Effective selling approaches to buyers' objections

Schurr, Paul H.; Stone, Louis H.; Beller, Lee Ann

doi:10.1016/0019-8501(85)90038-0

Cited by 11 publications

(6 citation statements)

References 9 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…We determined a salesperson's functional customer orientation with nine items adapted from Saxe and Weitz (1982), Schurr, Stone, and Beller (1985), and Dubinsky (1980). To measure relational customer orientation we adapted four items from Donavan, Brown, and Mowen (2004).…”

Section: Measure Development and Assessmentmentioning

confidence: 99%

See 1 more Smart Citation

When does salespeople’s customer orientation lead to customer loyalty? The differential effects of relational and functional customer orientation

Homburg

Müller²,

Klarmann

2010

J. of the Acad. Mark. Sci.

197

185

View full text Add to dashboard Cite

The IMU publishes papers geared towards managers in companies. Subjects highly relevant to business practice are presented here in a compact and concise manner, and scientific research results are efficiently communicated. In many cases, these publications are based on applicationoriented research and cooperation projects involving a large number of global companies. Scientific Working PapersThe scientific studies conducted by the IMU analyze new trends that have an impact on marketoriented management. On this basis, practice-oriented findings are derived and published in our series of scientific working papers. Today, many of our publications have been printed in prominent journals and honored with awards at international conferences (e.g., by the American Marketing Association)..  NEW: Marketing Exzellenz Working Papers (in German only)These new working papers provide practical insights into recent research findings. They are tailored to researchers and practitioners interested in marketing and sales. Our German summaries of current studies published in renowned academic journals such as the Journal of Marketing Research or the Journal of the Academy of Marketing Science focus on results and implications, thus, bridging theory and practice.  Series PublicationIn addition to publishing scientific working papers, the IMU, in cooperation with Gabler publishing house, issues a series featuring exemplary scientific findings from the field of market-oriented management.If you require additional information or have any questions, please contact the Institute for MarketOriented Management, University of Mannheim, L5, 1, 68131 Mannheim, Germany (phone: +49 621/ 181-1755) or visit our website at: www.imu-mannheim.com. The Institute for Market-Oriented Management

show abstract

Section: Measure Development and Assessmentmentioning

confidence: 99%

“…First, they are likely to increase customer commitment to the salesper- Dubinsky (1980), Saxe and Weitz (1982), Schurr, Stone, and Beller (1985); seven-point scale: -totally disagree‖ to -strongly agree‖…”

Section: Managerial Implicationsmentioning

confidence: 99%

When does salespeople’s customer orientation lead to customer loyalty? The differential effects of relational and functional customer orientation

Homburg

Müller²,

Klarmann

2010

J. of the Acad. Mark. Sci.

197

185

View full text Add to dashboard Cite

show abstract

“…Sales managers in the Marshall et al (2003) study rank salesperson skill at handling customer objections as the third most important sales presentation skill. Schurr et al (1985) describe objections as customer statements reflecting objection, indifference, or skepticism, while Hunt and Bashaw (1999) advise salespeople to be prepared to handle objection statements as well as counter-arguments to the claims they make. Regardless of their exact form, all salespeople will experience objections and reasons (both real and contrived) to not complete a transaction.…”

Section: Handling Objectionsmentioning

confidence: 99%

Sales presentation skills and salesperson job performance

Johlke

2006

Journal of Business &Amp; Industrial Marketing

View full text Add to dashboard Cite

PurposeThe purpose of this article is to examine the relations between important sales presentation skills and salesperson job performance.Design/methodology/approachData on each construct in the model was gathered and the relations analyzed using LISREL software.FindingsSalesperson experience, and to a lesser degree training, underlie sales presentation skills. Salesperson skill at using adaptive selling techniques and closing are related with increased performance.Research limitations/implicationsAdditional sales skills need to be considered and salespeople other than those in the B‐B environment should be studied.Practical implicationsSales managers are urged to ensure their B‐B salespeople develop their skills in adaptive communication and closing as one means to improve sales performance.Originality/valueThe findings highlight the importance of salesperson experience and training in developing the skills that contribute to sales performance.

show abstract

“…For prospects in one of the other situations, where prospects already possess significant levels of information, conventional sales processes may neither be appropriate nor lead to desired outcomes. In these situations, salespeople are required to alter their opinions and beliefs as well as facilitate alternatives (Schurr et al, 1985). In effect, salespeople must illustrate, demonstrate and/or educate customers on how and why they are misinformed and/or mistaken.…”

Section: Customer Informedness and Information Misalignmentsmentioning

confidence: 99%

Adapting sales influence tactics in the information intensive era

Leach

Epler

Wang

2020

JBIM

View full text Add to dashboard Cite

Purpose This paper aims to explore the usage of selling influence tactics across prospective customers with differing information-related needs. Design/methodology/approach The research study uses an exploratory critical incident technique (CIT) methodology to identify and examine salesperson influence tactics. Findings This study identifies and explores the use of salesperson influence tactics across three information-based conditions often encountered by salespeople (i.e. information seeking customers, informed customers with information inaccuracies and informed customers making sub-optimal decisions). Regardless of condition, salespeople readily used non-coercive information exchange tactics. Whereas, recommendations and ingratiation tactics were applied by more effective salespeople when interacting with informed customers with information deficiencies. Furthermore, salespeople report executing less effectively with prospects with inaccurate preexisting information and with prospects making flawed or sub-optimal decisions. Research limitations/implications Findings illustrate the need for a renewed focus on salesperson influence tactics, the conditions under which they are effective, and how salespeople adapt their influence tactics to various situations. The exploratory nature of this study limits the generalizability of findings. Practical implications A framework of adaptive selling strategies is proposed to help tackle new challenges faced by B2B salespeople in today’s information intensive market. When interacting with more informed customers, pre-existing information is often inaccurate and incomplete. Thus, salespeople must assess and address these flaws and gaps and can adapt their influence strategies to do so effectively. Originality/value Industrial buyers today have virtually unlimited avenues to conduct extensive research and gain supplier information without the aid of interactions with salespeople. Thus, salespeople often enter sales interactions when their prospects have significantly more information than ever before. By examining salesperson influence techniques in selling situations that vary based on prospective customer preexisting knowledge, this research provides guidance on how selling may need to change in a more information intensive era.

show abstract

Effective selling approaches to buyers' objections

Cited by 11 publications

References 9 publications

When does salespeople’s customer orientation lead to customer loyalty? The differential effects of relational and functional customer orientation

When does salespeople’s customer orientation lead to customer loyalty? The differential effects of relational and functional customer orientation

Sales presentation skills and salesperson job performance

Adapting sales influence tactics in the information intensive era

Contact Info

Product

Resources

About