Session 8 Personal Selling - Student Read

Trust-based Relationship Selling
Presented by: Prof Joydeep Biswas
Sales and Distribution Management

Personal Selling
The process of initiating,

developing and enhancing
customer value through
‘interpersonal’ interactions between
buyers and sellers
Selling strategy used to meet customer needs and

contribute to the identification, creation,
communication, delivery and enhancement of
customer value by earning customer trust. Focus is
on solving customer problems, providing
opportunities and adding value to the customer’s
business over an extended period.
Attribute Transaction-based Trust-based Relationship

Traditional Selling Selling
Typical Skills Selling skills like making Selling skills:
Required sales presentation Information gathering
Listening and questioning
Strategic problem solving
Creating value-added solutions
Teambuilding and teamwork
Primary focus Salesperson and product The customer

being sold
Desired outcomes Closes sales, order volume Trust, joint planning, mutual
benefits, enhance profits
Attribute Transaction-based Trust-based
Traditional Selling Relationship Selling
Role of sales person Make sales calls and Business consultant and
close sales be a key player in
customer’s business
Nature of communications One-way from Two-way and
with customers salesperson to customers collaborative
Pushing products Strive for dialogue with
customer
Degree of salesperson’s Isolated from customer’s Actively involved in
involvement in customer’s decision-making process customer’s decision-
decision-making process making process
Attribute Transaction-based Trust-based Relationship
Traditional Selling Selling
Knowledge Product knowledge Product knowledge
required Competitive knowledge Competitive knowledge
Identifying opportunities Identifying opportunities
Account strategies Account strategies
Costs
Selling company resources
Industry knowledge and
business insight
Customer’s products,
competitions and customers
Post sale follow up Little or none Continued follow-through to
Move on to next customer • Ensure customer satisfaction
• Keep customer informed
• Add customer value
• Manage opportunities
Selling Foundation: Understanding Customer Value:
• Earning Trust • Strategic Prospecting
• Understanding Sales Roles • Assessing Prospects
• Understanding Buyers • Discovering Needs
• Selling skills • Pre-approach Preparation
• Preparation about self • Planning Sales Presentation
Communicating and Delivering

Increasing Customer Value:
• Post-sale follow-up
Customer Value:
• • Engaging Prospects through
Creating new opportunities
• Assessing Relationship Presentations
• Co-creating Customer Value
Performance regularly
• Earning Customer Commitment
Sales Process – Traditional Model
Selling Foundation Understanding Customer Value
Prospecting Pre-approach
Pre-sale Approaching
Customer before
Preparation Customer
Interview
Follow-up Sales Handling Sales

Action Closing Objections Presentation
Increasing Value Communicating and Delivering Customer Value

Trust-based Sales Process

Customer Value:
Earning Trust
• Expertise
• Dependability
• Integrity
• Customer Orientation
• Compatibility/Likability
• Ethical Behaviour

Customer Value:
Sales Roles – B2B or B2C
• New Business – Sales-growth, intense pressure, high visibility, creative selling
• Pioneers – New products or new customers
• Order-getters (Hunters) – New orders
• Existing Business – reliability and customer convenience
• Order-takers (Farmers)
• Inside Sales (non-retail) – alternative to field sales
• Active or Passive
• Sales Support
• Missionary Salesperson
• Technical Support Salesperson

Customer Value:
Understanding Buyers
Problem/Need Recognition Problem/Need Recognition
Understanding
Customer Value
Information Search Determination of Item Characteristics
Searching of Sources
Proposal Acquisition and Analysis Communicating

and Delivering
Customer Value
Evaluation of Alternatives Proposal Evaluation and Supplier Selection
Purchase Decision Selection of Order Routine
Increasing
Evaluation and Feedback Evaluation and Feedback Customer Value
Consumer Buying Process Business Buying Process
Sales Process
Understanding Buyers
• Types of Purchasing Decisions by Consumers
• Routine decision-making
• Limited decision-making
• Extensive decision-making
• Types of Purchasing Decisions by Businesses

