Ideally, the relationship strategy should be adapted to the type of customer you are working with. Chapter 2 provided a description of the three most common types of selling situations: transactional selling, consultative selling, and strategic alliance selling. Transactional buyers are usually aware of their needs and often stay focused on such issues as price, convenience, and delivery schedules. They usually know a great deal about the products or services they wish to purchase. In the transactional sale, the relationship strategy is often secondary.

In the consultative sale, however, the impact of relationships on the sale is quite important. A consultative sale emphasizes need identification, which is achieved through effective communication and a relationship built upon mutual trust and respect. The consultative salesperson must display a keen ability to listen, define the customer’s problem, and offer one or more solutions. The opportunity to uncover hidden needs and create custom solutions is greatly enhanced by a well-conceived relationship strategy.11

In terms of relationship building, strategic alliance selling is often the most challenging. Very often the salesperson is working with a company team made up of people from such areas as research and development (R&D), finance, and distribution. The salesperson must build a good working relationship with each team member. Forming an alliance with another company involves building relationships with several representatives of that buying organization.

Customers almost never buy products from someone whom they dislike. A salesperson who is not viewed as being helpful and trustworthy will not succeed in any type of selling situation. A quick review of the 20 CRM contact reports found in Appendix 2: The NewNet Systems Regional Accounts Management Case Study illustrates the importance of strong relationships with all four of the Key Selling Groups.