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Chapter Four — Communication Skills

Learning Outcomes
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 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

X. Impact of Grammar and Logical Sequencing

XI. Nonverbal Communication

XII. Facial Expressions

XIII. Eye Movements

XIV. Placement and Movements of Hands, Arms, Head and Legs

XV. Body Posture and Orientation

XVI. Proxemics

XVII. Variations in Voice Characteristics

 A. Speaking Rates and Pause Duration
B. Pitch or Frequency
C. Intensity and Loudness

XVIII. Using Nonverbal Clusters

Exercises

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 requires building mutually beneficial relationships with customers. Building these
mutually beneficial relationships requires that the salesperson identify the needs of the customer, which can be
done only through interactive discussion (i.e. talking with the buyer) and sharing of information. In addition,
talking with buyers rather than at buyers helps to build trust, which is critical for building successful
relationships.

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 dialog 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
the 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 through the commitment stage.

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 options 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, although they probably use relatively more toward the end of the sales call.
Generally, salespeople use closed-end questions to clarify or confirm understanding of 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).

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. They 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 otherwise 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.
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 will
spend with the buyers. Mental pictures convey meaning more efficiently and enhance understanding relative to
dialogue without mental pictures. Moreover, studies in cognitive psychology have long supported the
contention that pictures are more memorable than words. To increase the impact of creating mental pictures,
salespeople should incorporate (where appropriate), relevant visual aids that support the idea conveyed in the
mental picture.

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

SPIN is a progressive questioning technique that is designed to uncover needs (of the buyer) that the
salesperson can fill with his or her market offer.

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.

Implication questions ask the buyer to consider the ramifications of the problems uncovered from 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.

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
fill with his or her market offer.

Assessment questions are designed to elicit the 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 flow from information gained from the 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're currently experiencing with your suppliers affect your production efficiency?”
and “Do you ever experience down time 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.

Transition questions are designed to help the salesperson make a smooth transition from need discovery to the
presentation of a solution. “Would you be interested in hearing about how you can eliminate the problems
you're 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.

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 vocalizing and see how the buyer is vocalizing the message (i.e. body
language). Interpreting is the process of drawing meaning from the message (both verbal and nonverbal).
Salespeople must make sure to consider the buyer’s experiences, knowledge, and attitudes when deriving
meaning. 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 the
conversation.

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

Nonverbal communication is often broken down into individual components when explaining corresponding
meaning. However, nonverbal communication rarely consists of a single piece of nonverbal communication.
Rather, nonverbal communication usually consists of several pieces of nonverbal communication. While each
of these pieces of nonverbal communication has its own meaning, collectively the pieces may combine to form
a unique meaning. Nonverbal clusters refers to this combination of several pieces of nonverbal communication.
It is important for salespeople to be able to identify and read nonverbal clusters so that they're better able to
capture what the buyer is conveying through the set of nonverbal communication pieces (i.e. nonverbal
clusters).

10. What is meant by proxemics? Why is it important for salespeople to understand the concept of
proxemics?
Proxemics refers to the physical distance between the buyer and seller while engaging in face-to-face
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 being 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 they can better and more 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? – Bring me the pizza
– I like you – I said I didn’t steal the money

Experiential Exercises
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.

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:

1. Paraphrase what they heard the other person say.

2. Ask for confirmation that their paraphrasing is correct.

3. 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.

Video Exercise
Communication Skills
Scene 1B, Meet the Seasoned Pro, run time 2:49 minutes.

The ability to ask the correct questions is one of the most important skills that a sales person must develop.
Preparation and well thought out questions will allow the salesperson to elicit the information that they need while
providing an ease of exchange of information between the buyer and seller. In this scene, Jim has established an
important level of trust with Mark and uses that relationship to elicit information and move the sales process toward
resolution.

Ask your students:

1. Explain why talking with buyers is a more effective technique than talking at buyers.

Talking with buyers is more effective because it allows for a collaborative interaction between the buyer and the
seller. This collaborative interaction helps both buyers and sellers better understand the needs and serves to
build trust between the two. In this clip, Mark appears to be talking with the customer early on, asking
 assessment, discovery, and activation questions. However, he prematurely proposes a solution and,
consequently, learns there are cost concerns; this is more characteristic of talking at the buyer.

2. Identify the SPIN and ADAPT questioning techniques used by Jim in this sales call.

Below is a list of the sales related questions, along with their respective classification based on SPIN and
ADAPT, Jim asks during the sales call clip.

• So, how are things going at Player One? (Situation, Assessment)

• Any tech issues keeping you awake at night? (Problem, Discovery)
• How would a breach impact your operations? Give me a snapshot of a worst-case scenario. (Implication,
Activation)
• Any other worries? (Problem, Discovery)
• You’ve been happy with our security over the past five years, right? (Problem, Discovery)

Students should note that the clip does not include any Need Pay-off, Projection, or Transition questions.

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.
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?
Students’ answers will vary depending upon their knowledge of computer systems. Basic information should
include things like:
• The preferred operating system
• Number of laptop and desktop computers needed
• Need for on-line access to company information systems
• Type of software needed
 • Storage space needed (varies depending upon amount of video and storage intensive media used by the
firm)
• Training needs
• Other characteristics that inform the amount of RAM needed, the type of video card needed, and so
forth.

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, again, on their knowledge of computer technology. However, their answers
should reflect an understanding of the ADAPT questioning sequence. Below is an example for one need.

Assessment Questions
Seller: How do your attorneys currently access the corporate databases?

Buyer: Over the firm’s LAN.

Seller: Do the attorney’s ever work from home or location other than the firm.

Buyer: Yes, often.

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’d say two or three times a week each.

Activation Questions
Seller: You indicated it affects their productivity, how so?

Buyer: Our attorneys will often begin working on project off-site. They progress as far as they can until
needing access to information contained in our information systems. They then have to either stop
what they are doing and come into 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
means 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

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

MidComm Corporation
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 with the new iPad 2 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
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

Background
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 or 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 the EBF and Altima Systems, EBF’s current copier
supplier company. The purpose of these questions is to start determining the extent of the potential fit between
the products she carries and the EBF’s needs, and to identify areas of opportunity resulting from potential
EBF’s .

Below are some sample probing questions.

• 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 joined to the company 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 attitudes, opinions, and preferences the
prospect holds. Unlike fact-oriented questions, these questions are designed uncover the prospect’s perceptions
and feelings regarding existing and desired circumstances as well as potential solutions.
 • 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 uncovering a need for copiers that allow for wireless network
connectivity.

Assessment: How do your employees get their work to the copier for copying? How far away, on average, are
your employees from the closest copier?

Discovery: Do your employees ever complain about having to wait for access to the copier or their proximity
to the copier? What are the complaints?

Activation: How has the waiting time and time spent going back and forth to the copier affected their
productivity?

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 non-verbal communication often conveys more meaning than verbal
communication. Brenda needs to pay attention not only to the nonverbal communication coming from her
customers, but perhaps 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 non-verbal 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 a customer
orientation.