Module One

Overview of Personal Selling

Learning Objectives

1. Describe the evolution of personal selling from

ancient times to the modern era.
2. Explain the contributions of personal selling to
society, business firms, and customers.
3. Distinguish between transaction-focused
traditional selling and trust-based relationship
selling.

Learning Objectives

4. Discuss five alternative approaches to

selling.
5. Describe the three primary roles fulfilled by
consultative salespeople
6. Understand the sales process as a series of
interrelated steps.

Key Thoughts
Selling has been around since there were
goods to trade.
The role of the salesperson has evolved . . . becoming
more professional.
Salespeople play an important role in creating and
maintaining a strong economy.
Salespeople are solution providers.
Sales is a process focusing
on initiating, developing, and
enhancing customer relationships.

Personal Selling Defined

Personal selling is an organizational

function that creates, communicates,
and delivers value to customers and
manages customer relationships
in ways that benefit both the
organization and its stakeholders.

Evolution of Personal Selling

Peddlers selling door
to door . . . served
as intermediaries
intermediaries

Selling function
became more
structured
structured

1800s
1900s
2000s
As
the
to
Industrial
Post-Industrial
Warcontinues
and
Modern
As we
we begin
begin
the 21st
21st century,
century, selling
selling
continues
to develop,
develop,
more professional
and more relational Era
Revolution becoming
Revolution
Depression
becoming

Business
Business organizations
organizations
employed salespeople

Selling
Selling function
became
became more
more
professional
professional

Contributions of Personal Selling:

Salespeople and Society

Salespeople help stimulate

the economy
Salespeople help with the
diffusion of innovation

Contributions of Personal Selling:

Salespeople and the Employing Firm
Salespeople generate revenue
Salespeople provide market
research and customer feedback
Salespeople become future leaders
in the organization

Contributions of Personal Selling:

Salespeople and the Customer
Salespeople provide solutions to
problems
Salespeople provide expertise and
serve as information resources
Salespeople serve as advocates for
the customer when dealing with the
selling organization

Transaction-Focused vs.
Relationship Focused
Transaction-Focused

Relationship-Focused

Short term thinking

Making the sale has
priority over most other
considerations
Interaction between
buyer and seller is
competitive
Salesperson is selfinterest oriented

Long term thinking

Developing the
relationship takes priority
over getting the sale
Interaction between
buyer and seller is
collaborative.
Salesperson is
customer-oriented

Classification of
Personal Selling Approaches

Stimulus Response Selling

Mental States Selling
Need Satisfaction Selling
Problem Solving Selling

Stimulus Response Selling

Salesperson
Provides
Stimuli

Buyer
Responses
Sought

Continue
Process until
Purchase
Decision

Simple in design; assumes conditioned

response improves likelihood of success; a
risky and unreliable strategy.

Mental States Selling

Attention

Interest

Conviction

Desire

Assumes buyer can be led through mental

states; promotes one-way communication;
a risky and unreliable strategy.

Action

Need Satisfaction Selling

Uncover and
Confirm Buyer
Needs

Present
Offering to
Satisfy Buyer
Needs

Continue
Selling until
Purchase
Decision

Interact with buyer to determine existing

needs; present solutions to needs; solutions
limited to sellers products.

Problem Solving Selling

Define
Problem

Generate
Alternative
Solutions

Evaluate
Alternative
Solutions

Interact with buyer to determine existing

and potential needs; present multiple
solutions not limited to sellers products.

Continue
Selling
until
Purchase
Decision

Consultative Selling

Business Consultant

The process of helping

customers reach their
strategic goals by using
the products, service,
and expertise of the
selling organization.

Strategic Orchestrator

Long-term Ally

The Sales Process: An Overview

Selling
Foundations

Selling
Strategy

Initiating
Customer
Relationships

Developing
Customer
Relationships

Enhancing
Customer
Relationships

The Sales Process: Selling Foundations

In order to be successful in todays global business
environment, salespeople must have a solid relationship
building foundation. They must:
Be Trustworthy
Behave Ethically
Understand Buyer Behavior
Possess Excellent Communication Skills

The Sales Process: Selling Strategy

In order to be successful in todays global business
environment, salespeople must also think and act
strategically. The must develop strategies for:
Each Sales Call
Each Customer
Their Sales Territories
Each strategy is
related to the other

The Sales Process

Initiating
Customer
Relationships

Developing
Customer
Relationships
Sales
Presentation Delivery
Prospecting
Earning
Preapproach
Customer
Commitment
Adding Value
through
Follow-up,
Presentation
Planning
Self-leadership,
and Teamwork
Approaching the Customer

Enhancing
Customer
Relationships

Module One Appendix

Sales Careers

Characteristics of Sales Careers

Job Security
Advancement Opportunities
Immediate Feedback
Prestige
Job Variety
Independence
Compensation

Job Security

Selling skills are readily transferable from industry

to industry.and the need for good salespeople
will never go away.
Accordingly, good
salespeople have
opportunities within
and across industries.