• Straight Rebuys
• Modified Rebuys
• New Tasks
Understanding Buyers – Business
• Concentrated Demand –Large Order-Size
• Derived Demand – Higher Fluctuations
• Varied Needs
• Situational – 18% increase in production required to meet increased sales
• Functional – Equipment to provide effective and efficient increase in

production
• Social – Expansion in production transforms them into top10 in industry
• Psychological – Assurance that seller can complete installation in six weeks
• Knowledge – Understanding new technology used by the select equipment
• Collaborative Buyer-Seller Relationships

Understanding Buyers – Business
• Purchasing Professional – Group Buying Behaviour
• Initiators
• Influencers
• Users
• Deciders
• Purchasers
• Gatekeepers

Customer Value:
Selling Skills Required
• Communication
• Negotiation
• Ability to Handle Rejection
• Persuasion
• Problem-solving attitude
• Reasoning
• Self-motivated
• Initiative-taking
• Adaptability
• Integrity
• Strategic and Organizational skills
• And the list is Never-ending…
Selling Skills – Covered in SDM
Communication
Negotiation
Communication Components
Language
Body Language Para Language

Non-Verbal Communication
• Facial Expression
• Eye Movements
• Placements and Movements of Hands, Arms, Head and Legs
• Body Posture and Orientation
• Distance from other individuals
• Rate of speaking
• Voice Pitch and Frequency
• Intensity and Loudness
Non-Verbal Communication
Message Body Posture Movement of Hands, Facial Expressions
Arms and Legs and Eye Movement
Openness Moving closer Open hands Slight smile
Leaning forward Uncrossed arms and legs Good eye contact
Defensiveness Rigid body Crossed arms and legs Minimal eye contact
Clinched fists Pursed lips
Evaluation Leaning forward Hand on cheek Tilted head
Stroking chin
Nervousness Patterns of rocking Fidgeting with objects Increased eye
Increased leg movements movement
Forced smile
Readiness Sitting forward Legs uncrossed Increased eye
Feet flat on floor contact
Boredom Head in palm Swinging a foot Glancing at watch
Slouching Picking at items Blank stares
Verbal Communication
Types of Questions – based on Information Sought
• Open-ended Questions
• Close-ended Questions
• Dichotomous Questions
Types of Questions – based on Strategic Purpose

• Probing Questions – to penetrate below generalized information
• Evaluative Questions – to confirm and uncover attitudes
• Tactical Questions – Redirect the topic of discussion
• Reactive Questions – Result from the provided information
ADAPT Questioning System

• Assessment
• Discovery
• Activation
• Projection
• Transition
Effective Listening
• Pay Attention – Listen to understand, NOT to reply
• Monitor non-verbals – Assess the buyer’s body language
• Paraphrase and Repeat – Confirm your understanding of what
buyer is saying by paraphrasing and repeating
• Encourage the Buyer to talk – Encourage the flow of information by
giving feedback and move the discussion by asking questions
• Visualize – Maximize your comprehension by visualizing what the
buyer is saying
Communication Lessons Learnt
• L1: Majority of our communication is ‘Devoid’ of words

• L2: Eye Contact is one of the most critical aspect of
communicating through our Body Language
• L3: “How” you say can change the perceived meaning
• L4: Chose your words carefully – very carefully
• L5: Ask ‘Questions’ while communicating
• L6: Ask ‘Right Questions’ while communicating
Communication Lessons Learnt
• L7: Asking ‘Open-ended Questions’ requires practice

• L8: Do NOT ASSUME while Communicating
• L9: ‘Listen’ without ‘pre-judging’
• L10: Listening Actively is very crucial for a good
Communication. You have 2 ears and 1 mouth, use them
in those Proportions
• L11: Our communication is impacted by our Knowledge,
Culture, Feelings, Attitude, Values and Experiences
Selling Skills - Negotiation
Negotiation is the process of evolving

communication to move from
opposition to consensus, manage
conflict and reach agreement.
4 Elements of Principled Negotiation – Fisher and Ury
• Principle 1: Separate the People from the Problem

• Work to deal with emotions and personality issues separately
from the issues at stake. Be fact-oriented not emotional. Example
of Report deadline
• Focus on People: You are irresponsible, you are lazy and I can't count on you
for this report.
• Focus on Problem: When you turn in the numbers at the last minute, I become
very anxious because I need those numbers to finish the final report, and I
don't have them on time.
• Principle 2: Focus on Interests, NOT Positions

