Selling Today: Partnering to Create Value, Global Edition

Cover
Half Title
Title Page
Copyright Page
Dedication
Pearson’s Commitment to Diversity, Equity, and Inclusion
Brief Contents
Contents
Preface
About the Authors
Part 1: Developing a Personal-Selling Philosophy
	Chapter 1. Relationship Selling Opportunities in the Information Economy
		Personal Selling Today—A Definition and a Philosophy
		Emergence of Relationship Selling in the Information Economy
			Major Advances in Information Technology and Electronic Commerce
			Strategic Resource Is Information
			Business Is Defined by Customer Relationships
			Sales Success Depends on Creating and Adding Value
		Considerations for a Future in Personal Selling
			Wide Range of Employment Opportunities
			Activities Performed by Salespeople
			Freedom to Manage One’s Own Time and Activities
			Titles Used in Selling Today
			Above-Average Income
			Above-Average Psychic Income
			Opportunity for Advancement
			Opportunities for Women
		Employment Settings in Selling Today
			Selling Through Channels
			Career Opportunities in the Service Channel
			Career Opportunities in the Business Goods Channel
			Career Opportunities in the Consumer Goods Channel
		Selling Skills—One of the “Master Skills for Success” in the Information Age
			Knowledge Workers in the Information Economy
			Managerial Personnel
			Professionals
			Entrepreneurs and Small Business Owners
			Marketing Personnel and Customer Service Representatives
		Learning to Sell
			Corporate-Sponsored Training
			Training Provided by Commercial Vendors
			Certification Programs
			College and University Courses
		Chapter Learning Activities
		Reviewing Key Concepts
		Key Terms
		Review Questions
		Application Exercises
		Role-Play Exercises
		Reality Selling Case Problem—Alex Homer/Tom James Company
		Partnership Selling: A Role-Play
	Chapter 2. Evolution of Selling Models That Complement the Marketing Concept
		Marketing Concept Requires New Selling Models
			Evolution of the Marketing Concept
			Marketing Concept Yields Marketing Mix
			Important Role of Personal Selling
		Evolution of Consultative Selling
		Evolution of Strategic Selling
			Strategic/Consultative–Selling Model
		Evolution of Partnering
			Strategic-Selling Alliances—The Highest Form of Partnering
			Partnering Is Enhanced with High Ethical Standards
			Partnering Is Enhanced with Customer Relationship Management
		Value Creation—The New Selling Imperative
		Chapter Learning Activities
		Reviewing Key Concepts
		Key Terms
		Review Questions
		Application Exercises
		Role-Play Exercise
		Reality Selling Video Case Problem—Ryan Guillory/Independent Consultant (TWFG)
		Part 1 Role-Play Exercise
Part 2: Developing a Relationship Strategy
	Chapter 3. Ethics: The Foundation for Partnering Relationships That Create Value
		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
			Influence of Character in Ethical Decision Making
			The Erosion of Character on Ethical Decision Making
		Developing a Personal Code of Ethics That Adds Value
		Chapter Learning Activities
		Reviewing Key Concepts
		Key Terms
		Review Questions
		Ethics Application Exercises
		Role-Play Exercise
		Reality Selling Video Case Problem—Edith Botello/Mattress Firm
	Chapter 4. Creating Value with a Relationship Strategy
		Relationships Add Value
			Partnering—The Highest-Quality Selling Relationship
			Relationship Strategies Focus on Four Key Groups
			Adapting the Relationship Strategy
		Thought Processes That Enhance Your Selling Relationship Strategy
			Self-Concept—An Important Dimension of the Relationship Strategy
			The Win-Win Philosophy
			Empathy and Ego Drive
		Verbal and Nonverbal Strategies That Add Value to Your Selling Relationships
			Adding Value with Nonverbal Messages
			Impact of Appearance on Relationships
			Impact of Voice Quality on Relationships
			Impact of Etiquette on Your Relationships
		Conversational Strategies That Enhance Relationships
			Comments on Here and Now Observations
			Compliments
			Search for Mutual Acquaintances or Interests
		Self-Improvement Strategies That Add Value
		Chapter Learning Activities
		Reviewing Key Concepts
		Key Terms
		Review Questions
		Application Exercises
		Role-Play Exercise
		Reality Selling Video Case Problem—Susana Rosas/CB Richard Ellis
	Chapter 5. Communication Styles: A Key to Adaptive Selling Today
		Communication Styles—An Introduction to Adaptive Selling
			Communication-Style Bias
			Communication Style Principles
			Improving Your Relationship Selling Skills
		Communication Style Model
			Dominance Continuum
			Sociability Continuum
		Four Styles of Communication
