SELL, 5th Edition Solution Manual

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1Chapter One—Overview of Personal SellingLearning OutcomesAfter completing this chapter, you should be able to:1.definepersonal selling and describe its unique characteristics as amarketingcommunications tool.2.distinguishbetween transaction-focused traditional selling and trust-based relationshipselling, with the latter focusing on customer value and sales dialogue.3.understandsales professionalism as a key driver in the continued evolution of personalselling.4.explainthe contributions of personal selling to society, business firms, and customers.5.discussfive alternative approaches topersonalselling.6.understandthe sales process as a series of interrelated steps.7.describeseveral aspects of sales careers, types of selling jobs, and the key qualificationsneeded for sales success.Chapter OutlineI.IntroductionII.Personal Selling DefinedIII.Trust-Based Relationship SellingA.Importance of Customer ValueB.Importance of Sales DialogueIV.Evolution ofProfessionalSellingV.Contributions of Personal SellingA.Salespeople and SocietySalespeople as Economic StimuliSalespeople and Diffusion of InnovationB.Salespeople and the Employing FirmSalespeople as Revenue ProducersMarket Research and FeedbackSalespeople as Future ManagersC.Salespeople and the CustomerVI.Alternative Personal Selling ApproachesA.Stimulus Response SellingB.Mental StatesSellingC.Need Satisfaction Selling

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2D.Problem-Solving SellingE.Consultative SellingVII.The Trust-Based Sales ProcessVIII.Sales CareersA.Characteristics of Sales CareersOccupational OutlookAdvancement OpportunitiesImmediate FeedbackJob VarietyIndependenceCompensationB.Classification of Personal Selling JobsC.Sales SupportD.New BusinessE.Existing BusinessF.Inside SalesG.Direct-to-Consumer SalesH.Combination Sales JobsI.Qualifications and Skills Required for Success by SalespeopleExercisesDeveloping ProfessionalSelling Knowledge1.How is personal selling different from other forms of marketing communications?The primary difference between personal selling and other forms of marketingcommunications isthatitis not directedatmass markets.It involvessalespeopletalkingwith their buyersbefore,during,and after the sale.2.What are the key differences between transaction-focusedtraditional selling and trust-based relationship selling?In transaction-focused traditional selling, salespeople are focused on maximizingsales intheshortrunand are self-oriented rather than customer-oriented.Little attentionis giventouncoveringtheneeds or providing customized solutions.Sellingtacticsfocus onclosingthe sales and gettingorder volume.Little to nopost-salefollow-up is provided by thesalesperson unless itis focusedon another transaction.In contrast, trust-based relationship selling strategies focusoninitiating, developing,and

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3enhancing long-run mutually beneficial relationships with the customers.Selling methodsare customer-oriented, focusing on need discovery and presentation of customizedsolutions.Post-sale follow-up is considered an important part of the relationshipdevelopment process.3.What factors will influence the continued evolution of personal selling?The continued evolution of personal selling as a profession isnecessary inresponse to theever-growing complexity ofthedynamic environment. Factors that will influence thisevolution include the increased sophistication of buyers, economic uncertainties, and newcomputer technologies.Other issues includethe following:intensifiedcompetition;moreemphasis on improving sales productivity;fragmentation of traditional customer bases;customers dictating quality standards and other proceduresto be metby vendors;andgreater demand for in-depth, specialized knowledge as an input to purchase decisions.4.How do salespeoplecontribute to our society? Are there negative aspects of personalselling from a societal perspective?Salespeople contribute to society’s goal of economic growth in two basic ways.Theystimulate economic transactions and furtherthe diffusion of innovation—the processwhereby new products, services, and ideasare distributedto the members of society.In afluctuating economy, salespeople make invaluable contributions by assisting duringrecovery cycles and by helping to sustain periods of relative prosperity.Consumers whoare likely to be early adopters of an innovationoftenrely on salespeople as a primarysource of information. Consumers often exhibit strong resistance to change, but change isnecessary inthe long run for the continued progressand/orsurvival of the society. Byencouraging the adoption of innovative products and services, salespeople make a positivecontribution tothesociety.The negative aspects of personal selling can become apparent when salespeople allowthemselves to exhibit unethical conduct. If salespeoplemisleada consumer regarding aproduct or service for their own or their company’s benefit, then society is negativelyimpacted. Society’s perception of personal selling as a professional and ethical occupationis adverselyaffected,and salespeople’s credibility as accurate sources of new informationis damaged.5.What are the primary contributions made by salespeople to their employers?Salespeople make three important contributions to their firms. First, they are the directproducers of revenue in most business firms. Second, they play an important role in market

