Communication Styles—An Introduction to Adaptive Selling
by Barry L. Reece, Michael Ahearne, Gerald L. Manning
Selling Today: Partnering to Create Value, 14/e
- Selling Today Partnering to Create Value
- Selling Today Partnering to Create Value
- Brief Contents
- Contents
- Preface
- About the Authors (in alphabetical order)
- Selling Today Partnering to Create Value
- Part 1 Developing a Personal Selling Philosophy
- 1 Relationship Selling Opportunities in the Information Economy
- Learning Objectives
- Personal Selling Today—A Definition and a philosophy
- Emergence of Relationship Selling in the Information Economy
- Considerations for a future in Personal selling
- Employment Settings in Selling today
- Selling Skills—One of the “Master Skills for Success” in the Information Age
- Learning to Sell
- Chapter Learning Activities
- Reviewing Key Concepts
- Define personal selling and describe the three prescriptions of a personal selling philosophy
- Describe the emergence of relationship selling in the age of information
- Discuss the rewarding aspects of a career in selling today
- Discuss the different employment settings in selling today
- Explain how personal selling skills have become one of the master skills needed for success in the information age and how personal selling skills contribute to the work performed by knowledge workers
- Identify the four major sources of sales training
- Reviewing Key Concepts
- Key Terms
- Review Questions
- Application Exercises
- Role-Play Exercise
- 2 Evolution of Selling Models That Complement the Marketing Concept
- Learning Objectives
- Marketing Concept Requires New Selling Models
- Evolution of Consultative Selling
- Evolution of Strategic Selling
- Evolution of Partnering
- Value Creation—The New Selling Imperative
- Chapter Learning Activities
- Reviewing Key Concepts
- Discuss the evolution of personal selling models as an extension of the marketing concept
- Describe the evolution of consultative selling from the marketing era to the present
- Define strategic selling and name the four broad strategic areas in the Strategic/Consultative–Selling Model
- Describe the evolution of partnering and the nature of strategic account management
- Explain how value-added selling strategies enhance personal selling
- Reviewing Key Concepts
- Key Terms
- Review Questions
- Application Exercises
- Role-Play Exercise
- 1 Relationship Selling Opportunities in the Information Economy
- Part 2 Developing a Relationship Strategy
- 3 Ethics: The Foundation for Partnering Relationships That Create Value
- Learning Objectives
- Developing a Relationship Strategy for Partnering Style Selling
- Issues Challenging the Ethics of Salespeople
- Factors Influencing Ethical Decision Making of Salespeople
- Influences in a Global Economy
- Influence of Senior Management
- Influence of Company Policies and Practices
- Influence of the Sales Manager
- Influence of the Salesperson’s Personal Values
- Influence of Laws, Contracts, and Agreements
- Building Trust with the Transactional, Consultative and Strategic Alliance Buyer
- Making Ethical Decisions That Build Selling Relationships
- Developing a Personal Code of Ethics That Adds Value
- Chapter Learning Activities
- Reviewing Key Concepts
- Explain the importance of developing a relationship strategy
- Describe issues that challenge the ethical decision making of salespeople
- Describe the factors that influence the ethical conduct of sales personnel
- Describe how ethical decisions influence the building of partnering relationships in selling
- Discuss guidelines for developing a personal code of ethics that creates value
- Reviewing Key Concepts
- Key Terms
- Ethics Application Exercises
- Role-Play Exercise
- 4 Creating Value with a Relationship Strategy
- Learning Objectives
- Relationships Add Value
- Thought Processes That Enhance Your Selling Relationship Strategy
- Verbal and Nonverbal Strategies That Add Value to Your Selling Relationships
- Conversational Strategies That Enhance Relationships
- Self-Improvement Strategies That Add Value
- Chapter Learning Activities
- Reviewing Key Concepts
- Explain how partnering relationships add value
- Discuss how thought processes can enhance your relationship strategy
- Identify and describe the major nonverbal factors that shape our sales image
- Describe conversational strategies that help us establish relationships
- Explain how to establish a self-improvement plan based on personal development strategies
- Reviewing Key Concepts
- Key Terms
- 5 Communication Styles: A Key to Adaptive Selling TodayCommunication Styles: A Key to Adaptive Selling Today
- Learning Objectives
- Communication Styles—An Introduction to Adaptive Selling
- Communication Style Model
