Preface xix
Acknowledgments xxviii
About the Authors xxxii
Part 1 Developing a Personal Selling Philosophy 3
Chapter 1 Relationship Selling Opportunities in the Information Economy 4
Personal Selling Today—A Definition and a Philosophy 5
Emergence of Relationship Selling in the Information Economy 5
Major Advances in Information Technology and Electronic Commerce 6
Strategic Resource Is Information 6
Business Is Defined by Customer Relationships 6
Sales Success Depends on Creating and Adding Value 7
Considerations for a Future in Personal Selling 7
Wide Range of Employment Opportunities 8
Activities Performed by Salespeople 8
Freedom to Manage One’s Own Time and Activities 9
Titles Used in Selling Today 9
Above-Average Income 9
Above-Average Psychic Income 10
Opportunity for Advancement 10
Opportunities for Women 10
Employment Settings in Selling Today 11
Selling through Channels 12
Career Opportunities in the Service Channel 12
Career Opportunities in the Business Goods Channel 14
Career Opportunities in the Consumer Goods Channel 15
Selling Skills—One of the “Master Skills for Success” in the Information Age 17
Knowledge Workers in the Information Economy 18
Managerial Personnel 18
Professionals 18
Entrepreneurs and Small Business Owners 19
Marketing Personnel and Customer Service Representatives 20
Learning to Sell 20
Corporate-Sponsored Training 20
Training Provided by Commercial Vendors 21
Certification Programs 21
College and University Courses 24
Chapter Learning Activities 25
Reviewing Key Concepts 25
Key Terms 25
Review Questions 26
Application Exercises 26
Role-Play Exercise 27
Reality Selling Case Problem—Alex Homer/Tom James Company 27
Partnership Selling: A Role-Play 28
Chapter 2 Evolution of Selling Models That Complement the Marketing Concept 29
Marketing Concept Requires New Selling Models 30
Evolution of the Marketing Concept 31
Marketing Concept Yields Marketing Mix 32
Important Role of Personal Selling 32
Evolution of Consultative Selling 33
Evolution of Strategic Selling 35
Strategic/Consultative–Selling Model 35
Evolution of Partnering 40
Strategic Selling Alliances—The Highest Form of Partnering 40
Partnering Is Enhanced with High Ethical Standards 42
Partnering Is Enhanced with Customer Relationship Management 42
Value Creation—The New Selling Imperative 43
Chapter Learning Activities 43
Reviewing Key Concepts 43
Key Terms 44
Review Questions 44
Application Exercises 45
Role-Play Exercise 45
Reality Selling Video Case Problem—Ryan Guillory/Independent Consultant (TWFG) 45
Part 2 Developing a Relationship Strategy 49
Chapter 3 Ethics: The Foundation for Partnering Relationships That Create Value 50
Developing a Relationship Strategy for Partnering Style Selling 51
Issues Challenging the Ethics of Salespeople 52
Factors Influencing Ethical Decision Making of Salespeople 53
Influences in a Global Economy 53
Influence of Senior Management 54
Influence of Company Policies and Practices 55
Influence of the Sales Manager 59
Influence of the Salesperson’s Personal Values 59
Influence of Laws, Contracts, and Agreements 60
Building Trust with the Transactional, Consultative and Strategic Alliance Buyer 61
Making Ethical Decisions That Build Selling Relationships 62
Influence of Character in Ethical Decision Making 62
The Erosion of Character on Ethical Decision Making 62
Developing a Personal Code of Ethics That Adds Value 65
Chapter Learning Activities 66
Reviewing Key Concepts 66
Key Terms 67
Review Questions 67
Ethics Application Exercises 68
Role-Play Exercise 71
Reality Selling Video Case Problem: Edith Botello/Mattress Firm 71
Chapter 4 Creating Value with a Relationship Strategy 73
Relationships Add Value 73
Partnering—The Highest-Quality Selling Relationship 74
Relationship Strategies Focus on Four Key Groups 75
Adapting the Relationship Strategy 76
Thought Processes That Enhance Your Selling Relationship Strategy 77
Self-Concept—An Important Dimension of the Relationship Strategy 77
The Win-Win Philosophy 78
Empathy and Ego Drive 78
Verbal and Nonverbal Strategies That Add Value to Your Selling Relationships 79
Adding Value with Nonverbal Messages 79
