The evolution of selling a study of historic and contemporary sales methods and attitudes

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The evolution of selling: a study of historic and contemporary sales methods and attitudes

Selling or rather, marketing has been one of the most crucial pillars of the business world. It goes without saying that no business can survive without selling or marketing. This is because of the crucial link between selling and the output of the business or rather the overall productivity of the business (Hood, 7). In essence, sales people are crucial differentiators of the competitive opportunities and the winning complex simply because at the center of every worthy business transaction is value and trust. However, it is worth noting that selling has undergone a tremendous evolution and change since the early times. In the past, a salesperson had the duty of building rapport, as well as communicating value. Of course, these are fundamentally the task of salespeople even in the contemporary market situation. However, contemporary salespeople must also have a clear insight and establish value; otherwise they would be replaced by the competition or even sales models that have lower costs than them. Marketing, or selling as an acknowledged profession has a brief but significant history that stems from an organization’s need to differentiate itself or set itself apart in the marketplace that has become considerably crowded (Hood, 12).

In quite a number of ways, the history of selling goes as far back as civilization itself. Since the time of Ancient Greece to the present, contemporary days, culture has always founded its selling and trading on communication so as to move goods and services at a faster pace than the competitors. This may be summarized as the survival for the fittest, where every person tries to outshine others (Hood, 78). This is the central concept in selling and marketing.

However, it is worth noting that most of the philosophies that are currently known are rooted in the developments and techniques of the industrial revolution period (Fix, 46). This was the period when mass production of goods especially industrial goods combined with impressive strides or advancements in technology and transportation underlined the fact that business people needed more creative and better strategies that there existed, especially as far as movement of products is concerned (Fix, 45). Most of the nations were applying laws that hindered monopoly, which then created a problem as to how one businessperson could sell something while his or her competitor was producing the same thing. This scenario, therefore, created the gap that was filled by salespeople and marketers, giving birth to the official birth of selling (Ingram et al, 22).

The history of selling is, therefore, rooted from centuries ago when the first world merchants crisscrossed the world with galleons carrying their merchandise to varied parts of the globe. It is worth noting that the battering of merchandise was their system of business trade until the entry of money later. In this trade, people would exchange items and merchandise in line with the convenience of both parties via negotiation (Schmidt, 39). After the entry of marketers of salespeople during the industrial revolution, corporations became aware of the importance of individuals who would study the consumer trends and markets, while considering their behavior patterns. These people would use this information to make certain steps that would enhance the competitiveness of the businesses in the marketplace. What had begun as a resource that determined the things that organizations produced has been modified into a science that manages or determines why, how much and when a certain product should be manufactured, as well as where it should be sold. Companies, therefore, moved from inward thinking to outward thinking. It is worth noting that, as much as professional selling has undergone tremendous evolution many people and businesses continue to operate with the practices and methodologies belonging in the last century (Schmidt, 56).

There exists a number of stages in the history of selling.

First, there was the trade era, where production mainly involved handmade goods and products that were limited and traded via exploration. Second, there was the production orientation era. This was during the industrial age when there was a severe scarcity of goods, in which case business mainly focused on manufacturing (Ingram et al, 39). During this time, someone would always want to purchase something as long as there was an individual who was producing. It is worth noting that the orientation became popular thanks to the shortages that were experienced in the market. This is the basis of the notion that supply would always establish its own demand (Ingram et al, 56).

Third, there was the sales orientation era that followed the industrial revolution. It is worth noting that the industrial revolution led to mass production of goods, which triggered a tremendous competition 24. This altered the focus to selling and marketing. In essence, branding, sales and marketing became a crucial foundation or pillar as output was more than the demand, in which case companies were always competing for customers. This is the time when the insurance industry coined the terms “farmer” and “hunter”. The term “hunter” was used to describe the producers or individuals who were involved in writing new business. The term “farmer”, on the other hand, was used to describe the collectors or individuals who were involved in the collection of weekly premiums (Petrovsky, 34).

Fourth, there was the Marketing orientation era. This is the period after the 2nd World War or during the second half of the 20th century. Companies and manufacturers had saturated the markets leading companies to give marketers the opportunity to operate on a relatively more strategic level than they were doing in the past (Friedman and Friedman, 29). These professionals had a profound knowledge of consumers or customers and were, therefore, in the companies’ production, the pricing strategies, as well as the distribution channels. These motivated employees within organizations to gain marketing knowledge, which essentially set the platform on which clients would obtain the general brand experience. It is at this time that modern corporate selling started taking shape with two forces combining to modify the sales industry (Friedman and Friedman, 49). These were methodology and psychology, which conjoined to become apparent in a five-step method, which worked when selling basic commodity services and products in short sales-cycle environments. This process is described using the acronym AIDCA (Attention, Interest, Desire, Conviction and Action), which shows how a seller would work via the five steps so as to safeguard a buying commitment. The methodology is most effective in the direct consumer, retail and commodity selling but is ineffective in addressing strategy and complexity. It is worth noting that some businesses still use this style of selling even in complex sales environment. In this method, attention is grabbed through the incorporation of sizzle, while interest is aroused through benefits and features. Desire is triggered through connecting attention and intention to the wants and needs, while Conviction must come from the seller by overcoming objections. All these should trigger action from the buyer, which essentially involves the act of assertively and actively closing for commitment (Friedman and Friedman, 78). As much as the 60’s and 70’s saw the enhancement of the sophistication of psychological techniques, the approach was fundamentally one of manipulating the sales, as well as persuading the prospect. This period saw a tremendous emphasis on charisma and personality with an enhanced analysis of success’ statistical aspects as the only significant element that was added to the practice (Gough, 59). In the 70’s complex selling had varied problems, in which case AIDCA was replaced with Features, Advantages and Benefits (FAB). This implied that sales people were deficient of real power, thanks to the bottom-up approach. Effective sales management was underlined by disciplines in sales-process inputs, with salespeople concentrating on passing the message as to the features as benefits. It is worth noting, however, professional buyers had become more sophisticated and better educate and never responded favorably to manipulative and clumsy selling behaviors (Gough, 49).