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4research and in providing feedback to their firms. For instance, salespeople can provideinformation about customer-requested additions to the product line.One further contribution that salespeople make to their firm isthat theyserveas a pool ofcandidates for promotion into management positions. The sales job is often considered anentry-levelpositionproviding the right foundation for future management assignments.6.Most businesses would have a difficult time surviving without the benefits of thesalespeople who call on them. Do you agree?Yes, because customers benefit from salespeople in many ways. Buyers expect salespeopleto contribute to the success of the buyer’s firm. Salespeople do so by providing valuableinformation to buyers and using theirproblem-solvingskills to benefit the buyer’s firm.7.How are need satisfaction and problem-solving selling related?How do they differ?Needsatisfactionand problem-solving sellingare relatedin that each seeks to uncover andsatisfy the needs of the buyer.Problem-solving selling differs from need satisfactionselling in that it seeks to identify a set of alternative solutions, which may include acompetitor’s product, to satisfy the buyer’s needs.8.How does the consultative selling approach differ from problem-solving and needsatisfaction selling?Explain the three key roles of consultative salespersons.Consultative selling differs from problem-solving selling in that this type of sellingisfocusedon helping customers reach their strategic goals, not merely solving immediateproblems or filling immediate needs.To engage in consultative selling, the salespersonmust possess a great deal of knowledge about the customer’s business and industry.This isnecessary so that the salesperson can provide the customerswith insight into all areas oftheirbusiness that influence their abilitiesto reach their strategic goals.The three key roles of consultative salespeople include the strategic orchestrator, thebusiness consultant, and the long-term ally.As the strategic orchestrator, the salesperson’sprimary job is to utilize the resources of the sales organizationandto help the customerobtain his/her strategic objectivesin an effort tosatisfy the customer.As the businessconsultant, the salesperson’s job is to become an expert on the customer’s business andindustry.This oftenentails seeking internal and external resourcestobecome bettereducatedaboutthe customer’s business.As a long-term ally, the salesperson’s job is tosupport the customer even if a saleis not expectedin the short term.

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59.How important is teamwork between the customer and the sales organization in practicingconsultative selling?How does teamwork within the sales organization factor intoconsultative selling?Teamwork between the customer and sales organization is essential if consultative sellingis to be successful.This isespecially true when the salesperson is assuming the role of astrategic orchestrator and a long-term ally.Teamwork within the sales organization is alsoessential given that internal resources mustbe directedtoward helping the organization’scustomers achieve their strategic goals.10.Discuss the final step of the sales process (enhancing customer relationships) as related tothe continuing evolution of personal selling.The final step of the sales process is enhancing customer relationships, and it is animportant part of the continuing evolution of personal selling.As personal selling evolvesfrom a transaction-oriented process into a relationship management process, the ability ofthe salesperson to enhance relationships willbecome increasingly important.Group ActivityWord Association:The Image of SalespeopleBeforeplacing students into teams, ask them to spend two minutes thinking of positive and/ornegative words that come to mind when they hear the word “salespeople.” Instruct the studentstomake a list of these words. Now put the students into three-person teams. Allow 10 minutesfor each team to compare thoughts and develop a list of words associated with the word“salespeople.”Next, ask each team to share their list with the class. Record these responses onthe board in two columns, one positive and the othernegative. Continue recording responsesfrom eachteam, thendiscuss the findings. Many students often negatively stereotypesalespeople.This istypically a result of perceptions they have formed about salespeople fromtheir encounters with retail salespeople, movies negatively portraying salespeople, and accountsof salespeople in the popular press. Discussion can focus on the characteristics a professionalsalesperson should possess and how the negative stereotypes of salespeople canbe overcome.The purpose of this exercise is to bring to the surface negative stereotypes associated withsalespeopleand selling.Most students will have at leastsome negative attitudes towardsalespeople and selling because of their limited exposure to professional selling.Instructorsshould use this exercise as an opportunity to assure the students that the focus of the course is ontrust-based relationship selling, a type of selling that is markedly different from the stereotypespermeated by the media and door-to-door selling.

