ExchangeBehaviorinSellingandSalesManagement Sellingistheprocessinwhichaparty(theseller)searchesfor,communicates,andinteractswithanotherparty(thebuyer)fora certainexchangetotakeplacetothesatisfactionofbothparties.

PhasesofPurchaseProcess(PPP):amodelthatdescribestheprocessofvalueformationandexchangeonthepartof customers;andthesevenconcepts: 1.KeyPersons(KP)andCoreOpinionLeaders(COL):therolesinvalueformationandexchangeonthepartof customers; 2.ViewsonCriteria(VOC):thebaseforjudgingvalue; 3.BuyingPointsandSellingPoints1(BP/SP):theexpressionofcustomervalue; 4.DeliverabilityandIntegratedProduct(D/IP):thetotalityofapurchaseintermsofvalue; 5.AppropriateCommunicatorsandNetworkedResources(AC/NR):thefacilitatorsofvalueformationandexchange; 6.SellingstatusIndices(SI):measuresformonitoringthevalueintegrationprocess; 7.DealingwithCompetition:anapproachfromtheperspectiveofcustomervalue. Thefirstthreeofthesevenconcepts(KP/COL,VOC,BP/SP)pertaintothebuyer,whilethesecondthree(D/IP, AC/NR,SI)pertaintothejoboftheseller,andthelastoneconcernstheenvironmentwherethebuyerandseller interactforthepurposeofanexchange. ThePPPmodelhasfivephaseswhichwewillrefertoasfollows: 1.NeedEmerging(NE) 2.NeedDefining(ND) 3.SelectiveQualifying(SQ) 4.SeLecting(SL) 5.FollowupandControl(FC)

VoiceofCustomer(VOC)voxpopuli VOCarecharacterizedbytwoelements:oneisakeypersonsperception about the specific factors, aspects, or dimensions relevant to his purchasedecisionsituation,termedselectingpoints.Eachselectingpoint has the rationale behind it the feeling, belief, or logic accounting for a key persons or COLs valuing the corresponding selecting point in terms of importance. This rationale, whether it is explicit or implicit, clear or not,feltoremotional,maybetermedselectingrationale. ViewsonCriteria=SelectingPoints+SelectingRationales Thesepurchasecatalystsmaybecategorizedintotwotypes:buyingpointsandsellingpoints. Thepurchasebehaviorofakeypersonisinfluencedbytwodiscretespheres:namely,thepersonalandthesocio cultural.buyingpointsoriginatefromtheformersphere;theyrefertothosefactorsthatmaymotivatethekey person,asanindividualagentbeholdentonoone,tomakeapurchase.

Thefifthbuildingblockisconcernedwiththecustomersperceptionofthedeliverabilityofthebuyingpointsand sellingpointsinasalesoffer.Sellersarereliedupontodeliverwhatwetermtheintegratedproductnotmerelythe items(orservices)changinghands,butthoseitemswithalltheaccruedandencrustedaddonsandincentiveswhich constitutethecustomersbuyingpointsandsellingpoints. Theintegratedproductsimportancestemsfromthefactthatpurchasing,likeanyactionordecisiontakeninthe courseoflife,hasrisksassociatedwithit.Thecustomersaimistominimizethisrisk. Selling=f(VOC,buyingpointsandsellingpoints,Deliverability)

