Organized Retailing

NVEQF Level 3 Class XI

RS305-NQ2012
NQ2012 RETAIL SELLING SKILLS

Students Workbook

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PSS Central Institute of Vocational Education, NCERT, Bhopal
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PSS Central Institute of Vocational Education, 2012

Copyright protects this publication. Except for purposes permitted by the
Copyright Act, reproduction, adaptation, electronic storage and
communication to the public are prohibited without prior written
permission.

Preface
The National Curriculum Framework, 2005, recommends that children's life at school
must be linked to their life outside the school. This principle makes a departure from
the legacy of bookish learning which continues to shape our system and causes a gap
between the school, home, community and the workplace.
The student workbook on "Retail Selling Skills" is a part of the qualification
package developed for the implementation of National Vocational Education
Qualification Framework (NVEQF), an initiative of Ministry of Human Resource
Development (MHRD), Government of India to set common principles and guidelines
for a nationally recognized qualification system covering Schools, Vocational
Education and Training Institutions, Technical Education Institutions, Colleges and
Universities. It is envisaged that the NVEQF will promote transparency of
qualifications, cross-sectoral learning, student-centred learning and facilitate
learner's mobility between different qualifications, thus encouraging lifelong learning.
This student workbook, which forms a part of vocational qualification package
for student's who have passed Class X or equivalent examination, was created by a
group of experts. The Retailer's Association of Skill Council of India (RASCI), approved
by the National Skill Development Corporation (NSDC) organized Retailing Industry
developed the National Occupation Standards (NOS). The National Occupation
Standards are a set of competency standards and guidelines endorsed by the
representatives of organized retailing Industry for recognizing an assessing skills and
knowledge needs to perform effectively in the workplace.
The Pandit Sunderlal Sharma Central Institute of Vocational Education
(PSSCIVE), a constituent of National Council of Educational Research and Training
(NCERT) in association with SKSDC has developed modular curricula and learning
materials (Units) for the vocational qualification package in organized retailing sector
for NVEQ levels 1 to 4; level 3 is equivalent to Class XI. Based on NOS, occupation
related core competencies (knowledge, skills and abilities) were identified for
development of curricula and learning modules (Units).
This student workbook attempts to discourage rote learning and to necessary
flexibility in offering of courses, necessary for breaking sharp boundaries between
different subject areas. The workbook attempt to enhance these endeavour by giving
higher priority and space to opportunities contemplation and wondering, discussion in
small groups and activities requiring hands on experience. Hope these measures will
take us significantly further in the direction of a child centred system of education
outlined in the National Policy of Education (1986).
The success of this effort depends on the steps that school Principals and
Teachers will take to encourage children to reflect their own learning and to pursue
imaginative and on the job activities and questions. Participation of learner in skill
development exercises and inculcation of values and creativity is possible if involve
children as participant in learning, and not as receiver of information. These aims
imply considerable change in school routines and mode of functioning. Flexibility in
the daily time table would be a necessity to maintain the rigour in implementing the
activities and required number of teaching days will have to be increased for teaching
and training.
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Acknowledgements
List of Contributors
Advisors
1. Prof. R.B. Shivagunde, Joint Director, PSSCIVE, NCERT, Bhopal.
2. Prof. R.K. Shukla, Head, Department of Business & Commerce, PSSCIVE, NCERT,
Bhopal.
3. Dr. V.S. Mehrotra, Associate Professor & In-charge Curriculum Development and
Evaluation Center (CDEC), PSSCIVE, NCERT, Bhopal.
Material Production Group
A. Working Group Meeting for Development of Instructional Material in the area of
Retail Marketing Management for NVEQF Level 1 held from 28th May to 15th June,
2012 at Central Institute of Educational Technology, NCERT Campus, New Delhi.
1. Dr. K. Sambashiva Rao, Professor, Department of Commerce & Management
Studies, Andhra University, Vishakhapatnam 530 003 (A.P.).
2. Dr. R. Saibaba, Professor in Commerce and Business Management, Lal Bahadur
P.G. College, Warangal 506 007(A.P.).
3. Dr. T. Srinivasa Rao, Professor, MBA Section, School of Distance Learning and
Continuing Education, Kakatiya University, Vidyaranyapuri, Warangal 506 009
(A.P.).
4. Prof. S. N. Borhade, Department of Commerce and Management, Bharathi
Vidyapeeth Deemed University, Yashwantrao Mohite College, Pune 411 038.
5. Mr. Sunil S. Desai, Vocational Teacher, Jagruti Jr. College, Gadhingiaj, Dist:
Kolhapur (Maharashtra).
6. Mr.Rajeev Khare, Course Coordinator (Organized Retail), Bharathi Airtel Office,
Malvya Nagar, Bhopal 462 001 (M.P.).
7. Dr. Dalbir Singh,, Assistant Professor, Haryana School of Business, Guru
Jambeshwar University of Science and Technology, Hisar 125 001 (Haryana).
8. Dr. Shipra Vaidya, Associate Professor, Department of Secondary Education, CIET,
NCERT, Sri Aurobindo Marg, New Delhi 110 016.
9. Dr. Biswajith Shaw, CBSE, New Delhi.
10. Mrs. Deepa Singh, Consultant, NSDC, New Delhi.
11. Dr. V. S Mehrotra, Associate Professor and Resource Person, Department of
Agriculture & Animal Husbandry, PSSCIVE, Bhopal.
12. Dr. P. Veeraiah, Assistant Professor and Programme Coordinator, Department of
Business and Commerce, PSSCIVE, Bhopal
13. Dr. Amarender P. Behera, Associate Professor and Honorary Director, CIET,
NCERT, Sri Aurobindo Marg, New Delhi 110 016.
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B.

Working Group Meeting (WGM) for Development of Instructional Material in the

area of Retail Marketing Management for NVEQF Level 1 (PhaseII) was held at
Department of Commerce, SNDT, Women's University, Mumbai from 9 to13
July, 2012.
1. Dr. Dalbir Singh Assistant Professor, Haryana School of Business, GJU,
Hisar (Haryana).
2. Prof. T. Srinivasa Rao, Professor of Commerce & Business Management,
SDLCE, Kakatiya University, Warangal 506 009 (A.P.).
3. Mr. Sunil S. Desai, Lecturer (Vocational), Jagruti Jr. College, Godhinglaj,
Distt. Kolhapur (Maharashtra).
4. Mr. Ashok M. S., Lecturer Trainer, Open Minds Institute, Bengaluru
(Karnataka).
5. Dr. Dinakar, G., Prof. & Head, Rajarajeshwari College of Engineering,
Kumbalagodu, Mysore Road, Bangaluru 560 074.
6. Mrs. Yadav, K.P., Lecturer (Vocational), Camp Education Society Junior
College Camp, Pune 411 001 (Maharashtra)
7. Prof. K.S. Rao Professor & Head, Department of Commerce and
Management Studies, Andhra University, Visakhapatnam, (A.P.).
8. Mr. Pradip D. Powar, Lecturer (Vocational), Janata Vidyalaya & Junior
College, Satpur, Nasik (Maharashtra).
9. Dr. S. N. Borhade, Associate Professor, Department of Commerce, Bharati
Vidyapeeth University, Yashwanthrao Mohite College, Pune 411 038.
10. Mrs. K.S. Fulmali, Associate Professor, M.L. Dhanukar College, Vile Parle,
Mumbai 400 029.
11. Mr. M.S. Dhanawade, Associate Professor, Singhad Institute of
Management, Pune (Maharashtra).
12. Dr. Kinnary V. Thakkar, Associate Professor, Department of Commerce,
University of Mumbai, Mumbai.
13. Mr. Sugam Chaubal, Consultant with Retail Organizations, Mumbai.
14. Mr. Ravindra M. Chiplunkar, Principal, Consultant with Retail
Organizations, Mumbai.
15. Dr. G.Y. Shitole, Honorary Director, Professor & Head, Department of
Commerce, SNDT Women's University, New Marine Line, Mumbai.
16. Dr. P. Veeraiah Assistant Professor & Programme Coordinator, PSSCIVE,
NCERT, Bhopal 462 013.
17. Mr. Ashok Kumar, Assistant Librarian, PSSCIVE, NCERT, Bhopal 462 013.
18. Mr. Durgesh K. Satankar, Computer Operator Gr. II, PSSCIVE, NCERT,
Bhopal 462 013.

Editing and Coordination

1. Dr. P. Veeraiah, Assistant Professor & Programme Coordinator, Department of
Business and Commerce, PSSCIVE, NCERT, Bhopal 462 013.
2. Dr. V.S. Mehrotra, In-charge, Curriculum Development and Evaluation Centre
(CDEC), PSSCIVE, NCERT, Bhopal 462 013.
3. Dr. Nidhi Gupta, Assistant Professor (Contractual), Department of Business and
Commerce, PSSCIVE, NCERT, Bhopal 462 013.
5

About the Workbook

This workbook is to assist you with completing the Unit of Competency RS305NQ2012: Retail Selling Skills. You should work through the workbook in the
classroom, at the workplace or in your own time under the guidance and supervision
of your teacher or trainer. This workbook contains sessions which will help you to
acquire relevant knowledge and skills (soft and hard) on various aspects of the unit of
competency. Each session is small enough to be easily tackled and digested by you
before you move on to the next session. Animated pictures and photographs have
been included to bring about visual appeal and to make the text lively and interactive
for you. You can also try to create your own illustrations using your imagination or
taking the help of your teacher. Let us now see what the sections in the sessions have
for you.
Section1: Introduction
This section introduces you to the topic of the Unit. It also tells you what you will
learn through the various sessions covered in the Unit.
Section 2: Relevant Knowledge
This section provides you with the relevant information on the topic(s) covered in the
session. The knowledge developed through this section will enable you to perform
certain activities. You should read through the information to develop an
understanding on the various aspects of the topic before you complete the exercise(s).
Section 3: Exercise
Each session has exercises, which you should complete on time. You will perform the
activities in the classroom, at home or at the workplace. The activities included in
this section will help you to develop necessary knowledge, skills and attitude that you
need for becoming competent in performing the tasks at workplace. The activities
should be done under the supervision of your teacher or trainer who will guide you in
completing the tasks and also provide feedback to you for improving your
performance. To achieve this, prepare a timetable in consultation with your teacher
or trainer and strictly adhere to the stipulated norms or standards. Do not hesitate to
ask your teacher or trainer to explain anything that you do not understand.
Section 4: Assessment
The review questions included in this section will help you to check your progress. You
must be able to answer all the questions before you proceed to the next session.

Introduction
Many retailers assume that when a customer enters their store it is because they want
to purchase a product which they sell. However, many customers may need assistance
before making a purchase decision. They may require more information about the
product, a product demonstration or even information on guarantees.
Selling skills requires the effective input from employees to ensure that they do
everything possible to make a sale. The employee should be aware of the importance
of providing the customer with the information they require, handling objections and
closing the sale. The Retail Selling Skills focuses on the main aspects of selling skills,
including:
Personal Selling techniques
Customer relations
Handling Payment
Patience
Communication skills
Reliability
Politeness
Always well groomed and dressed
Constant brand image and message portrayed
Good knowledge of all products and services
Retails sales does require a number of skills to be instilled in a person for them to be
successful. However they are simple skills that almost are personality dependant.
They can be developed further but if youre a World of War craft playing nerd who
hates people then its probably not the career for you.
In this unit you should be learn the methods of selling, selling process, salesmanship
and qualities of good sales person for handling queries.

