CHAPTER 10
Conviction and Motivation
“A man always has two
reasons for doing anything;
a good reason and the real reason”
John Pierpont Morgan
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The Conviction and Motivation Steps
The salesperson must convince her prospects
of the validity and desirability of her offer
and motivate them toward completing the
transaction
Only by selling value can the
salesperson be convincing
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Customer-Perceived Value
What is the source of customer-perceived
value?
Does value derive from the product, the
brand image, or the sales firm?
Is the prospect's value objectively defined or
perceived?
Table 10.1
Components of Prospect/Customer-Perceived Value
Intrinsic (Product)
Economic
Non-economic
Performance
Brand name
Reliability
Styling
Technology
Packaging
Price
Maintenance
Appearance
Durability
Extrinsic (Seller)
Operator training
Reputation
Maintenance training
Reliability
Warranty
Responsiveness
Parts availability
Salesperson relationship
Post-purchase costs
Service
Adapted from Tzokas, N., and M. Saren (2000), “Value Transformation in Relationship Marketing,” http://www.relationshipmarketing.com
Customer= Core solution + Additional services
Perceived Value
Price + Relationship
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Competitive Advantage
An advantage is an aspect of the
salesperson's offering that is superior to that
of a competitive offering
Salespeople must know:
 Their competitors' offerings
 How their own offerings compare to those of
their competitors
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Role of Product Knowledge
and Self-Knowledge
Self-confidence and enthusiasm are
enhanced when salespeople know their
products and are sold on the products
themselves
Salespeople should review their knowledge
before every prospect contact
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Knowledge Checklist
In order to build prospect conviction,
salespeople must understand:
 How customers/clients use products
 How salespeople can increase value to prospects
 How prospects measure success
 What might occur to change a prospect's use of a
product
See Table 10.2 Knowledge Checklist
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Gaining Conviction
To successfully perform the conviction step
the salesperson should be sure to:
 Explain what the product or service is and how it
works
 Explain the facts and features and their related
benefits
 Establish the prospect's belief in the salesperson by
presenting evidence
 Explain any related information that the prospect
would like to know
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Misrepresentation
Salespeople are often accused of
misrepresenting their products or services
Salespeople must be positive that what they
say is true
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Providing Evidence
A salesperson should never tell a prospect
anything about a product or service unless
that claim can be supported with materials
that prove or provide a mode of proof
 Documentation beats speculation!
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Securing Agreement
Secure the prospect's agreement with a wrapup question (i.e., a trial close)
“How important is this to you?”
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Structuring A Complete
Unit Of Conviction
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Step 1
 State fact or feature
Step 2
 Offer evidence to document fact or feature
Step 3
 Show related buyer benefits with "which means
to you”
Step 4
 Secure agreement with a wrap-up question
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Handling Objections
Effective salespeople are able to:
 Anticipate objections
 Answer them with confidence
 Probe for more concerns
 Quickly get back to motivating the
prospect/customer to make a decision in favor of
purchasing
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Anticipating Objections
Salespeople must be able to anticipate:
 Prospects’ objections and prepare answers before
making sales calls
 Questions concerning how the technical aspects
of the product/service solution can help prevent
the occurrence of problems
 Value improvements
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Value Improvements
Value improvements can be anything that
will help prospects see that their overall
situation can be improved through the
purchase of a product or service
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Types of Objections
Three common types of objections are:
1. Stoppers
2. Stalls
3. Searches
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Stoppers
Stoppers are genuine objections to all or part
of the salesperson’s proposal
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Stalls
Stalls are invalid objections (i.e., excuses)
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Searches
Searches are requests for more information
either from the salesperson, the competition,
or both
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Overcoming Objections
The salesperson’s formula for handling
objections has five parts:
1. Listen very carefully to the prospect's objection
2. Clarify the concern
3. Cushion the objection
4. Classify the objection to determine when and
how to answer it
5. Answer the objection with concern, conviction,
and enthusiasm
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Five Classic
Objection-Handling Techniques
Forestall the Objection
Compensate
Counter
Boomerang
Feel, Felt, Found
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Negotiation
Generally, if salespeople have to negotiate,
they have not convinced the prospect/
customer that the offer has enough value
However, when salespeople do have to
negotiate terms, win-win negotiating is the
rule
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Creating a Win-Win Outcome
To create a win-win outcome, both buyers
and sellers have to be willing to make
concessions
How many sales are lost because salespeople
do not concede on minor issues?
The Stalemate
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Critical Components In Negotiating
Fairness
Commitment
Communication
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When to Walk Away
It is helpful for businesspeople to establish in
advance at what point they will walk away
Disagreement during a particular negotiation
does not necessarily mean that the partnership
dissolves
Often such business relationships are reconciled
and become very successful partnerships
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Obvious Reasons to Walk Away
The final best offer is not acceptable
A better alternative is found
Something seriously disturbing is uncovered
about the other party
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Motivational Selling
The salesperson using motivational selling
asks the prospect a preselected set of
questions to determine the prospect’s
dominant buying urge
This knowledge is then used to show the
prospect how buying the product/service will
help to satisfy that urge
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Building Wants
Salespeople have to make prospects want
what they are selling as well as they know
how to tell prospects what they are selling
Salespeople must detect the real reasons that
prospects want what they are offering
A prospect does not just want to save
money; the prospect wants to save
money for a reason
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The RAP Method
Use the RAP method to formulate the
motivation step
R • Reviewing the problem
A • Answering the prospect's questions
P • Projecting the prospect as a satisfied customer
by painting a mental image of the prospect
using the product
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Reviewing the Problem
Salespeople should review what each
prospect wants most
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Answering the Prospect’s Questions
Salespeople should confirm their
understanding of what the prospect says she
wants most
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Projecting the Prospect
as a Satisfied Customer
Salespeople should ask prospects to visualize
success as a result of purchasing the product
or service
Get prospects to think about accomplishing
both their personal and professional goals
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Imaginative Visualization
and Creative Imagery
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Through imaginative visualization and
creative imagery, salespeople can help their
prospects anticipate how they will use and
enjoy products
 Salespeople can make prospects:
• Feel
• Want
• Act
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Using the RAP Method Effectively
Using the RAP method effectively involves:
 Creative Imagination
 Empathy
 Enthusiasm
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Creative Imagination
Creative imagination refers to the ability to
create mental images, or pictures of things
not yet in existence
Salespeople must first be able to picture their
own mental and physical reactions in their
own mind
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Empathy
Empathy is the ability to mentally put
oneself in the other person's place—to look
at that person’s situation through his eyes
Empathy is the most important characteristic
of a salesperson
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Enthusiasm
If salespeople are sincerely interested in
prospects and excited about the value and
benefits of their products, their enthusiasm
will show
 The key is sincerity
Remember
Emotions arouse, sustain, and
direct human behavior
“That’s what you really
want, isn’t it?”
Salespeople who get a positive
reaction at this point should
immediately ask for the order
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Trial Close Again
After answering all the prospect's questions
and concerns, it is time to trial close again
The salesperson can ask the prospect any of
the following questions:
 “What do you think?"
 "How does all of this sound?"
 "How do you feel about what I’ve said so far?"