Fifth, there was the relationship marketing era. During this era, companies shifted their focus towards establishing and building customer loyalty, as well as developing relationships with their existing clients (Clay, 46). Scholars had emphasized on the importance of establishing bonds, especially since the cost of attracting or obtaining a new customer was estimated to be almost or over five times the cost of sustaining a current customer. In essence, large corporations recognized the fact that the sales techniques that used to be effective in the past were becoming barriers to their success, especially in complex environments (Clay, 47). This triggered a change in the way they managed their procurement processes and established buying techniques, which that were designed to promote supplier competition and eliminate charismatic and cunning salespeople. In this era, it was recognized that aggression emanating from the salespeople created defensiveness in the customer, while understanding and trust created cooperation. The new trend was pronounced in the 90’s and concentrated on subconsciously establishing influence and trust with other people. However, even with the revolutionary approach, a large number of salespeople continued operating below the levels of real power with many of them persisting with their function, feature, advantages and benefit mantras (Clay, 67).

Most of the successful salespeople are today seen as problem solvers with comprehensive expertise in certain domains (Gilbreath, 67). They would not violate their professional integrity and personal values by trying to convince individuals to purchase things that they do not genuinely need. They invest their time in the right people while gathering the appropriate information using the right questions. They are genuinely interested in the customers and, therefore, strive to obtain a full understanding of the needs and implications. This is known as value-based selling, which is different from FAB and AIDCA methods (Gilbreath, 89). It is worth noting that, buyers defined the relationship they have with the salespeople as the method of reaching a progressive agreement pertaining to the purchase of any product that they want and can afford. In essence, the customer-centric model underlines the salesperson’s role as fully understanding the requirements of the customer, as well as the conditions that underline complete satisfaction (Weitz and Wensley, 75). The salespeople then validate the appropriateness of things to be supplied to meet the needs of the customer. Value-based selling was established from the 90’s to the current times, which many scholars have dubbed the social marketing era. This era focuses on social interaction, as well as real-time connection with the clients. Engagement with customers has been acknowledged as a critical factor to success, in which case businesses are always connected to potential and current customers. It goes without saying that, selling techniques and methods, as well as attitudes, will continue to change as a society, the production levels and communication channels are changed (Weitz and Wensley, 78).

In conclusion, selling or marketing has always been a crucial pillar to the success of any business. It is worth noting, however, that marketing dates as far back as the beginning of civilization. This was a time when merchants used to carry out barter trade with people exchanging items in line with their convenience. Before the industrial revolution (1780-1850), many manufacturers produced simply because there was a ready demand for the products. However, the period of the industrial revolution saw an increase in production leading to competition for customers. It is at this time that the importance of marketers was acknowledged. Most companies used marketers to study the behavior of customers and come up with appropriate strategies of increasing the sales. In this period, branding, sales and marketing became a crucial foundation or pillar as output was more than the demand, in which case companies were always competing for customers. The period after World War II saw the incorporation of AIDCA (Attention, Interest, Desire, Conviction and Action), which was later replaced with FAB (Features, Advantages and Benefits). This was, however, replaced with customer-centric models, where salespeople mainly focus on building relationships with the customers, both potential and current, so as to gain their trust and understanding.

Works cited

Schmidt, Leigh Eric. Consumer Rites: The Buying and Selling of American Holidays. New York: Princeton University Press, 1997. Print

Ingram, Thomas N, LaForge, Avila, Schwepker, and Williams Michael. Professional Selling: A Trust-Based Approach. New York: Cengage Learning, 2007. Print

Hood, John McDonald. Selling the Dream: Why Advertising Is Good Business. New York: Greenwood Publishing Group, 2005. Print

Petrovsky, Adam. Evolutionary Selling: The Overriding Principle. New York: Hillcrest Publishing Group, 2009. Print

Fix, William R. The bone peddlers: selling evolution. London: Macmillan, 1984. Print

Friedman, Walter A and Friedman, Walter A. Birth of a Salesman: The Transformation of Selling in America. Harvard: Harvard University Press, 2005. Print

Gough, Leo. FMCG Selling. New York: John Wiley & Sons, Jan 16, 2004. Print

Clay, Brett. Selling Change: 101+ Secrets for Growing Sales by Leading Change. London: Greenleaf Book Group, 2010. Print

Gilbreath, Bob. The Next Evolution of Marketing: Connect with Your Customers by Marketing with Meaning. New York: McGraw-Hill Professional, 2009. Print

Weitz, Barton A and Wensley, Robin. Handbook of Marketing. New York: SAGE, 2002. Print