			Popularity of the Four-Style Model
			Determining Your Communication Style
			An Online Assessment of Your Communication Style
		Minimizing Communication-Style Bias
			How Communication-Style Bias Develops and Erodes Partnering Relationships
			Adaptive Selling Requires Versatility That Builds Strong Relationships
		Building Strong Relationships Through Style Flexing
			Building Relationships with Emotive Customers
			Building Relationships with Directive Customers
			Building Relationships with Reflective Customers
			Building Relationships with Supportive Customers
			Word of Caution
		Chapter Learning Activities
		Reviewing Key Concepts
		Key Terms
		Review Questions
		Application Exercises
		Role-Play Exercise
		Adaptive Selling Case Problem—Ray Perkins/Grant Real Estate
		Part 2 Role-Play Exercise
Part 3: Developing a Product Strategy
	Chapter 6. Creating Product Solutions
		Developing Product Solutions That Add Value
			Selling Solutions
			Explosion of Product Options
			Creating Solutions with Product Configuration
			Preparing Written Proposals
		Becoming a Product Expert
			Product Development and Quality Improvement Processes
			Performance Data and Specifications
			Maintenance and Service Contracts—Servicing the Sale
			Pricing and Delivery
		Become a Company Expert
			Company Culture and Organization
			Company Support for Product
		Become the Industry Expert—Know Your Competition
			Develop and Communicate a Healthy Attitude toward 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
			Distinguish between Features and Benefits
			Use Bridge Statements
			Identify Features and Benefits
			Avoid Information Overload
		Chapter Learning Activities
		Reviewing Key Concepts
		Key Terms
		Review Questions
		Application Exercises
		Role-Play Exercise
		Reality Selling Video Case Problem—Bolaji Ayodele/Autodesk
		Partnership Selling: A Role-Play
	Chapter 7. Product-Selling Strategies That Add Value
		Product Positioning—In a Competitive Marketplace
			Essentials of Product Positioning
			Salesperson’s Role in Product Differentiation
			Custom Fitting and Communicating the Value Proposition
		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 New Products Versus Well-Established Products
		Selling Products with a Price Strategy
		Selling Your Product with the Value-Added Product-Selling Model
			Value Creation Product Strategies for Transactional, Consultative, and Strategic Alliance Buyers
		Chapter Learning Activities
		Reviewing Key Concepts
		Key Terms
		Review Questions
		Application Exercises
		Role-Play Exercise
		Reality Selling Case Problem—Selling New Products at Steelcase
		Part 3 Role-Play Exercise
Part 4: Developing a Customer Strategy
	Chapter 8. The Buying Process and Buyer Behavior
		Developing a Customer Strategy
			Adding Value with a Customer Strategy
			Complex Nature of Customer Behavior
		Consumer, Business, and Government Buyers
			Types of Business Buying Situations
			Types of Consumer Buying Situations
		Achieving Alignment with the Customer’s Buying Process
			Steps in the Typical Buying Process
		Understanding the Buying Process of the Transactional, Consultative, and Strategic Alliance Buyer
			Transactional Process Buyer
			Consultative Process Buyer
			Strategic Alliance Process Buyer
			The Buyer Resolution Theory
		Understanding Buyer Behavior
			Basic Needs That Affect Buyer Behavior
			Group Influences That Affect Buying Decisions
			Perception—How Customer Needs Are Formed
			Buying Motives
		Chapter Learning Activities
		Reviewing Key Concepts
		Key Terms
		Review Questions
		Application Exercises
		Role-Play Exercise
		Reality Selling Video Case Problem—Ashley Pineda/PulteGroup
	Chapter 9. Developing and Qualifying Prospects and Accounts
		Prospecting and Account Development—an Introduction
		Importance of Prospecting and Account Development
		Prospecting and Account Development Requires Planning
			Account Development and Prospecting Plans Must Be Assessed Often
		Sources of Prospects and Accounts
			Referrals
			Centers of Influence, Friends, and Family Members
			Directories
			Trade Publications
			Trade Shows and Special Events
			Digital Sales (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
			Sales Intelligence
		Managing the Account and Prospect Base
			Portfolio Models
			Sales Process Models
			Pipeline Management, Pipeline Analytics, and Pipeline Dashboards
		Chapter Learning Activities
		Reviewing Key Concepts
		Key Terms
		Review Questions
		Application Exercises
		Role-Play Exercise
		Reality Selling Video Case Problem—Dave Levitt/Salesforce.com
		Regional Account Management Case Study Chapters 9–15 Real-World Sales Assignments!
