SALES
TECHNIQUES
FULL IN DEPTH
SALES TRAINING
COURSE
SALES TECHNIQUES
http://www-rohan.sdsu.edu/~renglish/377/
chapter 1: Introduction to Selling
chapter 2: Relationship Selling
chapter 3: Ethical and Legal Considerations
chapter 4: Consumer Behavior and
The Communication Agenda
chapter 5: Finding your Selling Style
chapter 6: Preparation for Success in Selling
chapter 7: Prospecting
chapter 8: The Preapproach and
Telephone Techniques
chapter 9: Approaching the Prospect
chapter 10: Asking Questions and Listening
The S P I N
chapter 11: Preparing for an Effective Presentation
chapter 12: Handling Objections
chapter 13: CLOSE
chapter 14: Building Relationships
with Total Customer Service
chapter 15: Personal Organisation and
Self Management
chapter 16: Sales Management
CHAPTER 1
INTRODUCTION
TO SELLING
Qualities of High Sales Performers
o Sell to people
o Know when to close
o Exchange Information
o Regularly establish trust
o Engage in certain behaviors
o Provide value added to the customer
o Be perceived as a genuine advocates of
prospects’ needs
THE SALES EDGE - EVERYBODY SELLS
o Human relation skills are basic selling skills.
o Skills are learned and practiced from birth.
o Everyone has a base upon which to build their selling abilities.
o Introverts and extroverts are successful in selling
The Value of Salespeople
Selling keeps products, services and ideas flowing.
Growing corporate competiveness
o
Sales people are o Latest sales strategies are essential
solutions providers o Understand your customers problems
identify customer needs
o
Businesses rely on o Help determine prices of the products their
company sells.
salespeople for
o Inform customers of new products.
many functions o Follow up on the customer once the sale is made.
Compensation places more salespeople above
o
$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
is recognized by o 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
Importance of Sales Training
o Salespople are cross trained on other tasks
o Cost of replacing a trained seller can be up to $500,000
o Learning never stops
o Salespeople are most comfortable selling what they understand.
o Successful companies
see sales training as the basis for gaining a competitive advantage.
provide ongoing training
o Sales training builds confidence in the sales force and enables them
to make superior presentations.
THE POSITIVE NATURE OF
PROFESSIONAL SELLING
False Negative Perceptions about selling abound
Personal o Personal Integrity
o Personality Structure
Attributes o Personal Relationships
Required
Personal
Abilities
Demanded
Women in Selling
o
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 them to recognize
the existence of needs they
Assisting have that could be met
through your offering.
Demonstrating how your
Demonstrating offering fills that need.
Persuading qualified
Persuading prospects that your product
will fill their needs.
Salespeople are made not born
o They are made with
concentrated attention
repeated practice
goal oriented direction
o Become a Master Salesperson
o Become a student of your profession
o Learn throughout your career
REWARDS OF A SALES CAREER
o Variety and Independence
o No set routine
o Each sales situation has a unique character
o The variety of prospects and their needs.
o Variety of activities in one day and from day to day
o Security
o Entrepreneurship
o Professional salespeople are never unemployed.
o Salespeople have an especially good opportunity to
exercise a direct effect on their income and security
by their own efforts.
Hierarchy of Personal Needs
MORE REWARDS OF A SALES CAREER
o Advancement in Direct Selling
o Entrepeneurship
Opportunity for o Promotion to Sales Management
Advancement o Involvement in Sales Training
o Moving Into Top Management
o Security
o The knowledge that you are meeting your own
highest personal needs for self-actualization.
Personal o Knowing that you have been of service to
Satisfaction is someone else while, at the same time, you have
derived from met your own goals.
o Being able to control your own work time and
activities on a daily basis.
DISADVANTAGES OF A SALES CAREER
Variable income
Long hours
Travel
Handling rejection
CLASSIFICATION OF SALES JOBS
All sales jobs have some similarities
o The need to understand the prospect’s problems
o The need for self discipline to relentlessly execute a sales plan
o The need for appropriate technical and/or product knowledge.
o The ability to translate products into benefits that resolve problems
o Taking orders and field service.
o Largely involves delivering orders and replenishing
inventory.
o Expected to persuade customers to provide additional
shelf space or more favorable placement of stock.
Trade Selling o Opportunity to increase sales comes most often
through assisting the customer to move a larger
volume of inventory.
o 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
Missionary Selling in the way of products sold.
o 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.
Technical Selling o Often conducted by a sales team.
o Still need real sales skills because their role is more
than just explaining the technical aspects of the
product.
New Business Selling
o Established clients
Account representative o Many calls
o Concentrates on promotions
o Product introductions
Detail salesperson
o May not take orders directly
Selling for a Sales Engineer
o Technical skills
Manufacturer Industrial Products
o
o
Tangible products
Industrial customers
Salesperson - Non o Technical knowledge not
Technical needed
o Intangible products
Service salesperson o Sells on benefits only
Largest group - Real estate - Retail clerks
Selling at Insurance agents - Telephone salespeople
Direct (door to door) - Party sales
Retail Multi level sales
The Order Taker and the Order Getter
o "Responds" or "Reacts" to the expressed desires of
Order customers is
o Uses suggestion selling to get buyers to purchase
Taker 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
Order any type of selling.
o requires a high level of personal skill, dedication and
Getter effort.
o time is still spent in maintaining relationships with
former or present clients.
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
CHARACTERISTICS OF SUCCESSFUL
SALESPEOPLE
o Enthusiasm
o Willing to do what it takes to attain
o Sincerity goals.
o Empathy to find satisfaction in
o Ability
contributing to achievement of the
o Goal Direction goals set by their company.
o Resourcefulness o Enjoy serving the needs of others.
o Administrative Ability o Able to stay focused on daily
activities.
o Perseverance
o Other characteristics
o Pleasant Personality
1. Strong positive self image
o Initiative
2. High ethical standards
o Ability to Ask Questions
3. Sensitivity to the needs of others.
4. Able to win the trust of others
CREATE THE SALES EDGE
Change is often desirable, frequently
C necessary, and always inevitable
Remember…only you can give
yourself permission to approve of
R you. Unlock your mind from negative
thinking
nvision yourself a success. What you
E think about you become.
Attitude does determine your altitude.
A It's what’s inside that makes you
rise.
The right angle to solve a problem is
T the try-angle.
Eliminate failure as an option, and
E progress naturally emerges
The best is yet to come. yesterdays impossibilities are today’s
T possibilities.
Have your dreams. they are the stuff great people are made of. reach for
H the stars but keep your feet on the ground.
Extraordinary desire and persistance drives ordinary people to achieve
E great things. achievers are not extraordinary people.
S Seven days without laughter makes one weak.
A A smile is the shortest between two people.
Listen twice as much as you talk. You were given two ears and one
L tongue.
Encourgaging feedback is a process for learning about your impact on
E those around you.
Success is the progressive realization of worthwhile, predetermined,
S personal goals.
E Excuses are for losers. Winners have ways. May we all find the way.
Determine never to give up. It’s when things seem the worst that you
D must not quit.
G Goals are dreams with a due date.
Expect the best of yourself. Be somebody special. The best never
E consider success optional.
CHAPTER 2
RELATIONSHIP SELLING
“Your professionalism is
defined not by the business
you are in, but by the way
you are in business”
- Tony Alessandra
THE CHANGING ROLE OF
PROFESSIONAL SELLING
The trend in professional selling today is toward
Consultative, Problem-Solving selling
The ultimate goal of the consultative
Customer Satisfaction seller throughout the selling process.
Managing the account relationship
Relationship Ensuring that your clients receive the
Management 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
Successful sellers who before discussing product information.
foster relationship
Keep their attention focused on the
selling objectives for the sales call.
Are careful to establish a firm
foundation for a productive relationship
with the prospect.
The value of InfoQuest CRM undertook a detailed
study of 20,000 of its customer surveys
customers 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
How To Build or Break a Relationship
Relationship Builders Relationship
Breakers
Treat customers like life-long Simply wait for the problem to
partners develop
Become a solutions provider Focus only on making the sale
Deliver more service than you Over-promise and under-deliver
promise
Wait for your customers to call you
Schedule regular service calls
Lie or make exaggerated claims
Develop open and honest
communication Use the “us versus them”
approach
Use the ‘we can’ approach
Blame somebody else;
Take responsibility for mistakes
made Knock a competitor
Be an ally for the customers’ Focus on your own personal gain
business
RELATIONSHIP SELLING VERSUS
TRADITIONAL SELLING
o The Approach
The Face to face o Identyfying Needs
o Making the Presentation
steps of the o Overcoming Resistance
Relationship Model o Gaining Commitment
o 40% spent on gaining rapport and
Time trust
o Think the way your customer thinks
Empathy
o Higher than ever
Customer expectations
Gives us tools to aid in the process
Can also cause a loss of personal
Technology contact
Has taken over low end
transactions
The Sales Cycle Framework
for Consultative Selling
Phase 1: Pretransactional Steps
Qualified prospects
Money
Prospecting Authority
Need
Prospecting discussed in depth in Ch 7
Preapproach
Telephone
Activities
Phase 2:
Transactional Steps
Approach The Success of the process depends on this
Active questioning and creative listening skills
Need Discovery are needed
Features vs Benefits
A feature is a fact that is true about a product or
service, tangible or intangible.
A fact becomes a benefit when it fulfills a need to
Preparation the customer.
and Benefits of the product or service are the
Making application of features to the needs of the
The presentation prospect
A seller should be thoroughly familiar with the
features of the product or service
Knowledge makes it possible to describe the
benefits
Handling It is up to the seller to qualified the buyer.
Objections Resistance comes because an atmosphere of
[Resistance mutual trust and cooperation was never fully
can be avoided] 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," today’s
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.
Phase 3: Posttransactional Steps
Relationships keep
satisfied customers
coming back
Customer satisfaction is
an asset to you and your
firm
The relationship begins
after the buyer says
"yes."
Cognitive Dissonance
(buyer's remorse) must
be reduced
Continuous Quality Improvement
Total Quality Management Principles
that apply to relationship selling
Listen and learn from customers and employees
Continuously improve the partnetshop
Teamwork through mutual trust and respect
Do it right the first time
Get your whole company involved
Service Quality Interaction
Re-Engineering requires culture changes in a
sales organization
Total Quality Management
Traditional Management Model
Model
Focus on product Focus on service
Company knows best Customer knows best
Transactions Relationships
Individual performance Team Performance
Fire-fighting management Continuous improvement
Blame/punishment Support/reward
Short-term (year or less) Long-term (years)
Intolerant of errors Allows mistakes
Autocratic leadership Participative Relationship
Bureaucratic Entrepreneurial
Top-down decisions Consensus decisions
Inward focused Outward (customer) focused
TEAM SELLING
The Growth of It has grown to take advantage of
diverse skills and personalities needed
Team Selling 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
The Benefits of Customer gets involved with more than
Team Selling one person
More accurate need definition
Very useful if product is technical
Different individuals bring more selling
skills
Requires special planning
Must have a leader
The Roles of Must agree on objectives
Each Member Must be better rehearsed
Salesperson and Attorney
Combinations
That Work 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?
The Power of Ethical Management
by Dr. Ken Blanchard & Dr. Norman
Vincent Peale
The basic message of their book is simple:
You don’t have to cheat to win!
“Nice guys may appear to finish last, but usually they are running
in a different race.”
Cheating, lying, and short-changing the customer on service
may bring a satisfactory profit today,
but it is a sure way to court failure for the future.
Is the language of ethics different
from other uses of language?
Guidelines for Ethical Behavior
The golden rule
Universal Nature
Everyone plays by the
same rules
Trust facilitates
cooperation
Truth Telling
Don't blame others for
Responsibility for your problems
One's Actions
The "victim" mentality
THE ETHICAL DILEMMA:
Do honest salespeople finish last?
Ethical Questions
What method do we use to determine moral standards?
Why be moral at all?
Are there moral standards which are common to all humanity?
Is free will a necessary condition for moral praise or blame?
The Origin of Ethics
Legal Standards are
enforced
Ethical standards come
from society
Bases for Ethical Systems
Standards-based ethics
Deontological
uses specific rules
Results-Based Ethics
Teleological
defines right and wrong in terms of end results
Started by Jeremy Bentham (1748-1832)
Tried to reform some of the unfair laws in England
Developed a theory that the morally correct rule
was the one that provided
Utilitarianism
“the greatest good to the greatest
number of people. The greatest good for
the greatest number”
Ethical results from learning that everything is relative.
Ambivalence Are there any moral absolutes?
INFLUENCES ON THE
SALESPERSON’S ETHICS
Company Code of Ethics
Government action and fear of retribution have induced more
companies to adopt a code
Expense accounts
Typical Gift giving
Unethical demands by a buyer
issues Promises about performance or delivery
covered selling unnecessary products
Role Modeling by Executives and
Sales Managers
Examples Set by Colleagues and
Competitor
The Bottom o Profit?
o Survival?
