Distribution
Direct and Indirect Selling Channels
Types of Intermediaries: Direct Channel
Types of Intermediaries: Indirect Channel
Channel Development
Channel Adaptation
Channel Decisions
Marketing of Industrial Product also called:(B2B)
Definition
Differences Between B2B and B2C
• Products/Services being marketed
• Nature of demand
• How the customer buys
• Communication process
• Economic/Financial factors
• Relationship Marketing
Marketing of Services
What is a service?
Difference between goods and services
Intangibility Inseparability, Heterogeneity and Perishability
Services -
Business Services, Health Services, Professional Services and
Hospitality Services
• The role of marketing in a service firm
Sales and Field Force Management
• Sales Management defined
• Task and goals of the sales
• Sales Management Model
• Sales Management Trends
• Transaction Selling vs Relationship Selling
• Recruiting and Managing the field team
• Time and Territory Management
Personal Selling
The most important promotional tool in B2B marketing
Transaction/relationship is often too complex to consummate without personal interaction between marketer and buyer.
Boundary Spanner
Customers are sophisticated and you need a long-term relationship to be successful.
B2B sales cost more than B2C selling
2. Agenda
Distribution Sales and Field Force
Direct and Indirect Selling Management
Channels Task and goals of the sales
Types of Intermediaries: Sales Management Models &
Direct Channel Trends
Types of Intermediaries: Transaction Selling vs
Indirect Channel Relationship Selling
Channel Development Time and Territory
Channel Adaptation Management
Channel Decisions Personal Selling
Marketing of Industrial The most important
Product also called:(B2B) promotional tool in B2B
marketing
Differences Between B2B and
B2C Importance of interaction
Marketing of Services B2B sales cost more than B2C
selling?
The role of marketing in a
service firm
4. What is the need for a Marketing Channel?
Many producers lack the financial resources to carry
out direct marketing
In some cases direct marketing simply is not feasible
Producers who do establish their own channels can
often earn a greater return by increasing their
investment in their main business
5. Role of Intermediaries
Greater efficiency in making goods available to
target markets.
Intermediaries provide
Contacts
Experience
Specialization
Scale of operation
Match supply and demand
6. What does a channel do?
Key functions include:
Gather information about potential and current customers,
competitors, and others
Develop and disseminate persuasive communications to
stimulate purchasing
Reach agreements on price and other terms so that transfer of
ownership or possession can be effected
Place orders with manufacturers
Acquire funds to finance inventories at different levels in the
marketing channel
Assume risk connected with carrying out channel work
Provide for the successive storage and movement of physical
products
Oversee actual transfer of ownership from one organization or
person to another
7. What does a channel do?
Breaking bulk
Reduce number of transactions and create bulk for
transport
Accessibility to markets
Provide specialist support service
M C M C
M C C
M I
M C M C
8. Channel intermediaries - Wholesalers
Break down ‘bulk’
buys from producers and sell small quantities to retailers
Provides storage facilities
reduces contact cost between producer and consumer
Wholesaler takes some of the marketing
responsibility e.g sales force, promotions
9. Wholesaling
Selling and promoting
Buying and assortment building
Bulk breaking
Warehousing
Transportation
Financing
Risk bearing
Market information
Management services and counseling
11. Channel intermediaries - Agents
Mainly used in international markets
Commission agent - does not take title of the goods.
Secures orders.
Stockist agent - hold ‘consignment’ stock
Control is difficult due to cultural differences
Training, motivation, etc are expensive
12. Channel intermediaries - Retailer
Much stronger personal relationship with the
consumer
Hold a variety of products
Offer consumers credit
Promote and merchandise products
Price the final product
Build retailer ‘brand’ in the high street
13. Types of Retailers
Specialty Store:
Narrow product line with a deep assortment.