- Four Styles of Communication
- Minimizing Communication Style Bias
- Building Strong Relationships Through Style Flexing
- Chapter Learning Activities
- Reviewing Key Concepts
- Discuss how communication style influences the relationship process in sales
- Identify the two major dimensions of the communication style model
- Explain the four communications styles in the communication style model
- Learn how to identify your preferred communication style and that of your customer
- Learn to adapt interpersonal versatility and build strong selling relationships with style flexing
- Reviewing Key Concepts
- Key Terms
- 3 Ethics: The Foundation for Partnering Relationships That Create Value
- Part 3 Developing a Product Strategy
- 6 Creating Product Solutions
- Learning Objectives
- Developing Product Solutions That Add Value
- Becoming a Product Expert
- Become a Company Expert
- Become the Industry Expert—Know Your Competition
- Sources of Product, Company and Industry Information
- Web-Based Sources, Catalogs, and Marketing-Related Sales Support Information
- Engage in Plant Tours
- Build Strong Relationships with Internal Sales and Sales Support Team Members
- Today’s Wired Customers Have a Lot of Product, Competitive, and Industry Knowledge
- Researching and Using Products
- Reading and Studying Publications
- Word of Caution
- Creating Value with a Feature–Benefit Strategy
- Chapter Learning Activities
- Reviewing Key Concepts
- Explain the importance of developing product solutions that add value
- Describe the importance of becoming an expert regarding product knowledge
- Describe the importance of becoming an expert regarding company knowledge
- Describe how expert knowledge of competition and industry trends improves personal selling
- List major sources of product, competitor and industry information
- Explain how to add value with a feature–benefit strategy
- Key Terms
- Review Questions
- Application Exercises
- Role-Play Exercise
- Reviewing Key Concepts
- 7 Product-Selling Strategies That Add Value
- Learning Objectives
- Product Positioning—In a Competitive Marketplace
- The Three-Dimensional (3-D) Product Solutions Selling Model
- Product-Positioning Strategies to Sell New (vs. Mature), and Low-Priced (vs. Value-Added) Products
- Selling Products with a Price Strategy
- Selling Your Product with the Value-Added Product-Selling Model
- Chapter Learning Activities
- Key Terms
- Review Questions
- Application Exercises
- Role-Play Exercise
- 6 Creating Product Solutions
- Part 4 Developing A Customer Strategy
- 8 The Buying Process and Buyer Behavior
- Learning Objectives
- Developing a Customer Strategy
- Consumer Versus Business Buyers
- Achieving Alignment with the Customer’s Buying Process
- Understanding Buyer Behavior
- Chapter Learning Activities
- Reviewing Key Concepts
- Discuss the meaning of a customer strategy
- Explain the difference between consumer and business buyers
- Understand the importance of alignment between the selling process and the customer’s buying process
- Understand the buying process of the transactional, consultative, and strategic alliance buyer
- Discuss the various influences that shape customer-buying decisions
- Reviewing Key Concepts
- Key Terms
- 9 Developing and Qualifying Prospects and Accounts
- Learning Objectives
- Prospecting and Account Development Requires Planning
- Sources of Prospects and Accounts
- Referrals
- Centers of Influence, Friends, and Family Members
- Directories
- Trade Publications
- Trade Shows and Special Events
- Telemarketing and E-Mail
- Direct-Response Advertising and Sales Letters
- Website
- Computerized Database
- Cold Calling
- Networking
- Educational Seminars
- Prospecting and Account Development by Nonsales Employees
- Combination Approaches
- Qualifying Prospects and Accounts
- Collecting and Organizing Account and Prospect Information
- Managing the Account and Prospect Base
- Chapter Learning Activities
- Reviewing Key Concepts
- Discuss the importance of developing a prospect or account
- Identify and assess important sources of prospects and accounts
- Describe criteria for qualifying prospects and accounts
- Explain common methods of collecting and organizing prospect and account information
- Describe the steps in managing the prospect or account list
- Reviewing Key Concepts
- Key Terms
- Review Questions
- Application Exercises
- Role-Play Exercise
- 8 The Buying Process and Buyer Behavior
- Part 5 Developing A Presentation Strategy
- 10 Approaching the Customer with Adaptive Selling
- Learning Objectives
- Developing The Presentation Strategy
- Planning The Preapproach
- Team Selling Presentation Strategies
- Adaptive Selling: Builds on Four Strategic Areas of Personal Selling
