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SELL, 5th Edition Solution Manual

SELL, 5th Edition Solution Manual enhances your subject knowledge with well-structured textbook insights.

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    1 Chapter One — Overview of Personal Selling Learning Outcomes After completing this chapter, you should be able to: 1. define personal selling and describe its unique characteristics as a marketing communications tool. 2. distinguish between transaction - focused traditional selling and trust - based relationship selling, with the latter focusing on customer value and sales dialogue. 3. understand sales professionalism as a key driver in the continued evolution of personal selling. 4. explain the contributions of personal selling to society, business firms, and customers. 5. discuss five alternative approaches to personal selling. 6. understand the sales process as a series of interrelated steps. 7. describe several aspects of sales careers, types of selling jobs, and the key qualifications needed for sales success. Chapter Outline I. Introduction II. Personal Selling Defined III. Trust - Based Relationship Selling A. Importance of Customer Value B. Importance of Sales Dialogue IV. Evolution of Professional Selling V. Contributions of Personal Selling A. Salespeople and Society Salespeople as Economic Stimuli Salespeo ple and Diffusion of Innovation B. Salespeople and the Employing Firm Salespeople as Revenue Producers Market Research and Feedback Salespeople as Future Managers C. Salespeople and the Customer VI. Alternative Personal Selling Approaches A. Stimulus Response Selling B. Mental States Selling C. Need Satisfaction Selling

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    2 D. Problem - Solving Selling E. Consultative Selling VII. The Trust - Based Sales Process VIII. Sales Careers A. Characteristics of Sales Careers Occupational Outlook Advancement Opportunities Immediate Feedback Job Variety Independence Compensation B. Classification of Personal Selling Jobs C. Sales Support D. New Business E. Existing Business F. Inside Sales G. Direct - to - Consumer Sales H. Combination Sales Jobs I. Qualifications and Skills Required for Success by Salespeople Exercises Developing Professional Selling Knowledge 1. How is personal selling different from other forms of marketing communications? The primary difference between personal selling and other forms of marketing communications is that it i s not directed at mass markets . It involves salespeople talking with their buyers before , during , and after the sale. 2. What are the key differences between transaction - focused traditional selling and trust - based relationship selling? In transaction - focused traditional selling, salespeople are focused on maximizing sales in the short run and are self - oriented rather than customer - oriented. Little attention is given to uncovering the needs or providing customized solutions. Selling tactics focus on closing the sales and getting order volume . Little to no post - sale follow - up is provided by the salesperson unless it is focused on another transaction. In contrast, trust - based relationship selling strategies focus on initiating, developing , and

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    3 enhancing long - run mutually beneficial relationships with the customers. Selling methods are customer - oriented, focusing on need discovery and presentation of customized solutions. Post - sale follow - up is considered an important part of the relationship development process. 3. What factors will influence the continued evolution of personal selling? The continued evolution of personal selling as a profession is necessary in response to the ever - growing complexity of the dynamic environment. Factors that will influence this evolution include the increased sophistication of buyers, economic uncertainties, and new computer technologies. Other issues include the following : intensified competition ; more emphasis on improving sales productivity ; fragmentation of traditional customer bases ; customers dictating quality standards and other procedures to be met by vendors; and greater demand for in - depth, specialized knowledge as an input to purchase decisions. 4. How do salespeople contribute to our society? Are there negative aspects of personal selling from a societal perspective? Salespeople contribute to society ’ s goal of economic growth in two basic ways. They stimulate economic transactions and further the diffusion of innovation — the process whereby new products, services, and ideas are distributed to the members of society . In a fluctuating economy, salespeople make invaluable contributions by assisting during recovery cycles and by helping to sustain periods of relative prosperity. Consumers who are likely to be early adopters of an innovation often rely on salespeople as a pri mary source of information. Consumers often exhibit strong resistance to change, but change is necessary in the long run for the continued progress and/or survival of the society. By encouraging the adoption of innovative products and services, salespeople make a positive contribution to the society. The negative aspects of personal selling can become apparent when salespeople allow themselves to exhibit unethical conduct. If salespeople mislead a consumer regarding a product or service for their own or their company ’ s benefit, then society is negatively impacted. Society ’ s perception of personal selling as a professional and ethical occupation is adversely affected , and salespeople ’ s credibility as accurate sources of new information is 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 direct producers of revenue in most business firms. Second, they play an important role in market