Department Store
Several product lines with each line operated as a separate department
Supermarket
Relatively large, low-cost, low-margin, high volume, selfservice operation
Convenience Store
Relatively small store located near residential area
Nonstore retailing
Categories of nonstore retailing
Direct selling
Direct marketing
Telemarketing
Television direct-response marketing
Electronic shopping
Automatic vending
Buying service
Corporate Retailing
14. Retailing
Marketing Decisions
Target Market
Product Assortment and Procurement
Breadth
Depth
Product-differentiation Strategy Possibilities
Feature exclusive national brands that are not available at competing
retailers
Feature mostly private branded merchandise
Feature blockbuster distinctive merchandise events
Feature surprise or ever-changing merchandise
Feature the latest or newest merchandise first
Offer merchandise customizing services
Offer a highly targeted assortment
15. Channel intermediaries - Internet
Sell to a geographically disperse market
Able to target and focus on specific segments
Relatively low set-up costs
Use of e-commerce technology (for payment,
shopping software, etc)
Paradigm shift in commerce and consumption
16. Six basic channel decisions
Direct or indirect channels
Single or multiple channels
Length of channel
Types of intermediaries
Number of intermediaries at each level
Which intermediaries? Avoid intrachannel conflict
18. Channel-Design Decisions
Analyzing Consumer Service Needs
Analyzing Consumer Service Needs
Setting Channel Objectives & Constraints
Setting Channel Objectives & Constraints
Identifying Major Alternatives
Identifying Major Alternatives
Intensive
Intensive Selective
Selective Exclusive
Exclusive
Distribution
Distribution Distribution
Distribution Distribution
Distribution
Evaluating the Major Alternatives
Evaluating the Major Alternatives
20. Channel Strategy
•Market factors •Intensive distribution •Conventional channels
•Buyer behavior, •use of all available markets •Independence of channel
geographical concentration (e.g. cigarettes) members, little or no control
of customers •Selective distribution (e.g. pricing, brand image)
•Producer factors •use of a limited number of •Franchise operation
•Available resources outlets in a geographical •Legal contract in which
product mix offered area (e.g. computers) producer and channel
•Product factors •Exclusive distribution intermediaries agree each a
•Product size, bulky or •only one intermediary is member’s rights and
difficult to handle? used in a geographic area obligations
•Competitive factors (e.g. cars sold by only one •Channel ownership
•Competitor’s control over dealer in each town) •By purchasing retail outlets,
traditional distribution producers control their
channels) purchasing, production and
marketing activities
22. Channel Behavior and Conflict
The channel will be most effective when:
Each member is assigned tasks it can do best.
All members cooperate to attain overall channel goals and
satisfy the target market.
Focus on individual goals leads to conflict
Horizontal Conflict occurs among firms at the same level of the
channel.
Vertical Conflict occurs between different levels of the same
channel.
24. Logistics
Involves entire supply chain
Increasing importance of logistics
Effective logistics is becoming a key to winning and keeping
customers
Logistics is a major cost element for most companies
The explosion in product variety has created a need for
improved logistics management
Information technology has created opportunities for major
gains in distribution efficiency
25. Goals of Logistics system
Provide a Targeted Level of Customer Service at
the Least Cost.
Maximize Profits, Not Sales.
Higher Distribution Costs/ Higher
Customer Service Levels
Lower Distribution Costs/ Lower
Customer Service Levels
27. Transportation Modes
Rail
Rail
Nation’s largest carrier, cost-effective
Nation’s largest carrier, cost-effective
for shipping bulk products, piggyback
for shipping bulk products, piggyback
Truck
Truck
Flexible in routing & time schedules, efficient
Flexible in routing & time schedules, efficient
for short-hauls of high value goods
for short-hauls of high value goods
Water
Water
Low cost for shipping bulky, low-value
Low cost for shipping bulky, low-value
goods, slowest form
goods, slowest form
Pipeline
Pipeline
Ship petroleum, natural gas, and chemicals
Ship petroleum, natural gas, and chemicals
from sources to markets
from sources to markets
Air
Air
High cost, ideal when speed is needed or to
High cost, ideal when speed is needed or to
ship high-value, low-bulk items
ship high-value, low-bulk items
28. Selection consideration
Market segment - must know the specific
segment and target customer
Changes during plc - different channels are
exploited at various stages of plc
Producer-distributor fit - their policies,
strategies and image
Qualification assessment - experience and
track record must be established
Distributor training and support
30. What Is Marketing?
The process of planning and executing the
conception (product), pricing, promotion, and
distribution of ideas, goods, and services to create
relationships that satisfy individual and
organizational objectives.”
31. BUSINESS MARKETING
Marketing of Goods & Services to
Companies
Government Bodies
Institutions (ex: hospitals)
Non-Profit Organizations (ex”:CRY)
For use in producing their products and / or to
facilitate their operations
32. What Distinguishes B2B from B2C?
B2B: Goods or services are sold for any use other
than personal consumption
Note: It is not the nature of the product; it is the
reason for the transaction.
