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SalespeopleandSociety6 SalespeopleasEconomicStimuli6 SalespeopleandDiffusionofInnovation7 SalespeopleandtheEmployingFirm7 SalespeopleasRevenueProducers7 MarketResearchandFeedback7 SalespeopleasFutureManagers7 SalespeopleandtheCustomer8 ClassificationofPersonalSellingApproaches8

Noncustomer-OrientedBehavior49 HowAreCompaniesDealingwithSalesEthics?49 Summary51

MakingProfessionalSellingDecisions57

Case2.1:SchmidtBusinessForms57 Case2.2:SalesEthics:ACaseStudy58 Module3-UnderstandingBuyers61

UnderstandingYourBuyersIstheKey toSalesSuccess61 TypesofBuyers62

DistinguishingCharacteristicsofBusiness Markets64 ConcentratedDemand64 DerivedDemand64 HigherLevelsofDemandFluctuation64 PurchasingProfessionals64 MultipleBuyingInfluences65 CloseBuyer–SellerRelationships65 TheBuyingProcess65

PhaseOne—RecognitionoftheProblem orNeed:TheNeedsGap67 TypesofBuyerNeeds68

PhaseTwo—Determinationofthe CharacteristicsoftheItemandtheQuantity Needed69

PhaseThree—DescriptionoftheCharacteristics oftheItemandtheQuantityNeeded71

PhaseFour—SearchforandQualification ofPotentialSources71

PhaseFive—AcquisitionandAnalysis ofProposals71

ProceduresforEvaluatingSuppliersand Products71

AssessmentofProductorSupplier Performance72 AccountingforRelativeImportanceofEach Characteristic72

EmployingBuyerEvaluationProcedures toEnhanceSellingStrategies73

PhaseSix—EvaluationofProposalsandSelection ofSuppliers74

PhaseSeven—SelectionofanOrderRoutine74

PhaseEight—PerformanceFeedback andEvaluation75

UnderstandingPostpurchaseEvaluationand theFormationofSatisfaction75

TheGrowingImportanceofSalespeople inBuyer’sPostpurchaseEvaluation75

UnderstandingtheSuperiorityofPictures overWords120 ImpactofGrammarandLogicalSequencing121 NonverbalCommunication122 FacialExpressions122 EyeMovements122 PlacementandMovementsofHands,Arms, Head,andLegs123 BodyPostureandOrientation123 Proxemics123 VariationsinVoiceCharacteristics123 SpeakingRatesandPauseDuration124 PitchorFrequency124 IntensityandLoudness124 UsingNonverbalClusters125 Summary126

MakingProfessionalSellingDecisions134

Case4.1:Pre-Select,Inc.134 Case4.2:STAGAFinancialServices135

Part2-InitiatingCustomerRelationships137

Module5-StrategicProspectingandPreparing forSalesDialogue139

IdentifyingSalesOpportunities: ThreeExamples139 Prospecting:ImportanceandChallenges140 StrategicProspecting140 GeneratingSalesLeads141 DeterminingSalesProspects142 PrioritizingSalesProspects142 PreparingforSalesDialogue142 LocatingProspects142 ColdCanvassing142 Networking143 CompanySources144 PublishedSources145 StrategicProspectingPlan147 PreparingforSalesDialogue:Gathering andStudyingProspectInformation148 ObtainingInformationontheBuyer149 GatheringInformationontheProspect’s Organization150 SourcesofInformation150 DeterminingOtherBuyers’Influences151 Summary152 MakingProfessionalSellingDecisions157

Case5.1:HowtoProspect157

Case5.2:ProspectingandGainingProspect Information157

Module6-PlanningSalesDialoguesandPresentation159

Section1:ProspectInformation170

Section2:CustomerValueProposition170

Section3:SalesCallObjective171

Section4:LinkingBuyingMotives,Benefits, SupportInformation,andOtherReinforcement Methods172

Section5:CompetitiveSituation172

Section6:BeginningtheSalesDialogue173 InitiatingContact174

Section7:AnticipateQuestions andObjections174

Section8:EarnProspectCommitment175

Section9:BuildValuethroughFollow-Up Action175 EngagingtheCustomer175 Summary176 MakingProfessionalSellingDecisions180 Case6.1:TheNewSalesperson180

VoiceCharacteristics190 ExamplesandAnecdotes191 ComparisonsandAnalogies191 SalesCallSetting192 Location192

PositioningandSeatingArrangements192 Disruptions193 ProofProviders194 Statistics194 Testimonials194 CaseHistories195 VisualAids195 ProductDemonstrationsandModels195 PrintedMaterials196 PhotographsandIllustrations196 ChartsandGraphs197 ElectronicMedia197 Computer-BasedPresentations197 Video197 Slides198 OverheadTransparencies198 UsingToolsandSalesAids inthePresentation198 StatetheSellingPointandIntroduce theSalesAid198 PresenttheSalesAid198 ExplaintheSalesAid198 Summarize199 GroupSalesPresentations199 SalesTacticsforSellingtoGroups200 ArrivalTactics199 EyeContact200 CommunicationsTips200 HandlingQuestionsinGroup Presentations201 Summary203 MakingProfessionalSellingDecisions208

Case7.1:TexasPaint&Coatings(TPC)208

Case7.2:AllRiskInsurance andNationalNetworks208

Module8-AddressingConcernsandEarning Commitment211

FewerEarningCommitmentTechniques Work!211 AddressingConcerns211 AnticipateandNegotiateConcerns andResistance211

BuildtheRelationshiptothePointThatYour CustomersAreComfortableComplaining247 ListenCarefullyandGettheWholeStory247 AskCustomersHowTheyWouldLikeTheir ComplaintResolved247 GainAgreementonaSolution248 TakeAction—EducatetheCustomer248 Follow-throughonAllPromises—AddValue248 MaintainOpen,Two-WayCommunication249 ExpandCollaborativeInvolvement249 WorktoAddValueandEnhance MutualOpportunities249 ProvideQualityCustomerService249 CustomerExpectations251 DevelopaServiceStrategy251 CustomerServiceDimensions252 Summary252

MakingProfessionalSellingDecisions258

Case9.1:TheReluctantSalesForce258 Case9.2:WhateverItTakestoGettheOrder258

Module10-AddingValue:Self-Leadership andTeamwork261

The3TsofSalesSuccess:Task-Oriented Planning,Technology,andTeamwork261 EffectiveSelf-Leadership262