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    4 research and in providing feedback to their firms. For instance, salespeople can provide information about customer - requested additions to the product line. One further contribution that salespeople make to their firm is that they serv e as a pool of candidates for promotion into management positions. The sales job is often considered an entry - level position providing the right foundation for future management assignments. 6. Most businesses would have a difficult time surviving without the benefits of the salespeople who call on them. Do you agree? Yes, because customers benefit from salespeople in many ways. Buyers expect salespeople to contribute to the success of the buyer’s firm. Salespeople do so by providing valuable information to buyers and using their problem - solving skills to benefit the buyer’s firm. 7. How are need satisfaction and problem - solving selling related? How do they differ? Need satisfaction and problem - solving selling are related in that each seeks to uncover and satisfy the needs of the buyer. Problem - solving selling differs from need satisfaction selling in that it seeks to identify a set of alternative solutions, which may include a competitor’s product, to satisfy the buyer’s needs. 8. How does the consultative selling approach differ from problem - solving and need satisfaction selling? Explain the three key roles of consultative salespersons. Consultative selling differs from problem - solving selling in that this type of selling is focused on helping customers reach their strategic goals, not merely solving immediate problems or filling immediate needs. To engage in consultative selling, the salesperson must possess a great deal of knowledge about the customer’s business and industry. This is necessary so that the salesperson can provide the customer s with insight into all areas of their business that influence their abilit ies to reach their stra tegic goals. The three key roles of consultative salespeople include the strategic orchestrator, the business consultant, and the long - term ally. As the strategic orchestrator, the salesperson’s primary job is to utilize the resources of the sales organization and to help the customer obtain his/her strategic objectives in an effort to satisfy the customer . As the business consultant, the salesperson’s job is to become an expert on the customer’s business and industry. This often entails seeking internal and external re sources to become better educated about the customer’s business. As a long - term ally, the salesperson’s job is to support the customer even if a sale is not expected in the short term.

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    5 9. How important is teamwork between the customer and the sales organization in practicing consultative selling? How does teamwork within the sales organization factor into consultative selling? Teamwork between the customer and sales organization is essential if consultative selling is to be successful. This is especially true when the salesperson is assuming the role of a strategic orchestrator and a long - term ally. Teamwork within the sales organization is also essential given that internal resources must be directed toward helping the organization’s customers achieve their strategic goals. 10. Discuss the final step of the sales process (enhancing customer relationships) as related to the continuing evolution of personal selling. The final step of the sales process is enhancing customer relationships, and it is an important part of the continuing evolution of personal selling. As personal selling evolves from a transaction - oriented process into a relationship management process, the ability of the salesperson to enhance relationships will become increasingly important. Group Activity Word Association: The Image of Salespeople Before placing students into teams, ask them to spend two minutes thinking of positive and/or negative words that come to mind when they hear the word “salespeople.” Instruct the students to make a list of these words. Now put the students into three - person teams. Allow 10 minutes for 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 on the board in two columns, one positive and the other negative. Continue recording responses from each team, then discuss the findings. Many students often negatively stereotype salespeople. This is typically a result of perceptions they have formed about salespeople from their encounters with retail salespeople, movies negatively portraying salespeople, and accounts of salespeople in the popular press. Discussion can focus on the characteristics a p rofessional salesperson should possess and how the negative stereotypes of salespeople can be overcome . The purpose of this exercise is to bring to the surface negative stereotypes associated with salespeople and selling. Most students will have at least some negative attitudes toward salespeople and selling because of their limited exposure to professional selling. Instructors should use this exercise as an opportunity to assure the students that the focus of the course is on trust - based relationship selling, a type of selling that is markedly different from the stereotypes permeated by the media and door - to - door sel ling.

