Selling Skills & Selling

Strategies
 Selling and buying styles
9 ( 1 , 9 ) People Oriented ( 9 , 9 ) Problem Solving
Oriented
I am customer ’ s friend ,
I consult with the customer
8 I want to understand him
and respond to his
so as to inform myself of
all the needs in his
Concern for the customers

feelings and interests so situation that my products

7 that he will like me . It
is the personal bond that
leads him to purchase
6 from me .
( 5 , 5 ) Sales technique
Oriented
5 I have tried an effective
routine for getting a
4 customer to buy . It
motivates through a
blended personality and
3 ( 1 , 1 ) Take
product it or Leave it
emphasis
I place the product
2 before the customer and
it sells itself as and
1 2
when it comes .3 4 5
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can satisfy . We work towards
a sound purchase decision on
his part , which yield him
the benefits he expects from
it .
( 9 , 1 ) Push the product
Oriented
I take challenge of the
customer and hard sell
him , polling on all the
pressure it takes to
6
make him buy 7 8 9
2
Selling and Buying Styles
 Selling Situations

• The Sales Task and Function

• Maintenance Selling
• Developmental Selling
 Selling Skills

The good The bad The Ugly

Honest Does not follow up Has a smart ale attitude
Loses a sale graciously Walks in without appointment Calls me dear or sweetheart
Admits mistakes Begins call by talking sports (I am a female)
Possesses problem- Puts down competitors Gets personal
solving capabilities products Does not give purchasing
Friendly but professional Has poor listing sills people
Dependable Makes too many phone calls Credit for their intelligence
Adaptable Makes lousy presentations Whines
Knows my business Fails to ask about needs Lies
Well-prepared Lacks product knowledge Wines and dines me
Patient Wastes my time Plays one company against
another
Acts pushy
Smokes in my office
 Selling skills

Effective
Problem communication
solving skills
skills

Selling
Skills

Listening
Skills
Negotiation
and
bargaining
skills

Conflict management
and resolution
skills
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Communication Skills
 Communication process
Feedback
Intended Perceived
Message Message

Encoding Decoding
Nois
e

Received
Sent Message Message
Channel
Sender Receiver
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 Managing Body Language

• Personal Appearance
• Posture
• Gestures
• Facial Expressions
• Eye Contact
• Space Distancing
Listening Skills
Process of listening
Attendan
ce
Interpretat
ion
Remembrance

Evaluatio
ns
Response
Action

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 Levels of listening
Feedback

Paraphrasing

Clarifications

Emphatic
listening
Active Listening

Barriers to Listening !
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Barriers to Listening
 Conflict management
skills
vModels of conflict
vComponents of conflict
vThe conflict resolution process:
 - lumping
 - avoidance
 - coercion
 - meditation
 - conciliation
 - arbitration
 - adjudication
 - negotiation

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Conflict Management Skills
Models of Conflict
Components of Conflict
 Conflict management process
Stage I Stage II Stage III Stage IV Stage V
Potential Cognition & Intentions Behaviour Outcomes
opposition
or Personalizat
Incompatibil ion
ity

Increased
group
performanc
Perceived Conflict e
Conflict handling
Antecedent Intentions Overt
Conflict
Conditions
Competing Party ’ s
Communication behaviour
Collaboration Others
Personal reaction
Variables Felt Compromising
Conflict Decreased
Structure Avoiding group
performanc
Accommodating e
© Oxford University Press 2005, All rights reserved. 18
 Methods of Conflict
Resolution
• Competing: Each party pursues is own
interests, regardless if the impact on the
e other party.
• Collaborating: Both parties in a conflict
try to satisfy fully the concerns of both
parties.
• Avoiding: one party withdraws from or
suppresses the conflict.
• Accommodating: One party aggresses to
place the opponent’s interests above its
own.
• Compromising: Both the parties agree to
give up something.
 Nadir and Todd in their book “The disputing
process Law in Ten Societies have identified 8
procedures used to handle conflict:
• Lumping
• Avoidance
• Coercion
• Mediation
• Conciliation
• Arbitration
• Adjudication
• Negotiation



Negotiation Skills
Situation and Timing for
Negotiations

Seller’s reservation Seller wants to

Seller’s surplus move c up
price (seller wants
s or more)

Zone of
agreement
Buyer’s reservation
price (buyer wants
b or less) Buyer wants to
Buyer’s surplus move x down
Formulation of a Bargaining
Strategy
 The Theory & Strategy of
Principled Negotiation
• Separate the people from the problem
• Focus on interests,not on positions
• Invent options for mutual gains
• Insist on objective criteria
 Negotiation Tactics

• Acting Crazy • Deadline

• Auctioning • Sticks and Stones
• The Good guy-Bad guy • Get lost/Stall for Time
routine • Take it or leave it
• Big Pot • Wet Noodle
• Budget Bogey • Veiled Threat
• Get a prestigious ally • Let’s split the difference
• Escalation • Play the devil’s advocate
• The Well is Dry • Trial balloon
• Limited authority • Surprises
• Whipsaw/auction • What’s the rock bottom
• Divide and Conquer price
• Reunion • Adversarial negotiation
tactics
•
 Problem solving skills

• Habit I: be proactive
• Habit 2: begin with an end in mind
• Habit 3: put first things first
• Habit 4: think win–win
• Habit 5: seek first to understand, then to
be understood
• Habit 6: synergize
• Habit 7: renewal

© Oxford University Press 2005, All rights reserved. 27

 Characteristics of
Ineffective/effective
Characteristics
problem solver
Ineffective problem-solver Effective problem-solver
Attitude Thinks nothing can be done; gives up Believes the problem can be solved
Actions Lies
easilyback and expects that a solution Re-evaluates the problem several times
will come naturally; unable to re- to look at the issue from different angles;
describe the problem; jumps to Re-describes the problem; asks himself
Accuracy conclusions very fast
Does not check questions;
Checks andcreates a mental picture,
rechecks
draws sketches,
Solutions procedures Does not break the problem, lets it be as Breaks and into
the problem writes equations
smaller
it is. problems leading to the larger problem;
Does not know where to start from; fails starts at a point where he understands
to identify key concepts; relies on guess; better; uses a few fundamental concepts
does not use any special plan; quits or as building blocks; uses decision
withdraws heuristics; perseveres when held up or
struck; uses quantitative formula and
equations to solve the problems; keeps a
track of changes and progress
 Problem Solving Process
Define the problem

Generate alternative solutions

Decide the solution

Implement the solution

Evaluate the solution

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 Problem definition
techniques
Dunker ’ s diagram
4
Statement and Restatement
Present desired state analysi
5
3

Problem
Definition
Techniques

valuate problem 6statement Explore the problem

2

Find out origin of the problem

1

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 Dunker’s Diagram
Achieve the
desired state General
Solution
Possible path to the
desired state

Path 1 Path 2 Path 3

Functional
Solution

Solutions to implement & paths to

desired solutions

Specific
Solution 2 Solution 3 Solution
Solution 1

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 Statement Restatement
Technique
z zy
Fu ess
M

Relax Generaliz
Constraints Perceived problems e

Make an Re Statement
Opposite
Statement

Re Statement

Final problem
Statement
© Oxford University Press 2005, All rights reserved. 32
 Components of a decision
on a future course of action

Situation analysis

Potential
Problem problem
analysis Analysis
Decision
Past Future
analysis
What is the How to prevent
fault future
faults?

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Solution Implementation
Process
Decision on the best
solution

Approval

Planning IMPLEMENTATION

through
Carry
up
Follow

Evaluation

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Evaluate the Solution