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6Experiential Exercises1.Understanding What It Takes to Succeed in SalesObjective:Buildawareness that salesrequiresa high knowledge and skill level and thatsalespeople must be well-prepared when calling on customers.Time Required: Two hours outside of class (one hour to conduct an interview with a salesprofessional, one hour to write an interview summary).Teaching Tip: In some instances, this assignment will be better suited to a team approach with2-3 students per team. Salespeople from organizations that recruit on campus can be a goodsource of interview candidates.Have students interview a salespersonto better understandwhat it takes to be successful inprofessionalselling. In addition to the following interview questions, require students to developtwo additional questions for their interviews.1.What are the key skills required in your job?2.What do you need to know about your products/servicesin order tosucceed?3.How has professional selling changed in the past few years?4.How do you prepare for sales calls with new customers?Studentsshould write a summary report of their interviews and be prepared to discuss their keyconclusions in class.Chapter 1 CaseSpecialty Sports Inc.BackgroundSpecialtySports Inc. (SSI) is a California-basedsupplier of custom-made novelty sports itemssuch asbobble-headfigures, caps, sunglasses,and sweatshirts. Most of SSI’s sales are tomedium-sized businesses that use SSI products inemployee motivation programs or as specialtyadvertisinggiveaways. SSI has been in business for 40years,andhas an excellent reputation as areliable, competitivesupplier. SSI has built a successful business across theUnited States. SSIsales representatives are knowledgeableand can advise their customers about how to usespecialty advertising to build employee morale, introducenewproducts, and reinforce brandimages.

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7Current SituationJeff Weatherby had recently been assigned to the Indianapolisterritory. Although this was hisfirst sales job, he felt confident and waseager to begin. Jeff had just completed SSI’strainingprogram andhad a good understanding of SSI’s products and the sales process. Formost salessituations, SSI’s sales trainers had recommended the use ofan organized sales presentation inwhich the salesperson organizesthe key points into aplanned sequence that allows for adaptivebehavior by the salesperson as the sales call progresses.Jeff had been in his territory for 60 days, and he was enjoying hisjob. Days passed quickly, andhe was never bored. He had landedsome major customers, but was frustrated at how long it tooksomecustomers to make a buying decision. Overall, he thought he wasdoing a good job and thefeedback form Felicia Jameson, his salesmanager, had been consistently positive. Jeff tried to behonestwith himself as a way of improving his performance, and he was nothappy as hereviewed today’s last sales call.Jeff had called on H2G, a large manufacturer of garden tools. Heintended to sell H2G severalspecialty advertising items to beused as giveaways at major trade shows in the coming year.Afterresearching H2G on the Internet, he arranged a 4:00 pm meeting withGreg Cox, thedirector of marketing. Throughout the day, Jeff wasrunning late due to an unexpected snowstorm and heavy traffic.He called to let Greg know that he would be late, but the best hecould do was to leave amessage. Jeff arrived 15 minutes late, andwas relieved to be shown into Greg’s office withoutdelay.Jeff apologized to Greg about running late, and was surprised tolearn that Greg had not receivedhis message. Jeff was irritated thathis message had not been passed along, but Greg did not seemtomind, indicating that he had plenty of time to meet with Jeff. Giventhis signal, Jeff decided togive Greg an overview of SSI’s capabilitiesand success stories. Fifteen minutes later, Greginterrupted Jeff andthe following dialogue ensued.Greg: Thanks for the overview, Jeff. I had a pretty good idea what SSIoffers, but some of whatyou told me might be helpful. What haveyou learned about H2G that makes you think that SSIwould be agood fit for our trade show programs?Jeff: Well, I know that H2G participates in two national shows andseveral regional shows everyyear.