Advancement Opportunities
Salespeople are familiar with the
market, the customers, and the
products. In addition, good
salespeople have great
interpersonal skills.
These attributes help to make
salespeople good candidates for
leadership in the organization.

Immediate Feedback & Prestige

Customer responses to the salespersons efforts
are typically immediateproviding the
salesperson performance feedback and the
opportunity to adjust on the fly.
The role of the professional salesperson is not
well known by the general public and is eclipsed
by negative stereo types . . . but that is slowly
changing.

Job Variety and Independence

Professional selling is rarely the
same from day-to-day. The word
routine doesnt apply.
Usually, salespeople are
accountable for attaining certain
goalshow they get there is up to
them. There is no time-clock
and no taskmaster.

Compensation

Good salespeople usually

earn an income well above
the national average. Many
salespeople earn six figure
incomes (or higher).
Income is most often tied
directly to performance.

Sales Support

Promote or Otherwise Support

a Pull-Through Strategy
Missionary Salespeople
Detailers

Support the Salespersons

Efforts
Technical Support
Installation

Other Defining Characteristics

The primary focus of the
selling activities
Generate new accounts
Maintain existing accounts
Combination

Where the selling conducted

Inside
Outside

How the selling conducted

Telephone
Field

Characteristics of Successful Salespeople

Empathy
Ego Drive
Ego Strength
Motivation
Ethical Behavior
Interpersonal
Communication Skills

Module Two

Building Trust and Sales Ethics

Learning Objectives

1. Discuss the distinguishing characteristics of trustbased selling.

2. Explain the importance of trust.
3. Discuss how to earn trust.

Learning Objectives

4. Explain how the knowledge bases help

build trust and relationships.
5. Understand the importance of sales
ethics.
6. Discuss three important areas of unethical
behavior.

Key Thoughts
Trust is crucial to developing successful relationships
with customers.
Build trust by being competent, compatible, candid,
customer-oriented, and dependable.
You must have the initiative and motivation to learn
about your company, your customers, and the
markets in which you and they compete.
Professional salespeople, by
definition, must be ethical or they
are not professional.

Trust

Trust refers to the degree to which

one person can rely on another
when the former is dependent on
the latter.

Trust refers to the

degree to which
one person can
rely on another
when the former is
dependent on the
latter.

Why is Trust Important?

A fundamental competitive strategy of a

growing number of organizations is to build
long-term mutually beneficial relationships
with their customers. The ability of those
organizations salespeople to earn their
customers trust is essential to the success
of that strategy.

Trust - Components

Compatibility

Dependability

Expertise Customer Candor

Oriented

Trust Builder Expertise

The extent to which a salesperson

possesses relevant knowledge and
capability.
The salesperson knows what he/she
needs to know. The salesperson and
Expertise
his/her company have the ability and
resources to get the job done right.

Trust Builder Dependability

The extent to which a salesperson

consistently and predictably follows
through on commitments he/she
makes to others.

Dependability

Buyers can rely on the salesperson.

The salesperson keeps his/her
promises.

Trust Builder Candor

The extent to which a salesperson is

honest and upfront with others, especially
with regard to issues/factors that may
impact those others.

Candor

The salesperson is honest in his/her

spoken word. The salespersons
presentation is fair and balanced.

Trust Builder Customer Orientation

The extent to which a salesperson

values and protects the interests of
his/her customers.

Customer
Oriented

The salesperson truly cares about the

partnership. The salesperson will go to
bat for the customer.

Trust Builder - Compatibility

The extent to which a salespersons

behaviors, actions, and personality are
consistent with and/or appreciated by
his/her customers.
The buyer likes doing business with
the salesperson. The buyer likes
Compatibility
doing business with the salespersons
company.