33. B2B versus B2C Marketing
B2C=Business-to-Consumer Market= businesses sell
products and services to consumers for household or
personal use
B2B=Business-to-Business Market= businesses sell
products and services to other businesses for use in
their daily operations or for making other products
and services
35. B2B or B2C?
An individual buys MRF tyres for his 5 year old car
Maruti buys MRF tyres for their new model of car
being launched in 2 months.
Your office buys Kinley water from Coca-Cola for the
pantry
You start a playschool and buy travel cots for use in
the school premises.
36. B2B versus B2C Marketing
Characteristic B2B Market B2C Market
Sales volume Greater Smaller
Purchase volume Greater Smaller
Number of buyers Fewer Many
Size of individual buyers Larger Smaller
Location of buyers Concentrated Diffuse
Buyer-seller relationship Closer More Impersonal
Nature of channel More direct Less direct
Buying influences Multiple Single/Multiple
Type of negotiations More complex Simpler
Use of reciprocity Yes No
Use of leasing Greater Less
Key promotion method Personal Selling Advertising
37. B2B And Demand
DERIVED DEMAND
The demand for a company’s products comes from (derived)
the demand for their customer’s products.
Most demand comes from consumers.
JOINT DEMAND
Two products are used together and demanded together –
Both products are consumed at the same time
Demand
Inelastic Volatile
38. Major Uses of B2B Products
For additional production (e.g., components are
combined into subassemblies and become part of the
finished product)
For use in operations, but not part of the finished
product
For resale
39. Classifying Business Goods & Services
3 Main Categories of Products
Entering Goods
Become part of the finished product
Cost assigned to the manufacturing process
Foundation Goods
Capital Items
Typically depreciated over time
Facilitating Products
Support organizational operations
Handled as overhead expenses
40. Classifying Business Goods & Services
Entering Goods
Raw Materials
Farm products & natural products
Only processed as necessary for handling & transport
Require extensive processing
Manufactured Materials & Parts
Any product that has undergone extensive processing prior to
purchase
Component Materials require additional processing
Component Parts generally do not require additional
processing
41. Classifying Business Goods & Services
Foundation Goods
Installations
Major long-term investment items
Buildings, land, fixed equipment, etc.
Accessory Equipment
Less expensive & short-lived
Not considered part of fixed plant
Portable tools, PC’s, etc.
42. Classifying Business Goods & Services
Facilitating Products
Supplies
Any supplies necessary to maintain the organization’s
operations
Services
Maintenance & Repair support
Advisory support
Logistical support
43. Categories of B2B Customers
Commercial enterprises
Indirect channel members and facilitators
OEMs (original equipment manufacturers)
Users = customers
Governmental organizations
Institutions
44. Characteristics of B2B customers
There are fewer customers and they require
dependable relationships and a high level of service.
Marketing tends to be done by personal selling ( one-
on-one) calls to the customer.
Specialized media such as trade journals, sales
brochures, web sites, trade shows are used rather
than traditional mass media.
45. Considerations of B2B Buyers
Buyers must purchase according to a set of
purchasing specifications
Focus on Quality (including certifications like ISO)
Total costs to purchase and use
Reliability
Value in use
Savings possible via e-commerce
47. The “Buying Center”
Business purchases often involve multiple influence
"Buying center"—all people who participate in or
influence a particular purchase
Buying center varies from purchase to purchase
Does not appear on the "organizational chart"
Structure may be formal or informal
52. “There are no such thing as service
industry. There are only industries
whose service components are greater
or less than those of other industries.
Everybody is in service.”
-Theodore Levitt
53. What is a service?
It is intangible.
It does not result in ownership.