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8Greg: That’s right, and we work really hard to stand out at those shows.Jeff: What works well for you in terms of standing out at the shows?Greg: Having a terrific, eye-catching product display is key. Doinga lot of pre-showcommunications to be sure key buyers visit ourbooths, and being sure we have enough peopleonhand to sustaina high-energy atmosphere during the show.Jeff: How about specialty advertising to spice things up, maybe addto the fun element?Greg: I am not sure what you mean. We have wasted a lot of moneyon giveaways in the pastand I don’t believe that it differentiates usfrom our competitors.Jeff: That’s because you haven’t worked with SSI. We’re the best andI can fill you in on howwe can add sizzle to your trade shows.Greg: O.K., but I just remembered that I need to pick my daughterup after her piano lesson.With the snow and traffic, that leaves usabout 15 minutes.Jeff proceeded to describe how SSI works with most of theircustomers to supplement tradeshow communications. He feltrushed, as there were a lot ofalternatives depending on thecustomer’s budget and objectives for each trade show. About10 minutes into his monologue,Greg told Jeff: “Thanks for comingtoday. We will talk about this internally and I will get backwith you ifwe decide to do more with specialty advertising this year. I really dohave to runnow. Sorry.”As Jeff drove home, he realized that he had never asked Greg aboutH2G’s trade show objectivesor their budget. With the abrupt endto the meeting, he also failed to try to get anotherappointmentwith Greg Cox. Jeff realized that his call with H2G was not his bestperformance.Questions1.What problems do you see with Jeff’s H2G sales call?Following are theproblemsseen inJeff’s H2G sales call:•Hefailedtoconfirmif themessage toGregwas delivered.•Hespent too much time early in the call talking about SSI without asking Jeff what heknewaboutSSI.•Hedid not ask enough questions to determine Greg’s needs.•Hedid not ask Greg to discuss why he felt they had “wasted a lot of money on

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9giveaways in the past,” or why it was importantfor H2G to differentiate itself from itscompetitors during the tradeshow.•Hedid not ask about H2G’s trade show objectives.•Hedid not ask about H2G’s trade show budget.•He failed to try toget another appointment.2.If you wereJeff’ssales manager, what would you recommend he do to improvehischancesof succeeding?First, Jeff should pay attention to conditions that may create delays and plan accordingly.Ifhe is going to run late,Jeff should make sure his customers knowabout the delay.Jeffshould reschedule appointments if he believes doing so is necessary for him to haveadequate time to conduct his sales call.Jeff needs to rememberthathis goal is to develop a trust-basedrelationshipand that such arelationshipis developedthroughasales dialogue, not a salesmonolog.During the earlystages of the sales process, Jeff should make sure that he asks the customer questions thatwill help him learn about the customer’s unique needs.This meansthe customer should bedoing most of the talking early on.It isonlyafter he understands the customer’s uniqueneeds that he will be able to discuss how his company candeliver customer value.Finally,Jeff should be prepared for abrupt endings to meetings resulting from unforeseencircumstances.He should haveawell-rehearsedcontingencyplan in place sothathe can endthe meeting professionally and with acertaindegreeof commitment to a “next step.”Role PlayCharacters:Jeff Weatherby and four other SSI salesrepresentatives; Felicia Jameson, SSI salesmanager.Scene:Location—SSI’s Indianapolis office during a weekly sales meetingshortly after his sales callwith H2G.Action—Jeff reviews his H2G salescall with other SSI salesrepresentatives and their salesmanager, Felicia Jameson.This isaregular feature of the weekly meetings, with the idea beingthat allsales representatives can learn from the experiences of others. Jeffhas decided tocompare his call on H2G to some of the materialfrom his sales training with SSI. This material,which contraststransaction-focused selling with trust-based relationship selling,is shown inExhibit 1.1. His review will analyze whether he did ordid not practice trust-based relationshipselling during his call withGreg Cox at H2G.

