Professional Documents
Culture Documents
http://www-rohan.sdsu.edu/~renglish/377/
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chapter 9: chapter 10: chapter 11: Presentation chapter 12: chapter 13: chapter 14: chapter 15: chapter 16:
Introduction to Selling Relationship Selling Ethical and Legal Considerations Consumer Behavior and The Communication Agenda Finding your Selling Style Preparation for Success in Selling Prospecting The Preapproach and Telephone Techniques Approaching the Prospect Asking Questions and Listening The S P I N Preparing for an Effective Handling Objections CLOSE Building Relationships with Total Customer Service Personal Organisation and Self Management Sales Management
Sell to people Know when to close Exchange Information Regularly establish trust Engage in certain behaviors Provide value added to the customer
Human relation skills are basic selling skills. Skills are learned and practiced from birth. Everyone has a base upon which to build their selling abilities. Introverts and extroverts are successful in selling
many functions
Understand your customers problems o identify customer needs Businesses rely on o Help determine prices of the products their company sells. salespeople for o Inform customers of new products.
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Compensation places more salespeople above $100,000 annually than people in any other profession. Critical importance o Time and Cost of Sales Training of salespeople o Importance of Sales Training
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is recognized by
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According to published data, the average cost per call for a professional salesperson in many industrial organizations exceeds $300
More salespeople earn above $100,000 annually than people in any other profession
Salespople are cross trained on other tasks Cost of replacing a trained seller can be up to $500,000 Learning never stops Salespeople are most comfortable selling what they understand. Successful companies see sales training as the basis for gaining a competitive advantage. provide ongoing training Sales training builds confidence in the sales force and enables them to make superior presentations.
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Women in Selling
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About 26% of all sales jobs and 10% of all sales managers Women dominate some industries (Apparel, Business services, office equipment) Still lagging in many industries There is no evidence relating performance to gender There are style differences.
PERSONAL SELLING
Definition of Personal Selling Seeking out people who have Seeking a particular need.
Assisting Demonstratin g Persuading
Assisting them to recognize the existence of needs they have that could be met through your offering. Demonstrating how your offering fills that need. Persuading qualified prospects that your product will fill their needs.
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They are made with concentrated attention repeated practice goal oriented direction Become a Master Salesperson Become a student of your profession Learn throughout your career
Variety and Independence No set routine Each sales situation has a unique character The variety of prospects and their needs. Variety of activities in one day and from day to
Salespeople have an especially good opportunity to exercise a direct effect on their income
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Advancement in Direct Selling Entrepeneurship Promotion to Sales Management Involvement in Sales Training Moving Into Top Management
Security o The knowledge that you are meeting your own highest personal needs for selfactualization. o Knowing that you have been of service to someone else while, at the same time, you have
met your own goals. Being able to control your own work time and activities on a daily basis.
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The need to understand the prospects problems The need for self discipline to relentlessly execute a sales plan The need for appropriate technical and/or product knowledge. The ability to translate products into benefits that resolve problems
Taking orders and field service. Largely involves delivering orders and replenishing inventory. o Expected to persuade customers to provide additional shelf space or more favorable placement of stock. o Opportunity to increase sales comes most often through assisting the customer to move a larger volume of inventory.
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Trade Selling
Missionary Selling
Often actually set up product displays in retail stores. o Educate those who ultimately decide what product will be used by the consumer. o Often does not see immediate results from their efforts in the way of products sold.
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Technical Selling
Still accountable for sales. o Salespeople must also be competent in some technical specialty related to the products sold. o Usually called in by another salesperson who has already contacted the prospect and stimulated some interest. o Often conducted by a sales team.
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Still need real sales skills because their role is more than just explaining the technical aspects of the product.
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Established clients
Detail salesperson
May not take orders directly o Technical skills o Tangible products o Industrial customers
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Service salesperson
Sells on benefits only Largest group - Real estate - Retail clerks Insurance agents - Telephone salespeople Direct (door to door) - Party sales Multi level sales
Order Getter
Uses suggestion selling to get buyers to purchase additional products. o are creative, persistent, and build strong relationships o creative selling deals with intangibles and intangibles o offers the possibility of the highest personal income of any type of selling. o requires a high level of personal skill, dedication and effort.
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Successful Salespeople
Nothing can stop the man with the right mental attitude from achieving his goal; nothing on earth can help the man with the wrong mental attitude. - Thomas Jefferson
Enthusiasm Sincerity Empathy Goal Direction Resourcefulness Administrative Ability Perseverance Pleasant Personality Initiative Ability to Ask Questions
Willing to do what it takes to attain goals. Ability to find satisfaction in contributing to achievement of the goals set by their company. Enjoy serving the needs of others. Able to stay focused on daily activities. Other characteristics positive self image to the needs of others. ethical standards
11Strong 11High
11Sensitivity 1 Able 1
R E A T E
Rememberonly you can give yourself permission to approve of you. Unlock your mind from negative thinking nvision yourself a success. What you think about you become. Attitude does determine your altitude. It's whats inside that makes you rise. The right angle to solve a problem is the try-angle. Eliminate failure as an option, and progress naturally emerges
T The best is yet to come. yesterdays impossibilities are todays possibilities. they are the stuff great H Have your dreams.your feet on the ground.people are made of. reach for the stars but keep desire and persistance drives E Extraordinaryachievers are not extraordinaryordinary people to achieve great things. people. S Seven days without laughter makes one weak. A A smile is the shortest between two people. L Listen twice as much as you talk. You were given two ears and one tongue. feedback is a process for learning about your impact on E Encourgagingyou. those around S Success is the progressive realization of worthwhile, predetermined, personal goals. E Excuses are for losers. Winners have ways. May we all find the way. D Determine never to give up. Its when things seem the worst that you must not quit. G Goals are dreams with a due date. yourself. E Expect the best of optional. Be somebody special. The best never consider success
The ultimate goal of the consultative seller throughout the selling process. Managing the account relationship Ensuring that your clients receive the proper service before, during and after the sale Present only what the prospect needs to know and then ask for the order. Take time to use an icebreaker, if appropriate, to warm up the prospect before discussing product information. Keep their attention focused on the objectives for the sales call. Are careful to establish a firm foundation for a productive relationship with the prospect.
InfoQuest CRM undertook a detailed study of 20,000 of its customer surveys from around the world
a totally satisfied customer contributes 2.6 times as much revenue as a somewhat satisfied customer a totally satisfied customer contributes 14 times as much revenue as a somewhat dissatisfied customer a totally dissatisfied customer actually decreases revenue at a rate equal to 1.8 times what a totally satisfied customer contributes to a business
Treat customers like life-long partners Become a solutions provider Deliver more service than you promise Schedule regular service calls Develop open and honest communication Use the we can approach Take responsibility for mistakes made Be an ally for the customers business
Simply wait for the problem to develop Focus only on making the sale Over-promise and under-deliver Wait for your customers to call you Lie or make exaggerated claims Use the us versus them approach Blame somebody else; Knock a competitor Focus on your own personal gain
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The Approach Identyfying Needs Making the Presentation Overcoming Resistance Gaining Commitment
40% spent on gaining rapport and trust o Think the way your customer thinks o Higher than ever Gives us tools to aid in the process Can also cause a loss of personal contact Has taken over low end transactions
Prospecting
Qualified prospects
A fact becomes a benefit when it fulfills a need to the customer. Benefits of the product or service are the application of features to the needs of the prospect A seller should be thoroughly familiar with the features of the product or service Knowledge makes it possible to describe the benefits
It is up to the seller to qualified the buyer. Resistance comes because an atmosphere of mutual trust and cooperation was never fully developed. Adjust your personality to the behavioral style of the prospect well enough to establish rapport.
There may be problems beyond your control. The closing stage is often the longest and most tedious stage for the traditional seller. When a qualified prospect says," No," todays consultative seller tries to discover
Closing
whether the prospect really needs the product or Whether the prospect understands how the product can help solve a problem.
Total Quality Management Model Focus on service Customer knows best Relationships Team Performance Continuous improvement Support/reward Long-term (years) Allows mistakes Participative Relationship Entrepreneurial Consensus decisions Outward (customer) focused
TEAM SELLING
It has grown to take advantage of diverse skills and personalities needed to sell complex products The steps are the same but rules are needed Usually at least one seller and some technical specialists The buyer may have a team also
Customer gets involved with more than one person More accurate need definition Very useful if product is technical Different individuals bring more selling skills
Salesperson and Attorney Good guy/Bad guy scenario Makes salesperson more careful Stresses the importance of the meeting Opener and Closer Just as in baseball (starting pitcher and the closer) Some salespeople are good at opening the sales relationship while others are masters at closing the sale Both are very important-- a symbiotic relationship
CHAPTER 3
ETHICAL AND LEGAL CONSIDERATIONS IN SELLING
Glengarry Glen Ross
What were the principal ethical predicaments which Sheldon Levine (Jack Lemmon) and his cohorts faced? How could Shelley's extenuating circumstances justify his actions?
What types of external pressures influenced the salespeople's unethical selling practices?
How did the sales manager (Kevin Spacey) and top management (Mitch & Murray) foster the unethical practices? How the nameless motivational speaker (Alec Baldwin) address the issues of ethics? How does Dave Moss (Ed Harris), rationalize breaking the law?
How does George Aaronow(Alan Arkin) violate rules of ethics? What was unethical about Ricky Roma's (Al Pacino) methods in prospecting and closing James Link (Jonathan Pryce)? Why was Ricky Roma's handling of Mr.Link 's cancellation unethical?
Truth Telling
Utilitarianism
Developed a theory that the morally correct rule was the one that provided
the greatest good to the greatest number of people. The greatest good for the greatest number
Ethical Ambivalence
results from learning that everything is relative. Are there any moral absolutes?
Expense accounts Gift giving Unethical demands by a buyer Promises about performance or delivery selling unnecessary products
Role Modeling by Executives and Sales Managers Examples Set by Colleagues and Competitor
The Bottom Line Groupthink
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Profit?
group develops a set of shared perspectives that may be unrealistic but are strongly supported by the members of the group.
your conscience Inaccuracies in Expense Accounts Honesty in Using Time and Resources Accuracy in Filling Out Order Forms Representing the Company
Whistle-Blowing
You may be held legally accountable for inaction Recent rulings encourage whistle blowing Sometimes the best policy may be to keep quiet until solid evidence can be accumulated against a wrongdoer. A word of caution inaction can even be grounds for legal action.
