Selling: Building Partnerships 10th Edition

CHAPTER 1 SELLING AND SALESPEOPLE Outline of Chapter I. Why Learn About Personal Selling? A. Everyone Sells II. Creating Value: The Role of Salespeople in A Business III. What Do Salespeople Do? A. Client Relationship Manager B. Account Team Manager C. Supply Chain Logistics and Channel Manager D. Information Provider to their Firm IV. Types of Salespeople A. Selling and Distribution Channels 1.

Suggested Answers to Case Problems Case 1.1 Chicago Blackhawks Questions 1. What impact would dropping one or more salespeople have on the Chicago Blackhawks Corporate Hospitality sales? You might want to review the section titled What Do Salespeople Do? as you answer this question. Since Chicago Blackhawks in this case is dealing with businesses

CHAPTER 10 RESPONDING TO OBJECTIONS Outline of Chapter I. The goal is to build relationships and sell value II. When do buyers raise objections? A. Setting up an initial appointment B. The presentation C. Attempting to obtain commitment D. After the sale III. Common objections A. Objections related to needs 1. I do not need the product or service 2. Ive

ARM Buyer Role Play Information Chapter 10 End of Chapter Role Play Case Here are your objections: 1. Very early, say This seems really complicated. I bet it is too expensive for us. If probed, say I think I could just go to some seminars and figure this stuff out. 2. When shown a

CHAPTER 11 OBTAINING COMMITMENT Outline of Chapter I. Obtaining commitment today A. Part of the Process B. Importance of securing commitment II. Financial terms and conditions A. Discounts B. Credit terms C. Shipping costs D. Presenting price III. When to attempt to obtain commitment A. Buyers comments 1. Buyer questions 2. Requirements 3. Benefit Statements 4. Responses to trial closes B. Nonverbal cues IV. How to successfully obtain

CHAPTER 12 FORMAL NEGOTIATING Outline of Chapter I. The nature of negotiation A. Negotiation versus non-negotiation selling B. What can be negotiated C. Are you a good negotiator? II. Planning for the negotiation session A. Location B. Time allotment C. Negotiation objectives D. Team selection and management E. Individual behavior patterns F. Information control III. The Negotiation meeting A. Preliminaries B. General guidelines C. Dealing with win-lose

Case 12-2: Identifying Conflict-Handling Modes 1. Based on the information provided, what is the conflict-handling mode of each person? Alexis Compromising Sofia CompetingIbrahim AccommodatingAlastair Avoiding Sofia CompetingIbrahim AccommodatingAlastair Avoiding Sofia Competing Ibrahim Accommodating Alastair Avoiding 2. What conflict-handling mode is not illustrated in the examples provided? Describe what that person is generally like. Collaborating -- both assertive and cooperative.

CHAPTER 13 BUILDING PARTNERING RELATIONSHIPS Outline of Chapter I. The Value of Customers II. Relationships and Selling A. Types of Relationships 1. Market Exchanges a. Solo Exchange b. Functional Relationships 2. Partnerships a. Relational Partnerships b. Strategic Partnerships III. Managing Relationships and Partnering A. Choosing the Right Relationship 1. Size 2. Access and Image 3. Access to Technology B. Using Technology to Increase Efficiency IV. Phases

CHAPTER 14 BUILDING LONG-TERM PARTNERSHIPS Outline of Chapter I. Exploration A. Set the Right Expectations B. Monitor Order Processing C. Ensure Proper Initial Use of the Product or Service D. Follow Up E. Handle Customer Complaints 1. Encourage Buyers to Tell Their Story 2. Determine the Facts 3. Offer a Solution 4. Follow Through with Action 5. Achieve Customer Satisfaction II. Expansion A. Generating Repeat

CHAPTER 15 MANAGING YOUR TIME AND TERRITORY I. The Value of Time II. The Self Management Process III. Setting Goals A. Need for Goals B. Nature of Goals C. Types of Sales Goals 1. Performance Goals 2. Activity Goals 3. Conversion Goals D. Setting Sales Goals IV. Allocating Resources A. Resources to be Allocated B. Where to Allocate Resources C. Account Classification and Resource Allocation 1.

