Transcript chapter 5 - Bob McDonald

PART 2
Implementing
The Sales Process
CHAPTER 5:
CHAPTER 6:
CHAPTER 7:
CHAPTER 8:
CHAPTER 9:
CHAPTER 10:
CHAPTER 11:
UNDERSTANDING WHY BUYERS BUY
PREPARATION
ATTENTION
EXAMINATION
PRESCRIPTION
CONVICTION AND MOTIVATION
COMPLETION AND PARTNERING
CHAPTER 5
Understanding Why
Buyers Buy
“All men seek a goal—success or happiness. The
only way to achieve true success is to express
yourself completely in service to society. First, have
a definite, clear, practical idea—a goal, an objective.
Second, seek the necessary means to achieve your
ends—wisdom, money, materials and methods.
Third, adjust all your means to that end.”
Aristotle
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Uncovering Needs and Wants
Salespeople must
 Determine what will motivate the prospect to
action
 Understand the goal orientation of the prospect
 Assess and adapt to the style of the prospect
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The Driving Force
Motivation is what moves people into action
 Drive or arousal
• Provides the energy to act
 Goal-object
• Provides the direction for channeling that energy
Purposive Behavior
 The use of that energy
Figure 5.1
Model of the Motivation Process
Stimulus
Drive/arousal
Autonomic
Emotive
Cognitive
Outcome
Identification of
Experience of new state
Goal-directed behaviors
Satisfaction
Behavior
Approach or avoidance
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Persuasion as Motivation
Persuasion affects the hearts as well as the
minds of people
Persuasion is influencing opinions or
affecting attitudes by means of
communication
 Informing
 Educating
 Motivating
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The Psychological Set
The psychological set is a function of:
 The buyer’s past experiences
 The buyer’s personal characteristics
 The buyer’s motives
 Environmental influences
 Past marketing stimuli
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Arousal Seeking Buying Behavior
The arousal-seeking motive is a person’s
internal drive to maintain stimulation at an
optimal level
 Optimal level of stimulation
• The level at which a person feels neither bored nor
overwhelmed
 Adaptation level of stimulation
• The level of stimulation perceived as normal or
average
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Adaptive Selling
Adaptive selling entails:
 Gathering information about each customer
 Observing customers’ reactions during the sales
call
 Showing agility by making rapid adjustments
 Tailoring the sales presentation to each
customer’s social style
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The Key To
Understanding Social Styles
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Assertiveness
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
Competitive
Rapid movers
Quick decision makers
Initiative takers
Time sensitive
Responsiveness

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
Friendly
Talkative
Approachable
Less time sensitive
Slower decision makers
More sensitive to others’
feelings
Social Styles Matrix
Analytical
RESPONSIVENESS
Low
High
Driver
“What I need are practical suggestions”
• Industrious
• Persistent
• Serious
• Vigilant
• Orderly
“Show me bottom line results”
• Determined
• Demanding
• Thorough
• Decisive
• Efficient
Amiable
Expressive
“Show concern for me and my
problems”
• Supportive
• Respectful
• Willing
• Dependable
• Personable
“I like competent, imaginative
salespeople”
• Personable
• Stimulating
• Enthusiastic
• Dramatic
• Inspiring
Low
High
ASSERTIVENESS
Profiles of Social Styles
Analyticals
Angela Bassett
Kevin Spacey
Matt Damon
Nicholas Cage
Al Pacino
Richard Geere
Jack Nicholson
David Dichovny
Amiables
Jennifer Lopez
Julie Roberts
Matthew McConaughey
Jackie Chan
Boris Kodjoe
Justin Timberlake
Jennifer Aniston
Will Smith
Drivers
Denzel Washington
Oprah Winfrey
Vin Diesel
Tom Cruise
Andy Garcia
Queen Latifa
Jet Li
Catherine Zeta-Jones
John Trivolta
Expressives
Sandra Bullock
Robin Williams
Tia & Tamera Mowry
Ben Affleck
Mr. Green
Pink
Steve Martin
Martin Lawrence
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Selling to Prospects’
Needs and Wants
The goal is to reach a common
understanding between buyer and seller
 How much alike are we?
 Do we share any background experiences?
 Are our language skills, attitudes, and beliefs
similar or dissimilar?
 What assumptions have we made about each
other based on stereotypes?
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Categories of Needs
Murray’s Psychogenic Needs
Maslow’s Need Hierarchy
Table 5.1
Murray’s Psychogenic Needs
NEED
DEFINITION
EXAMPLES
Autonomy
 To be independent and free to act according
to impulse
 To be unattached
 To defy convention
• Impulse buying; wearing unconventional
clothing
Dominance
 To direct the behavior of others
• Aggressively demanding attention in
service establishments
Nurturance
 To give sympathy and help
• Working with employees to help them
reach their goals
Exhibition
 To make an impression
 To excite, amaze, fascinate, entertain, shock,
intrigue, amuse, or entice others
• Wearing high-fashion clothing
• Buying new products that are
unconventional
• Learning about new technology and
products
Cognizance
 The need to explore, to ask questions, to
seek knowledge
• Being opinion leaders
• In depth understanding of issues
Exposition
 The need to give information and explain,
interpret, and lecture
• Consensus building
Figure 5.4
Maslow’s Hierarchy of Needs and Information
Self
Actualization/Fulfillment
Edifying
Information
Ego needs
Empowering
information
Social needs
Enlightening
information
Security needs
Helping
information
Biological/physiological needs
Hierarchy of Needs
Coping information
Hierarchy of Information
“All behavior is caused—goal directed, and a
salesperson is in some way satisfying some need at
some level…man only acts when moved through
Fear, Hope, Love or Greed. Human beings are
basically emoting creatures. Emotions arouse,
sustain and direct behavior.”
Gail P. Eldridge
Consulting Psychologist
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Organizational Buying
In many organizations, teams of people do the
buying
Salespeople must focus their communications
on the motivations, perceptions, and power of
the individuals who make up the buying team
Figure 5.5
Developing a Knowledge Base
Related to the Buying Team
Team Member
1
2
3
4
5
6
7
8
9
Title
Motivation
Perception
Role
Delay
Power
Negate
Power
Figure 5.6
The Buying Center
Buying
Center
Members
Roles
Users
Influencers
Deciders
Buyers
Gatekeepers
Figure 5.7
The Buying Process Matrix
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Organizational Buying Criteria
Salespeople must be aware of what
motivates each organizational buyer to
purchase and the importance of each of those
various factors
Refer to Table 5.2- Examples of Organizational Buyers’ Criteria
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Perceived Risk
In many sales situations, the most important
perception to be dealt with is risk
Salespeople must provide evidence that their
solutions will work, reducing perceived risk
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1.
2.
3.
4.
5.
Five Types of Risk in
Purchasing Decisions
Financial
Social
Psychological
Performance
Physical
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Buying Situations
Straight rebuy
Modified rebuy
New task
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Selling From The
Customer’s Perspective
Three conditions constitute a quality buying
experience:
1. Customers believe that salespeople’s assessments
of their needs and expectations are good
2. Customers experience fulfillment of these needs
on a long-term basis due to the salespeople and
the sales support team
3. When customer needs change suddenly,
salespeople respond by making every effort to
meet new needs
Salespeople must genuinely
believe that their product really
will help the other party
“You have to have a servant’s heart”
Al Angell
Northwestern Mutual Financial Network