SEXUAL HARASSMENT
Nearly 16000 complaints per year Look for a harassment policy including Company Leadership Immediate complaint investigation Privacy rights protected Thorough follow up Sensitivity training Review training for comprehension
Categories of Laws
COOLING-OFF LAW
CHAPTER 4
CONSUMER BEHAVIOR & THE COMMUNICATION AGENDA
Lincoln's Gettysburg Address
268 words 196 One Syllable Words 52 Two Syllable Words 20 More Than Two Syllable Words Small words work! - Buzz Words Dont work
Consumer Behavior
Consumer behavior
The set of actions that make up an individual's consideration, purchase and use of products and services. Includes the purchase as well as consumption of the products and services. What is motivating the customer to buy. This enables you to convert features into benefits for that particular individual In which step of the purchase decision process is the buyer.
Problem Recognition
May occur when the consumer receives information from advertising or from conversation with friends that causes awareness of a need. In consultative selling sometimes hinges on the seller's ability to uncover a need. May occur when the consumer reevaluates the current situation and perceives an area of void or dissatisfaction. No matter what kind of need exists some prospects do not consciously recognize it until the seller brings it out into the open.
Evaluation of Alternatives
Evoked Set is the list of alternatives Salient attributes are used to evaluate products. Determinate attributes are motives used to make a decision.
Purchase Decision
Several alternatives may seem equally acceptable; Can be made easier by a professional seller Involves a set of related decisions. Decision criteria Tangible features of the product. Financial considerations such as price, discounts, credit policies, etc. Intangible factors: reputation, past performance of the seller, possible delivery dates, etc.
Postpurchase Evaluation
post-purchase anxiety
Depends upon the importance of the decision and the attractiveness of rejected alternatives. by selling products that meet needs, by reinforcing the buyer's belief that the right decision was made
Minimize
by demonstrating the capabilities and quality of the product, By post purchase follow-up to be sure that deliveries are prompt, quantities are correct, and the product is functioning as expected.
Some Fundamental Differences Characteristics of Organizational Buyers Categories of Organizational Buyers Purchase policies Multiple Buying Influence
Fewer in number, Purchases involve larger dollar volume Less freedom of decision Industrial Wholesale & Retail Government set by companies provide guidelines concerning performance, service, quality etc. Product or service must meet these criteria Several people involved directly or indirectly in the decision making process. Many times dollar limits are set and exceeding these limits requires the approval of higher level executives.
Buying Motives
More of the decisions are based on rational buying motives rather than emotional motives. Research and analysis concerning the product and the company selling it is often conducted prior to purchase.
ENVIRONMENTAL INFLUENCES ON THE PURCHASE DECISION PROCESS Psychological Influences The Role of Perception Illusions
Buyer is not always consciously aware of attitudes. Attitudes are habitual patterns of response to previous experiences. Preconceived attitudes do not always make the selling process difficult. A negative attitude must be overcome before a sale can be made.
Attitudes are the minds paintbrush. They can color or affect any situation. self-image impacts the problem recognition phase of consumer behavior Many of our permanent beliefs about our self-image are developed in our childhood. Our concept of self-image can change through our lives. Advertisements that are consistent with our self-image are more persuasive. Self-image and public-image are not always the same. Much behavior can be explained if the self-image is understood.
Self-image
Sociocultural Influences
Culture is an influence that is completely learned and handed down way of life. Cross-Culture Business Considerations Physical Environment Social Class Might impact the information search phase of consumer behavior Marketing and advertising campaigns must differ in their attempts to reach the various social classes. Reference Groups
Source Encoding
the Message Encoding and decoding of messages are often achieved through the use of symbols
Kinesics
Body language includes facial expressions, shifts in posture and stance, as well as the movement of body limbs. Understand the Body Language of Gestures Body Signals
Hand Movements Your mannerisms should be calm and unhurried. Facial expressions convey a larger percentage of the nonverbal message than body movement does. If you can read a prospect's body language and control your own body signals then you are more likely to be understood. Warning signals that the prospect is either not understanding or not accepting the message. Rubbing the nose. Leaning back in the chair with hands behind the head. Resting the head in the hands with elbows on the desk. Finger under collar or rubbing back of neck. The Non Verbal Dictionary Analyzing the walk Biomotion Lab
Proxemics
concerned with the physical distance individuals prefer to maintain between themselves and others.
Successful sellers tend to move closer to aclient when closing a sale.
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Four to twelve feet from the client could be a good distance in which to begin a sales interview.
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In a selling situation, the intimate zone should be entered only by invitation or during a handshake.
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Cultural Proxemics
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HAND SHAKE
Middle Easterners and Asians prefer a gentle grip a firm grip to them suggests unnecessary aggressiveness
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EYE CONTACT
Japanese and Koreans are taught to avoid direct eye contact, direct eye contact to them is considered a weakness, and may indicate sexual overtones For Americans, forming a circle with thumb and forefinger to signal O.K. o Means "zero" or worthless in France o Means money in Japan
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An American gesture is found to be offensive to nearly every other country around the globe
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Women
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Men
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Tend to surrender more quickly uncomfortable about having done so. interrupt men less often they do other women. Tend to use more More Less
Interruptions
interrupt both sexes Tend to use less Less More Tend to be worse
CHAPTER 5
FINDING YOUR SELLING STYLE A DIFFERENCE IN SOCIAL STYLE
Failure to understand styles can cause lost sales, frustration Success and Behavioral Styles Understanding styles leads to better communication
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Driver
[Sensor]
Characteristic Quick reactions to here and now sensory input Imagination and thought Emotional and personal reactions to experiences Logically organizing and analyzing data o Try the Kiersey Temperament Sorter
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Basic Concepts
Primary style Back up style Clues to style We respond to a style similar to our own. Behavioral Styles in Selling
the favorite used sometimes (stress) manner of speech use of time, etc Dont overuse your style
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We use one or two styles in selling Know your own style well Style predicts surface behavior. It is not an in-depth personality analysis.
Dimensions of Behavior
The degree to which a person attempts to control situations or the thoughts and actions of others. The readiness with which a person outwardly displays emotions or feelings and develops relationships. Individual's ability to adjust personal pace and priorities to help interaction with a person of another style. Use the grid which plots assertiveness vs. responsiveness. Each quartile in the grid represents levels of intensity
Analytical
Drivers
Low responsiveness.
Reserved technical specialists. o Cautious in decisions and action o Likes organization and structure o Dislikes involvement o Asks specific questions o Prefers objective, task-oriented, intellectual work o Wants to be right, so collects much data o Works slowly, precisely, and alone o Seeks security and selfactualization
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Control freaks. o Decisive in action and decision making o Likes control; dislikes inaction o Prefers maximum freedom to manage self and others o Cool, independent, and competitive with others o Low tolerance for feelings, attitudes, and advice of others o Works quickly and impressively alone o Seeks esteem and selfactualization
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skills
Amiables
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Support specialists o Slow in making decisions or taking actions o Likes close, personal relationships o Dislikes interpersonal conflict o Supports and actively listens to others o Weak in goal setting and self-direction o Seeks security and identification with a group o Has good counseling and listening skills
Social specialists o Spontaneous actions and decisions o Likes involvement o Exaggerates and generalizes o Tends to dream and get others caught up in those dreams o Jumps from one activity to another o Works quickly and excitedly with others o Seeks esteem and group identification
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Conflict can happen if we use our own styles One person must adapt The willingness to control personal behavior and adapt.
Human beings are instinctively impelled to return to others the feelings and emotions they give to us. o When we move toward their style then they are compelled to move toward our style. o Called mirroring and matching
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You can impact the thoughts, actions and feelings of others by modeling what you want to have happen How fast are decisions made? How competitive? How much feeling is displayed? Office decorations Furniture
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Environment
Style Summary
Driver Expressive Attacker Applause Check Inspires to reach goals Stimulating Amiable Acquieser Security Initiate Provides Details Agreeable Analytical Avoider Accuracy "Being Right: Decide Suggests Accurate Principles and thinking How Evidence and service Technical
Backup Style Autocratic Measures Personal Values Results By: For Growth Needs Listen to Needs climate Allows to build own that structure Takes time to be Efficient Support their and actions Present benefits What that tell
For decisions Options and Testimonials Guarantees and and give them probabilities incentives assurances Their specialty is Controlling Socializing Supporting
Tapping into the Prospect's System of Perception Certain clues tell us which representational mode a person favors. NLP can help you develop the ability to identify a prospect's traits
Visual Perception
up up
&
left
Kinestheti Look c down & right -ing Perception Look Side& -ing ways left
Constructing a Auditory Look Side- & right future perception -ing ways conversation
left
Talking to self
Auditory There is so much noise in here I can't hear myself think Kinesthetic oppressive stillness, thick with apprehension. Match word cues with eye cues for accuracy.
The atmosphere was heavy and damp; there was an
Adapt your mode of selling to their mode of learning. Adapt demonstrations as well as your verbiage.
Perceptual Field
What to bring
diagrams, pamphlets,
What to do
Show the buyer how the product works Be well prepared to explain Auditory tapes, videos with sound verbally samples, the actual Let the buyer hold the product, Kinesthetic product let them try it out
Learn NLP
CHAPTER 6
PREPARATION FOR SUCCESS IN SELLING EXCELLENCE
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PREPARING TO SELL
Orients us to the business world o Acquaints us with managerial and organizational styles
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Academic preparation
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Product knowledge Motivation and goal setting Knowledge of the sales process
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External characteristics How to use All available options Adaptability Life expectancy Tolerance to wear and stress Maintenance and supplies needed. How is it made
Performance Manufacturing
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Quality control Distribution strategy. Pricing policies Media support Target markets Service policies
Service personnel o Know when to use it. o Can be a hindrance if you talk too much Don't assume that it is solely the company's responsibility to educate you. o History o Product evolution
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Present customers
Gives you pride self confidence in the product Gives you self assurance Allows you to diagnose the customer's problems Enables better customer service Gives you an air of competence Can sell to experts and to beginners
Service Superiority
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Source Superiority
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People Superiority
Personal knowledge and skill Knowledge and skill of support people Integrity and character Standing in the community Flexibility of call schedule Interpersonal skills Mutual friends
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Time Established Competitive Standing Community Image Location Size Financial Soundness Policies and practices
Cooperation
Personal Productivity
Integrated Marketing
Databases
Positioning: The Battle for Your Mind o A computer system that coordinates the marketing elements and provides feedback for measurement. Using computer databases to coordinate all marketing function o Combining demographic characteristics with geographic variables to develop clusters of similar individuals. o Modules within a firm use common information to deliver communications tailored to the market needs o Account management software facilitates relationship selling because it allows salespeople to match corporate capabilities against the needs of the customer. o a collection of related records or transactions. o storing customer and prospect information on a computer.