Line
peer pressure
Groupthink
group develops a set of shared perspectives
that may be unrealistic but are strongly
supported by the members of the group.
Gamesmanship
winning
for the sake of winning
Responsibility
your conscience
to Self
Inaccuracies in Expense Accounts
Responsibility Honesty in Using Time and Resources
to your Company Accuracy in Filling Out Order Forms
Representing the Company
Responsibility
to Competitors
Overselling and Misrepresenting
Products or Services
Responsibility
to Customers Keeping Confidences
Gifts & Entertainment
OPERATING IN A GLOBAL
ENVIRONMENT
Some cultures have different
expectations
U.S. citizens are expected to follow U.S.
laws
ETHICS AND JOB TENURE
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.
How Does the Company Treats the
Salesperson
Some incentives encourage fudging
Management may not be accessible to help with dilemmas
Do control mechanisms exist for
Customer complaints
Salesperson dissatisfaction
Expense accounts
Are sales goals impossible
Be sure managers fairly manage the distribution of sales territories
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
- Periodic refresher courses
ETHICS AS GOOD BUSINESS
Unethical activity costs
business
Check Points in Ethical
Decision-Making
Is it legal?
Is it fair to all
concerned?
Would I want someone
else to act this way to
me?
How would I explain my
actions to someone
else?
How will it make me feel
about myself?
Remember…There is
no pillow as soft as a
clear conscience.
LEGAL ISSUES FACING THE
SALESPERSON
It is easy to violate many of the laws
Quality below standard specified
Violation of delivery date
Pricing concessions
Incomplete or incorrect instructions
Price fixing
Some Delivering a different brand than that sold
Misrepresentation of product usage
Legal Slandering competitor
Traps Kickbacks to buyer
Charges after the sale
Misuse of proprietary data
Signing agreements without the proper
authorization
Antimonopoly
Categories Deceptive actions
of Laws Preserve competition
SPECIFIC ANTITRUST LAWS AND THEIR
SALES IMPLICATIONS
The Sherman Antitrust Act of 1890
Federal Trade Unfair methods of competition and commerce
Commission
Act of 1914 Unfair or deceptive acts or practices
Defines price discrimination
Gives FTC the right to limit quantity discounts
The Robinson
Prohibits unfair promotional allowances
Patman Act of 1936 Brokerage allowances only go to brokers
THE UNIFORM COMMERCIAL CODE (UCC)
Guidelines for Selling
Written or verbal offers to sell may be binding
Financing must be explained clearly and completely
Salesperson must know legal responsibilities of both parties
Warranties and guarantees
Express warranties are made by salesperson or in writing
Implied warranties
State law
Unless a disclaimer is made
___________________________-
COOLING-OFF LAW
How to keep out of Legal Trouble
"Puffery" vs. statements of fact.
Educate the customer thoroughly before making the sale
Know technical specs, etc. for the product you sell.
Know your company's literature. Challenge it if is false
Know the terms of sale policies. You can bind the company
Know federal and state laws regarding your product and its warranties
Don't guess at your product's capabilities
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 Don’t work
Consumer Behavior
The set of actions that make up
an individual's consideration,
purchase and use of products and
Consumer services.
behavior Includes the purchase as well as
consumption of the products and
services.
What is motivating the customer
You, the to buy. This enables you to
seller must convert features into benefits for
that particular individual
be able to
determine 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.
Search for Alternatives - Limited By
Time and cost - Experience and urgency.
Value of purchase - risk involved in the purchase
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
Cognitive Dissonance Depends upon the importance of the
aka "Buyers Remorse" 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.
Business to Business Buying
Decision Maker May be a buying center
Some Buying Criteria More complex
Fundamental rational
Differences Buying
economic
Motivation
emotional
Characteristics
Fewer in number,
of Purchases involve larger dollar volume
Organizational Less freedom of decision
Buyers
Categories of Industrial
Organizational Wholesale & Retail
Buyers Government
set by companies provide guidelines concerning
Purchase
performance, service, quality etc.
policies Product or service must meet these criteria
Several people involved directly or indirectly in the
decision making process.
Multiple Buying
Many times dollar limits are set and exceeding these
Influence limits requires the approval of higher level
executives.
Users.
Buyers.
The Buying Influences.
Center Gatekeepers.
Decision Makers.
More of the decisions are based on rational buying
motives rather than emotional motives.
Buying
Research and analysis concerning the product and
Motives the company selling it is often conducted prior to
purchase.
Ultimate Consumer Ultimate Organizational
Buying Motives Buying Motives
Increase wealth
Profit
Alleviate fear
Economy
Secure social approval
Flexibility
Satisfy bodily needs
Uniformity of output
Experience happiness or
Salability
pleasure
Protection
Gaining an advantage
Utility
Imitating
Guarantees
Dominating others
Delivery
Recreation
Quality
Improving health
ENVIRONMENTAL INFLUENCES ON
THE PURCHASE DECISION PROCESS
Psychological Influences
The Role of Perception Illusions
Mood of the
Moment
Buyer is not always consciously aware of attitudes.
Attitudes are habitual patterns of response to previous
experiences.
Attitudes 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 mind’s 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.
Self-image
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.
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
THE COMMUNICATION AGENDA
to be sure that the prospect understands the message, accepts it, and
makes a commitment to take action.
Source
the Message Encoding and decoding of
Encoding messages are often achieved through the use of
symbols
The Message Itself
Evaluating the Prospect's Decoding
Words
Distractions
Timing
Barriers to Interruptions
Technical Erudition
Effective Poor Listening Habits
Communication Make Use of Feedback - your message has
been transmitted successfully when the
prospect's understanding of the message is
the same as yours.
Clarity or Articulation
Volume
Uniqueness
Use of the Voice Silence
Rhythm
Rate of Speech
SELLING WITHOUT WORDS
(NONVERBAL COMMUNICATION)
Visual communication the expresses majority of a person's
feelings and emotions
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
concerned with the physical
distance individuals prefer to
Proxemics maintain between themselves
and others.
1. Successful sellers
tend to move closer to
aclient when closing a
sale.
2. It is best to carefully
test for a prospect's comfort zone.
3. Comfort zones tend to change with sex,
status, or age.
4. Four to twelve feet from the client could be a good distance in which to
begin a sales interview.
5. In a selling situation, the intimate zone should be entered only by
invitation or during a handshake.
Cultural Proxemics
o Americans use a firm, solid grip;
o Middle Easterners and Asians prefer a gentle grip
a firm grip to them suggests unnecessary
aggressiveness
HAND SHAKE
o Americans are taught to look directly
o Japanese and Koreans are taught to avoid direct
eye contact, direct eye contact to them is
considered a weakness, and may indicate sexual
overtones
EYE CONTACT
o 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
o Means calling someone a very bad name in
Germany.
O.K. GESTURE
o For Americans, up and down means yes, side to
NODDING YES OR side means no
NO o in Bulgaria, the nods are reversed in meaning.
o An American gesture is found to be offensive to
nearly every other country around the globe
PUTTING FEET
ON TABLE
GENDERSPEAK:
SEPARATED BY
COMMON LANGUAGE
Relating to the Opposite
Sex
Body language does not mean exactly the
same between a man and a woman as it
means between two men or two women
Websites Genderspeak
http://www.adrr.com/lingua/12lwma.htm
Genderspeak: Men, Women, and the Gentle
Art of Verbal Self Defense
A woman's smile may be interpreted as an
attempt to substitute personal charm for
competence. If she doesn't smile, she may
be considered cold and impersonal.
Both men and women may unconsciously
join in a game of talking business but using
body language that says, "Let's flirt."
Women Men
o Tend to surrender more
quickly o Tend to surrender less
Personal Space
o May feel vaguely quickly
uncomfortable about
having done so.
interrupt men less often
Interruptions interrupt both sexes
they do other women.
Networking Tend to use more Tend to use less
Patience More Less
Use of Humor Less More
questioning and
Tend to be better Tend to be worse
listening
CHAPTER 5
FINDING YOUR SELLING STYLE
A DIFFERENCE IN SOCIAL
STYLE
Failure to understand styles can cause
lost sales, frustration
o Understanding styles
Success leads to better
and communication
Behavioral o Style analysis was
Styles started by Jung and
modified by others.
THE BEHAVIORAL OR SOCIAL STYLES
MODEL
Four basic styles based on four
functions of human personality
Function Characteristic
Quick reactions to here and now
Driver [Sensor] sensory input
Expressive [Intuitive] Imagination and thought
Emotional and personal reactions to
Amiable [Feeling] experiences
Logically organizing and analyzing
Analytical [Thinking] data
Are You A Director, o Try the Kiersey Temperament Sorter
Thinker, Relater, or o Here is the Watchword Technique
Socializer?
Basic Concepts
Primary style the favorite
Back up style used sometimes (stress)
Clues to style manner of speech use of time, etc
We respond to a style
Don’t overuse your style
similar to our own.
o We use one or two styles in selling
Behavioral Styles in o Know your own style well
o Style predicts surface behavior.
Selling o It is not an in-depth personality analysis.
Dimensions of Behavior
The degree to which a person attempts
Assertiveness
to control situations or the thoughts
[dominance] and actions of others.
The readiness with which a person
Responsiveness [Sociability] outwardly displays emotions or
feelings and develops relationships.
Individual's ability to adjust personal
Versatility pace and priorities to help interaction
with a person of another style.
Use the grid which plots assertiveness
vs. responsiveness.
Recognizing Social Styles
Each quartile in the grid represents
levels of intensity
Identifying the Four Behavioral Styles
High assertiveness
Low assertiveness
Low
Low responsiveness Drivers
Analytical responsiveness.
Reserved technical
Control freaks.
specialists.
o Decisive in action and decision
o Cautious in decisions and action
making
o Likes organization and structure
o Likes control; dislikes inaction
o Dislikes involvement
o Prefers maximum freedom to
o Asks specific questions
manage self and others
o Prefers objective, task-oriented,
o Cool, independent, and
intellectual work
competitive with others
o Wants to be right, so collects
o Low tolerance for feelings,
much data
attitudes, and advice of others
o Works slowly, precisely, and
o Works quickly and impressively
alone
alone
o Seeks security and self-
o Seeks esteem and self-
actualization
actualization
o Has good problem-solving skills
o Has good administrative skills
o High
assertiveness
o Low assertiveness Expressives o High responsive.
o High responsiveness. o Social specialists
Amiables
o Support specialists
o Spontaneous actions and
decisions
o Slow in making decisions or taking
o Likes involvement
actions
o Exaggerates and generalizes
o Likes close, personal relationships
o Tends to dream and get others
o Dislikes interpersonal conflict
caught up in those dreams
o Supports and actively listens to others
o Jumps from one activity to
o Weak in goal setting and self-direction
another
o Seeks security and identification with a
o Works quickly and excitedly
group
with others
o Has good counseling and listening o Seeks esteem and group
skills
identification
o Has good persuasive skills
Versatility as a communication tool
o Conflict can happen if we use our own styles
o One person must adapt
Behavior Flexibility or The willingness to control personal
Versatility behavior and adapt.
Human beings are instinctively impelled to
return to others the feelings and emotions they
give to us.
The Law of o When we move toward their style then they
Psychological are compelled to move toward our style.
Reciprocity o Called mirroring and matching
o You can impact the thoughts, actions and
feelings of others by modeling what you want
to have happen
o How fast are decisions made?
Identifying o How competitive?
Pace and Priority o How much feeling is displayed?
Style Clues o Office decorations
in the Prospect’s o Furniture
Environment o Pictures, diplomas etc
The Interaction of Styles
Style flexing is the ability to adjust your style to meet that of your prospect
Source
Shared
Styles of Area of Agreement
Dimension
Conflict
Low Prioritie
Analytical v Amiable Pace
Assertiveness s
High Prioritie
Driver v Expressive Pace
Assertiveness s
Low Res-
Analytical v Driver Pace Priorities
ponsiveness
High Res-
Amiable v Expressive Pace Priorities
ponsiveness
Analytical v Expressive Both
Amiable v Driver Both
Style Summary
Driver Expressive Amiable Analytical
Backup Style Autocratic Attacker Acquieser Avoider
Measures
Accuracy "Being
Personal Values Results Applause Security
Right:
By:
For Growth
Listen Check Initiate Decide
Needs to
Needs climate Allows to Inspires to Provides
build own Suggests
that structure reach goals Details
Takes time to be Efficient Stimulating Agreeable Accurate
Conclusions Dreams and Relationships Principles and
Support their and actions Intuition and feelings thinking
Present benefits
What Who Why How
that tell
For decisions Options and Testimonials Guarantees Evidence and
and and
give them probabilities incentives assurances service
Their specialty is Controlling Socializing Supporting Technical
THE EMERGENCE OF NEUROLINGUISTIC
PROGRAMMING (NLP)
Perceptual fields are o Use these as another way to observe and
the ways in which understand people.
o Separate from style analysis
people perceive the o The science of how the brain learns
world
Modes of Perception Auditory Sound
Most of us favor one Visual Sight
mode Kinesthetic Touch
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
Interpreting Eye Cues
Visualizing or
Look
up & left picturing the
Visual -ing past.