		Part 4 Role-Play Exercise
Part 5: Developing a Presentation Strategy
	Chapter 10. Approaching the Customer with Adaptive Selling
		Developing the Presentation Strategy
			Presentation Strategy Adds Value
		Planning the Preapproach
			Establishing Presentation Objectives
		Team-Selling Presentation Strategies
			Strategies for Selling to a Buying Committee
		Adaptive Selling: Builds on Four Strategic Areas of Personal Selling
		Developing the Six-Step Presentation Plan
			Planning the Presentation
			Adapting the Presentation Plan to the Customer’s Buying Process
		The Approach
			The Digital Contact
			The Social Contact—Building Rapport
			The Business Contact
		Converting the Prospect’s Attention and Attracting Interest
			Agenda Approach
			Product Demonstration Approach
			Referral Approach
			Customer Benefit Approach
			Question Approach
			Survey Approach
			Premium Approach
			Combination Approaches
			Coping with Sales Call Reluctance
			Selling to the Gatekeeper
			Digital Presentation
		Chapter Learning Activities
		Reviewing Key Concepts
		Key Terms
		Review Questions
		Application Exercises
		Role-Play Exercise
		Reality Selling Video Case Problem—Alim Hirani/Hilti Corporation
		Regional Account Management Case Study
		Partnership Selling: A Role-Play
	Chapter 11. Determining Customer Needs with a Consultative Questioning Strategy
		The Consultative-Sales Process Adds Value
		The Four-Part Need–Satisfaction Model
			Part One—Need Discovery
			Part Two—Selection of the Solution
			Part Three—Need Satisfaction Through Informing, Persuading, or Reminding
			Part Four—Servicing the Sale
		Creating Value with Need Discovery
			Need Discovery—Asking Questions
			The Four-Part Consultative Questioning Strategy
			Qualifying to Eliminate Unnecessary Questions
		Need Discovery—Listening and Acknowledging
			Need Discovery—Establishing Buying Motives
		Selecting Solutions that Create Value
			Selecting Solutions—Match Specific Benefits with Buying Motives
			Selecting Solutions—Product Configuration
			Selecting Solutions—Make Appropriate Recommendations
			Need Discovery and the Transactional Buyer
			Involving the Prospect in the Need Discovery
			Transitioning to the Presentation
		Planning and Execution—Final Thoughts
		Chapter Learning Activities
		Reviewing Key Concepts
		Key Terms
		Review Questions
		Role-Play Application Exercises for “Questioning” Video Series
		Reality Selling Case Problem—Debora Karish/Amgen
		Regional Account Management Case Study
		Partnership Selling: A Role-Play
	Chapter 12. Creating Value with the Consultative Presentation
		Need Satisfaction—Selecting a Consultative Presentation Strategy
			Need Satisfaction—The Informative Presentation Strategy
			Need Satisfaction—The Persuasive Presentation Strategy
			Need Satisfaction—The Reminder 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
			Enhancing the Group Presentation with Mental Imagery
			Digitally Enhanced Presentation Fundamentals
		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
			Digital Transformation of the Demonstration
			Rehearse the Presentation
			Plan for the Dynamic Nature of the Consultative Sales Presentation
		Chapter Learning Activities
		Reviewing Key Concepts
		Key Terms
		Review Questions
		Application Exercises
		Role-Play Exercise
		Reality Selling Case Problem—Chris Wylie/Ecolab
		Regional Account Management Case Study
		Partnership Selling: A Role-Play
	Chapter 13. Negotiating Buyer Concerns
		Formal Integrative Negotiation—Part of the Win-Win Relationship Strategy
			Negotiation Is a Process
			Planning for Formal Negotiations
			Conducting the Negotiation Session
			Know When to Walk Away
		Common Types of Buyer Concerns
			Concerns Related to Need for the Product
			Concerns about the Product or Services
			Concerns Related to Source
			Concerns Related to Time
			Concerns Related to Price
		Specific Methods of Negotiating Buyer Concerns
			Direct Denial
			Indirect Denial
			Questions
			Superior Benefit
			Demonstration
			Trial Offer
			Third-Party Testimony
			Postpone Method
		Creating Value During Formal Negotiations
			How to Deal with Price Concerns
			Negotiating Price with a Low-Price Strategy
		Working with Buyers Trained in Formal Negotiation
			Budget Limitation Tactic
			Take-It-or-Leave-It Tactic
			Let-Us-Split-the-Difference Tactic
			“If . . . Then” Tactic
			“Sell Low Now, Make Profits Later” Tactic
		Chapter Learning Activities
