McGraw-Hill/Irwin
Mark W. Johnston
Greg W. Marshall
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.

Chapter 2

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Learning Objectives
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Explain the historical basis for stereotyped views of selling in society
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Point out a variety of reasons why sales jobs can be highly satisfying
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Identify and explain key success factors for salesperson performance
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Discuss and give examples of different types of selling jobs
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List and explain the roles of various participants in an organizational buying center
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Learning Objectives
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Describe the relationship between buying centers and selling centers and the nature of team selling
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Outline the stages in organizational buyer decision making
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Distinguish among different organizational buying situations
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Understand the concept of CRM and how it serves to help salespeople manage information
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Media Sources of Negative Image of Selling
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“Death of a Salesman”
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“WKRP in Cincinnati”
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“Glengarry Glen Ross”
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“Boiler Room”
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Leadership 2.1
Six Key Business Trends
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Past success can hold you back
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Tech-driven change will accelerate
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Time is increasing in value
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Shifting from “information” to
“communication” age
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Solutions become obsolete faster
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Value you bring today is forgotten faster
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Attractive Aspects of Selling Careers
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Autonomy
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Multifaceted and challenging activities
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Financial rewards
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Favorable working conditions
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Career development and advancement opportunities
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Innovation 2.2
Create Your Own Creativity
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Creativity
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Can be developed
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Increases productivity
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Keeps open opportunities for improvement
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Encourages problem-solving from unusual sources
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Leadership 2.3
Making Remote Leadership Work
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Spend time early, in person, with new boss
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Choose the right mode of communication
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Find opportunities to check in
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Assume responsibility for the relationship
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Exhibit 2.2
From Salesperson to CEO
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Key Success Factors in
Relationship Selling
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Listening skills
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Follow-up skills
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Ability to adapt sales style from situation to situation
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Tenacity — sticking with a task
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Well-organized
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Key Success Factors in
Relationship Selling
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Verbal communication skills
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Proficiency in interacting with people at all levels of a customer’s organization
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Demonstrated ability to overcome objections
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Closing skills
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Personal planning and time management skills
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Exhibit 2.6
How Salespeople Spend Their Time
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Types of B2B Sales
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Sales to resellers, e.g. retail stores
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Sales to business users, e.g. General
Electric selling parts to Boeing for use in building airplanes
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Sales to institutions, e.g., Dell selling computers to a governmental agency
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Types of B2B Sales Jobs
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Trade servicer
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Missionary seller
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Technical seller
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New-business seller
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Participants in the Organizational
Buying Process
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Initiators
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Users
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Influencers
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Gatekeepers
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The buyer
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The decider
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The controller
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Team Selling
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Structure or system within the selling organization which works to present a unified, well-coordinated effort to the customer
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Customer relationship teams often headed up by the account manager
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Matrix organizations allow account executives to pull from the full range of functional resources within a company
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Exhibit 2.7
Organizational Buying Decision Stages
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Exhibit 2.8
Consumer vs Organizational Buyer Behavior
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Types of Organizational Buying Situations
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New-task purchase
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Modified rebuy
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Straight rebuy
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Exhibit 2.9
Process Cycle for CRM
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Role Play http://www.mhhe.com/business/marketing/videos/RS/02_RP_using_info_sellers_buyers.mp4
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