2.4 NLP builds the rapport …
2.4.2 NLP model
Bandler and Grinder estimate that 35% of the people tend to be more visual. These people would play around with the different constructs in their mind and they are more likely to work well in seeing things. In effect, a brochure, a catalog, or a CD would be an ideal reference material for them.
Salespeople who can “read” these cues and respond to them immediately would have bigger chances of closing a sale. The visual customer would be very interested in seeing a product catalog or other relevant sales paraphernalia.
The human eye can be a good indicator of how one thinks. Bandler and Grinder have studied the relationship between the way people think and their eye movement.
All 3 modes of NLP have their eye movement cues and meanings to the following 3 tables to gain a better understanding of eye movement cues.
You can easily size-up the nonverbal expressions of your clients. All you need is a little practice familiarizing yourself with some of the most common gestures. Let us say, in presenting a quote to a client you would get feedback that your price is too high
or someone else have offered a much lower quote, pay attention to his body movements and facial expressions to validate his statements. Below is a list of some of the most common movements and their meanings.
Table 2-2：Visual cues tale
Visual Cues
Predicates Eye movement visual Characteristics See up right (thinking about maintains good eye contact Show the future) voice high-pitched, fast Bright up left (thinking about good with directions Picture the past) good visual memory Clear unfocused/staring
Look (synthesizing thoughts—
Envision converting words to images) View
Perceive Illustrate Highlight Focus Reflect Watch Preview Survey Perspective
Source: Kerry L. Johnson (1994)
(2) Auditory:
An auditory person is someone who listens to what is going on around him, and devises his strategy based on what he hears. People whose mental maps are primarily auditory make up about 25% of the population.
The auditory like use “tone”, “sounds”, “say”, “tell”, and “hear”. If you have good voice, you have good impression. The auditory mode person doesn’t like see the catalog,
The auditory person prefers to listen than to see things. He can easily be pleased with the use of tone and voice projection rather than pictures and literatures.
Table 2-3 auditory cues table
Auditory Cues
Predicates eye movements Auditory Characteristics Say side right (think about lower-pitched voice, Tell the future) rhythmic and smooth Tone side left (think about they try to sound good Static the past) like concerts and music Ring down left (synthesizing talk to themselves Sound thoughts—converting
Speak word to sound) Express
Mention Accent Resonate Remark Ask Inquire Hear Talk
Source: Kerry L. Johnson (1994)
(3) Kinesthetic (Feeling):
What would you like to accomplish today? What would come out of your mind as you hear Disneyland? Experiential marketing is considered as one of the best tools that can be applied to through an audience by way of sales presentation or product demonstration.
An anecdote help kinesthetic develop a quick feeling of trust. A good demonstrate also instantly give them high impression.
Table 2-4 kinesthetic cues table
Kinesthetic cues
Predicates Eye movement Kinesthetic Characteristic Feel down right (synthesizing feel hot or cold about you Grab thoughts— frequent pauses in
Touch converting words to conversation Handle feelings) like to touch people Rub gesture grab attention Grasp
Affect Impress Hit Suffer Tackle Pressure Know Intuit
Source: Kerry L. Johnson (1994)
NLP is one of the tools we can apply in trying to get through to a particular audience.
By carefully assessing the profile of a target, we can easily choose among the three alternatives stated above as a means to catch our prospect’s attention.
2.5 Rapport in Selling Process
“The sales encounter is much like a dance. Ideally, the two soon merge into a couple moving together in rapport”
Nickels (1983) The salespersons constant interaction with his prospect gives him the liberty to assess some of its peculiarities. He can make use of his four senses in carefully studying the body movement as well as voice and tone quality, breathing patterns, style of dressing to better familiarize himself with the personality of the target.
As the salesperson makes a prospective call he brings along three personalities -
with the target. One should be cautious of every movement he manifest regardless of weather it is verbal or nonverbal language and other cues that may seem important to the other party.
The selling process begins with simple conversation. In this initial stage, the salesperson tries to get a feeling of his clients’ mood and attempts to make a good impression by reading his clients actions and words.