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    6 Experiential Exercises 1. Understanding What It Takes to Succeed in Sales Objective : Build awareness that sales requires a high knowledge and skill level and that salespeople must be well - prepared when calling on customers. Time Required : Two hours outside of class (one hour to conduct an interview with a sales professional, one hour to write an interview summary). Teaching Tip : In some instances, this assignment will be better suited to a team approach with 2 - 3 students per team. Salespeople from organizations that recruit on campus can be a good source of interview candidates. Have students interview a salesperson to better understand what it takes to be successful in professional selling. In addition to the following interview questions, require students to develop two 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/services in order to succeed? 3. How has professional selling changed in the past few years? 4. How do you prepare for sales calls with new customers? Students should write a summary report of their interviews and be prepared to discuss their key conclusions in class. Chapter 1 Case Specialty Sports Inc. Background Specialty Sports Inc. (SSI) is a California - based supplier of custom - made novelty sports items such as bobble - head figures, caps, sunglasses, and sweatshirts. Most of SSI’s sales are to medium - sized businesses that use SSI products in employee motivation programs or as specialty advertising giveaways. SSI has been in business for 40 years, and has an excellent reputation as a reliable, competitive supplier. SSI has built a successful business across the United States. SSI sales representatives are knowledgeable and can advise their customers about how to use specialty advertising to build employee morale, introduce new products, and reinforce brand images.

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    7 Current Situation Jeff Weatherby had recently been assigned to the Indianapolis territory. Although this was his first sales job, he felt confident and was eager to begin. Jeff had just completed SSI’s training program and had a good understanding of SSI’s products and the sales process. For most sales situations, SSI’s sales trainers had recommended the use of an organized sales presentation in which the salesperson organizes the key points into a planned sequence that allows for adaptive behavior by the salesperson as the sales call progresses. Jeff had been in his territory for 60 days, and he was enjoying his job. Days passed quickly, and he was never bored. He had landed some major customers, but was frustrated at how long it took some customers to make a buying decision. Overall, he thought he was doing a good job and the feedback form Felicia Jameson, his sales manager, had been consistently positive. Jeff tried to be honest with himself as a way of improving his performance, and he was not happy as he reviewed today’s last sales call. Jeff had called on H2G, a large manufacturer of garden tools. He intended to sell H2G several specialty advertising items to be used as giveaways at major trade shows in the coming year. After researching H2G on the Internet, he arranged a 4:00 pm meeting with Greg Cox, the director of marketing. Throughout the day, Jeff was running late due to an unexpected snow storm and heavy traffic. He called to let Greg know that he would be late, but the best he could do was to leave a message. Jeff arrived 15 minutes late, and was relieved to be shown into Greg’s office without delay. Jeff apologized to Greg about running late, and was surprised to learn that Greg had not received his message. Jeff was irritated that his message had not been passed along, but Greg did not seem to mind, indicating that he had plenty of time to meet with Jeff. Given this signal, Jeff decided to give Greg an overview of SSI’s capabilities and success stories. Fifteen minutes later, Greg interrupted Jeff and the following dialogue ensued. Greg: Thanks for the overview, Jeff. I had a pretty good idea what SSI offers, but some of what you told me might be helpful. What have you learned about H2G that makes you think that SSI would be a good fit for our trade show programs? Jeff: Well, I know that H2G participates in two national shows and several regional shows every year.

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    8 Greg: 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. Doing a lot of pre - show communications to be sure key buyers visit our booths, and being sure we have enough people on hand to sustain a high - energy atmosphere during the show. Jeff: How about specialty advertising to spice things up, maybe add to the fun element? Greg: I am not sure what you mean. We have wasted a lot of money on giveaways in the past and I don’t believe that it differentiates us from our competitors. Jeff: That’s because you haven’t worked with SSI. We’re the best and I can fill you in on how we can add sizzle to your trade shows. Greg: O.K., but I just remembered that I need to pick my daughter up after her piano lesson. With the snow and traffic, that leaves us about 15 minutes. Jeff proceeded to describe how SSI works with most of their customers to supplement trade show communications. He felt rushed, as there were a lot of alternatives depending on the customer’s budget and objectives for each trade show. About 10 minutes into his monologue, Greg told Jeff: “Thanks for coming today. We will talk about this internally and I will get back with you if we decide to do more with specialty advertising this year. I really do have to run now. Sorry.” As Jeff drove home, he realized that he had never asked Greg about H2G’s trade show objectives or their budget. With the abrupt end to the meeting, he also failed to try to get another appointment with Greg Cox. Jeff realized that his call with H2G was not his best performance. Questions 1. What problems do you see with Jeff’s H2G sales call? Following are the problems seen in Jeff’s H2G sales call : • He f ailed to confirm if the message to Greg was delivered . • He s pent too much time early in the call talking about SSI without asking Jeff what he knew about SSI. • He d id not ask enough questions to determine Greg’s needs. • He d id not ask Greg to discuss why he felt they had “wasted a lot of money on