CHAPTER 16 MANAGING WITHIN YOUR COMPANY Outline of Chapter I. Building Internal Partnerships A. The Importance of Internal Partnerships B. The Role of Sales C. Selling Internally II. Company Areas Important to Salespeople A. Manufacturing B. Administration C. Shipping D. Customer Service E. Marketing F. Sales III. Partners in the Sales Organization A. Sales Management 1. Sales Executives a. Size and Organization of the Sales Force b. Forecasting c.

CHAPTER 17 MANAGING YOUR CAREER Outline of ChapterI. Opportunities in SellingII. Making a Good MatchA. Understanding Yourself Outline of ChapterI. Opportunities in SellingII. Making a Good MatchA. Understanding Yourself Outline of Chapter I. Opportunities in Selling II. Making a Good Match A. Understanding Yourself 1. Understanding Your Needs 2. Understanding What You Have to Offer 3. When to Ask

CHAPTER 2 ETHICAL AND LEGAL ISSUES IN SELLING Outline of Chapter I. Ethics and Personal Selling A. Ethics and Partnering Relationships B. Factors Influencing the Ethical Behavior of Salespeople 1. Personal, Company, and Customer Needs 2. Company Policies 3. Values of Significant Others 4. Laws 5. A Personal Code of Ethics II. Selling Ethics and Relationships A. Relationships with Customers 1. Deception 2. Bribes,

CHAPTER 3 BUYING BEHAVIOR AND THE BUYING PROCESS Outline of Chapter I. Types of Customers A. Producers B. OEM Purchasers C. End Users D. Resellers E. Government Agency F. Institutions G. Consumers II. Organizational Buying and Selling A. Complexity of the Buying Process B. Derived versus Direct Demand III. How Do Organizations Make Buying Decisions? A. Steps in the Buying Process 1. Recognizing a Need

Suggested Answers to Case Problems Case 3-1: Going out Through the Backdoor Questions: 1. What would you do? Do you lower your price or walk away? Why? Write out specifically what you would say next. What Travis did was not lower the price. Instead, he called the account out on its reputation for

CHAPTER 4 USING COMMUNICATION PRINCIPLES TO BUILD RELATIONSHIPS Outline of Chapter I. Building Relationships through Two-Way Communication A. The Communication Process B. Communication Breakdowns II. Sending Verbal Messages Effectively A. Choice of Words B. Voice Characteristics C. Stories D. Keep Open Lines of Communication III. Active Listening A. Repeating Information B. Restating or Rephrasing Information C. Clarifying Information D. Summarizing the Conversation E. Tolerating

End of Chapter Role Play Note to the Instructor: On the following pages, youll find the role play information you need to supply to the buyers. To debrief this role play, focus on whether the students identified the three most important aspects of the buyers business: 1. For Asset Recovery Management,

CHAPTER 5 ADAPTIVE SELLING FOR RELATIONSHIP BUILDING Outline of Chapter I. Types of Presentations A. Standard Memorized Presentation B. Outlined Presentation C. Customized Presentation II. Adaptive Selling and Sales Success III. Adaptive Selling: The Importance of Knowledge A. Product and Company Knowledge B. Knowledge About Sales Situations and Customers C. How to Create Knowledge D. Retrieving Knowledge From the

CHAPTER 6 PROSPECTING Outline of Chapter ! ! " ! # $ %&$ '(! ") *+ ', " $- # ,+ '.#.,,+ % &' / 0 , 1 / ' , ' * -" $ '/ $! 2 /3!(,' 2 $4! 2 '5! 2 '! Teaching Suggestions (an alternative would be to use the PowerPoint slides provided with

CHAPTER 7 PLANNING THE SALES CALL Outline of Chapter I. Why plan the sales call II. Obtaining Precall information A. The prospect/customer as an individual B. The prospects/customers organization III. Sources of information A. Resources within your company B. The Internet and Social Media C. Secretaries and Receptionists D. Noncompeting Salespeople E. Traditional secondary sources F. The prospect G. Other sources IV. Setting call objectives A.

