ADAPTIVE SELLING FOR RELATIONSHIP BUILDING chapter 6 ADAPTIVE SELLING FOR RELATIONSHIP BUILDING SOME QUESTIONS ANSWERED IN THIS CHAPTER ARE: What is adaptive selling? Why is it important for salespeople to practice adaptive selling? What kind of knowledge do salespeople need to practice adaptive selling? How can salespeople acquire this knowledge? How can salespeople adapt their sales strategies, presentations, and social styles to various situations? Page 148 6-2 McGraw-Hill/Irwin

“No matter what you are selling, the most important thing to understand is what type of social style you are and be able to identify what type of social style your customer is.” ~Ashley Braine Dell Page 149 6-3 McGraw-Hill/Irwin

Standard Memorized Presentation Also called a canned presentation Completely memorized sales talk Ensures salespeople will provide complete and accurate information Limited effectiveness Can be delivered at low cost by unskilled salespeople Page 150 6-4 McGraw-Hill/Irwin

Outlined Presentation Prearranged presentation that usually includes: Standard introduction Standard Q&A Standard method for getting the customer to place an order Effective because it is well organized Page 150 6-5 McGraw-Hill/Irwin

Customized Presentation Written and/or oral presentation based on a detailed analysis of the customer’s needs Allows the salesperson to demonstrate empathy Provides greatest opportunity to adapt to customer needs Can be very costly, requiring highly skilled people to analyze the customer’s needs Pages 150-151 6-6 McGraw-Hill/Irwin

Adaptive Selling and Sales Success The customized presentation illustrates adaptive selling. Adaptive selling forces the salesperson to practice the marketing concept. The world is made up of diverse people. Salespeople should adapt to the customer’s desire for a specific type of relationship. Adaptive selling gives salespeople the opportunity to use the most effective sales presentation for each customer. Pages 151-153 6-7 McGraw-Hill/Irwin

Knowledge Management Product and company knowledge Salespeople need to have a lot of information about their products, services, company, and competitors. Knowledge about sales situations and customers Pages 153-154 6-8 McGraw-Hill/Irwin

Knowledge Management (continued) How to create knowledge Top company salespeople Feedback from sales managers Other sources of knowledge Web Company sales manuals and newsletters Sale meetings Plant visits Business and trade publications Competitor displays at trade shows Viewing competitor’s Web pages Page2 154-155 6-9 McGraw-Hill/Irwin

Knowledge Management (continued) Retrieving knowledge from the knowledge management system Customer relationship management systems Electronic sales partner Page 155 6-10 McGraw-Hill/Irwin

The Social Style Matrix Popular training program that companies use to help sales people adapt their communication styles Identify which of the four types you are Identify which of the four types your customer is Adjust your behavior to mirror or match your customer Page 155 6-11 McGraw-Hill/Irwin

Dimensions of Social Styles Assertiveness The degree to which people have opinions about issues and make their positions clear to others Speak out Make strong statements Unassertive people: Rarely dominate a social situation Often keep their opinions to themselves Pages 155-156 6-12 McGraw-Hill/Irwin

Dimensions of Social Styles (continued) Responsiveness Based on how emotional people tend to get in social situations Readily express joy, anger, and sorrow Concerned with others Informal and casual in social situations Less responsive people: Devote more effort to control emotions Are cautious, intellectual, serious, formal and businesslike Page 156 6-13 McGraw-Hill/Irwin

Indicators of Assertiveness Page 156 6-14 McGraw-Hill/Irwin

Indicators of Responsiveness Page 156 6-15 McGraw-Hill/Irwin

Social Style Matrix Page 157 6-16 McGraw-Hill/Irwin

Selling to Various Social Styles Drivers Use a direct, businesslike, organized presentation with quick action and follow-up Expressives Demonstrate how products will help the customer achieve personal status and recognition Amiables Build a personal relationship Analyticals Use solid, tangible evidence Pages 157-158 6-17 McGraw-Hill/Irwin

Identifying Customer’s Social Styles Concentrate on the customer’s behavior and disregard how you feel about the behavior Avoid assuming that specific jobs or functions are associated with a social style Test your assessments Page 159 6-18 McGraw-Hill/Irwin

Cues for Recognizing Social Styles Page 159 6-19 McGraw-Hill/Irwin

Social Styles and Sales Presentations There is no one best social style for a salesperson. Effective selling involves more than communicating product benefits. Salespeople must recognize the customer’s needs and expectations. The salesperson’s personal social style tends to determine the sales technique he or she typically uses. Pages 159-161 6-20 McGraw-Hill/Irwin

Versatility Versatile salespeople are much more effective than salespeople who do not adjust their sales presentations. Pages 161-162 6-21 McGraw-Hill/Irwin

The Role of Knowledge Sales people learn the cues for identifying the four customer categories or types. Salespeople learn which adjustments they need to make in their communication style to be effective with each customer type. Pages 162 6-22 McGraw-Hill/Irwin

Adjusting Social Styles Page 162 6-23 McGraw-Hill/Irwin

Systems for Developing Adaptive Selling Skills It is imperative that salespeople adjust to their audience Training methods such as the social style matrix and expert systems are simply a first step in developing knowledge for practicing adaptive selling Salespeople should avoid rigidly applying the classification rules Pages 162-164 Expert system Computer program that mimics a human expert. 6-24 McGraw-Hill/Irwin

Summary Extensive knowledge of customer and sales situation types is a key ingredient in effective adaptive selling. Experienced salespeople organize customer knowledge into categories. The social style matrix illustrates the concept of developing categorical knowledge to facilitate adaptive selling. The social style matrix is one example of a categorical scheme salespeople can use to improve their knowledge and adaptability. Page 164 6-25 McGraw-Hill/Irwin