StageOne:SettingGoalsandObjectives263 WhatMakesaGoodGoal?263 WorkingwithDifferentLevelsandTypes ofGoals265

StageTwo:TerritoryAnalysis andAccountClassification265 AccountClassification266 Single-FactorAnalysis266 PortfolioAnalysis267

StageThree:DevelopmentandImplementation ofStrategiesandPlans269 EstablishingandImplementingSellingTask andActivityPlans269 EstablishingTerritoryRoutingPlans270 StraightLine272 Cloverleaf272 Circular273 Leapfrog273 MajorCity274

StageFour:TappingTechnology andAutomation275 Computers276

4.1ActivatingtheADAPTProcess forDevelopingandConfirming CustomerNeeds348

4.2RolePlaysforADAPTive Questioning351

4.3EffectiveQuestioning355

4.4Thank-YouLetters358

5.1AssessingtheEffectiveness ofDifferentCustomerContact Methods362

5.2AssessingtheLifetimeValue ofaCustomer365

5.3ProspectingEffectiveness367

6.1DevelopingFeatureand BenefitStatementsfor YourSchool369

6.2PresentationEffectiveness— DiscussionQuestions372

6.3SalesCallPlanningReport373

7.1HelpfulHintsforSales Presentations379

7.2GeneratingBuyerInvolvement381

8.1WhySalespeopleFail toGainCommitment385

8.2GainingCommitment— CautionSignals386

8.3ReasonsforSalesResistance388

8.4NegotiatingBuyerResistance392

9.1PostpresentationFollow-up: AnalyzingaSalesCall394

9.2WhattoDoafterGaining Commitment397

9.3EnhancingCustomer Relationships399

10.1WrittenSalesProposals— SummarizingQuantitative Data401

10.2GainingCommitmentwith BuyingTeams403 Glossary-407 Notes-417 Index-423

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Thefourtheditionof ProfessionalSelling:ATrust-BasedApproach isintendedtocontinuetoprovidestudentsandprofessorswithcomprehensivecoverageofcontemporary professionalsellinginaninterestingandchallengingmanner.Weintegratethemost recentsalesresearchandleadingpersonalsellingpracticeintooureffectiveandtimetestedpedagogicalformat.Themajorprofessionalsellingtopicsareorganizedinto tenmodulesandpresentedinalogicalsequencefromtheperspectiveofaprofessional salesperson.Theten-moduleformatmakesiteasyforprofessorstocoverthemodules inasemesterorquarterandhaveplentyoftimeforroleplaysandotherexperiential exercises.Thismakesitpossibleforstudentstolearntheimportantconceptsandprocessesfromthetextandthenapplytheminvarioustypesofactive-learningactivities.

Themostexcitingaspectofthefourtheditionof ProfessionalSelling:ATrustBasedApproach isthenewtrust-basedsalesprocess.Theofficialdefinitionofmarketingwasrecentlyrevisedwithafocusoncrea ting,communic ating,anddelivering value,andmanagingcustomerrelationships.Wethinkthisnewdefinitionhasimportantimplicationsforprofessionalselling,sincesalespeopleplayakeyroleinvaluecreation,communication,anddelivery,andinm anagingcustomerrelationships.In addition,mostsalesproc essesimplythatsalespeopledeliverasalespresentation thatislargelyamonologue.Yet,mostsuccessfulsalesinteractionsareanactivedialoguebetweenthebuyerandseller.Thus,ournewtrust-basedsalesprocessemphasizescreating,communicating,anddeliveringvalue;initiating,developing,and enhancingcustomerrelationships;andcollaborativesalesdialoguethroughoutthe entireprocess.ThisnewmodelispresentedinModule1andemphasizedinthe remainingmodules.Wehavechangedthenamesofseveralmodulestoreflect thefocusonvalue,relationships,anddialogue.Ournewtrust-basedsalesprocess hasbeentestedinourclassesandstudentsreallylikeit.Ithelpstoovercomethenegativestereotypesmanystudentshaveaboutpersonalselling.Studentsseemto embraceaconceptofprofessionalsellingbasedonvalue,relationships,anddialogue. Wearedelightedwithstudentresponsetoournewsalesprocessmodel.

STRENGTHSOFTHISEDITION

Wehavemaintainedwhathasworkedwellinpreviouseditions,revisedallmodulesto incorporatethelatestdevelopmentsinsalesthoughtandpractice,andaddednew contentandpedagogy.Thekeystrengthsofthefourtheditionof ProfessionalSelling: ATrust-BasedApproach are:

Thenewtrust-basedsalesprocessasthemajororganizingframeworkforthe entiretext.TheoverallmodelispresentedinModule1andallremainingmodules arelinkedtoit.Thisprovidesacoherent,organizedframeworkforthetextandfor aprofessionalsellingclass.

Oneofthewayswepresentleadingprofessionalsellingpracticeisthroughcomments madeineachmodulefromourProfessionalSellingPanel.Wehaveaddedseveral newsalesprofessionalstothispanel.Thesesalesprofessionalsrepresentavariety

ofdifferentindustries.Theysharewhattheyandtheircompaniesaredoingnow. These‘‘ProfessionalSellinginthe21stCentury’’boxesgivestudentsanaccurate pictureofthe‘‘realworld’’ofprofessionalsellingintoday’sbusinessenvironment. TheOpeningVignettesforallmodulesarenew.Thepurposeofthesevignettesis toengagestudentsbygeneratinginterestinthematerialtobecoveredina module.Thesevignettestypicallypresentwell-knownfirmsandtheirup-to-date professionalsellingpractices.

Numerousroleplaysareineverymodule.Aniconinthemarginindicateseach roleplay.Theroleplaysarenormallytiedtothe‘‘EthicalDilemma’’boxes, exercisesinthe‘‘BuildingProfessionalSellingSkills’’sectionattheendofeach module,andtheshortcasesinthe‘‘MakingProfessionalSellingDecisions’’ sectionattheendofeachmodule.Eachroleplayprovidesthecharacters,the scene,specificdirections,andquestionstoguideadiscussionofcompleted rolesplays.Weusetheseroleplaysinourclassesandstudentslearnagreatdeal fromparticipatinganddiscussingthem.

Attheendofthetextweprovideacompletesectionof‘‘ExperientialExercises.’’ Theseexercisesareinadditiontothosefoundattheendofeachmodule.The ‘‘ExperientialExercises’’arenumberedtoreflecttheappropriatemoduleforthe exercise.Wehavetriedtoprovidealargenumberofdifferenttypesofexercisesso thatprofessorscanfindonesthatmeettheirneedsthebest.