It may or may not be attached with a physical
product
54. Physical goods Vs services
Physical goods Services
Tangible intangible
Homogeneous heterogeneous
Production and distribution are separated Production, distribution and consumption
from consumption are simultaneous processes
A thing An activity or process
Core value processed in factory Core value produced in the buyer-seller
interaction
Customers do not participate in the Customers participate in production
production process
Can be kept in stock Cannot be kept in stock
Transfer of ownership No transfer of ownership
55. Products also have a service component
Equipment based
People based – varying skill levels
56. Most products have a service component
They could be
Equipment based
People based – varying skill levels
60. Managing Service quality
Gap between
management perceptions and consumer expectations
management perceptions and service quality specifications
service quality specifications and service delivery
service delivery and external communication
expected service and perceived service
61. Determinants of service quality
Reliability – delivering on promises
Responsiveness – willing to help
Assurance – inspiring trust and confidence
Empathy – individualising customers
Tangibles- physical representation
62. Moments of truth
It is the customer – service encounter
Every positive or negative experience of the
consumer would have fall-out on the overall service
experience
In services, the last experience remains
uppermost in the consumer’s mind.
Therefore, it is not enough to be good,
you have to be consistently good.
64. Customer Satisfaction
Their satisfaction will be influenced by:
Encounters with service personnel
Appearance and features of service facilities – exterior and
interior
Interactions with self service equipment
Characteristics and behaviour of other customers
Expectations
Desired Service – the ‘wished for’ service
Adequate Service – the service that would be acceptable
Zone of Tolerance - Difference between the desired
service and the adequate service
66. Recovery
Don’t Do
Ignore customer Acknowledge problem
Blame customer Explain causes
Leave customer to fend Apologise
for himself Compensate/upgrade
Downgrade Lay out options
Act as if nothing is Take responsibility
wrong
‘pass the buck’
67. Adaptability
Don’t Do
Promise and fail to Recognise the
keep them seriousness
Show unwillingness to Acknowledge
try Anticipate
Embarrass the Accommodate
customer Adjust
Laugh at the customer
Explain rules/policies
Avoid responsibility
68. Spontaneity
Don’t Do
Exhibit impatience Take time
Yell/laugh/swear Be attentive
Steal from customers Anticipate needs
Discriminate Listen
Ignore Provide information
Show empathy
69. Coping
Don’t Do
Take customer’s Listen
dissatisfaction Try to accommodate
personally Explain
Let customer’s
Let go of the customer
dissatisfaction affect
others
71. Customer complaints
It pays to resolve customer complaints
On an average only 5 % dissatisfied customers
complain. Others simply go over to the competitor
A satisfied consumer speaks to an average of 3
people on his her experience
A dissatisfied consumer gripes to on an average 11
persons about his/her unpleasant experience
73. Personal Selling?
Personal selling involves oral conversations, either
by telephone or face-to-face, between salespersons
and prospective customers.
Roles:
Identifying decision makers, decision processes, and qualified
buyers
Promoting to corporate, travel trade, and other groups
Generating increased sales at the point of purchase
Providing detailed and up-to-date information to the travel
trade
Maintaining a personal relationship with key clients
Gathering information on competitors’ promotions
75. Steps in the Sales Process
Prospecting and qualifying Handling objections and
prospective customers: questions:
Blind prospecting
Restate the objection
Cold calling or canvassing
Sales blitz
“Agree and neutralize”
Lead prospecting tactic
Preplanning prior to sales Closing the sale.
calls: Verbal closing clues
Pre-approach
Non-verbal closing clues
The approach
Presenting and Following up after
demonstrating services: closing the sale.
Sales presentation
Demonstration
78. Sales Management
Definition:
Sales management is the management of the sales force and
personal selling efforts to achieve desired sales objectives.
