4

Communication
Skills
 Learning Objectives
4
L 1 Explained the importance of collaborative, two-
way communication in personal selling.
Explain the primary types of questions and how
L 2 they are applied in selling.
Illustrate the diverse roles and uses of strategic
L 3 questioning in personal selling.
Identify and describe the five steps of the ADAPT
L 4 questioning sequence.
 Learning Objectives
4
Discuss the four sequential steps for effective
L 5 active listening.
Discuss the superiority of pictures over words for
L 6 explaining concepts and enhancing
comprehension.
Described the different forms of nonverbal
L 7 communication.
 Sales Communication as
a Collaborative Process 4
Trust-based sales communication: A
collaborative and two-way form of communication
that allows buyers and sellers to develop a better
understanding of the need situation and work
together to co-create the best
response for resolving the
customer’s needs.
 Verbal Communication: Questioning
4
Salespeople skilled at questioning take a strategic
approach to asking questions so that they may:
• Control the flow and direction of the conversation
• Uncover important information
• Demonstrate concern and
understanding
• Facilitate the customer’s
understanding
 Types of Questions: Controlling Amount
and Specificity of Information 4
• Open-end Questions
“How do you manage your time?”

• Closed-end Questions
“Do you manage your time well?”

• Dichotomous/Multiple-Choice Questions
“Are you a good or bad time manager?”

Purposeful,
carefully crafted
questions can
encourage
thoughtful
responses from the
buyer.
Ethical Dilemma
4
 Types of Questions: Strategic Purpose
4
• Probing Questions – designed to penetrate below
generalized or superficial information
1. Requesting Clarification
“Can you share an example of that with me?”
2. Encouraging Elaboration
“How are you dealing with that situation now?”
3. Verifying Information and Responses
“So, if I understand you correctly… Is that right?”
 Types of Questions: Strategic Purpose
4
• Probing Questions
• Evaluative Questions – use open- and closed-end question
formats to gain confirmation and to uncover attitudes, opinions,
and preferences of customer.
– “How do you feel about…?”
– “Do you se the merits of…?”
– “What do you think…?”
 Types of Questions: Strategic Purpose
4
• Probing Questions
• Evaluative Questions
• Tactical Questions – used to shift or redirect the topic of
discussion
– “Earlier you mentioned that…”
– “Could you tell me more about how that might affect…”
 Types of Questions: Strategic Purpose
4
• Probing Questions
• Evaluative Questions
• Tactical Questions
• Reactive Questions – refer to or directly result from
information previously provided by the other party.
– “You mentioned that …Can you give me an example of what you
mean?”
– “That is interesting. Can you tell me how it happened?”
 Guidelines for Combining Types of
Questions for Maximal Effectiveness
Amount of and Specificity of Information Desired 4
Strategic Application of Questioning
In Trust-Based Selling 4
• Generate Buyer Involvement
• Provoke Thinking
• Gather Information
• Clarification and Emphasis
• Show Interest
• Gain Confirmation
• Advance the Sale
 Situation Questions
4
Definition: Finding out facts about the buyer’s existing situation.

How many people do you employ at this location? Can you

Examples: please describe your payroll process?

Least powerful of the SPIN questions. Negative relationship to

Impact: success. Most people ask too many.

Eliminate unnecessary Situation Questions by doing your

Advice: homework in advance.
 Problem Questions
4
Asking about problems, difficulties or dissatisfactions that
Definition: the buyer is experiencing with the existing situation.

What sorts of challenges do you face with your payroll process?

Examples: Have ever had trouble getting the payroll processed on-time?

More powerful than Situation Questions. People ask more

Impact: Problem Questions as they become more experienced at selling.

Think of your products or services in terms of the problems

Advice: they solve for buyers—not in terms of the details or
characteristics that your products possess.
 Implication Questions
4
Asking about the consequences or effects of a buyer’s
Definition: problems, difficulties, or dissatisfactions.

How do your employees feel when the payroll process is delayed?

Examples: Do you have additional expenses as a result of having trouble with
the payroll process? How much?