Knowledge Bases

Industry
Company
Product
Price and Promotion
Service
Market/Customer
Competitor
Technology

Industry Knowledge

Objective: 1) develop and execute

effective selling strategies, and 2)
be viewed as a market information resource
Knowledge Need: the dynamics, structure,
culture, and forces that affect the industry or
industries in which they work.

Company Knowledge

Objective: effectively and accurately

represent the company when
interacting (e.g., negotiating) with its
prospective and current customers.
Knowledge Need: understand their
companys culture, mission, goals, policies,
and procedures so that they may

Product Knowledge

Objective: be perceived (by the

customer) as experts and capable
of accurately matching solutions to the needs
of the customer
Knowledge Need: a thorough understanding
of their product offering(s) and various
sources of value it (they) provide

Promotion and Price Knowledge

Objective: 1) facilitate their customers

participation in promotional programs
and 2) effectively negotiate terms
Knowledge Need: understand the details of,
and how to manage, promotional programs
and the pricing structure of their products

Service Knowledge

Objective: match their companys

service capabilities to the needs of
their customers
Knowledge Need: understand their
companys service capabilities (other than
the core product) and the value they add

Market and Customer Knowledge

Objective: 1) develop and implement

effective selling strategies, and 2) clearly
communicate relevant solutions
Knowledge Needs: understand the markets they
serve and their customers, including needs,
personalities, and communication styles

Competitor Knowledge

Objective: to position their products

against those of their competitors
Knowledge Need: their competitors and
respective market offers and how they are
perceived in the market

Technology Knowledge

Objective: to leverage technology to me

more competitive . . . work smarter not
harder
Knowledge Need: understand how utilize sales
technology hardware and software (e.g.,
internet, CRM, laptops, smart phones)

Ethics

Ethics refers to right and wrong conduct

of individuals and institutions of which
they are a part.
Ethical Decisions
Clearly
Wrong

Ethical
Dilemma

Clearly
Right

Image of Salespeople

Areas of Unethical Behavior

Deceptive Practices

Illegal Activities

Exaggerate
Withhold
Deceive
Hustle
Scam
Bluff

Misuse Company
Assets
Defraud
Con
Pushy
Hard Sell
Fast Talking
High Pressure

Non-Customer-Oriented Behavior

Module Three

Understanding Buyers

Learning Objectives

1. Categorize primary types of buyers.

2. Discuss the distinguishing characteristics
of business markets.
3. List the different steps in the business-tobusiness buying process.

Learning Objectives

4.
5.

Discuss the different types of buyer needs.

Describe how buyers evaluate suppliers and
alternative sales offerings by using the
multiattribute model of evaluation.
6. Explain the two-factor model that buyers use
to evaluate the performance of sales
offerings and develop satisfaction.

Learning Objectives

7. Explain the different types of purchasing

decisions.
8. Describe the four communication styles and
how salespeople must adapt and flex their
own styles to maximize communication.
9. Explain the concept of buying teams and
specify the different member roles.

Key Thoughts
Business markets operate differently than consumer
markets, and those differences affect the selling
process.
The role of the salesperson will vary based on where
the buyer is in the buying decision process.
Buyers needs may be a mix of situational, functional,
social, and knowledge needs.
The role of the salesperson will vary based
on the type of buying decision.
Salespeople will benefit from being
able to identify the buyers
communication style.

Categories of Buyers
Consumer Markets

People (Personal Use)

Firms

Business Markets

Institutions
Governments
Non-Profit Organizations

Distinguishing Characteristics
of Business Markets

Concentrated Demand
Derived Demand
Higher Levels of Demand Fluctuation
Purchasing Professionals
Multiple Buying Influences
Close Buyer-Seller Relationships

Buying Decision Process

Initiating
Initiating the
the Relationship
Relationship

Evaluation
Search
Acquisition
Determination
Selection
Recognition
Description
andofQualification
&
Proposals
of
Analysis
an
of
of
of
&
Performance Feedback
Desired
Selection
of Potential
Order
ofthe
Proposals
Characteristics
of
Need
Routine
Suppliers
Sources
and
Evaluation
Developing
Developing the
the Relationships
Relationships

Developing the Relationships

Enhancing
Enhancing the
the Relationships
Relationships

Buying Decision Process

Recognition
Recognition of
of
the
Need
the Need

Search
Search and
and Qualification
Qualification
of
Potential
of PotentialSources
Sources

Selection
Selection of
of an
an
Order
Routine
Order Routine

Determination
Determination of
of
Desired
Characteristics
Desired Characteristics

Acquisition
Acquisition&&Analysis
Analysis
of
Proposals
of Proposals

Performance
Performance Feedback
Feedback
and
Evaluation
and Evaluation

Description
Description of
of
Desired
Characteristics
Desired Characteristics

Evaluation
Evaluation of
of Proposals
Proposals
Selection
of
Suppliers
Selection of Suppliers

Needs Gap An Example from the

Life of a College Senior
I have a job.