Perceptio
n Look Constructing a
up & right visual image
-ing
Kinestheti
c Look Remembering
down & right past feelings
Perceptio -ing
n
Look Side- Hearing sounds
& left from the past.
-ing ways
Auditory Look Side- Constructing a
perceptio -ing ways & right future
conversation
n
Look
down & left Talking to self
-ing
Left handed people may reverse
Interpreting Predicate Words:
Listen for word cues
I am watching developments in that particular stock;
Visual before I buy, I want to see the progress it makes this
quarter and get a picture of what to expect in the future.
Auditory There is so much noise in here I can't hear myself think
The atmosphere was heavy and damp; there was an
Kinesthetic oppressive stillness, thick with apprehension.
Match word cues with eye cues for accuracy.
Using Perceptual Field Information
o Adapt your mode of selling to their mode of learning.
o Adapt demonstrations as well as your verbiage.
Perceptual Field What to bring What to do
diagrams, pamphlets, Show the buyer how the
Visual graphs, videos product works
tapes, videos with Be well prepared to explain
Auditory sound verbally
samples, the actual Let the buyer hold the product,
Kinesthetic product let them try it out
Learn NLP
Ethics of employing Style analysis or NLP.
o Are they are simply used as tools to obtain information that will aid in
serving the client?
o Are they are used to satisfy personal greed?
CHAPTER 6
PREPARATION FOR
SUCCESS IN SELLING
EXCELLENCE
o Demands commitment and dedication
o Is never an accident.
from organizational leadership.
o Is contagious.
o Is important because it is o Is inspirational
o Is an organization's life line.
everything.
PREPARING TO SELL
o Orients us to the business world
o Acquaints us with managerial and
organizational styles
Academic preparation o Acquaints us with various types of
problems or opportunities that face
corporations
o Product knowledge
o Motivation and goal setting
Involves three areas
o Knowledge of the sales process
PRODUCT KNOWLEDGE
Know everything.
o External characteristics
The Product o How to use
o All available options
Itself o Adaptability
o Life expectancy
o Tolerance to wear and stress
Performance
o Maintenance and supplies needed.
o How is it made
Manufacturing o Quality control
o Distribution strategy.
Distribution o Pricing policies
o Media support
Channels o Target markets
Service o Service policies
o Service personnel
Available
o Know when to use it.
o Can be a hindrance if you talk too much
Application of o Don't assume that it is solely the
Product Knowledge company's responsibility to educate
you.
o History
Information About o Product evolution
the Company o Present customers
Benefits of Gaining Product Knowledge
o Gives you pride self confidence in the product
o Gives you self assurance
o Allows you to diagnose the customer's problems
o Enables better customer service
o Gives you an air of competence
o Can sell to experts and to beginners
Knowledge of the Competition Differential Comp
Advantage
Product Superiority Service Superi
- Appearance - Delivery
- Design - Inventory
- Versatility - Mobility - Credit
- Efficiency - Packaging - Training
- Storage - Life Expectancy - Merchandis
- Handling Time - Adaptability - Installation
- Safety - Maintenanc
-
Source Superiority People Superi
- Personal knowled
skill
- Time Established - Knowledge and sk
- Competitive Standing support people
- Community Image - Integrity and chara
- Location - Standing in the co
- Size - Flexibility of call s
- Financial Soundness - Interpersonal skill
- Policies and practices - Mutual friends
- Cooperation
Sales Force Automation
Computers in Selling
85% of the sales force will become automated in the nineties
The Virtual Office is carried on a computer
The Impact of Technology Tools
o Laptops
o Pen based computers
o Palmtops
Personal o Contact Management Software
Productivity o Mapping programs and GPS
o Calendar and scheduling
o Geodemographic segmentation
o Smart Card Reader
o E mail
Improved
o Internet and videoconferencing
Communication o Telecommuting
o Electronic data interchange for order
Transactional processing
Processing o Corporate contact management
o Online databases for ordering
o Marketing strategy built around benefits
important to customers.
o Emphasis on service
o Focusing on the few attributes that really set
Product Positioning you apart means you can’t be all things to all
people.
o Keep an eye on how your competitors are
positioning themselves.
o 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
Integrated
similar individuals.
Marketing 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
Databases a computer.
MOTIVATION
o The impetus to begin a task
o The incentive to expend time
o The willingness to persist until
the job is done.
o Motivation can come from
without or within the individual
Fear
Motivation
Advantages Disadvantages
o It is external. Take away the
source and the fear disappears.
o It is temporary. It can
o It protects us from self
eventually be tuned out.
destruction or harm
o It protects society o It is negative if we act to avoid
o It is sometimes the quickest way punishment rather than by
to get a reaction. choice.
o Easiest form of motivation o Motivation based on
intimidation.
o Gets results because the person
o Always results in inner anger
will do what you ask for fear of
loss and resentment
o 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.
o
Incentive Motivation: money, perks, prizes
Advantages Disadvantages
o It is external. Comes from the
boss not the self.
o It is temporary
o If the reward is not desirable
o If the reward is desirable then then nothing happens
sellers will go for it. o Incentives evolve into rights
o It is positive. instead of privileges
CAUSAL MOTIVATION
o 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 “What’s 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.
o
Attitude Motivation: Self Motivation
Advantages Disadvantages
o Internal and Permanent
o Based on strong self image.
o Is the result of choices.
o Conformity is a decision.
o No decision is a decision.
DESIGNING YOUR OWN SELF-MOTIVATION
Personal goals is the
single most important tool
Various Perspectives
o Motivation - Psychological Self-Help
o Goal SettingTips
o GOALS AND GOAL SETTING
o Goal Setting Handbook
o Goal Setting - Powerful Written Goals In 7
Easy Steps!
o Goal Setting Articles
o Time Mananagement
o Free Tips for 1999 from the G.A.L.S.
o Goal Setting Workshop
o Goalmap - Set personal goals to improve
and balance your life
o Where are you going? - 10/15/98
o Setting Your Goals
o Techniques and Strategies for Managers
and Supervisors from The Economics
Press, Inc.
o DYNAMICS OF LEADERSHIP, INC.
o Goal Setting - Strategies for a Balanced
Life
o Goal Exercises - developing personal visio
Sincere Desire – Writing Down & Planning
differentiate between a wish and a goal.
The Million Dollar
Personal Success
Plan
Crystallized o Know exactly what you want
o Goals must be written and dated
Thinking
o You know exactly what to do next
A Written Plan o Gives you the time frame
o Draws out your potential
of Action
o Helps maintain a positive attitude
with Deadlines o Helps eliminate distractions
o Enables undertaking challenging goals.
Supreme o Converts problems into stepping stones
o Builds your credibility
Confidence o Is your greatest source of security.
o Allows you to ignore thoughtless comments
Dogged o Allows you to ignore disapproval
o Keeps you calling on difficult customers.
Determination o Gives you creative freedom.
Download MP3s from the Author of
"The Million Dollar Success Plan"
SUCCESS AND THE TOTAL PERSON
o Is the progressive realization
of worthwhile predetermined
goals
Success o Is progressive throughout life
o Is different for different people
o Financial and Career
The Wheel o Social and Cultural
Of Life o
o
Physical and Health
Mental and Education
Trying to o Family and Home
achieve balance o Spiritual and Ethical
in the areas of
CHAPTER 7
PROSPECTING
THE CONCEPT OF
PROSPECTING
o 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.
o Prospects are everywhere - find the best
“I’d rather be a master prospector than be a wizard of
speech and have no one to tell my story to.”
-Paul J. Meyer
QUALIFYING THE PROSPECT
Moving from a "lead" to a qualified prospect
Lead Just a name
Researched for need,
Prospect
money authority
Evaluated prospect
Qualified
along with personal
Prospect
information
Qualify with the MADDEN Test
M oney o Research credit before
A pproachable o Can you get an appointment
o You may have to create or
D esire discover
D ecision-Maker o Often missed by salespeople
o May be committed already
E ligible o our company may turn down
N eed o Always a win-win
o Referral from a person the prospect respects
Has the ability to make a buying decision
Class “A”
o
o Has the ability to pay for the product or service
You have all the personal information you need
Prospects o
to make a good presentation
METHODS OF PROSPECTING
Why we lose old customers (Attrition)
o Customer's company goes broke
o Competitor takes your customer
o Customer moves or dies
o Merger or downsizing
o Customer-salesperson relationship deteriorates
Referrals
Special Article by David Frey
o Have referral make the initial contact Why people don't give referrals
o Learn how to ask for a referral
o Get letter of introduction o Can't think of anyone
o Have referral call the prospect o Object to giving referrals
o Referrals tend to be horizontal
Centers of Influence
o Believes in what you are selling
o Is influential with a number of people
o Is willing to give you names
o The names given to you are at least
partially qualified prospects, more
than just leads.
Group Prospecting
o Give a brief presentation to o Trade shows
a group o Speaking engagements
o Follow up with interested o Seminars
prospects
Planned Cold Calling
o At least one out of seven
will be receptive.
o Treat cold calls as a
supplement.
o Don't neglect others by too
much of this.
o Preplan Cold Calls
o Develop effective,
memorable door openers
o Limit Waiting
a. Fifteen minutes
b. Keep busy while waiting
o Remain Enthusiastic
Direct Mail or Fax
o Mailing is only as good as the list
o Prospects do read well
targeted direct mail o Membership rosters
o Watch quality of o City directories
purchased lists o Yellow pages
o Create your own o White pages
newsletter o Religious groups
o Past customers
Joining Civic Groups
o Are members the type of people that you
need
Carefully select groups o Do you believe in the group's mission
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
o Look for sales opportunities
Networking - active cooperation i.e. "tips"
o There are formal groups that you can join
o Sharing information makes good sense
o
o
Using Directories
can be gold mines if used correctly
o Sales and Marketing
Management - buying power
index
o Moody's Industrial Manual
o Poor's Register of Directors
and Execs
o The Dun and Bradstreet
Reference book
o The Thomas register of
American Manufacturers
o Contacts Influential
Observation
Prospects are o Always be looking
everywhere o Read the news
o Trade journals
Company Initiated
Prospecting
o Telephone
o Human calls
o Computer generated calls
Telemarketing
Fewer leads
Lower cost
o Direct mail
o Newspaper
Advertising
o Other media
Past o Go over list of inactive accounts
Customers
o Selecting the right show
o On the spot vs. lead generation
o Display planning
o Staffing the booth
Trade Shows o Pre show training
o Getting high visibility
o Managing information collected at show
o Planning follow up
o For Prospecting
o Streamline the sales process
Web Sites
o Joint marketing with other firms
The 12 Faces of Call Reluctance
Why do we hate to use the phone?
o Are you one of these classic types
o Identified by George Dudley and Shannon
Goodson.
o Listed in order from most common to least
common
Yielder o Fears intruding on others or being pushy.
o Overanalyzes
Overpreparer
o Underacts.
Emotionally o Fears loss of family approval
unemancipated o Resists mixing business and family.
o Fears loss of friends
Separationist
o Resists prospecting among personal friends.
o Obsessed with image
Hyper-Pro
o Fears being humiliated.
Role rejecter o Ashamed to be in sales.
Socially self-
o Intimidated by upmarket customers.
conscious
Doomsayer Worries, won’t take risks.
o Fears using the telephone for prospecting or
Telephobic selling.
Stage fright o Fears group presentations.
Referral o Fears disturbing existing business or client
aversions relationships.
Oppositional
o Rebuffs attempts to be coached.
reflex
Conquering Call Reluctance
From behavioral scientist
and call reluctance expert
George Dudley.
Acknowledgment is a major step toward recovery, but
o
it’s 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,”
reluctance.
Many who do know they are experiencing sales call
o
reluctance don’t 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.
o Token reward Thought Zapping
systems may be o Place a rubber band around your
Adopt useful wrist. When a negative thought
appropriate intrudes, you snap the rubber
o Relaxation band sharply
countermeasures techniques may o Immediately conjure up a positive
help mental image of yourself
Taming call reluctance is work
It may take continuous effort.
“Don’t confuse a change in your outlook with a
change in the number of contacts you initiate with
o Follow up prospective buyers.”
o Keep Call reluctance may actually be a sign of commitment
plugging to selling.
o Make calls. “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 don’t want in the first place.”
MANAGING PROSPECT INFORMATION
Initial Recording of Leads
Record all basic information (computer or index cards)
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.