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MOTIVATION
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Fear Motivation
Advantages
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Disadvantages
It is external. Take away the source and the fear disappears. o It is temporary. It can eventually be tuned out. o It is negative if we act to avoid punishment rather than by choice. o Motivation based on intimidation. o Always results in inner anger and resentment
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It protects us from self destruction or harm o It protects society o It is sometimes the quickest way to get a reaction. o Easiest form of motivation
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Gets results because the person will do what you ask for fear of loss
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Usually results in when the cat is away, the mice will play. o Use if person in power can not create a climate for other types of beneficial motivation. o Sometimes the threat of loss or punishment for motivation must be used, but should only be used when all other methods have failed.
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Advantages
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Disadvantages
It is external. Comes from the boss not the self. o It is temporary o If the reward is not desirable then nothing happens o Incentives evolve into rights instead of privileges
It is positive.
CAUSAL MOTIVATION
Occurs when an environment is created that causes people to: WANT to work Be the best they can be. o Causal motivation is working toward a cause. o People will work their hardest for something or someone they believe in. o There must first be a cause in which your team can believe o The environment must be created that will cause the team to want to work toward the vision or goal. o Answer the question Whats in it for me? o People want a return on their investment of time, talent, money, etc. o To expect people to work for you cause and your shareholders cause, without concern for their dreams and goals, is blindness to the way we are. o People do things for their reasons, not yours.
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Disadvantages
Internal and Permanent Based on strong self image. Is the result of choices. Conformity is a decision. No decision is a decision.
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Motivation - Psychological Self-Help Goal SettingTips GOALS AND GOAL SETTING Goal Setting Handbook Goal Setting - Powerful Written Goals In 7 Easy Steps! Goal Setting Articles Time Mananagement Free Tips for 1999 from the G.A.L.S. Goal Setting Workshop Goalmap - Set personal goals to improve and balance your life Where are you going? - 10/15/98 Setting Your Goals Techniques and Strategies for Managers and Supervisors from The Economics Press, Inc. DYNAMICS OF LEADERSHIP, INC. Goal Setting - Strategies for a Balanced Life
Goal Exercises - developing personal visio Sincere Desire Writing Down & Planning differentiate between a wish and a goal.
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Know exactly what you want Goals must be written and dated You know exactly what to do next Gives you the time frame Draws out your potential Helps maintain a positive attitude Helps eliminate distractions Enables undertaking challenging goals. Converts problems into stepping stones Builds your credibility Is your greatest source of security. Allows you to ignore thoughtless comments Allows you to ignore disapproval Keeps you calling on difficult customers. Gives you creative freedom.
Supreme Confidence
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Dogged Determination
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Download MP3s from the Author of "The Million Dollar Success Plan"
Is different for different people o Financial and Career o Social and Cultural o Physical and Health o Mental and Education o Family and Home
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in the areas of
CHAPTER 7 PROSPECTING
THE CONCEPT OF PROSPECTING
A salesperson without prospects is out of business. o A salesperson without prospects can no more close a sale than a surgeon without a patient can operate. o Presenting a professional appearance, giving an impressive presentation and closing like a master are not enough to prevent failure if too little attention is given to prospecting. o You must have someone to whom to tell your story: one who wants to buy and can buy. o If your closing ratio is lower than you like, the major problem may be that you don't have enough good prospects -- not that you are a poor closer.
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Id rather be a master prospector than be a wizard of speech and have no one to tell my story to. -Paul J. Meyer
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You may have to create or discover o Often missed by salespeople o May be committed already o our company may turn down
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Always a win-win
Class A Prospects
Referral from a person the prospect respects o Has the ability to make a buying decision o Has the ability to pay for the product or service
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You have all the personal information you need to make a good presentation
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METHODS OF PROSPECTING
Customer's company goes broke Competitor takes your customer Customer moves or dies Merger or downsizing Customer-salesperson relationship deteriorates
Why people don't give referrals o Can't think of anyone Object to giving referrals
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Centers of Influence
Believes in what you are selling o Is influential with a number of people o Is willing to give you names
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The names given to you are at least partially qualified prospects, more than just leads.
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Group Prospecting
Give a brief presentation to a group
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Remain Enthusiastic
Mailing is only as good as the list Membership rosters City directories Yellow pages White pages Religious groups Past customers
o Assume
leadership responsibilities o Become highly visible o Set contact goals for each club meeting o Keep files on each contact made o Use "re-meet " goals to help you develop closer relationships o Reach out to new members o Use active listening
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There are formal groups that you can join Sharing information makes good sense
Contacts Influential
Observation
Prospects are everywhere
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Fewer leads Lower cost Direct mail Newspaper Other media Go over list of inactive accounts Selecting the right show On the spot vs. lead generation Display planning Staffing the booth Pre show training Getting high visibility Managing information collected at Planning follow up For Prospecting Streamline the sales process Joint marketing with other firms
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Trade Shows
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show
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Web Sites
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common Yielder Overpreparer Emotionally unemancipated Separationist Hyper-Pro Role rejecter Socially selfconscious Doomsayer Telephobic Stage fright Referral aversions Oppositional reflex
Fears intruding on others or being pushy. Overanalyzes o Underacts. Fears loss of family approval o Resists mixing business and family. Fears loss of friends o Resists prospecting among personal friends. Obsessed with image o Fears being humiliated.
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Worries, wont take risks. Fears using the telephone for prospecting or selling.
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Conquering Call Reluctance From behavioral scientist and call reluctance expert
George Dudley.
Acknowledgment is a major step toward recovery, but its not an easy move. o Denial is the most frequent companion of call reluctance o The problem is sometimes hard to identify. Admit that you o Salespeople typically know something is wrong, but have call they may not know what it is,
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Many who do know they are experiencing sales call reluctance dont feel secure admitting it, because many sales organizations tend to feature cultlike, unrealistic emphasis on maintaining a positive attitude. Determine your o Clearly and specifically identifying your fears or negative thoughts. call reluctance o Tackle them head-on, one at a time. type o Curbing call reluctance is like breaking a bad habit.
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reluctance.
Thought Zapping
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Place a rubber band around your wrist. When a negative thought intrudes, you snap the rubber band sharply Immediately conjure up a positive mental image of yourself
Taming call reluctance is work It may take continuous effort. Dont confuse a change in your outlook with a change in the number of contacts you initiate with prospective buyers. Call reluctance may actually be a sign of commitment to selling. Salespeople who are not motivated or goal-focused can never be considered call reluctant, says Dudley. Salespeople with authentic call reluctance care very much about meeting prospecting goals. You simply cannot be reluctant to get something you dont want in the first place.
Classification of Prospects
A simple method for manual systems Class A: You have enough information to make a presentation Class B: You need more Class C: A "lead" you don't know much more than the name Sophisticated, classifications can be done with a computer
Scheduling Contacts
Contact prospects using a prioritized list Keep a tickler file.
SUMMARY
Prospecting keeps you in business o Ten methods have been given.
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Chapter 8
The Preapproach & Telephone Techniques
The Importance Of Preapproach Planning The path to success
See enough people o See the right people
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The four phases of the sales process that turns a lead into a qualified prospect
Preapproach
The planning and preparation done prior to the actual contact with the prospect
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Allows you to be less mechanical and more thoughtful Allows you to anticipate problems and plan ways to handle them
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Analyze prospecting information. Plan specifically for each sales call. Go over your presentation. Study product and sales literature.
There is some overlap between prospecting, preapproach and approach o The amount of preapproach will vary with industry client number of accounts familiarity etc.
Who are its primary customers? o How big is this prospect's company?
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Who is the actual decision maker? o Who handles the purchase process? o Who else influences the purchase process? o What are the backgrounds and personal interests of each person in the buying process o Is the company's staff well informed? o Can we help this company's staff develop more expertise? Does any in my company know anyone in this company?
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Other Questions
How often does this company buy my type of product or service? o Who is this company's competitor? o Does my company do business with that competitor? o What plans does the company have that could affect future need for my product? o How well is this company satisfied with its present supplier? o Does this company's potential volume of business suggest a personal call, a telephone call or a letter?
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Predict Likely Objections Prepare for the Presentation Visualize Successful Selling Learn How to Best Approach the Prospect
1. 2. 3. 4. 5.
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Mental toughening - visualize the meeting over and over with a successful outcome.
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Sources of Preapproach Information Six Proven Sources Some things to look for Be ready to answer
Direct questions: prospect Other company salespeople Current customers Local newspaper Personal visit / cold call
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Mergers Personnel changes Changing product lines Advertising plans TV and magazine ads Sales training
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Building Your Personal Self-Confidence Having a plan and knowing the customer bolsters your self confidence
Dress appropriately o Be polite o Don't knock the competition o Be prompt o Keep promises o Plan ahead don't leave anything to chance o Write a note of thanks
o o
Timing
Gaining Entry o Letter - the weakest o Cold call - good but time consuming Making the o Telephone - high rejection rate First o Telephone - mail - follow up call appointment Get the Some Techniques o Ask former or retired employees to give Prospect's you names and the lay of the land o Ask the building administrator for Name
names. o Ask for a sales rep in the prospect's company then Solicit the salesperson's help to get to the right person. "I'm sorry, I got the wrong extension. I was trying to reach the person who's in charge of.."