Thevideopackagewasdevelopedspecificallyforthetext.Therefore,itdemonstratesandteachesthespecificconceptsandskillscoveredinthetext.Experienced actorspresentclearexamplesofimportantconceptsandskills.Anoff-camera spokespersonprovidesnarrativeexplanationsandasksavarietyofquestionsfor studentstothinkaboutandanswer.Wehavefoundthevideopackagetobean effectivelearningaidinourprofessionalsellingclasses.

Weareexcitedaboutthefourtheditionof ProfessionalSelling:ATrust-Based Approach.Wehaveusedthetextsuccessfullyinourprofessionalsellingclasses.Studentsfindthebooktobereadableandinteresting,likethemanyexamplesand active-learningexercises,andmanyindicate theyaregoingtokeepthebookto useintheircareer.Moststudentscompletethecoursewithamorefavorableattitude towardprofessionalsellingandmanydecidetopursuesalesjobsandcareers.The positiveimpactthat ProfessionalSelling:ATrust-BasedApproach hashadonstudents overtheyearsisasourceofimmensesatisfactionforus.

MODULEPEDAGOGY

Thefollowingpedagogicalformatisusedforeachmoduletofacilitatethestudent learningprocess.

Objectives. Specificlearningobjectivesforthemodulearestatedinbehavioralterms sothatstudentswillknowwhattheyshouldbeabletodoafterthemodulehasbeen covered.

OpeningVignettes. Allmodulesareintroducedbyanopeningvignettethattypicallyconsistsofarecent,real-worldcompanyexampleaddressingmanyofthekey pointstobediscussedinthemodule.Theseopeningvignettesareintendedtogeneratestudentinterestinthetopicstobecoveredandtoillustratethepracticalityof themodulecoverage.

KeyWords. Keywordsarehighlightedinboldtypethroughouteachmoduleand summarizedin‘‘UnderstandingProfessionalSellingTerms’’attheendofthemoduletoalertstudentstotheirimportance.

BoxedInserts. Eachmodulecontainstwoboxedinsertstitled‘‘ProfessionalSelling inthe21stCentury.’’Thecommentsintheseboxesareprovidedbymembersofour ProfessionalSellingPanelandweredevelopedspecificallyforourtext.

FigureCaptions. Everyfigureinthetextincludesasummarizingcaptiondesigned tomakethefigureunderstandablewithoutreferencetothemodulediscussion.

ModuleSummaries. Amodulesummaryrecapsthekeypointscoveredinthemodulebyrestatingandansweringquestionspresentedinthelearningobjectivesatthe beginningofthemodule.

DevelopingProfessionalSellingKnowledge. Tendiscussionquestionsarepresentedattheendofeachmoduletoreviewkeyconceptscoveredinthemodule. Someofthequestionsrequirestudentstosummarizewhathasbeencovered,while othersaredesignedtobemorethoughtprovokingandextendbeyondmodule coverage.

BuildingProfession alSellingSkills. Applicationexercisesare suppliedforeach module,requiringstudentstoapplywhathasbeenlearnedinthemoduletospecific personalsellingsituations.Manyoftheseexercisesallowstudentstorecordresponses directlyinthebook.Thisencouragesactivelearninginaworkbookformat.

MakingProfessionalSellingDecisions. Eachmoduleconcludeswithtwoshort cases.Mostofthesecasesrepresentrealisticandinterestingprofessionalsellingsituations.Manyaredesignedsothatstudentscanroleplaytheirsolutions.

SUPPLEMENTS

Instructor’sResourceCD(IRCD)

TheInstructor’sResourceCDdeliversallthetraditionalinstructorsupportmaterials inonehandyplace:aCD.ElectronicfilesareincludedontheCDforthecomplete Instructor’sManual,TestBank,co mputerizedTestBankandcomputerizedTest Banksoftware(ExamView),andchapter-by-chapterPowerPointpresentationfiles thatcanbeusedtoenhancein-classlectures.

Instructor’sManual

TheInstructor’sManualforthefourtheditionof ProfessionalSelling:ATrustBasedApproach containsmanyhelpfulteachingsuggestionsandsolutionstotext exercisestohelpinstructorssuccessfullyintegrateallofthematerialsofferedwith thistextintotheirclass.Eachmoduleincludesthefollowingmaterialsdesignedto meettheinstructor’sneeds.

Learningobjectives

Moduleoutlineandsummary

Ideasforstudentinvolvement

Possibleanswerstoreviewsectionsinthetext,‘‘DevelopingProfessional SellingKnowledge’’and‘‘BuildingProfessionalSellingSkills’’ Ideasforhowtoincorporatethe‘‘RolePlay’’exercisesfoundinthetextinto theclassroomsetting,aswellassuggestionsforgradingthe‘‘RolePlays’’ Suggestionsonhowtoeffectivelyintegratethevideopackageintothe classroomdiscussion

TheInstructor’sManualfilesarelocatedontheIRCDinMicrosoftWordformat. TestBank

TherevisedandupdatedTestBankincludesavarietyofmultiplechoiceandtrue/ falsequestions,whichemphasizetheimportantconceptspresentedineach chapter.TheTestBankquestionsvaryinlevelsofdifficultysothateachinstructor cantailorhisorhertestingtomeethisorherspecificneeds.TheTestBankfiles arelocatedontheIRCDinMicrosoftWordformat.

ExamView(Computerized)TestBank

TheTestBankisalsoavailableontheIRCDincomputerizedformat(ExamView), allowinginstructorstoselectproblemsatrandombylevelofdifficultyortype,

customizeoraddtestquestions,andscramblequestionstocreatenumerous versionsofthesametest.

PowerPointPresentationSlides

CreatedbyScottInksofBallStateUniversity,thispackagebringsclassroom lecturesanddiscussionstolifewiththeMicrosoftPowerPointpresentationtool. Extremelyprofessorfriendlyandorganizedbychapter,thesechapter-by-chapter presentationsoutlinechaptercontent.Theeye-appealingandeasy-to-readslidesare tailoredspecificallytothe ProfessionalSelling textfromtheIngramauthorteam. ThePowerPointpresentationslidesareavailableontheIRCDandasdownloadable filesonthetextsupportsite(www.thomsonedu.com/marketing/imgram).

