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Part 5

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An Overview of 12 Selling
Models

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Personal Preparation Models.(1-4) These
focus on the salesperson's personality.

1. 5-P Sales Model: This basic model was
defined as "Product Pushing through
Personality, Persistence and Price." This was
the land of the "born salesman." These
people had an engaging personality and
relentless persistence.

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mental conditioning is a must. people wake up in the morning and decide to go into selling with few or no skills. Even today. they could make sales. For them. 4 . With a low price and playing a simple numbers game.

2. 5 . Mental Conditioning Sales Model: People in sales hear the word "no" more often in a few months than people in other occupations do in an entire lifetime. When salespeople lose their excitement and enthusiasm for what they sell. their prospects respond likewise.

Today Psychological Kinesiology and other methods are available to build stamina. 6 . Significant advancements have been made from the short-lived motivation sessions. Mental conditioning is to selling as physical conditioning is to sports.

At the core of this model is the ability to cross boundaries.3. but not violate 7 . Relationship Sales Model: This model was based on building a relationship by calling on the same prospect repeatedly over an extended period of time. The salesperson and the buyer got to know each other better on both professional and personal levels.

8 .4. Personality Styles Sales Model: The importance of relationships in selling fostered the use of psychological assessment instruments to identify key personality characteristics.

9 . Based on the recognition that different personality types prefer their own particular style of interaction. this model provides structure to the interaction and relationship-building components of selling.

Presentation-Based Models (5-8) These focus on using the presentation portion of the sales interaction to do the actual selling. 10 .

In its pure form. this model was. Closing Sales Model: Introduced in the 1950s.5. and still is today. trial closing and overcoming objections. 11 . heavy emphasis was placed on presentation skills. then going for the final major closing sequence. most commonly used in high-pressure sales.

this model has a tendency to extract the "price" objection.6. solutions were then presented. sales professionals were taught to ask open.and closed- ended questions to probe for problems. Problem-Solving Sales Model: In the early 1960s. 12 . Once discovered. In today's highly competitive markets.

Value-Added Sales Model: This model emerged in the late 1960s to counteract the tendency of the Problem-Solving Model to elicit a price objection. When the price objection is anticipated.7. incentives are "added on" to the basic product/service as a means to make up the difference in customer perceived value versus price. 13 .

Consultative Sales Model: This model was introduced in the early 1970s.8. The focus was to determine how the sales professional could lower the customer's operating costs and/or increase the customer's ability to generate revenues. 14 .

new products or new services. it had limited application for new companies. 15 . Consequently. This model requires that you have an extensive track record and strong proof of results.

Applications Models (9-11) Fully developed primarily during the 1980s in response to special selling situations these are more strategic in nature and assume the salesperson already knows how to sell. 16 .

9. Partnering Sales Model: The
partnering model is not a "legal"
partnership. Rather it is a part of the
"Total Quality Management" process
many companies are now pursuing.
Partnering is usually done at the
highest levels within the seller's and
customer's organizations.

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To successfully partner, the
salesperson must understand the
needs of the "customer's
customers." Collectively, the seller
and customer build and exchange
business plans related to the
product/service.

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10. Team Selling Model: Although it
has been around for many years, it is
just now becoming popular with
sales organizations. This process
involves a number of people at
various levels interacting with a
similar group at the same level at
the prospect company.

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The sales professional is primarily engaged in a communications- coordinating "quarterback" role. Roles. 20 . boundaries. authorities. procedures and communications are necessary for this model.

characterize the profile of a selling organization utilizing the "complex sales model." The primary focus is to define the strategic approach to the account. Complex Sales Model: Long lead times and big ticket items.e. etc. governments.. banks. citizens groups. both internal and external to the client company. coupled with multiple decision makers.. i.11. 21 .

22 . rather than the traditional presentation phase. Value Selling Matrix Models (12) In a value selling process the actual selling is done during the interview phase of the sales interaction.

Value Selling Model: This relatively new model introduced in the late 1980s was developed as the result of reduced product/service differentiation. new products and services that have no track records.12. 23 . competitor-induced increased pressure on price.

as well as flatter organizations staffed with people who no longer have the time to listen to sales presentations. 24 . Value selling is designed to prevent the price objection by establishing the value of the solution using the prospect's data.

25 . The criteria-driven version of this model uses an "irrefutable logic stream" so that proof of performance is not necessary and sets the seller's unique selling points as criteria to select a supplier in order to rule out the competition.

a service or a product. selling everything from software. These top ten tips sales techniques gives an overview of the type of skills you need to use to gain new business and build and maintain 26 . Top 10 Sales Techniques Sales techniques are used in majority of sectors such as marketing right to Finance and IT.

make sure you research their business thoroughly. Also. (1) Prepare Before you make your first initial contact with the potential client. do a little web research on the person you''re going to be talking to 27 . understand their industry and take a look at what their competitors are doing.

28 . Develop your people skills and cover areas such as questioning and listening skills. (2) People skills Some people find meeting new people easy as it comes naturally to them. but others find it difficult. giving and receiving criticism and praise and using assertive behaviour. Remember you're face and personality of your company.

you need to look confident. To feel confident. tidy and are dressed appropriately. 29 . first impressions are really important. Make sure you look you clean. Majority of people make their first impression in 15 seconds of meeting you. (3) First impressions really count If you are having your first meeting.