USING TECHNOLOGY TO MANAGE
PROSPECT INFORMATION
Personal Databases
Corporate Databanks
Improving o Salespeople now have access to the most
current information
Communications
SUMMARY
o Prospecting keeps you in
business
o Ten methods have been given.
o Referrals and center of influence
are the best
Chapter 8
The Preapproach &
Telephone Techniques
The Importance Of Preapproach Planning
o See enough
people
The path to o See the right
people
success o See them at the
right time
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
o Allows you to be less mechanical and more thoughtful
o Allows you to anticipate problems and plan ways to handle
them
o Analyze prospecting
information.
STEPS IN o Plan specifically for
each sales call.
THE o Go over your
presentation.
PREAPPROACH o Study product and
sales literature.
o There is some overlap between
prospecting, preapproach and approach
o The amount of preapproach will vary
EXTENT OF with
industry
THE client
PREAPPROACH
number of accounts
familiarity
etc.
Preparation &
Preapproach
Develop
a checklist of
sales essentials
(exhibit 8.1)
o What business is the prospect's
Questions about the company in?
prospect's company o What are its products and markets?
o Who are its primary customers?
o How big is this prospect's company?
o Where does it rank in its industry?
o 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
Questions about the interests of each person in the buying
prospect's company's process
buying center o Is the company's staff well informed?
o Can we help this company's staff
develop more expertise?
o Does any in my company know anyone
in this company?
o 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
Other product?
Questions 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?
o Do we (or can we) use their product or
service?
o Can I get a referral to another
department?
If I don't o Can I get a second appointment?
make the sale o Will they seriously evaluate my
proposal?
Gain a Personalized Sales Interview
with the information gathered above.
o Your past experience
Predict Likely o Your company's training
Objections o The preapproach information gathered
o Set sales call objectives
Prepare for the o Rehearse
Presentation o Practice demonstrations
o Mental toughening - visualize the
Visualize meeting over and over with a
Successful successful outcome.
Selling o Practice out loud. Role play.
Learn How to Best o Style analysis
Approach the Prospect
Sources of Preapproach Information
1. Direct questions: prospect
Six 2. Other company salespeople
3. Current customers
Proven 4. Local newspaper
Sources 5. Personal visit / cold call
o Mergers
o Personnel changes
Some things o
o
Changing product lines
Advertising plans
to look for o TV and magazine ads
o Sales training
Ten Buyer Questions
o What are you selling?
o Why do I need it?
o Who is your company?
How much will it cost?
Be ready to o
o Who else I using it and are they
answer satisfied?
o What kind of person are you?
o Is your price truly competitive?
o How does your solution compare to
other alternatives?
o Why do I need it now?
o What is your record for support and
service?
o Ask more questions during the
FURTHER QUALIFYING approach
THE PROSPECT o Most prospects answer freely
Building Your Personal Self-Confidence
Having a plan and knowing the
customer bolsters your self confidence
o Dress appropriately
o Be polite
Enhance your o
o
Don't knock the competition
Be prompt
perceived o
o
Keep promises
Plan ahead don't leave anything to chance
value o
o
Write a note of thanks
Look for ways to do extra things
Setting Up the Sales Interview
o Will the prospect be too busy?
Timing o What is the "best" time to see the prospect?
Gaining Entry o Letter - the weakest
Making the o
o
Cold call - good but time consuming
Telephone - high rejection rate
First o Telephone - mail - follow up call
appointment
Some Techniques
o Ask former or retired employees to give you
names and the lay of the land
Ask the building administrator for names.
Get the o
o Ask for a sales rep in the prospect's
Prospect's company then
Solicit the salesperson's help to
Name 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 o 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 Be patient and persistent
o Press "0" on your phone. Usually gets a
person
o 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
Voicemail 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."
Telephone Techniques
o Use of sophisticated telecommunications and
information systems
o Combined with personal selling and servicing
skills
Telemarketing o Helps companies keep in close contact with
present and potential customers
Increases sales
Enhances business productivity
o Do mental o Relax and close your eyes.
o See yourself and the prospect.
exercises in o Think about what you will say and anticipate the
advance of a prospect's responses.
telephone o Create a mental hologram and live it over and
approach over in your mind.
o Practice out loud - your mind believes the
o Use powers sound of your own voice.
of o If you do not like the result, redesign the
visualization. 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 Qualify prospects
o Budgets your time
o Enhances your image
Good techniques o Preconditions prospect for
the call
o Eliminate verbal pauses
o Scripts can be helpful
First Impressions o Voice tones
Annoying Voice Characteristics
Whining and complaining 44.0%
High pitch or loud tone 28.0%
Mumbling 11.1%
Too fast or too weak 8.5%
Monotone 3.5%
Strong Accent 2.4%
The Appointment is a Mini Sale
Sell the appointment not the product
oWhy am I calling?
o What is my proposal?
Ask o What would make this person want to grant
Yourself my request?
o What is the best action plan that I can offer?
Key Strategy points o Schedule a specific time for calls
o Always follow up a successful call with
to consider 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 Watch language and speech patterns
o Full Information - review notes and history
instantly
Plugging Contact o Auto Dialing - Fast and Accurate
Management into o Caller ID - Go right to the contact's record
o Road Warrior Sidekick - your virtual
the Telephone. assistant
The Six-Step
Telephone Track
Introduce Yourself o A judgement will be made
Step I and Your within 15 words
Company o Keep it warm and friendly
o A call is an interruption
Take the Curse o Get permission to continue
Step II o Soften the impact with "just
Off the Call
a minute," etc.
o A brief hard hitting lead in
State the Purpose o Mention referrals if you have
Step III
of the Call them
An o Usually a customer benefit
Step IV Interest-Capturing o You can also use a
Statement provocative question
o Don't give too much
Request an information over the phone
Step V o Give a choice of times (fatal
Appointment
alternative)
o Agree with the objection
o Switch back to your idea of
Overcome reason for the appointment
Step VI
Resistance o Ask for the appointment
again
Chapter 9
APPROACHING
THE PROSPECT
PURPOSE OF AN EFFECTIVE APPROACH
o To make a favorable or positive impression on the prospect.
o To gain the prospect's undivided attention.
o To develop positive interest in your proposition.
o To lead smoothly into the fact-finding or need discovery phase of the
interview.
FIRST IMPRESSIONS
o Four minutes is the average time that the prospects takes to decide
about you
o Not all buyers act upon their first impressions
o Weaknesses of first impressions
1. Tend to be based on emotions
2. All behavior traits do not show up in first impressions
3. Behavior may be deliberately controlled by either party during initial
contact.
4. Antecedent states may influence either party's current behavior
There's No Second Chance To Make a Good First Impression
Organization,
Visual Factors
Professional Habits
o Some details about you are a o Be Prompt
distraction : Car, Grooming, … o Have a clear agenda
o Watch your body language o State the purpose of your call right
o Watch what you wear away
o Don't advertise political, o Be prepared with pre approach
religious or group affiliations information
that may evoke a response
Building Rapport Actions
o Pronounce the name correctlyo Shake Hands
o Use compliments carefully o Keep eye contact
o Respect personal space o Warm greeting
o Don't smoke, chew gum, etc
o Look for common ground
Enthusiasm,
Attitude
Enthusiasm
SURFACE LANGUAGE
o grooming
Includes o clothing
All Aspects o accessories
of Appearance o posture
Affects first impressions
o
o even though they may actually provide limited or shallow
insight into the true person.
o Dress Conservatively
o Dress Attractively
Dress the Part o Choose Accessories
Carefully
We all wear a o Dress Appropriately
uniform. o Give Attention to
Grooming
o Get the prospect to take
you seriously
Projecting an Image o Work with your physical
characteristics
Some Style Tips o Clothing should be professional and
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 Dress appropriately for your business
Basic Dress Guidelines for Men and Women
Men Women
o Suits are still appropriate. o One staple is a sheath dress that
o More casual looks include wool pants
can be worn alone or with a
or quality cotton slacks. blazer.
o More casual looks include
o A dress shirt and tie, a nice sweater, or
sweater sets and tailored pants
a blazer
THE PROPER GREETING
o The Rule of Ten- the first 10 words should
Choice of include a form of thanks
Greeting o Watch out for cliches
o Failure to prepare in advance could lead to
o plan ahead stammering or faltering speech, either of which
creates a negative impression.
o kept quite
o You must be ready to alter the prepared
simple. approach if the situation demands it
The Handshake
J.T. Auer’s Nine Categories of handshake
Name Characteristics Tips
o Pessimistic
Flabby Limp, Soft Paw o need reassurance
o Usually men
o want to show strength
and power
Squeeze like a
The Squeeze vice o Possible inferiority
complex
o Meet needs with flattery
Arm and elbow o Favored by politicians
“Next To are bent and and others who are
right hand stays hesitant to take risks
Body” o Use caution
close to the side
Hand is thrusted o They seem insecure
Impelling forward and pumped o Use more insistence
vigorously
Hand is thrust o Don’t want involvement
Nongripping forward. Fingers do o Approach slowly
not move.
o Indifferent and self
interested
o Show that you are
Robot Quick and automatic
indispensable to their
needs
o Lots of will power
o Tend to be inflexible
Jackhammer Handpumping
o Be determined with them
o Opportunists
Hold your hand and o Emphasize how fortunate
Prison won’t give it back. you are to meet
Normal Open and honest Trust your instincts
Driver firm may turn hand over yours
Amiable may not make eye contact
Handshake
o The handshake is one of the first
helps
nonverbal signals you receive.
determine
o Be sure to make use of it to learn how to
personality style
deal with a particular prospect.
Rules for o Stand (men and women)
o Maintain eye contact
An effective o Step or lean forward
handshake o Greet the other person, and repeat his or her name
o Have a pleasant, animated face
o Watch for people that do not like to be touched
o Firm, consistent, pressure
o For moist hands – carry a special handkerchief
o Hands should meet equidistant
o As you approach someone, when you are about
So how three feet away, extend your right arm out at a
can you slight angle across chest, with your thumb pointing
upward.
make your o Lock hands, thumb joint to thumb joint.
handshake o Firmly clasp the other person’s hand – without any
bone crushing or macho posturing.
more o Pump the other person’s hand two to three times,
memorable? and let go.
1) When you are introduced to someone and
when you say good-bye
Four 2) When a client, customer or any visitor from
opportunities the outside enters your office
3) When you run into someone you haven’t seen
to shake in a long time
hands 4) When you enter a meeting and are introduced
to participants
o International protocol dictates
Shake hands with everyone in a room
Omissions are noticed, and are considered
a rejection.
o Women should initiate handshakes, and
shake hands with other women and men.
Not extending her hand to a European male will cause an American
businesswoman to lose credibility.
o Western and Eastern Europeans reshake hands whenever they’re 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 typical
American handshakes.
o Latin Americans also tend to use a lighter, lingering handshake.
o In all cases
don’t pull your hand away too soon
such a gesture will be interpreted as a rejection.
Other Suggestions For Greetings
Use of the Prospect’s Name, “The sweetest and
most important sound in any language.”
o Based on Relative ages
First Name? o Prevailing custom
or o Type of product or industry
o Your conclusions about behavioral style
Formal Name?
Remembering the Buyer’s Name
Relationship tension is not uncommon in the beginning
The purpose of small talk.
Small Talk? Gain an advantageous, positive beginning that will
or break the ice and ease the tension.
Get Down to “Warm up” a cold environment
Business? Provides additional information about the prospect.
Small talk can be negative if it conflicts with the
prospect’s behavioral style.
Suit the
You must first estimate the personality style.
Approach Computer Use in the Approach
to the Person
Gaining
Attention Appeal to the senses
Capturing Introduce of a benefit
Interest
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?
Ten What advice would you give someone just starting in
the widget business?
Questions 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 you’ve
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 To capture the attention of the prospect.
o To stimulate the prospect’s interest.
o To provide a transition into the sales presentation.
Objectives in opening with questions
o To uncover the needs or problems important to the
prospect.
o To determine if the prospect wishes to fulfill these needs
or solve these problems.
o To have the prospect tell you about these needs or
problems, and the intention to do something about them.
TYPES OF APPROACHES
o Addresses the prospect by name
Self Introduction o States your name and company
Approach o Presents your business card.
Consumer o Gives the prospect a reason for listening
o Suggests a risk for failure to listen.
Benefit Approach
o You should know something about the prospect
Curiosity o Ask questions whose answers will respond
Approach favorably to your product/service.
o Quickly establishes two-way communication.
o Enables you to investigate the prospect’s needs
Question Approach and apply the benefits of your product or service
to those expressed needs.
Compliment o Signals your sincere interest in the prospect.
Approach
o Helps the salesperson establish leverage by
Referral borrowing the influence of someone the
Approach prospect trusts and –respects.
o presents a shocking statement of what could
Shock possibly happen if the prospect does not buy
Approach 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
Product
o Creates a feeling of commitment to listen and to
Approach participate actively in the presentation.
o 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
Showmanship prospect’s attention (example, dropping a “new,
unbreakable china” platter to demonstrate
Approach durability).
Curiosity o make the prospect curious about your product.
Approach
Opinion o ask the prospect for his opinion on your
products.
