Selling Today: Partnering to Create Value, Global Edition

✍ Scribed by Gerald Manning, Michael Ahearne, Barry Reece

• Publisher: Pearson
• Year: 2023
• Tongue: English
• Leaves: 544
• Edition: 15
• Category: Library

✦ Synopsis

Selling Today helps you understand the value of developing personal selling skills. The text incorporates academic theory, roleplay scenarios, real-world applications and ethical dilemmas. With the largest number of “learn by doing” materials of any personal selling text, Selling Today offers a wealth of tools to help you develop an ethical, customer-centered mindset.

With new discussions, scenarios and videos, the 15th Edition prepares you to succeed as a member of a new generation of sales professionals.

✦ Table of Contents

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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