SELL 5th Edition Ingram

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Chapter Four—Communication Skills

Learning Outcomes

After completing this chapter, you should be able to:

1. explain the importance of collaborative, two-way communication in trust-based selling.
2. explain the primary types of questions and how they are applied in selling.
3. illustrate the diverse roles and uses of strategic questioning in trust-based selling.
4. identify and describe the five steps of the ADAPT questioning sequence for effective fact-
finding and needs discovery.
5. discuss the four sequential steps for effective active listening.
6. discuss the superiority of pictures over words for explaining concepts and enhancing

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 comprehension.
7. describe and interpret the different forms of nonverbal communication.

Chapter Outline

I. Introduction
II. Sales Communication as a Collaborative Process
A. Verbal Communication: Questioning
III. Types of Questions Classified by Amount and Specificity of Information Desired
A. Open-End Questions
B. Closed-End Questions
C. Dichotomous/Multiple-Choice Questions
IV. Types of Questions Classified by Strategic Purpose
A. Probing Questions
B. Evaluative Questions
C. Tactical Questions
D. Reactive Questions
V. Strategic Application of Questioning in Trust-Based Selling
A. SPIN Questioning System
VI. ADAPT Questioning System
A. Verbal Communication: Listening
VII. Using Different Types of Listening
VIII. Active Listening
A. Verbal Communication: Giving Information
IX. Understanding the Superiority of Pictures over Words
A. Impact of Grammar and Logical Sequencing
XI. Nonverbal Communication
A. Facial Expressions
B. Eye Movements
C. Placement and Movements of Hands, Arms, Head and Legs
D. Body Posture and Orientation
E. Proxemics
F. Variations in Vocal Characteristics
G. Speaking Rates and Pause Duration
H. Pitch or Frequency
I. Intensity and Loudness
J. Using Nonverbal Clusters

Exercises

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Developing Professional Selling Knowledge

1. Explain why talking with buyers rather than talking at buyers is critical to success in
selling.

Today, success in selling a product requires the establishment of mutually beneficial

relationships with the customers. To build such relationships, the salesperson has to
identify the needs of the customer. This can be done only through interactive discussion
(i.e., talking with the buyer and sharing information). In addition, talking with buyers
rather than talking at buyers helps build trust, which is critical for building successful
relationships. Students’ answers will vary. However, students should address the points
mentioned above.

2. Discuss how salespeople use effective questioning to maintain subtle control over the
buyer-seller communication dialogue.

Salespeople can maintain subtle control over the buyer-seller communication dialogue by
using effective questioning to guide the course and depth of the conversation. Salespeople
can use questions to shift the conversation to an appropriate topic, control the depth of
conversation on the topic, and redirect the conversation when the topic’s usefulness
diminishes. Salespeople can also use questions to gain, regain, and hold the buyer’s
attention. Finally, salespeople can use questions to control the progression of the sales call,
moving the customer from the introduction stage all the way to the commitment stage.
Students’ answers will vary. However, students should address the points mentioned
above.

3. Distinguish between open-end and closed-end questions and describe how each of these
question formats might best be used in the trust-based selling process.

Open-end questions encourage free response rather than limiting the buyer’s response to
one or two words. Closed-end questions limit the buyer’s response to one or two words.
These questions usually ask the buyer to respond with either yes or no. Generally,
salespeople use open-end questions early on in the sales call, especially during the needs
discovery phase. These questions encourage the buyer to respond freely and allow the
salesperson to better understand the unique situation of the buyer. Salespeople use closed-
end questions throughout the sales call. Generally, salespeople use closed-end questions to
clarify or confirm ideas/information discussed during the sales call. Salespeople also use
closed-end questions when seeking the buyer’s commitment (i.e. asking for the order).
Students’ answers will vary. However, they should address the points mentioned above.

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4. Explain the difference in the uses of probing, evaluative, tactical, and reactive questions in
trust-based selling.