Gatekeepers
Show them sincere respect. o Friendly not fake. o Be honest about your intentions o Get personal information about the gatekeeper o Sell to the gatekeeper o Question gatekeepers. o They often know what the company needs o Be thoughtful - small gifts and cards can go a long way o Keep your sense of humor
o o o
Voicemail
Leave a message: "I will be in your neighborhood at 11 a.m. on Wednesday, April 10, and would like to meet with you for 10 minutes to explain XYZ and how it can help you. Please let me know if this is inconvenient, otherwise I'll look forward to seeing you this Wednesday."
o
Telephone Techniques
Telemarketing
Use of sophisticated telecommunications and information systems o Combined with personal selling and servicing skills o Helps companies keep in close contact with present and potential customers Increases sales
o
Relax and close your eyes. o See yourself and the prospect. o Think about what you will say and anticipate the prospect's responses. o Create a mental hologram and live it over and over in your mind. o Practice out loud - your mind believes the sound of your own voice. o If you do not like the result, redesign the scenario and play it over again until it is comfortable and produces the desired outcome. o Your mind cannot separate a real experience from an imaged one.
o
You gain the same benefit from this type of practice as from an actual sales interview.
o o o
Good techniques
o o
Preconditions prospect for the call Eliminate verbal pauses o Scripts can be helpful
o o
First Impressions
Voice tones
The Appointment is a Mini Sale Sell the appointment not the product
Why am I calling? o What is my proposal? Ask o What would make this person want to grant Yourself my request?
o o
Schedule a specific time for calls o Always follow up a successful call with another call o Arrange to avoid interruptions o Develop a written script o Verify that you have actually contacted the prospect o Just tell as much as needed to get an appointment o Keep control but don't be pushy o Excitement and enthusiasm o Don't argue! o Use the fatal alternative o Sell your name. Ask the prospect to write it down. o Be courteous. - Please & Thank You
o o o
Full Information - review notes and history instantly o Auto Dialing - Fast and Accurate o Caller ID - Go right to the contact's record
o
Step II
Step III
Soften the impact with "just a minute," etc. o A brief hard hitting lead in
o
Step V
Request an Appointment
You can also use a provocative question o Don't give too much information over the phone
o
Step VI
Overcome Resistance
Give a choice of times (fatal alternative) o Agree with the objection o Switch back to your idea of reason for the appointment
o
Chapter 9
APPROACHING THE PROSPECT
PURPOSE OF AN EFFECTIVE APPROACH
o o o o
To make a favorable or positive impression on the prospect. To gain the prospect's undivided attention. To develop positive interest in your proposition. To lead smoothly into the fact-finding or need discovery phase of the interview.
FIRST IMPRESSIONS
o o o
1. 2. 3.
4.
Four minutes is the average time that the prospects takes to decide about you Not all buyers act upon their first impressions Weaknesses of first impressions Tend to be based on emotions All behavior traits do not show up in first impressions Behavior may be deliberately controlled by either party during initial contact. Antecedent states may influence either party's current behavior
Visual Factors
o
Some details about you are a distraction : Car, Grooming, Watch your body language Watch what you wear Don't advertise political, religious or group affiliations that may evoke a response
o o o
Building Rapport
o o o o
Actions
Shake Hands Keep eye contact Warm greeting Don't smoke, chew gum, etc
Pronounce the name correctly Use compliments carefully Respect personal space Look for common ground
Attitude
Enthusiasm, Enthusiasm
SURFACE LANGUAGE
o
g
o
ories
o
e
o o
even though they may actually provide limited or shallow insight into the true person.
Dress Conservatively o Dress Attractively o Choose Accessories Carefully o Dress Appropriately
o
Projecting an Image
understated o Neutral colors like blue, taupe and gray o Wear suits to meetings. Jackets give the appearance of power. o Blue is the most powerful color o Keep your shoes shined o Match socks to clothing o Keep accessories simple o Take dress cues from the highest person in the company
o
Women
One staple is a sheath dress that can be worn alone or with a blazer. More casual looks include sweater sets and tailored pants
The Rule of Ten- the first 10 words should include a form of thanks
o o
Failure to prepare in advance could lead to stammering or faltering speech, either of which creates a negative impression.
o
You must be ready to alter the prepared approach if the situation demands it
o
The Handshake
Flabby
o o
The Squeeze
Usually men want to show strength and power Possible inferiority complex Meet needs with flattery o Favored by politicians and others who are hesitant to take risks Use caution o They seem insecure
o
Arm and elbow are bent and right hand stays close to the side Hand is thrusted forward and pumped vigorously Hand is thrust forward. Fingers do not move.
Robot
Jackhammer
Handpumping
Show that you are indispensable to their needs o Lots of will power o Tend to be inflexible
o o
them
Prison Normal
Hold your hand and wont give it back. Open and honest
o o
firm may turn hand over yours Driver Handshake helps Amiable may not make eye contact determine personality style o The handshake is one of the first nonverbal signals you receive.
o
So how can you make your handshake more memorable? Four opportunities to shake hands
Hands should meet equidistant o As you approach someone, when you are about three feet away, extend your right arm out at a slight angle across chest, with your thumb pointing upward. o Lock hands, thumb joint to thumb joint. o Firmly clasp the other persons hand without any bone crushing or macho posturing.
o
Pump the other persons hand two to three times, and let go. 1) When you are introduced to someone and when you say good-bye 2) When a client, customer or any visitor from the outside enters your office 3) When you run into someone you havent seen in a long time
o
When you enter a meeting and are introduced to participants o International protocol dictates 1 Shake hands with everyone in a room 1 Omissions are noticed, and are considered a rejection. o Women should initiate handshakes, and shake hands with other women and men. 1 Not extending her hand to a European male will cause an American businesswoman to lose credibility. o Western and Eastern Europeans reshake hands whenever theyre apart for even a short period of time (for example, lunch). o French and Japanese business people shake hands with one firm gesture. o In Japan, the handshake may be combined with a slight bow, which should be returned. o In Arab countries, handshakes are a bit limp and last longer than
4)
typical American handshakes. o Latin Americans also tend to use a lighter, lingering handshake. o In all cases 1 dont pull your hand away too soon 1 such a gesture will be interpreted as a rejection.
Based on Relative ages Prevailing custom Type of product or industry Your conclusions about behavioral
Appeal to the senses Introduce of a benefit How did you get your start in the widget business? What do you enjoy most about your profession? What separates you and your company from the competition? What advice would you give someone just starting in the
widget business? What one thing would you do with your business if you knew you could not fail? What significant changes have you seen take place in your profession through the years? What do you see as the coming trends in the widget business? What was the strangest or funniest incident youve experienced in your business? What ways have you found to be the most effective for promoting your business? What one sentence would you like people to use in describing the way you do business?
APPROACH OBJECTIVES
Objectives of a statement or demonstration approach
o o
To capture the attention of the prospect. To stimulate the prospects interest. To provide a transition into the sales presentation.
To have the prospect tell you about these needs or problems, and the intention to do something about them.
o
TYPES OF APPROACHES
Self Introduction Approach Consumer
Addresses the prospect by name o States your name and company
o
Presents your business card. o Gives the prospect a reason for listening
o
Suggests a risk for failure to listen. o You should know something about the prospect
o
Ask questions whose answers will respond favorably to your product/service. o Quickly establishes two-way communication.
o o
Enables you to investigate the prospects needs and apply the benefits of your product or service to those expressed needs. Signals your sincere interest in the prospect.
o o
Product Approach
Helps the salesperson establish leverage by borrowing the influence of someone the prospect trusts and respects. o presents a shocking statement of what could possibly happen if the prospect does not buy your product. o actually hand the product, or the physical representation of it, to a prospect to produce a positive reaction. o stirs interest o permits a demonstration o makes a multiple sense appeal o Creates a feeling of commitment to listen and to participate actively in the presentation. If bringing the actual product is not feasible, you must use other devices (model, sample, picture, ) : This serves to help the prospect focus and hold attention on your product o doing something unusual to capture the prospects attention (example, dropping a new, unbreakable china platter to demonstrate durability).
o o o
make the prospect curious about your product. ask the prospect for his opinion on your products. giving the prospect a sample of your product or a small gift.
Ask Questions to
o o
Obtain information from prospect. Develop two-way communication. Increase prospect participation.
Direct Requires a short answer usually yes or no. Question Nondirective who what - where - when Open end questions Question - how - why. Allows the salesperson to Rephrasing better clarify what the Are you saying that .......? Question prospect means. o Redirect prospect to We agree that having a points of agreement. Redirect supplier that can reduce your Question o Often used as a backup costs is vital. Dont we? opening statement Three Rules for Using Questions Use only those questions to which you can anticipate the answer (those that wont put you between a rock and a hard place).
Wait for an answer to your question. - Just listen. IS THE PROSPECT STILL NOT LISTENING? o Quickly Hand or Show the Prospect the Product. Ask A Question. BE FLEXIBLE IN YOUR APPROACH: Be Prepared To Make Changes in Your Approach and Overall Presentation
o
When you achieve that hearing, you are more likely to close the sale if you project confidence, success and experience.
o
Chapter 10
Salesperson as a diagnostician
Need discovery is more important than any other step in the sales cycle Plan your questions in sequence to gain information in a logical Research findings suggest that successful sales interactions: Contain more requests for information than opinions Contain fewer statements of disagreement
Four key objectives of questions To discover the prospects hot button To establish purchase criteria To agree on a time frame for completion of negotiations To gain agreement on the problem before beginning the actual presentation of benefits
o
SELECTION OF TACTICS
Phrase Each Question so That it Has Only One Clearly Focused Purpose Questions are easily misunderstood
o
Ask Questions That Help to Reveal the Behavioral Style of the Prospect
Drivers are task oriented. Show them that they can win
o
The Spin
Neal Rackham A British research psychologist developed the SPIN selling system. o A precisely defined sequence of four question types o Enables the conversation to logically move from exploring the customers needs to designing solutions To uncover Implied Needs and develop them into Explicit Needs that You, the salesperson, can resolve. o The SPIN incorporates all of the concepts in this chapter o SPIN is a registered trademark of Huthwaite, Inc., and has been developed into a learning/seminar program by Hodgden Consulting Services.
o
S
S it u a ti o n Q u e s ti o n s
Data-gathering questions.
o
Examples:
o o o o o
When overused, these questions bore the customer. clarify the customer's current situation Be sure each question is necessary Can be overused (often are by inexperienced salespeople) Don't ask a question to get information that you should have obtained before the call. o What is your position? o How long have you been here? What do you see as your objectives in this area? o What sort of business do you run? o Is it growing or shrinking? o What is your annual sales volume?
o o o o o o
Individual
Company Business
How many people do you employ? What equipment do you use at present? How long have you had it? Is it purchased or leased? How many people use it?
Problem P Questions
Example:
Problem Questions Every problem implies a need!