Impact of Appearance on Relationships 82
Impact of Voice Quality on Relationships 82
Impact of Etiquette on Your Relationships 83
Conversational Strategies That Enhance Relationships 84
Comments on Here and Now Observations 85
Compliments 85
Search for Mutual Acquaintances or Interests 85
Self-Improvement Strategies That Add Value 85
Chapter Learning Activities 86
Reviewing Key Concepts 86
Key Terms 87
Review Questions 87
Application Exercises 87
Role-Play Exercise 89
Reality Selling Video Case Problem—Susana Rosas/CB Richard Ellis 89
Chapter 5 Communication Styles: A Key to Adaptive Selling Today 91
Communication Styles—An Introduction to Adaptive Selling 92
Communication Style Bias 92
Communication Style Principles 93
Improving Your Relationship Selling Skills 93
Communication Style Model 94
Dominance Continuum 94
Sociability Continuum 95
Four Styles of Communication 96
Popularity of the Four-Style Model 102
Determining Your Communication Style 103
An Online Assessment of Your Communication Style 103
Minimizing Communication Style Bias 103
How Communication Style Bias Develops and Erodes Partnering Relationships 104
Adaptive Selling Requires Versatility That Builds Strong Relationships 104
Building Strong Relationships Through Style Flexing 107
Building Relationships with Emotive Customers 108
Building Relationships with Directive Customers 108
Building Relationships with Reflective Customers 109
Building Relationships with Supportive Customers 109
Word of Caution 109
Chapter Learning Activities 110
Reviewing Key Concepts 110
Key Terms 110
Review Questions 111
Application Exercises 111
Role-Play Exercise 112
Adaptive Selling Case Problem—Ray Perkins/Grant Real Estate 112
Part 3 Developing a Product Strategy 115
Chapter 6 Creating Product Solutions 116
Developing Product Solutions That Add Value 117
Selling Solutions 117
Explosion of Product Options 118
Creating Solutions with Product Configuration 118
Preparing Written Proposals 119
Becoming a Product Expert 119
Product Development and Quality Improvement Processes 120
Performance Data and Specifications 121
Maintenance and Service Contracts—Servicing the Sale 121
Pricing and Delivery 121
Become a Company Expert 123
Company Culture and Organization 123
Company Support for Product 124
Become the Industry Expert—Know Your Competition 124
Develop and Communicate a Healthy Attitude toward Your Competition 125
Sources of Product, Company and Industry Information 125
Web-Based Sources, Catalogs, and Marketing-Related Sales Support Information 126
Engage in Plant Tours 126
Build Strong Relationships with Internal Sales and Sales Support Team Members 126
Today’s Wired Customers Have a Lot of Product, Competitive, and Industry Knowledge 126
Researching and Using Products 127
Reading and Studying Publications 127
Word of Caution 127
Creating Value with a Feature–Benefit Strategy 127
Distinguish between Features and Benefits 128
Use Bridge Statements 128
Identify Features and Benefits 129
Avoiding Information Overload 129
Chapter Learning Activities 130
Reviewing Key Concepts 130
Review Questions 131
Application Exercises 131
Role-Play Exercise 132
Reality Selling Video Case Problem—Amy Vandaveer/Texas Monthly 132
Partnership Selling: A Role-Play 133
Chapter 7 Product-Selling Strategies That Add Value 134
Product Positioning—In a Competitive Marketplace 135
Essentials of Product Positioning 135
Salesperson’s Role in Product Differentiation 135
Custom Fitting and Communicating the Value Proposition 136
The Three-Dimensional (3-D) Product Solutions Selling Model 137
Product-Positioning Strategies to Sell New (vs. Mature), and Low-Priced (vs. Value-Added) Products 138
Selling New Products Versus Well-Established Products 139
Selling Products with a Price Strategy 142
Selling Your Product with the Value-Added Product-Selling Model 144
Value Creation Product Strategies for Transactional, Consultative, and Strategic Alliance Buyers 147
Chapter Learning Activities 148
Reviewing Key Concepts 148
Key Terms 148
Review Questions 149
Application Exercises 149
Role-Play Exercise 149
Reality Selling Case Problem: Selling New Products at Steelcase 150