WebSite

VisitthetextWebsiteatwww.thomsonedu.com/marketing/ingram tofind instructor’ssupportmaterialsaswellasstudyresourcesthatwillhelpstudents practiceandapplytheconceptstheyhavelearnedinclass.

StudentResources

OnlinequizzesforeachchapterareavailableontheWebsiteforthosestudents whowouldlikeadditionalstudymaterials.Aftereachquizissubmitted, automaticfeedbacktellsthestudentshowtheyscoredandwhatthecorrect answersaretothequestionstheymissed.Studentsarethenabletoe-mailtheir resultsdirectlytothetheirinstructorifdesired. Crosswordquizzingofglossarytermsanddefinitionsarrangedbychapteris alsoavailableforextrareviewofkeytermsfoundinthetext. StudentscandownloadthePowerPointpresentationslidesfromtheWebsite. InstructorResources

DownloadableInstructor’sManualfilesareavailableinMicrosoftWord formatandAdobeAcrobatformat.

DownloadablePowerPointpresentationfilesareavailableinMicrosoft PowerPointformat.

Videos

Inresponsetomanyrequestsforcontemporary,relevant,andup-to-datevideos,the authorsandateamofexperiencedsellingeducatorshaveupdatedthevideopackage specificallydesignedfor ProfessionalSelling:ATrust-BasedApproach,FourthEdition Thevideosillustratetheconceptsandskillsofrelationshipandconsultativeselling. Eachvideohasbeendevelopedtoaccuratelyandeffectivelydemonstrateandteach specificsellingconcepts.Experiencedactorsprovideclearexamplesandanoff-cameraspokespersonprovidesanarrativeexplanationandreinforcement.Studentsare askedtoconsiderandansweravarietyofteaching-relatedquestions.

ACKNOWLEDGMENTS

Thewritingofabookisalongandarduoustaskthatrequiresthededicatedeffortsof manyindividuals.Thecontributionsoftheseindividualsaregreatlyappreciatedand deservespecialrecognition.Weareespeciallygratefulfortheeffortsofthereviewers whocontinuetohelpusmakethisagreattext.

AsubstantialamountofcreditforthisbookshouldgotoallofthewonderfulpeopleatThomsonSouth-Western.Theirexpertise,support,andconstantencouragementturnedanextremelydifficulttaskintoaveryenjoyableone.Wewouldliketo recognizespecificallythetremendouseffortsofthefollowingprofessionalsandfriends: NeilMarquardt,MikeGuendelsberger,PatrickCosgrove,ClaraKuhlman,SarahRose, andStacyShirley.Withouttheireffortsthefourtheditionwouldnothavebeen

possible.Wealsowishtothankthemanyindividualswithwhomwedidnothave directcontactbutwhoassistedinthedevelopmentandproductionofthisbook.

WearealsoveryappreciativeofthesupportprovidedbyourcolleaguesatColoradoStateUniversity,theUniversityofLouisville,CentralMissouriStateUniversity, BallStateUniversity,andIllinoisStateUniversity.Wealsowishtoextendaspecial thankstoScottA.InksofBallStateUniversity.

ThomasA.Ingram

RaymondW.LaForge

RamonA.Avila

CharlesH.Schwepker,Jr. MichaelR.Williams.

MODULEFORMAT

ProfessionalSelling:ATrust-BasedApproach waswrittenforstudents.Therefore,its aimistoprovidecomprehensivecoverageofprofessionalsellinginamannerthatyou willfindinterestingandreadable.Eachmoduleblendsrecentresearchresultswith currentprofessionalsellingpracticeinaformatdesignedtofacilitatelearning.

Atthebeginningofeachmodule,‘‘Objectives’’highlightthebasicmaterialthat thestudentshouldexpecttolearn.Theselearningobjectivesarehelpfulinreviewing modulesforfuturestudy.Anopeningvignettethenillustratesmanyoftheimportant ideastobecoveredinthemodule,usingexamplesofcompaniesinvariousindustries toillustratethediversityandcomplexityofprofessionalselling.Mostofthecompaniesdescribedinthevignettesarewellknown,andmostofthesituationsrepresent recentactionsbythesefirms.

Keywordsinthebodyofeachmoduleareprintedinboldletters,andfiguresand exhibitsareusedliberallytoillustrateandamplifythediscussioninthetext.Everyfigurecontainsanexplanationsothatitcanbeunderstoodwithoutreferencetothetext. Eachmodulecontainstwoboxedinsertsentitled ProfessionalSellinginthe21st Century.Theexamplesinbothboxeshavebeenprovidedspecificallyforthistextbookbysalesexecutivesfromvariousco mpanieswhomwerecruitedtoserveasa ProfessionalSellingPanel.Toensurethatthetextbookincludesthelatestpractices fromleadingsalesorganizations,eachexecutivewasaskedtoprovidespecificexamplesof‘‘bestpractices’’intheircompany. Backgroundsofeachexecutiveareprovidedattheendofthissection.

Salespeopleareconfrontedwithvariousethicalissueswhenperformingtheirjob activities.Manyoftheseethicalissuesareaddressedin AnEthicalDilemma boxes thatappearthroughoutthemodules.Youwillbepresentedwithrealisticethicalsituationsfacedbysalespeopleandyouwillbeaskedtorecommendappropriatecoursesof action.

Amodulesummaryisgearedtothelearningobjectivespresentedatthebeginningofthemodule. UnderstandingProfessionalSellingTerms liststhekey wordsthatappearinboldthroughoutthemodule. DevelopingProfessionalSellingKnowledge presentstenquestionstohelpyoudevelopanunderstandingof importantprofessionalsellingissuesandrelationships. BuildingProfessionalSellingSkills consistsofthreeexercisesinwhichyoucanapplytheprofessionalselling knowledgelearnedinthemodule. MakingProfessionalSellingDecisions includestwointeresting casesituationsthatallowyoutomakeimportantprofessionalsellingdecisions.Ifyouunderstandprofessionalsellingterms,developprofessionalsellingknowledge,andbuildprofessionalsellingskills,youwillbeprepared tomakesuccessfulprofessionalsellingdecisions.Opportunitiesforstudentroleplays areidentifiedwiththisicon:

PROFESSIONALSELLINGPANEL

TomAvila’s titleofsalesengineerforDavisand Davishashimrepresentingapproximately20differentcompaniesinprotectedterritoriesintheprocesscontrolindustry.BasedinDenver,Colorado,Tom holdsaB.S.inbusinesswithafocusinfinance,management,andmarketingfromBallStateUniversity.