Probing questions are used to dig below the surface and uncover detailed information.
They are especially useful during need discovery and objection handling. Evaluative
questions help the salesperson uncover the buyer’s feelings and attitudes. These questions
may be either open-end or closed-end. Tactical questions help the salesperson control the
flow and direction of the conversation. Salespeople use these questions to redirect the
focus of the conversation when the present topic is of little value or is non-productive.
Salespeople use reactive questions when responding to information provided by the buyer.
Typically, salespeople use these questions to get the buyer to elaborate on something he or
she just said. Students’ answers will vary. However, they should address the points
mentioned above.

5. Explain the superiority of using verbal communication skills to create mental pictures
compared to simply using words in sales dialogue with buyers.

Salespeople need to communicate effectively and efficiently given the relatively short
amount of time they spend with buyers. When words are used to create mental pictures in
the minds of buyers during the sales dialogue, the intended message is more efficiently
conveyed and understanding is enhanced. Studies in cognitive psychology have long
supported the contention that pictures are more memorable than words. To increase the
impact of a conversation, salespeople should incorporate (where appropriate) relevant
visual aids that support the idea they are attempting to convey. Students’ answers will vary.
However, they should address the points mentioned above.

6. Identify and explain each of the individual steps involved in the SPIN sequence of
questioning. Develop two example questions for each.

SPIN is a progressive questioning technique that is designed to uncover needs (of the
buyer) that the salesperson can satisfy with his or her market offer. SPIN is an acronym for
the following four types of questions making up the multiple question sequence:
• Situation questions—are fact-finding questions that ask the buyer to provide
information about his or her background and/or existing situation. “Who are your
current suppliers?” and “What methods of advertising do you use currently?” are
examples of situation questions.
• Problem questions—probe the buyer for specific difficulties or areas of
dissatisfaction. “Have you ever had any problems with your current suppliers?” and
“What problems have you experienced with your current methods of advertising?”
are examples of problem questions.

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 • Implication questions—ask the buyer to consider the ramifications of the problems
uncovered by the problem questions. These questions help motivate the buyer to
want to solve the problems. “How is your business affected when your suppliers are
late with deliveries?” and “What is the effect of ineffective advertising on your
profitability?” are examples of implication questions.
• Need-payoff questions—focus the buyer’s attention on the benefits of solving the
problem. As with implication questions, these questions help motivate the buyer to
want to solve the problem. “How would your business be affected if your suppliers
were never late with deliveries?” and “What impact would effective advertising have
on your bottom line area?” are examples of need-payoff questions.
Students’ answers will vary. However, they should address the points mentioned above.

7. Identify and explain each of the individual steps involved in the ADAPT sequence of
questioning. Develop two example questions for each step.

Like SPIN, ADAPT is a progressive questioning technique designed to uncover needs that
the salesperson can satisfy with his or her market offer. ADAPT is an acronym for the
following five stages of strategic questioning and represents what the salesperson should
be doing at each stage:
• Assessment questions—are designed to elicit factual information about the
customer’s current situation. “With how many suppliers do you currently work?” and
“Do you own or lease your cleaning equipment?” are examples of assessment
questions.
• Discovery questions—arise from the information gained from the preceding
assessment questions and seek to uncover problems or dissatisfactions (that the
salesperson can positively address) the buyer is experiencing. “How well are your
current suppliers performing?” and “Have you ever had any trouble getting your
leased equipment serviced?” are examples of discovery questions.
• Activation questions—are designed to motivate the buyer to want to solve the
problem or dissatisfaction discussed in the previous stage. These questions ask the
buyer to consider the ramifications of the problem. “How do the problems you are
currently experiencing with your suppliers affect your production efficiency?” and
“Do you ever experience downtime while waiting for your leased equipment to be
serviced?” are examples of activation questions.
• Projection questions—ask the buyer to describe what life would be like if the
problem(s) or dissatisfaction(s) were eliminated. These questions are also designed to
motivate the buyer to want to solve the problem. “If your suppliers were always on
time and orders were always accurate, how would your production efficiency be
enhanced?” and “If downtime were eliminated, how would your productivity be
affected?” are examples of projection questions.