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10Upon completionofthe role play, address the following questions:1.Is Jeff’s review of his sales call accurate?2.What steps should Jeff take to begin to develop a strongrelationship with Greg Cox atH2G?Chapter 1 Role PlayOverview of Personal Selling Stars, Inc.Sales Stars, Inc (SSI) was founded five years ago by Mark Eaton andSandra Orr as anemployment agency specializing in the placement ofprofessional sales representatives and salestrainees in a wide variety ofindustries. SSI is paid by the hiring companies, and job candidatesarenever charged fees for SSI’s services. SSI represents college-educatedindividuals with salesexperience levels ranging from zero (sales trainees)to several years of experience. For SSI tosucceed, the company has toconsistently do two things: (1) adapt to the hiring companies’ needsand specific job descriptions in the sales area; and (2) save the hiringcompanies time and moneyin the hiring process by recommendingonly prescreened, highly qualified candidates. Byfocusing on these corecompetencies, SSI had grown to a company with fifty employees in fiveregional offices across the United States. SSI’s revenues were increasingat an annual rate of 15percent, which far outpaced revenue growth inthe broadly defined employment agency sector.Mark Eaton and Sandra Orr have a good feel for how SSI cansave hiring companies time andmoney byrecommending onlyprescreened, highly qualified job candidates. Now that SSI wasgetting to be a larger company, Mark and Sandra needed to spreadtheir knowledge to other SSIstaff members who would also beinvolved in prescreening sales job candidates. In addition totheir ownexperience over the years, Mark and Sandra had conducted researchon thequalifications and skills needed for success in professionalselling. Interestingly, there is a highcorrelation between their researchfindings and the research presented on pages 22–23 of thistextbook.Mark and Sandra noted that some skills needed for sales successwould be hard toassess until the salesperson had been on the jobfor a while. For example, being honest andethical would probablytake more time to assess. Even though a complete assessment ofall of theattributes needed for sales success might extend past thejob placement process, Mark andSandra decided to identify keyindicators for each of the twelve attributes shown on pages 22–23:1.Active listening—to include asking appropriate questions andnot interrupting atinappropriate times.2.Service orientation—actively seeking ways to help customers.

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113.Oral communications skills—including persuasivecommunications.4.Coordination and problem solving—to include bringing otherstogether and reconcilingdifferences.5.Written communications skills—including computer and othertechnologically facilitatedcommunications.6.Logical reasoning resulting in rational reasons to take action.7.Strategic and organizational skills so that work can be plannedand executed efficiently.8.Dependability and attention to detail.9.Motivation and persistence in the face of obstacles.10.Integrity—honest and ethical.11.Initiative—willing to take on responsibilities and challenges.12.Adaptability—open to change and devoted to continual learning.In the coming weeks, Mark and Sandra planned to work independentlyto identify a minimum oftwo to three indicators for each of thetwelve qualifications and skills needed for sales success.They wouldthen meet and select the best three indicators for each of the twelvesuccessattributes and decide how and when each attribute would beassessed as they screened jobcandidates. For example, what couldbe assessed in personal interviews with job candidates?Alternatively,could some of these attributes be assessed from candidate resumes?Mark andSandra were confident that if they could come up with thekey indicators for each of the twelvesuccess attributes, they would beable to train other SSI personnel to effectively prescreen jobcandidatesand thus contribute to SSI’s future growth.Role PlaySituation:Review the above SSI case. Working in teams of two,select at least two successattributes from thelist oftwelve.Characters:Mark Eaton and Sandra Orr, cofounders of SSI, Inc.Scene 1:After Mark and Sandra have independentlydeveloped two to three indicators for two ofthetwelve success factors, they meet to choose thebest threeindicators for each success factorand todetermine how and when each indicator will beassessed. Both Mark and Sandra shoulddistributetheir written lists to each other and to others who willobserve the role-play.Upon completion of the role-play,address the following questions:1.How would you rate Mark and Sandra in terms of preparedness? Can you identify anyoverlookedindicators for the chosensales success attributes?

