ISE EBook Selling · Building Partnerships by Castleberry, Stephen -- Read -- Imperial Library of Trantor

Index

Cover Title Copyright Dedication Contents in Brief Contents Preface Acknowledgments About the Authors Walkthrough Connect Chapter 1: Selling and Salespeople

Why Learn about Personal Selling?

Everyone Sells

Creating Value: The Role of Salespeople in a Business What Do Salespeople Do?

Client Relationship Manager Account Team Manager Supply Chain Logistics and Channel Manager Information Provider to Their Firm

Types of Salespeople

Selling and Distribution Channels Describing Sales Jobs The Sales Jobs Continuum Examples of Sales Jobs

Characteristics of Successful Salespeople

Self-Motivated Dependability and Trustworthiness Integrity and Ethical Sales Behavior Customer and Product Knowledge Analytical Skills and the Ability to Use Information Technology Communication Skills Flexibility and Agility Creativity Confidence and Optimism Emotional Intelligence Are Salespeople Born or Made?

Rewards in Selling

Independence and Responsibility Financial Rewards Management Opportunities

The Building Partnerships Model Selling Yourself Summary Key Terms Ethics Problems Questions and Problems Case Problems Role-Play Case Additional References

Part 1: Knowledge and Skill Requirements

Chapter 2: Ethical and Legal Issues in Selling

Ethics and Selling

The Evolution of Selling Ethics and Partnering Relationships Factors Influencing the Ethical Behavior of Salespeople

Selling Ethics and Relationships

Relationships with Customers Relationships with the Salesperson’s Company Relationships with Colleagues Relationships with Competitors

Legal Issues

Uniform Commercial Code Misrepresentation or Sales Puffery Illegal Business Practices

International Ethical and Legal Issues

Resolving Cultural Differences Legal Issues

Selling Yourself Summary Key Terms Questions and Problems Case Problems Role-Play Case Additional References

Chapter 3: Buying Behavior and the Buying Process

Why People Buy Types of Customers

Manufacturers Resellers Government Agencies Institutions Consumers

Organizational Buying and Selling

Complexity of the Organizational Buying Process Derived versus Direct Demand

How Do Organizations Make Buying Decisions?

Steps in the Buying Process Creeping Commitment

Types of Organizational Buying Decisions

New Tasks Straight Rebuys Modified Rebuys

Who Makes the Buying Decision?

Users Initiators Influencers Gatekeepers Deciders

Supplier Evaluation and Choice

Organizational Needs and Criteria Individual Needs of Buying Center Members

Supply Chain Management and Professional Purchasing

Supply Chain Management

Multiattribute Model of Product Evaluation and Choice

Performance Evaluation of Characteristics Importance Weights Overall Evaluation Value Offered Supplier Selection Implications for Salespeople

Selling Yourself Summary Key Terms Ethics Problems Questions and Problems Case Problems Role-Play Case Additional References

Chapter 4: Using Communication Principles to Build Relationships

Building Relationships through Two-Way Communication

The Communication Process Communication Breakdowns

Sending Verbal Messages Effectively

Choice of Words Voice Characteristics Stories Keep Open Lines of Communication

Active Listening

Repeating Information Restating or Rephrasing Information Clarifying Information Summarizing the Conversation Tolerating Silences Concentrating on the Ideas Being Communicated

Reading Nonverbal Messages from Customers

Body Angle Face Arms Hands Legs Body Language Patterns

Sending Messages with Nonverbal Communication

Using Body Language The Role of Space and Physical Contact Appearance

Communicating via Technology

Telephone and Voice Mail Text Messages and E-mail Social Media Adjusting for Cultural Differences

Selling Yourself Summary Key Terms Ethics Problems Questions and Problems Case Problems Role-Play Case Additional References

Chapter 5: Adaptive Selling for Relationship Building

Types of Presentations

Standard Memorized Presentation Outlined Presentation Customized Presentation

Adaptive Selling and Sales Success Adaptive Selling: The Importance of Knowledge

Product and Company Knowledge Knowledge about Sales Situations and Customers How to Create Knowledge Retrieving Knowledge from the Knowledge Management System

The Social Style Matrix: A Training Program for Building Adaptive Selling Skills

Dimensions of Social Styles Categories of Social Styles Identifying Customers’ Social Styles Social Styles and Sales Presentations Versatility Recap: The Role of Knowledge in Adapting

Systems for Developing Adaptive Selling Skills Selling Yourself Summary Key Terms Ethics Problems Questions and Problems Case Problems Role-Play Case Additional References