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 • Transition questions—are designed to help the salesperson make a smooth transition
from needs discovery to the presentation of a solution. “Would you be interested in
hearing about how you can eliminate the problems you are currently experiencing
with your suppliers?” and “Are you interested in learning how you can lease your
equipment and still eliminate downtime?” are examples of transition questions.
Students’ answers will vary. However, they should address the points mentioned above.

8. Discuss how the four sequential elements of sensing, interpreting, evaluating, and
responding (SIER) combine to create what is referred to as active listening.

Active listening is the cognitive process of actively sensing, interpreting, evaluating, and
responding to the verbal and nonverbal messages of present or potential customers. In
other words, it means concentrating on identifying the message the buyer is trying to
convey through both verbal and nonverbal communication. Sensing is the process of
receiving the verbal and nonverbal messages sent by the buyer. It requires the salesperson
to both hear what the buyer is saying and see how the buyer is putting the message across
(i.e. body language). Interpreting is the process of drawing meaning from the message
(both verbal and nonverbal). Salespeople must make sure they consider the buyer’s
experiences, knowledge, and attitudes when deriving meaning from the message.
Evaluating is the process of determining the extent to which the salesperson agrees with
what the buyer is communicating. Salespeople should wait until the buyer has finished
communicating his or her message and until they are sure they understand the message
before evaluating it. Finally, responding is the process of providing the buyer with
feedback, verbal and/or nonverbal, related to the message. The salesperson should use
responses to communicate understanding, encourage elaboration, and control the flow of
the conversation.

9. Explain what is meant by nonverbal clusters and why they are important to salespeople.

Nonverbal communication is often broken down into several individual components.

Nonverbal clusters are groups of related expressions, gestures, and movements. A single
isolated gesture or movement cannot be taken as a reliable indication of the true intent or
meaning of a message. Rather, sensing and interpreting groups or clusters of nonverbal
cues provides a more reliable indicator of the message and intent. It is important for
salespeople to be able to identify and read nonverbal clusters so that they are better able to
capture what the buyer is conveying through the set of nonverbal expressions, gestures or
movements (i.e. nonverbal clusters).

10. What is meant by proxemics? Why is it important for salespeople to understand the
concept of proxemics?

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 Proxemics refers to the personal distance that individuals prefer to keep between
themselves and other individuals and is an important element of nonverbal communication.
The physical distance between the salesperson and the buyer is a form of nonverbal
communication and affects the comfort level of the buyer. A buyer who feels a salesperson
is standing too close may be uncomfortable and feel that the salesperson is pushy or
aggressive. In contrast, a buyer who feels the salesperson is standing too far away may
perceive the salesperson as uninterested and not customer-oriented. Salespeople should
understand the concept of proxemics so that they can effectively communicate with their
customers.

Group Activity

Have the class divide into groups of three to five. Next, present the class with one of the phrases
listed below. Allow the groups five minutes to list as many different meanings as possible from
the phrase. Remind them that they can use verbal and nonverbal variations to convey different
meanings. Then, ask each group to articulate the phrase with a meaning that has not already been
offered by another group. The group should tell the class the meaning it hopes to convey and
then attempt to convey it. Let the class or the instructor decide whether they were successful. The
last group to come up with a unique meaning gets a point and first try at the next phrase.

Phrases

• Hello • Goodbye
• Are you a smart guy? (guy meant in the • Bring me the pizza
generic sense)
• I like you • I said I didn’t steal the money

Experiential Exercises

1. Developing Effective Listening Skills

Objective: Your students will practice the concentration, discrimination, and comprehension
necessary for effective listening.

Time Required: 15 to 20 minutes in class and 10 to 15 minutes individually outside class.