Desired State
Needs
Gap
Actual State

I do not have
a job.

The Needs Gap

Desired State

Produce 1,250 Units Per Day

Needs Gap
250 Units Per Day

Actual State

Produce 1,000 Units Per Day

Types of Buyer Needs

Situational Needs

I need a copier now because I have a major

project I need to complete.

Functional Needs

I need a copier that sorts and staples.

Social Needs

I need a state-of-the-art copier so I will be

recognized as of the technology-savvy people
in this company.

Psychological Needs

I need an extended warranty with a copier.

Knowledge Needs

I need comprehensive training on how to use a

copier.

Multi-Attribute Model
The base score

The weight

Assessment of
Product or Supplier
Performance (P)

Assessing the Relative

Importance of Each
Characteristic (I)

Multi-Attribute Model: an Example

P I PxI
Offer from
Company A

Compensation

.4

3.2

Location

.4

1.2

Training

.2

1.4

Which Job
Should I Take?
Offer from
Company B

Score
5.8

P I PxI
Compensation

.4

1.2

Location

.4

3.6

Training

.2

1.6

Score
6.4

Employing Buyer Evaluation Procedures to

Enhance Selling Strategies
Modify the Product Offering Being Proposed
Alter the Buyers Beliefs about the
Proposed Offering
Alter the Buyers Beliefs about the Competitors
Offering
Alter the Importance Weights
Call Attention to Neglected Attributes

Complex Mix of
Business Buyer Needs

Functional
Attributes
Must-Haves

37%
Level of Influence
On Buyers Satisfaction

Buyers
Level of
Satisfaction
Psychological
Attributes
Delighters

63%
Level of Influence
On Buyers Satisfaction

Types of Purchasing Decisions

Straight Rebuy Buying Situation
Routinized Response Behavior

Modified Rebuy Buying Situation

Limited Problem Solving

New Task Buying Situation

Extensive Problem Solving

Characteristics of the
Three Types of Buying Decisions

Straight Modified
Rebuy Rebuy
Newness of Problem or Need
Information Requirements
Information Search
Consideration of New Alternatives
Multiple Buying Influence
Financial Risks

Low
Minimal
Minimal
None
Very Small
Low

Medium
Moderate
Limited
Limited
Moderate
Moderate

New
Task
High
Maximum
Extensive
Extensive
Large
High

Buying Decision Types - Continuum

Straight
Rebuy

Habitual and Routine

Decision Making

Modified
Rebuy

New
Task

Extensive Consideration
and Decision Making

Communication Styles Matrix

Amiable

High
Responsiveness

Expressive

Relationship Oriented
Low
Assertiveness

Slow Paced

Fast Paced

High
Assertiveness

Task Oriented

Analytical
Low
Responsiveness

Driver

Communication Style Flexing

The process by which the salesperson adjusts
his/her communication style to fit that of the
customers in order to facilitate effective
communication.

Need
Discovery

Ask specific,
fact-finding
questions in a
systematic
manner.

Ask fact
finding
questions
leading to
what the driver
values and
rewards.

Create a
cooperative
environment
with an open
exchange of
information
and feelings.

Begin by finding
out the
Expressives
perception of the
situation and
vision of the
ideal outcome.

Buying Center Members

Initiators
Users
Gatekeepers
Influencers
Deciders
Purchasers

The roles in the

buying center work
together to affects
the outcome of the
purchase decision.

Current Developments in Purchasing

Target Pricing
Supply Chain Management
Relationship Emphasis on
Cooperation and Collaboration
Increasing Use of Information Technology
Increased Importance of Knowledge and Creativity

Module Four

Communication Skills

Learning Objectives
1.
2.
3.
4.

Explained the importance of collaborative, two-way

communication in personal selling.
Explain the primary types of questions and how
they are applied in selling.
Illustrate the diverse roles and uses of strategic
questioning in personal selling.
Identify and describe the five steps of the ADAPT
questioning sequence.

Learning Objectives

5.
6.

7.

