Influence of the Salesperson’s Personal Values
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
Influence of the Salesperson’s Personal Values
Ann Kilpatrick, a sales representative in the transportation industry, encountered an unexpected experience when entertaining a potential client. The client said, “Let’s go to Johnny’s.” She was not familiar with Johnny’s, but on arrival discovered it was a raunchy bar. Kilpatrick related that she sat there for five minutes and then said, “This is not what I was expecting. This is a sleazy place. Let’s go somewhere else where we can talk.” She was not willing to compromise her personal values to win a new account.22
Values represent the ultimate reasons people have for acting as they do. Values are your deep personal beliefs and preferences that influence your behavior. To discover what really motivates you, carefully examine what you value.23 Values serve as a foundation for our attitudes, and our attitudes serve as a foundation for our behavior (Figure 3.4). Destructive attitudes can result in unethical behaviors, where constructive attitudes generally create ethical behaviors. We do not adopt or discard values quickly. In fact, the development and refinement of values is a lifelong process.
Figure 3.4
Values represent the ultimate reasons salespeople have for acting as they do. Values serve as a foundation for either constructive or destructive attitudes, and these attitudes serve as a foundation for ethical or unethical behavior.
Customers have a very negative view of salespeople who lack integrity. Yet, the temptation to lie about a product’s features or benefits grows when you are trying to meet sales quotas. John Craig, a pharmacist at Hancock Drugs in Scottsburg, Indiana, describes a meeting with a pushy sales representative employed by a pharmaceutical company. The salesperson emphasized the wonders of a powerful, expensive painkiller but failed to describe its side effects. Craig said, “He was very pushy at the beginning,” and this behavior revealed a character flaw.24
Values Conflict
Values help us establish our own personal standards concerning what is right and what is wrong. Ron Willingham, author of Integrity Selling for the 21st Century, says, “Selling success is more an issue of who you are than what you know.”25 A salesperson’s ethics and values contribute more to sales success than do techniques or strategies. Some salespeople discover a values conflict between themselves and their employer. If you view your employer’s instructions or influence as improper, you have three choices:
Ignore the influence of your values and engage in the unethical behavior. However, even with success, inattention to values will result in a loss of self-respect and feelings of guilt and in some circumstances legal liability.26 When salespeople experience conflicts between their actions and values, they also feel a loss of confidence and energy.27 Positive energy is the result of creating value for the customer. Negative energy is experienced when salespeople fail to honor and embrace their ethical values.
Voice strong opposition to the practice that is in conflict with your values system. Take a stand and state your beliefs. When ethical infractions occur, it’s best to bring them up internally and try to influence decisions made by your peers or superiors. In some cases, doing the right thing may not be popular with others. Price Pritchett, the author of The Ethics of Excellence, says, “Not everybody will be on your side in your struggle to do the right thing.”28 However, more and more companies are celebrating employees who come forward to identify questionable conduct.
Refuse to compromise your values and be prepared to deal with the consequences. This may mean leaving the job. It also may mean that you will be fired.
Salespeople face ethical problems and decisions every day. In this respect, they are no different from the doctor, the lawyer, the teacher, or any other professional. Ideally, they make decisions on the basis of the values they hold.29
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