• Look beyond such hard-and-fast positions to try to identify
underlying interests— basic needs, wants, and motivations.
Example of Pumpkins
• Focus on Position: Will NOT sell ALL the Pumpkins
• Focus on Interest: Need the seeds for sowing next year
Selling Skills – Negotiation
• Principle 3: Insist on Developing Objective Criteria

• Rely on objective criteria—a fair, independent standard—to settle
differences. The criteria should be based on certain agreed
principles.
• Example of deciding on Restaurant
• Example of dividing Pizza
• Principle 4: Develop options for mutual gain based on

criteria
• Identify wide range of possible options before choosing the best
one. Each option must satisfy interest of both the parties.
• Separate ‘Developing Options’ from ‘Judging Options’ – Brainstorming
• Don’t look for a ‘single answer’ – Ex: Salary negotiation
• Search for mutual gains – Ex: Contract re-negotiation for Player
• Invent ways of making their decision easy
5 Stages of Negotiation
• Stage 1: Preparation and Planning – 90% of the
negotiation happens before you sit down to negotiate
• Gather facts and information (i) yourself (ii) your organization (iii)
other party (Principle 1)
• Envision the Conversation and Understand interests (Principle 2)
• Identify Situation-based Strategy – (i) Collaborating (W-W)
(ii) Competing (W-L) (iii) Accommodating (L-W)
(iv) Compromising (W/L-W/L) (v) Avoiding (L-L)
Negotiation Styles
Negotiation Styles
Negotiation Styles – Contextual Application
• Stage 2: Discuss ground rules by identifying common
criteria and understanding of the situation (Principle 2
and Principle 3)
• Questioning, listening and clarifying
• Record points and make notes
• Develop trust and build rapport
• Stage 3: Clarifying and justifying goals, interests and
viewpoints of both sides (Principle 3)
• Prioritize objectives
• Establish some common goals
• Don’t assume
• Evaluate Best Alternative to Negotiated Agreement (BATNA)
• Assess Zone of Possible Agreement (ZOPA)
• Stage 4: Negotiating and Bargain towards outcome
(Principle 3 and Principle 4)
• Develop options – Multiple Equivalent Offers Simultaneously
(MESO) - Brainstorming Sessions
• Visit the Balcony or Step-to-their-side
• Keep analysing your and other party’s BATNA
Stage 4: Some Tactical Considerations
• Be flexible in your approach
• Remember it is a serial process
• Prefer face-to-face discussions
• Physical seating arrangement is important
• Communication is of essence – listening and questioning
• Always search for trade-offs
• Avoid making the first offer
• Be aware of anchoring bias
Stage 4: Some Tactical Considerations
• Connect with the highest member in organizational hierarchy
• Use silence and time
• Keep emotions in check and keep it light
• Make decisions wherever required
• Have a Problem-solving approach
• Negotiate damages upfront
• Avoid ‘split the difference’ strategy
• Be willing to walk away
Stage 4: Identify the Dirty Tricks!
• Auctioning • Sticks and Stones

• Good cop – Bad cop • Take It or Leave It
• The Well is Dry • Wet Noodle
• Limited Authority • Veiled Threat
• Divide and Rule • Splitting the Difference
• Deadline • Bundling and Bartering
Stage 4: Giving Concessions
• Start with highest possible expectations

• Avoid conceding first
• Do not advertise willingness to concede
• Make concessions in small amounts - if you have to
• Make sure that customer understands the value of concession
• Be prepared to withdraw a concession
• Stage 5: Closure and Implementation
• Continue addressing changing interests
– Include matching rights
• Search for Contingent Agreement and post-settlement
– scenario planning
• Plan implementation
• Always thank – irrespective of the result
• Be ethical, trustworthy and collaborative

Customer Value:
Preparation About Self
• Industry Knowledge – Structure, Market Share, Behaviour,
Environment Knowledge (PEST)
• Company Knowledge
• History, Management, Financial Position, Policies, Technology
• Product – Features, Advantages and Benefits
• Services – Delivery, Inventory, Training, Maintenance, Installation, Guarantee
• Pricing – Discounts, Schemes, Offers, Pricing Policies
• Promotions – Support provided by the company
• Competitor Knowledge
• Selling Techniques
Relationship Selling Selling Foundation Understanding Value Communicating Value Increasing Value


