CHAPTER 12
CLOSING BEGINS THE RELATIONSHIP
COMMENTS ON CHAPTER 12 SALES APPLICATION QUESTIONS
1. “A” and “C“ have the salesperson handling all of the “details,” thus making it easier for the buyer to
say “Yes.”
2. A—2 E—2
3. C—not asking for the order.
5. True. As soon as you have finished the presentation it is time to ask for the order.
7. A. Alternatives 1 and 2 are correct.
B. Alternative 3
9. Yes, once you get the order, get out. Further discussions in such regard may create a situation where
a customer changes his/her mind.
10. The salesperson should answer a question with a question such as “would you buy if they leave the
rugs and drapes?“ If you teach selling and have read this far, let us know. We‘d like to buy you a
Coke.
COMMENTS ON CASES
Case 12-1: Skaggs Omega
1. Ms. Johnson, let me summarize what we have agreed upon so far. You like our revolving retail
display, which contains an assortment of the three items of interest, you seems to believe that our
pricing or margin opportunities are reasonable, and you like the fact that we are capable of
promotional investment. Right? (Summary of benefits. If buyer answered yes after each part this
would have been continuous-yes technique. Note trial close)
Ms. Johnson, when would you like to have the items delivered to your store? We should not wait too
2. Alternatives Ranking Dollar Amount Sold
(Maximum = $1,000)
A $ 0
B First $1,000
C Second $ 500
D First $1,000
Five salespeople ranked the four alternatives, with “B” and “D“ earning the maximum dollar amount of
$1,000.
A. This isn‘t much of a close. It‘s weak and may encourage negative comments or objections.
B. This is often called a “trial” or “choice” close. It‘s a useful technique that can be used
anywhere in a presentation. By sending up a “trial balloon” you will feel for the prospect’s
attitude. Simply give him a choice of two things relating to the order. If he chooses either
C. Here you‘re giving him a choice of “yes” or “no“ which is somewhat dangerous. If he says
“yes,” fine. But a “no” can be deadly. Since you have a fifty percent chance of being turned
down, we can only give you half the order.
D. The close used here is called a “assumptive” close. It‘s direct, it’s positive, it’s effective. Just
assume the prospect is ready to buy and ask him to take some specific action—like signing the
order, giving you a purchase order, supplying credit reference, etc. The important thing is to
ask.
3. Ms. Johnson, I suggest we get this deal going and decide on the order quantity. What do you
want me to begin with? (Assumptive close)
We delivered for XYZ Stores last year and we have heard great feedback from them. (Third party
objection handling technique) Does that sound reliable to you? (Trial close)
Case 12-2: Central Hardware Supply
1. Alternatives Ranking Dollar Amount Sold
(Maximum = $3,000)
A Third -0–
B Second $1,500
C First $3,000
$3,000.
A. Gillespie seems to be wavering when he says “I‘d like to think this over, however.” His stall
or objection is certainly weak—especially when preceded by a commitment that your product
will solve his problem. If you accept his excuse, you could be in trouble. He could have a
valid reason for delaying, but if you don‘t find out what it is now, you may never have an
opportunity to answer it. Evidently there‘s something on his mind and it behooves you to find
out what it is.
B. Ignoring his “stall” (since it was expressed weakly) is a good technique in some selling
however, so you should be rewarded for using it.
C. This is a good technique. Let him tell you what‘s holding him back. Being an effective
salesperson requires lots of detective work. If you ask tactfully, he‘s apt to tell you what you have to
do in order to sell him! “Thinking it over” is not important—the key is to find out exactly what he’s
got to think about.