Functions
Sales-force staffing and operations
Sales planning
Sales performance evaluation
79. Sales Management…
Managing Sales Force
Offering Sales Training
Managing Channel partners
Managing Direct sales
Managing Sales Promotion
Managing Sales Territories
Managing Sales Targets
82. Designing the Sales Force
Types of Sales Representatives
Deliverer
Order taker
Missionary
Technician
Demand creator
Solution vendor
83. Designing the Sales Force
Objectives
Sales volume and
Steps in Process profitability
Customer satisfaction
Strategy
Objectives and
Account manager
strategy Type of sales force
Structure Direct (company) or
contractual
Sales force size
Compensation
84. Designing the Sales Force
Types of sales force
Steps in Process structures:
Territorial
Objectives and Product
strategy Market
Structure Complex
Sales force size Key accounts
Compensation
85. Designing the Sales Force
Steps in Process Workload approach:
Group customers by
volume
Objectives and Establish call frequencies
strategy Calculate total yearly sales
call workload
Structure Calculate average number
Sales force size of calls/year
Calculate number of sales
Compensation representatives
86. Designing the Sales Force
Steps in Process Four components of
compensation:
Fixed amount
Objectives and Variable amount
strategy Expense allowances
Structure Benefits
Compensation plans
Sales force size Straight salary
Compensation Straight commission
Combination
87. Managing the Sales Force
Steps in Sales Force Management
Recruitment and selection
Training
Supervising
Motivating
Evaluating
88. Managing the Sales Force - Recruiting
Recruiting begins with the development of selection
criteria
Customer desired traits
Traits common to successful sales representatives
Selection criteria are publicized
Various selection procedures are used to evaluate
candidates
89. Managing the Sales Force - Training
Training topics include:
Company background, products
Customer characteristics
Competitors’ products
Sales presentation techniques
Procedures and responsibilities
Training time needed and training method used vary
with task complexity
90. Managing the Sales Force - Evaluating
Successful firms have procedures to aid in evaluating
the sales force:
Norms for customer calls
Norms for prospect calls
Using sales time efficiently
Tools include configurator software, time-and-duty analysis,
greater emphasis on phone and Internet usage, greater reliance on
inside sales force
91. Managing the Sales Force - Motivating
Motivating the Sales Force
Most valued rewards
Pay, promotion, personal growth, sense of accomplishment
Least valued rewards
Liking and respect, security, recognition
Sales quotas as motivation tools
Supplementary motivators
92. Managing the Sales Force - Evaluating
Evaluating the Sales Force
Sources of information
Sales or call reports, personal observation, customer letters and
complaints, customer surveys, other representatives
Formal evaluation
Performance comparisons
Knowledge assessments
93. Personal Selling Principles
Sales-oriented approach
Major Aspects Stresses high pressure
techniques
Sales Customer-oriented
approach
professionalism Stresses customer
Negotiation problem solving
Steps in industrial selling
Relationship process
marketing
94. Personal Selling Principles
Reps need skills for
Major Aspects
effective negotiation
Negotiation is useful
Sales
when certain factors
professionalism characterize the sale
Negotiation Negotiation strategy
Principled
Relationship BATNA
marketing
95. Personal Selling Principles
Building long-term
Major Aspects suppler-customer
relationships has grown
Sales in importance
Companies are shifting
professionalism focus away from
Negotiation transaction marketing to
relationship marketing
Relationship
marketing
India is not a major hub for manufacturing ‘tech products’, but is amongst the largest consumer. How would it be possible if: The producer / marketer did not identify this ‘need’ The producer / marketer did not find a ‘nearby’ manufacturing hub The producer / marketer did not find a way to make these products available in India. Example: Dell products.
Producers may not have knowledge of all markets. More often than not, the channel provides effective and inexpensive ways to reach end consumers and the information required to decide on such markets.
Speciality Store : Ex: The Body Shop, Croma Department Store : Ex: Big Bazaar Supermarket : Ex. Hypercity Convenience Store : Mom-and-pop stores, Kirana stores Non-Store Retailing : Direct Selling: Financial Services products (Ex: Mutual Funds) Direct Marketing Telemarketing: Cards Television Direct Response Marketing: TSN Network products Electronic Shopping: All internet stores Automatic vending: Not a concept in India yet Buying service: Catalogue marketing Corporate Retailing : Bulk retailers
Retailing in itself is a huge topic and there are specialist courses for retailing as a subject. With the advent of international trade and availability of investments across the world, logistics and channels have become increasingly important. How else would you have Aldo, Tag Heuer, Fossil, Benetton, FCUK etc in India?
Probably the biggest game-changer in marketing as it stands today. Selling / marketing / communicating etc has been made easy to a larger section of the public because of internet.