Precision questions are also undoubtedly one of the most powerful tools for challenging the constraints that people create for themselves. You could get what you want from asking and arrange the image for your customers. These words could be paraphrase, key words, jargon, or same experience sharing. These help rapport building.
Asking questions to clarify things or to fish out information is another option that would help a salesman links up with the customer. Constant use of the other party’s jargon or by continually paraphrasing his lines would give customer the idea that you are paying a close attention to what he says.
Lastly, the use of body language is the easiest and most obvious technique to get through to the target. However, it should be very careful not to send to the wrong signal.
Figure 2-2：Buyer - Seller Interaction Mode Source ：By the author
Personal (internal) - Characteristics - Appearance - Non-verbal - Verbal
Company (external) - Product
- company
- visual - auditory - kinesthetic
Verbal &
Non-verbal action
Rapport Customer Feedback
Close deal Or get referrals
2.6 Factors Help Rapport
Rapport could help sellers to build instant understanding and agreement, that are very useful in the selling process. The top salespersons could effectively detect customers’ personality and modify themselves to meet customers’ requirement. Some salespersons can perform the skills professionally, but some can’t. Form the study of transfer of training , the researchers devote from internal and external factors that will influence the learners’ performance. (Huczynski ＆ Lewis，1980；Noe，1986；Baldwin
＆ Ford，1988；Tracy，1995；Xiao，1996). Some researchers (Tracey et al.，1995；
Factean et al.，1995） strength on the characteristics and company culture that help the learning behaviors. We integrate the studies and previous literatures to design the factors that help the rapport. The internal factors are characteristics, experience and knowledge.
On the other hand, the external factors are company culture, reputation and training.
2.7 The study factors review 2.7.1. Characteristics
Compared with the average annual turnover rate of 20% for all industries, the 5%
turnover rate of 3M Taiwan is impressive. This low turnover rate is not only due to the compensation package offered by 3M, but also to the emphasis that 3M places on recruiting the right people. 3M’s employees, otherwise known as 3Mers, have similar characteristics. One of senior 3Mers said they didn’t specifically highlight any trait in 3M, but the top management has similar characteristics. Salespeople are influenced in such environment. Of the diversified characteristics, the integrity is the most strongly impressed (3M Taiwan Forum).
There are a number of studies that focuses on successful characteristics of salespersons.
This research presents three sets of successful salesperson attributes that researchers have identified for top sellers.
Table 2-5：Characteristics of a superior Salesperson
Source：Amanda Ruth and Allen Wysocki, (2002)
2.7.2. Experience and Knowledge 1. Experience
Anderson (1982, 1983) proposed three stages of knowledge acquisition:
(1).the declarative stage (2).knowledge compilation (3).the procedural state
Harvard Business School(2002) Set1
Do not take “no” personally Possess empathy
Take 100% responsibility for result Above average ambition ,empathy and willpower and determination
intensely goal-oriented easily approach strangers Greenberg and Greenberg(1983) Set2
Empathy Ego drive Ego strength Patton and Sardar(2002) Set3
Job commitment
knowledge is converted into knowledge at the procedural stage through practicing alone or with an instructor.
Anderson’s skill acquisition model is consistent with expertise research. Glaser and Chi (1988) point out those experts excel mainly in their own domain and they perform quickly with little error.
Makoto’s (2000) study shows that the more experience people have, the stronger the relationship between knowledge and performance.
Generally, 3M Taiwan prefers an applicant who has some relevant sales experience in the same industry. Previous work experience is seen as a strength that minimizes the need for training to familiarize the salesperson with the industry or its products.
2 Knowledge
Empirical evidence shows that effective and ineffective salespeople have different knowledge bases (Leigh and McGraw, 1989; Weitz 1986). In selling, declarative knowledge provides a database for recognizing customer types, needs and the sales situation, whereas procedural knowledge indicates what type of selling method or strategies should be used in specific situations (Weitz et al. 1986)
Sujan et al. (1988) found that effective salespeople have richer and more interrelated knowledge structures about their customers than inefficient salespeople. Matsuo’s (2000) research shows that salespeople’s knowledge have major influences on their performance.