Part 2: The Partnership Process

Chapter 6: Prospecting

The Importance of Prospecting Characteristics of a Good Prospect

Does a Want or Need Exist? Does the Lead Have the Ability to Pay? Does the Lead Have the Authority to Buy? Can the Lead Be Approached Favorably? Is the Lead Eligible to Buy? Other Criteria

How and Where to Obtain Prospects

Satisfied Customers Endless-Chain Method Networking and Center of Influence Social Media Other Internet Uses Marketing Department Shows, Fairs, and Merchandise Markets Webinars and Seminars Lists and Directories Sales Analytics and Artificial Intelligence Cold Calling Spotters Inside Salespeople Expertise Sales Letters Other Sources of Leads

CRM and Lead Management Systems Overcoming a Reluctance to Prospect Selling Yourself Summary Key Terms Ethics Problems Questions and Problems Case Problems Role-Play Case Additional References

Chapter 7: Planning the Sales Call

Why Plan the Sales Call? Obtaining Precall Information

Learning about the Prospect as an Individual and about the Prospect’s Organization Sources of Information Resources within Your Company The Internet and Social Media Receptionists and Assistants Noncompeting Salespeople Published Secondary Sources The Prospect Other Sources

Setting Call Objectives

Criteria for Effective Objectives Setting More Than One Call Objective Setting Objectives for Several Calls Working with Buyers in Goal Setting

Making an Appointment

The Right Person The Right Time The Right Place Cultivating Relationships with Subordinates

Additional Planning Selling Yourself Summary Key Terms Ethics Problems Questions and Problems Case Problems Role-Play Case Additional References

Chapter 8: Making the Sales Call

Making a Good Impression

Waiting for the Prospect First Impressions Selecting a Seat Getting the Customer’s Attention Developing Rapport When Things Go Wrong

Identifying the Prospect’s Needs: The Power of Asking Questions

Asking Open and Closed Questions Spin® Technique Reiterating Needs You Identified before the Meeting Value Co-Creation and Additional Considerations Developing a Strategy for the Presentation

Offering Value: The Solution to the Buyer’s Needs

Relating Features to Benefits Assessing Reactions

Building Credibility during the Call Virtual Sales Calls Selling to Groups Selling Yourself Summary Key Terms Ethics Problems Questions and Problems Case Problems Role-Play Case Additional References

Chapter 9: Strengthening the Presentation

Characteristics of a Strong Presentation

Keeps the Buyer’s Attention Improves the Buyer’s Understanding Helps the Buyer Remember What Was Said Offers Proof of the Salesperson’s Assertions Creates a Sense of Value

How to Strengthen the Presentation

Verbal Tools Visual Tools Product Demonstrations Handouts Written Proposals Value Analysis: Quantifying the Solution

Dealing with the Jitters Selling Yourself Summary Key Terms Ethics Problems Questions and Problems Case Problems Role-Play Case Additional References

Chapter 10: Responding to Objections

The Goal Is to Build Relationships and Sell Value When Do Buyers Raise Objections?

Setting Up an Initial Appointment The Presentation Attempting to Obtain Commitment After the Sale

Common Objections

Objections Related to Needs Objections Related to the Product Objections Related to the Source Objections Related to the Price Objections Related to Time Other Objections

Behaviors of Successful Salespeople

Have a Positive Attitude Anticipate Objections Forestall Known Concerns Relax and Listen—Do Not Interrupt Evaluate Objections Always Tell the Truth

Effective Response Methods

Direct Denial Indirect Denial Compensation Method Referral Method Revisit Method Acknowledge Method Postpone Method Using the Methods Confirming That the Objection Has Been Answered Objections When Selling to a Group of Buyers

The Price Objection

Use Up-to-Date Information Establish the Value Use Communication Tools Effectively

Dealing with Tough Customers Selling Yourself Summary Key Terms Ethics Problems Questions and Problems Case Problems Role-Play Case Additional References

Chapter 11: Obtaining Commitment

Securing Commitment Today

Part of the Process The Importance of Securing Commitment

Financial Terms and Conditions

Discounts Credit Terms Shipping Costs Presenting Price

When to Attempt to Obtain Commitment

Buyer Comments Nonverbal Cues

How to Successfully Obtain Commitment

Maintain a Positive Attitude Let the Customer Set the Pace Be Assertive, Not Aggressive Sell the Right Item in the Right Amounts