- Developing the Six-Step Presentation Plan
- The Approach
- Converting the Prospect’s Attention and Arousing Interest
- Chapter Learning Activities
- Reviewing Key Concepts
- Describe the three prescriptions that are included in the presentation strategy
- Discuss the two-part preapproach process
- Describe team presentation strategies
- Explain how adaptive selling builds on four broad strategic areas of personal selling
- Describe the six main parts of the presentation plan
- Explain how to effectively approach the customer
- Describe seven ways to convert the prospect’s attention and arouse interest
- Reviewing Key Concepts
- Key Terms
- Review Questions
- Application Exercises
- Role-Play Exercise
- 11 Determining Customer Needs with a Consultative Questioning Strategy
- Learning Objectives
- The Consultative Sales Process Adds Value
- The Four-Part Need-Satisfaction Model
- Creating Value with Need Discovery
- Need Discovery—Listening and Acknowledging the Customer’s Response
- Selecting Solutions that Create Value
- Planning and Execution—Final Thoughts
- Chapter Learning Activities
- Key Terms
- Review Questions
- Role-Play Application Exercises for “Questioning” Video Series
- 12 Creating Value with the Consultative Presentation
- Learning Objectives
- Need Satisfaction—Selecting a Consultative Presentation Strategy
- Guidelines for Creating a Presentation That Adds Value
- Adapt the Presentation to Meet Unique Needs of the Customer
- Cover One Idea at a Time and Use an Appropriate Amount of Detail
- Use Proof Devices to Demonstrate Buyer Benefits
- Appeal to as Many Senses as Appropriate
- Balance Telling, Showing, and Involvement
- Develop Creative Presentations
- Consider the Use of Humor—in Moderation
- Choose the Right Setting
- Document the Value Proposition
- Quantify the Solution
- Check Sales Tools
- Summarize Major Points
- Guidelines for a Persuasive Presentation Strategy That Adds Value
- Place Special Emphasis on the Relationship
- Target Emotional Links and Use a Persuasive Vocabulary
- Sell Specific Benefits and Obtain Customer Reactions
- Use of Showmanship
- Minimize the Negative Impact of Change
- Place the Strongest Appeal at the Beginning or End
- Use the Power of Association with Metaphors, Stories, and Testimonials
- Guidelines for a Group Sales Presentation
- Selling Tools for Effective Demonstrations
- Product and Plant Tours
- Models
- Photos, Illustrations, and Brochures
- Portfolios
- Reprints
- Catalogs
- Graphs, Charts, and Test Results
- Bound Paper Presentations
- Tablets, Laptop Computers and Demonstration Software
- Rehearse the Presentation
- Plan for the Dynamic Nature of the Consultative Sales Presentation
- Chapter Learning Activities
- Reviewing Key Concepts
- List and describe three types of need-satisfaction presentation strategies
- Present guidelines for creating consultative presentations that add value
- Describe the elements of a persuasive presentation strategy
- Describe elements of an effective group presentation
- Develop selling tools that add value to your sales demonstrations
- Reviewing Key Concepts
- Key Terms
- Review Questions
- Application Exercises
- Role-Play Exercise
- 13 Negotiating Buyer Concerns
- Learning Objectives
- Formal Integrative Negotiation—Part of the Win-Win Relationship Strategy
- Common Types of Buyer Concerns
- Specific Methods of Negotiating Buyer Concerns
- Creating Value During Formal Negotiations
- Working with Buyers Trained in Formal Negotiation
- Chapter Learning Activities
- Key Terms
- Review Questions
- “Negotiations: Solving the Tough Problems” Video Application Exercises
- Role-Play Exercise
- 14 Adapting the Close and Confirming the Partnership
- Learning Objectives
- Adapting the Close—an Attitude that Adds Value
- Guidelines for Closing the Sale
- Recognize Closing Clues
- Specific Methods for Closing the Sale
- Confirming the Partnership When the Buyer Says Yes
- Chapter Learning Activities
- Key Terms
- Review Questions
- Application Exercises
- Role-Play Exercise
- 15 Servicing the Sale and Building the Partnership
- Learning Objectives
- Building Long-Term Partnerships with Customer Service
- Current Developments in Customer Service
- Customer Service Methods that Strengthen the Partnership
- Adding Value with Expansion Selling
- Partnering with an Unhappy Customer
- Chapter Learning Activities
- Key Terms
- Review Questions
- Application Exercises
- Role-Play Exercise
- 10 Approaching the Customer with Adaptive Selling
- Part 6 Management of Self and Others
- 16 Opportunity Management: The Key to Greater Sales Productivity
- 17 Management of the Sales Force
- Learning Objectives
- Applying Leadership Skills to Sales Management
- Recruitment and Selection of Salespeople