Suggested Answers to Case Problems Case 7-1: Presidential Aviation (Part A) 1. What kind of information should Miguel gather about Jorge before their meeting? The text lists the kinds of things that Miguel should learn. Some examples include: What are his aspirations? What is his social style? What is his attitude toward salespeople, and toward

CHAPTER 8 MAKING THE SALES CALL Outline of Chapter I. Making a good impression A. Waiting for the prospect B. Very first impressions C. Selecting a seat D. Getting the customers attention E. Developing rapport F. When things go wrong II. Identifying the prospects needs: The power of asking questions A. Asking open and closed questions B. SPIN technique 1. Situation Questions 2. Problem

EXERCISE 8-1 ASSESSING THE EFFECTIVENESS OF VARIOUS APPROACHES Comment on each of the following sets of statements. Pick the one in each set that is most effective and appropriate. Explain your choice. A. Introduction Opening 1. Hi, Im Larry Smith. Pleased to meet you. 2. Hello, Mr. Walworth, I am Larry Smith, a representative of

CHAPTER 9 STRENGTHENING THE PRESENTATION Outline of Chapter I. Characteristics of a strong presentation A. Keeps the buyers attention B. Improves the buyers understanding C. Helps the buyer remember what was said D. Offers proof of salespersons assertions E. Creates a sense of value II. How to strengthen the presentation A. Verbal tools 1. Storytelling and word pictures 2. Humor B. Visual

SECTION 1 SAMPLE COURSE OUTLINES Sample Course Outline for a 15 Week Semester* Week 1 Course Introduction, and Ethical/Legal Issues Chapters 1, 2 Week 2 Buyer Behavior and Communication Principles Chapters 3, 4 Week 3 Adaptive Selling Chapter 5Week 4 Prospecting, and Planning Chapters 6, 7Week 5 Making the Sales Call, and Strengthening the Presentation

SECTION 3 THE USE AND EVALUATION OF ROLE PLAYS VIDEOTAPED ROLE PLAYING IN THE PERSONAL SELLING CLASSROOM: A PRACTICAL GUIDEStephen B. CastleberryPractical suggestions are offered for effectively and efficiently videotaping role plays. These include a discussion of methods to reduce "camera fright," an approach to structure a progressive series of role plays, teaching

THE FEEDBACK PROCESS As Castleberry (1989) noted, videotaping role plays can be traumatic for some students. Castleberry (1989) provides several useful techniques for students to minimize camera fright. A more traumatic experience may be the debriefing session that takes place immediately following the role play. Tanner, John F. and Lawrence S. Chonko, Avoiding the Guillotine

1SECTION 4 BUYER ROLE PLAY SCENARIOS For the Two Role Play Cases (Purina ONE SmartBlend Dog Food and Gartner) at the back of the text book. SmartBlend Dog Food Buyer Scenario Situation 1 Animal Haven Buyer A You are an amiable. Needs: Animal Haven is looking for top quality dog food, that is also reasonably priced. In the

SmartBlend Dog Food Buyer Scenario Situation 8 Camp Bow Wow (Franchise Headquarters) Buyer B You are a driver. Needs: To simply your life. You have so many things going on right now that you can hardly see straight. Your spouse is going through chemo-therapy for liver cancer and thats really hard on you. Your

Gartner Buyer Scenario Situation 5 PORT GROUP Buyer A You are the Director of Network Support for Port Group, a company with offices in New York, London, San Francisco, and your city. The company is a commercial real estate owner, property manager, and lender each of these divisions has its own director