Inotherwords,sellingisafunction(fintheaboveformula)of(1)theVOCofthekeypersonsandCOLs;(2)the combinationofbuyingpointandsellingpointalignedwiththesesamepeople;and(3)thedeliverabilityofthese pointsbythesellerorthesalesoffer. Mostsuccessfulsalespeoplehavebuiltanetworkofprofessionalrelationships,whicharetermednetworked resourcesSelling,inasense,amountstoaprocessofcommunicationtheexchangeofinformationamong individualswithdisparateinterestsandlevelsofinterestincompletingatransaction. Therelatingstatusindexisconcernedwiththepersonalrelationshipsthatthesellershareswiththosekeypersons towhomthesaleisbeingtargeted.Insimpleterms,itevaluatesakeypersonscomfortlevelwiththeseller.Itis measuredbythefollowingfourincrementalstages: 1.CriticalStage:thekeypersonissilentorobviouslyunwillingtodiscussanyissuespertinenttothesale. 2.PublicRelations(PR)Stage:thekeypersonspeaksonlyofficially,divulginginformationthatcanbeeasilyobtained throughpublicchannels. 3.AcquaintanceStage:thekeypersonspeaksrelativelyfreelyonbusinessmatters.Theinformationofferedis probablynotsecret,butperhapsdifficulttogleanthroughpublicchannels. 4.PartnerStage:thekeypersoniswillingtoshareanyrelevantinformationwiththeseller,includingbutnotlimited toinformationthatmayormaynotbeconsideredprivileged. TheAttitudeIndexthePurchasersAttractiontobuyingpoints Itisorganizationalbehavior;generally,thetermitselfisdefinedasanindividualsdispositiontowardaparticular eventorperson. ConfidenceIndex(CI)AttitudeTowardsellingpoints Howconfidentareyouaboutsalestargets?Thisquestionhasobsessedcompaniesandsalespeoplesincethedawn oforganizedsales.InmanyEnterpriseResourcePlanning(ERP)andCustomerRelationshipManagement(CRM) softwarepackages,
WALKINGTHROUGHTHEPHASESOFTHEPURCHASINGPROCESS

The purchasing process is forwardlooking and embodies a series of characteristic cognitive, psychological, andbehavioralevents. It is followed by almost all individuals and organizations, who may shortcut such stages as ND and SQ by resortingtotheDefaultValuesalreadyinternalized. Its phases and the actions and decisions pertinent to each phase can be plotted logically and in an orderly manner. Central to itare the key persons who play various value roles (resource type, product type or process type) in the course of the process of value formation and exchange. Who these key persons are and what influencetheyhavecanvaryfromsaletosale. At each stage of the purchasing process, key persons tend to behave in a specific way that will be conceptualized within XBe to shed light for sellers on how they can get involved effectively in the customersvalueformationandexchangeprocess.