		Reviewing Key Concepts
		Key Terms
		Review Questions
		“Negotiations: Solving the Tough Problems” Video Application Exercises
		Role-Play Exercise
		Reality Selling Video Case Problem—Heather Ramsey/Marriott International
		Regional Account Management Case Study
		Partnership Selling: A Role-Play
	Chapter 14. Adapting the Close and Confirming the Partnership
		Adapting the Close—an Attitude That Adds Value
			Review the Value Proposition from the Prospect’s Point of View
			Closing the Sale—The Beginning of the Partnership
		Guidelines for Closing the Sale
			Focus on Dominant Buying Motives
			Longer Selling Cycles and Incremental Commitments
			Negotiating the Tough Points Before Attempting the Close
			Avoid Surprises at the Close
			“Tough-Mindedness”—Displaying a High Degree of Self-Confidence at the Close
			Ask for the Order More Than Once
		Recognize Closing Clues
		Specific Methods for Closing the Sale
			Trial Close
			Direct Appeal Close
			Assumptive Close
			Summary-of-Benefits Close
			Special Concession Close
			Multiple Options Close
			Balance Sheet Close
			Management Close
			Impending Event Close
			Combination Closes
			Adapting to the Customer’s Communication Style
			Practice Closing
		Confirming the Partnership When the Buyer Says Yes
			What to Do When the Buyer Says No
		Chapter Learning Activities
		Reviewing Key Concepts
		Key Terms
		Review Questions
		Application Exercises
		Role-Play Exercise
		Reality Selling Video Case Problem—Maria Candurin/Starburst
		Regional Account Management (RAM) Case Study
		Partnership Selling: A Role-Play
	Chapter 15. Servicing the Sale and Building the Partnership
		Building Long-Term Partnerships with Customer Service
			Achieving Successive Sales
			Responding to Increased Postsale Customer Expectations
			High Cost of Customer Attrition
		Current Developments in Customer Service
			Computer-Based Systems
		Customer Service Methods That Strengthen the Partnership
			Adding Value with Follow-Through
			Preventing Postsale Problems
			Adding Value with Customer Follow-Up
		Adding Value with Expansion Selling
			Preplan Your Service Strategy
			Partnership-Building Strategies Should Encompass All Key People
		Partnering with an Unhappy Customer
		Chapter Learning Activities
		Reviewing Key Concepts
		Key Terms
		Review Questions
		Application Exercises
		Role-Play Exercise
		Reality Selling Video Case Problem—Khalid Naziruddin/Sewell Auto
		Regional Account Management Case Study
		Partnership Selling: A Role-Play
		Part 5 Role-Play Exercise
Part 6: Management of Self and Others
	Chapter 16. Opportunity Management: The Key to Greater Sales Productivity
		Opportunity Management—A Four-Dimensional Process
		Time Management
			Time-Consuming Activities
			Time Management Methods
			Saving Time with Meetings in Cyberspace and Other Methods of Communication
		Territory Management
			What Does Territory Management Involve?
			Sales Call Plans
		Records Management
			Common Records Kept by Salespeople
			Maintaining Perspective
		Stress Management
			Develop a Stress-Free Home Office
			Maintain an Optimistic Outlook
			Practice Healthy Emotional Expression
			Maintain a Healthy Lifestyle
		Chapter Learning Activities
		Reviewing Key Concepts
		Key Terms
		Review Questions
		Application Exercises
		Role-Play Exercise
		Reality Case Problem—Julio Melara
	Chapter 17. Management of the Sales Force
		Applying Leadership Skills to Sales Management
			Structure
			Consideration
			Situational Leadership
		Coaching for Peak Performance
		Recruitment and Selection of Salespeople
			Determine Actual Job Requirements
			Search Out Applicants from Several Sources
			Select the Best-Qualified Applicant
			Personality and Skills Testing
		Orientation and Training
		Sales Force Motivation
			Effective Use of External Rewards
		Compensation Plans
			Strategic Compensation Planning
		Assessing Sales Force Productivity
		Chapter Learning Activities
		Reviewing Key Concepts
		Key Terms
		Review Questions
		Application Exercises
		Role-Play Exercise
		Reality Sales Management Case Problem—Assessing Productivity
Appendix 1. Reality Selling Today Role-Plays and Video Scenarios
Appendix 2. The NewNet Systems Regional Accounts Management Case Study
Appendix 3. Partnership Selling: A Role-Play for Selling Today
Endnotes
Glossary
Name Index
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Subject Index
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