Approach
Premium o giving the prospect a sample of your product or
a small gift.
Approach
Using Questions Results in Sales Success
Ask Questions to
o Obtain information from prospect.
o Develop two-way communication.
o Increase prospect participation.
Direct
Requires a short answer – usually “yes” or “no”.
Question
Nondirective who – what - where -
Open end questions
Question when - how - why.
Allows the salesperson to
Rephrasing
better clarify what the Are you saying that ….......?”
Question
prospect means.
o Redirect prospect to
points of agreement. We agree that having a
Redirect o Often used as a
supplier that can reduce your
Question backup opening
costs is vital. Don’t we?
statement
Three Rules for Using Questions
o Use only those questions to which you can anticipate the answer
(those that won’t put you between a rock and a hard place).
o 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
After the interview
o The prospect should remember you in subjective terms.
o Your goal in managing your overall appearance is to get the prospect
to take you seriously.
o If you project an attitude and look of authority and power, you are more
likely to gain an audience with the prospect.
o When you achieve that hearing, you are more likely to close the sale if
you project confidence, success and experience.
Chapter 10
Asking Questions and Listening – The SPIN
The Purpose of Asking Questions
The Salesperson as a diagnostician
o Provides a roadmap for you to follow
o Allows prospects to discover for themselves their
problems
o Determine prospect’s buying criteria
o 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
Closing is directly linked to questions
Specific Planning for Asking Questions
o Four key objectives of questions
To discover the prospect’s “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 Gear questions to the benefits of your product
Asking questions in rapid-fire machine-gun fashion…
o Causes prospects to withdraw or to become angry
o Do not keep the prospect pinned down with a ceaseless
chatter of oral machine-gun fire
o Avoid attempting to force or manipulate answers you
want to hear
SELECTION OF TACTICS
Phrase Each Question so That it
o Questions are easily misunderstood
Has Only One Clearly Focused
Purpose o Phrase each question to maximize the
amount of information you receive
Avoid Technical Language that
Might Confuse the Prospect o Terms Unique to Your Industry,
Company, or Product That
o Amiables and analyticals take longer
to respond. Be patient.
Ask Questions That Help to
Reveal the Behavioral Style of o Drivers are task oriented. Show them
the Prospect that they can win
o Expressives show personal
orientation. Testimonials and
showmanship.
The Spin
o 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.
Some Links at the Huthwaite Site
Why Hospital Sales can be elusive What makes a high performer?
Understanding how customers buy A New SPIN on Sales
Improve Your Negotiation Skills - Just Are your presentations sales
take the tablet winners or sales killers?
Are your people negotiating or
Think global. Act local.
concession making?
Huthwaite International Shares
Exploring the no-grow situation.
Sales Skills Expertise
Telenor Mobil stay ahead with A positive change in habits helps
Huthwaite the habitat experts at Legacy.
SKF Europe look to solution selling with Xerox Norway takes SPIN® full
Huthwaite circle
A radical company restructure
Creating a customer- focused sales
required big changes in behaviour
culture
at ...
Tata Telecom achieve leadership Sun Microsystems - a total
position solutions approach
Hill-Rom develops its own internal
Coaching for success at Nutricia
SPIN training capability
Why coaching is not happening
Executive Network reaps a ten-fold
(and how it can) Overview -
return on their training
Effective
Maximising marketing messages Skills and strategies for sales
Overview - SPIN marketing performance improvement
MADKAM Overview - Major account
Creating major sales Overview -
development and Key account
SPIN selling
management
Complex relational selling Overview - The make or break skills Overview -
Account strategy for major sales Effective sales proposals and ...
Insight into the changing role of the Developing customer needs, the key
procurement professional to increasing sales revenue and ...
Situation o Data-gathering questions.
S Questions o Uncover facts and
background information
"Would you describe your current
Examples: account documentation system?"
o When overused, these questions bore the customer.
o clarify the customer's current situation
o Be sure each question is necessary
o Can be overused (often are by inexperienced salespeople)
o 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?
Individual o What do you see as your objectives in this area?
o What sort of business do you run?
o Is it growing or shrinking?
Company o What is your annual sales volume?
o How many people do you employ?
o What equipment do you use at present?
o How long have you had it?
Business o Is it purchased or leased?
o How many people use it?
Problem o Here you help
P Questions prospects define
their needs explicitly
"So you're having trouble
Example: retrieving account-sensitive
data on a timely basis?"
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
Implication Get the prospect
I Questions to discuss the problem and
how it might be improved
"What kind of closing opportunities do you think
Example: your people have missed because of the data-
retrieval problem?"
o effects
The customer's o consequences
problems have o implications
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
o 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 Help to build up the value
N Questions of your proposed solution
in the customer’s mind
Need-Payoff Questions
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?
Would it help you if ................?
Would you be happier if.................?
TRANSITION FROM APPROACH
Components of a o Tell the prospect what you intend to do
good transition o Provide a logical agenda
often called a o Tell the prospect what you are doing
"bridge"
Aim toward the o Planning questions in a logical sequence
bridge o Predict all possible answers
o Prepare a smooth transition from each
with your possible answer
questions by
o 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?
o 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?
Specific Questioning Techniques
o Uncovering specific facts
o Reducing tension because they are easy
Closed End Questions to answer
Structured alternatives o Maintain control by directing flow of
Multiple choice conversation
o 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,
Open End Questions
Identify a topic but When, Why or How
do not provide structured o Stimulates the prospect's thinking and
alternatives. increases dialogue
o Helps uncover the dominant buying
motive
o Uncovers the personality of the buyer.
Classification of Questioning
Techniques
Amplification Questions:
restate or rephrase the
prospect's remarks.
Double- Tells the prospect
Check o That you have been listening
Question o That you understand their concerns
o That what they say is important to you
o That they are making themselves clear
o Nod head
Non verbal o lean forward
o raise eyebrows
Gestures o inject words or phrases to keep the prospect
talking
o Tells the prospect that you don't quite
Use of o
understand
Allows you to relax the pace
Silence o Lets you formulate your next question
o Don't abuse or you'll make the prospect
uncomfortable
Continuation o They simply encourage more communication
from the prospect
Questions o Use a few words or phrases to keep the
prospect talking
Advantages of Using
Amplification Questions
o Checks for mutual understanding
o Allows the salesperson to rephrase what the prospect appears to have
intended
o Invites the prospect to expand or clarify any point of disagreement
o Narrows down generalizations and clears ambiguities
Classification of Questioning Techniques
o Repeat or rephrase part of the prospect's last
Internal Summary response
(reflective) Questions o Gets prospect to see things from your
perspective
o Can underscore an important point.
Getting Agreement o Formally state the problem
o Confirm with the prospect
on the Problem
BENEFITS OF ASKING QUESTIONS
Before the o Agree that a need or problem exists
presentation o Agree to explore your proposal
o Build prospect confidence
o Keys your product's benefits focused on
specific prospect needs
The goal of o Encourages active prospect participation
fact finding questions o Determines the prospect's hot button
o Determines the prospect's dominant buying
motive
o Strengthens your relationship
LISTENING
o Faulty listening results in
misunderstandings
o Effective listening includes
Hearing Interpreting
o Hear and receive the message o Process and assinn meaning to
o Listen actively the message
Think as you listen o Detect central meaning
Maintain eye contact Interest
Put aside other activities Need
o Receive message openly Rejection
o Verify your interpretation
o Get Common understanding
Assessing Responding
o Clarify your expectations
o Review Emotions o Review priorities
o Evaluate content, not delivery o Review resources that apply
o Be objective o Decide on a response
o Reserve judgement until o Negotiate if necessary
o Achieve understanding and
message is complete
commitment
Improving Listening Skills
o We can speak at 125 - 150 words per minute
o We can hear at 600 words per minute
Capitalize on o Use the spare time to
Anticipate where your prospect is going
Speed of Mentally summarize the message
Thought
Formulate a response
Read between the lines
Use silence strategically
Annoying o Disagreeing or interrupting
o Invasion of personal space
Listening o Doodling, wandering eyes
o Overdoing acknowledgements
Habits o Showing off personal knowledge
to avoid o Having to top everything
Listening o Be Patient
o Take Notes
Habits o Avoid Prejudgment
to Develop o 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
o How much information about the prospect is
available
The Call Objective o The type of product or service you are selling
is dictated by o Other factors unique to your own business and
that of the prospect.
o Establish rapport and gather information
Initial call
o meet decision makers
Survey call o uncover buying motives
o Presentation
o Handle objections
Proposal call
o Trial close
o Get the order
Closing call
Calling on Regular o Try to provide new money making ideas
o Don't give the same presentation over and over
Customers
Sales Call Planning
Sheet
Name
Type of company
Address
Names of individuals
Buyer background and profile
Major competitors
Sales call objective
Best times
Needs analysis
o Fact finding questions
o Features and benefits to
stress
Presentation o Objections anticipated
strategies o Objection handling
techniques
o Closing techniques
Sales tools to take
Results
Style of the Presentation
Memorized Presentation
Advantages
Quick Productivity Beneficial during initial learning periods
Reliable Information Ensures the right information gets to the prospect
Proved Effectiveness Presentations are typically tested and refined
Confidence Building Knowing the presentation works for other
Designed by Experts
o Ask and answer questions
Buyer or seller o Explore options
should still be able to o Seek creative solutions
o Practice it
o Polish the delivery until it becomes natural.
o Internalize to the point that it is a normal, personal message.
o Once memorized, it comes from your heart and mind.
o The memorized presentation is a guide to lead buyer and seller through
the sales process.
The Outline Presentation
Any written outline or plan
o Seller prepares an outline of the
presentation in written form. o Reveals need for any additional
o Useful when the product or service information,
requires extensive research into o Makes it possible to check
customer needs needs and goals against
o You must have developed several suggested solutions,
"units of conviction" worksheets o Makes sure that you have a clear
o The call is still structured picture of the entire situation
before arriving for the interview.
The Extemporaneous Presentation
o Takes a tremendous amount of
Only recommended for the a. Product knowledge
most experienced sellers b. Selling skills and experience
The Salesperson’s Curse
“You know your product better than you know how your
client’s business can use it.”
The Purpose of the
Presentation
o To sell your product to your customer.
Main Goal
o Features o Product
Provide o Advantages o Marketing plan
knowledge via o Benefits of o Business proposal.
your
o Allow buyer to develop positive personal attitudes
toward your product.
o Attitudes result in desire (or need).
Other Goals
o Convert need into want and into the belief that your
product can fulfill a certain need.
Convince the o your product is best
o you are the best source from which to buy.
buyer that
Fully Discuss Your Product
Three Features
Essential Advantages
Benefits
Steps Within
The Present Your Marketing Plan.
Presentation
Explain Your Business Proposition (value/cost
comparison).
o Don't worry about making the perfect presentation.
o It's more important that you truly believe in your
product.
o Sellers typically presents 6-8 features or benefits in a
presentation
Facts About
o Prospect remembers only one
Presentations o 39% of the prospects remember that one thing
incorrectly
o 49% percent remember something that was not even
mentioned
Strive for
Allow buyer to develop positive personal attitudes
Passion, Not
toward your product.
Perfection
Attitudes result
Convert need into want and into the belief that your
in desire (or
product can fulfill a certain need.
need).
THE SALES PRESENTATION TOOLBOX
Persuasive
Communication
Construct logical
reasoning based on:
o Major premise.
Seven factors that help you to be a better o Minor premise.
communicator: o Conclusion.
1. Using questions.
o Make the
2. Being empathetic.
presentation fun.
3. Keeping the message simple.
o Personalize your
4. Creating mutual trust.
relationship.
5. Listening.
o Build trust.
6. Having a positive attitude and enthusiasm.
o Use body language.
7. Being believable.
o Control the
presentation.
o Use the Paul Harvey
dialogue.
Suggestions to Aid
Persuasion
Suggestive o suggest the prospect should act now.
propositions
Prestige o name the famous or respected people or
companies that use your product.
suggestions
o attempt to have the buyer sell himself by
Autosuggestion imagining himself using the product.
Direct o suggest that the prospect buy your
product
suggestion
Indirect o make it seem as if the purchase of your
product is the buyer's idea.
suggestion
o Gets the buyer to express why he or she
Counter needs the product
o Will probably also compel him or her to
suggestion defend his purchase decision.
Make Your Statements Visual
a comparison statement using the words
Simile "like" or "as"
implied comparison that uses a contrasting
Metaphor word or phrase to evoke a vivid image.
compares two different situations which
Analogy have something in common.
Past sales help predict the future.
The guarantee.
Testimonials.
Company proof results.
Proof Facts and Statistics
Statements Demonstrations - show the product in use
Testimonials
Have your referral call the prospect
Bring letters
Samples - appeal to the senses if possible
Case Histories
Restate the benefit before proving it.
Independent
State the source and relevant facts or
research figures about the product.
results
Expand of the benefit.
Ask Questions.
Product use.
Visuals.