Customer Value:
Customer Life Cycle – Sales Funnel

Strategic Prospecting - Process
Generating Sales Leads

Qualifying Sales Leads
Determining Sales Prospects
Prioritizing Sales Prospects
Remaining Stages…
Sales Funnel
Step 1: Lead Generation

Step 1: Lead Generation – Awareness/Discovery
The process of attracting leads (potential

customers) into a Customer Relationship system
with the hope of nurturing them throughout the sales
cycle to help convince them and convert into a
paying customer.
Lead Generation Sources - Example

• Cold Canvassing
• Referrals – customers, friends and relatives
• Networking
• Centres of Influence
• Non-competing salespeople
• Electronic networking – online search, prospect website, social media, annual
reports, Trade and business press, contact with prospect (e.g. – LinkedIn)
• Company Sources
• Company records, advertising inquiries, telemarketing, trade shows,
seminars
• Commercial Sources – Directories, Lead Management Services

Recording Leads - Examples
• Source of Lead
• Contact Information
• Existing Business with us
• Financial Capability
• Business Category
• Personal Information
Applying Trust-based Relationship Selling

Approach on New Leads - Examples
• Sending a welcome note
• Cold call or cold e-mail
• Educate customer about prospective business problems
• Educating the customer with SIDBI information
• Providing marketing material like blog posts, industry reports etc
• Offer a birthday greeting with promo code
Step 2: Lead Management

Step 2: Lead Management – Qualifying Leads
At this stage Leads understand their problems and

are actively looking for a solution. Sales team
conducts a discovery call to offer how your solution
can help solve their problem.
Qualifying Leads Using Trust-based Relationship

Selling Approach - Example
• Lead Source - Inbound vs Outbound Lead
• Location of the Lead
• Contact Information
• Firm data
• Past interaction
• Number of interactions
• Intensity of Objections
Qualifying Leads – BANT Technique
Process of identifying Potential Customer

Opportunity, from the list of Leads, who have the
ABILITY TO PAY (B) for the products and services
offered by the company, the adequate AUTHORITY
TO BUY (A) it, a NEED (N) to consume it, and TIME
TO PURCHASE (T) it.
Strategic Prospecting – Qualifying

• Leads categorized as
• Cold – A lead that has not specifically shown interest
• Warm – A lead that can be expected to be responsive
• Qualified Prospect – A prospective lead identified as a potential
customer
• Considerations for Qualifying a Prospect - BANT
• Ability to Pay (B - Budget)
• Authority to Purchase (A – Authority)
• Requirement for the Product or Service (N – Need)
• Right Time to Purchase (T – Time)
Strategic Prospecting – Sales Strategy
Sales Strategy
Lead Qualification Selling Approach Type of Relationship

Strategic Prospecting – Lead Qualification
Sales Strategy
Lead Qualification Selling Approach Type of Relationship

Lead Qualification – A Proposed Framework

Strong
Account Opportunity
Key Accounts Target Accounts
Maintenance Accounts Why Bother Accounts

Weak
Strong Weak
Competitive Position
Lead Qualification – Personal Log
Organization Contact Lead Phone Appointment Call Outcome Follow-up

Person Source Date Activity
KIIT University Mr XYZ Ms ABC +91--- 11th Aug Need info on Send e-mail
Printer Colour
Govt of Odisha Ms PQR Mr DEF +91--- 15th Aug Had bad Find the root
experience cause of
with us many issue - will
years ago take time
Lead Qualification – Sales Funnel Example

Interest Creation Pre-purchase Purchase Post-purchase
Area Cold Warm Hot Prospects 1st /2nd 2nd/3rd Delivery Support
Leads Leads Leads Meeting Meeting
Patia 56 30 28 19 5 8 7 25
Jaydev 79 51 38 33 16 4 14 35
Vihar
• 2% of cold calls are converted to sales within five months

• 14% of warm calls are converted to sales within four months
• 25% of prospects are converted to sales within three months
• 36% of customers who agree to a pre-purchase meeting are
converted to sales within two months
• 53% of customers who agree to a purchase meeting are converted
to sales within one month
Estimate the upcoming sales over next five months.