Part 4 Developing a Customer Strategy 153
Chapter 8 The Buying Process and Buyer Behavior 154
Developing a Customer Strategy 155
Adding Value with a Customer Strategy 155
Complex Nature of Customer Behavior 156
Consumer Versus Business Buyers 156
Types of Business Buying Situations 157
Types of Consumer Buying Situations 158
Achieving Alignment with the Customer’s Buying Process 158
Steps in the Typical Buying Process 159
Understanding the Buying Process of the Transactional, Consultative, and Strategic Alliance Buyer 161
Transactional Process Buyer 161
Consultative Process Buyer 161
Strategic Alliance Process Buyer 162
The Buyer Resolution Theory 162
Understanding Buyer Behavior 163
Basic Needs That Affect Buyer Behavior 163
Group Influences That Affect Buying Decisions 165
Perception—How Customer Needs Are Formed 166
Buying Motives 167
Chapter Learning Activities 170
Reviewing Key Concepts 170
Key Terms 170
Review Questions 171
Application Exercises 171
Role-Play Exercise 171
Reality Selling Video Case Problem—Ashley Pineda/PulteGroup 172
Chapter 9 Developing and Qualifying Prospects and Accounts 174
Prospecting and Account Development—an Introduction 175
Importance of Prospecting and Account Development 176
Prospecting and Account Development Requires Planning 177
Account Development and Prospecting Plans Must Be Assessed Often 178
Sources of Prospects and Accounts 178
Referrals 178
Centers of Influence, Friends, and Family Members 179
Directories 180
Trade Publications 180
Trade Shows and Special Events 180
Telemarketing and E-Mail 181
Direct-Response Advertising and Sales Letters 182
Website 182
Computerized Database 182
Cold Calling 183
Networking 184
Educational Seminars 185
Prospecting and Account Development by Nonsales Employees 185
Combination Approaches 186
Qualifying Prospects and Accounts 186
Collecting and Organizing Account and Prospect Information 187
Sales Intelligence 187
Managing the Account and Prospect Base 189
Portfolio Models 189
Sales Process Models 190
Pipeline Management, Pipeline Analytics, and Pipeline Dashboards 191
Chapter Learning Activities 192
Reviewing Key Concepts 192
Key Terms 193
Review Questions 193
Application Exercises 193
Role-Play Exercise 194
Reality Selling Video Case Problem—Dave Levitt/Salesforce.com 194
Regional Accounts Management Case Study Chapters 9–15 Real-World Sales Assignments! 195
Part 5 Developing a Presentation Strategy 199
Chapter 10 Approaching the Customer with Adaptive Selling 200
Developing The Presentation Strategy 201
Presentation Strategy Adds Value 202
Planning The Preapproach 202
Establishing Presentation Objectives 203
Team Selling Presentation Strategies 203
Strategies for Selling to a Buying Committee 205
Adaptive Selling: Builds on Four Strategic Areas of Personal Selling 205
Developing the Six-Step Presentation Plan 206
Planning the Presentation 207
Adapting the Presentation Plan to the Customer’s Buying Process 208
The Approach 208
The Telephone Contact 209
The Social Contact—Building Rapport 211
The Business Contact 213
Converting the Prospect’s Attention and Arousing Interest 213
Agenda Approach 214
Product Demonstration Approach 214
Referral Approach 214
Customer Benefit Approach 214
Question Approach 215
Survey Approach 215
Premium Approach 216
Combination Approaches 217
Coping with Sales Call Reluctance 217
Selling to the Gatekeeper 218
Chapter Learning Activities 218
Reviewing Key Concepts 218
Key Terms 219
Review Questions 219
Application Exercises 220
Role-Play Exercise 220
Reality Selling Video Case Problem—Alim Hirani/Hilti Corporation 220
Partnership Selling: A Role-Play 222
Chapter 11 Determining Customer Needs with a Consultative Questioning Strategy 223
The Consultative Sales Process Adds Value 224
The Four-Part Need-Satisfaction Model 225
Part One—Need Discovery 225
Part Two—Selection of the Solution 226
Part Three—Need Satisfaction Through Informing, Persuading, or Reminding 226
Part Four—Servicing the Sale 226
Creating Value with Need Discovery 227
Need Discovery—Asking Questions 228
The Four-Part Consultative Questioning Strategy 229
Qualifying to Eliminate Unnecessary Questions 235