Forward & Backward Flow
Analyze Customers’ Desired Service Output Levels Lot size Waiting time Spatial convenience Product variety Service backup ===== Establish Objectives and Constraints Identify Major Channel Alternatives Types of Intermediaries Number of Intermediaries Exclusive distribution Exclusive dealing Selective distribution Intensive distribution ===== Terms and Responsibilities of Channel Members Price policy Conditions of sale Distributors’ territorial rights Evaluate the Major Alternatives Economic Criteria =====
Selection : Identification of candidates(trade sources, reseller enquiries) Development of selection criteria (knowledge (market, product, customer); market coverage; quality and size of sales force} Motivation : Motivate channel members to (act as distributors; Allocate adequate commitment and ;resources to producer’s lines) Possible motivators ( financial rewards; Territorial exclusivity Development of strong work relationship Training : Product knowledge Company knowledge Evaluation : Identification of shortfalls in distributor skills and Competencies; lack of distributors motivation Important for (retention, training and motivation decisions) Criteria include (sales volume and value; Profitability, Level of stocks, Quality and position of display) Managing Conflict : Sources of channel conflict: differences in goals; Differences in desired product line Avoiding and resolving conflict: training in conflict handling, Developing a partnership approach, Channel ownership, coercion
McDonalds in India has a logistics chain which is highly effective. The trucks never go empty. On way up to ‘picking up produce’ like lettuce, they deliver the buns (which are centrally produced) thereby achieving maximum efficiency.
DERIVED DEMAND • The linkage between demand for a company’s output and its purchases of resources such as machinery, components, supplies, and raw materials. • Example: Demand for computer microprocessor chips is derived from demand for personal computers. • Organizational buyers purchase two types of items: • Capital items—long-lived business aspects that depreciate. • Expense items—items consumed within short time periods. JOINT DEMAND • Results when the demand for one business product is related to the demand for another business product used in combination with the first item. • Example: If lumber supply falls, then decrease in construction will affect concrete market. INELASTIC DEMAND • Demand throughout an industry will not change significantly due to a price change. • Example: Construction firms will not necessarily buy more lumber if prices fall unless overall housing demand also increases. VOLATILE DEMAND • Derived demand creates volatility. • Example: Demand for gasoline pumps may be reduced if demand for gasoline slows.
Stage 1: Anticipate a Problem/Need/Opportunity and a General Solution • Example: Need to provide employees with a good cup of coffee to enhance productivity. Stage 2: Determine the Characteristics and Quantity of a Needed Good or Service • Example: Offering a coffee system that brews one cup of coffee at a time according to each employee’s preference. Stage 3: Describe Characteristics and the Quantity of a Needed Good or Service • Example: Firms need a simple system for brewing a good cup of coffee; quantity requirements are easily correlated to the number of coffee drinkers. Stage 4: Search for and Qualify Potential Sources • Choice of supplier may be fairly straightforward or very complex. Stage 5: Acquire and Analyze Proposals • May involve competitive bidding, especially if the buyer is the government or a public agency. Stage 6: Evaluate Proposals and Select Suppliers • Buyers choose proposal best suited to their needs. • Final choice may involve trade-offs between feature such as price, reliability, quality, and order accuracy. Stage 7: Select an Order Routine • Buyer and vendor work out best way to process future purchases. Stage 8: Obtain Feedback and Evaluate Performance • Buyers measure vendors’ performance. • Larger firms are more likely to use formal evaluation procedures. • Some firms rely on outside organizations to gather quality feedback and summarize results. • Example: J. D. Power and Associates
It can be 5 times more expensive to attract a new customer than keeping an existing one! Satisfied “repeating customers” spread positive word-of-mouth (unhappy customers spread negative word-of-mouth!!! - also, it has been found that it is more likely that unhappy customers express their negative experiences than happy customers telling their positive experiences)
(1) Prospecting Identify the potential customers Making warm contacts rather than cold calling Leads - prospective customers. Prospects – before a contact, find they with potential. Qualified prospects – after a contact, find they with great potential. (2) Preparation and planning It is to look for: Customer’s buying criteria and needs Customer organisation’s purchasing structures The application of the product and the features and benefits required. (3) Initial contacts It is to build up mutual rapport, respect and trust between the buyer and seller before the formal and serious business discussion. Two approaches: Initial phone call for a meeting appointment Could calling/visiting for a lucky meeting arrangement (4) - Sales presentation It is to show how the product offering and the customer’s needs match. Stimulus response. Formula selling. Need satisfaction. (5) Handling typical objections Ask the objection back. Agree and counter. Boomerang. Feel, felt, found. Denial. (6) Types of negotiations Co-operative or win-win - trading concessions results in a better deal for both parties. Competitive negotiation - hard bargain focused on short term gain. (7) Types of sales closure It has reached the point where the customer agrees to purchase. Alternative close. Assumptive close. Time pressure close.