1SECTION 5 ADDITIONAL SELLER AND BUYER ROLE PLAY SCENARIOS THE ROLE PLAYS IN THIS SECTION WERE PROVIDED BY RONALD N. BORRIECI FROM COB EMBRY-RIDDLE AERONAUTICAL UNIVERSITY. USED WITH EXPRESS PERMISSION OF THE AUTHOR. Kinetic Air Cargo Seller ffff ffffff ffffffffffffffffff!ff!"ff! ff ff!#"ff#$ff %&ffffff'(ffff &ff#ffffffff ff##ffffffff)*ffffff'ff(ff&ff"+#,-!.!/01ff2#ffffff2ff#ffff#'ff(ff""ff#3#ff'("4ff5%6.,78ff7ffff ff##ffffffff)*ffffff'ff(ff&ff"+#,-!.!/01ff2#ffffff2ff#ffff#'ff(ff""ff#3#ff'("4ff5%6.,78ff7ffff ff##ffffffff)*ffffff 'ff(ff&ff"+#,-!.!/01 ff2#ffffff2ff#ff ff#'ff(ff"" ff#3#ff'("4ff5 %6.,78 ff7ffff ff9:ff+7ff 8;ff5%ffff 6.,#2ffffffff#ffffff <=,ffffff"ff=7+ffffff5ffff#> ?9:@@ffffff.ff!0!<!0#7ffffffff#ffffff#)Aff23 >ffB)::C7ffff"#ffff"D"ffff+ffffffffff7Effff57ff"ff#)::83::#ffff'#-(#"$F>FFFF&ffff <=,ffffff"ff=7+ffffff5ffff#> ?9:@@ffffff.ff!0!<!0#7ffffffff#ffffff#)Aff23 >ffB)::C7ffff"#ffff"D"ffff+ffffffffff7Effff57ff"ff#)::83::#ffff'#-(#"$F>FFFF&ffff <=,ffffff"ff= 7+ffffff5ffff#> ?9:@@ffff ff.ff!0!<!0#7ffffff ff#ffffff#)Aff23 >ffB )::C7ffff"#ffff" D"ffff+ffffff ffff7Effff57ff"ff# )::83::#ffff'#-(#"$F>FFFF&ff ff ffBGffffff"##)*83:A7&ff H##D ffff4"+ff#5 !&ff6.,ffff'$ff #ff(ffffff ff #2ffffff#ffffff#)::C" $ffff.ffffI6. ,ffff#ffffff9 7Effff"ffff?)*!:::"ff ffffff#ff# )*83:A"ff#ffff#ffffff= 1ffffff&ffffffff=ff!ff +'(5!ffff!ffffffff1ffff ff # #ffffff" ffffff#+ff#5J ffffffffffff ff+ff##5" ?9:@@7&ff$ffffffff ff ffffffff28ff.ff+$ffB$ff5#""-ff+'(ff9)ff'""(5%ffffff"ff!!'ffff(ffD'ff(+-$ffff"ffff#ff89)"ff#5 ffffffff28ff.ff+$ffB$ff5#""-ff+'(ff9)ff'""(5%ffffff"ff!!'ffff(ffD'ff(+-$ffff"ffff#ff89)"ff#5 ffffffff28ff.ff+$ffB $ff5#"" -ff+'(ff9)ff '""(5%ffffff"ff!!' ffff(ffD'ff(+ -$ffff"ffff#ff8 9)"ff#5 ffffffffffffffff, -!ff>ff-ff!9)ff -ff!)>ff-ff"ff 0"!ffffffD"ffff +KDff38>ffLK 1ff9>ff"5 Jff#!2#ffff ff97&ff.ffff"# ff6., Kinetic Air Cargo Buyer A 6.,7! ff "ffffff?9:@@ff ff>ffffff!!" ffffff)8>"ff ffffff#ff&ffffff#ff# "ffffffff#?*!:::0"!ffff ##ff"ffffff ff!"ffffff ff!'ff(ffffff ?):!::: %ffffffffff J$ffffff

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