CONTENTS
PREFACE
ACKNOWLEDGEMENTS
ABOUT THE WORKBOOK
INTRODUCTION
SESSION 1: SELLING METHODS

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SESSION 2: SELLING PROCESS

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SESSION 3: SALESMANSHIP (DUTIES OF SALES PERSONNEL)

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SESSION 4: QUALITIES OF GOOD SALES PERSON FOR HANDLING QUERIES

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Session 1: Selling Methods

Relevant Knowledge
A sale is the act of selling a product or service in return for money or other
compensation. It is the beginning of an engagement between customer and vendor or
the extension of that engagement. There are various options available with which
sales can take place. These are as follows:
1. Direct sales, involving person to person contact
2. Pro forma sales
3. Agency-based
Sales agents (for example in real estate or in manufacturing)
Sales outsourcing through direct branded representation
Transaction sales
Consultative sales
Complex sales
Consignment
Telemarketing or telesales
Retail or consumer
4. Traveling salesman
Door-to-door methods
hawking
5. Request for proposal An invitation for suppliers, through a bidding process, to
submit a proposal on a specific product or service. An RFP usually represents part
of a complex sales process, also known as "enterprise sales".
6. Business-to-business Business-to-business ("B2B") sales are much more
relationship-based owing to the lack of emotional attachment to the products in
question. Industrial/professional sales involves selling from one business to
another
7. Electronic
Web Business-to-business ("B2B") and business-to-consumer ("B2C")
Electronic Data Interchange (EDI) A set of standard for structuring
information to be electronically exchanged between and within businesses
8. Indirect, human-mediated but with indirect contact
Mail-order
vending machine
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Retail Selling Methods and Acronyms

There are two types of selling that match two very different situations such as retail
selling methods and acronyms. If you use the methods of one in the other, you may
find that you are somewhat less successful. If you use methods with acronyms you
will succeed in your sales process. The selling methods and acronyms are classified as
under:
Methods
One-off selling: such as simple retail sales.
Relationship selling: such as business-to-business selling.
SPIN: is a whole approach for Relationship selling
Customer-Centered Selling is similar to SPIN and came from Xerox's sales
development.
System selling: Sell a system to a system.
High Probability Selling: Head straight for best customers.
Buying Facilitation: Facilitate the buyer's system.
Acronyms
Sales methods and approaches are often reduced to simple frameworks and acronyms
that the sales person can remember and follow:
ADAPT
- Assessment, Discovery, Activation, Projection, Transition
AIDA
- Attention, Interest, Desire, Action
ARC
- Ask, Recommend, Close and Cross-sell
CHaR
- Confusion, Humor and Request.
LAIR
- Listen, Acknowledge, Identify objection, Reverse it
LOCATE - Listen, Observe, Combine, Ask, Talk, Empathize
SELL
- Show, Explain, Lead to benefits, Let them talk
SPIN
- Questions about Situation, Problem, Implication, Need-Payoff
FAB
- Features, Attributes (or Advantages), Benefits.

Retail Selling Methods

Oneoff Selling: In a one-off selling situation, you are selling to someone who you will
probably never see again. Beyond the courtesy of strangers, you do not particularly
care about them, and they do not particularly care about you.

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Win-lose: The situation is typically very much one of a fixed-size pie and hence a winlose situation. If you gain something, then they lose, and vice versa. Most typically,
this focus for bargaining is around price. If you are selling your old car, then all you
pretty much want is the best price you can get. And, once they decide they want the
car, all they want is to pay as little as possible.
This type of situation is very much 'caveat emptor', where the buyer must beware of
any deceptive tricks or lies that the seller may offer and vice versa. After the
close, the buyer may have very little recourse if they decide that they do not, after
all, want the product. If they are lucky, they may be able to return the product, but
there are often snags and problems with doing even this.
B2C (Business to Consumer): This is type of sales is often described as 'retail selling'
and is the traditional form of selling that appears in many different sales training
courses. This situation is characterized by a skilled sales person and a relatively
unsophisticated buyer. The metaphor of a hunter and its prey is often quite accurate,
with feelings of power in the sales person and of helplessness in the buyer.
Simple Sales Methods: Sales people who work in this climate are taught
about objection-handling and closing techniques to gain agreement to the sale and
simple acronyms such as LAIR and SELL are used to remember sequences of action.
This is very much 'traditional' selling and is based on limited research originating in
the 1920s.
Relationships in retail: Is that it? Is it so clearly black-and-white? Well of course not.
Nothing is that simple. In an economic climate where there is intense competition for
the money in the retail consumer's purse, making them unhappy is not a formula for
business success. When you have the only clothes store for miles around, then a small
rip may be passed off as 'that is they way it is'. But when there are many other
clothing stores, all vying for the same customer's attention, then the customer will
naturally expect good prices, excellent products and courteous service.
In this way, many successful retail sales people focus strongly on the relationship,
and a good salesperson, even of used cars, really does care about their customers
and will not knowingly sell them a faulty product at an inflated price.
Relationship Selling: The problem with one-off selling in a situation where you want
the customer to come back again is that if they are at all unhappy then will go
elsewhere next time. Worse still, they may warn their friends not to buy from you
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either. The preferred alternative for many sales situations is to build the right
relationship. Relationship selling is also known by other names, including 'Consultative
Selling'.
It's the people: An important part of selling where you want repeat sales is
the relationship between the sales person and the person doing the buying. If the
person is going to buy often, then the relationship may even develop into a genuine
friendship.
The centrality of trust: In a relationship-based situation, a critical factor is trust.
This takes time to build, for particularly for the buyer to accept that the seller will
always keep their best interests at heart. If trust is threatened or broken, then the
sales person will have to put in a huge effort to rescue the relationship - and even
then it may be lost.
Whereas in One-off selling the buyer has most to lose, in relationship selling the
seller can be the biggest loser if they sell something that is not wanted. Not only may
the product be returned, but all future sales may be lost.
Trust-building is such a major activity in this approach it can take up to half of your
time. But this is repaid by a short close (as opposed the long objection-handling of
one-off selling).
Win-win: This type of selling has to end up as a variable-pie win-win exchange. The
seller wants the buyer to feel that they have got a fair deal, and the buyer, although
they want a good price, do not want the seller to go out of business. Many negotiable
beyond price are on the table, including goodwill and future sales opportunities.
Relationship selling happens in any place where relationships are important. Thus
when a husband and wife are negotiating about something, they will be more
successful if they both consider the relationship as well as whatever it is they each
want.
B2B (Business to Business): A typical place where such relationship selling takes
place is in business-to-business situations, and even more so where selling and buying
are both professional activities, and full-time sales people deal with full-time buyers.
When the smart buyer has been on a wide range of sales courses, they can see selling
techniques coming from a mile away.

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Objections and closing still happens here, but it is far more subtle and with a lot
closer regard for the relationship, and any form of deception is usually avoided. The
focus of the sales person is to help solve genuine problems that their customers are
experiencing and they often take time to acquire a deep understanding about their
customers' businesses, using methods such as SPIN Selling and Customer-Cantered
Selling.
Relationships under pressure: In practice, business sales people often have monthly
quotas that they need to meet and hence may use more pressured methods than
perhaps they would like. This is a hazardous practice, as it may seriously damage the
relationship, putting additional pressure on the hapless sales person who falls into the
dangerous chasm.
SPIN Selling: Neil Rackham, in this classic book shows how classic sales techniques
such as closing and objection-handling can actually reduce your chance of selling,
especially in big business-to-business sales situations, where buyers are savvy to the
classic tricks.
Overall, the method, like many other approaches, is a 'hurt and rescue' approach.
You find their problem and 'hurt' them by exposing the terrible things that might
happen (spot the use of tension). Then you rescue them with your product. The four
question types are described below:
1.

Situation questions: In big sales, minimize the small talk and focus on finding
background detail that can be used to make sense of the buyer's business
situation. Context creates meaning. This is about understanding the wider
context before you zoom into the details.

2.

Problem questions: Ask questions to uncover problems which your product can
address. If you are selling tractors, ask about maintenance costs, breakdowns
and so on. If you are selling life insurance, ask about how many dependents the
person has.
A trap here is to dive straight into presenting the benefits of what you are
selling. You may know the problem, but they do not! Going straight to the
sales pitch will just get you objections.

3.

Implication questions: Instead of telling them the problem they have (which is
also likely to raise objections), the goal is now to get them to see (and feel!)
the problem. By asking questions which draw out the implications of the
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problem, they get to feel the pain that will drive them towards your
product. This is the 'hurt' of Hurt and Rescue.
For example, the person selling tractors might ask about implications of
unploughed fields whilst the life insurance salesperson could carefully ask what
would happen to the children if the target person died or became very ill.
4.

Need-Payoff questions: Having hurt the target person with your implications,
you now give them a straw to grasp at by asking how their pain could be
resolved. With careful questions, you can get them to the state where they are
asking for your product even before you show it to them. This is a very neat
'rescue' of Hurt and Rescue, where they either rescue themselves or ask you to
rescue them.
For example, the tractor sales person can ask how much better the tractor was
like when it was new, or whether any of the farmer's neighbours have solved
problems of old and problematic tractors. The insurance sales person could ask
questions that build pictures of the target person's children being safe and
secure whatever curve-balls the world might throw at the family.
Overall, this is a superb salesperson's book, particularly if you are engaged
in Relationship Selling and a must-have for persuaders in all professions. If it's
not in your bookshelf, it's probably because it's in your hand!

Customer Centered Selling: This is the approach used by Xerox, where author Robert
Jolles sold and taught for a number of years, and is one of the few books that take
selling beyond the stage of 'Here's what I learned in 30 years of selling.' It uses an
eight stage process, as below. The dual titles indicate what the customer/sales
person is doing at each stage.
1.

Satisfaction/research: Customers at this stage are happy with the products

they have. The sales person uses this period to research the customer:
Seeking problems which may be addressed by the product.
Finding people who will influence the purchase decision.
Building relationships that will help the sale later on.
Questions are deliberately used to determine the context (like SPIN 'Situation'
questions) and plant the seeds for later stages. Identified problems are not
highlighted at this stage, as this will only elicit objections.

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2.

Acknowledgement/analysis: At this stage, customers acknowledge that they

have a problem, but may well not see it as being worth solving. They will
happily spend a very long time in this stage. The sales person seeks to get the
person to the next stage by getting them to see the problem as worth solving,
by:
Asking Identification Probes questions to identify the problem.
Asking Development Probes to identify the full extent of the current
problem.
Asking Impact Probes to get them to feel the pain of future problem.
Note the close parallels with the SPIN 'Problem' and 'Implication' questions.

3.

Decision/confirmation: Now the customers have decided to solve their

problem, but are still nowhere near selecting your product. The sales person
quickly verifies that the customer wants to solve the problem, checks for any
other concerns and ensures they are ready to move on.

4.

Criteria/requirement: The customer now decides on the criteria to use to

select the final solution. The sales person guides this process by eliciting the
appropriate and prioritizing the needs that are behind the identified problem
and which will lead towards the right decision.

5.

Measurement/specification: The customer here turns the criteria into a

coherent measure of what will constitute success. In particular, they are
asking, 'What will it take to fix the problem?' The sales person guides the
transferring of the identified needs/criteria into a clear specification, and
ensures the customer is committed to it.

6.

Investigation/solution: The customer now goes looking for a product to meet

the specification they (and hopefully the sales person). The sales person checks
that if they can meet the specification then the customer will give them the
sale ('If I..would you...' trial close). After dealing with any objections, the
target solution is presented, using the FABEC sequence:
Show Features that meet customer needs (in priority order).
Show additional Advantages.
Describe Benefits that the customer is really buying.
Explain how it works (but don't over do it!).
Confirm that they are comfortable with all of this.

7.

Selection/close: The customer now makes the final selection of the product to
meet their specification and criteria and hence solve their problems. The sales
15

person summarizes benefits (Summary Close), asks for the sale (using their
favorite close), discusses any logistics detail and reassures the customer that
they have made a good decision.
8.

Reconsideration/maintenance: The customer now takes delivery, uses the

product and eventually comes around to buying a replacement. The sales
person should keep an eye on the whole delivery, setup and training to ensure
that the customer stays satisfied in those crucial early days. It also helps to
check that the solution really did solve the customer's problem. And staying in
touch on an ongoing basis enables you to spot any future opportunities.
Overall, this book is a particularly good reference for sales people who sell
over a number of visits to customers, and where repeat selling is important.
This is unsurprising, given Jolles' background of selling for Xerox, where he was
selling directly to other businesses and corporations.

System Selling
The sales process in many situations is seldom simple and often complex. This is
because you may well be selling to a system, not a person, and also selling a system
that solves a complex set of problems.
Definition: A system is set of individual elements, many of which can interact with
each other and with external elements in complex ways.
Selling to the system - The company system
When you sell something to a company, you are not just selling it to the buyer: you
are selling to the whole company, which is often made up of quasi-autonomous units,
any of which may have different goals and problems and make conflicting demands
on you. It is easy, for example, to get caught up in company politics where what is
being proposed is nothing to do with real benefit for the greater company, its
employees, customers or shareholders.
This happens also in the 'simple' retail sale, for example when selling a cooker. Here,
the issues of who does the cooking, who likes what food, who pays and so on can
quickly make this a complex sale. When selling to the company, the first task is thus
to figure out the system. Thus you might:
Identify all stakeholders with a potential interest.
16

Understand the internal culture and political system.