DarrellBeaty ismanagerofbusinessdevelopment forOntarioSystems.Inhisposition,heprovides leadershipanddirectiontomembersofthebusiness developmentgroup.Theprimaryresponsibilityof thegroupistobuildstrongrelationshipswithstrategicclientsandassistwithstrategicgoalsof OntarioSystems.Darrell attendedBallState University.

GregBurchett isadistrictsalesmanagerforWallaceComputerServicesinFt.Wayne,Indiana.He supervisesfoursalespeoplewhosellcommercial printingandsuppliestob usinessesandorganizationalcustomers.GreghasaB.S.inmarketing fromIndianaUniversity,Bloomington.

KariDarding isamanageratWellsFargoFinancial.Kariandhersalesteamutilizethetrustbased,collaborativesellingprocesstoprovidea diversearrayoffinancialproductsdesignedto meetthespecificneedsofeachindividualcustomer. KarigraduatedfromIllinoisStateUniversitywitha degreeinmarketing.

KimDavenport isaseniordistrictsalesmanager forShering-PloughLabs.Hemanages16pharmaceuticalsalesrepresentativesinArizonaandNew Mexico.KimholdsaB.S.inmarketingandgeneral businessadministrationfromBallStateUniversity.

JohnHaack istheseniorvicepresidentofsalesand marketingforBallFosterGlass.Hehasheldvarious salesandmarketingmanagementpositionsinthe packagingindustrythroughouthiscareer.John holdsaB.S.inbusinessfromBallStateUniversity.

JerryHeffel startedwithTheSouthwesternCompanyasacollegestudentsalespersonin1965,and hasbeenpresidentofthecompanysince1980. Heisresponsibleforcurrentprofitabilityandsettingthefuturedirectionforthecompany.Jerry hasaB.A.inhistoryfromOklahomaStateUniversity,andanM.B.A.fromtheUniversityof Oklahoma.

JamieHoward isthevicepresidentofChicagobasedActiveSolutionswherehehasdirectresponsibilityformanagingtheorganization’ssalesand marketingprogramsandpersonnel.Jamiehas achievedasolidrecordofsalessuccessinthehighly competitivecontractfurnitureindustry,includinga

hostofnationalandregionaltopperformance awards.Heprovideshissalesforcewiththebenefits ofhisexceptionalknowledgeandexpertiseintrustbasedselling.Widelyknownforhisproficiencyin salestraininganddevelopment,Jamieregularly giveshistimetoworkwithuniversitysalesclasses andmentorup-and-comingsalesprofessionals. JamieholdsaB.S.inbusinesswithamajorinmarketingfromIllinoisStateUniversity.

JohnKlich isafinancialrepresentativeandcollege unitdirectorforNorthwesternMutualFinancial Network.BasedinSchaumburg,Illinois,Johnhas establishedasuccessfulcareerinlifeinsurance, investments,andfinancialplanning.Heisalso activeinandresponsibleforthedevelopmentof careeragentsandmanagesatop-rankedcollege internshipprogram.

SteveKehoe ,CFP,CLU,ispresidentofKehoe FinancialServicesLLCin Cincinnati,Ohio.Steve providesfinancialservicestomorethan1,300clients.HehasaB.S.fromBallStateUniversityand aMaster’sofSciencefromIndianaUniversity.

DavidLaube isthesecuritiesprincipalattheBloomington,IllinoisofficeofGCGFinancial.David hasbuiltasuccessfulsalesandsalesmanagement careeroverthepast20yearsbyhelpinghisclients solvecomplicatedfinanc ialproblemswithinnovativeandcustomizedsolutions.Heactivelyworks withhisdiversebaseofclients,mentors,and coacheshissalesteam,servesontheboardsof twouniversities,andhasbeenaqualifyingmember oftheMillionDollarRoundTablesince1998.In additiontohisprofessionaldesignationsofCharteredLifeUnderwriter(CLU),CertifiedFunds Specialist(CFS),andCharteredFinancialConsultant(ChFC),DavidholdsanM.A.incommunicationfromtheUniversityoflowaandaB.A.in English/speechfromtheUniversityofNorthern lowa.HeisalsoagraduateofthePurdueCollege ofManagementatPurdueUniversityandtheLeadershipForumfromtheAmericanCollegeinBryn Mawr,Pennsylvania.

JohnK.Marcum ,CFM,isvicepresident,senior financialadvisor,forMerrillLynchinIndianapolis, Indiana.JohnhasaB.S.fromBallStateUniversity.

JimMicklos isaSeniorAccountManagerwith MotivationExcellence,Inc.,Schaumburg,Illinois. Jimhasmorethan30yearssalesexperience.He startedhiscareerwiththeBeldenCorporation. JimhasaB.S.inbusinessfromBallState University.

L.A.Mitchell issalesplannerofbusinessmanagementforLucentTechnologies.Sheworkswith thesalesteamasastrategicfinancialpartnerwith thesalesdirectors,whichinvolvesfinancialanalysis, forecasting,andtheidentificationofsalesopportunities.L.A.hasaB.S.B.A.inmarketingandanM.S. inmarketingfromColoradoStateUniversity.

KellyOsterling isasalesrepresentativewithRR. DonnellyinIndianapolis,Indiana.Shehasrecently beenresponsibleforstrategicsalesplanninginher region.KellyhasaB.S.inmarketingfromBall StateUniversity.

ColeProper isthedirectorofbusinessdevelopmentatAFFINA—theCustomerRelationship CompanywherehemanagesthesalesandmarketingofAFFINA’ssuiteofoutsourcedcontactcenter servicesto Fortune500,midsize,andgovernment organizations.Coleattributeshisconsistentrecord ofsalessuccesstohisfocusoncreatingunique, valueaddedsolutionsforbusinessclients.Coleis agraduateofIllinoisStateUniversitywherehemajoredinmarketing.

SteveRoe isasalesrepresentativeforKingSystems (MedicalSupplies)Indianapo lis,Indiana.Hehas over30yearsofsalesexpe rience.StevehasaB.S. inBusinessfromBallStateUniversity.

AaronSimmons isanagentforStateFarmInsurance.Hehassucceededinestablishingandbuilding ahighlysuccessfulinsuranceandfinancialservices business.Withfullrespon sibilityforallsalesand marketingstrategiesandactivitiesrelatedtohis central-Illinois-basedagency,Aaronworksclosely withawidevarietyofconsumeraswellasbusiness clients.PriortojoiningStateFarm,Aaronwasatop performingsalespersonanddistrictmanagerwith Wallace.Hiscombinedexperiencesinsalesand marketingprovidehimwitharichbackgroundof valuablebusinessexperience,whichhereadily shareswithothersintrainingprogramsanduniversity-levelclasses.AaronisagraduateofIllinoisState University.