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12Students’ answer to this question will vary.Students answer should point that the researchdone by Sandra and Mark gives them a higher rating when it comes topreparedness.Students might find differentattributesthat they thinkare overlooked.Theinstructorshould point out that some attributes canbe generalized(applicable under allcircumstances),while some are specific to a particular job profile.2.How well did Mark and Sandra work together to find the three best indicators for eachsuccess attribute?Students’ answers to this question will vary.Chapter 1 Continuing CaseIntroductionThe National Copier Company (NCC) sells a variety of copiers to small and medium-sizedbusinesses. NCC has been in business for five years and has been growing at asteady pace.NCCdifferentiates itself from other copier companies by customizing its products to meet the specificneeds of each customer and by providing excellent customer service. The company’ssalesforceplays a key role in creating value and managing customer relationships.Brenda Smith has beena NCCsalesperson for the past three years. She has steadily improvedher sales performance during her time with NCC, and now is in the top one-fourth of all NCCsales representatives as measured by two key metrics: overall sales volume and customersatisfaction. Brenda has been especially successful with small professional firms, such asattorneys, architects, accountants, and medical professionals. She is excited to begin her fourthyear with NCC and has established challenging goalsto increase sales from existing customersand to generate new customers.Brenda recently met with Pat Brady, her sales manager and was quite excited about theupcoming year. Pat had told Brenda that she was progressing toward a possible promotion intosales training if she had another good year in her sales position.In addition, Pat gave Brenda thisfeedback: “Brenda, I think you are doing a fine job with your customers, but I would like to seeyou become more of a consultative salesperson in the coming year. I would also like for you tosharpen your group communications skills, as that will be important if youare promotedintosales training. We will talk about the specifics more as the year goes along. Meanwhile, thanksfor your results to date and good luckwiththe upcoming year.”Questions

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131.Brenda had been thinking about Pat Brady’s feedback that directed her to become more ofa consultative salesperson. In thinking about herownselling approaches, she knew that shehad been concentrating on the needs satisfaction and problem-solving approaches.Whatmust Brenda do to become a more consultative salesperson?To become more of a consultative salesperson, Brenda needs to shift her focus fromhelpinghercustomers solve copier-related problems to helping her customers reach theirstrategic objectives.This willrequire her to expand her involvement with her customers,looking for opportunities to help her customers obtain their strategic objectives through theproducts she sells as well as the business expertise and other resources she and hercompany can provide.Brenda will need to serve as a strategic orchestrator, a businessconsultant, and a long-term ally.To fill these roles, Brenda will need to become an expertwith respect toher company’s capabilities and the industries in which her customerscompete.She will also need to demonstrate the trustworthiness necessary for organizationsto share with her their strategic goals.2.Three months later, Brendawas havingmixed results with the consultative sellingapproach. She was finding that some of her customers just wanted the convenience ofhaving a copier in theirofficesand did not seem eager to discuss their strategic goals. Shewas beginning to wonder about the consultative selling model, thinking it was not such agood idea after all. What recommendations do you have for Brenda?First, Brenda needstomaintaina consultative relationshipwithonly those customers withwhom she is likely to generate enough revenue (now or in the future)orto maketheconsultative approach profitable (at least in the longrun).Given the appropriate set ofcustomers, Brenda needs to respect and appreciate the relationship-orientation of each ofthose customers.Some will desire a consultative relationship and others will not.Further,developing and maintaining a consultative relationship requires greater effort and time.It’sunlikely she would be abletoeffectively maintaina consultative relationship with all ofher customers.Finally, as she gains experience, competence, confidence, and a successfultrack record in her role as a consultative salesperson, she will be better able towinoversome of the customerswho arecurrently not interested in that sort of relationship.3.A month before the annual meetingforall NCC sales representatives, Pat Brady toldBrenda, “For the upcoming meeting, I want you to prepare a10-minutepresentation aboutthe pros and cons of the basic selling approaches that we use at NCC compared to ourcompetitors.” NCC’s sales training program advocated the use of needs satisfaction,problemsolving, and consultative selling. Many of NCC’s key competitors used the sameapproaches.Howeversome of the toughest competitors used stimulus response and mentalstates (AIDA) approaches. This latter category of competitors often stressed lower prices