Are designed to identify a customer's problem Are more often asked by experienced salespersons. Inexperienced reps are tempted to see the customer's problems as a distraction or threat. The more experienced you become, the more you want to uncover difficulties The more you realize that customer difficulties present you with an opportunity to be of service. Other examples Is this operation difficult to perform? Are you worried about the quality you get from the old machine? How satisfied are you with your present equipment? What are the disadvantages of the way that you're handling this now? Isn't it difficult to process peak loads with your present system? How is the reliability on this system
I
I m p l i c a t i o n Q u e
Get the prospect to discuss the problem and how it might be improved
s t i o n s
Example:
The customer's problems have
o
"What kind of closing opportunities do you think your people have missed because of the data-retrieval problem?"
o o o
Implication Questions
Are strongly linked to success in larger-ticket sales Are more difficult to phrase than either Situation Questions or Problem Questions. A problem can generate many implications. You may have to ask several of these for each problem Are essential to moving sales forward Make the problem seem more acute to the buyer Help to make the customer (and the seller) aware of hidden complications or of potential difficulties that may arise if steps are not taken to remedy the immediate problem. By definition these questions make the customer uncomfortable? Be careful not to offend or upset
Examples
How will this problem affect your future profitablity? What effect does the reject rate have on customer
satisfaction? What effect does that have on your output? You only have three people that can use them. Doesn't that create work bottlenecks? It sounds like the difficulty of using these machines may be leading to an employee turnover problem. Is that right? What does this turnover mean in terms of training cost? Could that lead to increased cost? Could that lead to customer service problems? Will it slow down your growth?
Need-Payoff N Questions
Need-Payoff Questions
Help to build up the value of your proposed solution in the customers mind
Are linked to success in more complex sales. Can be especially useful when you're talking to top decision makers (or those who will influence them) Increase the likelihood that your solution will provide the payoff that answers the need. Focus the customer's attention on the solution rather than the problem Encourage the customer to outline the benefits that your solution will provide his or her company Pre-empts objections Enlists customer buy-in.
Examples
Would it be useful to speed this operation by 10%? If we could improve the quality of this operation, would that help you? Is it important to solve this problem? Why would you find this solution so useful Is there any other way that this could help you out? So would you be interested in a way to control this cost?
Tell the prospect what you intend to do Provide a logical agenda Tell the prospect what you are doing Planning questions in a logical sequence Predict all possible answers Prepare a smooth transition from each possible answer
If I could show you a way to get get quicker, more reliable retrieval and the gain in revenues would you like to see it? If I could tell you a way to get get quicker, more reliable retrieval and the gain in revenues would you like to hear about it?
o
Open End Questions Identify a topic but do not provide structured alternatives.
Bind prospect commitment to a specific position o Allow the prospect to move in any direction o Cannot be answered with a yes or no o Ordinarily begin with Who, What, Where, When, Why or How o Stimulates the prospect's thinking and increases dialogue o Helps uncover the dominant buying motive
o
That you have been listening That you understand their concerns That what they say is important to you That they are making themselves clear Nod head lean forward raise eyebrows
o o o o
inject words or phrases to keep the prospect talking Tells the prospect that you don't quite understand o Allows you to relax the pace o Lets you formulate your next question
o
Use of Silence
Continuation Questions
o o
Can underscore an important point. Formally state the problem Confirm with the prospect
Build prospect confidence o Keys your product's benefits focused on specific prospect needs o Encourages active prospect participation o Determines the prospect's hot button o Determines the prospect's dominant buying motive
o o
LISTENING
Faulty listening results in misunderstandings
o o
Hearing
Hear and receive the message o Listen actively Think as you listen Maintain eye contact Put aside other activities
o o o
Interpreting
Process and assinn meaning to the message o Detect central meaning Interest Need Rejection o Verify your interpretation
o
Assessing
Review Emotions o Evaluate content, not delivery o Be objective
o o o o o o o
Responding
Clarify your expectations Review priorities Review resources that apply Decide on a response Negotiate if necessary
Disagreeing or interrupting Invasion of personal space Doodling, wandering eyes Overdoing acknowledgements Showing off personal knowledge Having to top everything Be Patient Take Notes Avoid Prejudgment Reinforce strategically
Manipulation
influencing prospects to buy a product or service not in their best interest.
Make use of silence to give prospects opportunity to express their feelings. Avoid attempting to force or manipulate answers you want to hear. Straightforward questions make no attempt to manipulate the prospect to make a premature commitment to the salesperson's product. Integrity and sincerity are the hallmarks of the consultative style of selling
CHAPTER 11
PREPARING FOR AN EFFECTIVE PRESENTATION
Call Objective Each interview should have a specific objective
The Call Objective is dictated by
How much information about the prospect is available o The type of product or service you are selling
o
Other factors unique to your own business and that of the prospect.
o
Initial call Survey call Proposal call Closing call Calling on Regular Customers
o o o o o o o o o
Establish rapport and gather information meet decision makers uncover buying motives Presentation Handle objections Trial close Get the order Try to provide new money making ideas Don't give the same presentation over and
over
Closing techniques
Beneficial during initial learning periods Ensures the right information gets to the prospect Presentations are typically tested and refined Knowing the presentation works for other Ask and answer questions Explore options Seek creative solutions
o o
Practice it Polish the delivery until it becomes natural. Internalize to the point that it is a normal, personal message. Once memorized, it comes from your heart and mind. The memorized presentation is a guide to lead buyer and seller through the sales process.
Any written outline or plan o Reveals need for any additional information, o Makes it possible to check needs and goals against suggested solutions, Makes sure that you have a clear picture of the entire situation before arriving for the interview.
o
ges
o
To sell your product to your customer. Features Advanta o Product o Marketing plan Benefits
o
Business proposal.
of your Allow buyer to develop positive personal attitudes toward your product. Attitudes result in desire (or need).
o
Other Goals
o o
Convince the buyer that Three Essential Steps Within The Presentation
Convert need into want and into the belief that your product can fulfill a certain need. o your product is best you are the best source from which to buy. Fully Discuss Your Product
o
1 Features 1 Advantages 1 Benefits Present Your Marketing Plan. Explain Your Business Proposition (value/cost comparison). o Don't worry about making the perfect presentation. It's more important that you truly believe in your product. o Sellers typically presents 6-8 features or benefits in a presentation o Prospect remembers only one o 39% of the prospects remember that one thing
o
incorrectly
o
49% percent remember something that was not even mentioned Allow buyer to develop positive personal attitudes toward your product. Convert need into want and into the belief that your product can fulfill a certain need.
Strive for Passion, Not Perfection Attitudes result in desire (or need).
Persuasive Communication
Construct logical reasoning based on: Seven factors that help you to be a better communicator: 1. 2. 3. 4. 5. 6. Using questions. Being empathetic. Keeping the message simple. Creating mutual trust. Listening. Having a positive attitude and enthusiasm.
o o o o o o o o
7. Being believable.
Conclusion. Make the presentation fun. Personalize your relationship. Build trust. Use body language. Control the presentation. Use the Paul Harvey dialogue.
name the famous or respected people or companies that use your product. o attempt to have the buyer sell himself by imagining himself using the product.
o o
make it seem as if the purchase of your product is the buyer's idea. o Gets the buyer to express why he or she needs the product
o o
Will probably also compel him or her to defend his purchase decision.
Case Histories
Restate the benefit before proving it. State the source and relevant facts or figures about the product. Expand of the benefit. Ask Questions. Product use. Visuals. Demonstrations. Listen Encourage the prospect to ask questions Increase retention. Reinforce message. Reduce misunderstanding. Create a unique and lasting impression. Show your buyer you are a professional. VISUAL AIDS HELP TELL THE STORY
Induce Participation
Driver
Planning
o o
Expressive
Planning
o Discover
their goals and plans at the preapproach o Concentrate on your offering's exclusive aspects
o Stress
Presenting
Personal relationship is not important. o Don't spend too much
o o o
Presenting
They are visionaries, dreamers Open with innovative suggestions for them to grow
time on the relationship o Move quickly to a substantial benefit with a payback o Be brief stress the bottom line o Get them involved. Let them lead o Drivers test your mettle. Prepare for a debate. o Answer objections. Don't bluff o Present alternatives. Let the prospect choose
o
o o o o o o o
Learn and relate to their "game plan" Lots of questions Discuss ideas and concepts with respect Use some showmanship Don't get into arguments Ask if they want you to respond to their "blue sky" comments. Testimonials are important Let them see how it fits into their plan.
Analytical
Amiable
Planning
Structured. They study everything o Know their business thoroughly o Use facts
o o o o o o
Planning
They want to know you. They need your enthusiasm Approach with lots of personal information Bring testimonials, case studies and third party references Develop a personal relation ship with the prospect
Presenting
Data oriented o Structured approach o Low key, logic based o Be sure that they understand your structure o Emphasize test proven benefits o Visual aides, charts and graphs. "Leave behinds" o Dont exaggerate or act flamboyantly o Point out positives and negatives of your offering
o o o o o o o o o o o
Presenting
Convince of your sincerity. They have a hard time saying yes. Don't sound "canned." Make it look real informal but well organized Empathize. Reflect their feelings Spend time on the relationship during the presentation Be open and candid Use an interesting, entertaining style Assume the sale and move to the next step.
Demonstration
o
o o o o o o o o
Catch the buyer's interest Fortify your points Help the prospect understand Keep you interested and enthusiastic Cut down on the number of objections Help you close Get the prospect "involved" Concentrate the Prospects Attention on You Demonstrate Your Interest in the Prospect start off by handing them something Demonstrate Benefits not features Let the prospect do something simple. Let the prospect work an important feature. Let the prospect do what he would frequently do. Ask the prospect questions throughout the demonstration. Is the demonstration needed and appropriate? Have I developed a specific demonstration objective? Have I properly planned and organized the demonstration? Have I rehearsed to the point that the demonstration flows smoothly and appears to be natural? What is the probability the demonstration will go as planned? What is the probability the demonstration will backfire? Does my demonstration present my product in an ethical and professional manner? "You know your product better than you know how your client's business can use it." You must determine what kind of buying decision to recommend to the prospect
o o o o
o o o o
o o
Units of Conviction
Concise, carefully prepared "mini presentations"
o o o o o o
Building blocks in constructing the information you present. Prepared ahead of time Practiced until you are comfortable Add them to your store of available options for later use. Become a permanent part of your selling arsenal. Learn how to personalize units of conviction Recall them in the best order for helping the prospect see them clearly
Features
o o
Benefits
Benefits are the value to the customer Translating features into benefits is one of your most important skills Transitional phrases connect features to benefits 1 Because .. 1 This lets you 1 That means 1 What this gives you
The components of your product or service They are the same no matter who uses the product or service.