Teaching Tip: Students should first complete the outside of class activity and then come
together as a class for discussion of their experiences.

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Instruct students that the next time they are involved in conversation with another party, to listen
carefully to what the other party is saying and to NOT respond until they have completed these
three actions:
• Paraphrase what they heard the other person say.
• Ask for confirmation that their paraphrasing is correct.
• Receive a positive confirmation that their paraphrasing is correct.

Following the positive confirmation, the student may continue the conversation by responding
and making appropriate remarks.

Using the elements of the SEIR model of active listening discussed in the text, have the students
observe the different levels of active listening they are using: sensing, evaluating, interpreting,
and responding (SEIR) and come to class prepared to discuss these differences.

Chapter Four Case

Tech Solutions and Bartlett & Associates

Background

This case involves a salesperson representing the institutional sales division of Tech Solutions, a
leading reseller of technology hardware and software and Gage Waits, Director of Technology
for Bartlett & Associates, a prominent, Dallas-based law firm specializing in corporate litigation.
Bartlett & Associates is preparing to move to larger facilities and want to update their computer
technology in the new facilities. Chicago-based Tech Solutions has established itself as a major
competitor in the technology marketplace specializing in value-added systems solutions for
business institutions and government entities nationwide. This past year, Tech Solutions has
added sales and distribution centers in Burlington, New York, Los Angeles, California, and
Dallas, Texas.

Current Situation

As an integral part of their move to new and larger facilities, Bartlett & Associates want to
replace their computers and information technology systems including laptop/desktop
combinations for each of their 21 attorneys, desktop systems for their 10 staff members, along
with archive and e-mail servers. Tech Solutions specializes in this type of systems selling and
uses their network of hardware and software providers in combination with their own in-house
engineering, programming, and systems group to consistently provide higher value solutions
than the competition.

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In preparation for an initial meeting with Gage Waits, the Tech Solutions sales representative is
outlining his/her information needs and developing a draft set of needs discovery questions.
These needs discovery questions will be the focus of the meeting with Gage Waits and enable
Tech Solutions to better identify and confirm the actual needs, desires, and expectations of
Bartlett & Associates in relation to new and expanded computer and information technology
capabilities.

Questions

1. What information does the Tech Solutions salesperson need in order to fully understand the
technology needs of Bartlett & Associates?

Tech Solutions salesperson might need the following information in order to understand the
technology needs:
• The preferred operating system
• The number of laptop and desktop computers needed
• Need for on-line access to company’s information systems
• The type of software needed
• Storage space requirements (varies depending upon the amount of video and
intensive media used by the firm)
• Training needs
• Other characteristics that inform the amount of RAM, the type of video card, and so
forth.
Students’ answers will vary depending upon their knowledge of computer systems.
However, they should address the points mentioned above.

2. Following the ADAPT methodology for needs discovery questioning, develop a series of
salesperson questions and anticipated buyer responses that might apply to this selling
situation.

Students’ answers will vary based on their knowledge of computer technology. However,
their answers should reflect an understanding of the ADAPT questioning sequence. Below is
an example of one need.

Assessment Questions:
Seller: How do your attorneys currently access the corporate databases?
Buyer: Over the firm’s LAN.
Seller: Do the attorneys ever work from home or a location other than the firm.
Buyer: Yes, often.

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 Discovery Questions:
Seller: What challenges do your attorneys face while working at home or away from the
office?
Buyer: They often complain about not having remote access to the firm’s information
system. This makes it difficult for them to be as productive away from the office as
they could be.
Seller: How often does that problem occur?
Buyer: Fairly often, I would say two or three times a week.

Activation Questions:
Seller: You indicated it affects their productivity. How so?
Buyer: Our attorneys will often begin working on a project off-site. They progress as far as
they can until they need access to information contained in our information systems.
They then have to either stop what they are doing and come to the office or put the
work on hold until they get back to the office the next day. In either case, their
rhythm and momentum are broken and that adversely affects productivity.