2.7.3. Company culture and reputation (1) Reputation
Levitt (1965), showed that
(I) a company’s reputation improves its sales force’s chance of getting a favorable first impression and an early adoption of the product. Corporate advertising builds-up the company’s reputation. This in turn, benefits sales representatives.
(ii) Sales representatives from well-known companies have a sight advantage over sales representatives from smaller companies.
(iii)Company reputation usually affects decision making, specifically if the perceived risk is high.
3M is known as a solution provider. Most of its customers see their sales representative as an agent that can resolve some of their concerns.
(2) Organization Culture︰
Culture is the set of value, norms guiding beliefs, and understanding that is shared by members of an organization and taught to new members as correct (Ducan 1989)
Company culture exist on two levels (Edgar, 1984)
(i) surface level: observable symbols, ceremonies, stories, slogans, behaviors, dress, physical settings
3M prefers to locate its offices in buildings that are less than 13-storeies high with a lot of open public spaces for employees to meet and interact. Furthermore, 3M prefers to be surrounded with trees. 3M sales representatives would shares a common space that promotes colleagues’ interaction and would encourage salespeople to do more field work. The company has a very flexible dress code that easily adapts to the industry or customer their targeting. Further, regular social gatherings such as family day, company outing are encouraged to further build camaraderie among its ranks.
(ii) Deep level: underlying values, assumptions, beliefs, attitudes, and feelings.
One 3M executive put it that way:
Our objective is first and foremost to have a steady flow of new products. Then, once we hit, we expect to dominate the niche, sometimes for only three or four years. During that stretch we price according to full value to the customer.
We’re providing a new tool that is some kind of a labor saver and we expect the market to pay what it is worth. Sure, we create an umbrella. But when others come them for share, we usually give in—that is, get out. Because by then we’re developing the next several generations of products for that market and others.
(Peters and Waterman, “in search of excellence”)
That vividly expresses 3M key success factors. 3M’s products are well received in the market which gives them profit to go on product development and the luxury to hire the best potential candidates in the field. The recycle factors help 3M lives over a century.
Besides, there are other important core values in the 3M
(a) Innovation: The innovative culture has helped 3M sustain the operations for more than a century. The 3M Company slogan is “innovation for you”. With this in mind, 3M has a high standard for performance and expect each person to be able to bring in the desired results at the end of the day. One of their division targets requires that at least 25% of its sales must be derived from products that did not exist five years ago.
(b). Close to customers: 3M encourages their representatives to spend more time with their customers. Most of the business has be handled by the customer services and distributors.
(c). Respect for employee: A 3M’s sales representative is not expected to report to the office unless he deems it is necessary. They have a strong honesty system that allows the salesperson to simply document his activities on a weekly basis and submit the weekly report (Table 2) to his supervisor for confirmation. The weekly- report is also the working plan which records the sellers schedule this week and encounter situation or opportunities last week.
Table 2-6 Sales representative weekly report
NAME YOUR
AREA CODE RANK CODE REASON(S) OF MAKING THE CALL SOURCE LEAD CLALL WITH #OF PEOPLE CALLED TYPE OF CUSTOMER/PROSPECT CALLED TYPE OF ORDER TAKEN #OF LINE ITEM #OF NEW ITEM ORDER HANDLE BY (DISTRIBUTOR, ETC/3M)
CUSTOMER NAME
(1)Sales Training are jointly conducted by the Human Resource Department and the Sales Department. Basic Selling is being facilitated by the Human Resources Department and Product Training is being conducted by the Sales Department. Most of the training modules come from 3M headquarters and training are conducted by senior managers.
(2)Activities: There are some activities or meetings conducted by some committees, like sales meeting, Star Club activities, family day and incentive trip… and so on, that are good motivators to communicate and stimulate the sales force efforts. Harrison and Janice’s (1984) study indicated that activities and ceremonies are the patterns of culture and evolve “we are one family of people who truly care about each other”.
selling, which gives inexperienced salespeople the opportunity to coach the skill of excellent salesperson.
