Chapter 6 Topics

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Chapter 6 Topics

• What is adaptive selling?
• Why is it important for salespeople to practice
  adaptive selling?
• What kind of knowledge do salespeople need to
  practice adaptive selling?
• How can salespeople acquire this knowledge?
• How can salespeople adapt their sales strategies,
  presentations, and social styles to various
  situations?

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Thinking it Through
Personal selling is the most expensive form of
communicating with customers, yet firms use it
anyway.
So why do firms use it?
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Adaptive Selling
Salespeople practice adaptive selling when they
use different sales presentations for different
customers and alter their sales presentation
during a sales call based on the nature of the
sales situation.
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Being Adaptive
Is your behavior different at a restaurant if you
are there with your best friends than it is when
youre there with your parents?
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Types of Sales Presentations
Ability to customize the message
Standard Memorized Presentation
Outlined Presentation
Customized Presentation
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The Selling Process
BuildingCredibility
MakingAdjustments
Making a goodimpression
Identifying or reiteratingbuyers needs
Relating featuresto benefits
Assessing thebuyers reactions
Securing acommitment
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Should salespeople adopt one strategy and learn
it thoroughly?

• Strategies for influencing customers evaluations
• Increase the rating of your product
• Decrease the rating of the competitors product
• Increase importance weight
• Decrease importance weight
• Add new characteristics

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Buyers want the salesperson to understand their
business.
Do your homework. Know ahead of time what
were up against in the market, what were trying
to do. If I offer to show you around, jump at the
chance. Or, better yet, ask me yourself.
Adapted from Jim Organ, The Best Reps Will Take
on their Bosses for You, Purchasing, November 7,
1996, pp. 50-52.
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Knowledge makes it easier to practice adaptive
selling.

• Knowledge is organized into categories
• Product and company knowledge
• Greater knowledge ? more flexibility
• Each category consists of
• Method of classifying customer (categorical)
• Approach to selling the customer (procedural)

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Approaches for Developing Knowledge

• Tap knowledge from experts
• Read company materials and trade publications
• Use market research information
• Ask for feedback
• Analyze successes and failures
• Develop an intrinsic orientation toward your work

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Social Style Matrix
Analytical
Driver
Exhibit 6.4
Amiable
Expressive
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Cues for Recognizing Social Styles
Exhibit 6.5

• Analytical
• Achievement awards on wall
• Office is work-oriented, showing much activity
• Conservative dress
• Likes solitary activities (e.g., reading,
  individual sports)

Driver
Amiable
Expressive
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Cues for Recognizing Social Styles
Exhibit 6.5
Analytical
Driver
Expressive

• Amiable
• Office has friendly, open atmosphere
• Pictures of family displayed
• Personal mementos on the wall
• Desk placed for open contact with people
• Casual or flamboyant dress
• Likes solitary activities (e.g., reading,
  individual sports)

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Cues for Recognizing Social Styles
Exhibit 6.5
Analytical
Driver
Amiable

• Expressive
• Motivational slogan on the wall
• Office has friendly, open atmosphere
• Cluttered, unorganized desk
• Desk placed for open contact with people
• Casual or flamboyant dress
• Likes group activities (e.g., politics, team
  sports)

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Cues for Recognizing Social Styles
Exhibit 6.5

• Driver
• Achievement awards on the wall
• No posters or slogans on office walls
• Calendar prominently displayed
• Furniture placed so contact with people is across
  the desk
• Conservative dress
• Likes group activities (e.g., politics, team
  sports)