Induce Participation
Demonstrations.
Listen
Encourage the prospect to ask questions
Increase retention.
Reinforce message.
The Visual
Reduce misunderstanding.
Presentation
Create a unique and lasting impression.
Show and Tell
Show your buyer you are a professional.
VISUAL AIDS HELP TELL THE STORY
Behavioral Style and
Prospect Participation
Presenting to each of the four social styles
Driver Expressive
Planning Planning
o Short term results o Discover their goals and plans at the
o Your product should show preapproach
immediate benefits o Concentrate on your offering's
exclusive aspects
o Stress their personal and company
benefits
Presenting Presenting
o Personal relationship is not o They are visionaries, dreamers
important. o Open with innovative suggestions
o Don't spend too much time on for them to grow
the relationship o Learn and relate to their "game
o Move quickly to a substantial plan" Lots of questions
benefit with a payback o Discuss ideas and concepts with
o Be brief stress the bottom line respect
o Get them involved. Let them o Use some showmanship
lead o Don't get into arguments
o Drivers test your mettle. o Ask if they want you to respond to
Prepare for a debate. their "blue sky" comments.
o Answer objections. Don't bluff o Testimonials are important
o Present alternatives. Let the o Let them see how it fits into their
prospect choose plan.
o Use an action close.
Analytical Amiable
Planning Planning
o Structured. They study o They want to know you.
everything o They need your enthusiasm
o Know their business o Approach with lots of personal
thoroughly information
o Use facts o Bring testimonials, case studies
o Prepare several alternatives and third party references
o Develop a personal relation ship
with the prospect
Presenting Presenting
o Data oriented o Convince of your sincerity.
o Structured approach o They have a hard time saying yes.
o Low key, logic based o Don't sound "canned."
o Be sure that they understand o Make it look real informal but well
your structure organized
o Emphasize test proven o Empathize. Reflect their feelings
benefits o Spend time on the relationship
o Visual aides, charts and during the presentation
graphs. "Leave behinds" o Be open and candid
o Don’t exaggerate or act o Use an interesting, entertaining
flamboyantly style
o Point out positives and o Assume the sale and move to the
negatives of your offering next step.
o Use a detailed summary as a
close.
Demonstration
o Catch the buyer's interest
o Fortify your points
A well planned o Help the prospect understand
o Keep you interested and enthusiastic
demonstration o Cut down on the number of objections
will o
o
Help you close
Get the prospect "involved"
o Concentrate the Prospect’s Attention on You
Planning a o Demonstrate Your Interest in the Prospect -
start off by handing them something
Demonstration o Demonstrate Benefits not features
Let the prospect do something simple.
Getting o
o Let the prospect work an important feature.
Participation o Let the prospect do what he would frequently
do.
in a o Ask the prospect questions throughout the
demonstration.
demonstration
o Is the demonstration needed and
appropriate?
o Have I developed a specific demonstration
objective?
o Have I properly planned and organized the
demonstration?
Sales o Have I rehearsed to the point that the
demonstration flows smoothly and appears
Demonstration to be natural?
Checklist. o What is the probability the demonstration will
go as planned?
o What is the probability the demonstration will
backfire?
o Does my demonstration present my product
in an ethical and professional manner?
The o "You know your product better than you
know how your client's business can use it."
salesperson's o You must determine what kind of buying
decision to recommend to the prospect
curse
Units of Conviction
Concise, carefully prepared "mini presentations"
o Building blocks in constructing the information you present.
o Prepared ahead of time
o Practiced until you are comfortable
o Add them to your store of available options for later use.
o Become a permanent part of your selling arsenal.
o Learn how to personalize units of conviction
o Recall them in the best order for helping the prospect see them clearly
Each unit or mini presentation consists of
five elements
Feature Buying Motives To
Benefit Associate With A Benefit
o Quality
Buying motive associated with this
o Convenience
benefit
o Cost saving
Evidence or proof statements o Status
o Security
Nail down or trial close
Features Benefits
o Benefits are the value to the
customer
o Translating features into benefits
is one of your most important
The components of your product or
skills
service
o Transitional phrases connect
They are the same no matter who features to benefits
uses the product or service. Because ..
This lets you …
That means …
What this gives you …
Feature benefit worksheet - exhibit 11.5
o You need to develop a general sheet
o A specific sheet for each customer
The Nail Down or Trial
Close
Nail Down or Trial close
o A yes/no question that confirms that should always
the prospect agrees that the benefit be made
is applicable
o After making a feature - benefit
o If the prospect says no then go back sequence
over this benefit o After the presentation.
o This gives you feedback and builds o After answering an objection.
commitment o Immediately before you move to
close the sale
Forms of Nail Downs (Trial Closes)
Aren't They? Hasn't he? Haven't they?
Don't you agree? Wasn't it?
Aren't you? Hasn't she?
Don't we? Won't they?
Can't you? Isn't it?
Shouldn't it? Won't you?
Couldn't it? Isn't that right?
Wouldn't it?
Doesn't it? Didn't it?
Put the nail down at the
Standard Nail Down
end
"After seeing this feature you can really see the benefit.
Example:
Can't you?"
Put the nail down at the
Inverted Nail Down
beginning.
Example: "Can't you see the benefit of this feature?"
Embed in the middle of
Internal Nail Down
the sentence.
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?"
Use of Sales Aids
The Organizer
A series of visuals that go step by step through the sales process.
(eg A flip chart)
o Built around benefits
Company o
o
Fosters 2 way communication
Leads to the close
prepared o Gets the whole story out in less
time
organizers o Keeps the presentation on track
o Personal letters of reference
Supplements o Business cards of clients
o Pictures of clients using the
that you should product
add o Pictures of finished installations
Other Audiovisual Aids
o Computers
The most o Videos
o Slides
popular o Presentation software use is
Audiovisual Aids growing
o Rehearse them!
o Customize them to fit each
individual customer.
o Make them simple, clear, and
Guidelines for straight forward.
o Control the demonstration.
Using Visual o Make the demonstration true to life.
Encourage prospect participation.
Aids, Dramatics, o
o Incorporate trial closes (nail
Demonstrations. downs) after showing or demonstrating
a major feature, advantage, or benefit in
order to determine if it is believed or
important to the prospect.
Handling special situations
o Their office - Your office - Restaurant :
The Setting
for the o Less interruptions
Your prospect is obligated to listen
Sales Non threatening atmosphere
Interview Less stressful
o Wait until prospect's attention is completely back to you.
o Restate selling points that were of interest to the prospect.
Interruptions o Invite participation.
o Make sure interest has been regained, then proceed.
o Offer to leave the room if the prospect must take a call
Phone Calls o Turn off or silence your cell phone or pager.
TEAM SELLING
o Customer gets involved with more than one person
Benefits of o More accurate need definition
o Very useful of product is technical
Team Selling o Different individuals bring more selling skills
o Requires special planning
Risks of o Must have a leader
o Must agree on objectives
Team Selling o Must be better rehearsed
o Coordinates the effort
o Monitors presentation
o Shows leadership, maturity and
The Roles of o Leader responsibility
Each Team o Must know the product, company policies
Member and markets
o Tech advisor, Finance advisor, Etc …
Combinations o Salesperson and barrister (attorney)
that Work o Good guy. Bad guy
(There are a lot a.Makes salesperson more careful
more than what b. Impresses the importance off the meeting
is in the book.) o Opener and closer
NEGOTIATION AND THE CONSULTATIVE
SALES CYCLE FRAMEWORK
Negotiation in Selling The Planning Phase
o Trying to reach an agreement o Predict problems ahead of time
o Use a win-win approach o Talk to others that have worked
o Negotiation takes place throughout with the prospect
each phase of the selling process.
Presentation,
Approach and Need
Objections, and
Discovery Phase
Commitment Phase
o Both parties are searching for a
o Information gathered will uncover the solution
real needs of the prospect o The "nail down" or trail close
o Agreement that a problem needs a helps you confirm that needs are
solution sets the stage for negotiations being met
PRINCIPLES OF
NEGOTIATION
Negotiating Tactics
o even after need discovery.
o Many objections are a request for
Probing Questions
information
Restatement of what o Shows that you are listening
o Gives you time to think
the prospect has said
o a "what if" question that assumes that the
Trial Balloons prospect has made the decision
Tactics that Might Be Used Against You
o request for additional freebies after the
Nibbling agreement has been made
o "Limited budget"
Hot Potato o Test the validity of the budget
o Talk it over with the "boss"
Higher Authority o You did not qualify this prospect
Bad Guy, Good Guy
o physically grimacing when price is
Flinching mentioned
o prospect says something is not negotiable
Red Herring when in fact it is
o Avoid through needs discovery and active
or Decoy listening
Special Situations
o Set it aside for now.
Ultimatums o It might not be all that important.
o Don't give away anything without getting
Trade-Offs something
o Get help
Deadlocks
CHAPTER 12
HANDLING
OBJECTIONS
Negotiation and the
Relationship Sales Cycle
o Trying to reach an agreement based on mutual interest
o Use a win-win approach
o Negotiation takes place throughout each step or stage of the
selling process
ATTITUDE TOWARD OBJECTIONS
Objection An objection is anything the prospect says or does
that is an obstacle to smooth closing.
o Learn to Accept Objections as a Challenge
Which, When Handled Correctly, Will benefit you
WELCOME o and Your Prospect.
If You Fear Objections You Will Fumble Your
OBJECTIONS! Response Often Causing You to Fail.
o Prospects that buy have 58% more objections.
WHY PROSPECTS OBJECT
o Dislike decision making
o Prefer old habits
o Reluctance to give up
something old for
something new
Psychological o Unpleasant past
associations with you
reasons or your company
o Resistance to
domination
o Perceived threat to self
image
o All or part of the
presentation was
Logical o misunderstood
Prospect is not
Reasons convinced
o Hidden reason (stall)
WHEN DO PROSPECTS
Question: OBJECT?
Any Time During Your
Answer: Sales Call - From
introduction to close.
TYPES OF OBJECTIONS
Stopper Objection - no solution can be found
o This is widely used because it gets rid of the salesperson.
No o It is tricky because it also includes a hidden objection
and/or a stall.
Need
o Encompasses several forms of economic excuses
o It is simple for the buyer to say.
Say that it is risky to discuss the
No When buyer asks
product's price until it can be
compared to the product's benefits.
Money for the price
----OR----
Quote the price and go right on selling.
Once you convey the benefits, price becomes a secondary
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.
o Price/value = cost
The
Price / Value comparison of what is
Formula. 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
No o Screen for decision rid of you.
making authority One of the toughest stalls to
Authority early
o
overcome arises when selling a
new consumer product.
Searcher Objection - A Valid Request for Information
o "I am not interested"
o "I don't have any money for this"
o "We are satisfied with what we have now"
o "I really like the competitor's product"
Searcher Objection - A Valid Condition of Sale
o Sometimes prospects may raise an objection that turns into a condition
of the sale.
o "I don't like the color, size, etc"
o "I need it by a next week"
Invalid Objections
o Prospect who asks trivial, unimportant questions
o Prospect conceals feelings beneath a veil of silence.
Hidden o The salesperson must ask questions and carefully
listen in order to smoke out the prospect's real
objection objection.
Stall o
o
"I'll think it over..."`
"I'll be ready to buy on your next visit"
"Put Off"
8 Objections from justsell.com
1 lack of perceived value in the product or service
2 lack of perceived urgency in purchasing the offering
3 perception of an inferiority to a competitive offering
4 internal political issue between parties/ departments
5 lack of funds to purchase the offering
6 personal issue with the decision maker(s)
7 corporate initiative with an external party
8 "it's safer to do nothing" perception
Classify the Objection
Product objection
Six Basic Objection to the salesperson
Objection to the your company
Categories Don't want to make a decision
Service objection
of Objections Price objection
Major or minor objection.
Other Practical or psychological
objection.
Classifications Practical (overt).
Psychological (hidden).
Some General Tips for Handling Objections
Keep the buyers attitude toward your product positive.
Let buyers know you are on their side
Help with objections.
If you get no response, give a multiple choice question to display an attitude
of genuine caring.
Your goal is to help your prospect realistically examine reasons for and
against buying now.
The main thing is not to be satisfied with a false objection or stall.
Bring out any or all of your main selling benefits now and keep on selling!
They need your product or service
The prospect Your product is the solution to my problem
You are the person from whom I should buy
must agree Your company is the one to deal with
that The time to buy is now
The price and terms are fair
Strategies for Deciding when to Answer Objections
o incorporate objections & answers in the presentation
Anticipate o be certain that the objection will arise
and Forestall o Prevents a confrontation and communicates
Objections objectivity
o Gives you time to present more benefits
o Allows you to maintain control
Postpone o Gives you time to think about the response
o Acknowledge the objection
the o Employ empathy
Answer o Promise to get back to the question
o Write it down
o The prospect not listening.
o prospect feeling that you are hiding something.
Answer o The appearance that you also feel it's a problem.