(3) F.A.B and Demonstration: The F.A.B concept and demonstrating cultivate in every 3Mer’ mind. Sales representative also facilitate the selling by following a features, advantages and benefits (F.A.B). Feature describes physical characteristics of a products offering, such as tape color, material and thickness. Advantage describes why the features provide an advantage to the customers. Benefits describe the economic, technical, and service delivered by the offering. The tool and method effectively offer a formula for salesperson to approach the customers.
By demonstrating the demo kits, the sales effectively show the AIDA formula of gaining attention, holding interests, arousing desire and obtaining action.
Chapter Three Research Methodology
3.1 Research structure
The objective of this study is to find out the importance of factors that influence the rapport as experienced in personal selling. The identified factors shall be presented in two phases: personal factors which include characteristics, experience and knowledge;
organizational factors that include training, culture and reputation.
This chapter will establish the research framework, research variables and explain the methods used in analyzing the data.
Personal (internal) Company (external)
Figure 3-1：Research structure
Rapport
Training
Company culture &
reputation Experience &
knowledge
Characteristics
3.2 The research target and the data collection
The subject for this study was the 98 salesperson of 3M in Taiwan. 98 questionnaires were initially sent out and 58 copies were sent back. Among those that returned 4 were classified as invalid and 54 were considered for further testing. Overall response rate was at 59%.
3.3 Questionnaire design
Likert scale was used to gauge their level of importance with 5 as deemed very important and 1 not important at all.
Sex: Male and female
Marital status: single and married
Age: divided into 7 categories: (1) below 30 (2)30- 35 (3)35-40 (4)40-45 (5)45-50(6) 50-55(7) above 55
Seniority: (1) less than 3 years (2)3-6 years (3)6-9 years (4)9-12 years (5)12-15 (6)15-18 (7) more than 18
Educational level: (1) senior high school (2) college/University (3) master (4) PhD
We integrate the previous relevant study. Meanwhile, 16 salespersons from 3M were invited to a panel discussion to develop some insights in constructing the questionnaire.
The following tables express the reference.
Table 3-1：The Characteristics questionnaire references
Questionnaire Source
1)Humor sense helps rapport building Marks(1994);Ruth and Wysocki(2002) 2)Aggressive attitude helps rapport
building
3M salesmen(2006),
3)Integrity trait helps rapport building Hawes(1994);Milliman and Fugate(1988); Raelson(1990);
Rohrer(1985); Spitzer and Turner(1995);
Swan and Nolan(1985) Geoff Lancaster(2000);
4)Good discipline helps rapport building Gitomer(2000) 5)Independent trait helps rapport
building
3M Taiwan salesperson(2006)
6)Responsibility helps rapport building BASIS international(2002) 7)Personal relationship help rapport
building
Beatty et al.(1996);Bitner, Booms and Tetreault(1990)
8)Open minded helps rapport building Harrigan and Rosenthal(1983) 9)Passion for work and customers helps
rapport building
Jack Welch, “ Jack”(2001);
10)Positive attitude helps rapport building
3M Taiwan salesperson(2006)
11)Empathy helps rapport building Greenberg and Greenberg(1983) 12)Ambition helps rapport building Geoff Lancaster(1994)
13)Caring helps rapport building Geoff Lancaster(1994) 14)Curtness helps rapport building Beth & Vera(1990);Ford and
Etienne(1994)
Table 3-2：The Experience and Knowledge questionnaire references
questionnaire Source
1)Appearance help rapport building Geoff Lancaster(1994); Marks(1994) 2)Appearance helps rapport building Geoff Lancaster(1994); Marks(1994) 3)Smart and flexibility help rapport
building
3M Taiwan salesman(2006);DeCormier and Jobber(1993)
4)Gift helps rapport building 3M Taiwan salesmen(2006) 5)Product knowledge helps rapport
building
7)Team support help rapport building 3M Taiwan salesperson(2006) 8)Friendly body language helps