ThefollowingcustomervaluequestionsarerecommendedforsellinginthephaseofNeedDefiningND: Nocriteria,nodecision: Whatarethespecificissues,concerns,andstandardsofjudgmentthattheindividualkeypersonstendtofocuson formakingadecision(SelectingPoints)?Whatarethefeelingsandbeliefsbehindthefocusonthesepoints (SelectingRationale)?AnswerstothesequestionshelpustounderstandwhatwecalledtheVOC. ThelessfavorabletheVOC,theharderthesellingwillbeandviceversa: What,intheVOCoftheindividualkeypersons,isfavorableandwhatelseisunfavorabletoyourselling? ThemoreflexibleandunsettledtheVOC,themoreuncertaintheresultofselling: Arethoseunfavorablecriteriasettledoraretheychangeable,andtowhatextent?Whatspecificactionsshouldbe takentoeffectivelypromotethefavorableandconvincinglydownplaytheunfavorable? TheeffectivenessofsellingandsalesmanagementbehaviorinthephaseofNDcanbejudgedbyhowwellthesellers answertheabovecustomervaluequestions. ThefollowingcustomervaluequestionsshouldbeaddressedinthephaseofSelectiveQualifyingSQ: PersonalGains(somethingforself): Buyingpointswhatarethecharacteristicsoftheconsideredsalesofferthatareofspecificvalueforeachkey personasanindividualandasperhisVOC? SocialJustification(goodinothersviews):Sellingpointswhatarethecharacteristicsoftheconsideredsales offerthatrenderstheneededsocialjustificationforeachkeypersonasasocialbeing,sothathecouldsellhisown buyingbehaviortohissignificantothers(thepeoplewhomhelikes,respects,orwhohaveinfluenceoverhim?).The customersownsellingpointsareofsignificanceinnumerouspurchasingsituations. TheeffectivenessofexchangebehaviorinsellingandsalesmanagementatthestageofSQcanbejudgedbyhow wellthesellersaddressthesecustomervaluequestions. ThereareatleasttwocustomervaluequestionsthatshouldbeaddressedinSelectingSLphase: Deliverabilityofbuyingpoints(PersonalGains)andsellingpoints(SocialJustification):Whataretherequirements andexpectationsofthekeypersonsintermsofthedeliverabilityofthebuyingpointsandsellingpointsforthe customertoactandpurchase? Actionstoreinforcethesenseofdeliverability:Whatarethespecificactionsthatmayincreasethecustomers senseofdeliverabilityofthebuyingpointsandsellingpointsforthecustomertobuy? TheeffectivenessofexchangebehaviorinsellingandsalesmanagementatthestageofSLcanbejudgedbyhow wellthesellersdealwiththeabovequestions. ThereareatleasttwocustomervaluequestionsthatshouldbeaddressedintheFollowup&ControlFCphase: Promisesmustbekept:Whatarethespecificactionsthatyouhaveseriouslyconsideredtakingtoensurea satisfactorydeliverabilityofthebuyingpointsandsellingpoints,astheyareexpectedbythecustomer? Customerperceivedresultscount:Whatisthecustomersperceptionaboutthedeliverabilityofthebuyingpoints andsellingpointsafterthepurchase?Ifthecustomerfeels,afterthepurchase,thathegainsmorethanthe previouslyexpecteddeliverabilityofhisbuyingpointsandsellingpoints,hecouldbecomeadelightedcustomer,and thisiscertainlythedividendforfuturebusiness;ifheperceivesasatisfactorydeliverability,hewillbeasatisfied customer,andthisresultmighthelpfuturesales;ifheexperiencesanunsatisfactorydeliverability,hewillbecomea dissatisfiedcustomer,andthismayhaveanegativeimpactonfuturesales. TheFCphaseisusuallythestagewhereitiseasiesttosellwellandmaintainalongtermcustomerrelationshipsto generatemorebusiness,winevenmorecustomersthroughgoodreferralsandwordsofmouth,andestablishand sustainthestrengthofthebrandingeneral.Thus,exchangebehaviorinsellingandsalesmanagementshouldnever endattheacquisitionofpurchaseordersfromthecustomer. Competition Ifthebuyersareusingacompetitorsproduct,thereareatleasttwocustomervaluequestionsthatshouldbe addressedinthisphase: Howwellhasthecompetitordeliveredthecustomersexpectedbuyingpointsandsellingpoints? Ifthecompetitorhasnotsatisfiedthecustomersexpectedbuyingpointsandsellingpoints,isitanewopportunity towinbackthecustomerinthefuture?Orshouldyoujustignoreit?Keepinmindthattherearehardlysuchbuyers thatwillbeyourcompetitorscustomersforever.Thefundamentalsthatsupportanybuyersellerrelationship alwaysconsistofthedeliverabilityofcustomervalue. TheeffectivenessofexchangebehaviorinsellingandsalesmanagementattheFCstagecanbejudgedbyhowwell thesellerscananswertheabovequestions.

 IntheXBeframework,thisdetailedstructureclassifiesthevaluerolesas: Resourcetypevalueroles:BudgetApprover,BudgetUser,andBudgetAdviser; Producttypevalueroles:ProductApprover,ProductUser,andProductAdviser. Processtypevalueroles:BuyerorGatekeepertowhomthemonitoring,coordination,andexecutionofthe purchasingactivitiesaredelegatedonbehalfofothervaluerolesfortheacquisitionofcustomervalue. Unsuccessfulsalespeoplemaylosegroundiftheycommitgaffessuchasthefollowing: 1.Havinglittleconfidenceincommunicatingwithpeoplewhoarenotacquaintancesorfriends; 2.Creatingkeypersonhierarchiesbasedonlyuponbusinesscards,titles,clothes,thesize,orlocationofoffices; 3.Evaluatinglevelsofinfluentialpoweramongkeypersonsonthebasisofthesesamesuperficialattributes; 4.Assuming,inthesituationswherethesalesseemstobenoncomplexandwheretheinteractionsaretakingplace withoneorafewindividuals,thattherearenootherkeypersonsorCOLsinvolvedinthebusiness. ManysituationsinwhichsellersfailtounderstandthecustomersneedsonthebasisoftheVoiceofCustomer. Thereasonsforsuchfailuresarevarious: thecustomersmaynotbeabletoclearlyexpressthemselves; thecustomersmaynotbeclearabouttheirownneeds; thesellersmaymisreadtheimplicationsandinsinuationsintheVoiceofCustomer; thecustomerschangetheirmindsduetonewinformationthathasbecomeavailabletothem. ViewsOnCriteria:VOC=SelectingPoints+SelectingRationales