Discuss the four sequential steps for effective

active listening.
Discuss the superiority of pictures over words for
explaining concepts and enhancing
comprehension.
Described the different forms of nonverbal
communication.

Key Thoughts
For professional salespeople, the ability to ask good
questions and then actively listen to the answers is
as, if not more, important than their ability to present
information.
Salespeople should be strategic with the questions
they ask. They should have a reason for asking the
questions and a need for the answers.
Active listening requires concentration, focus,
and determination.
Successful professional salespeople
are able to read and correctly
interpret non-verbal communication.

Sales Communication as
a Collaborative Process

Whats the difference

between talking
at the customer
and talking with
the customer?

Verbal Communication: Questioning

Salespeople skilled at questioning take a
strategic approach to asking questions so
that they may:

Control the flow and direction of the conversation

Uncover important information
Demonstrate concern and understanding
Facilitate the customers understanding

Types of Questions: Controlling Amount

and Specificity of Information
Open-end Questions
Closed-end Questions
Dichotomous/Multiple-Choice Questions

Are
How
Do
youyou
do
a good
you
manage
manage
or bad
your
time
your
time
manager?
well?
time?

Types of Questions: Strategic Purpose

Probing Questions designed to penetrate below
generalized or superficial information
1. Requesting Clarification
Can you share an example of that with me?

2. Encouraging Elaboration
How are you dealing with that situation now?

3. Verifying Information and Responses

So, if I understand you correctly Is that right?

Types of Questions: Strategic Purpose

Probing Questions
Evaluative Questions use open- and closed-end
question formats to gain confirmation and to uncover
attitudes, opinions, and preferences of customer.

How do you feel about?

Do you se the merits of?
What do you think?

Types of Questions: Strategic Purpose

Probing Questions
Evaluative Questions
Tactical Questions used to shift or redirect the topic of
discussion
Earlier you mentioned that
Could you tell me more about how that might affect

Types of Questions: Strategic Purpose

Probing Questions
Evaluative Questions
Tactical Questions
Reactive Questions refer to or directly result from
information previously provided by the other party.
You mentioned that Can you give me an example of what
you mean?
That is interesting. Can you tell me how it happened?

Explore and Dig

for Details

Gain Confirmation
& Discover
Attitudes/Opinions

Change Topics or
Direct Attention

Follow-Up
Previously Elicited
Statements

Discussion and
Interpretation

Open-end Questions
Designed to be
Probing in Nature

Open-end Questions
Designed to be
Evaluative in Nature

Open-end Questions
Designed to be
Tactical in Nature

Open-end Questions
Designed to be
Reactive in Nature

Confirmation and
Agreement

Closed-end Questions
Designed to be
Probing in Nature

Closed-end Questions
Designed to be
Evaluative in Nature

Closed-end Questions
Designed to be
Tactical in Nature

Closed-end Questions
Designed to be
Reactive in Nature

Dichotomous or
Multiple-choice
Questions
Designed to be
Probing in Nature

Dichotomous or
Multiple-choice
Questions
Designed to be
Evaluative in Nature

Dichotomous or
Multiple-choice
Questions
Designed to be
Tactical in Nature

Dichotomous or
Multiple-choice
Questions
Designed to be
Reactive in Nature

Choice from
Alternatives

Amount of and Specificity of Information Desired

Guidelines for Combining Types of

Questions for Maximal Effectiveness
Amount of and Specificity of Information Desired

Verbal Communication:
Strategic Application of Questioning

Generate Buyer Involvement

Provoke Thinking
Gather Information
Clarification and Emphasis
Show Interest
Gain Confirmation
Advance the Sale

Situation Questions
Definition:

Finding out facts about the buyers existing situation.

How many people do you employ at this location? How do

Examples: you manage your time and contacts?

Impact:

Least powerful of the SPIN questions. Negative relationship

to success. Most people ask too many.

Advice:

Eliminate unnecessary Situation Questions by doing your

homework in advance.

Problem Questions
Definition:

Asking about problems, difficulties or dissatisfactions that

the buyer is experiencing with the existing situation.

Examples:

Have you ever had trouble managing your time or

your contacts? Which parts of the system create error?

Impact:

More powerful than Situation Questions. People ask more

Problem Questions as they become more experienced at
selling.

Advice:

Think of your products or services in terms of the problems

they solve for buyersnot in terms of the details or
characteristics that your products possess.

Implication Questions
Asking about the consequences or effects of a buyers

Definition: problems, difficulties, or dissatisfactions.