• Understanding Buyers
• Earning Trust
• Strategic Prospecting
• Understanding Sales Roles
• Discovering Needs
• Selling skills
• Pre-approach Preparation
• Preparation about self
• Planning Sales Presentation

Customer Value:
Step 3: Sales Presentation Planning
At this stage Lead makes an educated decision to

purchase or not. At this stage it is important to be
prepared with customer information, handle
objections and negotiate well.
Step 3: Sales Presentation Planning

Measures for Evaluating Sales Funnel

• Lead Velocity Rate
• Conversion Rate
• Opportunity count across stages – identify bottlenecks
• Lead movement - Time spent on each stage

• Marketing campaign efficiency
• Sales team productivity – analyse win/lose data
• Forecasting future sales

Sales Presentation Planning

Organized Sales Dialogue Template:
1. Prospect Information
A. Company and key person information
B. Size of business, Product lines, Markets served, Buying
Process, Customer Competitors, Any existing relationship
C. Other influences on the purchase decision
2. Customer Value Proposition: A brief statement of how you will add
value to the prospect’s business by meeting a need
3. Sales Call Objective: Must require customer action such as making
a purchase, supplying critical information etc

4. Linking Buying Motives, Benefits, Support Information and
Reinforcement Methods
A. Buying Motives B. Specific Benefits C. Information to D. Support
support Benefit Claim Tools Required
What is most Benefits to be Information to be arranged Ex – AV,
important to stressed in priority for supporting each Benefit Collateral
prospect(s) in making order. Each benefit claimed Material,
a purchase decision – should correspond to Testimonial etc
Rational/Emotional one or more motives
5. Current Supplier (if applicable) and Other Key Competitors

• Competitor Name(s), Strengths and Weaknesses

6. Beginning the Sales Dialogue – Introduction, Thanks, Agenda
Agreement. Few Approaches
• (i) Customer Benefit Approach (ii) Referral Approach
(iii) Introductory Approach (iv) Product Approach
(v) Question Approach (vi) Praise Approach
• Begin ADAPT as appropriate - ADAPT process might take
over several sales calls

7. Anticipated Prospect Questions and Objections, with planned
responses
8. Earn Prospect Commitment – A preliminary plan for how the

Prospect will be asked for a commitment to Sales Call Objective
9. Build Value through Follow-up Action

Strategic Prospecting – Plan

• Set Goals
• Establish quotas for acquiring new Prospects and converting
existing Prospects
• Allocate Time
• Establish a schedule for conducting Prospecting activities
• Do NOT allocate equal time to ALL Prospects
• Keep Records
• Track results from using different Prospecting methods
• Evaluate – Compare results and use methods that work best

Customer Value:
Communicating and Delivering Value
Stimulus Response Approach
Salesperson Provides Stimuli
a. Statements
Buyer Responses Sought:
b. Questions
Favourable Reactions and
c. Actions
Eventual Purchase
d. Audio/Visual Aids
e. Demonstration
Continue Selling Until

Purchase Decision
Mental States Selling Approach
Attention: Interest:
• Build rapport with the • Discover buyer needs
prospect • Uncover purchase
• Ask Questions to decision process
generate excitement • Gain pre-commitment
Action: Desire:
• Overcome resistance • Build urgency
• Multiple attempts • Demonstrate
• Make the sale • Persuade to try
Need Satisfaction Approach
Uncover and Confirm Present Offering to Satisfy

Buyer Needs Buyer Needs
Continue Selling Until

Purchase Decision
Problem-Solving Approach
Generate Alternative
Define Problem
Solutions
Continue Selling Until Evaluate Alternative

Purchase Decision Solutions
Trust-Based Selling Process: A Need-

Satisfaction Consultative Model Process of
helping customers reach their strategic goals by
using the products, services, and expertise of the
sales organization. The method focuses on
achieving strategic goals of customers, not just
meeting needs and solving problems.
Types of Sales Presentations
• Canned Presentations
• Scripted Sales Calls and Automated Presentations
• Logically Structured and Standardized
• Written Sales Proposals
• Complete self-contained Presentations
• Accompanied by Sales Calls before and after the Proposal
• Organized Sales Dialogues and Presentations
• Adapted as per different customers and situations
• Allows for two-way communication
Operationalizing a Sales Presentation