Need Discovery—Listening and Acknowledging the Customer’s Response 235
Need Discovery—Establishing Buying Motives 237
Selecting Solutions that Create Value 237
Selecting Solutions—Match Specific Benefits with Buying Motives 238
Selecting Solutions—Product Configuration 238
Selecting Solutions—Make Appropriate Recommendations 239
Need Discovery and the Transactional Buyer 240
Involving the Prospect in the Need Discovery 240
Transitioning to the Presentation 241
Planning and Execution—Final Thoughts 241
Chapter Learning Activities 242
Reviewing Key Concepts 242
Key Terms 242
Review Questions 243
Role-Play Application Exercises for “Questioning” Video Series 243
Reality Selling Case Problem—Debora Karish/Amgen 244
Partnership Selling: A Role-Play 246
Chapter 12 Creating Value with the Consultative Presentation 247
Need Satisfaction—Selecting a Consultative Presentation Strategy 248
Need Satisfaction—The Informative Presentation Strategy 248
Need Satisfaction—The Persuasive Presentation Strategy 249
Need Satisfaction—The Reminder Presentation Strategy 249
Guidelines for Creating a Presentation That Adds Value 250
Adapt the Presentation to Meet Unique Needs of the Customer 251
Cover One Idea at a Time and Use an Appropriate Amount of Detail 252
Use Proof Devices to Demonstrate Buyer Benefits 252
Appeal to as Many Senses as Appropriate 253
Balance Telling, Showing, and Involvement 253
Develop Creative Presentations 253
Consider the Use of Humor—in Moderation 254
Choose the Right Setting 254
Document the Value Proposition 254
Quantify the Solution 255
Check Sales Tools 255
Summarize Major Points 255
Guidelines for a Persuasive Presentation Strategy That Adds Value 255
Place Special Emphasis on the Relationship 256
Target Emotional Links and Use a Persuasive Vocabulary 256
Sell Specific Benefits and Obtain Customer Reactions 257
Use of Showmanship 257
Minimize the Negative Impact of Change 257
Place the Strongest Appeal at the Beginning or End 258
Use the Power of Association with Metaphors, Stories, and Testimonials 258
Guidelines for a Group Sales Presentation 258
Enhancing the Group Presentation with Mental Imagery 259
Video or Media Enhanced Presentation Fundamentals 259
Selling Tools for Effective Demonstrations 260
Product and Plant Tours 260
Models 261
Photos, Illustrations, and Brochures 261
Portfolios 261
Reprints 261
Catalogs 262
Graphs, Charts, and Test Results 262
Bound Paper Presentations 262
Tablets, Laptop Computers and Demonstration Software 263
Rehearse the Presentation 264
Plan for the Dynamic Nature of the Consultative Sales Presentation 264
Chapter Learning Activities 266
Reviewing Key Concepts 266
Key Terms 266
Review Questions 267
Application Exercises 267
Role-Play Exercise 267
Reality Selling Case Problem—Chris Wylie/Ecolab 267
Partnership Selling: A Role-Play 269
Chapter 13 Negotiating Buyer Concerns 271
Formal Integrative Negotiation—Part of the Win-Win Relationship Strategy 272
Negotiation Is a Process 273
Planning for Formal Negotiations 274
Conducting the Negotiation Session 276
Know When to Walk Away 278
Common Types of Buyer Concerns 279
Concerns Related to Need for the Product 279
Concerns About the Product or Services 279
Concerns Related to Source 279
Concerns Related to Time 280
Concerns Related to Price 280
Specific Methods of Negotiating Buyer Concerns 281
Direct Denial 281
Indirect Denial 281
Questions 282
Superior Benefit 282
Demonstration 282
Trial Offer 282
Third-Party Testimony 283
Postpone Method 283
Creating Value During Formal Negotiations 284
How to Deal with Price Concerns 284
Negotiating Price with a Low-Price Strategy 286
Working with Buyers Trained in Formal Negotiation 286
Budget Limitation Tactic 286
Take-It-or-Leave-It Tactic 286
Let-Us-Split-the-Difference Tactic 286
“If … Then” Tactic 286
“Sell Low Now, Make Profits Later” Tactic 287
Chapter Learning Activities 287
Reviewing Key Concepts 287
Key Terms 288
Review Questions 288
“Negotiations: Solving the Tough Problems” Video Application Exercises 288
Role-Play Exercise 289
Reality Selling Video Case Problem—Heather Ramsey/Marriott International 289
Partnership Selling: A Role-Play 291