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    9 giveaways in the past , ” or why it was important for H2G to differentiate itself from its competitors during the tradeshow. • He d id not ask about H2G’s trade show objectives. • He d id not ask about H2G’s trade show budget. • He f a iled to try to get another appointment . 2. If you were Jeff’s sales manager, what would you recommend he do to improve his chances of succeeding? First, Jeff should pay attention to conditions that may create delays and plan accordingly. If he is going to run late, Jeff should make sure his customers know about the delay . Jeff should reschedule appointments if he believes doing so is necessary for him to have adequate time to conduct his sales call. Jeff needs to remember that his goal is to develop a trust - based relationship and that such a relationship is developed through a sales dialogue, not a sales monolog . During the early stages of the sales process, Jeff should make sure that he asks the customer questions that will help him learn about the customer’s unique needs. This means the customer should be doing most of the talking early on. It is only after he understands the customer’s unique needs that he will be able to discuss how his company can deliver customer value. Finally, Jeff should be prepared for abrupt endings to meetings resulting from unforeseen circumstances. He should have a well - rehearsed contingency plan in place so that he can end the meeting professionally and with a certain degree of commitment to a “next step.” Role Play Characters: Jeff Weatherby and four other SSI sales representatives; Felicia Jameson, SSI sales manager . Scene: Location — SSI’s Indianapolis office during a weekly sales meeting shortly after his sales call with H2G. Action — Jeff reviews his H2G sales call with other SSI sales representatives and their sales manager, Felicia Jameson. This is a regular feature of the weekly meetings, with the idea being that all sales representatives can learn from the experiences of others. Jeff has decided to compare his call on H2G to some of the material from his sales training with SSI. This material, which contrasts transaction - focused selling with trust - based relationship selling, is shown in Exhibit 1.1. His review will analyze whether he did or did not practice t rust - based relationship selling during his call with Greg Cox at H2G.

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    10 Upon completion of the 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 strong relationship with Greg Cox at H2G? Chapter 1 Role Play Overview of Personal Selling Stars , Inc. Sales Stars, Inc (SSI) was founded five years ago by Mark Eaton and Sandra Orr as an employment agency specializing in the placement of professional sales representatives and sales trainees in a wide variety of industries. SSI is paid by the hiring companies, and job candidates are never charged fees for SSI’s services. SSI represents college - educated individuals with sales experience levels ranging from zero (sales trainees) to several years of experience. For SSI to succeed, the company has to consistently do two things: (1) adapt to the hiring companies’ needs and specific job descriptions in the sales area; and (2) save the hiring compa nies time and money in the hiring process by recommending only prescreened, highly qualified candidates. By focusing on these core competencies, SSI had grown to a company with fifty employees in five regional offices across the United States. SSI’s revenues were increasing at an annual rate of 15 percent, which far outpaced revenue growth in the broadly defined employment agency sector. Mark Eaton and Sandra Orr have a good feel for how SSI can save hiring companies time and money by recommending only prescreened, highly qualified job candidates. Now that SSI was getting to be a larger company, Mark and Sandra needed to spread their knowledge to other SSI staff members who would also be involved in prescreening sales job candidates. In addition to their own experience over the years, Mark and Sandra had conducted research on the qualifications and skills needed for success in professional selling. Interestingly, there is a high correlation between their research findings and the researc h presented on pages 22 – 23 of this textbook. Mark and Sandra noted that some skills needed for sales success would be hard to assess until the salesperson had been on the job for a while. For example, being honest and ethical would probably take more time to assess. Even though a complete assessment of all of the attributes needed for sales success might extend past the job placement process, Mark and Sandra decided to identify key indicators for each of the twelve attributes shown on pages 22 – 23: 1. Active listening — to include asking appropriate questions and not interrupting at inappropriate times. 2. Service orientation — actively seeking ways to help customers.