Examples:

What effect does that problem have on your productivity?

Could that be impeding your ability to develop good
relationships with your customers?

Impact:

The most powerful of all SPIN questions. Top salespeople

ask lots of Implication Questions.

Advice:

These questions are the hardest to ask. Prepare for these

questions by identifying and understanding the
implications of various suspected needs prior to the sales
call.

Need-Payoff Questions
Definition:

Asking about the value or usefulness of a proposed

solution. They seek the buyers opinion as to what life
would be like if the problem was solved.

Examples:

How would better time & customer management help you?

Would you like to discuss how we can do that for you?

Impact:

Versatile questions used a great deal by top salespeople.

These questions help the buyer to understand the benefits
of solving the problem.

Advice:

Use these questions to get buyers to tell you the benefits that
your solution can offer.

Funneling Sequence of ADAPT

Assessment Questions
Discovery Questions
Activation Questions
Projection Questions
Transition Questions

Assessment Questions
Broad
bases and general
facts
Assessment
Questions
describing situation
Non-threatening
no interpretation
DiscoveryasQuestions
is requested
Open-end
questions
for maximum
Activation
Questions
information

Projection Questions
Transition Questions

Discovery Questions
Questions probing information gained
in assessment
Seeking to uncover problems or
dissatisfactions that could lead to
suggested buyer needs
Open-end questions for maximum
information

Activation Questions
Show the negative impact of a problem
discovered in the discovery sequence
Designed to activate buyers interest in
and desire to solve the problem.

Projection Questions
Projects what life would be like without
the problems
Buyer establishes the value of finding
and implementing a solution

Transition Questions

Confirms interest in solving the problem

Transitions to presentation of solution

Verbal Communication: Listening

Pay
Attention
Monitor
Non-Verbal

Make No
Assumptions

Effective Active
Listening

Paraphrase
& Repeat

Encourage
Buyer to Talk

Visualize

Types of Listening

Social Listening

Serious Listening

Little
Concentration
or Cognition

Requires
Concentration
and Cognition

SIER Hierarchy of Active Listening

Responding
Evaluating
Interpreting
Sensing

Verbal Communication

Organize Thoughts
Paint Word Pictures
Watch Grammar

Nonverbal Communication

Facial Expressions
Face
Eye Movements
Placement and Movements of Hands,
Arms, Head, and Legs
Hands
Body Posture and Orientation
Proxemics
Variation in Voice Characteristics
Speaking Rate and Pause Duration
Pitch or Frequency
Intensity and Loudness

Head

Arms

Feet

Legs

Posture

Personal Distance
Public Zone: >12 feet

You

Social Zone: 4 - 12 feet

Personal Zone: 2-4 feet
Intimate Zone: 0-2 feet

Me

Common Nonverbal Clusters

Cluster Name

Cluster Meaning

Body Posture &

Orientation

Moving closer
Leaning forward

Movement of Hands, Arms, &

Legs

Eyes & Facial Expression

Open hands
Removing coat
Unbutton collar
Uncrossed arms & legs

Slight smile
Good eye contact

Minimal eye contact

Glancing sideways
Pursed lips
Tilted head

Openness

Openness, flexibility
and sincerity

Defensiveness

Defensiveness,
skepticism, and
apprehension

Rigid body

Crossed arms & legs

Evaluation

Evaluation and
consideration of
message

Leaning forward

Hand on cheek
Stroking chin
Chin in palm of hand

Deception

Dishonesty and
secretiveness

Patterns of rocking

Fidgeting with objects

Increased leg movement

Increased eye
movement
Frequent gazes elsewhere
Forced smile

Readiness

Dedication or
commitment

Sitting forward

Hands on hips
Legs uncrossed
Feet flat on floor

Increased eye contact

Lack of interest and

impatience

Head in palm of
hands
Slouching

Drumming fingers
Swinging a foot
Brushing & picking at
items
Tapping feet

Poor eye contact

Glancing at watch
Blank stare

Boredom

Dropping glasses to
lower nose

Module Five

Strategic Prospecting and

Preparing for Sales Dialogue

Learning Objectives

1. Discuss why prospecting can be a

challenging task for a salesperson.
2. Explain strategic prospecting.
3. Explain where salespeople find prospects.
4. Understand the importance of gathering
and studying precall information to prepare
for a sales dialogue.