You need to develop a general sheet A specific sheet for each customer
After making a feature - benefit sequence After the presentation. After answering an objection. Immediately before you move to close the sale
Put the nail down at the end Put the nail down at the beginning. Embed in the middle of the sentence.
"After seeing this feature you can really see the benefit. Can't you?"
Example: "After seeing this feature, can't you see the benefit?" When the customer says something Tag on Nail Down positive, reinforce with a nail down. Customer: "I can see the benefit of that feature." Example: Seller: "Can't you?"
Company prepared organizers Supplements that you should add The most popular Audiovisual Aids Guidelines for Using Visual Aids, Dramatics, Demonstrations.
o o o o o o o o o
Built around benefits Fosters 2 way communication Leads to the close Gets the whole story out in less time Keeps the presentation on track Personal letters of reference Business cards of clients Pictures of clients using the product Pictures of finished installations
Other Audiovisual Aids o Computers o Videos o Slides Presentation software use is growing o Rehearse them! o Customize them to fit each individual customer. o Make them simple, clear, and straight forward. o Control the demonstration. o Make the demonstration true to life. o Encourage prospect participation.
o o
Incorporate trial closes (nail downs) after showing or demonstrating a major feature, advantage, or benefit in order to determine if it is believed or important to the prospect.
Interruptions
o o o
Less stressful Wait until prospect's attention is completely back to you. Restate selling points that were of interest to the prospect. Invite participation. Make sure interest has been regained, then proceed. Offer to leave the room if the prospect must take a call Turn off or silence your cell phone or pager.
Phone Calls
o o
TEAM SELLING
o
o o o o
Customer gets involved with more than one person More accurate need definition Very useful of product is technical Different individuals bring more selling skills Requires special planning Must have a leader Must agree on objectives Must be better rehearsed o Coordinates the effort o Monitors presentation o Shows leadership, maturity and Leader responsibility Must know the product, company policies and markets Tech advisor, Finance advisor, Etc
o
o o o
The Roles of Each Team Member Combinations that Work (There are a lot more than what is in the book.)
o o o
Salesperson and barrister (attorney) Good guy. Bad guy a.Makes salesperson more careful b. Impresses the importance off the meeting Opener and closer
NEGOTIATION AND THE CONSULTATIVE SALES CYCLE FRAMEWORK Negotiation in Selling The Planning Phase
o o o
Trying to reach an agreement Use a win-win approach Negotiation takes place throughout each phase of the selling process.
o o
Predict problems ahead of time Talk to others that have worked with the prospect
Information gathered will uncover the real needs of the prospect Agreement that a problem needs a solution sets the stage for negotiations
Both parties are searching for a solution The "nail down" or trail close helps you confirm that needs are being met
PRINCIPLES OF NEGOTIATION
Negotiating Tactics
Probing Questions Restatement of what the prospect has said Trial Balloons
o o o o o
even after need discovery. Many objections are a request for information Shows that you are listening Gives you time to think a "what if" question that assumes that the prospect has made the decision
request for additional freebies after the agreement has been made "Limited budget" Test the validity of the budget Talk it over with the "boss" You did not qualify this prospect physically grimacing when price is mentioned prospect says something is not negotiable when in fact it is Avoid through needs discovery and active listening
o o
Special Situations
Ultimatums Trade-Offs Deadlocks
o o o o
Set it aside for now. It might not be all that important. Don't give away anything without getting something Get help
Trying to reach an agreement based on mutual interest Use a win-win approach Negotiation takes place throughout each step or stage of the selling process
WELCOME o OBJECTIONS!
o
Learn to Accept Objections as a Challenge Which, When Handled Correctly, Will benefit you and Your Prospect. If You Fear Objections You Will Fumble Your Response Often Causing You to Fail. Prospects that buy have 58% more objections.
Psychological o reasons
o o o
Dislike decision making Prefer old habits Reluctance to give up something old for something new Unpleasant past associations with you or your company Resistance to domination Perceived threat to self image All or part of the presentation was misunderstood Prospect is not convinced Hidden reason (stall)
Logical o Reasons
o
Question: Answer:
TYPES OF OBJECTIONS
Stopper Objection - no solution can be found
No Need No Money
o o
It is tricky because it also includes a hidden objection and/or a stall. o Encompasses several forms of economic excuses It is simple for the buyer to say. Say that it is risky to discuss the product's price until it can be compared When buyer asks to the product's benefits. for the price ----OR---Quote the price and go right on selling. Once you convey the benefits, price becomes a secondary
o
factor which usually can be dealt with successfully. o Used to determine if a prospect is or is not convinced the price is too high. Price/value = cost comparison of what is Cost received to money paid. what the prospect sees the Value product doing for them. o You must determine if the statement is truth or it is a o Usually a stall smoke screen designed to get rid of you. o Screen for decision
o
No Authority
One of the toughest stalls to overcome arises when selling a new consumer product.
o
"I am not interested" "I don't have any money for this" "We are satisfied with what we have now" "I really like the competitor's product"
Invalid Objections
Prospect who asks trivial, unimportant questions o Prospect conceals feelings beneath a veil of silence.
o
The salesperson must ask questions and carefully listen in order to smoke out the prospect's real objection.
o o o
They need your product or service Your product is the solution to my problem You are the person from whom I should buy Your company is the one to deal with The time to buy is now
Strategies for Deciding when to Answer Objections Anticipate o incorporate objections & answers in the presentation and Forestall o be certain that the objection will arise Objections o Prevents a confrontation and communicates objectivity Postpone the Answer
Gives you time to present more benefits o Allows you to maintain control o Gives you time to think about the response o Acknowledge the objection o Employ empathy o Promise to get back to the question
o
Answer Immediately Postponement of objections may result in: Do Not Answer an Excuse
Write it down o The prospect not listening. o prospect feeling that you are hiding something. o The appearance that you also feel it's a problem. o The appearance that you're not able to answer because you do not know the answer. o The appearance that you are not interested in the prospects opinion.
o
The appearance that you are not sympathetic o Serious objection will be repeated
o
Not answering suggests that the excuse is not truly relevant o Selling should be win-win o Don't try to show up the prospect
o
Challenge ideas without offending Remove blame by "I have not made myself prefacing answer. clear......" Make a concession "You raise an excellent before taking point.." exception:
o
Add all new objections to yr database & Share them with yr cohorts
Listen Carefully Confirm Your Understanding of the Objection Acknowledge their Point of View
o
o o o o o o
Hear the Prospect Out Validate the Problem Clarify and Classify Use confirmation questions Ask if there is anything else
Try to distinguish between genuine objections and excuses o That is a logical question o Restate or rephrase in your own words o Use words such as, I understand how you feel , I see where you are coming from, Prepare the prospect for your answer BASE YOUR DECISION ON:
o
The prospect's behavioral style o Phase of the interview o The prospect's mood o The number of times that this objection came up
o o o
Confirm with the buyer that you have answered the objection Continue the Presentation If You do Not Succeed
o
compare advantages and disadvantages the prospect is mentally comparing the present product or a competing product with your product, you may make a complete comparison of the two the experience of a customer whose situation is similar to that of the prospect
o When
o Describe
One of the most convincing ways to overcome buyer resistance and specific objections. a second demonstration is needed to overcome buyer skepticism.
o Sometimes
Removes resistance by reassuring that the purchase will not result in a loss. o Guarantees must be meaningful
o
provide for recourse on the part of the customer The prospect wants to wait a while before making a final decision. pencil and paper to show that delaying the purchase is expensive
o Use
Classic Objection Handling Techniques to and Feel o Answer it by referring as a third party or using that experience your "proof Felt testimony". Found o If the source is reliable or reputable this can be especially successful with the expert or Let a Third skeptical prospect.
I understand how you feel
Party Answer.
Your friend, Hugh Jass, felt the same way Here is what he found.
o o
Admit the objection is valid Describe some counterbalancing benefit Answer with a question
o o
Direct Denial
Rephrase the objection o Considered a high risk method of handling buyer resistance. Use it with care. o If the buyer resistance is not valid, there may be no other option than to refute it by providing accurate information. o Example: If the quality of the product is questioned, meet the statement head on with whatever proof seems appropriate. Be firm in stating your beliefs and be sincere, don't be offensive. o Acknowledge that the prospect is at least partially correct. o It initially appears as agreement with the customer's objection but moves into denial of the fundamental issue. o If done in a natural, conversational way the salesperson will not offend the prospect. o Rephrase or have the prospect rephrase o Blame yourself
o o
Indirect Denial
Give the facts that answer the objection Prospect: "I don't like the size" Seller: "The size is exactly the reason you should buy it!" A trial offer lets prospect try product without obligation to buy. Popular with customers because they can get fully acquainted with a product without making a major commitment.
Learn to respond to this objection. It is inevitable. Buyers will object just to get a discount. Knowledgeable buyers know that there is often a standard discount for which they qualify Price objections are an opportunity to sell the value of the product or service. The danger is to respond to the wrong price objection. "Tell me more" or "Explain"
Was it based on old or unreliable data? o Was the prospect told about a less expensive solution provided to a friend? Explore the friend's solution. The buyer can then accept the other solution at a lower price
o
The buyer can then accept the higher price for the original solution. o Your price is being compared to a process alternative. o Buying software may be compared to manual methods.
There are often new benefits that are impossible with the manual method o Maintenance or support costs can be greater than the original cost. o 20 years ago hardware and software was more expensive than support. o Today hadware and software costs are low. Labor for support is high. o Support may be more comprehensive than in the past.
o
Understand and communicate these changes to the prospect o Denies the cost of labor of the participant o - and of extended time to implement. o Example: lawn care. Everyone can cut grass cheaper than hiring a service Few enjoy spending time on this chore.
o
VALUE ANALYSIS:
Determines the Best Product for the Money.