• Step 1: Understand Buyer Needs
• Features, Advantages and Benefits (FAB)
• Step 2: Decide on Sales Presentation Method
• Step 3: Develop an Effective Presentation

Developing an Effective Presentation

• Communication – Verbal and Non-verbal
• Use sales aids – (i) Visual Materials (ii) Electronic
Materials (iii) Product Demonstrations
• Support Benefit claims – (i) Statistics (ii) Testimonials
(iii) Case Histories
Developing an Effective Presentation - Techniques

• Feature-Advantage-Benefit (FAB)
• Examples and Anecdotes
• Comparisons and Analogies
• “I am Here”
• Praise
• Dramatic
• Article Features and Premiums

Customer Value:
Earning Customer Commitment
Handling Objections
Objection Type Example
No Need I have recently purchased this so I am not
interested at this time.
Product or Service Objection I am not sure the quality of your product meets our
needs.
Company Objection
We had an issue with your company in the last
transaction.
Price Objection We have been buying from another supplier that
meets our budget.
Time Objection I need time to think it over. Get back to me in a
couple of week’s time.
Handling Objections
Prospect Objections Salesperson Strategies
Avoid the sales call Seek and set prior appointment
Fail to Prospect and Qualify Ask appropriate Questions to Qualify the Prospect
properly
Buyer will not Buy on the A regular call on the Prospect lets the Prospect
first sales call know that salesperson is serious about relationship
Does not want to change Help Prospect understand there is a better solution
the current way of business
Failed to recognize a Need Show evidence that sparks the Prospect’s interest
Lacks information on a new Continuously work to add value by providing useful

product information
Handling Objections – Process

• Listen – Engaged listening
• Acknowledge – Establishes reasonable nature
• Assess – Ask Assessment Questions again to gain

better understanding
• Respond
• Confirm – Check to ensure that concern is addressed
Objection Handling Techniques - Responses

Technique Example
Forestalling Many of my customers have had this concern but let me assure you
before the Presentation that we have one/three/five year warranty
programs matching our competitors.
Direct Denial You have heard incorrectly. We are not raising prices.
Indirect Denial We have heard that rumour too but our senior management has
guaranteed us our prices will hold firm through rest of the year.
Boomerang I understand your concern that our company size is small. But that is
just the reason you should work with us since you will get individual
personalized attention.
Yes, our price is higher but that will get more than compensated with
Compensation the long-term service warranty that we offer.
Mr XYZ from company ABC had the same concern going in. Let me
External reinforcement
share his testimonial and let you know why he is happy with us.
- Testimonials etc

Technique Example
Questioning or I understand your concern is price. So, can I assume that all the
Assessing other aspects of our proposal satisfy your need and if we reduce
the price then you would buy from us?
Feel-felt-found I can certainly understand how you ‘feel’. Mr XYZ ‘felt’ the same
when I first proposed that he go with the higher specification
model. However, once he started using the higher specification
model, he ‘found’ that it saves a lot of his time which he can spend
with family and personal recreation.
I am glad that you brought up the delivery concern. Before
Coming-to-that
discussing the delivery plan, I would like to take you over the
features that will benefit you. Subsequently I will address your
delivery concerns. Hope, that is okay?

Technique Example
Re-stating the Oh, so are you saying that this shirt is too expensive for you to
Objection afford?
Superior Feature The feature offered by our product is significantly better than that
of competitor offering.
Base Shifting Method Yes, there are fewer colours in our portfolio. But I think you just
mentioned that just-in-time product delivery is of utmost
importance to you. How would you assess our delivery terms?
Objection Handling Related to ‘Price’

Technique Example
Break-down into Maybe we can begin with a smaller order size and then
smaller units subsequently increase it once the relationship is established.
Converting to a lower You could consider one of our latest ‘entry level’ models launched
priced item only this week.
Demonstrating Yes, the price of our product is higher but it will cost you lesser
Return-on-Investment over the span of product life as the maintenance costs lesser.
Exclusive features Although the price of our product is higher but the Brand Value of
and differentiators our offering will considerably enhance your persona. It is difficult
to put a price tag on the enhanced social prestige that you would
enjoy.
Handling Objections – Dos and Don’ts