Build relationships and alliances with key people.
Meet over a period of time to find the right solution and nudge the sale
forward.
Agree a staged delivery and installation schedule.
After the sale, continue to meet ensure they gain value and to watch for future
opportunities.

Selling the system - A solution system

When you sell, you do not sell a product. You do not even simply solve a simple
problem. What is to be delivered may well be a complex. For example, the solution
may include:
A range of different pieces of computer hardware and software, all of which
must work together seamlessly (as well as with the buyer's existing system).
A finance package to allow for easy payment.
Installation of the solution.
Training of users in how to use the solution (both front-end and back-end
technical people).
Ongoing telephone support and call-out of engineers.
Producing this system is no mean feat, which is why sales teams often have their own
engineers and specialists who can understand the detail of customer needs and build
custom solutions to match. It is also not uncommon for custom solutions to be built
offsite to be tested before they are repackaged and sent to the customer for final
installation and test.
High Probability Selling
Here's a stupidly simple idea: sell people things that they want to buy. Werth and
Ruben have taken this obvious truism and turned it into a selling method that you
might wonder why all sales people don't use.
The book is written as a conversation that shows a person learning the method. At
first I disliked this, then I got used to it and eventually liked it. It makes it easy to
read and you learn alongside the rookie sales person. For visual learners, some
diagrams would have been helpful, and an appendix with a summary of the key points
would also be a good reference.

17

The story starts with description of the basic concepts, showing the limitations of
traditional selling, before getting into the main technique. The book concludes with
discussion of finer points and a complete sale shown in a single chapter.
A basic principle is early, frequent and up-front qualification (called
'Disqualification') to minimize wasted sales time. This means ensuring that the
prospect needs wants and can afford the product and that their 'Conditions of
Satisfaction' can be met. The approach adopts a very direct method in ensuring this,
asking up-front and not pussy-footing around. This is good for sales person who does
not want to waste time. It works also for customers who also do not to waste time,
but could miss those who might seek more attention.
An interesting approach in closing is that the sales person never asks for the order.
They just present the facts and ask the prospect what they want to do. There are
several things that I particularly like about the method. It first is customer-centric,
seeking to help them rather than being focused first on achieving sales quotas. It is
also high integrity, allowing the sales person to feel good about what they do.
Finally, it is a sound method for building repeat business.
This method may not suit all sales situations. An underlying assumption that there are
plenty more fish in the sea and that it is not worth taking time to persuade the
prospect. It also assumes that rapid disqualification is good for the customer, which
may not always be true.
Overall, this book is an island in a sea of similarity, going against the grain in showing
an approach that is both good and effective. For this, it deserves the five-star rating
and an unqualified recommendation.
Buying Facilitation
Buying Facilitation is an 84 page e-book that no less than marketing Guru Philip
Kotler states to be the next thing after SPIN and Consultative Selling.
The first section, 'How Buyers Buy', covers a topic that is strangely missing from the
majority of books on selling and is limited in the remaining few books. Yet how can
you sell effectively if the buyer has to go through decisions which the sales person
does not even know about?
Morgen recognizes that modern buyers are not confused bunnies whose problems the
sales person resolves. They are canny about sales methods and have increasingly
18

complex internal stakeholder systems that all have a finger in the purchasing pie. The
job of the sales person thus becomes to help the organization understand and address
the issues that led to the problem the seller wants to resolve and help them figure
out how to manage the change that will occur when a solution is introduced. Buyers
need to do this anyway, but when we can help them in this process, they can do it
quicker and better. The solution must not only solve the buyer's problems, it must fit
into the buyer's company.
In the second section, 'How to Help Your Buyers Buy', Morgen introduces her Buying
Facilitation method in which the sales person helps the customer identify a solution
that not only includes the product but also the decisions that are needed on the way
to purchase and use. Facilitative questions are thus about helping the buyer
understand their problem space rather than gathering information for the seller.
The final section, 'Serving Your Buyer' brings the whole show together with example
and further tips on making the process successful.
Breakthroughs in sales ideas are rare and Morgen has achieved this in spades in the
practical depth of how the sales person helps the buyer understand and manage the
extent of decisions and changes needed across their company in order for the new
product or service to efficiently and effectively integrate and hence deliver its full
potential value. Her method is less a replacement for product sales and more a
process that precedes and envelops it, thus adding further power for sales people
who are wrestling with the complexities of modern selling.
If there is one problem with Morgen's methods it is that they are so revolutionary for
many (including your reviewer) they can be difficult to grasp. However, Kotler is
right. Morgen does add significant value beyond SPIN and it is worth persisting with
Buying Facilitation. Done well, it should multiply your sales, and who could ask for
more?
Retail Selling Acronyms
ADAPT: This is a simple sales acronym for the steps in making a sale. It particularly
suits Relationship selling and so may take place over a period of time and a number of
meetings.

19

Assessment: First ask open questions to get them to tell you about their situation.
This should be a relaxed and non-threatening that seems easy for them but is packed
with information for you.
Ask about history, how they came to be where they are. Inquire about the
work they do and what other people they work with. Seek general information from
which you can understand the broad context in which they are working.
Discovery: In your assessment, you may have identified some areas which are of
particular interest to you, and where you may be able to make a sale.
Ask them about the problems they are experiencing. Ask them what keeps
them awake at night. When you have found even a little niggle, probe further to
identify more detail about the situation.
Do not start selling products at this point. The closure you should be getting
now should be on understanding specifically where you will later be able to make the
sale.
Activation: Now start to activate their perception and discomfort about the problem
in more detail. The goal here is to make them dissatisfied with the current situation
and is the 'hurt' of the Hurt and Rescue principle. Of course it is not physical pain and
if you are a good sales person you are seeking to solve real problems for them.
Sometimes it is a bit uncomfortable when you realize that you need to change.
Your job at this time is to help them into this discovery and then out of the other
side as fast as they are able to go.
Watch their body language for signs of discomfort, such as shifting about.
Listen to their voice too. When they are sufficiently activated, move on. If you overdo this stage, you might cause a Fight-or-Flight reaction.
Projection: Now that they are actively uncomfortable, you next action is to move
them from despair at the size of their problem to hope that they will be able to find a
solution. Project forwards in time to a place where their problems are all solved. Get
them to think about what it would be like then. Ask how it feels for them. This will
give you more hints about what they are seeking and what will make them happy.
Transition: The last stage is to move to the 'rescue' of the Hurt and Rescue principle,
where you offer them your product and they bite off your arm. Move smoothly
towards a presentation of your product by checking the facts about what they need.
Then match the needs, one for one as you show them that you happen to have just
what they are asking for.

20

AIDA: It is a simple acronym that was devised a long time ago as a reminder of four
stages of the sales process (Strong, 1925). AIDA stands for Attention, Interest, Desire,
and Action.
It is, in modern terms, a fairly simplistic model. This does not mean that it is
no longer of value--it simply means that it is not the whole story. The bottom line is
that it is useful to use it as a checklist and guideline, but not as the only checklist or
guideline.
Attention: First get their attention. Without attention, you can hardly persuade them
of anything. You can get attention in many ways--a good way is to surprise them.
When you are talking to them, the first few seconds are essential as they will listen
most then and rapidly decide whether you are worth giving further attention. Don't
waste these precious moments on niceties; grab the other person's attention
immediately.
It is generally better to open with something that pulls them towards you
rather than something that scares them (as this may push them away).
Good openers address their problems and begin with such as:
Have you ever...?
Are you noticing...?
Can you see...?
Bad openers give them something to object to, demonstrate your disrespect, or
just bore them to tears, and may begin with such as:
I've got just the thing you want...?
I just dropped by so that I might...?
I was only wondered whether you could...?
Interest: Once you have their attention, sustain that attention by getting the other
person interested. You can get interest by:
Listening to them talk about their problems.
Telling them things that affect their problems.
Demonstrating things, rather than just telling.
Getting them actively involved.
Watch out for the boredom factor. You may be able to get someone interested,
but you cannot expect to keep their attention for ever. If you want to come back
some day, you should leave them wanting more, at least of your company.
Desire: Once they are interested in you and what you have to say, then next step is to
create a desire in them for what you want them to do.

21

They can recognize that they have a need, but this is not desire. Desire is a
motivation to act and leads towards the next stage. Desire is like a fire, and can be
stoked by many methods, such as:
Showing them how the item to be desired will not be available for long
(Scarcity principle).
Showing how other people approve of the item and have acquired it for
themselves.
Showing them how what you have to offer will solve some of their problems.
Action: This is the magic stage when they take action on their desires and actually
buy the product or agree to your proposals. The scariest point is where you ask for the
sale or ask them whether they actually do agree fully with you.
Listen to the signals they are sending. Are they asking you about when you can
deliver or what after-sales support you give?
Summarize the problem you are solving for them and how what you are
proposing solves that problem.
Use the appropriate closing technique, such as alternatives ('Do you want the
red or the blue?) or presupposition ('What time shall we meet next week?').
The Sales ARC: Here is a description and discussion of a simple three-stage retail
selling method, as described by the CEO of Office Depot in Peters (2011).
Ask: Rather than just saying hello or otherwise simply greeting the customer, start
with an open welcome question. Hello there. What brings you in to MyStore today?
Listen and probe further until you know what problem they are seeking to solve.
Ask at least two questions to qualify the customer, finding exactly what they
want so you can tell if and how you are able to serve their needs. How are you
planning to use this? How many people is it for? What has worked for you in the
past? Be careful about asking too many questions and keep it friendly. You do not
want to sound like the Spanish Inquisition.
Recommend: Use your knowledge of the products you stock to make a short list of
recommendations. Three is a good number here. Two may seem too short and appear
as an obvious alternative close. Four makes the choice harder. Here are three that
may suit you. Let me describe the differences between them.
When you are taking time to demonstrate and discuss differences, you are
developing the relationship, building trust and also creating a sense of obligation as
the effort you are putting in needs to be repaid by them buying a product.

22

Close (and Cross-sell): Move to the close by asking for a choice and answer any
outstanding objections. It sounds like this one suit you best. Shall I wrap it or do you
want to take it as it is? ...Yes, it is the most expensive but it does offer more of the
things you want. Once they have chosen and just before you take their money, try to
sell additional items. We've some good deals on supplies for this today. Would you
like to take advantage and add some in?
It is important in all this to maintain a smooth flow towards the checkout,
sustaining attention and handling concerns. It can help a lot if you believe in the
products and assume that a sale will be made.
CHaR: It is an acronym for a very powerful way of getting other people to comply
with requests. It stands for Confusion, Humour and Request.
Confusion: Say something that confuses the other person. To work well, it should
make sense on one level, but when thought about more carefully is unexpected,
ambiguous or uncertain in some way. For example, you could open a phone call by
saying 'I think bears should be pink' or 'Do you know what colour socks I am wearing?'
Confusion creates tension as the person feels they should understand what is said and
yet they are unable to do this.
Humour: Now say something that is funny, making a joke out of the confusing
comment. For example you could say 'If bears were pink then at least you could see
them coming', or 'One sock is blue and the other is green - I seem to have put on odd
socks today.'
Humour is a release. It provides a matching closure to the previously-created,
tense confusion. Be careful with this not to make fun of other people, although of
course you can poke fun at yourself.
Request: Now make a request. You are more likely to be successful if this is fairly
easy for the person to comply. In selling, typical requests are for information, a
referral or for a meeting. It is surprising how often you will gain compliance, as
compared with if you had just started with the request.
In the confusion and humour stages you wound up the other person and then
released their tension. They are now in a relaxed state where they are open to
suggestion. They should also like you more and be grateful to you for giving them a
bit of fun and for letting them off the hook of trying to make sense of what you said.
In sales, this works well when people are expecting you to go in with a hardsell approach as the anticipation of conflict is replaced by entertainment and fun.

23

LAIR: This is a simple objection-handling method for getting the sale.

