MKT 315 Exam 2

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88 Terms

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Position

your current status and degree of influence in the customer relationship

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Position Progression Model

Negative, Uncertain, Outlying, Shared, Preferred

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Negative Position

Fallen out of Favor

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Uncertain Position

The buyer does not know you yet

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Outlying Positon

There is already a major competitor in the market and you have been given a chance to come into the category

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Shared Position

Still vulnerable to losing the relationship but still get business

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Preferred Position

You own the account and get 100% of the business

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Positional Selling

Applying the strategies, tactics, and techniques necessary to establish and maintain preferred position in customer relationships; modeling the attributes and behaviors that create a standard of excellence by which all other competitive efforts are judged

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Dependency Relationship

One party has all the power

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Interdependency relationship

Both parties are balanced and mutually satisfied

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Opportunity Gap

Difference between where I am today and where I want to be

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Selective Perception

the act of hearing what we want to hear, not necessarily what the other person is saying

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Objective perception

seeing things as they are, rather than from a certain point of view

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LAARC

Listen, Acknowledge, Assess, Respond, Confirm

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Impact of listening:

The customer feels “cared for”

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Impact of Acknowledge:

Customer feels attended to and sees that you are paying attention and understanding

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Impact of Assess:

Generates new information and understanding

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Impact of Respond:

Development of a solution, a plan, overcoming the objections noted earlier

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Impact of Confirm:

Solution, agreement on a plan, closing the deal

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Buyer’s perspective

helps gain buyer’s respect anf confidence

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Seller’s Perspective

Helps meet call objectives efficiently

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EDLP

Everyday low price

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Hi-low

high premium prices with discounts for rewards members etc

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New task

customer is purchasing for the first time

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Straight rebuy

customer bous the same product from the same source it was when the needs arose before

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Modified rebuy

Customer has purchased product in the past but is not interested in new information

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Gatekeeper

Do not share important information

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Influential adversaries

carry great influence but are opposed to us

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Analysis paralysis

Occurs if all time is spent overanalyzing and finding information

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Criteria for effective objectives

specific, measurable, achievable, time based

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Primary call objective

Actual goal a slesperson hopes to achieve

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Minimum call objective

Minimum a salesperson hopes to achieve, in the event that the call does not go exactly as planned

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Optimistic cal objective

Most optimistic outcome the salesperson thinks could occur

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Secondary call objective

other objectives apart from the primary call objective

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Customer Value Proposition

A written statement of how purchasing the proposed product can solve customer’s business issue

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Focus on receptivity

the person who will listen and give the seller needed valuable information

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Focus of dissatisfaction

The person who is most likely to perceive problems

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Focus on power

the person who can prevent, approve, and/or influence action

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Screens

Subordinates who plan and schedule interviews for executives

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Seeding

Sending customers important and useful information

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Four stages of a sales call

Preliminaries, Investigating, demonstrating capabilities, obtaining commitment

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Preliminaries

Warming-up events that occur before serious selling begins

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Impression management

activities a salesperson engages in to affect and manage the buyer’s impression of them

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Investigating

Finding more information out by asking questions

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Need

Any statement made by a buyer which expresses a want or concern that can be satisfied by the seller

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Implied needs

statements by the customer of problems and dissatisfactions

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Explicit needs

Specific customer statements of wants and desires

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Closed questions

Require a yes, no, or short answer

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Open questions

Require a longer answer beyond a simple yes or no

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SPIN

Situation questions, problem questions, implication questions, need payoff questions

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Major sale

involves a long selling cycle, a large consumer commitment, an ongoing relationship, and large risks for the prospect if a bad decision is made

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Situation questions

general data-gathering questions about background and current facts

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Problem questions

Explore specific difficulties, problems, or dissatisfactions the prospect has

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Implication questions

Help the prospect recognize the true seriousness and ramifications of the problem

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Need payoff questions

Focus on solutions to get the customer to tell you the benefits they think you offer

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Assumptive close

Assuming the sale has been made

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Alternative close

One gives an option, but the options result in a buy

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Standring room close

“If you can’t make a decision now I have to offer it to the next person”

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Last-chance close

Warning the customer they will miss out on something if they do not buy immediately

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Order blank close

one fills in the customer’s answers on an order form

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Order

customer mades a commitment to buy

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Advances

an event takes place that moves a sale forward towards a decision

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Continuation

Sale continues with no specific action agreed upon for moving forward

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No sale

the customer refuses a commitment

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Impression management

activities a salesperson engages in to affect and manage the buyer’s impression of them

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Presentation for expressives

Strong, intense colors and lots of photos, cartoons, fancy fonts, and positive images

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Presenting to Analyticals

Clean and simple, a list of references, and lots of details

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Presenting to Amiables

With people and relatively slow moving presentation

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Presenting to Drivers

Crisp professional visuals with bold lettering to highlight important point

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Payback period

Length of time it takes for the investment cash outflow to be returned

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Customer Value Proposition

Way in which a given product will meet the prospect’s needs

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Cumulative discount

transaction for a long period and offering discounts

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Cash discounts

Allowed for each early payment, and are the last discount taken

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Quantity discounts

The more units you buy, the smaller cost per unit

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Closing cues

Indications that the buyer is ready to buy

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Trial closes

Questions regarding the prospect’s readiness to buy

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Aggressive

Contril the sales interaction but fails to gain commitment

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Submissive

Excel as socializers but rarely try to obtain commitment

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Direct request method

Asking the buyer for commitment

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Benefit summary method

Reminding the buyer of the agreed on benefits of the proposal

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Balance sheet method

Helping prospects who cannot make a decision, even when the reason for their behavior is not apparent

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Probing method

Using a series of probing questions to discover the reason for the hesitation

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Minor point close

the seller assumes its easier to get the prospect to decide on a trivial point than the whole presentation

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Continuous yes close

Throughout the presentation the seller constantly asks questions that most would logically answer yes so that the customer is accustomed to saying yes

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Assumptive yes

The seller begins to write the order without asking

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Benefit in reserve

“If you decide now I’ll give you another 5% for your trade-in

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Emotional close

Play to an emtional appeal

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Buyer’s remorse

Feeling of insecurity after important decisions