Immediately o The appearance that you're not able to answer
Postponement because you do not know the answer.
of objections o The appearance that you are not interested in the
prospects opinion.
may result in: o The appearance that you are not sympathetic
o Serious objection will be repeated
Do Not Answer o Not answering suggests that the excuse is not truly
an Excuse relevant
o Selling should be win-win
o Don't try to show up the prospect
Disagree o Challenge ideas without offending
Without Remove blame by "I have not made myself
Being prefacing answer. clear......"
Disagreeable Make a concession "You raise an excellent
before taking point….."
exception:
Add all new objections to yr database & Share them with yr cohorts
A Negotiating Strategy for Handling
Buyers’ Concerns
(A Six-Step Process)
o Hear the Prospect Out
Listen Carefully
o Validate the Problem
Clarify and Classify
Confirm Your o
o Use confirmation questions
Understanding o Ask if there is anything else
o Try to distinguish between genuine
of the Objection objections and excuses
o That is a logical question
o Restate or rephrase in your own words
Acknowledge their o Use words such as, “I understand how you
feel” , “I see where you are coming from”, …
Point of View o Prepare the prospect for your answer
BASE YOUR DECISION ON:
o Select a
o The prospect's behavioral style
specific o Phase of the interview
o The prospect's mood
technique o The number of times that this objection came
o
up
o The type of objection
Answer the o Confirm with the buyer that you have
answered the objection
objection
o Continue the Presentation If You do Not
Attempt to Close Succeed
Specific Techniques for
Handling Objections
Answers Based on Concrete Evidence
o compare advantages and disadvantages
o When the prospect is mentally comparing
Product the present product or a competing product
comparison: with your product, you may make a
complete comparison of the two
Describe the experience of a customer
case history or o
whose situation is similar to that of the
testimonial prospect
o One of the most convincing ways to
overcome buyer resistance and specific
Demonstration objections.
o Sometimes a second demonstration is
needed to overcome buyer skepticism.
o Removes resistance by reassuring that the
purchase will not result in a loss.
Guarantees or o Guarantees must
be meaningful
warranty provide for recourse on the part of the
customer
o The prospect wants to wait a while before
cost of making a final decision.
o Use pencil and paper to show that delaying
delaying the purchase is expensive
Classic Objection Handling Techniques
o Answer it by referring to a third party and
Feel using that experience as your "proof or
testimony".
Felt o If the source is reliable or reputable this can
be especially successful with the expert or
Found skeptical prospect.
Let a Third I understand how you feel
Your friend, Hugh Jass, felt the same way
Party Answer. Here is what he found.
Compensation o Admit the objection is valid
or o Describe some counterbalancing benefit
Counterbalance
o Answer with a question
Ask "Why?" o 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
Direct providing accurate information.
o Example: If the quality of the product is
Denial questioned, meet the statement head on
with whatever proof seems appropriate.
o 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
Indirect of the fundamental issue.
o If done in a natural, conversational way the
Denial salesperson will not offend the prospect.
o Rephrase or have the prospect rephrase
o Blame yourself
o Give the facts that answer the objection
Boomerang o Prospect: "I don't
like the size"
turn the o Seller: "The size is
exactly the reason
objection into a you should buy it!"
benefit
o A trial offer lets prospect try product
without obligation to buy.
o Popular with customers because they can
Trial offer get fully acquainted with a product without
making a major commitment.
Effective Strategies for Coping with Price
Objections
o The prospect places insufficient value on
The meaning of a o
the product
A competitive product is a better deal
price objection o The prospect just wants to bargain
YOUR PRICE IS TOO HIGH YOUR
PRICE IS TOO HIGH!
o Learn to respond to this objection.
o It is inevitable.
o Buyers will object just to get a discount.
o Knowledgeable buyers know that there is often a standard discount for
which they qualify
o Price objections are an opportunity to sell the value of the product or
service.
o The danger is to respond to the wrong price objection.
o "Tell me more" or "Explain"
Six fundamental price perspectives:
o Discover the differences between the
competitor's proposal and your proposal.
Price versus o The price is lower because
competition the product or service is less robust.
A time related "special offer."
Price versus o Was it a budget, or an expectation
o Was it based on old or unreliable data?
approved budget
oWas the prospect told about a less
expensive solution provided to a friend?
Explore the friend's solution.
Price versus The buyer can then accept the other
buyer expectations solution at a lower price
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
Price versus
manual methods.
a process alternative o 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
Price versus more expensive than support.
o Today hadware and software costs are
a percentage of the
low. Labor for support is high.
product price (for o Support may be more comprehensive than
continuing services) 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
Price versus
hiring a service
"do-it-yourself" Few enjoy spending time on this chore.
"Do it yourself" places less value on your
time
VALUE ANALYSIS:
Determines the Best Product for the Money.
o 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.
Types of Value Analysis
o Compare product costs to true value.
o Establish the value of the product first so the buyer
True Value can intelligently compare the true worth of the
product to its true monetary cost.
o Unit costs break price down
Reduce to the o Use the Lowest Common Denominator
ridiculous o Know basic quantities
o Return-on-investment refers to an additional sum of
Return money expected from an investment over and above
the original investment.
on
o Emphasize the percentage return that can be earned
investment by purchasing your product.
When Dealing with Price Resistance
o Add value with a cluster of satisfactions.
o Point out the relationship between price and quality.
o Explain the difference between price and cost.
o Employ the Presumption of Exclusivity
Stress your product's exclusive features
Identify extras that only come from you
DO
Sell quality, exclusivity and differential features
o 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
o Apologize for the price.
o Make price the focal point of your sales presentation.
DON'T
o Become demanding, defensive or hostile
Five Question Sequence
Method of Overcoming
Objections
"There must be some good reason why you're hesitating.
Q1 Do you mind if I ask what it is?"
Ask what it Go To
YES
"In addition to that, is there any other is and Q2
Q2 reason for not going ahead?" Go To
NO
Q3
Go forward to
"Just supposing, M. Buyer, you could... YES
Q3 then you'd want to go ahead?"
discuss this
NO Go To Q4
"Then there must be some other reason. Answer GO TO Q2
Q4 May I ask what it is?" No Answer GO TO Q5
Q5 "What would it take to convince you?"
This series of questions keeps the
conversation going and gets the real
objections out in the open which helps
increase your sales.
Some Thoughts on
Negotiation
Qualities of a Good Negotiator
o Patience o Willingness to continue
o Risktaker
o Endurance
o Tolerate ambiguity
o Stamina
Negotiating Skills
o Allow time for planning o Don’t respond too quickly to
o Collect all available
demands
information o Call "time-outs" when appropriate
o Negotiate internally first o Put yourself in customer’s shoes
o Be flexible o Don’t let egos interfere
o Don’t give concessions too o Always follow through
early
Buyer's Overt Concerns
o Do we really need this product
or service? o Are there alternatives?
o Do we have sufficient budget?
o What will the savings be for
the company?
Buyer's Covert Concerns
o Will I be at risk? o Will this solidify my position?
o Will this mean more work for me?
o Will this reflect positively on
o Do potential gains outweigh risks?
me?
Ten Booby Traps
o Sneak attacks o Blind faith
o Mental blocks
o Fatal assumptions
o Price paralysis
o Misguided missiles
o Unwise ultimatums
o Killer impatience
o Misplaced emotions
o Bad intentions
o Prepare!
o Probe!
Remember
o Propose!
CHAPTER 13
CLOSE
Be A Winner
Winners Losers
Part of the Solution Part of the problem
"It may be difficult but it's possible" "It may be possible but its too difficult"
Finds an answer for every problem Finds a problem with every answer
"Let me do it for you" "That's not my job"
"There's a green near every sand "There are two or three sand traps near
trap" every green
Always has a plan Always has an excuse
"I'll get it right next time." "It wasn't my fault."
"If it is to be, it's up to me." "I can't help it."
Translate dreams into reality. Losers translate reality into dreams.
Empower. Losers control
"Let's find out." "Nobody knows."
What is a Close?
o The process of helping people make a decision that
will benefit them.
o You help them make that decision by asking them to
Closing buy.
o A question or action designed to elicit a buying
decision
o The Prospect is Ready.
Attempt to Close o The prospect is in the "conviction stage" of the mental
the Sale When buying process.
o Can make closing quicker
Computers o Can quickly calculate complex prices
and Closing o Can fax or e-mail multiple parties
Perspectives on Closing
o 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 Failure to close comes from an inadequate performance in other areas
Abraham Lincoln's Record
1832 Defeated in the race for the legislature
1833 Failed in business
1834 Elected to legislature
1835 Sweetheart died
1836 Suffered a nervous breakdown
1838 Defeated for speaker in the legislature
1843 Defeated for nomination to Congress
1846 Elected to Congress
1848 Lost renomination
1849 Rejected for job as land officer
1854 Defeated for Senate
1856 Defeated for nomination for vice-president
1858 Defeated for Senate
1860 Elected sixteenth president of the United States
Function of the Close
Buying means change
The Moment of
Decision is difficult for Not buying leaves problems
most people unsolved
The Need
- The seller feels stress also
For a Close - 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
Reassure - If they agree on the benefits then you are responsible to
and guide them to the close
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
The
Salesperson's Your sincerity
Attitude Your attitude Your interest in the buyer
will Your belief in your product and
communicate 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
Persistence
48% Quit after the 1st contact
Don't Stop
73% Quit after the 2nd contact
at the 85% Quit after the 3rd contact
90% Quit after the 4th contact
First "NO."
10% Get 80% of the business
- 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
Dealing with Positive self talk
Six
Rejection Don't assume that you are the problem
Useful Do more prospecting.
Work a fresh lead.
Tactics
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.
Barriers to Demonstration was not handled smoothly.
Closing Sales resistance was not overcome.
Attempting to close too early or too late.
10% will never buy
The Closing
10% will be easy
Curve
80% can be closed
You believe in your product and your company
You have identified a genuine need
Display Self- You naturally feel self-confident at the time of the close.
confidence "The prospect is persuaded more by the depth of your
conviction than the height of your logic" (Cavett
at the Close.
Robert).
Ask for the sale in a confident way, not in a halfhearted
manner.
Recognizing Buying Signals
The CHEF Technique
o Stroking cheek or chin means satisfaction
C Cheek or Chin o Leaning forward and nodding
o Open and Relaxed.
o Plams Upward
H Hands
o Rubbing Hands means assumed ownership
o Constant contact is good
o Dilated eyes mean relaxation
E Eye Contact
o Rolling or squinting means confusion or ire
o Smiling
o Relaxed
F Friendliness
o Casual conversation
Some verbal and non verbal
buying signals
o objections mean interest
Resistance
o How much is it?
Verbal o How soon can I get it?
o Sounds good.
Signals o What's the next step?
o Nodding head
o Leaning forward
o Rubbing chin
Gestures o Tugging ear
o Reexamines product, sample or paperwork
o Relaxes and become friendly.
o Stopping just short of buying
o Asking about price means they are sold on
benefits
Other
o Reinforcing or agreeing with your ideas
o Asks another person's opinion.
Types of Closes
The Trial Close asks for an opinion not a decision
Assumptive Closes
o Assume that you asked for the order
o That the prospect said "Yes"
o Proceed to the next step
o Asks the prospect to make a low-risk decision
on a minor, usually low-cost element of a
Minor-Point Close single product such as delivery dates, optimal
features, etc...
Physical-Action o Fill out the order
o Wrap it up
Close
o An old favorite; it provides a choice between
something and something, never between
Alternative-Choice nothing and nothing.
Close o Example: "Which do you prefer?" or "Would
you prefer A or B?"
o ask questions and write answers on the
Order-Blank Close contract.
o keep asking questions that are designed to be
Continuous Yes answered yes.
o Explain another customer's situation and lead
Similar Situation into the close.
Direct Close: ask for the business
oWe can have it delivered by
the end of the month if we
can get a signed contract
into the implementation
department by Thursday.
o Should I forward a contract
o Has the advantage so you can get started?
of clarity and o Would you like to try it for a
simplicity. quarter?
o Ask for the order o It’ll take a few weeks to
in a process and ship the order
straightforward so if you’re interested in
manner. moving forward, we should
start the paperwork now.
o Most direct closing
Direct o Let’s get this off your plate
approach and
and start the paperwork.
Appeal appeals to many
Close buyers, especially o What do you think?
o Let’s start the process so
decisive people.
you can get onto your other
o Should not come priorities. Sound good?
too early. o Would you like to move
o Highly effective forward?
when salesperson o Are you ready to get
has earned the started?
customer's o Can we go ahead?
respect. o We can start the process
today with a credit card if
you’d like.
o We can deliver it to you by
the close of business
tomorrow if you’d like.
o Summarize the product's benefits in a positive
manner so that the prospect agrees with what
Summary of you are saying
o Then ask for the order.
Benefits Close o You can easily adapt Feature / benefit statements
for your "summary" close.