Comparison of your product's features, advantages, and benefits to those of the product presently in use. o Comparison of long range costs and savings. o Evaluation of the buyer's present product - does it perform better than is required?
o
Determine if the buyer would benefit more from a higher-priced, better performing product.
o
Compare product costs to true value. Establish the value of the product first so the buyer can intelligently compare the true worth of the product to its true monetary cost. Unit costs break price down Use the Lowest Common Denominator Know basic quantities Return-on-investment refers to an additional sum of money expected from an investment over and above the original investment. Emphasize the percentage return that can be earned by purchasing your product.
True Value
o o o o
DO
Add value with a cluster of satisfactions. Point out the relationship between price and quality. Explain the difference between price and cost. Employ the Presumption of Exclusivity Stress your product's exclusive features Identify extras that only come from you Sell quality, exclusivity and differential features Sell Down All prospects have a buying range Show the best first and then let the prospect reduce price by removing features or lowering quality Apologize for the price. Make price the focal point of your sales presentation.
DON'T
o o
Answer GO TO Q2 No Answer GO TO Q5
This series of questions keeps the conversation going and gets the real objections out in the open which helps increase your sales.
Stamina
Tolerate ambiguity
Negotiating Skills
Allow time for planning o Collect all available information o Negotiate internally first o Be flexible
o o
Dont respond too quickly to demands o Call "time-outs" when appropriate o Put yourself in customers shoes o Dont let egos interfere
o o
Dont give concessions too early Do we really need this product or service? What will the savings be for
the company?
Will this solidify my position? o Will this mean more work for me?
o o
Misplaced emotions
Prepare! o Probe!
o
Propose!
CHAPTER 13 CLOSE
Be A Winner
Winners
Part of the Solution "It may be difficult but it's possible" Finds an answer for every problem "Let me do it for you" "There's a green near every sand trap" Always has a plan "I'll get it right next time." "If it is to be, it's up to me." Translate dreams into reality. Empower. "Let's find out."
Losers
Part of the problem "It may be possible but its too difficult" Finds a problem with every answer "That's not my job" "There are two or three sand traps near every green Always has an excuse "It wasn't my fault." "I can't help it." Losers translate reality into dreams. Losers control "Nobody knows."
What is a Close?
Closing
The process of helping people make a decision that will benefit them. o You help them make that decision by asking them to buy.
o o
A question or action designed to elicit a buying decision The Prospect is Ready. The prospect is in the "conviction stage" of the mental buying process.
o o
Perspectives on Closing
Closing should be natural and easy o It should be planned like the rest of the process o Closing is integrated throughout the presentation. It is not a separate event o Each point of agreement is a minor close.
o o
1858 1860
- The seller feels stress also - The seller must ease the buyers pain - The art of closing sales is not the process of persuading people to make decisions, but the art of making decisions with which people agree - Encourage them but respect their decisions
- If they agree on the benefits then you are responsible to guide them to the close - Your buyers will be relieved and grateful for your efforts to close - Believe in what you sell - Assume commitment - Confidence is contagious - Understand that rejection is not personal Your sincerity Your interest in the buyer Your belief in your product and company Your overall success
- Don't accept no for an answer unless it is in everyone's interest - You have earned the right to close - Abraham Lincoln's track record shows persistence in the face of failure 48% Don't Stop 73% at the 85% 90% First "NO." 10% Quit after the 1st contact Quit after the 2nd contact Quit after the 3rd contact Quit after the 4th contact Get 80% of the business
Persistence
Count your successes. The number of failures doesn't count Failure to close a sale does not make you inferior Look at closing averages Remind yourself that self worth is different from performance Positive self talk Don't assume that you are the problem Do more prospecting. Work a fresh lead. Expect rejection but don't create it The buyer may have rational reasons for not buying that they do not tell you
Negative first impression still lingers in prospect's mind. Demonstration was not handled smoothly. Sales resistance was not overcome. Attempting to close too early or too late. 10% will never buy 10% will be easy 80% can be closed You believe in your product and your company You have identified a genuine need You naturally feel self-confident at the time of the close. "The prospect is persuaded more by the depth of your conviction than the height of your logic" (Cavett Robert). Ask for the sale in a confident way, not in a halfhearted manner.
C H E F
Cheek or Chin
o o o
Stroking cheek or chin means satisfaction Leaning forward and nodding Open and Relaxed. Plams Upward Rubbing Hands means assumed ownership Constant contact is good Dilated eyes mean relaxation Rolling or squinting means confusion or ire Smiling Relaxed Casual conversation
Hands
o o o
Eye Contact
o o o
Friendliness
o o
objections mean interest How much is it? How soon can I get it? Sounds good. What's the next step? Nodding head Leaning forward Rubbing chin Tugging ear Reexamines product, sample or paperwork
Gestures
Other
o o o
Relaxes and become friendly. Stopping just short of buying Asking about price means they are sold on benefits Reinforcing or agreeing with your ideas Asks another person's opinion.
Types of Closes
The Trial Close
asks for an opinion not a decision
Assumptive Closes
o o o
Assume that you asked for the order That the prospect said "Yes" Proceed to the next step
o
Asks the prospect to make a low-risk decision on a minor, usually low-cost element of a single product such as delivery dates, optimal features, etc... Fill out the order Wrap it up An old favorite; it provides a choice between something and something, never between nothing and nothing. Example: "Which do you prefer?" or "Would you prefer A or B?" ask questions and write answers on the contract. keep asking questions that are designed to be answered yes. Explain another customer's situation and lead into the close.
o o
We can deliver it to you by the close of business tomorrow if youd like. o Summarize the product's benefits in a positive manner so that the prospect agrees with what you are saying o Then ask for the order.
o
You can easily adapt Feature / benefit statements for your "summary" close. o indicate that if they do not act now they may not be able to buy in the future.
o
Special
It should only be used in complete honesty. o Offers the buyer something extra for acting immediately, such as
o
Concession Close
a special price reduction a more liberal credit plan an added feature o Make sure the buyer places a value on the consession before offering. o Dont say that you will do it. Ask instead if the special concession would be sufficient to close the sale. Only confirm the concession if the buyer agrees. Only concede of the buyer has specifically told you that there are no other objectionss
o
Use with care because some buyers are skeptical of concessions. Have a reason to come back Review everything when you come back Puppy dog
Call-Back Close
Trial-Order Close
o o o o
Often called the Ben Franklin close o Based on the process people go through when they make a decision o Weigh the cons against the pros. o The same as debits and credits, act or not act, etc..
o
Modified T-Account or Balance Sheet Close -- only list the reasons to buy. Some salespeople do not remind the prospect of any of the reasons not to buy as they attempt to close the sale Ask prospects what the probability of doing business at a later time is. This permits prospects to focus in on and discover their own hidden objections.
Probability Close
One single objection stands in the way of a close. o Most often surfaces when a trial close is used. o Never lose patience with prospect o Clarify the customer's position regarding the objection.
o o
Provides prospects with choice as a way of qualifying. o Allow customer to examine several different
o
models and try to assess degree of interest in each one. o Cease showing new products when it appears that the prospect has been given ample selection. o Remove products that the prospect does not seem genuinely interested in.
o
Place unwanted products aside and concentrate on products the prospect seems to be definitely interested in.
"Is there anything else beside price that is holding you back?" "If the price were better then could we do business right now?" "What did you have in mind?" "What can your budget spare?"
o o
"If I can get you that price then can we do business immediately?"
Yes
Recognize that you prospect is committed. o You may or may not be able to negotiate. o You can chose Calculate the price difference and reduce Haggle
Don't give in untill the contract is filled out and ready to sign
"I am sure that you'll have some questions for me as you think it over, won't you?" o "Just so that I'm prepared. What are some of the specific things that you'll be thinking about? Soft Hard o Start asking yes/no questions Is it my company? o Be quiet and let them Is it the color? talk. Is it ..... o Go through all the o Handle any response benefits as an objection.
o o
o o o o o
Thank customer for the order. A follow-up thank-you letter is often appropriate. Ask for referrals. Provide after-sale service. Leave Gracefully Don't talk past the close
Recognize hopeless selling situations Avoid doing or saying anything that will jeopardize the relationship established Do not take the buyer's denial personally o It was a business decision that the buyer made given the circumstances. o The proper handling of a no-sale situation helps build a sound business relationship with your customers. o Ask why you lost out - learn from your successes and no-sales.
o o
Sometimes, it is proper to reopen the presentation Do everything possible to help customer make an intelligent comparison. Review strong points of product, giving special emphasis to areas in which product has superior advantage over competition.
o
Never treat the lost sale as a defeat. Do not use selling methods that are unethical and/or illegal.
o o
Other people who understand the selling and buying process. Personal information - family, hobbies, and so forth. o Company information - if selling to an individual buyer, company information is quite valuable.
o
CHAPTER 14
BUILDING RELATIONSHIPS WITH TOTAL CUSTOMER SERVICE
THE NATURE AND PURPOSE OF TOTAL CUSTOMER SERVICE Service is an Ongoing Activity
Selling is the courtship; Service is like permanent dating o You become part of the customers team o You establish a basis for a long-term relationship o You might get new prospects (your current customers give them to you)
o o
Think of each customer as your only account A lot of people have fancy things to say about customer service, including me, but its just a day-in, day-out, ongoing, never-ending, unremitting, persevering, compassionate type of activity. - Leon Gorman, L.L. Bean
Moments of Truth
o
Value Added
Everything the salesperson does during and after the sale provides value added. Value added . Means going above and beyond what is merely expected of you Warranty and repairs are part of what we sell. Our service must go beyond that. There is no speed limit on the extra mile
PROVIDING QUALITY
Quick service can turn a lemon into lemonade o Personnel changes o Competitors activity
o o
firm More technical sales are lost through poor follow-up than anything else o Average firm looses 20% of customer base per year
o
Building Goodwill
Any reduction in that number greatly increases profits o Service is the only way to justify a price differential
o
You become part of the customers team You establish a basis for a long term relationship You make sure that customers get what they thought they were buying You get new prospects 1. 2. By referrals By learning the customer's industry
Gaining a new customer cost five times more than keeping a current customer
Service the old accounts as well as the new Anticipate complaints and intercept them
Some types of problems a salesperson, could solve before they become serious.
o o o
The product is not functioning properly. The personnel handling the equipment cannot operate it efficiently. They are not getting replacement parts quick enough.
Phone Calls
Problem Solving
o o
Keep customers informed of promotional programs Supply display items Help with displays and arrangements Check inventory regularly Train the customer's people
Servicing Intermediaries
o o o
Call on the distributor. Call on the distributor's customers. Train distributor's sales force.