AdamSpangler isaninvestmentrepresentativefor EdwardD.Jones&Co.Hissalesofficeislocatedin centralIllinoiswherehehasdevelopedastrong 100-plusclientbaseconsistingofindividuals,families,andbusinesses.Hemanagesover $9,000,000inassets.AdamholdsaB.S.inbusiness withamajorinmarketingfromIllinoisState University.

MissyHarbitRust isanexecutivesalesrepresentativeforGlaxoWellcome,Inc.Herpharmaceutical accountsterritoryisincentralIndiana.Missy attendedBallStateUniversityandhasaB.S.in marketingandfashionmerchandising.

StephanieUrich isanareamanagerforHormel FoodsCorporation.Herunitisresponsiblefor foodservicesalestoinstitutionalcustomersinthe Chicagoarea.StephaniehasaB.S.inmarketing fromBallStateUniversity.

DavidWaugh isanationalaccountexecutivewith ConfioSoftwareinBoulder,Colorado.Inashort periodoftwelveyears,Davidhasestablisheda solidrecordofsuccessinsalesandmarketing rolesforcompaniessuchasADP,PlatinumTechnology,andIBM.DavidgraduatedfromIllinois StateUniversityasamarketingmajorwithaconcentrationinpersonalsellingandsales management.

DaveWheat isanareamanagerforTransWestern PublishinginMuncie,Indiana.Hehasheldvarious salesandmarketingpositionsthroughouthis career.DavehasaB.S.inmarketingfromBall StateUniversity.

JonYoung isaNationalAccountManagerwith OntarioSystemsCorporation,Muncie,Indiana. HeisresponsibleforthewesternhalfoftheUnited States.JonhasaB.S.andMBAfromBallState University.

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ThomasN.Ingram (Ph.D.,GeorgiaStateUniversity)isprofessorofmarketingand FirstBankProfessorofBusinessAdmini strationsatColoradoStateUniversity. Beforecommencinghisacademiccareer,heworkedinsales,productmanagement, andsalesmanagementwithExxonandMobil.TomisarecipientoftheMarketing EducatoroftheYearawardgivenbySalesandMarketingExecutivesInternational (SMEI).HewashonoredasthefirstrecipientoftheMuKappaTauNationalMarketingHonorSocietyrecognitionawardforOutstandingScholarlyContributionsto theSalesDiscipline.Onseveraloccasions,hehasbeenrecognizedattheuniversity andcollegelevelforoutstandingteaching.Tomhasservedastheeditorofthe JournalofPersonalSelling&SalesManagement,chairoftheSMEIAccreditationInstitute,andasamemberoftheBoardofDirectorsofSMEI.Heistheformereditorof the JournalofMarketingTheory&Practice.Tom’sprimaryresearchisinpersonal sellingandsalesmanagement.Hisworkhasappearedinthe JournalofMarketing, JournalofMarketingResearch , JournalofPersonalSelling&SalesManagement , andthe JournaloftheAcademyofMarketingScience,amongothers.Heisthecoauthorofoneofthe‘‘TenMostInfluentialArticlesofthe20thCentury’’asdesignated bytheSalesandSalesManagementSpecialInterestGroupoftheAmericanMarketingAssociation.

RaymondW.(Buddy)LaForge istheBrown-FormanProfessorofMarketingatthe UniversityofLouisville.Heisthefoundingexecutiveeditorofthe MarketingEducationReview,foundingexecutiveeditoroftheSalesEducatorNetwork,hasserved asassociateeditorfortheSalesEducationandTrainingsectionofthe JournalofPersonalSelling&SalesManagement,hascoauthored Marketing:Principles&Perspectives, SalesManagement:AnalysisandDecisionMaking, ProfessionalSelling:ATrustBasedApproach , TheProfessionalSellingSkillsWorkbook ,andcoedited Emerging TrendsinSalesThoughtandPractice .Hisresearchispublishedinmanyjournals includingthe JournalofMarketing, JournalofMarketingResearch, DecisionSciences, JournaloftheAcademyofMarketingScience,andthe JournalofPersonalSelling& SalesManagement.Buddyhasservedasvicepresident/marketingfortheAcademy ofBusinessEducation,vicepresidentof marketing,teaching,andconferencesfor theAmericanMarketingAssociationAcademicCouncil,chairoftheAmericanMarketingAssociationSalesInterestGroup,andontheDirectSellingEducationFoundationBoardofDirectorsandAcademicProgramCommittee,DuPontCorporate MarketingFacultyAdvisoryTeamfortheSalesEnhancementProcess,FamilyBusinessCenterAdvisoryBoard,andStrategicPl anningCommitteefortheNational ConferenceonSalesManagement.Hecurrentlyservesasvicechairforawardsand recognitionfortheAMASalesSIGandadministerstheAMASalesSIG/DSEF SalesDissertationGrants.

CharlesH.Schwepker,Jr. (Ph.D.,UniversityofMemphis)isProfessorofMarketingattheUniversityofCentralMissouri.Hehasexperienceinwholesaleandretail sales.Hisprimaryresearchinterestsareinsalesmanagement,personalselling,and marketingethics.Hisarticleshaveappearedinthe JournaloftheAcademyofMarketingScience ,the JournalofBusinessResearch ,the JournalofPublicPolicyand

Marketing , JournalofPersonalSelling&SalesManagement , JournalofService Research,andthe JournalofBusinessEthics,amongotherjournals,variousnational andregionalproceedings,andbooksincluding MarketingCommunicationsClassics and EnvironmentalMarketing.Hehasreceivedbothteachingandresearchawards, includingtheJamesComerAwardforbestcontributiontosellingandsalesmanagementtheoryawardedbythe JournalofPersonalSelling&SalesManagement andtwo ‘‘OutstandingPaper’’awardsattheNation alConferenceinSalesManagement, amongothers.Heisontheeditorialreviewboardsofthe JournalofPersonalSelling &SalesManagement, JournalofMarketingTheory&Practice, JournalofBusiness& IndustrialMarketing , JournalofRelationshipMarketing , JournalofSellingand MajorAccountManagement,andthe SouthernBusinessReview,andhastwicewon awardsforoutstandingreviewer.Heisacoauthorof SalesManagement:Analysis andDecisionMaking