rapport building
Moine(1982);Nickels, Everett and Klein(1983);
Marks(1994);Johnson(1993);Marchetti(1996) 9)Calling name helps rapport building Moine(1982);DeCormier and Jackson(1998) 10)Good prologue help rapport
building
3M Taiwan handbook(2004) Marks(1994);
DeCormier and Jackson (1999) 11)Compliment customer and his firm
helps rapport building
DeCormier and Jackson (1998)
12)Communication skill helps rapport building
Geoff Lancaster(1994)
13)Arrange call in advance and on time
DeCormier and Jackson (1998)
14)Demonstrate skill help rapport building
Ruth and Wysocki(2002)
15)Don’t say “No” to customers help rapport building
Futrell(2004); Compbell, Davis(2006);
Harvard Business School(2002)
Table 3-3：The Culture questionnaire references
Questionnaire Source
1)Company’s reputation help rapport
2)Company’s image help rapport building
Kotler(2003); Peters and Waterman(1982)
3)Reward system help rapport building Peters and Waterman(1982); 野中郁次 郎 (Ikujiro Nonaka) and 清 澤 達 夫
Peters and Waterman,” in search of excellence”(1982); 3M website(2005) 6)Authorization helps rapport building Sardar and Patton(2002)
7)Customers talk with me the current commercial advertisement help rapport
3M Taiwan salesperson(2006)
8)Close to customer culture help rapport building
Peters and Waterman(1982); 野中郁次 郎 (Ikujiro Nonaka)and 清 澤 達 夫 (Kiyosawa Tatsuo )(1989)
9)Globalization helps rapport building 3M Taiwan salesperson(2006); Cullen &
Parboteeah(2005) 10)Good quality products help rapport 3M Taiwan salesperson 11)New products keep come to market
help rapport building
3M Taiwan salesperson; Peters and Waterman(1982)
12)Total solution helps rapport building 3M promotion video;3M handbook;3M Taiwan forum; 野 中 郁 次 郎 (Ikujiro
14)humane environment helps rapport building
3M Taiwan salesperson; 野 中 郁 次 郎 (Ikujiro Nonaka) and 清 澤 達 夫 (Kiyosawa Tatsuo )(1989)
Table 3-4：The Training questionnaire references
questionnaire source
1)Selling skill training(天龍八部) help rapport building
3M hand book(2006)
2)Supervisor behavior and remark help rapport building
3M Taiwan salesmen(2006)
3)Filed call with supervisor helps rapport building
3M handbook(2006) and 3M Taiwan salesmen(2006)
4)Colleague behavior and remark help rapport building
3M Taiwan salesperson(2006)
5)Sales Department conduct meeting help rapport building
3M Taiwan salesmen(2006)
6)HRM conduct training help rapport 3M Taiwan salesmen(2006) 7)Access environment and body
language help rapport building
Nickels, Everett, and Klein(1983);Decormier and Jobber(1993)
8)Technical engineer joining call help rapport building
3M Taiwan salesmen(2006)
9 Conducting seminar to customer helps rapport building
12)Active listening help rapport building Kerry L. Johnson(1994)
13)APEC Training help rapport building 3M website(2005), 3M Taiwan salesmen(2006)
14)Firm’s activities and ceremonies help rapport building
3M Taiwan website(2006), interview 3M Taiwan salesmen(2006);3M Taiwan Forum(2005);Harrison and Janice(1984) 15)Sales Group meeting and division
meeting help rapport building
3M forum(2005); 3M Taiwan salesmen(2006)
3-4 Data Analysis Methodology
In order to achieve the purposes of this research and test the hypotheses, SPSS 12.0 was used to help in analyzing the collected data. Data analysis were conducted as follows
3.4.1 Descriptive Statistic Analysis
To better understand the characteristics of each variable, descriptive statistic analysis has been used to illustrate the means, and standard deviation of each research variable.
3.4.2 Internal Consistency Analysis (Cronbach’s alpha)
Coefficient alpha (α) is a measure of squared correlation between observed scores and true scores. In other words, reliability is measured in terms of the ratio of true score variance to observed score variance. It can test the internal consistency of each factor.
According to Robinson and Shaver (1973), if α is greater than 0.7, it means that it has
According to Robinson and Shaver (1973), if α is greater than 0.7, it means that it has