediate sale is not expected. as a relationship manage- presentation, makes an appointment
to see the customer, completes the
Terrence Hockenbull, an accomplished sales con- ment process, as depicted sale, and performs postsale activities.
sultant in the Philippines, has observed the increased in Figure 1.4.
Fig. 1.4 tRuSt-bASed SAleS PROceSS
Selling Foundations
Trust and Ethics Initiating Customer Developing Customer Enhancing Customer
Understanding Relationships Relationships Relationships
Buyers
Strategic prospecting Engaging prospects and Building value through
Communications
Assessing the prospect’s customers through postsale follow-up
Skills
situation sales dialogue and Assessing value and
Discovering prospect’s presentations relationship performance
Selling Strategy needs Co-creating and Creating new value
Based on Customer Planning value-based sales validating customer opportunities
Needs and Value dialogue and value Increasing customer value
presentations Earning customer through self-leadership and
Sales Territory
commitment teamwork
Each Customer
Each Sales Call
Understanding Creating and Delivering and

Customer Communicating Increasing
Value Customer Value Customer Value
The three major phases of the sales process are initiating, developing, and enhancing customer relationships. Salespeople
must possess certain attributes to earn the trust of their customers and be able to adapt their selling strategies to different
situations. Throughout the sales process, salespeople should focus on customer value, first by understanding what it is, then
by working with customers to create value, communicate value, and continually increase customer value.
In this conceptualization of the sales process, salespeo- honest, and dependable. They must also be competent
ple strive to attain lasting relationships with their customers. and able to display an appropriate level of expertise to their
The basis for such relationships may vary, but the element customers. Finally, the trust-building process is facilitated if
of trust between the customer and the salesperson is an salespeople are compatible with their customers; that is, if
essential part of enduring relationships. To earn the trust they get along and work well with each other.10 These attri-
of customers, salespeople should be customer oriented, butes are reflected by Jordan Lynch, a Workforce Manage-
ment Consultant with ADP in Denver, Colorado:
The key to having productive relationships with
your customers is genuine trust. From day one, I
work to earn the customer’s trust by consistently
doing what I say I will do. This means that I must
be realistic and not overpromise in terms of what
we can do for our customers. It is important to
show the customer that you truly care about their
Martin Good/Shutterstock.com
success, and of course, basic honesty is essential.

Customers expect me to be an expert in our field,
and to get answers quickly if I need to call in other
experts to suit the customer’s needs. I want to do
business with trustworthy people, and I firmly
In consultative selling, the salesperson believe that my customers feel the same way.11
is a lot like an orchestra conductor. The Another important element of achieving sound rela-
salesperson must involve all parts of tionships with customers is to recognize that individual
customers and their particular needs must be addressed
the selling firm.
with appropriate selling strategies and tactics. In selling,
16
Another random document with
no related content on Scribd:
Slowly, he pieced it together, mortified to find himself annoyed when
Marthe interrupted with constant questions about his Berlin and
especially about his equipment.
And, pieced together, it still refused to seem logical.
How could anyone believe that Goering, in the face of all good
sense, would turn the Luftwaffe from destroying the R.A.F. bases to
a ridiculous attack on English cities? How could anyone believe that
German electronics scientists could persistently refuse to believe
ultra-shortwave radar was practical—refuse to believe it even when
the Allied hunter planes were finding surfaced submarines at night
with terrible accuracy?
What kind of nightmare world was this, with Germany divided and
the Russians in control of Europe, in control of Asia, reaching for the
Middle East that no Russian, not even the dreaming czars, had
seriously expected ever to attain?
"Marthe—we must get out of this place. We must. I will have to
rebuild my machine." It would be incredibly difficult. Working
clandestinely as he must, scraping components together—even now
that the work had been done once, it would take several years.
Professor Kempfer looked inside himself to find the strength he
would need. And it was not there. It simply was gone, used up, burnt
out, eaten out.
"Marthe, you will have to help me. I must take some of your strength.
I will need so many things—identity papers, some kind of work so we
can eat, money to buy equipment...." His voice trailed away. It was
so much, and there was so little time left for him. Yet, somehow, they
must do it.
A hopelessness, a feeling of inevitable defeat, came over him. It was
this world. It was poisoning him.
Marthe's hand touched his brow. "Hush, Jochim. Go to sleep. Don't
worry. Everything is all right, now. My poor Jochim, how terrible you
look! But everything will be all right. I must go back to work, now. I
am hours late already. I will come back as soon as I can. Go to
sleep, Jochim."
He let his breath out in a long, tired sigh. He reached up and touched
her hand. "Marthe...."
He awoke to Marthe's soft urging. Before he opened his eyes he had