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    11 3. Oral communications skills — including persuasive communications. 4. Coordination and problem solving — to include bringing others together and reconciling differences. 5. Written communications skills — including computer and other technologically facilitated communications. 6. Logical reasoning resulting in rational reasons to take action. 7. Strategic and organizational skills so that work can be planned and 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 independently to identify a minimum of two to three indicators for each of the twelve qualifications and skills needed for sales success. They would then meet and select the best three indicators for each of the twelve success attributes and decide how and when each attribute would be assessed as they screened job candidates. For example, what could be assessed in personal interviews with job candidates? Alternatively, could some of these attributes be as sessed from candidate resumes? Mark and Sandra were confident that if they could come up with the key indicators for each of the twelve success attributes, they would be able to train other SSI personnel to effectively prescreen job candidates and thus contribute to SSI’s future growth. Role Play Situation: Review the above SSI case. Working in teams of two, select at least two success attributes from the list of twelve. Characters: Mark Eaton and Sandra Orr, cofounders of SSI, Inc . Scene 1: After Mark and Sandra have independently developed two to three indicators for two of the twelve success factors, they meet to choose the best three indicators for each success factor and to determine how and when each indicator will be assessed. Both Mark and Sandra should distribute their written lists to each other and to others who will observe 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 any overlooked indicators for the chosen sales success attributes ?

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    12 Students’ answer to this question will vary. Students answer should point that the research done by Sandra and Mark gives them a higher rating when it comes to preparedness . Students might find different attributes that they think are overlooked . The i nstructor should po int out that some attributes can be generalized (applicable under all circumstances) , 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 each success attribute? Students’ answers to this question will vary. Chapter 1 Continuing Case Introduction The National Copier Company (NCC) sells a variety of copiers to small and medium - sized businesses. NCC has been in business for five years and has been growing at a steady pace. NCC differentiates itself from other copier companies by customizing its products to meet the specific needs of each customer and by providing excellent customer service. The company’s salesforce plays a key role in creating value and managing customer relationships. Brenda Smith has been a NCC salesperson for the past three years. She has steadily improved her sales performance during her time with NCC, and now is in the top one - fourth of all NCC sales representatives as measured by two key metrics: overall sales volume and customer satisfactio n. Brenda has been especially successful with small professional firms, such as attorneys, architects, accountants, and medical professionals. She is excited to begin her fourth year with NCC and has established challenging goals to increase sales from existing customers and to generate new customers. Brenda recently met with Pat Brady, her sales manager and was quite excited about the upcoming year. Pat had told Brenda that she was progressing toward a possible promotion into sales training if she had another good year in her sales position. In addition , Pat gave Brenda this feedback: “Brenda, I think you are doing a fine job with your customers, but I would like to see you become more of a consultative salesperson in the coming year. I would also like for you to sharpen your group communications skills , as that will be important if you are promoted into sales training. We will talk about the specifics more as the year goes along. Meanwhile, thanks for your results to date and good luck with the upcoming year.” Questions