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14and utilized telemarketing instead of field sales representatives in selling their products.Put yourself in Brenda’s role and prepare the presentation requested by Pat Brady.Students’ answers will vary,buttheyshould include some discussion of the idea thatstimulus response and mental states approaches are transaction-focused traditional sellingapproachesand nottrust-based relationship approaches.These approaches combined withlower prices and less interpersonal interaction tend to produce price-loyal customers.Thisrepresentsa disadvantage for NCC, especially if the market begins to commoditize copiers(i.e., fails to recognize any difference between competing offers). Another disadvantage ofthe problem-solving, need satisfaction, and consultative selling approachesarethat theyrequire a greater investment in sales training and, subsequently, are more expensive toutilize (relative totelemarketing and other non-interpersonal forms of salescommunication).The primary advantage of the trust-based relationship approaches (i.e. problem-solving,need satisfaction, and consultativeselling) is that they tend to build loyal customers andprovide a certain degree of insulation against price competition.In addition, by workingmore closely with their customers through interpersonal interaction, NCC salespeople arein a better position to identify other opportunities (e.g. identify problemsthatthe customermay not be awareof) and provide more customized solutions.4.Early in the year, Pat Brady told Brenda that her efforts were needed to gain more exposurefor NCC’s college recruiting program: “Brenda, I want you to be part of a two-person teamto help with recruiting on two college campuses in your territory. The other team memberwill be an experienced recruiter who had sales experience before moving into recruiting.The two of you should seek out opportunities as guest speakers for classes and studentorganizations. Your role will be to talk about how sales can be agreat place to start acareer, and for some, a great career path. Think about the future of selling and what it takesto be successful and share your thoughts with students.” Acting as Brenda,makenote often key points you would like to make about the future of professional selling andwhat ittakes to be successful.(Hint:Besure you read the online Appendix to Chapter 1 along with Chapter 1 before youundertake this task.)Students’ answers will vary,butitmay includethe following:Advantagesresulting fromjob security, advancement opportunities, immediate feedback, prestige, job variety,independence, and high compensation.Empathy, strong ego drive, self-motivation, ethicalbehavior, strong interpersonal communication skillsmight besomeof the attributes thathelp one in beingsuccessful.

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1Chapter Two—Building Trust and SalesEthicsLearning OutcomesAfter completing this chapter, you should be able to explain and understand:1.whattrust is.2.whytrust is important.3.howto earn trust.4.knowledgebases help build trust andrelationships.5.salesethics.Chapter OutlineI.IntroductionII.What isTrust?III.Why is Trust Important?IV.How to Earn TrustA.ExpertiseB.DependabilityC.CandorD.Customer OrientationE.Compatibility/LikabilityV.Knowledge Bases Help Build Trust andRelationshipsA.Industry and Company KnowledgeB.Product KnowledgeC.ServiceD.Promotion and PriceE.Market and Customer KnowledgeF.Competitor KnowledgeG.Technology KnowledgeVI.Sales EthicsA.Imageof Salespeople and Sales ExecutivesB.Deceptive PracticesC.Illegal ActivitiesD.Non-Customer-Oriented BehaviorE.HowAreCompanies Dealing with Sales Ethics?

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