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STYLES OF BEHAVIOUR
Identifying the client’s style of behaviour and matching this style
is the roadsign paving the salesman’s future long-term collaboration strategy with the client.
The knowledge of one’s own and the client’s style of behaviour is setting the salesman’s direction and action strategy to the greatest extent. This knowledge allows to understand differences in client’s behaviour, promotes effective communication with persons having diverse behavioural styles and, most importantly, helps in accommodating one’s style of behaviour to the client’s.
The diverse styles of behaviour mean different motivation to act and different client needs and it is crucial for the sales process to recognise and stand up to them.
Usually the theories dating back from the antiquity to Carl Gustav Jung’s theories describing a human psyche in form of interlinked and polarised energies are the key to understanding the client’s behaviours during training. The styles of personalities themselves do not faithfully reflect buying behaviours and motivations of clients in their environment and surroundings. In addition, styles of personalities do not show changes in behaviour over time, due to experience, knowledge and emotions, thus, they do not always convey the genuine reasons of clients’ behaviour and, importantly, do not mirror such behaviours over time. For this reason, the styles of behaviours themselves as unchangeable and constant over time are of little use in the sales process.
Clients are broken down into four groups according to their styles of behaviour, showing their relations towards the environment and their attitude towards others from their surroundings.
The basic types of behaviour include: advisor, leader, organiser, and observer.
This classification considers both the needs and motivations of the specific behaviours and sort them according to the manner and the reasons for taking the decision. The internal area is the area subject to changes due to time, experience, knowledge and emotions. Such identification of the behaviour styles is also reflecting their change process, therefore, it is essential to bring up to date the behaviours that have already been identified.
The knowledge of one’s own and the client’s style of behaviour is setting the salesman’s direction and action strategy to the greatest extent. This knowledge allows to understand differences in client’s behaviour, promotes effective communication with persons having diverse behavioural styles and, most importantly, helps in accommodating one’s style of behaviour to the client’s.
The diverse styles of behaviour mean different motivation to act and different client needs and it is crucial for the sales process to recognise and stand up to them.
Usually the theories dating back from the antiquity to Carl Gustav Jung’s theories describing a human psyche in form of interlinked and polarised energies are the key to understanding the client’s behaviours during training. The styles of personalities themselves do not faithfully reflect buying behaviours and motivations of clients in their environment and surroundings. In addition, styles of personalities do not show changes in behaviour over time, due to experience, knowledge and emotions, thus, they do not always convey the genuine reasons of clients’ behaviour and, importantly, do not mirror such behaviours over time. For this reason, the styles of behaviours themselves as unchangeable and constant over time are of little use in the sales process.
Clients are broken down into four groups according to their styles of behaviour, showing their relations towards the environment and their attitude towards others from their surroundings.
The basic types of behaviour include: advisor, leader, organiser, and observer.
This classification considers both the needs and motivations of the specific behaviours and sort them according to the manner and the reasons for taking the decision. The internal area is the area subject to changes due to time, experience, knowledge and emotions. Such identification of the behaviour styles is also reflecting their change process, therefore, it is essential to bring up to date the behaviours that have already been identified.
AGREEMENT® SYSTEM PRINCIPLES
HARMONY
Product, market and sales knowledge cohesive with one’s own system of values combined with
activeness and involvement ensure sales performance.
DECISION
A salesperson’s motivation plus his or her knowledge forms a basis for taking an
informed decision to be a salesperson. The successful decision.
SALES PROCESSY
Selling is the constant process of recognising and satisfying the client's
demands through an informed and fair exchange of values.
COOPERATION
Customer service and cooperation during the contract is the best opportunity to reinforce
the quality of the offer and the salesperson’s credibility.
SALES BOOST
Sales based on an informed and fair exchange of values, with the prior recognition of
the client’s demands translates into improved standard and quality of business
partnership.
A dolphin is not using much more energy when flowing with its maximum speed as when flowing freely.