Chapter 14 Adapting the Close and Confirming the Partnership 293
Adapting the Close—an Attitude that Adds Value 293
Review the Value Proposition From the Prospect’s Point of View 294
Closing the Sale—The Beginning of the Partnership 295
Guidelines for Closing the Sale 295
Focus on Dominant Buying Motives 295
Longer Selling Cycles and Incremental Commitments 296
Negotiating the Tough Points Before Attempting the Close 297
Avoid Surprises at the Close 297
“Tough-Mindedness”—Displaying a High Degree of Self-Confidence at the Close 297
Ask for the Order More Than Once 297
Recognize Closing Clues 297
Specific Methods for Closing the Sale 299
Trial Close 299
Direct Appeal Close 300
Assumptive Close 300
Summary-of-Benefits Close 301
Special Concession Close 302
Multiple Options Close 302
Balance Sheet Close 302
Management Close 303
Impending Event Close 303
Combination Closes 303
Adapting to the Customer’s Communication Style 303
Practice Closing 304
Confirming the Partnership When the Buyer Says Yes 304
What to Do When the Buyer Says No 305
Chapter Learning Activities 306
Reviewing Key Concepts 306
Key Terms 307
Review Questions 308
Application Exercises 308
Role-Play Exercise 308
Reality Selling Video Case Problem—Heather Ramsey/Marriott International 308
Chapter 15 Servicing the Sale and Building the Partnership 311
Building Long-Term Partnerships with Customer Service 312
Achieving Successive Sales 312
Responding to Increased Postsale Customer Expectations 313
High Cost of Customer Attrition 314
Current Developments in Customer Service 315
Computer-Based Systems 316
Customer Service Methods that Strengthen the Partnership 316
Adding Value with Follow-Through 316
Preventing Postsale Problems 319
Adding Value with Customer Follow-Up 320
Adding Value with Expansion Selling 322
Preplan Your Service Strategy 323
Partnership-Building Strategies Should Encompass All Key People 323
Partnering with an Unhappy Customer 325
Chapter Learning Activities 326
Reviewing Key Concepts 326
Key Terms 326
Review Questions 327
Application Exercises 327
Role-Play Exercise 327
Reality Selling Video Case Problem—Khalid Naziruddin/Sewell Auto 328
Regional Accounts Management Case Study 329
Partnership Selling: A Role-Play 329
Part 6 Management of Self and Others 333
Chapter 16 Opportunity Management: The Key to Greater Sales Productivity 334
Opportunity Management—A Four-Dimensional Process 335
Time Management 336
Time-Consuming Activities 336
Time Management Methods 337
Saving Time with Meetings in Cyberspace and Other Methods of Communication 340
Territory Management 340
What Does Territory Management Involve? 341
Sales Call Plans 342
Records Management 343
Common Records Kept by Salespeople 344
Maintaining Perspective 346
Stress Management 346
Develop a Stress-Free Home Office 347
Maintain an Optimistic Outlook 347
Practice Healthy Emotional Expression 347
Maintain a Healthy Lifestyle 347
Chapter Learning Activities 349
Reviewing Key Concepts 349
Key Terms 349
Review Questions 350
Application Exercises 350
Role-Play Exercise 351
Reality Case Problem—Jose Melara 351
Chapter 17 Management of the Sales Force 353
Applying Leadership Skills to Sales Management 354
Structure 355
Consideration 357
Situational Leadership 357
Coaching for Peak Performance 358
Recruitment and Selection of Salespeople 359
Determine Actual Job Requirements 359
Search Out Applicants from Several Sources 360
Select the Best-Qualified Applicant 360
Personality and Skills Testing 361
Orientation and Training 361
Sales Force Motivation 363
Effective Use of External Rewards 363
Compensation Plans 364
Strategic Compensation Planning 365
Assessing Sales Force Productivity 366
Chapter Learning Activities 367
Reviewing Key Concepts 367
Key Terms 367
Review Questions 368
Application Exercises 368
Role-Play Exercise 369
Reality Sales Managment Case Problem—Assessing Productivity 369
Appendix 1 Reality Selling Today Role Plays and Video Scenarios 371
Appendix 2 Regional Accounts Management Case Study 395
Appendix 3 Partnership Selling: A Role-Play for Selling Today 419
Endnotes 487
Glossary 505
Name Index 511
Subject Index 516