taken her hand from his shoulder and clasped it tightly. Marthe let
the contact linger for a moment, then broke it gently.
"Jochim—my superior at the Ministry is here to see you."
He opened his eyes and sat up. "Who?"
"Colonel Lubintsev, from the People's Government Ministerium,
where I work. He would like to speak to you." She touched him
reassuringly. "Don't worry. It's all right. I spoke to him—I explained.
He's not here to arrest you. He's waiting in the other room."
He looked at Marthe dumbly. "I—I must get dressed," he managed to
say after a while.
"No—no, he wants you to stay in bed. He knows you're exhausted.
He asked me to assure you it would be all right. Rest in bed. I'll get
him."
Professor Kempfer sank back. He looked unseeingly up at the ceiling
until he heard the sound of a chair being drawn up beside him, and
then he slowly turned his head.
Colonel Lubintsev was a stocky, ruddy-faced man with gray bristles
on his scalp. He had an astonishingly boyish smile. "Doctor
Professor Kempfer, I am honored to meet you," he said. "Lubinsev,
Colonel, assigned as advisor to the People's Government
Ministerium." He extended his hand gravely, and Professor Kempfer
shook it with a conscious effort.
"I am pleased to make your acquaintance," Professor Kempfer
mumbled.
"Not at all, Doctor Professor. Not at all. Do you mind if I smoke?"
"Please." He watched the colonel touch a lighter to a long cigarette
while Marthe quickly found a saucer for an ashtray. The colonel
nodded his thanks to Marthe, puffed on the cigarette, and addressed
himself to Professor Kempfer while Marthe sat down on a chair
against the far wall.
"I have inspected your dossier," Colonel Lubintsev said. "That is,"
with a smile, "our dossier on your late counterpart. I see you fit the
photographs as well as could be expected. We will have to make a
further identification, of course, but I rather think that will be a
formality." He smiled again. "I am fully prepared to accept your story.
It is too fantastic not to be true. Of course, sometimes foreign agents
choose their cover stories with that idea in mind, but not in this case,
I think. If what has happened to you could happen to any man, our
dossier indicates Jochim Kempfer might well be that man." Again,
the smile. "In any counterpart."
"You have a dossier," Professor Kempfer said.
Colonel Lubintsev's eyebrows went up in a pleased grin. "Oh, yes.
When we liberated your nation, we knew exactly what scientists
were deserving of our assistance in their work, and where to find
them. We had laboratories, project agendas, living quarters—
everything!—all ready for them. But I must admit, we did not think we
would ever be able to accommodate you."
"But now you can."
"Yes!" Once more, Colonel Lubintsev smiled like a little boy with
great fun in store. "The possibilities of your device are as infinite as
the universe! Think of the enormous help to the people of your
nation, for example, if they could draw on machine tools and
equipment from such alternate places as the one you have just left."
Colonel Lubintsev waved his cigarette. "Or if, when the Americans
attack us, we can transport bombs from a world where the revolution
is an accomplished fact, and have them appear in North America in
this."
Professor Kempfer sat up in bed. "Marthe! Marthe, why have you
done this to me?"
"Hush, Jochim," she said. "Please. Don't tire yourself. I have done
nothing to you. You will have care, now. We will be able to live
together in a nice villa, and you will be able to work, and we will be
together."
"Marthe—"
She shook her head, her lips pursed primly. "Please, Jochim. Times
have changed a great deal, here. I explained to the Colonel that your
head was probably still full of the old Nazi propaganda. He
understands. You will learn to see it for what it was. And you will help
put the Americans back in their place." Her eyes filled suddenly with
tears. "All the years I went to visit your grave as often as I could. All
the years I paid for flowers, and all the nights I cried for you."
"But I am here, Marthe! I am here! I am not dead."
"Jochim, Jochim," she said gently. "Am I to have had all my grief for
nothing?"
"I have brought a technical expert with me," Colonel Lubintsev went
on as though nothing had happened. "If you will tell him what
facilities you will need, we can begin preliminary work immediately."
He rose to his feet. "I will send him in. I myself must be going." He
put out his cigarette, and extended his hand. "I have been honored,
Doctor Professor Kempfer."
"Yes," Professor Kempfer whispered. "Yes. Honored." He raised his
hand, pushed it toward the colonel's, but could not hold it up long
enough to reach. It fell back to the coverlet, woodenly, and Professor
Kempfer could not find the strength to move it. "Goodbye."
He heard the colonel walk out with a few murmured words for
Marthe. He was quite tired, and he heard only a sort of hum.
He turned his head when the technical expert came in. The man was
all eagerness, all enthusiasm:
"Jochim! This is amazing! Perhaps I should introduce myself—I
worked with your counterpart during the war—we were quite good
friends—I am Georg Tanzler. Jochim! How are you!"
Professor Kempfer looked up. His lips twisted. "I think I am going
away again, Georg," he whispered.
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