RamonA.Avila (Ph.D.,VirginiaTechUniversity)istheGeorgeandFrancesBall DistinguishedProfessorofMarketingatBallStateUniversity.Beforecomingto BallState,heworkedinsaleswiththeBurroughsCorporation.HehasheldtwovisitingprofessorshipsattheUniversityofHawaiiandanotherattheKelleySchoolof BusinessatIndianaUniversity.In2003,RamonearnedBallState’sOutstandingFacultyAward.InApril2002,RamonreceivedaLeaveyAward.Thisawardwasgivenfor innovationintheclassroomwithhisadvancedsellingclass.Ramonwaspresentedthe 1999MuKappaTau’sOutstandingContributortotheSalesProfession.Heisonly thethirdrecipientofthisaward.RamonhasalsoreceivedtheUniversity’sOutstandingServiceaward,theUniversity’sOutstandingJuniorFacultyaward,theCollegeof BusinessProfessoroftheYear,andtheDean’sTeachingawardeveryyearsinceits inceptionin1987.Ramonalsositsonfiveeditorialreviewboards.Ramon’sprimary researchisinpersonalsellingandsalesmanagement.Hisworkhasappearedinthe JournalofMarketingResearch , JournalofPersonalSelling&SalesManagement , TheJournalofManagement , IndustrialMarketingManagement , TheMarketing ManagementJournal ,andthe JournalofMarketingTheory&Practice ,among others.Heisthecoauthorof TheProfessionalSellingSkillsWorkbook

MichaelR.Williams (Ph.D.,OklahomaStateUniversity)isprofessorofmarketing anddirectoroftheProfessionalSalesInstituteatIllinoisStateUniversity.Priortohis academiccareer,Mikeestablishedasuccessful30-plusyearcareerinindustrialsales, marketresearch,andsalesmanagementandcontinuestoconsultandworkwitha widerangeofbusinessorganizations.Hehasco-authored TheProfessionalSelling SkillsWorkbook,SalesManagement:AnalysisandDecisionMaking,andavarietyof executivemonographsandwhite-papersonsalesperformancetopics.Mike’sresearch hasbeenpublishedinmanydifferentnationalandinternationaljournalsincluding the JournalofPersonalSelling&SalesManagement, InternationalJournalofPurchasingandMaterialsManagement, JournalofBusinessandIndustrialMarketing, QualityManagementJournal,and JournalofIndustrialTechnology. Hisworkhas alsoreceivednumeroushonors,includingOutstandingArticlefortheYearin Journal ofBusinessandIndustrialMarketing,theAACSB’sLeadershipinInnovativeBusinessEducationAward,andtheMarketingScienceInstitute’sAldenG.Clayton Competition.In2004,MikewashonoredwiththeMuKappaTauMarketingSocietyrecognitionawardforOutstandingScholarlyContributortotheSalesDiscipline. Hehasalsobeenhonoredwithnumerousuniversity,college,andcorporateteaching andresearchawardsincludingOldRepublicResearchScholar,thepresentationofa seminaratOxford’sBraesnoseColl ege,Who’sWhoinAmericanEducation,and Who’sWhoinAmerica.Mikehasandcontinuestoserveinleadershiprolesasan advisorandboardmemberforsalesandsalesmanagementassociationsandorganizationsincludingtheUniversitySalesCenterAlliance,NationalConferenceinSales andSalesManagement,andVectorMarketing.

MODULE 1

Objectives

Aftercompletingthismodule, youshouldbeableto

1Describetheevolution ofpersonalsellingfrom ancienttimestothe modernera.

2Explainthecontributions ofpersonalsellingto society,businessfirms, andcustomers.

3Distinguishbetween transaction-focused traditionalsellingand trust-basedrelationship selling.

4Discussfivealternative approachestopersonal selling.

5Describethethree primaryrolesfulfilledby consultativesalespeople.

6Understandthesales processasaseries ofinterrelatedsteps.

EVOLUTIONOFPERSONALSELLING

Thesuccessfulprofessionalsalespersonoftodayandthefutureislikelyabetterlistener thanatalker,ismoreorientedtowarddevelopinglong-termrelationshipswithcustomersthanplacinganemphasisonhigh-pressure,short-termsalestechniques,and hastheskillsandpatiencetoendurelengthy,complexsalesprocesses.Likethesalespeopleintheopeningvignette,today’ssalespersonstrivestodeliverrelevantpresentationsbasedonuniquecustomerneeds,andmeetingthosecustomerneedsrequires teamworkbetweensalespeopleandothersintheorganization.Formoreonteamwork, see‘‘ProfessionalSellinginthe21stCentury:TheImportanceofTeamworkinSales.’’ Personalselling isanimportantpartof marketing,whichisusuallyaseparateorganizationalfunctionthatcreates,communicates,anddeliversvaluetocustomersandmanagescustomerrelationshipsinwaysthatbenefitboththeorganizationandits

TheImportanceofTeamworkinSales

JerryHeffel,presidentoftheSouthwestern Company,offershisperspectiveonteamwork:

Sometimesthesalespersonisreferredtoasthelead carinthebusinesstrain.Butjusthavingaleadcar doesn’tmakeatrain.Forthisreason,asalesperson whoiseffectivelongtermisalsoaneffectiveteam player—heorsherealizestheyneedcoordinated involvementfrommanydifferentpartsofthe

organizationinordertoservethecustomer.Atthe sametime,whenevertheyseethemselvesaspartofthe customer’steam,andthattheyarebothstrivingfor thesameoutcome,theybecomeanindispensablepart ofthevaluechainforthatcustomer.Southwestern’s salestrainingphilosophystress esthisteamaspect: Wetelloursalespeoplethattheyarethegasandoilof thefreeenterprisesystem,buttheyalsoneedthetires, thecarbody,thedrivetrain,andwhat’sinthetrunk togetanywheresignificant.

stakeholders.1 Personalsellingalsoinvolvescreating,communicating,and deliveringcustomervalue,and trust-basedprofessionalselling (aformofpersonalselling)focusesprimarilyoninterpersonalcommunicationbetweenbuyersandsellerstoinitiate,developandenhancecustomerrelationships.Itrequiresthatsalespeopleearn customertrustandthattheirsellingstrategymeetscustomerneedsanddeliversvalue.