• Never argue or attack the Prospect
• Don’t shift responsibility
• Don’t dwell too long on an ‘invalid’ objection. Even better – ignore
• Never guess an answer
Sales Closure Techniques

Technique Example
Direct closure Please give your order for today.
Limited choice closure Please select from the three options given.
Summary closure I think we can close the deal since you find such great benefits
from the product you saw.
Balance sheet closure As you can see that there are five reasons to select our product
whereas there is only one minor reason to not buy.
Success story closure Your elder brother is doing so well after passing from our college so
it makes sense for you also to study here.
Standing-Room-Only These prices are good only until tomorrow
closure
Demonstration closure Please take a test drive of our latest car model.
Sales Closure Techniques

Technique Example
Assumptive closure Please sign on the form here.
Fear or Emotional closure If you do not purchase this insurance and you die, your wife
will have to sell the house and live on street.
Minor-point closure You can purchase our product through mobile payment.
Special concession closure This offer is specially for you.
Need-benefit closure Your purchase of our product shall benefit you by fulfilling the
need of tax saving.
Ownership closure This saree looks so nice on you.
Puppy dog closure Please take our product and use it for next week. You can
return it if you don’t like it.
Pretend to leave closure I will have to leave since the discussion is not moving ahead.
Trust-based Solution Selling
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Communicating Earn Increasing
Understanding Value
Value Commitment Value

Customer Value:
Increasing Customer Value
• Build value through post-sale follow-ups
• Ensure customer satisfaction by
• Remember customer after sale
• Expedite orders, train customers, resolve complaints
• Expand collaborative involvement – cross-sell & up-sell
• Work to add value and enhance mutual opportunities

Evaluation
Happy Selling!

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Trust-based Relationship Selling

Presented by: Prof Joydeep Biswas

Sales and Distribution Management

The process of initiating,

Selling strategy used to meet customer needs and

Attribute Transaction-based Trust-based Relationship

Primary focus Salesperson and product The customer

Communicating and Delivering

Follow-up Sales Handling Sales

Increasing Value Communicating and Delivering Customer Value

Communicating and Delivering

Communicating and Delivering

Communicating and Delivering

Proposal Acquisition and Analysis Communicating

Purchase Decision Selection of Order Routine

• Types of Purchasing Decisions by Businesses

• Derived Demand – Higher Fluctuations

• Situational – 18% increase in production required to meet increased sales

• Functional – Equipment to provide effective and efficient increase in

• Social – Expansion in production transforms them into top10 in industry

• Psychological – Assurance that seller can complete installation in six weeks

• Knowledge – Understanding new technology used by the select equipment

• Collaborative Buyer-Seller Relationships

Communicating and Delivering

Body Language Para Language

Types of Questions – based on Strategic Purpose

ADAPT Questioning System

• L1: Majority of our communication is ‘Devoid’ of words

• L7: Asking ‘Open-ended Questions’ requires practice

Negotiation is the process of evolving

• Principle 1: Separate the People from the Problem

• Principle 2: Focus on Interests, NOT Positions

• Principle 3: Insist on Developing Objective Criteria

• Principle 4: Develop options for mutual gain based on

• Auctioning • Sticks and Stones

• Start with highest possible expectations

Communicating and Delivering

Trust-based Sales Process

Communicating and Delivering

Customer Life Cycle – Sales Funnel

Strategic Prospecting - Process

Generating Sales Leads

Determining Sales Prospects

Prioritizing Sales Prospects

Step 1: Lead Generation

Step 1: Lead Generation – Awareness/Discovery

The process of attracting leads (potential

Lead Generation Sources - Example

• Commercial Sources – Directories, Lead Management Services

Recording Leads - Examples

Applying Trust-based Relationship Selling

Step 2: Lead Management

Step 2: Lead Management – Qualifying Leads

At this stage Leads understand their problems and

Qualifying Leads Using Trust-based Relationship

Qualifying Leads – BANT Technique

Process of identifying Potential Customer

Strategic Prospecting – Qualifying

Strategic Prospecting – Sales Strategy

Lead Qualification Selling Approach Type of Relationship

Strategic Prospecting – Lead Qualification

Lead Qualification Selling Approach Type of Relationship

Lead Qualification – A Proposed Framework