Listen: First listen to them, hearing their concerns and objections. In doing this,
listen closely to their real needs and how important things are to them.
Acknowledge: Echo back what you heard to show that you understand and to get the
other person to elaborate further to give you the full details of their objection.
Identify the objection: Identify the objection and check that they agree that this is
their only reason for not buying. Possibly set up a Concession Close so that if you can
handle the objection you will get the sale.
Reverse the objection: Turn around the objection. Use 'yes, but' or other methods to
show how the truth is in fact the reverse of what was being objected to.
Locate: It is an acronym that describes a set of useful activities you can use to better
understand your customer and their needs.
Listen: Listen to the other person, not just superficially, but using active and deep
listening. Hear the person inside, detecting their needs and goals, identifying
preferences and biases, discovering their beliefs and values.
Observe: Watch the body language that the other person is using. It is said that words
show thoughts but the body will tell you what they are really feeling. Watch how their
body changes with their words. See the tensions, the excitement, and the fears and
so on. As Yogi Berra once said, 'You can observe a lot just by watching'.
Combine: Combine what you have already discovered with what you want to know
and want to know. Bringing things together are leads to new thoughts and potentially
useful discoveries.
Ask: Ask questions to discover more detail that is relevant to your selling process.
Find more about the person and their needs. Do remember to listen much more than
you talk. Ask carefully crafted questions that will elicit valuable information for you.
Talk: If you just ask questions, they may become suspicious. Share a little information
about you and your company, though do be careful not to over-do this. You can also
talk with other people, finding more about your customer from their colleagues and
others who have met or know them. These people will tell you something of
their hidden self, which the customer will not tell you directly.
24

Empathize: Use empathy to show that you care about them and hence
develop trust that will bond them to you. Note that empathy is difficult to fake -- if
you truly do care about them then it will shine through your words and deeds.
Sell: This is a simple sales acronym for sales steps. Note, however that it goes against
another viewpoint which suggests that starting with features is likely to create
objections.
Show feature: First show them the features of the product, demonstrating how it
works. For example, show them the graphic equalizer on the hi-fi amplifier you are
selling.
Explain advantage: Explain the feature further, showing how they will gain advantage
from it. For example, explain how the graphic equalizer will allow them to set the
frequency waveform to balance the acoustic profile of any room.
Lead into benefits: From the advantage, explain the benefits. For the equalizer, this
may be about hearing a true sound, how it will let the other person experience the 'in
the concert hall' sound.
Let them talk: Then let them talk further about the benefits. If the previous steps
are done well, they will talk themselves into the sale.
SPIN Selling: Neil Rackham, in this classic book shows how classic sales techniques
such as closing and objection-handling can actually reduce your chance of selling,
especially in big business-to-business sales situations, where buyers are savvy to the
classic tricks.
Overall, the method, like many other approaches, is a 'hurt and rescue'
approach. You find their problem and 'hurt' them by exposing the terrible things that
might happen (spot the use of tension). Then you rescue them with your product.
The four question types are described below. There's much more detail in the
original book, with even more practical detail in the SPIN Selling Field book.
Situation questions: In big sales, minimize the small talk and focus on finding
background detail that can be used to make sense of the buyer's business situation.
Context creates meaning. This is about understanding the wider context before you
zoom into the details.

25

Problem questions: Ask questions to uncover problems which your product can
address. If you are selling tractors, ask about maintenance costs, breakdowns and so
on. If you are selling life insurance, ask about how many dependents the person has.
A trap here is to dive straight into presenting the benefits of what you are
selling. You may know the problem, but they do not! Going straight to the sales pitch
will just get you objections.
Implication questions: Instead of telling them the problem they have (which is
also likely to raise objections), the goal is now to get them to see (and feel!) the
problem. By asking questions which draw out the implications of the problem, they
get to feel the pain that will drive them towards your product. This is the 'hurt'
of Hurt and Rescue. For example, the person selling tractors might ask about
implications of unploughed fields whilst the life insurance salesperson could carefully
ask what would happen to the children if the target person died or became very ill.
Need-Payoff questions: Having hurt the target person with your implications,
you now give them a straw to grasp at by asking how their pain could be resolved.
With careful questions, you can get them to the state where they are asking for your
product even before you show it to them. This is a very neat 'rescue' of Hurt and
Rescue, where they either rescue themselves or ask you to rescue them.
For example, the tractor sales person can ask how much better the tractor was
like when it was new, or whether any of the farmer's neighbours have solved
problems of old and problematic tractors. The insurance sales person could ask
questions that build pictures of the target person's children being safe and secure
whatever curve-balls the world might throw at the family.
FAB: One of the basic rules of selling to sell on benefits those customers will gain
from using the product rather than the list of features that it has.
Selling on features: A common scenario in selling (particularly in retail) is for the
sales person to extol the virtues of the product they are selling by demonstrating the
assorted features that it has. In a hi-fi system, for example, this may include showing
off the graphic equalizer, talking about the power output, detailing the signal-tonoise ratio, etc.
A big problem with this is that the customer might not appreciate what is being
said. They might not want a graphic equalizer. They may want a higher power that
that on offer. They may be confused by talk of signal-to-noise. And as a result, they
politely say 'no thank you' and move on, leaving behind a frustrated salesperson.
Another variant of the features trap is when the customer comes in with a
checklist of the features that they want. Anything that does not have all features is
immediately rejected, whilst products with extra features are ignored. When they
26

have narrowed down their choices to a set of products that have all the features they
want, then they choose solely on price, which again is bad news for the salesperson.
Selling on benefits: Benefits are what the customer gains by using the product. When
using a hi-fi system, they get to hear beautiful music, faithfully reproduced in their
living room, with sound as real as if they were in a live concert.
Selling on benefits thus sells to what they really want, not what they say they
want or what you want to sell. With benefits, you can get them excited and
emotionally engaged. With features, you can only get nodding heads and logical
agreement.
Features, when discussed can also be talked about in terms of benefits. With a
graphic equalizer they can compensate for booming resonances, further refining the
sound and improving the experience. With great signal-to-noise, they can turn the
sound up and hear a pin drop, not a nasty hiss.
Sales Promotion Activities: The promotional activities in retail store is organized by
manufactures or/ and retailer. Retailer provides necessary support to accelerate the
sales of the products. The promotional activities are important to attract more
number of customers. These can be categories as:
a. In-store activities
b. Point of sale display
c. Trade incenting
d. Direct promotion to the customers
In-store Activity: These are targeted to offer cash or kind advantage to the customer
such as: Price off pack, small gifts, coupons, Buy one get one free, Multipacks,
sampling cooperative promotions (e.g. two or more products sharing a joint in-store
promotion) and competitions (i.e. these are offer printed on the packs with the
advantage to the supplier the budget to known in advance with the requisite number
of prizes ordered from suppliers.
Point of Sale Display: These are sales aid material provided by the manufacture/
Producer for placing near the products or keeping their products in that to present
attractiveness e.g. the products:
a) Paperback publishers
b) Racks, dry battery stands and cold drink racks
c) Display signs/ hanging signs
d) Leaflets
e) Demonstrators (New product launch such as coffee with a demonstration and
free sip offer)
27

Trade Incenting: These are cash discounts or trade of directly provided by the
manufacture to the retailers. Sometimes the benefits are not extended to the
customers. For example: Staff incentives, Goods in lieu of cash special credit terms
and cash else counts.
Direct Promotion to the Customers: In some cases manufacture/ vendor use direct
promotion to customer doorsteps such as coupons or four samples, etc.
With the growth of organized retail in India and changing customer needs and
wants encouraging organized retailers to increase foot fallow for the store by using
specific sales promotion techniques. These can be categorized are:
a) Window display
b) In store display
i)
Main display
ii)
Multiple product promotion
iii)
Demonstrator
iv)
Store loyalty cards
v)
Free gifts
vi)
In store display materials
vii)
Celebrity promotions
viii) Joint promotion with other retailers.
ix)
Competition (for example, slogan competition linked to launch of new
mango drink and winner slogan is awarded)
x)
Incentives to sales staff
Competition between sales people or between branches of store.
Use of premium many and/ or bones paid to sales people.

Exercise: Assignment
1. Visit two mall/retail organized stores near to your place and observe their selling
methods. Speak to a sales person and management regarding their selling
methods. Write a comparative report on both the malls/stores selling methods
with your suggestions.

28

Assessment
A. Fill in the blanks
1. A RFP usually represents part of a complex sales process, and also known as
_________________. (enterprise sales)
2. Industrial sales involve selling from one __________________ to another.
(business)
3. ______________ is targeted to offer cash or kind advantage to the customers.
(in-store activity)
4. ________________ is a whole approach for relationship selling (SPN)
5. ________________ is a full form of question about situation, problem,
Implication, Need-Pay off. (SPN)
6. In a relationship based situation, a critical factor is ______________. (Trust)
7. A basic principle is early, frequent and up-front qualification to minimum
wasted sales time is called __________________. (Disqualification)
8. AIDA is a simple acronym that reminds of the _________________ sales process.
(four stages)
9. ____________ is an acronym for a very powerful way of getting other people to
comply with requests.
10. Ask question to discover more details that is relevant to ______________
(selling process).
B. True or False
1. Trade incenting are cash discounts.

(T)

2. In-store activities are targeted to offer main display.

(F)

3. Incentive to sales staff is not the use of premium money.

(F)

4. A system is set of group elements, many of which can interact with each other
and with external elements in complex way.
(F)
5. Action is the major stage.

(T)

6. LAIR is a simple objection-handling method for getting the sale.

(T)

29

C. Write short note on

1. Discuss the selling methods
2. Discuss sales promotion activities
3. LOCATE
4. SPIN
5. FAB
6. CHAR
7. Retail Selling acronyms
8. High Probability Selling
9. System selling

Checklist for Assessment Activity

Use the following checklist to see if you have met all the requirements for Assessment
Activity.
Part A
- Enlist the methods of selling.
- What are sales promotion activities.
- What are Retail Selling acronyms.
Part B
Discussed in class the following:
- Discuss the selling methods.
- Discuss sales promotion activities.
- Discuss selling acronyms and methods.
Part C
Performance Standards
The performance standard may include, but not limited to:
Performance standards
Able to identify sales method.

Yes

No

Able to identify sales promotion activities.

Able to identify selling methods and acronyms.

30

Session 2: Selling Process

Relevant Knowledge
As present market is more customers centric rather emphasizing on other intense
competition. To grow and be successful in retail business retailers need to do more
efforts towards launching the new customers to the store. This require not just
offering a available product or taking orders but need to sell yourself effectively and
train or introduce basic selling process to your sales person. A selling process is a
complete set of steps that must take place in order to execute a sales transaction
from start to finish.
The selling process involves a series of steps that may appear to be a straight line
process, but there is a lot of movement back and forth between the different steps
that will ultimately lead to closing the deal. The selling process will vary from
industry to industry and by personal preferences but there are few basic essential
steps in selling process. These are:
1.
Prospecting Customer: It is about searching for new customers, this step is
straight forward but upon closer examination it becomes more complex
because in the process of looking for individual who could become customer, it
is important to distinguish between a lead, a prospect, and a qualified
prospect. The most important element in this step is to create profits of
existing customers. A steadily growing list of qualified prospects is important
for reaching the sales target.
2.

The Meet and Great: This stage is very important because after identifying
prospect customer, initial introduction on this stage will set the stage for the
rest of selling process. This is the time to get the customer to relax and feel
comfortable. This step will provide the chance of building rapport so the
salesperson needs to be sincere, friendly and humorous.

3.

The Approach: This stage involves the collecting of as much relevant

information as possible prior to the sales presentation. On this stage sales
person begin to build a relationship and the intelligence gathering continues. A
good approach is crucial to sales success because it will either identify you as a
bothersome salesperson and cause a prospects is guard to go up, or it will
identify you as an obliging salesperson with something of value to offer.
31

The salesperson should always focus on the benefits for the customer. This is
done by using the products features and advantages. This is known as the FAB
technique (Feature, Advantages and Benefits)
4.

The Needs Assessment: This is one of the very important step of sales process
because it helps in determining how retailer can truly be of service. A highly
effective salesperson should understand what his customer need. This means
retailer must think in terms of solving a prospects problem. For problem
solving approach retailer needs to ask question to help in identifying what
customer wants. It really is who, what, where, when why and how of the
selling process. If the retailer qualifies the customer properly he will be able to
fulfill his/ her needs and wants.

5.

