Some questions answered in Chapter 6

1
(No Transcript)
2
Some questions answered inChapter 6

• 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?

3
Personal selling
Personal selling is the most expensive form of
communicating with customers, yet firms use it
anyway.
Why?
4
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.
5
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?
6
Ability to customize the message
Ability to customize the message
Standard memorized presentation
Outlined presentation
Customized presentation
7
The selling process
In which stage of the selling process is the
ability to customize the message the least
important?
1
2
3
4
5
8
Should salespeople adopt one of these strategies
and use it on all customers?

• Increase the rating of your product
• Decrease the rating of the competitors product
• Increase importance weight
• Decrease importance weight
• Add new characteristics

• Yes
• No

9
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.
10
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)

11
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

12
Social style matrix
Exhibit 6.4
Analytical
Driver
Amiable
Expressive
13
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
14
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)

15
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)

16
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
17
Social style matrixcustomer expectations
Exhibit 6.6
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
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
18
Social style matrixcustomer expectations
Exhibit 6.6

• 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

• 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

19
Social style matrixcustomer expectations
Exhibit 6.6
Driver Assistance to aid decision-makingExplanat
ion of options and probabilities
Analytical Assistance to aid decision-makingEvid
ence and offers of service
Expressive Assistance to aid decision-makingTest
imonials
Amiable Assistance to aid decision-making
Guarantees and assurances
20
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

21
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?

22
Indicators of versatility
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

23
Indicators of versatility
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

24
Strengths / weaknesses
The best social style for a salesperson is

• amiable
• analytical
• driver
• expressive

25
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
26
Alternative categorization systems

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

27
Any questions about the terminology?

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

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

28
(No Transcript)