Theinterpersonalcommunicationsdimensionsetspersonalsellingapartfromother marketingcommunicationssuchasadvertisingandsalespromotion,whicharedirected atmassmarkets.Personalsellingisalsodistinguishedfromdirectmarketingandelectronic marketinginthatsalespeoplearetalkingwithbuyersbefore,during,andafterthesale. Thisallowsahighdegreeofimmediatecustomerfeedback,whichbecomesastrong advantageofpersonalsellingovermost otherformsofmarketing communications.

Althoughadvertisingisfarmorevisibletothegeneralpublic,personalsellingis actuallythemostimportantpartofmarketingcommunicationsformostbusinesses. Thisisparticularlytrueinfirmsthatengageinbusiness-to-businessmarketing,where moremoneyisspentonpersonalsellingthanonadvertising,salespromotion,publicity,orpublicrelations.Inthisbook,wetypicallydescribepersonalsellinginthis business-to-businesscontext,inwhichasalespersonorsalesteaminteractswith oneormoreindividualsfromanotherorganization.

Aspersonalsellingcontinuestoevolve,itismoreimportantthaneverthatsalespeoplefocusondeliveringcustomervaluewhileinitiating,developing,andenhancing customerrelationships.Whatconstitutesvaluewilllikelyvaryfromonecustomerto thenextdependingonthecustomer’ssituation,needs,andpriorities,but customer value willalwaysbedeterminedbycustomers’perceptionofwhattheygetin exchangeforwhattheyhavetogiveup.Inthesimplestsituations,customersbuya productinexchangeformoney.Inmostsituations,however,customersdefine valueinamorecomplexmanner,byaddressingquestionssuchas:

Doesthesalespersondoagoodjobinhelpingmemakeorsavemoney?

Isthissalespersondependable?

Doesthissalespersonhelpmeachievemystrategicpriorities?

Isthesalesperson’scompanyeasytoworkwith,i.e.,hassle-free?

Doesthesalespersonenlistothersinhisorherorganizationwhenneededtocreate valueforme?

Doesthesalesrepresentativeunderstandmybusinessandmyindustry?

Anotherimportantdevelopmentinpersonalsellingistherecognitionthatcustomerswanttobeheardloudandclearwhenexpressingwhattheywantfromsuppliersandtheirsalespeople.Indaysgoneby,asillustratedintheopeningvignette, personalsellingoftenconsistedofdeliveri ngamessageormakingapitch.That approachwastypicallyassociatedwitha‘‘productpush’’strategyinwhichcustomers werepressuredtobuywithoutmuchappreciationfortheirrealneeds.Today’sales organizationsarefarmoreinterestedinestablishingaproductivedialoguewithcustomersthaninsimplypitchingproductsthatcustomersmayormaynotwantor

need.Inourhighlycompetitiveworld,professionalbuyershavelittletolerancefor aggressive,pushysalespeople.

Salesdialogue referstotheseriesofconversationsbetweenbuyersandsellersthat takeplaceovertimeinanattempttobuildrelationships.Thepurposesoftheseconversationsareto:

determineifaprospectivecustomershouldbetargetedforfurthersalesattention. clarifytheprospectivecustomer’ssituationandbuyingprocesses. discovertheprospectivecustomer’suniqueneedsandrequirements. determinetheprospectivecustomer’sstrategicpriorities. communicatehowthesalesorganizationcancreateanddelivercustomervalue. negotiateabusinessdealandearnacommitmentfromthecustomer. makethecustomerawareofadditionalopportunitiestoincreasethevalue received.

assesssalesorganizationandsalespersonperformancesothatcustomervalueis continuouslyimproved.

Asyoucansee,salesdialogueisfarmorethanidlechitchat.Thebusinessconversationsthatconstitutethedialoguearecustomer-focusedandhaveaclearpurpose; otherwisetherewouldbeahighprobabilityofwastingboththecustomer’sand thesalesperson’stime,whichnoonecanafford intoday’sbusin essenvironment. Whetherthesalesdialoguefeaturesaquestion-and-answerformat,aconversation dominatedbythebuyerconveyinginformationandrequirements,oraformalsales presentationinwhichthesalespersonrespondstobuyerfeedbackthroughout,the keyideaisthatbothpartiesparticipateinandbenefitfromtheprocess.

Throughoutthiscourse,youlearnaboutnewtechnologiesandtechniquesthat havecontributedtotheevolutionofthe practiceofpersonalselling.Thismodule providesanoverviewofpersonalselling,affordinginsightintotheoperatingrationaleoftoday’ssalespeopleandsalesmanagers.Italsodescribesdifferentapproachesto personalsellingandpresentsthesalesprocessasaseriesofinterrelatedsteps.The appendixattheendofthemodulediscussesseveralimportantaspectsofsalescareers, includingtypesofsellingjobsandcharacteristicsandskillsneededforsalessuccess. Inthehighlycompetitive,complexenvironmentoftheworldbusinesscommunity, personalsellingandsalesmanagementhaveneverplayedmorecriticalroles.

OriginsofPersonalSelling

AncientGreekhistorydocumentssellingasanexchangeactivity,andtheterm salesman appearsinthewritingsofPlato.2 However,truesalespeople,thosewhoearneda livingonlybyselling,didnotexistinanysizablenumberuntiltheIndustrialRevolutioninEngland,fromthemid-eighteenthcenturytothemid-nineteenthcentury. Priortothistime,traders,merchants,andartisansfilledthesellingfunction.These predecessorsofcontemporarymarketerswere generallyviewedwithcontempt becausedeceptionwasoftenusedinthesaleofgoods.3

InthelatterphaseoftheMiddl eAges,thefirstdoor-to-doorsalesperson appearedintheformofthepeddler.Peddlerscollectedproducefromlocalfarmers, soldittotownspeople,and,inturn,boughtmanufacturedgoodsintownforsubsequentsaleinruralareas. 4 Likemanyotherearlysalespeople,theyperformedother importantmarketingfunctions—inthiscase,purchasing,assembling,sorting,and redistributingofgoods.

IndustrialRevolutionEra

AstheIndustrialRevolutionbegantoblossominthemiddleoftheeighteenthcentury,theeconomicjustificationforsalespeoplegainedmomentum.Localeconomies werenolongerself-sufficient,andasintercityandinternationaltradebegantoflourish,economiesofscaleinproductionspurredthegrowthofmassmarketsingeographicallydispersedareas.Thecontinualneedtoreachnewcustomersinthese dispersedmarketscalledforanincreasingnumberofsalespeople.