Presentation/ Demonstration: After the customer interest has been grasped

the sales presentation is delivered. This involves a persuasive vocal and visual
explanation of a business proposition It should be done in relaxed atmosphere
to encourage the customers to share information in order to establish
requirements. The presentation should be focused on benefits to the customer
rather than sellers perspective and features of the products.

6.

Handling Objections: This step is critical to the selling process since objections
are often indications of interest by the customer. The customer is in fact
requesting additional information to help him/ her to justify a decision to buy.
Objection are just another step in the selling process and give you the
opportunity to reinforce in the customer mind the benefits to them while
retailer move them toward completing the deal.

7.

Closing the Sale: This is the last part of the presentation. Closing sale is only
the confirmation of an understanding. Closing after retailer handled lead the
objections that the customer presents, sales person must ask for their business
eighty percent of sales are lost because a sales person fails to close.
In large part, closing is about discoursing obstacles. There are lots of ways to
close, but there is one element truth if you dont ask you dont get.

8.

Follow-up: The selling process will not end up when selling is done, but followup activities are very important and useful for the establishment of long term
business relationship. Good follow-up will double your closing ratio. When a
sales person makes contact with a prospect a relationship has been built and
32

follow-up is how it is nurtured. Follow up conversations are best handled by the

salesperson who started the relationship, who else can better gange a
customers willingness to buy or pick up where we last left off this means
that detailed notes must be kept on each prospect with particular emphasis on
their state of mind.
Most customers relate to people "like me" and who have similar wants, needs, and
backgrounds. For this reason, it's often harder for a younger person say in finance to
communicate with older customers looking to invest large sums of money. However,
an older person may feel a younger person knows a lot about car stereos and so many
trusts the younger sales clerk in this situation.
Knowledge is also paramount to making a sale. If a customer asks questions that no
one in the store can answer, the customer will likely go to a store with clerks who do
know the products.
Being friendly, respectful, and personable also helps make sales. Customers feel
resentful when they feel a store doesn't care, and so, customers take their monies
elsewhere. Building trust brings back repeat customers, even if they have to go out of
their way to get a service or product. A retail sale is a unique niche of sales that
requires a certain skill set from the salesperson if they are going to be successful with
in. Below were going to take a look at the selling skills needed in retail Patience: Firstly patience is an important and
unfortunately a massively overlooked sales skill
required within the retail niche. How often have you
been annoyed at a retail salesperson who became
frustrated at you when quite known what you were
after? On the flip side a patient salesman who takes
the time to look after you and talk through your
options (usually found in designer clothes for
example) add enough value to the interaction that I
find Im willing to pay more for the item in return
for the service.
Communication skills: To be of any use to the customer its important that the
salesperson has good if not excellent communication skills. Just asking the prospect if
they need any help isnt enough these days as you get this from every store you enter.
The retail sales person needs to be able to openly converse with the prospect
before asking them if they need any help in their buying decision. Both the Bureau of
33

Labour Statistics (at BLS.gov) and the Job Bank USA list communication skills as their
top retail sales skill necessary for success within the industry.
Reliability: For retail,
ail, customer facing business to
run smoothly the sales person must be reliable. This
doesnt just mean turning up on time everyday. The
following should also be considered Always well groomed and dressed
dressed.
Constant brand image and message portrayed.
portrayed
Good
d knowledge of all products and services
services.
There is nothing worse than visiting a retail store, being blown away by the
salespeople and the general high level of customer service to return and its rubbish.
This is damaging to more than that one particula
particularr store as it could put prospects off
from visiting other stores of the same brand in the future. Having a stable and
essentially reliable sales team is so important within the retail setting as it helps
determine how likely prospects are likely to return and the repeat business
is everything.
Politeness: Politeness is something that could potentially be wrapped up within
communication skills but in reality it deserves its own section here. Politeness is
something that is so easy to see within people but for some reason during the
interviewing process for retail sales jobs it seems to be often missed. Look, I
understand that you might be a student and youre only showing me the range of
jeans because you need some beer money for the weekend, but if youre not even
going to show me the courtesy of being polite Im likely never to buy anything off you.
Again, flipping this round if salesperson seems genuinely concerned with my
purchasing decision and theyre polite and forthcoming I will pay that bit extra for the
service.
Retails sales does require a number of skills to be instilled in a person for them to be
successful. However they are simple skills that almost are personality dependant.
They can be developed further but if youre a World of Warcraft pl
playing nerd who
hates people then its probably not the career for you.
Retail Selling Skills
Essentially every organization, and every role within an organization, relies
somewhere on the ability of a sales person to effectively sell their product or service.
34

Without a sale, there is no need for the manufacture, there is no need for assembly,
and there is no need for delivery of the product or service.
This training module highlights the ingredients that make up the highly successful
salesperson. Viewers will be made aware that these skills are transferable. They can
be learnt. It also highlights to viewers the important role sales people play within an
organization, and how the sales profession can be as much of a rewarding pursuit as it
is challenging.
Qualifying the Customer
In todays marketplace where there is a huge range of similar products, which are
competitively priced, prospective customers are often confused by the many choices
available to them. So they need sales people they can trust to assist them in making
choices that satisfy their needs.
Qualifying and identifying the customers needs are essential components in the sales
process, and can lead to a more successful outcome.
The importance of questions
What information should be ascertained
Active listening and watching for body language
Building rapport
Positive first impressions
Well-structured questions
Preparation
Positive attitude
First impressions
Establishing rapport
A positive attitude
Identifying the customers needs
Well-structured questions
Greeting the Customer
Creating a great first impression is one of the key skills in selling. The ability to
quickly build rapport and establish trust can more often than not influence the
outcome of a sale.
Appearance and presentation
Confidence
Positive body language
35

Many salespeople fall into the trap of discussing benefits and features of a product
without really addressing the main issues or concerns of the buyer. The question that
all customers want answered is, "Whats in it for me?" Qualifying and identifying the
customer needs are essential components in the sales process.
The Importance of Listening
Listening is one of the most important skills in selling. Listening effectively enables us
to truly understand a customers needs. This then enables the salesperson to match
these needs with the benefits of the product.
Paraphrasing
Paying attention
Not interrupting
Not making assumptions
Clarifying by asking questions
The Power of Questioning
During the sales process, or with any form of communication, questions can be far
more powerful than statements. Questions not only show that you are interested in
the other person and help establish rapport, but they can also allow time to think
about how the customers requirements can be matched with the features and
benefits of the product.
Caring for the Customer
Every retail organization has its customers. They are the people who buy or rely on
their products, ideas or services. No matter where we work, they are the reason for
us being there and the standard of customer service we provide to them is vital success.
The importance of the customer care
How the service we provide impacts on lasting impressions
Remember Me?
In todays competitive marketplace, the ability of a retail organization to retain
existing customers is as every bit important as attracting new ones. As a retail
salesperson, it is very easy to become complacent about customers wandering into
your store.

36

Handling Objections
No matter what is being sold, essentially every sales process will have some form of
customer objection. The key to handling those objections is how you react to them.
Techniques on how to handle objections successfully and how to convert them into
sales. It shows the same objection given to three different salespeople and highlights
the importance of knowing how to react to these situations.
Questioning the Objection
No matter what is being sold, essentially every sales process will have some form of
customer objection. Making assumptions as to what the customer is objecting to
without really knowing what the reason is can be detrimental to the outcome of a
sale.
Demonstrating how a customer objection can be easily misinterpreted. The module
not only discusses simple tips on how to best handle customer objections, and also
provides insight as to the advantages of careful questioning.
The Importance of the Demonstration
This training module deals with the importance of the demonstration and discusses
some key techniques to improve the chance of sales success. Viewers will learn the
importance of the qualification and how the demonstration should be tailored to the
information learnt at the qualification.
We show a demonstration gone wrong and the viewing audience is asked to consider
"What happened". A must see for those wanting to improve their demonstration skills
Body Language
Over 55% of the messages we send are carried non-verbally. In most cases, non-verbal
messages are more powerful than what we actually say and greatly contribute to the
outcome of not only the sales process, but to communication in general. Several
examples of non-verbal communication taking place, and discuss the benefits of being
able to correctly interpret such information.

37

Preventing Retail Theft

Retail theft accounts for millions of dollars of lost profits each year.
The value of the theft comes straight off your companys bottom line and the strength
of that bottom has a huge impact on you.
Designed to give all retail employees some practical hints on:
Recognizing potential shoplifters
Easy and simple practices for deterring potential thieves
Creating an "anti-theft" environment
Dealing with Difficult Customers
In a retail environment, it is inevitable that there are going to be times when difficult
behaviour will be encountered. In a workplace this can increase stress, lower
productivity, damage morale and do great harm to a companys image.
Some simple and practical suggestions on how to handle difficult behaviour such as:
Taking a deep breath
Ignoring personal insults
Making the behaviour the focus rather than the person
Writing down information
Dealing with Aggressive Behaviour
In a retail environment, it is inevitable that there are going to be times when
aggressive behaviour will be encountered. In a workplace this can increase stress,
lower productivity, damage morale and do great harm to a companys image.
With the aid of a scenario, examines the LASSIE system, and provides viewers with six
simple and practical steps for defusing anger and aggression.
Selling Ad Ons
While it is the marketing departments job to get prospective customers into your
store, it is your job as a salesperson to maximize the amount of money those
customers invest in your companys products. Most customers will be ignorant to the
full range of products and services your company would provide. This allows for an
excellent opportunity to sell that additional accessory or add-on.

38

The Can Do Person

Henry Ford summed it up beautifully when he said "whether you think you can or think
you cant your always right". This training module reveals how we are all conditioned
to perform to a predetermined level and that we all have a heap of potential that
most of us will never tap because of our refusal to get out of our comfort zones.
Goal Setting
Goal setting is an extremely important element of career and personal development
growth. The ability to set goals and pursue them effectively can be a rewarding skill,
particularly in a sales role.
The philosophy behind setting goals
Simple guide to setting and achieving goals
Using the Telephone
Without doubt, the telephone is an immensely powerful tool in projecting a
companys image. When meeting customers over the telephone, theres no
handshake, no eye contact, and no body language to impress them. All we have is our
voice and their imagination. How a salesperson conducts them self on the phone can
impact greatly on the how they perceive the company as a whole.
Preparation for answering the call
Importance of projecting a positive image over the phone
Communication techniques for the telephone
Maximizing the Telephone
In todays day and age, every caller likes to feel that they are dealing with a highly
skilled and professional organization. Whenever you pick up the telephone at work,
YOU are the organization.
The various key factors that contribute to effective communication over the
telephone, including:
Speaking clearly and distinctly
Clarity, tone and warmth of voice
Listening carefully and intently
Ability to adjust communication style to match caller
Appropriate volume
39

Closing the Sale

Closing the sale is perhaps one of the most challenging and stressful parts of the sales
process. A simple reason for this is that nobody likes to be rejected. Salespeople
become afraid of getting a no. Ironically, until you ask, all you have is a no. Several
practical tips on how to better improve their chances of closing a sale.
Body language and buying signals
Timing
Well structured questions

Exercise: Assignment
(i)

What do you mean by selling process?

(ii)

What is the importance of follow-up?

(iii)

Enlist the steps in selling process.

(iv)

What are the selling skills required in retail?

Assessment
A. Fill in the blanks
1. __________________ is about searching for new customers. (Prospecting
customer)
40

2. A selling process is a _______________ set of steps that must take place in

order to execute a _______________ from start to finish. (complete, sales
transaction)
3. While approaching to a customer the sales person should always focus on the
_____________ for the customer. (benefits)
4. Retail sales require a member of ______________ to be instilled in a person for
them to successful. (Skills)
5. The specified training module highlights the ingredients that make up the
highly successful ______________. (Salesperson)
6. Over setting is an extremely important element of _______________ and
______________ development growth.
7. Goal setting is an extremely important element of ________________ and
_______________ development growth.
B. True or false
1. In a sales role the ability to set goals and purpose them effectively can be a
rewarding skill.
(T)
2. The various by factors that contribute to effective communication over
telephone including timing.
(F)
3. Using appropriate volume a sales person can improve their chances of closing
sale.
(F)
4. The practical suggestion for handling difficult behavior is creating a anti theft
environment.
(F)
5. In the retail business to become successful politeness is something that coulees
potentially be wrapped up within communication skills.
(T)
6. Presentation involves a persuasive vocal and visual explanation of a business
proposition.
(T)
7. Good follow-up will double the closing ratio.