Projection Questions:
Seller: How would your attorneys respond if you installed a system that would give them
secure access to the firm’s information system from anywhere in the world?
Buyer: I’m sure they could complete projects sooner, and perhaps be able to take on more
clients/projects.
Seller: Is that something they would like?
Buyer: Yes, they are paid by the billable hour and the number of clients with which they
work. More clients mean greater compensation, and that’s something I know they
will like.

Transition Questions
Seller: Are you interested in hearing about how our information systems will give your
attorneys that sort of secure access?
Buyer: Yes.

Role Play

Situation: Review the above Tech Solutions-Bartlett & Associates case and the ADAPT
questions you developed in response to the questions associated with this case.

Characters: Yourself, salesperson for Tech Solutions; Gage Waits, Director of Technology for
Bartlett & Associates

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Scene:
Location—Gage Waits’ office at Bartlett & Associates

Action—As a salesperson for Tech Solutions, you are making an initial sales call to Gage Waits
for the purpose of identifying and detailing the specific needs and expectations Bartlett &
Associates has for new and expanded computers and information technology. Role play this
needs discovery sales call and demonstrate how you might utilize SPIN or ADAPT questioning
sequences to identify the technology needs.

Chapter 4 Role Play

AppLab Services

Background

AppLab Services specializes in providing wireless information technology for businesses having
10 to 500 employees and needs for wireless communication, information processing, and digital
data transmittal. The company offers a full range of services ranging from the one-time design of
applications for smart phones and digital devices to the design and building out of full enterprise
systems. As a business development specialist for AppLab, you are making an initial sales call to
Mark Crandall, technology manager for Southwest Claims & Adjusters, LLC. As a preferred
provider for inspection and adjusting insurance claims across the southern U.S., Southwest
serves as an outsource provider of claims and adjusting services to many of the top 25 property
and casualty insurance companies and has experienced rapid growth over the last five years. The
company currently employs 65 people: 50 adjusters out in the field, 10 assistants located at
company headquarters in Tulsa, and 5 administrative and executive staff members.

The purpose of this initial call is to assess Southwest’s current use and needs for wireless
communication and data services. According to the initial information you gained from a short
phone conversation with Crandall, Southwest is currently using a variety of different smart
phones on Sprint’s cellular and data service. However, they are exploring the combination of
custom designed apps for the Microsoft Surface Pro Tablet for use by their adjusters in the field.
This combination would enable adjusters to complete and submit data forms complete with
pictures and eliminate the added processing required in their current use of paper-based forms
and records. During the phone conversation, Crandall mentioned that some of the benefits are
obvious; nevertheless they have concerns about the custom apps and transitioning to a fully
digital system.

Role Play

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Location—Mark Crandall’s office at Southwest Claims & Adjusters.

Action—Role play this needs discovery sales call and demonstrate how you might utilize SPIN
or ADAPT questioning sequences to identify the needs and concerns of the prospect.

Chapter 4 Continuing Case

Sharpening the Selling Tools

Brenda Smith is working in the office this morning preparing for tomorrow’s sales call with
Gage Waits, managing partner, and Anna Kate Autry, operations manager, at Energy Based
Funds LLC. Energy Based Funds is a major investment banking organization specializing in
managing and marketing a variety of energy based mutual funds. The company operates
throughout the U.S. and employs 175 people with offices occupying the top three floors of a
major office building in the heart of the financial district. For the past several years, Energy
Based Funds has been leasing and purchasing office equipment from Altima Systems, one of
Brenda’s biggest competitors. Brenda has been working her network in order to get a chance to
begin a sales dialogue with Energy Based Funds and she finally has an appointment with the
main players on the purchasing team—Waits and Autry.