Call Frequency
o
Rank your customers (criteria may vary) Allot service time and call frequency accordingly
Follow-Up at a specific time interval after each sale. Mail - keep your name in front of them
o o o o o
Promotional material New product information Company newsletter Newspaper articles Letter with a reply card
SERVICING ATTITUDES
Personal Reliability - don't be a flake Second-Mile Action - there is no speed limit on the extra mile
A question of service
Competition too cheap Competition unethical Customer is too difficult All customer cares about is price I don't have time to follow up I've been doing sales for ## years. It can't be me. My company fails to back me up 1 1 1 delivery is late quality deteriorates I never lose a customer through any fault of mine
Do I get mad at small orders? Do I stay away too long between calls? Do I keep customers informed? Do I keep all my commitments? Was our service ineffective? Can I help you in any way to get the account
back?
12 COMMANDMENTS
OF TOTAL CUSTOMER SERVICE
Customers Customers Customers Customers
o o o o o o o
are the life-blood of every business satisfying them is an income-producing endeavor. are the most important people in my business. are not dependent on us were dependent upon them. are not cold, hard lifeless statistics
they are flesh and blood human beings with feelings and emotions just like our own. o do us a favor when they call with a complaint or service request
o o o o o
customer retention is the bottom line. are not an interruption of our work they are the purpose of everything we do. are the key components of our business
they are not outsiders. o deserve the most courteous and attentive service we can give them
o o o o o o o
develop a servants heart. are people who bring us their wants and needs it is our job to thrill them. are not opponents to argue or match wits with why win the battle and lose the war? should be considered economic assets
manage them to maximize your return on investment. o make it possible for a company to pay your salary whether you are a secretary, production employee, office staff, salesperson or sales manager.
o
Customers
John Ciardi Yogi Berra Benjamin Franklin Alexander Rose French proverb Napoleon Bonaparte Abraham Lincoln Thomas Edison Victor Kiam Anonymous
The day will happen whether or not you get up. It isn't over till it's over. Remember that time is money. half the agony of living is waiting.
o o o o
People count up the faults of those who keep them waiting. o You may ask for anything you like except time. o You can't escape the responsibilty of tomorrow by evading it today. o Everthing comes to him who hustles while he waits. o Procrastination is opportunity's natural assassin.... o Don't wait for your ship to come in; swim out to it.
Someday is not a day of the week o If it weren't for the last minute, nothing would get done.
o
Automation systems and techniques o How will you spend your time? o How will you invest your time? o How much to business, service, family, leisure?
o o
Handling Incompletions
Reminders must be in plain sight. o Incompletion: anything that needs additional action before it is put to rest. o To avoid frustrating thoughts about incompletions 1. Do it now if possible 2. Delegate and forget
o
3. Put a reminder someplace that will work o You need to make time for creative thinking
Thinking Creatively
Get everything else under control and this time becomes available.
Wants to please Fears authority Unrealistic standards Can't delegate Put off, put off panic
Perfectionist
o o
Procrastinator
o
o o
o o o
Collect the Clutter from everyplace Get into one location. Sort the Clutter 1. Time critical 2. Someday 3. Trash
o o o
Deal with Priorities Time critical material Set Up Working Categories for the Rest (Someday material)
31 day folder system David Allen's 43 folders computerized reminders Reading Projects - separate folder for each project
o o
Handle Interruptions
People Interruptions o Superior: you can respectfully ask for a delay o Associate o Subordinate
o
Paper Interruptions
o o o
Environmental Interruptions Telephone Calls - try to hold and return o Visual distractions o Comfort factors o You might need a hideaway
o
ence
o
o Customer: consider it a o Email o Projects contact not an interruption 1 If an interruption is part of your job then you need to decide whether it is more important than your current task 1
AN ORGANIZING SYSTEM
2000Write down tasks 1 Rank them in order of priority 1 Attack them in order 1 Forces you to attach time to each task 1 The Integrated System 1 Forget about incompletions until they arise
1 1
Identifying Priorities
The 80/20 Rule means that in anything
a few (20%)
The (Vilfredo) Pareto principle Aka the 80/20 rule
In Pareto's case it meant
many (80%)
The value of the Pareto Principle for is that it reminds you to focus on the 20 percent that matters. 1 Of the things you do during your day, only 20 percent really matter. 1 Those 20 percent produce 80 percent of your results. 1 Identify and focus on those things. 1 When the fire drills of the day begin to sap your time, remind yourself of the 20 percent you need to focus on.
1 1
If something in the schedule has to slip, if something isn't going to get done, make sure it's not part of that 20 percent.
1 1
1 1
pressing and related to your goals something that can be done anytime within a day, week, month Nice to do sometime Parkinson's law - work expands to fill the time allowed to do it Record time next to each item
Set Deadlines and beat them Place a time limit on meetings Take advantage of your peak time Learn to say no Make Decisions Overtime is another bad habit Delegate Write it down (or type it into ACT!) Nurture helpful relationships Stay Balanced
Schedule and confirm appointments 1 Get Organized to Make Calls 1 List topics for discussion 1 Have reference material handy 1 Have your calendar handy Limit the Time for Making Calls Some socializing is necessary Give a time limiting preface
Self-discipline It takes practice to do all of the above. Preface call "I'll just be a minute." Too much time given to a call. Preface termination "Before I hang up "
Computer software that displays numeric data on maps Trip Maker - Plans trips and tracks expenses Strategize prospecting calls
PDA
AvantGo Software for your phone Color maps fully annotated Zooming capability Routing information Hotel Data Restaurant Data Car Rental Data Toll Free Numbers and URL's Expense Tracking Custom Printouts
Global Positioning
The system uses satellites to locate the position of anything with a GPS receiver, like a car. Rick's GPS You always know where you are even in a bad storm or heavy fog GPS will become standard equipment in cars Lock your keys in your car, no problem; use your cell phone to call a toll-free number and the satellite system will beam down a signal that will unlock your car door.
Mapquest
Each leaf represents a cluster of customers start at the farthest customer and call on clients on the way home
SUMMARY
Time management is largely a matter of attitudes. Time is life You can control your life only by controlling time, Professionally, time is money. The necessary elements of an effective organizing system. The 1-31 reminder file
Between sellers and customers between sellers and management Selling Skills Management Skills Less time is spent in the field with salespeople More time in spent in administration
o o o
Video Conferencing
o
What To Do
Edit information ahead of time o Interact! Ask and answer questions o Have Audio Backup o Control noise and interruptions
o o
What Not To Do
Have a clear, limited agenda o Don't let one person dominate o Body language is hard to read. Don't use it. Use it often to get comfortable with the technology
o
Expertise in all aspects of selling Sales ability alone is not enough. May be unhappy and ineffective in managing other salespeople.
Lateral transfer of an effective manager from another department (e.g., finance, advertising, manufacturing)
o
Has the management ability Lacks the basic sales abilities that everyone in sales needs.
Unfamiliar with company policies, office practices expense account procedures and organizational goals.
Working with sales representatives Recruitment Training and development Appraisal, counseling coaching Administration Self management
Winning Managers
Loves Change o Self Image: "The Coach" o Group Decision Making o Shares news and information o Expects results and progress o Helps everyone plan career o Considers staff to be a team o Provides employees with a sense of mission o Challenges sales team to stretch themselves o Gives immediate feedback o Rewards and praises individual and team performance
o
Expensive complex products Expensive due to specialization Product line must not be too complex Territories must be properly sized Selected SIC Codes Selected customers by name (without centralized buying) Selected customer by region National or Key Accounts (with centralized buying) o Can combine any and all of the above Depends on need, cost, etc
o o
Combination Approaches
Type of customers o Job title o Relationship to management a. Who is their boss b. Compensation c. Criteria for promotion o Job planning : what the salesperson is expected to learn or know o Selling activities a. Selling techniques
o
b. Activity expectations
o
Self management
o o o o
Qualified? Want or need the job? Can we meet their expectations? Can they do the job? Testing Physical exam Introductions Policies and practices Vertical communication Company outside activities Expense account Hire someone with experience in the areas specific to your needs o Some sales experience is beneficia
o
Orientation
o
o o
Skip the learning curve Choose marketing skills over sales skills
marketing requires different abilities and approaches than does sales o Leadership abilities
o
Strong communication skills o Some of the best training grounds are in the companies such as Procter & Gamble
o o
best
Straight Commission
sales Allows salespeople to structure their own time and activities. o Gives control over salespeople's activities May not give aggressive selling Most Popular today Draw vs Salary
o o
Customer Retention
Performance Evaluation
Quantitative
o
Qualitative
o o o o o
Focus on Quality not quantity Often ambiguous Allows use of personal biases Should accompany quantitative measures Other requirements 1 Standardized form 1 Consistent over time
1
Often a dozen or more scales More of a standardized 5 or 10 point scale Usually has more scales Goal setting and evaluation process Mutual goals Periodic reviews Evaluation based on each goal
MBO
o o
Effectiveness is a function of 1 Territory Objectives 1 Resources allocated to that territory 1 Salesperson's performance Measure actual sales against potential, quota or objectives
Efficiency
o
Profitability of a territory
Time, effort and money invested to get sales o Ratio analysis - various ratios are used as a measure of efficiency Expense/Volume (E/V) Profit/Volume (P/V) predicts the effects of sales on profits predicts the number of sales needed to offset rising expenses
o o o o o o o o o
Sales Reports Expense Reports Activity Reports Complaint Records Call Reports Accompany salesperson Observe phone conversation, mail, e-mail Customers Associations Agencies
Salesperson should be committed to attaining the objectives The program should be based on realistic objectives that reflect actual territory conditions The program should be centered around objective and constructive techniques and measuring tools
SALES TECHNIQUES
http://www-rohan.sdsu.edu/~renglish/377/
1: 2: 3: 4: 5: 6: 7: 8:
chapter 9: chapter 10: chapter 11: Presentation chapter 12: chapter 13: chapter 14: chapter 15: chapter 16:
Introduction to Selling Relationship Selling Ethical and Legal Considerations Consumer Behavior and The Communication Agenda Finding your Selling Style Preparation for Success in Selling Prospecting The Preapproach and Telephone Techniques Approaching the Prospect Asking Questions and Listening The S P I N Preparing for an Effective Handling Objections CLOSE Building Relationships with Total Customer Service Personal Organisation and Self Management Sales Management