Analytical
Expressive
Amiable
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Social Style MatrixCustomer Expectations
Driver Atmosphere Businesslike Interview Pace
Quick Information provided Salespersons
qualifications value of product
Analytical Atmosphere Open, honest Interview
Pace Deliberate Information provided Evidence
of salespersons expertise in solving problems
Exhibit6.6
Expressive Atmosphere Open, friendly Interview
Pace Quick Information providedWhat
salesperson thinks whom s/he knows
Amiable Atmosphere Businesslike Interview Pace
Deliberate Information provided Evidence that
salesperson is trustworthy, friendly
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Social Style MatrixCustomer Expectations
Driver Salesperson should provide Documented
evidence, stress results Presentation of
benefits What product can do
Analytical Salesperson should provideEvidence
that salesperson has analyzed the
situation Presentation of benefitsHow product
can solve the problem
Exhibit6.6
Expressive Salesperson should provide
Recognition and approval Presentation of
benefits Who has used this product
Amiable Salesperson should provide Evidence
that salesperson is trustworthy,
friendly Presentation of benefitsWhy product is
best to solve problem
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Social Style MatrixCustomer Expectations
Driver Assistance to aid decision-makingExplanat
ion of options and probabilities
Analytical Assistance to aid decision-makingEvid
ence and offers of service
Exhibit6.6
Expressive Assistance to aid decision-makingTest
imonials
Amiable Assistance to aid decision-making
Guarantees and assurances
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Indicators of Versatility
Exhibit 6.7

• Less Versatile
• Limited ability to adapt to others needs
• Specialist
• Well-defined interests
• Sticks to principles
• Predictable
• Looks at one side of an issue

• More Versatile
• Able to adapt to others needs
• Generalist
• Broad interests
• Negotiates issues
• Unpredictable
• Looks at many sides of an issue

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Adaptive Behaviors
Less Adaptive Ill tell you how it should be
done. Im right. Its always been done this
way. Youre wrong. Take me or leave me.
More Adaptive Lets discuss it. I see your
point. Well do it your way. Im always looking
for new ideas. I want to understand. How can
I accommodate you?
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Adaptive Behaviors
Exhibit 6.8

• Reducing Assertiveness
• Ask for customers opinion
• Acknowledge merits of customers viewpoint
• Listen without interruption
• Be more deliberate dont rush
• Let customer direct flow of conversation

• Increasing Assertiveness
• Get to the point
• Dont be vague or ambiguous
• Volunteer information
• Be willing to disagree
• Take a stand
• Initiate conversations

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Adaptive Behaviors
Exhibit 6.8

• Reducing Responsiveness
• Become businesslike
• Talk less
• Restrain enthusiasm
• Make decisions based on facts
• Stop and think

• Increasing Responsiveness
• Verbalize feelings
• Express enthusiasm
• Pay personal compliments
• Spend time on relationships rather than business
• Socialize, engage in small talk
• Use nonverbal communication

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Social Style MatrixStrengths and Weaknesses
Driver StrengthsStrong-willed, independent,
practical, decisive, efficient WeaknessesPushy,
severe, tough, dominating, harsh
Analytical StrengthsIndustrious, persistent,
serious, exacting, orderly. WeaknessesCritical,
indecisive, stuffy, picky, moralistic
Expressive StrengthsEnthusiastic, ambitious,
stimulating, dramatic, friendly WeaknessesManipu
lative, undisciplined, egotistical, excitable,
reacting
Amiable StrengthsSupportive, respectful,
willing, dependable, agreeable WeaknessesConform
ing, unsure, pliable, dependent, awkward
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Alternative Categorization Systems

• Buzzota and Lefton
• Warm-Hostile
• Dominant-Submissive
• Manning and Reece
• Dominance
• Sociability
• Alessandra
• Supporting-Controlling
• Direct-Indirect

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Salesforce Automation Systems

• What kind of information would you want included?

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Any questions about the terminology?

• Adaptive selling
• Amiable
• Analytical
• Assertiveness
• Customized presentation
• Diagnostic feedback
• Driver
• Expert system
• Expressiveness

• Extrinsic orientation
• Intrinsic orientation
• Outlined presentation
• Responsiveness
• Standard memorized presentation
• Social style matrix
• Versatility

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