Case 12-3: Furmanite Service Company—A Multiple–Close Sequence
1. Label each of the selling techniques used by Chris.
S. Let me summarize what we have talked about. You have said that you like the money you
will save by doing the repairs. You also like our response time in saving the flanges so they
can be rebuilt when needed. Finally, you like our year warranty on our service. (Summary of
B. Yes, that is about it.
S. Gary, I suggest we get a crew in here and start repairing the leaks. What time do you want the
crew here Monday? (Assumptive close)
B. Not so fast, how reliable is the compound?
S. Gary, it’s very reliable. I did the same service for Mobil Chemical last year and we have not
B. Yeah, I guess so.
S. I know you always make experienced, professional decisions and I know that you think this is
a sound and profitable service for your plant. Let me schedule a crew to be here next week or
B. Chris, I am still hesitant.
S. There must be a reason why you are still hesitating to go ahead now. Do you mind if I ask
B. I just don‘t know if it is a sound decision?
S. Is that the only thing bothering you? (Question 2 of five-question sequence)
B. Yes, it is.
S. Just suppose you could convince yourself that it is a good decision. Then would you want to
B. Yes, I would.
S. Gary, let me tell you what we have agreed upon so far. You like our on-line repair because of
the cost you would save, you like our response time and the savings you would receive from
the timely repair of the leaks, and you like our highly trained personnel and the warranty they
B. Yes, that’s true.
S. When would you like to have the work done? If we wait too long, it will be difficult to get the
B. Chris, the proposition looks good but I just do not have the funds this month. Maybe we can
do it next month.
S. No problem at all, Gary, I appreciate your time and I will stop back by on the fifth of next
2. Chris had no real weaknesses. He closed in a low-key, natural, conversational manner.
1. Chris probably had closed enough, especially if his research on the firm verified that Chris was
telling the truth when he said, “...I just don‘t have the funds this month. Maybe we can do it next
month.”
Case 12-4 Steve Santana: Pressured to Close a Big Deal
Cases entitled Perfect Solutions (2-1), Sales Hype (2-2), Dumping Inventory (10-2), and Steve Santana:
Pressured to Close a Big Deal (12-4) were created from watching their videos. The write-up for each of
these cases is an overview of the video. For this overview and example multiple-choice test questions for
Taking two or three class periods (about 3 hours) to cover Chapter 2 “Ethics First…Then Customer
Relationships” and using these four sales ethics cases where you feel appropriate within your course will
help ensure your class has a focus on business and sales ethics.
The following are possible guidelines for answering questions at the end of this case:
Steve works for a pharmaceutical manufacturer. The company is pressuring his division to increase sales.
Steve’s boss, Rob, is suggesting some unethical tactics to get the Danson HMO business. Closing this
deal would take the pressure off the region, including Steve’s boss.
started, Rob suggests giving them $10,000. This would greatly help get their business.
Steve does not like any of these suggestions. It is apparent he wants to conduct business in an ethical
manner. The video ends with Rob telling Steve that he must make the decision. If Rob’s bosses find out
that they are trying to “buy” the business, I wonder who gets blamed—Steve or Rob?
The following are possible guidelines for answering questions at the end of this case.
1. What are the ethical considerations, if any, in this case?
A. Ethics Related to Employer
(1.) Steve’s boss, Rob, such things as Steve bypassing Claire, the purchasing agent;
(2.) Rob’s purpose is the problem. He wants to do these things in order to get something in
return—Clarie’s business.
(3.) Rob is not a Golden Rule manager.
B. Ethics Related to Customer
(1.) Rob wants to place Clarie in a compromising position. Rob
wants to temp Claire with money and with her son’s disability.
Rob is a bad person to use a child.
C. Ethics Related to Salesperson
(1.) It seems evident that Rob want to influence Steve to close the
sale anyway possible.
(2.) One of the worst aspect of this situation is Rob is preparing
2. At what level of moral development are Rob and Steve operating in this business situation? Explain
your answers.
A. Steve is operating at Level 3. He wants to follow the Golden Rule to make the sale.
B. Rob is operating at Level 1. He wants the business no matter what the method. He is even willing
to sacrifice his subordinate, Steve, if things go wrong and Rob’s corporate superiors ask about
3. What would you do if you were Rob?
A. Let Steve do what he was hired to do. Leave it up to Steve.
4. What would you do if you were Steve?