Brenda knows that planning is a key part of success in selling and is diligently working on her
strategy and plans in preparation for tomorrow’s sales call with Waits and Autry at Energy Based
Funds. According to the Sales Call Plan that Brenda is developing, the purpose of this initial
meeting is twofold: (1) to discover more about Energy Based Funds’ current operations, future
plans, and the nature of their use of and needs for copiers; (2) to begin acquainting Waits and
Autry with NCC and the value they can provide Energy Based Funds. At this point in her sales
call plan, Brenda is considering the different pieces of information she needs to get from the
dialogue and what questions she might use to elicit that information from Waits and Autry.

Questions

1. Based on the purpose of probing questions explained in your text, explain how Brenda
should utilize probing types of questions in her initial sales dialogue with Waits and Autry
at Energy Based Funds. Consider the types of information Brenda needs and develop
several illustrative examples of probing questions Brenda might use.

Brenda needs to use probing questions to learn as much as she can about Energy Based
Funds LLC’s (EBF) current operations, future plans, and the nature of their use and needs
for copiers. She also needs to ask probing questions to better understand the relationship
between EBF and Altima Systems—EBF’s current copier supplier company. The purpose

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 of these questions is to determine the extent of the potential fit between the products she
carries and EBF’s needs and to identify areas of opportunity.

Below are some sample probing questions that Brenda might use in her sales dialogue:
• How is the organization structured?
• How many different copiers are you using throughout the organization?
• For what sorts of work/projects do your employees use the copiers? Do their needs
vary across departments? How?
• Are the computers connected to the company’s computer network?
• What challenges are you experiencing with your current supplier?

2. Evaluative questions are also effective in sales conversations. Explain the purpose of
evaluative questions and how Brenda might effectively utilize them in this initial sales call.
Provide several illustrative examples of evaluative questions Brenda could use.

Evaluative questions are used to gain confirmation and to uncover the attitudes, opinions,
and preferences that the prospect holds. Unlike fact-oriented questions, these questions are
designed to uncover the prospect’s perceptions and feelings toward existing and desired
circumstances as well as potential solutions to problems.

Below are some sample evaluative questions that Brenda might use in her sales dialogue:
• In your opinion, how well is your current supplier meeting your needs?
• How do you feel about the durability and functionality of your current copiers?
• Do you see the value of having a relationship with a copier company that can help
you streamline your processes and reduce your expenses?
• What characteristics are you looking for in the ideal copier? Why?

3. The ADAPT questioning system is a logic-based sequence of questions designed for

effective fact-finding and gaining information about a buyer’s situation. Develop a series
of ADAPT questions that Brenda might use in her sales call to develop the information she
needs regarding Energy Based Funds, their operations, and needs for copiers.

Below is a sample set of ADAPT questions that reveal the need for copiers that allow for
wireless network connectivity at EBF:
• Assessment: How do your employees get their work to the copier for copying? How
far away, on average, are your employees from the nearest copier?
• Discovery: Do your employees ever complain about having to wait for access to the
copier or their proximity to the copier? If yes, what are the complaints?
• Activation: How has the waiting time and time spent going back and forth to the
copier affected their productivity?

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 • Projection: How would your employees react to having wireless access to any copier
in your company, given access control of course?
• Transition: Are you interested in discussing how our wireless copiers can help your
employees increase their productivity and reduce their complaints?

4. What recommendations would you provide Brenda regarding nonverbal communication

and how she might use it for more effective communication in this sales call?

First, Brenda needs to realize that nonverbal communication often conveys more meaning
than verbal communication. Brenda needs to pay attention not only to the nonverbal
communication coming from her customers but, more importantly, her own nonverbal
communication. Brenda needs to be aware of how her eye movements, the way she is
sitting or standing, her gestures, and her proxemics affect her communication with her
customers. In addition, she needs to consider how her speech rate, frequency, intensity, and
loudness can affect communication. Accordingly, Brenda should spend some time learning
how to manage her nonverbal communication so that she may use it to enhance her verbal
communication. Ultimately, Brenda needs to make sure that her nonverbal communication
projects interest, confidence, enthusiasm, and customer orientation.

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