- Orientation and Training
- Sales Force Motivation
- Compensation Plans
- Assessing Sales Force Productivity
- Chapter Learning Activities
- Reviewing Key Concepts
- Describe how leadership skills can be applied to sales management
- List and discuss the qualities of an effective sales manager
- Discuss recruitment and selection of salespeople
- Describe effective orientation and training practices
- Explain effective sales force motivation practices
- Develop an understanding of selected compensation plans
- List and discuss criteria for evaluating sales performance
- Reviewing Key Concepts
- Key Terms
- Review Questions
- Application Exercises
- Role-Play Exercise
- Appendix 1 Reality Selling Today Role Plays and Video Scenarios
- Appendix 2
- Selling Today Appendix 3
- Endnotes
- Glossary
- Name Index
- Subject Index
Communication Styles—An Introduction to Adaptive Selling
5.1 Discuss how communication style influences the relationship process in sales
Almost everyone has had the pleasant experience of meeting someone for the first time and developing an instant mutual rapport. There seems to be a quality about some people that makes you like them instantaneously—a basis for a mutual understanding that is difficult to explain. On the other hand, we can all recall meeting people who “turn us off” almost immediately. Why does this happen during the initial contact?
The impressions that others form about us are based on what they observe us saying and doing. They have no way of knowing our innermost thoughts and feelings, so they make decisions about us based on what they see and hear.3 The patterns of behavior that others observe can be called communication style. “Behavior styles” and “social styles” are additional terms frequently used to describe these patterns of behavior.
Adaptive selling, introduced in Chapter 2, is defined as altering sales behaviors in order to improve communication with the customer. It relates to a salesperson’s ability to collect information regarding the customer’s needs and to respond appropriately. Adaptive selling frequently requires complex behavioral adjustments.4 Adjusting one’s communication style in order to fit individual customer needs and preferences is an important element of adaptive selling.
Communication Style Bias
Bias in various forms is quite common in our society. In fact, local, state, and national governments have passed many laws to curb blatant forms of racial, age, and sex bias. We also observe some degree of regional bias when people from various parts of the country meet.
The most frequently occurring form of bias is not commonly understood in our society. What has been labeled communication style bias is a state of mind that almost every one of us experiences from time to time, but we usually find it difficult to explain the symptoms. Communication style bias can develop when we have contact with another person whose communication style is different from our own. For example, an account executive was overheard saying, “I do not know what it is, but I just do not like that purchasing agent.” The salesperson was no doubt experiencing communication style bias but could not easily describe the feeling.
Your communication style is the “you” that is on display every day—the outer pattern of behavior that others see. If your style is very different from the other person’s, it may be difficult for the two of you to develop a rapport. All of us have had the experience of saying or doing something that was perfectly acceptable to a friend or coworker and being surprised when the same behavior irritated someone else. However, aside from admitting that this happens, most of us are unable to draw meaningful conclusions from these experiences to help us perform more effectively with customers in the future.5
In recent years, thousands of sales professionals have learned to manage their selling relationships more effectively through the study of communication styles. Books, such as I’m Stuck, You’re Stuck by Tom Ritchey, People Styles at Work by Robert Bolton and Dorothy Grover Bolton, and The Versatile Salesperson by Roger Wenschlag, serve as good references. Many training companies offer seminars that provide enrollees with a practical understanding of communication style theory and practice. Wilson Learning (www.wilsonlearning.com) offers a program titled “The Versatile Salesperson.” This program helps salespeople develop the interpersonal skills necessary to work effectively with customers whose communication style is different from their own. More than seven million people worldwide have completed Wilson Learning programs that focus on communication styles.6
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