Effective Methods

Direct Request Benefit Summary Balance Sheet Method Probing Method Alternative Choice Trial Offers Other Methods

If Commitment Is Obtained

No Surprises Confirm the Customer’s Choice Get the Signature Show Appreciation Cultivate for Future Calls Review the Actions to Be Taken

If Commitment Is Not Obtained

Some Reasons for Lost Opportunities Discovering the Cause Suggestions for Dealing with Rejection

Bringing the Sales Call to a Close Selling Yourself Summary Key Terms Ethics Problems Questions and Problems Case Problems Role-Play Case Additional References

Chapter 12: Formal Negotiating

The Nature of Negotiation

Negotiation versus Nonnegotiation Selling What Can Be Negotiated? Are You a Good Negotiator?

Planning for the Negotiation Session

Location Time Allotment Negotiation Objectives Team Selection and Management Individual Behavior Patterns Information Control

The Negotiation Meeting

Preliminaries General Guidelines Dealing with Win–Lose Negotiators Making Concessions Recap of a Successful Negotiation Meeting

Selling Yourself Summary Key Terms Ethics Problems Questions and Problems Case Problems Role-Play Case Additional References

Chapter 13: Building Partnering Relationships

The Value of Customers Relationships and Selling

Types of Relationships Market Exchanges Partnerships

Managing Relationships and Partnering

Choosing the Right Relationship Using Technology to Increase Efficiency

Phases of Relationship Development

Awareness Exploration Expansion Commitment Dissolution

Characteristics of Successful Partnerships

Mutual Trust Open Communication Common Goals Commitment to Mutual Gain Organizational Support

Selling Yourself Summary Key Terms Ethics Problems Questions and Problems Case Problems Role-Play Case Additional References

Chapter 14: Building Long-Term Partnerships

Exploration

Set the Right Expectations Monitor Order Processing Ensure Proper Initial Use of the Product or Service Follow Up Handle Customer Complaints

Expansion

Generating Repeat Orders Upgrading Full-Line Selling Cross-Selling

Commitment

Securing Commitment to a Partnership The Salesperson as Change Agent

Dissolution

Maintaining Few Personal Relationships Failing to Monitor Competitors' Actions Failing to Monitor the Industry Falling into Complacency Conflict

Selling Yourself Summary Key Terms Ethics Problems Questions and Problems Case Problems Role-Play Case Additional References

Part 3: The Salesperson as Manager

Chapter 15: Managing Your Time and Territory

The Value of Time The Self-Management Process Setting Goals

The Need for Goals The Nature of Goals Types of Sales Goals Setting Sales Goals

Allocating Resources

Resources to Be Allocated Where to Allocate Resources Account Classification and Resource Allocation Investing in Accounts

Implementing the Time Management Strategy

Daily Activity Planning Guidelines Planning Process Making More Calls Handling Paperwork and Reports

Evaluating Performance

Activity Analysis Performance Analysis Productivity Analysis

Selling Yourself Summary Key Terms Ethics Problems Questions and Problems Case Problems Role-Play Case Additional References

Chapter 16: Managing within Your Company

Building Internal Partnerships

The Importance of Internal Partnerships The Role of Sales Selling Internally

Company Areas Important to Salespeople

Manufacturing Administration Shipping and Installation Customer Service Marketing Sales

Partners in the Sales Organization

Sales Management Field Sales Managers

Managing Ethics in Sales

Ethics and the Sales Executive Ethics and the Field Sales Manager Responding to Unethical Requests

Salespeople as Partners

Geographic Salespeople Account Salespeople Product Specialists Inside versus Outside Sales Teams

Selling Yourself Summary Key Terms Ethics Problems Questions and Problems Case Problems Role-Play Case Additional References

Chapter 17: Managing Your Career

Opportunities in Selling Making a Good Match

Understanding Yourself Understanding the Company

The Recruiting Process

Selecting Salespeople Applicant Information Sources

Selling Your Capabilities

Preparing the Résumé Gaining the Interview The Interview Special Types of Interviews Follow-Up Interviewing Never Ends

Managing Your Career Goals

Making the Transition from College to Career Dual Career Path Continue to Develop Your KSAs

Managing Stress

Situational Stress Felt Stress

Selling Yourself Summary Key Terms Ethics Problems Questions and Problems Case Problems Role-Play Case Additional References

Role Play Case 1: Purina ONE SmartBlend Dog Food Role Play Case 2: Gartner Glossary Endnotes Indexes

Company Index Subject Index

← Prev
Back
Next →

← Prev
Back
Next →