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    13 1. Brenda had been thinking about Pat Brady’s feedback that directed her to become more of a consultative salesperson. In thinking about her own selling approaches, she knew that she had been concentrating on the needs satisfaction and problem - solving approaches. What must Brenda do to become a more consultative salesperson? To become more of a consultative salesperson, Brenda needs to shift her focus from helping her customers solve copier - related problems to helping her customers reach their strategic objectives. This will require her to expand her involvement with her customers, looking for opportunities to help her customers obtain their strategic objectives through the products she sells as well as the business expertise and other resources she and her company can provid e. Brenda will need to serve as a strategic orchestra tor, a business consultant, and a long - term ally. To fill these roles, Brenda will need to become an expert with respect to her company’s capabilities and the industries in which her customers compete. She will also need to demonstrate the trustworthiness necessary for organizations to share with her their strategic goals. 2. Three months later, Brenda was having mixed results with the consultative selling approach. She was finding that some of her customers just wanted the convenience of having a copier in their offices and did not seem eager to discuss their strategic goals. She was beginning to wonder about the consultative selling model, thinking it was not such a good idea after all. What recommendations do you have for Brenda? First, Brenda needs to maintai n a consultative relationship with only those customers with whom she is likely to generate enough revenue (now or in the future) or to make the consultative approach profitable (at least in the long run). Given the appropriate set of customers, Brenda needs to respect and appreciate the relationship - orientation of each of those customers. Some will desire a consultative relationship and others will not. Further, developing and maintaining a consultative relationship requires g reater effort and time. It’s unlikely she would be able to effectively maintain a consultative relationship with all of her customers. Finally, as she gains experience, competence, confidence, and a successful track record in her role as a consultative salesperson, she will be better able to win over some of the customers who are currently not interested in that sort of relationship. 3. A month before the annual meeting for all NCC sales representatives, Pat Brady told Brenda, “For the upcoming meeting, I want you to prepare a 10 - minute presentation about the pros and cons of the basic selling approaches that we use at NCC compared to our competitors.” NCC’s sales training program advocated the use of needs satisfaction, problem solving , and consultative selling. Many of NCC’s key competitors used the same approaches. However some of the toughest competitors used stimulus response and ment al states (AIDA) approaches. This latter category of competitors often stressed lower prices

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    14 and 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 , but they should include some discussion of the idea that stimulus response and mental states approaches are transaction - focused traditional selling approaches and not trust - based relationship approach es . These approaches combined with lower prices and less interpersonal interaction tend to produce price - loyal customers. This represents a disadvantage for NCC, especially if the market begins to commoditize copiers (i.e., fails to recognize any difference between competing offers) . Another disadvantage of the problem - solving, need satisfaction, and consultative selling approaches are that they require a greater investment in sales training and, subsequently, are more expensive to utilize ( relative to telemarketing and other non - interpersonal forms of sales communication). The primary advantage of the trust - based relationship approaches (i.e. problem - solving, need satisfaction, and consultative selling ) is that they tend to build loyal customers and provide a certain degree of insulation against price competition. In addition , by working more closely with their customers through interpersonal interaction, NCC salespeople are in a better position to identify other opportunities (e.g. identify problems that the customer may not be aware of ) and provide more customized solutions . 4. Early in the year, Pat Brady told Brenda that her efforts were needed to gain more exposure for NCC’s college recruiting program: “Brenda, I want you to be part of a two - person team to help with recruiting on two college campuses in your territory. The oth er team member will 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 student organizations. Your role will be to talk about how sales can be a great place to start a career, and for some, a great career path. Think about the future of selling and what it takes to be successful and share your thoughts with students.” Acting as Brenda, make note of ten key points you would like to make about the future of professional selling and what it takes to be successful. (Hint: Be sure you read the online Appendix to Chapter 1 along with Chapter 1 before you undertake this task.) Students’ answers will vary , but it may include the following : Advantages resulting from job security, advancement opportunities, immediate feedback, prestige, job variety, independence, and high compensation. Empathy , strong ego drive, self - motivation, ethical behavior, strong interpersonal com munication skills might be some of the attributes that help one in being successful .

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    1 Chapter Two — Building Trust and Sales Ethics Learning Outcomes After completing this chapter, you should be able to explain and understand: 1. what trust is. 2. why trust is important. 3. how to earn trust. 4. knowledge bases help build trust and relationships. 5. sales ethics. Chapter Outline I. Introduction II. What is T rust? III. Why is Trust Important? IV. How to Earn Trust A. Expertise B. Dependability C. Candor D. Customer Orientation E. Compatibility/Likability V. Knowledge Bases Help Build Trust and Relationships A. Industry and Company Knowledge B. Product Knowledge C. Service D. Promotion and Price E. Market and Customer Knowledge F. Competitor Knowledge G. Technology Knowledge VI. Sales Ethics A. Image of Salespeople and Sales Executives B. Deceptive Practices C. Illegal Activities D. Non - Customer - Oriented Behavior E. How Are Companies Dealing with Sales Ethics?

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