Inmanyothersituationsasindailylife,peoplearealsoreliantondefaultvaluesanddemonstratedefaultvalue behaviors(orDVBs)constantly,concerningalmostallmatters,bothtrivialandsociallyintegral.Defaultvaluesare environmentalandcontextual.

Therearethreegenerallevelsatwhichdefaultvaluescaninfluenceacustomersviewsoncriteria,namely:(1)the levelofalmostcompletedominance(inthecaseofinessentialortrivialitemsorservices,usuallyintheareaofless costlyandfamiliarconsumergoodsmarketing);(2)thelevelatwhichdefaultvaluesareafactorbutnotthe dominantoneinthecustomersbehavior;and(3)thelevelatwhichdefaultvaluesarescarcelyafactoratall(asis usuallythecaseinthesalesofnew,risky,andimportantconsumergoods,andinorganizationalsalesinvolvingmany keypersonsandacomplexinitialsenseofneed). Inpractice,whenfacedwithpurchasingsituationsthataredominatedbyDVB,thesellermayhavetochoosefrom twodifferenttactics: Meetingthecustomerscriteria.Thistacticmayworkeffectivelyiftherelevantcustomersdefaultvaluesare,inthe overall,favorabletothesalesofferathandorifthesellerhasenoughfreedomtoredesignhersalesofferduetothe verynatureofthebusiness.However,andsincecustomersdefaultvaluesmaynotalwaysbefavorabletothe existingsalesoffer,salespeoplewhohavetolivewitharigidsalesoffermayhavetodoagreatdealofworkto generatealargerpoolofleadssothattheycanmeettheirsalesquotas. Encouragingchangesinthecustomerscriteria.Insellingtoconsumers,forinstance,thistacticisoftenusedby offeringthecustomerirresistibletrialoffers.Thismayleadatleasttosometemporaryacceptanceofthesalesoffer, ifnottheimmediatechangeinpurchasingbehavior.Insomesituations,thistacticmayprovetobemoreeffective whensellingprogramsarefocusedoncoreopinionleaders.Weshouldnoteherethattherearethreebroadtypesof customerinvolvementconcerningpurchasingbehavior:purchaseinvolvement,productinvolvement,andprogram involvement;thistactic(encouragingchanges),whenitisfocusedoncoreopinionleaders,wouldworkbetterif sellersmanagetofindawaytoincreasethelevelsofbothproductinvolvementandprograminvolvement.

Buyingpointsandsellingpoints:aprcis Buying points and selling points are the expression of those characteristics of a considered sales offer, whichmotivatethekeypersontothemotiontopurchase. Buying points are implicitly or explicitly related to the VOC of the key person inasmuch as they are the attractive elements of the considered sales offer that motivate the purchase behavior on the individual level. Selling points are explicitly related to the VOC of the key person inasmuch as they are the attractive elementsoftheconsideredsalesofferthathelpjustifythepurchasetothosetowhomheisbeholden. Buying points and selling points always reflect the current VOC of the key person involved in the purchase process.Therefore,achangeintheVOCwillleadtoachangeinthebuyingpointsandsellingpoints. Thebuyingpointsandsellingpointsofakeypersoncanbethesame,overlap,orbecompletelydifferent. Thereareapparentbuyingpointsandhiddenbuyingpoints. Theidentificationofthebuyingpointsandsellingpointsisessentialforeffectiveselling.

Amoresalesorienteddefinitionofwhataproductisisbasedonthetechniqueof features,advantages,andbenefits(FAB). SettingUptheSMARTObjectivesforEachSalesCall(orEvent) SettinguptheseobjectivescanbedoneusingthewellknownprincipleofSMARTobjectives (SSpecific,MMeasurable,AAchievable,RRealistic,TTime).