Key Thoughts

Strategic prospecting is the process by which salespeople

separate out those that are more likely to buy from those that are
less likely to buy in order to avoid wasting resources.
Leads may be generated in a variety of methods. It is important
for salespeople to know which are more effective.
Satisfied customers are often the best source of good leads.
A strategic prospecting plan will improve a salespersons
prospecting efficiency and effectiveness.
Salespeople should spend some time learning
what they can (without wasting resources)
about their qualified leads in order to
develop an effective sales strategy.

Why Buyers Wont See Salespeople

1.
2.
3.
4.
5.

They may have never heard of the salespersons firm.

They may have no need; they just bought the product
category.
The buyer may have their own deadlines on other
issues.
Buyers are constantly getting calls from salespeople
and do not have the time to see them all.
Gatekeepers in any organization screen their bosses
calls and are often curt and even rude.

Strategic Prospecting

Sales Leads

Screened
Out

Screening
Procedures for
Qualifying Leads
Qualified
Prospects
Sales Opportunities
for the Salesperson

The process of
identifying, qualifying,
and prioritizing sales
opportunities, whether they
represent potential new
customers or opportunities

Screened
Out

to generate additional business

from existing customers.

Popular Prospecting Sources & Methods

Internal Sources
Personal
External
Sources
Contact

Company
ReferralsRecords
Observation
Lists
and Directories
Introductions
Cold
Canvassing
Advertising
Inquiries
Community
Contacts
Trade
Shows
Telephone
Inquiries
(Centers of
Influence)
Bird
Dogs
(Spotters)
Mail
Inquiries
Organizations
Internet or World Wide
Non-competing
Web
Salespeople

Visible Accounts

Qualified Prospects . . .

Can benefit from the sales offering

Have the financial wherewithal to
make the purchase

Play an important role in the purchase

decision process

Qualified Prospects . . .

Are eligible to buy based on a fit within the

selling strategy

Are reasonably accessible and willing to

consider the sales offering

Can be added to the customer base at an

acceptable level of profitability

Importance of Effective Prospecting

Suppose it takes 10 leads to generate one
qualified prospect

100
Leads

And suppose it takes 10 qualified prospects to

generate one customer

You would need 100 leads to generate one

customer.
One
Customer

Importance of Effective Prospecting

The better the lead generation method, the
higher the proportion of qualified leads.

50
Leads

The more accurate the qualifying process, the

higher the proportion of customers per qualified
lead.
Improving the lead generation method so that 10
leads generates two qualified customers means
you will need only 50 leads to generate one
One
customer.
Customer

Gathering Precall Information:

The Prospect

The prospects name and title

Correct spelling and

pronunciation can be gathered
by asking the receptionist or
secretary or gatekeeper to verify
information.

Gathering Precall Information:

The Prospect

Is this prospect willing to take

risks? Are they confident with
their decision making?

May have to ask the prospect

Gathering Precall Information:

The Prospect

Is the buyer involved in their

community? Do they belong to
clubs or professional
organizations?
Observe club or organizational
honors displayed in the office.

Gathering Precall Information:

The Prospect

Does the prospect have

hobbies or interests they are
proud of?

Observation of office.

Gathering Precall Information:

The Prospect

What is the prospects

personality type? Easy going?
All business?
Observation and experience
with buyer.

Gathering Precall Information:

The Prospect

Where did this prospect grow

up? Where were they
educated?

Look for diplomas. Ask.

Gathering Precall Information:

The Prospects Organization

What type of business are

we dealing with?

Can be gathered from a

directory and company web
site.

Gathering Precall Information:

The Prospects Organization

To what market does the

company sell?
Who are its primary competitors?
What does the company make & sell?
Annual reports and company
web site.

Gathering Precall Information:

The Prospects Organization
Who and how many vendors does the
prospect presently buy from?
How much and how long have they
been purchasing from their
supplier(s)? What challenges is the
organization facing?
Salesperson may have to ask for
this information.

Module Six

Planning the Presentation and

Approaching the Customer

Learning Objectives
1.

Understand alternative ways of communicating with

prospects and customers through canned sales
presentations, written sales proposals, and organized
dialogues or presentations.

2.

Explain why organized sales dialogues and

presentations are more frequently used than canned
presentations or written proposals.

3.

Discuss nine components in the planning template for

an organized sales dialogue or presentation.

Learning Objectives

4.

Explain how to write a customer value

proposition statement.

5.

