2. Adaptive Selling Salespeople practice adaptive selling when they use different sales presentations for different customers and alter their sales presentation during a sales call based on the nature of the sales situation. 6-2

3. Being Adaptive Is your behavior different at a restaurant if you are there with your best friends than it is when you’re there with your parents? 6-3

4. Types of Sales PresentationsStandardMemorizedPresentationOutlinedPresentationCustomizedPresentation Ability to customize the message 6-4

5. The Selling Process Building Credibility Making Adjustments Identifying or reiterating buyer’s needs Making a good impression Relating features to benefits Assessing the buyer’s reactions Securing a commitment 6-5

6. Should salespeople adopt one strategy and learn it thoroughly? Strategies for influencing customer’s evaluations  Increase the rating of your product  Decrease the rating of the competitor’s product  Increase importance weight  Decrease importance weight  Add new characteristics 6-6

7. Buyers want the salesperson to understand their business. “Do your homework. … Know ahead of time what we’re up against in the market, what we’re trying to do. If I offer to show you around, jump at the chance. Or, better yet, ask me yourself.” Adapted from Jim Organ, “The Best Reps Will Take on their Bosses for You,” Purchasing, November 7, 1996, pp. 50-52. 6-7

8. Knowledge makes it easier to practice adaptive selling.  Knowledge is organized into categories  Product and company knowledge  Greater knowledge  more flexibility  Each category consists of  Method of classifying customer (categorical)  Approach to selling the customer (procedural) 6-8

9. Approaches for Developing Knowledge  Tap knowledge from experts  Read company materials and trade publications  Use market research information  Ask for feedback  Analyze successes and failures  Develop an intrinsic orientation toward your work 6-9

10. Social Style MatrixAnalyticalAmiableExpressiveDriver 6-10 Exhibit 6.4 Assertiveness LowHigh Low Responsiveness High

11. Cues for Recognizing Social Styles Exhibit 6.5 Analytical  Achievement awards on wall  Office is work-oriented, showing much activity  Conservative dress  Likes solitary activities (e.g., reading, individual sports) Amiable Driver Expressive 6-11

12. Cues for Recognizing Social Styles Exhibit 6.5 Amiable  Office has friendly, open atmosphere  Pictures of family displayed  Personal mementos on the wall  Desk placed for open contact with people  Casual or flamboyant dress  Likes solitary activities (e.g., reading, individual sports) AnalyticalDriver Expressive 6-12

13. Cues for Recognizing Social Styles Exhibit 6.5 Expressive  Motivational slogan on the wall  Office has friendly, open atmosphere  Cluttered, unorganized desk  Desk placed for open contact with people  Casual or flamboyant dress  Likes group activities (e.g., politics, team sports) AnalyticalDriver Amiable 6-13

14. Cues for Recognizing Social Styles Exhibit 6.5 Driver  Achievement awards on the wall  No posters or slogans on office walls  Calendar prominently displayed  Furniture placed so contact with people is across the desk  Conservative dress  Likes group activities (e.g., politics, team sports) Analytical ExpressiveAmiable 6-14

15. Social Style Matrix: Customer Expectations Driver Atmosphere: Businesslike Interview Pace: Quick Information provided: Salesperson’s qualifications; value of product Expressive Atmosphere: Open, friendly Interview Pace: Quick Information provided: What salesperson thinks; whom s/he knows Analytical Atmosphere: Open, honest Interview Pace: Deliberate Information provided: Evidence of salesperson’s expertise in solving problems Amiable Atmosphere: Businesslike Interview Pace: Deliberate Information provided: Evidence that salesperson is trustworthy, friendly 6-15 Exhibit 6.6

16. Social Style Matrix: Customer Expectations Driver Salesperson should provide: Documented evidence, stress results Presentation of benefits: What product can do Expressive Salesperson should provide: Recognition and approval Presentation of benefits: Who has used this product Analytical Salesperson should provide: Evidence that salesperson has analyzed the situation Presentation of benefits: How product can solve the problem Amiable Salesperson should provide: Evidence that salesperson is trustworthy, friendly Presentation of benefits: Why product is best to solve problem 6-16 Exhibit 6.6

17. Social Style Matrix: Customer Expectations Driver Assistance to aid decision- making: Explanation of options and probabilities Expressive Assistance to aid decision- making: Testimonials Analytical Assistance to aid decision- making: Evidence and offers of service Amiable Assistance to aid decision- making: Guarantees and assurances 6-17 Exhibit 6.6

18. Indicators of Versatility Exhibit 6.7 Less Versatile  Limited ability to adapt to other’s needs  Specialist  Well-defined interests  Sticks to principles  Predictable  Looks at one side of an issue More Versatile  Able to adapt to other’s needs  Generalist  Broad interests  Negotiates issues  Unpredictable  Looks at many sides of an issue 6-18

19. Adaptive Behaviors Less Adaptive “I’ll tell you how it should be done.” “I’m right.” “It’s always been done this way.” “You’re wrong.” “Take me or leave me.” More Adaptive “Let’s discuss it.” “I see your point. We’ll do it your way.” “I’m always looking for new ideas.” “I want to understand.” “How can I accommodate you?” 6-19

20. Adaptive Behaviors Reducing Assertiveness  Ask for customer’s opinion  Acknowledge merits of customer’s viewpoint  Listen without interruption  Be more deliberate; don’t rush  Let customer direct flow of conversation Increasing Assertiveness  Get to the point  Don’t be vague or ambiguous  Volunteer information  Be willing to disagree  Take a stand  Initiate conversations Exhibit 6.8 6-20

21. Adaptive Behaviors Reducing Responsiveness  Become businesslike  Talk less  Restrain enthusiasm  Make decisions based on facts  Stop and think Increasing Responsiveness  Verbalize feelings  Express enthusiasm  Pay personal compliments  Spend time on relationships rather than business  Socialize, engage in small talk  Use nonverbal communication Exhibit 6.8 6-21

22. Social Style Matrix: Strengths and Weaknesses Driver Strengths: Strong-willed, independent, practical, decisive, efficient Weaknesses: Pushy, severe, tough, dominating, harsh Expressive Strengths: Enthusiastic, ambitious, stimulating, dramatic, friendly Weaknesses: Manipulative, undisciplined, egotistical, excitable, reacting Analytical Strengths: Industrious, persistent, serious, exacting, orderly. Weaknesses: Critical, indecisive, stuffy, picky, moralistic Amiable Strengths: Supportive, respectful, willing, dependable, agreeable Weaknesses: Conforming, unsure, pliable, dependent, awkward 6-22

23. Alternative Categorization Systems  Buzzota and Lefton  Warm-Hostile  Dominant-Submissive  Manning and Reece  Dominance  Sociability  Alessandra  Supporting-Controlling  Direct-Indirect 6-23