(T)

8. Closing is not about discouraging obstacles.

(F)

C. Write short note on

1. Enlist the steps in selling process.
2. Discuss the importance of selling process.
41

3. Discuss the selling process.

4. Selling skills needed in retail business.
5. What are the selling skills required to be successful salesperson.

Checklist for Assessment Activity

Use the following checklist to see if you have met all the requirements for Assessment
Activity.
Part A
- Describe follow-up step in selling process.
- Differentiate between the meet and great & approach step of selling process.
- Describe selling skills needed in retail.
- Discuss selling skills to be successful sales person.
Part B
Discussed in class the following:
- The important steps in selling process.
- Importance of each step in selling process.
- Discuss required selling skills in retail business.
Part C
Performance Standards
The performance standard may include, but not limited to:
Performance standards

Yes

No

Able to identify the selling process.

Able to identify importance of each step in selling
process.
Able to identify selling skills of sales person.
Able to identify selling skills needed in retail business.

42

Session 3: Salesmanship (Duties of Sales Personnel)

Relevant Knowledge
A salesman has many responsibilities. Salesmen can work for manufacturers,
wholesalers or as independent agents who carry multiple lines of products. A
salesman usually works as either an outside or inside sales rep and spends most of his
time selling his wares or services. Duties and responsibilities can vary according to the
industry or compensation. For example, sales engineers may spend more time
verifying proper customer shipments than an outside salesman, who may not
physically handle any product. In addition, a commission salesman's job is usually
much more sales intensive, while those on salary may have more meetings and
administration duties.
Salesmanship or Personal Selling is the oldest and most common form of promotion. It
involves direct selling by the manufacturer to the prospective buyer. It is a face to
face and oral communication with the potential customer for the purpose of
persuading the buyer to buy a particular product or service. It is an important method
of understanding the needs, nature and behavior of the prospective customers and
giving them full information about the product in question. The information so
obtained helps the entrepreneur to manufacture the product according to the demand
of customers. Being personal in nature, it is an indispensable technique of
promotion. A firm undertakes personal selling with the following objectives:
To introduce new product or service with personal touch.
To create demand for the products such that it precedes supply.
To clarify the doubts of customers personally.
To create effective selling at least cost and secure repeated sales.
To provide valuable feedback to the managers.
Salesmen may be classified into the following categories on the basis of their
employers:
Manufacturer's salesmen: Those are employed to sell products either directly
to consumers or to the wholesalers or retailers. They have specialized
knowledge about the products of their employers. They may be either creative
salesman or dealer-servicing salesman. The former are engaged in creating
outlets for a new product and contact the dealers to persuade them to handle
the product. While the latter, provide services to the dealers of their
employer's products.
43

Speciality salesmen: They deal in high value goods like computers,

automobiles, machines, television sets, etc. They meet the potential customers
and explain the usefulness of their product. They also help in the installation of
the product at the customer's place.
Wholesaler's salesmen: They generally call on the retailer's and book orders.
They provide information about the availability of the product to the retailers
and help them in getting the supplies.
Retailer's salesmen: They deal directly with the consumers. They may be
either counter salesmen or outdoor salesmen. The former attends the
customers who call at the store. While the latter, visits the prospective
customers by carrying samples of goods to persuade them to buy goods from
them.
Importance of Personal Selling
Salesmanship is an indispensable technique of promotion. The importance of personal
selling may be described under the following heads:
1. Benefits to consumers: A salesman acts as a friend and guide to consumers. He
informs them of new products and new uses of existing products. He helps them in
choosing products, which match their needs and incomes. A salesman guides the
customer in buying products that will provide maximum satisfaction.
2. Benefits to businessman: They help in the creation of demand for new products
and in the extension of markets for existing ones. Through personal selling, a
businessman can not only inform customers of his products but can know their
tastes, attitudes and behaviour. Such information is helpful in the design and
development of products that match market demand. By creating large scale and
regular demand, salesmanship makes planned and regular mass production
possible. Salesmen help to build up a favorable corporate image necessary to
secure repeat sales.
3. Benefits to society: Salesmanship helps to expand employment and income of a
country through large and rapid sales turnover. Salesmen provide marketing
information to producers so that consumers can get new and better products.
Salesmen perform several non-selling tasks, e.g., after sale service, meeting
complaints, conducting marketing research, providing credit information,
delivering goods, collecting payments, etc. Salesmen help minimize price
fluctuations and trade cycles by matching demand and supply.
44

Success of personal selling depends upon the skills of the salesman, the framework in
which he works, as well as his knowledge and experience. An effective salesman
should be completely aware of the product and should be able to convince the
prospective buyer. He should also know well about the company/firm he is
representing and be able to answer all the queries of the customer's. The effective, a
salesman should have the knowledge of the following types:
Knowledge of self: He should be able to make the best use of his personality by
continuously assessing himself and analyzing his qualities in the light of the
requirements of his job. This will help him to improve upon his strengths and
overcome his weaknesses through training and experience.
Knowledge of firm: He should be fully conversant with the history of the firm. He
should have a thorough knowledge of the objectives, policies, standing and
organizational structure of his firm. Such knowledge will help him to utilize the strong
points of the firm in personal selling.
Knowledge of product: He should be able to convince customers about the features
and utility of the product by removing their doubts and objections. Thus, he should
have full knowledge about the nature of the product, manufacturing details, terms
and conditions of sale, distribution channels used and promotional activities.
Knowledge of competitors: In order to prove the superiority of his product, he must
have full knowledge about the competitive products, their positive and negative
features. Knowledge of competitors' sales policies, their brands and prices, etc, is
also helpful.
Knowledge of customers: In order to be successful, he must use the right appeal and
approach. He should be able to understand the prospects correctly and quickly and to
motivate and win them permanently. He should, therefore, have complete knowledge
of the nature and type of customers (their age, location, sex, income, education,
etc.) and their buying motives (low price, convenience, prestige, fashion, etc).
Knowledge of selling techniques: Above all, he should be well-versed in the
principles and techniques of salesmanship. He should pay undivided attention to the
customer, be courteous and sympathetic towards customers, never loose patience,
consider customer as the king, aim to build permanent customers and goodwill, serve
the customer in the best possible manner, etc.

45

Duties and Responsibilities of Salesman

1.

Calling on Customers: The foremost duty of every salesman, in general, is to

call on a customer or customers existing. Calling on customer means keeping
regular touch with existing customers also called as keeping accounts alive.
These calls are made either at the office of the customer or house of a
customer or any other suitable place agreed by them. It is not only calling on
all the existing customers in a given area or which is called as a sales territory.
It also means opening new accounts or creating new customers which is an art
of converting suspect into prospect and prospect into a customer.

2.

Maintenance and Extension of Sales Territory: A sales territory is a

geographical sea consisting of number of prospects and customers and suspects
too. A salesman is to work even sales territory where he keeps the existing
customers and accounts, creates new accounts by or new customers who are
prospects by his art of persuasion and converting suspects to prospects clearing
all fears and doubts and then converting that prospect into a customer in a
territory. A territory may be a city, area, taluka area, district area, or a
division area or even a state. He moves from city to district and district to
division and state. He is the person who represents his manufacturer, or a
wholesaler or even a retailer. That is, sales are increased.

3.

Increasing Sales Line: A company is not generally dealing in a single product,

has a product line and product range. It is the duty of the salesman to bring it
to the notice of customers, retailers and wholesalers of the manufacturing
company's product line or and product range. This results in well assimilated
diversified sales mix which broadens sales ability, stability. It is because; the
overall performance and profits are increased.

4.

Image Building: The greatest thing in business is credibility, status, the image
of sales organization. Sales have the crucial role of building the image or status
or good will of company. It is done by building the company's product image,
service image, managerial philosophy management objectives and policies. He
is to establish that how his company is different from others and why it is
worth appreciating as the best of all others in the line, area. He is to sell
company's vision, goals, objectives, and policies, strategies that go in keeping
them satisfied and delighted so that they demonstrate others that it is worth to
do business with this organization than others:

46

5.

Developing Product Knowledge: It is the world of keen competition and

speed. The science and technology are able to bring new ideas, new products,
new processes, and new services at much cheaper cost, of superior quality and
in larger quantity. The release of these products and services and ideas are not
reaching the people who are not covered by information communication
network. They do not know about new products and services, their uses change
their life styles. It is the sales force which can bring these products and
services to people. In each call they make, present them and speak of their
superiority and benefits convenience and solace these products and services
could bring them within a price range

6.

Dealer Counseling: The sales people are working for manufacturers,

wholesaler and retailers as the dealers play a big role in successful distribution
of goods and services. There is need for heavy and effective doses of
promotional activities. In addition to advertisement and publicity and public
relations, there are specific areas of promotion namely POP-point of purchase
promotion these relate to window display, counter display, showrooms and
show c and participation in exhibitions and fairs. Special skills are involved in
having a integrated communication package that brings the far flying customers
and the dealers. These specie guides in planning campaign at different levels to
position the products and services. Many times, good products have failed
because of bad presentation and promotion and in some c even average
products succeeded very well with a matching promotional effort. These
salespeople are good campaign counselors.

7.

A Good Feedback to the Producers: Sales people are key people who collect
detailed frank, factual information of their needs, expectations of a product or
a service in case of existing products and services and the products and
services they expect from the producers. Salesman is the spokesmen of the
consumer the king-and king pin of any economy. These producers produce
products which are wanted by the consumers who decide quality standards,
price range quantity needed. Other associated factors with products and
services. This information is vital that all most all decisions are based on this
by the producers, wholesalers, and retailers. That is, salesmen back from the
horses month and pass it on to the producers. It is no' but a primary survey-a
major step in research where it covers, consumers, dealers, pro price, place,
promotion to make the dreams of producers to come true and the resources of
the community to be based in the best way. It helps in preparing a dependable
data base v is continuously up dated.

47

8.

They are the Best Trainers: Every year so many young guys join sales line to
make their career in various positions. At the same time, the aged and willing
sales people who made their career-retire. As salesmen in the field of selling,
they have a big role to pay. is, they train new hands on the job to learn the
tricks of the trade. Act as role mode successful sales-people. They share there
to tell coach, teach the aspirants who want to not only fit and fine but want
make better performers. This is the greatest task they do by building successful
sales force and teams for bringing every success to the organization on one
hand and individuals-their progress and property.

9.

Collection of Dues and Credit Information: Collection of dues is the most

delineate and arduous task that challenges his brain and tolerance. These are
the days of credit and since credit has become the breath of modern business
one can not think of surveying without credit. Credit sues are like "hot-ghee"
neither one can keep in mouth nor spit. That is, the point lies in collecting lie
dues yet keeping the customer. It is a great balancing act. Salesman can not
compel the person to pay but he has to develop the ability to impel the
customer to pay. It is because, if he loses one customer by enforcing his right
to collect, there is danger of losing other good customers. A disturbed
customer can spoil the name of salesman and the selling house.
Another thing is to know the credit worthiness of prospects who are willing to
have business relation credit rating is done on certain 'C's namely, character,
capacity and conditions. That is, desman is to know about all these C's of a
prospect before accepting him as a customer.

10.

Participating in Sales Meetings: Salesman, as a bridge between the outside

world and the organization, is to participate actively in the sales-meetings that
are held in the sales Department from time to time. Meeting provides a forum
for exchange of ideas, techniques, Methods, tricks that enhance the company
sales, his knowledge about various dimensions of his sales career. Attending the
meetings will result in updating his knowledge making fit and fine se handle
with confidence any situation he comes across in his field of sales. He has plus
point of developing his capacity to organize his line of activities as routesheets; time-table is to sales journey. To that effect, he develops a systematic
and scientific tools, attitude, and philosophy in improving his sales efforts for
the benefit of himself and the company at the same time. Thus, meeting is a
melting point for overall refinement of his career.

48

Exercise: Assignment
Write the answers to the following questions
1. Enlist the duties of sales person.
_______________________________________________________________________
_______________________________________________________________________
2. Discuss with example how effectively the sales person can handle customer
queries.
_______________________________________________________________________
_______________________________________________________________________
3. Discuss the importance of personnel selling.
_______________________________________________________________________
_______________________________________________________________________
4. What is the classification of sales person?
_______________________________________________________________________
_______________________________________________________________________

Assessment
A.