30 . and earned their trust. It is important to listen and understand their business needs. (4) Starting a client relationship Once you've made the first contact. shown you understand. you are on the right track to making them a regular customer. you need to build on the relationship. Once you've built that relationship.

Make sure they know that they can contact you on your email. If you don't then they will either go to your competitor or lose trust in you. 31 . work number and mobile. (5) Relationship Building To build on the relationship it is important to maintain regular contact with the client.

You have to be confident in finding solutions to their work. even if they don't ask for your help. 32 . If you can solve this problem. (6) Listening to your client Your client might mention a problem that they are currently experiencing at work. don't be afraid to give them your professional advice.

You are helping them gain a flexible work schedule to make their work life a little easier on them. 33 . Remember that your product or service is benefiting their business needs. (7) Sell the benefits Sell the benefits of your product or service.

34 . This is important especially if you're still building the relationship. If you can make them feel that they are in control of the relationship. you won't risk losing the client to a competitor. (8) Don't rush the sale Never let your customer feel like they are being rushed into a sale.

(9) Remember a promise is a promise If you promise to do something. contact the client straight away and let them 35 . make sure it reaches your client at least a day before. perhaps a favor relating back to your services/product. make sure you follow through. If there is a deadline. If you're forced to extend the deadline.

(10) You're the expert Never forget that you're the expert in your field. make sure the client knows that they can turn to you for advice. 36 . You understand the industry and have the knowledge to provide expert advice and share good practice.

 Enterprise Sales. 37 .  Consultative Sales. There are three distinctly different sales techniques:  Transactional Sales.

A consumer. The hair dryer is located on an ecommerce site. Transactional Sales Transactional sales are those in which straight transactions occur. is seeking a good price on a name-brand hair dryer. for example. and that’s the end of the 38 . paid for by credit card or a transfer service such as PayPal.

There is no need for a salespeople in this environment—sites such as Amazon have created a buying experience that requires no human interaction. 39 .

Where is the trust factor in transactional sales? 40 .

The consumer has heard. seen or read enough on that particular product—or has personal experience with it—that there is trust in it. 41 . The trust in this sales technique is completely in the product and the brand.

trust can also occur with a particular ecommerce site. In that case the trust is earned through excellent delivery and customer service. 42 . if consumers have routinely had an excellent buying experience there (Zappos or Amazon as an example). Although not as common.

It is a company that has a long-standing reputation for providing products and services that are outstanding in the field and in whom a company can place its faith. Enterprise Sales In enterprise sales. 43 . the trust in an institution.

44 . a company is entrusting a part of their future in the hands of the institution. In enterprise sales. there is also a considerable future factor involved.

45 . Due to the complexity of enterprise products and services and the long list of options involved. It requires an enterprise salesperson to have mastered the sales techniques of insight selling. so that the customer is serviced to the maximum degree possible and that trust is well- earned. a human salesperson is required.

a company is placing their trust in a person and their recommendations and advice. as opposed to a product or a brand. 46 . With consulting sales. Consultative Sales Consultative sales also requires a human salesperson and likely always will.

the sales techniques of insight selling are particularly vital here. More than in any other category. 47 . and provide the best possible recommendations for solutions to them. A consultant must possess a keen perception and understanding of a company’s issues and needs.

48 . they’re likely do to so even when the company has never heard of that product. When a trusted consultant advises a company to buy a certain product.

under this category would fall salespeople selling products or services that buyers or prospect companies are largely or somewhat unfamiliar with. In addition to professionals working as consultants per se. 49 .

but one which can be met with the right skill: the sales rep of this sales technique must become. to a greater or lesser degree. a trusted consultant for that company. 50 . Once again insight sales is the key. The salesperson in this category has a tough challenge.

51 . Sales Insight According to Forrester Research. In fact only 25% of them are prepared to take a second meeting. 64% of senior executives believe that the sales person does not know enough about their buyer’s business to bring any value to a meeting.

three out of every four sales meetings are a waste of time and money — both for the seller and for the buyer. Meaning. 52 .

 Interaction insight. 53 . Two Categories of Insight Selling Sales winners employ two types of insight selling:  Opportunity insight.

Opportunity Insight: Focuses on selling a particular idea that is likely to lead to a sale. "Very interesting” 54 . It’s up to the seller to create the opportunity and communicate it so that the buyer says (or thinks) something like. sellers must bring up the idea proactively. To do this.

55 . Opportunity insight also creates customer loyalty. that buyers were three times more loyal to sellers who proactively brought opportunities to their attention. Researching shows.

Educating buyers not only shares the seller's expertise. but also demonstrates the seller's willingness to collaborate with the buyer. 56 . That's the second type of insight selling.

You're not just there to sell them something. inspiring "AHA! moments" and shaping strategies based on interactions between seller and buyer. Interaction Insight: Provides value in the form of sparking ideas. 57 . you're there to shape ideas and inspire changes that could benefit their business.

buyers often come to insights on their own. When they do. pushing them out of their comfort zones and challenging their assumptions. These winning sellers help buyers think outside the box by asking tough questions. 58 .

59 . they buy from that provider more often. The net effect is that the buyer wants to keep that seller around. To do that.

Whether presenting the buyer with a new opportunity. 60 . or simply collaborating with them. insight sellers drive change with ideas that matter. Opportunity insight and interaction insight work together to build customer loyalty and earn repeat sales.