BCOS 186 Personal Selling and Salesmanship Solved Question Paper June 2026 for IGNOU B.Com (General), BSCG and BAG

Modern salesmanship, and the role and qualities of a modern salesman

Question 1: What do you understand by modern salesmanship? Describe the role and qualities of a modern salesman with the help of examples. (5 + 15)

Meaning of modern salesmanship

Salesmanship is the skill of persuading a prospect to buy a product or service that genuinely meets his or her needs, in a way that benefits both the buyer and the seller. It is the personal, face-to-face side of selling, where a trained salesperson explains, demonstrates and convinces.

Modern salesmanship goes a step further. The salesperson acts as a consultant who first studies the customer's problem and then offers the right solution, instead of pushing whatever stock the company wants to clear. The aim is a satisfied customer who buys again and refers others, so the long-term relationship matters more than one transaction.

Traditional salesmanship depended on pressure, a memorised pitch and a one-time sale. Modern salesmanship is customer-oriented, ethical and supported by data and digital tools such as CRM software, product catalogues shared on phone and video demonstrations.

Example: an insurance adviser who studies a young couple's income, home loan and goals before recommending a term plan is practising modern salesmanship. An agent who sells whichever policy pays him the highest commission is practising the old, product-pushing style.

Role of a modern salesman

1. Problem solver and consultant: he diagnoses the buyer's need before proposing a product. A salesperson from an industrial pump company, for instance, visits a client's factory, checks the water flow and pressure required and then recommends a specific model rather than the costliest one.
2. Relationship builder: he stays in touch after the sale through service reminders, follow-up calls and quick complaint resolution. A car showroom executive who calls the buyer before the first scheduled service keeps the customer loyal for the next purchase.
3. Link between the company and the market: he carries information about products, prices and schemes to customers, and brings back feedback on complaints, competitor offers and changing tastes. An FMCG representative who visits kirana stores every week reports which rival schemes are moving stock.
4. Demand creator: through demonstration he creates demand for new or unfamiliar products. A salesperson showing a water purifier's output test to families in a housing society turns a vague interest into an actual need.
5. Brand ambassador: for most customers the salesperson is the company. His honesty, dress and behaviour shape the brand's image, which is why banks train relationship managers in both product knowledge and conduct.
6. Adviser on use and after-sales service: he explains installation, correct use and maintenance, which reduces returns and complaints. A software sales engineer who helps a client's staff set up and learn a billing package is an example.
7. Collector of market intelligence and reporter: he records calls, orders and customer feedback in daily reports and CRM entries, which help the sales manager plan territories, targets and stock.
8. Coordinator: he works with the delivery, credit and service teams to keep the promises made to the customer. A B2B steel supplier's salesperson who tracks the dispatch schedule for a builder's order plays this role.

Qualities of a modern salesman

1. Physical qualities: good health, stamina for travel and long working hours, a neat appearance and a clear, pleasant voice. A medical representative who meets fifteen doctors a day needs all of them.
2. Mental qualities: alertness, imagination, a good memory for names and details, sharp observation and self-confidence. Noticing that a shopkeeper keeps glancing at a rival brand's display, and responding to it, needs this alertness.
3. Social qualities: courtesy, tact, cheerfulness, patience and the ability to mix easily with people of different backgrounds. A property adviser dealing with a whole family in one meeting has to balance everyone's views politely.
4. Character qualities: honesty, integrity, loyalty to the company and reliability. A modern salesman never overstates a product's benefits, because one false promise can end a long relationship and damage the company's name.
5. Knowledge: complete knowledge of the product, the company, competitors and the customer. A laptop salesperson who can explain processor, battery and warranty differences honestly wins more trust than one who reads from a brochure.
6. Communication and listening skills: the ability to explain simply and, more importantly, to listen. Listening reveals the buyer's real need and the real reason behind an objection.
7. Empathy and customer orientation: seeing the purchase from the buyer's side, for example suggesting a smaller, cheaper plan when a customer's budget is tight, even if the commission is lower.
8. Persistence and resilience: the ability to handle rejection and keep following up without becoming pushy. Most sales close only after several contacts.
9. Digital and analytical skills: comfort with CRM tools, video calls, social media and sales data. A modern salesman uses these to track leads, schedule follow-ups and prepare for each meeting.
10. Adaptability and self-motivation: willingness to learn new products and methods and to work towards targets without constant supervision, since most field salespeople work alone.