Fill in the blanks

1.

Collection of __________________ is the most derivate task that

challenges sales persons brain. (duties)

2.

Salesman is the spokes men of the consumer the _____________ and

______________ of any economy. (king, king pin).

3.

A sales territory is a _________________ sea consisting of member of

prospects and __________________. (geographical, customers)

4.

In order to be successful a sales person must use right ________________

and ______________. (appeal, approach)

5.

The __________________ and ______________ are able to bring new

ideas, new products, and new processes at much _______________ cost.
(science. technology, cheaper)

49

B.

6.

Dealer plays a big role in successful _________________ of goods and

_________________. (distribution, services)

7.

A successful salesman must have a high degree of _______________ and

________________. (intelligence, imagination)

8.

Salesmanship is highly ___________________ vocation and requires

________________, aptitude and ____________________. (skilled,
ambition, enthusiasm)

True or false
1.

One of the objectives of personal selling is to create demand for the

products such that it precedes supply.
(T)

2.

A salesmanship help to expand employment and income of a country.

(T)

3.

Sales people never collect factual information about customer needs.

(F)

4.

Sales people are the bridge between outside world and the organization.
(T)

5.

Manufacturers salesmen are employed to sell product directly to the

customer/ retailer / wholesaler.
(T)

6.

Retailers salesmen are not outdoor salesman.

(F)

7.

Specialty salesman deals in high value goods.

(T)

8.

Salesman acts as a friend and guide to customer.

(T)

9.

Success of selling does not depend upon the skills of the salesman.
(F)

C.

Write short note on

1.

Describe the responsibilities of sales person

2.

Identify the major duties of sales person.

3.

Enlist the duties and responsibilities of sales person.

4.

Importance of personal selling.

5.

What are the objectives of personal selling?

6.

Concept of salesmanship.
50

7.

Discuss the qualities of successful salesman.

8.

Types of knowledge a salesman need to have.

9.

Discuss the basis on which salesman can be categories.

Checklist for Assessment Activity

Use the following checklist to see if you have met all the requirements for Assessment
Activity.
Part A
- Identify the importance of personal selling.
- Discuss the duties and responsibilities of sales person.
- Identify the major duties of sales person.
- Discuss the objectives of personal selling.
- Describe the qualities of good salesman.
- Discuss the classification of salesman.
- Discuss the concept of salesman.
Part B
Discussed in class the following:
- Discuss the duties and responsibilities of sales person.
- Discuss the importance of sales person.
- Qualities of successful salesman.
- Concept of salesmanship.
- Importance of salesman.
- Classification of salesman.
- Discuss the importance of personal selling.

51

Part C
Performance Standards
The performance standard may include, but not limited to:
Performance standards

Yes

No

Able to identify concept of salesman.

Able to identify major responsibility of sales person.
Able to identify types of salesman.
Able to identify importance of personal selling.

52

Session 4: Qualities of Good Salesperson for Handling Queries

Relevant Knowledge
How many times have you heard someone say, "That person is a born salesperson"?
Many times I have followed that statement with a request for the person to expand on
the comment. What do you mean when you say, "a born salesperson"? What do you
consider to be the attributes a person might possess that would lead you to draw that
conclusion?
Invariably the characteristics always seem to be that he or she is a good talker, has
the "gift of gab," an outgoing personality, is charming, friendly, has a sense of humor,
is engaging, quite persuasive and has personality plus. While these traits are seen
frequently in those who sell, would you consider them characteristics of a true sales
professional? There are other characteristics that are far more important.
A charming, outgoing personality can be very magnetic but, as with any relationship,
the luster can fade if there is nothing substantial behind it.
People are looking for a salesperson that is honest, has integrity, is truthful, and,
most importantly, cares about the needs of his or her clients and possesses a genuine
desire to serve them.
Furthermore, the attributes of trustworthiness and integrity are what separate true
sales professionals from the sea of mediocre charlatans masquerading as salespeople,
with whom most of us have had the misfortune of dealing.
In-depth research of the top 3 percent of outstanding sales professionals throughout
the country has shown that these top performers share two common characteristics the ability to establish rapport with their customers and the consistent creation of an
atmosphere of trust in all their sales relationships.
These vitally important traits serve more than simply to endear these sales
professionals to their prospects - they know these methods are the best way to secure
repeat business and ensure that every sale wears well.

53

Many times sales executives are confused by, or even unaware of, the difference
between customers simply buying a product or service and a salesperson actual
selling. Just because a customer has parted with his or her money in exchange for a
product or service does not mean that a sale has occurred.
For example, a prospect walks into a retail establishment to buy a blouse and the
salesperson successfully finds the type of blouse, determines the occasion for which it
is intended and how it will fit in with the prospect's current wardrobe. Then she
writes up the order. Despite the fact that this may seem to be an act of selling on the
salesperson's part, it really isn't. This scenario is merely an example of a salesperson
filling a customer's order.
By contrast, the salesperson, in addition to selecting the correct blouse for her
customer, may ask a few questions about the customer's current wardrobe needs and
learns that her client has just landed a new job.
This reveals that the customer's real need is for professional clothing that will make a
positive impression in her new workplace. The salesperson then proceeds to show the
customer a new line of high-end designer suits and coordinating accessories the store
has recently received - and the customer walks out with not only the intended blouse
but also a suit, matching shoes, a handbag and scarf.
This is the act of selling. It is not just filling an order but, instead, establishing
rapport, gaining trust, determining a need and then meeting that need. It is my belief
that a salesperson's sole purpose is to be of service to the customer.
Along that line, as a salesperson, you should only make promises you can keep - and
you should keep every promise you make.
A professional salesperson makes a sales call for only one reason - to be of service to
the customer. If your product or service is not the right thing for the customer then
you have no right to sell it. However, if it is something that will benefit the customer
and meet his or her needs, then the professional salesperson has a responsibility to
sell it.
Sales executives frequently complain that their salespeople often will say and do
anything to get the sale and make their quota. Unfortunately, the salesperson's overpromising and under-delivering create multiple problems, untold friction and
significant internal dissension between sales personnel and the support personnel who
are responsible for carrying out the salesperson's unrealistic commitments.
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The philosophy is that every employee is either selling or un-selling for the company,
every hour of the day, regardless of his or her position. It is crucial that the sales
organization understands its responsibility to its customers and co-workers. If any
employee is unable - due to an impossible timeline, lack of resources or product
availability - to follow through on promises made by a salesperson, that employee will
be un-selling the company.
To prevent this, salespeople should not over commit when it comes to promises about
what the company can offer. If the company can't deliver, the sale will fall apart, as
will the relationship with the customer. More importantly, the company's reputation
can suffer irreparable damage. In these times of stiff marketplace competition, smart
companies know that their solid reputation may be the only thing keeping them ahead
of their competition.
It is the responsibility of the sales organization to balance its desire to serve the
customer and make the sale with the realities of what the company, whether it is
boundless in wealth and resources or modest and greatly limited, is able to offer.
Only when this balance exists can the salesperson effectively communicate with,
deliver for and serve the customer in a way that is consistent with his or her
promises.
In order to get happy, satisfied customers who continue to return for a lifetime, who
refer their friends and colleagues and who offer the kind of word-of-mouth
advertising money simply cannot buy, learn to understand the difference between
filling an order and actually making a sale.
When you've established trust and rapport, are well-versed in what your firm has to
offer and sincere in your desire to serve your customers, you will find that it is easy to
promise a lot - and always deliver more.
Characteristics of Top Performing Salespeople
Top performing sales people stand out from their average performing peers and
colleagues. They do things differently and exhibit several different characteristics.
Here are ten characteristics of top performing sales people.
1.

Top performing sales people set big goals: They dont wait for their boss or
company to establish sales quotas and targets. They take a proactive approach
and set big, challenging goals. They make sure their goals are specific,
motivational, achievable yet challenging, relevant to their personal situation,
55

and time-framed. They visualize their target, determine how they will achieve
their goal, and take daily action to achieve those goals.
2.

Top performers ask high-value questions: The best sales people ask lots of
quality questions to fully determine their customers situation and buying
needs. They know that the most effective way to present their product or
service is to uncover their customers goals, objectives, concerns and
hesitations and they know the only way to achieve this is to ask tough,
penetrating questions that make their prospect think.

3.

Top sales people are enthusiastic: They are always in a positive mood even
during difficult times and their enthusiasm is contagious. They seldom talk
poorly of the company or the business. When faced with unpleasant or negative
situations, they choose to focus on the positive elements instead of allowing
themselves to be dragged down.

4.

Top sellers are hard workers: Top sales people are assertive in getting new
business and they go after it. They often start work earlier than their
colleagues, spend less time on social chit-chat and work later than everyone
else. They make more calls, prospect more consistently, talk to more people,
and give more sales presentations than their co-workers.

5.

Top performers are persistent: Obstacles loom in front of us on a regular

basis. But its what you do when faced with these barriers that will determine
your level of success. The most successful sales people in any industry tackle
the obstacles that get in their way. They look for new solutions. They are
tenacious. They refuse to give up.

6.

Top sales people are great listeners: Contrary to popular belief, telling is not
selling. Top performers know that customers will tell them everything they
need to know if given the right opportunity. They have learned that silence is
golden. Compare that to the average sales person who asks a question then
gives their customer the answer or continues to talk afterwards instead of
waiting for the other persons response.

7.

Top sales people demonstrate the value of their product or service: Top
sales people know that a well-informed buyer will usually base much of her
decision on the value proposition presented by the sales person. They know
how to create this value with each customer, prospect, or buyer they
encounter. Too many sales people think that price is the only motivating buying
56

factor. Top sales people recognize that price is a factor in every sale but they
know that it is seldom the primary reason someone makes their decision.
8.

Top performing sales people have lots of passion: They love their company
and they exude this pride when talking about their products and services. The
more passionate you are about your career, the greater the chance you will
succeed. Heres whywhen you love what you do you put more effort into your
work. When you are passionate about the products or services you sell, your
enthusiasm will shine through in every conversation.

9.

Top sales people hold themselves accountable: They know that their actions
alone will determine their results and they do what is necessary to achieve
their goals. They never blame internal problems, the economy, tough
competitors, or other factors if they fail to meet their sales quotas.

10.

Top performing sales people keep in touch with their clients: They know
that regular contact helps keep clients so they send thank-you, birthday, and
anniversary cards. They make phone calls and schedule regular keep in touch
breakfast and lunch meetings. They send articles of value to their customers
and are constantly looking for new and creative ways to keep their name in
their customers minds.

Anyone in sales can develop these characteristics. It takes effort, energy, and
discipline but the end result can be worth it especially when you consider how much
more money top performing sales people make compared to the average sales person.
And you dont want to be average do you?
The only way to make it in this economy is to be great, because "it's the only thing
that pays," according to Grant Cardone, sales expert and author of Sell or Be Sold:
How to Get Your Way in Business and in Life.
"If you're not going to be great in sales, go get another career, because it's too hard to
do if you're not going to succeed," Cardone adds. "Great salespeople are literally the
engine of every economy in the world."
So how does one become great? How do you close the deal faster than anyone
else? We recently caught up with Cardone, who shared with us 20 qualities that he
thinks set great sales people apart from everyone else.

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1.

They don't think in terms of sales but rather in terms of building a business.
Great sales people are building a business, not just trying to make a sale. When
you think beyond a sale, you're going to get other people's attention much more
easily. They're going to be more interested in what you have to say. You want
something that's going to survive beyond one sale.

2.

They build their businesses one customer at a time and then always leverage
the last customer into more customers. Don't ever just make a sale and forget
about that client. The last sale you make should always open the door to new
relationships and clients.

3.

They listen more than they speak, getting an understanding of the customer's
needs and then finding a solution. Great sales people always ask their clients
why they want something done. In listening more than talking, you can better
accommodate what they are looking for.

4.

They deliver more than they promise, and always promise a lot! There's an old
sales mantra that says "under commit and over-deliver," but Cardone advises
that you should "over commit and over-deliver."

5.

They invest their time in those things that positively affect their income and
avoid spending time on those things that have no return. Great producers know
how to spend time on activity that rings the register. Don't waste your time on
activity that can't tell you anything, or doesn't produce anything now or in the
future.