The most powerful of all SPIN questions. Top salespeople ask

Impact: lots of Implication Questions.

These questions are the hardest to ask. Prepare for these

Advice: questions by identifying and understanding the implications of
various suspected needs prior to the sales call.
 Need-Payoff Questions
4
Asking about the value or usefulness of a proposed solution.
Definition: They seek the buyer’s opinion as to what life would be like if
the problem was solved.

How would your employees respond if you could assure them

Examples: they will always receive their paychecks on time? Would you like
to learn more about how we can help you accomplish this?

Versatile questions used a great deal by top salespeople.

Impact: These questions help the buyer to understand the benefits of
solving the problem.

Use these questions to get buyers to tell you the benefits

Advice: that your solution can offer.
Funneling Sequence of ADAPT
4
Assessment Questions
Discovery Questions
Activation Questions
Projection Questions
Transition Questions
 Assessment Questions
4
• Broad bases and general facts
describing situation
• Non-threatening as no
interpretation is requested
• Open-end questions for maximum
information

Examples: What types of operating arrangements do you have with your suppliers?
Who is involved in the purchase decision-making process?
 Discovery Questions
4
• Questions probing information
gained in assessment
• Seeking to uncover problems or
dissatisfactions that could lead to
suggested buyer needs
• Open-end questions for
maximum information

Examples: I understand you prefer a JIT relationship with your suppliers – how have
they been performing? How do you feel about your current suppliers
occasionally being late with deliveries?
 Activation Questions
4
• Show the negative impact of a
problem discovered in the
discovery sequence

• Designed to activate buyer’s

interest in and desire to solve the
problem.

Examples: What effect does your supplier’s late delivery have on your operation?
If production drops off, how are your operating costs affected, and how
does that affect your customers?
 Projection Questions
4
• Projects what life would be like
without the problems

• Buyer establishes the value of

finding and implementing a
solution

Examples: If a supplier was never late with a delivery, what effects would that have on
your JIT operating structure? If a supplier helped you meet the expectations
of your customers, what impact would that have on your business?
 Transition Questions
4
• Confirms interest in solving the
problem

• Transitions to presentation of
solution

Examples: So having a supplier who is never late with deliveries is important to you?
If I can show you how our company ensures on-time delivery, would you
be interested in exploring how it could work for your organization?
Verbal Communication: Listening
4
Ethical Dilemma
4
 Types of Listening
4
Little
Concentration
or Cognition
Social Listening

Requires
Concentration
and Cognition
Serious Listening
 Active Listening
4

Active
Listening:
The
cognitive
process of
actively
sensing,
interpreting,
evaluating, and
responding to the
verbal and nonverbal
messages.
Effective Listening
4
 Understanding the
Superiority of Word Pictures 4
• Generate a mental picture in the receiver’s mind.
“Tropicana juices are bursting with flavor.”

• Use words and phrases that convey concrete and

detailed meaning.
“This new system will increase weekly production by 2,100 units.”

• Integrate relevant visual aids into verbal

communication.
“As you can see by this chart . . . .”
 Impact of Poor Grammar
4
• Meaning and credibility of the message are
significantly downgraded.
• Receiver begins to focus on the sender rather
than the message.
• Receiver dismisses the sender and the
sender’s organization as being
unqualified to perform the role
of an effective supplier and partner.
 Impact of Poor Logical Sequencing
4
• Presentation will be inefficient and
ineffective.
• Receiver will have to ask many questions to
gain clarity.
• Receiver may dismisses the sender as
incompetent.
 Nonverbal Communication
4
• Facial Expressions
• Eye Movements
• Placement and Movements of Hands,
Arms, Head, and Legs
• Body Posture and Orientation
• Proxemics
• Variation in Voice Characteristics
50% or
more of the – Speaking Rate and Pause Duration
meaning – Pitch or Frequency
conveyed in
interpersonal – Intensity and Loudness
communication
comes through
nonverbal
behaviors.
Proxemics
4
Common Nonverbal Clusters
4
Role Play
4