Link buying motives to benefits of the sellers

offering, support claims made for benefits, and
reinforce verbal claims made.

6.

Engage the customer by setting appointments.

Key Thoughts
Professional salespeople rely on organized sales
dialogues and written and/or oral presentations.
Poor grammar and spelling will severely diminish the
effectiveness of a written proposal.
Successful professional salespeople develop a sales
call strategy prior to initiating the sales dialogue.
Sales call strategies include a plan
for asking questions and uncovering
and understanding the buyers
buying motives.

Canned Presentations

Hello ___,
My name is
_____.
I want to tell
you about . . .

Include
Scripted sales calls
Memorized presentations
Automated presentations
Should be tested for effectiveness
Must assume buyers needs are
the same

Written Presentations
The proposal is a complete selfcontained sales presentation
Customer may receive proposal and a
follow-up call to explain and clarify the
proposal.
Thorough assessment should take
place before a customized proposal is
written

Organized Sales Dialogues

and Presentations
Address individual customer
and different selling situations
Allow flexibility to adapt to
buyer feedback
Most frequently used format
for sales professionals

Types of Sales Presentations

Canned Presentation

Little training is required;

inflexible/not customizable;
difficult to build trust

Organized Presentation

Extensive training is required;

customizable; interactive;
fosters trust

Written Proposal

Some training is required;

customizable while being written
but not once delivered; may be
perceived as more credible

Components of a Written Proposal

Executive Summary
Needs and Benefits Analysis
Company Description
Pricing and Sales Agreement
Suggested Action and Timetable

Twelve Simple Rules for Writing

Double check company names, titles, and
individuals names.

The spelling of words you are not sure of

should always be looked up. Do not rely on
your word processors spelling checker.

Twelve Simple Rules for Writing

Write the proposal and get away from it
before proofreading. Give your mind some
time away from the document so that it will
be fresh when it is time to begin the editing
process.
Proofread and edit for improvements rather than
to simply catch mistakes. How can the
message be improved in clarity and crispness?

Twelve Simple Rules for Writing

Repeat the proofreading process and, when
possible, have a third party read for meaning,
clarity, grammar, and spelling. A third set of eyes
can find problems that the writer often
overlooks. Dont submit your first draft, as it
wont be your best.
Use hyphens to avoid confusion, but do not
place a hyphen after an adverb that ends
with ly.

Twelve Simple Rules for Writing

Separate things in a series with a comma,
and set off nonessential clauses with a
comma.
Use that in restrictive clauses, use which in
nonrestrictive clauses. (e.g., The sales quota
that he announced is too low. He announced
the new sales quota, which is too low.)

Twelve Simple Rules for Writing

Avoid starting sentences with the words
and or but.

Use like for direct comparisons; use

such as for examples.

Twelve Simple Rules for Writing

Use a dash to set off and end a thought in
a sentence that differs from the preceding
concept or thought.

Periods, commas, and question marks go

within quotation marks; semi-colons go
outside quotation marks.

Discovering Needs Review ADAPT

ssessment Questions
iscovery Questions
ctivation Questions
rojection Questions
ransition Questions

The Trust-based Selling Process:

A Needs-Satisfaction Consultative Model
nt
n
n
ry
e
o
o
i
i
e
t
t
m
n
v
c
s
a
o
o
i
e
s
v
t
j
i
c
si
is
ct
se
ro
n
s
A
D
P
a
A
Tr
A
D
A
P
T
Need Development

ed
Ne

% Time
The Salesperson
Talks/Participates

S
E
e
e
L
ur tag
t
L
a an s
e
t
i
t F Adv nef Talk
c
le in Be er
e
S pla to
N
m
ee
o
x
t
E ad us
d
Fu
Le t C
lfi
llm
Le

s
es
en
ar
Aw

Relative Participation Rate

100%

% Time
The Customer
Talks/Participates

en
t

Information
Gathering

Approach

Presentation

Handling
Resistance

Earn
Commitment

Follow-up

Sales Dialogue and

Presentation Template
Section 1:

Prospect Information

Section 2:

Customer Value Proposition

Section 3:

Sales Call Objective

Section 4:

Linking Buying Motives, Benefits, Support

Information and Reinforcement Method

Sales Dialogue and

Presentation Template
Section 5:

Competitive Situation

Section 6:

Beginning the Sales Dialogue

Section 7:

Anticipate Questions and Objections

Section 8:

Earn Prospect Commitment

Section 9:

Build Value through Follow-up Action