6.

They are always seeking new, better and faster ways to increase their sales
efforts. Be really concerned about time. Great sales people consistently work
on improving themselves and look for faster ways to close transactions.

7.

They're willing to invest in networking, community and relationships, knowing

that the difference between a contact and a contract is the "R" that stands for
"Relationship". Invest in your community. Don't look at it as an expense since
you need to develop these relationships. So, go ahead and join the country club
and give money to politicians. In other words, be involved as much as you can.

8.

They're fanatical about selling. The best salespeople are obsessed with their
customers and growing their businesses.

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9.

They don't depend on marketplace economies for their outcomes and instead
rely on their actions. If you're great, you're going to do well in any economy,
because you create your own economy. You run your own race and make
something happen despite the environment.

10.

Surround themselves with overachievers and have little time for those who
don't create opportunities. These people are sometimes viewed as being
uninterested in others, but the truth is that they're just not interested in low
production. They don't want to waste time with people who can't get anything
done.

11.

They never accept well enough. These people don't need anyone managing
them. They push themselves.

12.

They don't see failed sales attempts as failures but as investments in the
process. If you don't close a business deal, don't think of it as a failed attempt.
You should know that some attempts pay while others don't, but they're all
investments in the business.

13.

They never give up on unsold clients, knowing that someday those clients will
buy. Remember that you're growing your business, so if you experience a failed
attempt, think of it as an opportunity for the future.

14.

They squeeze hours out of minutes and weeks out of days. Great sales people
are like magicians with time. They don't manage time, they create it and they
make it work.

15.

They see problems as opportunities. When a problem comes along, see it as an

opportunity. If you don't have any problems, it means you don't have any value.

16.

They invest in their education, development and personal motivation, knowing

that these are the tools of sales professional. You need to continue to invest in
your game much like a professional ballplayer is always practicing.

17.

They invest in their careers, their businesses and their customers. Again, this is
all an investment. Invest in the facility and remember that all of this is like
watering the lawn. If you take care of your career, business and customers, the
money will eventually come.

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18.

They hold themselves to performance standards that are higher than even their
management teams do. No manager can know your actual potential. Only you
know your true potential so put yourself on a higher standard than others think
you're worth.

19.

They don't need others to hold them accountable. They hold themselves
accountable, possessing leadership, motivation and purpose.

20.

They are constantly in think, plan and prepare mode in order to continue to
build their client base and keep their pipelines full. You can't ever have an "off"
button.

Essential Qualities of a Successful Salesman

Personality refers to the dynamic force of a person which attracts and impresses
others. Similarly, Sales Personality or Personality of Salesman includes his
appearance, his characters, his mannerisms, his talk and the general impression which
impresses and convinces the prospects. By using these qualities and abilities skill
fully, the salesman is able to impress the customers favourably. As a result, the
customers are attracted towards the product or service and ultimately purchase it. In
other words of H. W. Morten Personality is that personal distinction or dynamic force
which is felt by everyone who comes within the radius.
Essential Qualities/Traits of a Salesman
1.

Sound Health: A salesman should posses a sound and physique in order to

become efficient. A salesman who is not healthy cannot maintain a pleasing
appearance. He will also not be able carry on his duties efficiently.

2.

Good Posture: Good posture enhances the appearance and personality of the
salesman. A salesman should maintain an alluring posture, i.e. he should stand
erect or sit erect while meeting a customer. It makes a good impression on the
customer. Therefore the salesman should try to acquire certain good posture in
order to attract customers.

3.

Pleasant Voice: Voice is the index of ones own feelings than the facial
expression. The quality and the tone of the voice also have its influence on the
hearer. The salesman should have pleasant, clear and forceful voice. The voice
should not be coarse, high pitched, shrill, commanding or nasal. These types of
voices generally irritate customers.
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4.

Good Appearance: A good physical appearance is a big asset for salesman. The
first impression on the customer is created by the appearance of the salesman.
A good appearance generally gives more confidence to a salesman and he is
able to convince the customers more easily. The appearance of the salesman
may be divided into 3 important segments which are Cleanliness, Grooming and
Clothes.

5.

Cheerfulness: Cheerfulness is the greatest virtue of a good salesman. Everyone

wants to be with persons, who are cheerful. If the salesman is cheerful,
possesses a good health, vigour and a rich sense of humor, then he can attract
large number of customers.

6.

Imagination: It is an important consideration which detects the exact need of

the customers. This quality helps the salesman to understand the problems of
customers in his position. But it is depressing to see in India that many
salesmen have absolutely no imagination.

7.

Alertness: Alertness refers to active sensitivity to the situation before oneself.

It is nothing but presence of mind as to what to say, how to say and on what
occasion. It consists of keen power of observation and common sense to take
correct decisions quickly.

8.

Resourcefulness: It is a mental ability to think and find out alternatives. It

includes devising new approaches to make people do what you want them to
do. Resourcefulness has great role to play in salesmanship.

9.

Initiative: Initiative is the ability to work on his own without any guidance from
anybody. It is very useful quality for success in dealing with customers. Of
course, in early stages a salesman has to work under the supervision and
guidance of senior salesman. But in course of time, he has to depend upon
himself and take independent decisions.

10.

Observation: Power of observation is another important quality of a salesman.

A good salesman must be a keen observer. He should observe the changes in
style, fashion of people, activities of rivals, Government policies, general
attitude of customers and other things.

11.

Self-confidence: Self-confidence is another important quality, which every

salesman should possess. The salesman should keep Self-confidence both on
61

himself and the goods he sells to the customers. A salesman lacking Selfconfidence can not convince his customer properly or overcome his objections.
12.

Memory: Sharp memory is another important attribute of a salesman. Sharp

memory refers to capacity to recognize this customer, recall his past interviews
with them, recalling their requirements and suggestions. As a matter of fact,
lack of memory is responsible for committing many errors. For this purpose, it
is better for a salesman to keep a notebook and write important points for
future reference.

13.

Sociability: It refers to ability of salesman to meet the public and make friends
with them. A true salesman must be an extrovert, i.e., a man who likes mixing
with people in every type of situation. Moreover, he should not hesitate to
meet unknown persons. He must be a friend, philosophers and guide to
customers.

14.

Enthusiasm: A salesman should be enthusiastic; otherwise he will fail to create

interest in the minds of the prospects. Enthusiasm creates assurance in the
minds of the buyers for a salesmans products and services.

15.

Tact: A salesman should be a man of tact. Tact means doing the right thing at
the right time, in the right way. It further includes mental awareness of the
salesman to tackle all kinds of situations. However, tact should not mean
cheating or cunningness. Tact or diplomacy helps in avoiding objections,
obstacles in sales programme.

16.

Court-operation: The modern salesman has to face several challenges in the

market for better business. To meet these challenges a salesman should have a
good co-operation with customers, fellow salesmen and employer. The
customers depend upon the salesman to a great extent for selecting products.
He (salesman) should extend full co-operation and help to them (customers) by
recommending the best product to suit their needs.

17.

Courtesy: There is a saying that Courtesy costs nothing but returns high
dividend. This particularly holds well in the field of salesmanship. Courtesy is
a mixture of politeness and consideration. It is an indication of refinement and
culture. The salesman must be polite, modest, and courteous to turn the hearts
of customers.

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18.

Patience and Tolerance: Patience and tolerance take a very important place
in the development of a salesman. A salesman to become successful must be
extremely patient in dealing with a buyer. In no case he should lose his temper,
but to show a spirit impatient and angry, but a salesman should remain calm
and cool.

19.

Effective Speech: A salesman should be a good conversationalist. Ability to

speak correctly and clearly impresses the customers favourably. The sales talk
should be clear, pleasant and persuasive, but not like the situations; each
situation may have to be treated in a special manner. The salesman should
have a good command over English and other languages, sweet voice, clear
pronunciation, fluent expressions, etc.

20.

Honesty: The salesman should be extremely and thoroughly honest. An honest

salesman is liked by every customer. While dealing with a customer, the
salesman must be true and frank about the products he wants to sell. He should
not misrepresent or exaggerate facts. If a salesman cheats a customer, that
customer is lost forever.

21.

Integrity: Integrity of a salesman is an important trait in his character.

Integrity means uprightness of character, moral soundness, good behavior,
honesty, fulfillment of promises, and strength of character. A salesman who
does not have integrity of character will not be in a position to create good
impression upon his employer, fellow salesman and customers.

22.

Loyalty: Loyalty means willingness of obey. Loyalty of a salesman can be

classified into four groups: (i) loyalty to the organization, (ii) loyalty to the
customers, (iii) loyalty to the fellow-workers.

23.

Reliability: A salesman should be trustworthy and reliable. He should take his

work seriously and with responsibility. He should not give exaggerated
promises. He must be truthful in his statements and honest in his dealings. If a
salesman is reliable, customers will have no fear of being cheated while
purchasing goods from him.

24.

Industriousness: It refers to the ability to work hard to achieve a goal. Unless a

salesman works hard, it is very difficult for him to acquire the detailed
knowledge of the customers and product. Absent a result he cannot achieve his
targeted sales. The salesman, therefore, must remain active both mentally and
physically. Dullness should be avoided.
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25.

Courage: It refers to moral strength of a person. Sometimes a salesman may

commit mistakes and make false promises, which may lead to an unpleasant
atmosphere. But a good salesman must have enough courage to face such
situations boldly. He should be daring enough to take risk and should be firm in
his decisions.

26.

Sincerity: Sincerity is another good quality of a successful salesman. A sincere

salesman attends his customers sincerely and explains them all the merits and
demerits of the product. He also attends to the customers promptly. A sincere
salesman does not face any difficulty to achieve his target.

27.

Maturity: Maturity refers to balance of mind. A salesman should be matured.

He should accept gracefully both criticisms and praises. Equal weight age
should be given to both for and against. Maturity compels a salesman to think
before he takes any action.

28.

Determination: Determination is nothing but will to succeed and go ahead.

Patience and perseverance are the ingredients of strong determination towards
his duties and responsibilities. At times he may face resistance from the
customers but it should not distract him from his original aims. He should work
patiently and calmly to achieve the predetermined target.

A good salesman will have good people skills - a good personality, friendly, the ability
to communicate effectively and be a good listener. He needs to be knowledgeable
about his products and be able to explain the features and benefits of what he is
selling. He needs to be able to answer questions and overcome objections. He needs
to know when the right time to ask for the sale is and he needs to follow-up with
potential customers.

Exercise: Assignment
Answer the following questions
1.

What are the characteristics of a sales person?

____________________________________________________________________
____________________________________________________________________
64

2.

What are the essential qualities of salesman?

____________________________________________________________________
____________________________________________________________________

Assessment
A.

Fill in the blanks

1.

Selling is not just filling an _____________ but, instead, ______________

rapport, gaining ______________ determining _____________ a need and
then meeting that need. (order, establishing, trust)

2.

The sales persons over-promising and under ______________ creates

multiple _____________. (delivering, problems).

3.

Sales persons build their business _____________ customer at a time and

then always leverage the _____________ customer into more customers.
(one, last).

B.

True or false
1.

Sales persons invest their time in those things that positively affect their
income.
(T)

2.

Sales persons never seek new, better and faster ways to increase their
sales efforts.
(F)

3.

Sales persons speak first then they listen.

4.

Alertness refers to active sensitivity to the situation before oneself.

(T)

5.

Cheerfulness is the greatest virtue of a good salesman.

6.

Power of an observation is another important quality of a salesman.

(T)

7.

Personality refers to the dynamic force of a person which attracts and

impresses others.
(T)

(F)

(T)

65

C.

Write short note on

1.

Traits of Salesman.

2.

Characteristics of top sales people.

3.

Essential quality of a salesman.

4.

Define personality.

Checklist for Assessment Activity

Use the following checklist to see if you have met all the requirements for Assessment
Activity.
Part A
- Discuss the quality of successful sales persons.
- Identify traits of salesman.
- Describe Characteristics of top sales people.
Part B
Discussed in class the following:
- Discuss the traits of Salesman
- Characteristics and Essential quality of successful sales people
- Define the concept of personality.
Part C
Performance Standards
The performance standard may include, but not limited to:
Performance standards

Yes

No

Able to identify concept of personality.

Able to identify major qualities of sales person.
Able to identify Characteristics of successful sales people.

66