Conclusion: Modern salesmanship replaces pressure with problem solving. The modern salesman is a consultant, relationship manager and the company's face in the market, and his success rests on knowledge, honesty, listening and the smart use of technology. Firms that train salespeople this way gain loyal customers, repeat business and steady growth.

Factors affecting buyer behaviour

Question 2: Describe various factors affecting buyer behaviour with the help of suitable examples. (20)

Meaning of buyer behaviour

Buyer behaviour refers to the way individuals, families and organisations search for, evaluate, buy, use and dispose of goods and services. It explains why a person buys, what he buys, when, where, how often and from whom.

For a salesperson this understanding is essential. When he knows what drives a buyer, he can choose the right product, the right arguments and the right time to close. The factors affecting buyer behaviour are commonly grouped as cultural, social, personal, psychological and economic, with situational factors adding to them.

1. Cultural factors

1. Culture: the values, beliefs and customs a person learns while growing up. In India, many families buy gold or new vehicles on festivals such as Dhanteras and Akshaya Tritiya, so jewellers and car dealers plan special selling drives around these dates.
2. Subculture: smaller groups based on religion, region, language or food habits. A vegetarian household will reject a product that uses animal ingredients, so a salesperson for packaged foods must know which subculture he is serving.
3. Social class: groups based on income, education and occupation. Buyers in higher social classes often prefer premium brands and personal service, while value-conscious buyers look for durability and price, and the sales pitch has to change accordingly.

2. Social factors

1. Reference groups: friends, colleagues, online communities and opinion leaders whose views a buyer trusts. A college student often picks a smartphone model because friends use it, so a salesperson may mention what similar customers have chosen.
2. Family: the most important buying unit in India. A car purchase may involve the husband on budget, the wife on comfort and colour, and the children on features. A skilled salesperson addresses each member's interest during the showroom visit.
3. Roles and status: people buy products that reflect their position. A senior manager may choose a premium watch or business-class travel to match his role, and the salesperson highlights prestige rather than price.

3. Personal factors

1. Age and life-cycle stage: needs change over life. A newly married couple buys furniture and appliances, parents buy education plans, and retired people buy health cover. An insurance adviser recommends different plans at each stage.
2. Occupation: a building contractor needs a sturdy pickup vehicle and power tools, while a software professional looks for a light laptop and fast broadband. Knowing the occupation tells the salesperson which features matter.
3. Economic situation: income, savings, borrowing power and income expectations. A salaried employee who expects a promotion may buy a costlier car on EMI, while a person facing uncertain income postpones big purchases.
4. Lifestyle, personality and self-concept: a fitness-focused buyer spends on gym gear and health foods, while a confident, adventurous person may choose a bold car colour or a trekking holiday. Buyers pick brands that match how they see themselves.

4. Psychological factors

1. Motivation: the inner need that pushes a person to buy. Using Maslow's hierarchy, a buyer may seek safety through a home security system or esteem through a luxury brand. The salesperson identifies which need is active.
2. Perception: how a buyer selects and interprets information. Two people may see the same high price differently: one reads it as better quality, the other as poor value. The salesperson must shape perception through facts and demonstration.
3. Learning: behaviour changes through experience. A customer who received quick service from a brand is likely to buy it again, while one bad experience can turn him away for years.
4. Beliefs and attitudes: settled opinions about products and brands. If a buyer believes that a particular type of product breaks easily, the salesperson must correct that belief with proof such as warranties, test reports or user testimonials.

5. Economic and situational factors

1. Price and credit: the price relative to the buyer's budget, and the availability of EMIs or trade credit, strongly affect decisions on costly items such as two-wheelers and appliances.
2. Purchase situation: time pressure, the store atmosphere, the occasion and the salesperson's own behaviour. A buyer in a hurry wants a quick recommendation, while a first-time buyer of a complex product needs a patient demonstration.

6. Factors in organisational buying

When the buyer is a company, behaviour is shaped by environmental factors (economic conditions, government policy, technology), organisational factors (purchase policies, budgets, approval systems), interpersonal factors (the users, influencers, approvers and buyers in the buying centre) and individual factors (each member's experience and risk attitude).

Example: when a hospital buys diagnostic equipment, doctors judge technical quality, the finance team checks cost and the administrator checks service support. The salesperson has to satisfy each of them before an order is placed.

Conclusion: Buyer behaviour is shaped by a mix of cultural, social, personal, psychological and economic forces, and by the buying situation itself. A salesperson who reads these factors correctly can tailor his presentation, anticipate objections and close sales with far less resistance, while building the trust that brings repeat business.