Impending-Event o indicate that if they do not act now they may not
be able to buy in the future.
or Standing Room
o It should only be used in complete honesty.
Only Close
o Offers the buyer something extra for acting
immediately, such as
a special price reduction
a more liberal credit plan
an added feature
o Make sure the buyer places a value on the
Special consession before offering.
Concession o Don’t say that you will do it.
Ask instead if the special concession would be
Close 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.
o Have a reason to come back
Call-Back Close o Review everything when you come back
Trial-Order Close o Puppy dog
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.
Balance-Sheet
o The same as debits and credits, act or not act,
or T - Account etc..
Closes 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
o Ask prospects what the probability of doing
Probability business at a later time is.
o This permits prospects to focus in on and
Close
discover their own hidden objections.
o One single objection stands in the way of a close.
o Most often surfaces when a trial close is used.
Negotiating the o Never lose patience with prospect
single problem o Clarify the customer's position regarding the
objection.
close. o Help customer weigh advantages of product by
reviewing product's superior points
o Provides prospects with choice as a way of
qualifying.
Limited Choice o Allow customer to examine several different
Close 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.
"Your price is too high!"
Confirm that o "Is there anything else beside price that is
holding you back?"
price is the only o "If the price were better then could we do
Problem business right now?"
The prospect
o "What did you have in mind?"
should make an o "What can your budget spare?"
offer
o Confirm the offer
o No matter what it o "If I can get you that price then can we do
is. business immediately?"
o Do not commit
yourself.
If the prospect responds
o "Then there must be something else. Can I ask
what it is?
No o Then handle that objection.
o Price may never come up again.
o Recognize that you prospect is committed.
o You may or may not be able to negotiate.
o You can chose
Yes Calculate the price difference and reduce
Haggle
Don't give in untill the contract is filled out and
ready to sign
I want to think it over
I want to sleep on it.
Agree and o "I can understand that."
complement o "I'd do the same thing myself?"
"I am sure that you'll have some questions for me
Start packing up as you think it over, won't you?"
o "Just so that I'm prepared.
o What are some of the specific things that you'll
One last question.
be thinking about?
Soft Hard
o Start asking yes/no
questions
Is it my company?
Is it the color?
o Be quiet and let them
Is it .....
Two options now talk.
o Go through all the
o Handle any response
as an objection. benefits
o Make the prospect
realize that they are just
stalling
Research shows six common closing mistakes
1. Talks too much. Doesn't ask enough questions.
2. Over-controls the call; asks too many closed-end questions.
3. Doesn't respond to customer needs with benefits.
4. Doesn't recognize needs, gives benefits prematurely.
5. Doesn't recognize or handle negative attitudes effectively.
6. Makes weak closing statements, doesn't recognize when or how to
close.
After the Close
o Confirm the sale when the buyer says yes:
o Be sure all details related to the purchase agreement are completed
o Check everything with buyer
o Ask for signature if necessary.
o Reassure customer and confirm
Pointing out that s/he has made the correct decision
Describe the satisfaction that will come with ownership of
product or service
o Thank customer for the order.
o A follow-up thank-you letter is often appropriate.
o Ask for referrals.
o Provide after-sale service.
o Leave Gracefully
o Don't talk past the close
When You Dont Make The Sale
o Recognize hopeless selling situations
o Avoid doing or saying anything that will jeopardize the relationship
established
o Do not take the buyer's denial personally
o It was a business decision that the buyer made given
the circumstances.
Act Professional o The proper handling of a no-sale situation helps build a
Act Adult sound business relationship with your customers.
o Ask why you lost out - learn from your successes and
no-sales.
o Sometimes, it is proper to reopen the presentation
o Do everything possible to help customer make an
Prepare intelligent comparison.
prospect for o Review strong points of product, giving special
shopping the emphasis to areas in which product has superior
competition advantage over competition.
o Never treat the lost sale as a defeat.
o Do not use selling methods that are unethical and/or illegal.
Analyze Lost Sales
o A lost sale can be a learning experience.
o Take a good, objective look at presentation and try to identify
weaknesses
o Consider how to avoid this problem in the future.
o Salvage as much as possible from the experience
o Don't give up too soon.
o Callbacks are very common, especially in the field of industrial selling.
o Your sales manager
Discuss the o Your fellow salespeople
lost sale with o Other people who understand the selling and
buying process.
o Personal information - family, hobbies, and so
Prepare for a forth.
possible return o Company information - if selling to an individual
call by buyer, company information is quite valuable.
recording o Purchase priorities - every prospect has unique
information. purchase priorities.
CHAPTER 14
BUILDING RELATIONSHIPS
WITH
TOTAL CUSTOMER SERVICE
THE NATURE AND PURPOSE OF
TOTAL CUSTOMER SERVICE
Service is an Ongoing Activity
o Selling is the courtship; Service is like “permanent
dating”
o You become part of the customer’s 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 Think of each customer as your only account
“A lot of people have fancy things to say about customer
service, including me, but it’s just a day-in, day-out,
ongoing, never-ending, unremitting, persevering,
compassionate type of activity.”
- Leon Gorman, L.L. Bean
Service Quality
Strategy
o Can be a strategy to acquire and maintain
customers.
o Segment customers
o Inform specific customers what to expect
o Exceed expectations
o Must be a way of life
Moments of Truth
o Each time a customer contacts your firm a
moment of truth occurs
o At each moment the customer becomes
aware of your service quality
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
Service After the Sale
The sale is not complete until the customer is satisfied
Ten elements of service after the sale.
Follow-up on delivery schedules.
Checking on the performance of the product after delivery.
Training or instructing the customer in using the product.
Making adjustments of mistakes in delivery quantity or quality.
Assisting in securing replacement parts.
Helping to arrange and check displays.
Checking customer's inventory of related supplies to make the product or
service work properly.
Answering questions related to the product or other products or services
your company provides.
Giving prospect referrals to customers for their business when you
discover one.
Sending appropriate remembrances on occasions of importance to the
customer including birthday, holiday seasons, public recognition or
business achievement, promotion, etc.
PROVIDING QUALITY
SERVICE HAS ITS REWARDS
o If complaints are intercepted and solved
quickly then they don't become major
problems
Problem Prevention
o Quick service can turn a lemon into
lemonade
o Personnel changes
Staying Informed - o Competitors activity
frequent service calls o Upcoming structural changes in client
keep you up to date firm
o More technical sales are lost through
poor follow-up than anything else
Retaining Existing o Average firm looses 20% of customer
base per year
Customers o Any reduction in that number greatly
increases profits
o Service is the only way to justify a price
differential
Building Goodwill
o Goodwill makes a repeat sale possible
WHEN AND HOW TO SERVICE
Service as an Ongoing Activity
Selling is the courtship. Service is the marriage
o You become part of the customers team
o You establish a basis for a long term relationship
o You make sure that customers get what they thought they were buying
o You get new prospects
1. By referrals
2. By learning the customer's industry
o Think of each customer as your only account
Gaining a new customer cost five times more
than keeping a current customer
Service in Response to Needs
o Service the old accounts as well as the new
o Anticipate complaints and intercept them
Technical Assistance Research Programs,
Inc findings
o Only 4% of unhappy customers actually complain. Even some with
serious problems
o Complainers are more likely to do business with you again
o 50%-70% of complainers will give repeat business if the complaint is
resolved
o 95% complainers will give repeat business if the complaint is resolved
quickly
o Dissatisfied complainers will tell at least 9 or 10 people. 13% tell more
than 20 people
o Satisfied complainers will tell about 5 people
Some types of problems a salesperson, could
solve before they become serious.
o The product is not functioning properly.
o The personnel handling the equipment cannot operate it efficiently.
o They are not getting replacement parts quick enough.
o the phone is a great tool.
o Gives personalized attention
Phone o
quickly
Customer service hot lines
Calls have proven themselves to be
profitable
Problem o Coordination Within Salesperson’s Company
o Assistance With Training
Solving
SERVICE AT DIFFERENT
LEVELS IN THE CHANNEL
Servicing Retailers
o Keep customers informed of promotional programs
o Supply display items
o Help with displays and arrangements
o Check inventory regularly
o Train the customer's people
Servicing Intermediaries
o Call on the distributor.
o Call on the distributor's customers.
o Train distributor's sales force.
Technology and Service Quality
o Service ability has been enhanced
o Electronically mediated sales conversations - two computers sharing
Tracking Service Activities
A written specific plan should be developed
Call Frequency
o Rank your customers (criteria may vary)
o 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 Promotional material
o New product information
o Company newsletter
o Newspaper articles
o Letter with a reply card
SERVICING ATTITUDES
o Personal Reliability - don't be a flake
o Second-Mile Action - there is no speed limit on the extra mile
Winning Back Former
Customers
Reasons for losing an account
o Something the seller does
o Something the seller fails
to do
o Something the company
does
o Something the company
fails to do
o A question of service
List of excuses - "It's not my fault."
o Competition too cheap
o Competition unethical
o Customer is too difficult
o All customer cares about is price
o I don't have time to follow up
o I've been doing sales for ## years. It can't be me.
o My company fails to back me up
delivery is late
quality deteriorates
I never lose a customer through any fault of mine
Ask the tough questions
o Do I get mad at small orders?
o Do I stay away too long between calls?
o Do I keep customers informed?
o Do I keep all my commitments?
o Was our service ineffective?
o Can I help you in any way to get the account back?
Listen
carefully and
politely
12 COMMANDMENTS
OF TOTAL CUSTOMER SERVICE
o are the life-blood of every business
Customers o satisfying them is an income-producing endeavor.
o are the most important people in my business.
Customers
o are not dependent on us
Customers o we’re dependent upon them.
o are not cold, hard lifeless statistics
o they are flesh and blood human beings with feelings and
Customers
emotions just like our own.
o do us a favor when they call with a complaint or service
request
Customers
o customer retention is the bottom line.
o are not an interruption of our work
Customers o they are the purpose of everything we do.
o are the key components of our business
Customers o they are not outsiders.
o deserve the most courteous and attentive service we can
give them
Customers
o develop a servant’s heart.
o are people who bring us their wants and needs
Customers o it is our job to thrill them.
o are not opponents to argue or match wits with
Customers o why win the battle and lose the war?
o should be considered economic assets
Customers o manage them to maximize your return on investment.
o make it possible for a company to pay your salary
o whether you are a secretary, production employee, office
Customers
staff, salesperson or sales manager.
CHAPTER 15
Personal
Organization
and
Self Management
ACT!
"Dost thou love life?
Then do not squander
time, for that’s the
stuff life is made of."
- Benjamin Franklin
John Ciardi o The day will happen whether or not you get up.
Yogi Berra o It isn't over till it's over.
Benjamin Franklin o Remember that time is money.
Alexander Rose o half the agony of living is waiting.
o People count up the faults of those who keep them
French proverb waiting.
Napoleon Bonaparte o You may ask for anything you like except time.
o You can't escape the responsibilty of tomorrow by
Abraham Lincoln evading it today.
Thomas Edison o Everthing comes to him who hustles while he waits.
Victor Kiam o Procrastination is opportunity's natural assassin....
Don't wait for your ship to come in; swim out to it.
o
Anonymous o Someday is not a day of the week
o If it weren't for the last minute, nothing would get done.
ATTITUDES TOWARD TIME
"What is the best use of my time right
Lakein's first question to ask: now?"
o Activities can be managed
Time cannot be managed.
o Self Management or Self Discipline
Personal Organization and Self o Planning and Organizing
Management involve 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,
84,000 seconds per day to use
family, leisure?
o How much for yourself?
We have the ability but what about the desire?
Lack of organization is a major contributor to failure
Organization must become a habit
DEVELOPING A TIME MANAGEMENT
ATTITUDE
Mental preparation - takes lots of practice
o List activities that you want to complete this week
o Keep a detailed, hour by hour, record of what you do
with your time
Some suggestions o Audit yourself at the end of each day and week
o List five habits that are your biggest obstacles. Write
out a plan to correct
Detailed time analysis twice per year
NEED FOR ORGANIZATION
Organize to prioritize and process
information received
Three Basic Mental Tasks
o Unaided recall is 40% maximum
o Stimulated recall can be 100%
Stimulating Recall
o 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
Handling
1. Do it now if possible
Incompletions 2. Delegate and forget
3. Put a reminder someplace that will work
o You need to make time for creative thinking
o Get everything else under control and this time
Thinking Creatively
becomes available.
PROCEDURES FOR GETTING ORGANIZED
David Allan's Getting Things Done
People Pleaser o Wants to please
o Fears authority
Types of o Unrealistic standards
Perfectionist o Can't delegate
Time Abusers
o Put off, put off
Procrastinator o panic
o Even neat piles must go.
Remove the Clutter o Clutter in sight is a mental burden.
o Collect the Clutter from everyplace
o Get into one location.
o Sort the Clutter
1. Time critical
2. Someday
3. Trash
o 31 day folder system
Deal with Priorities - o David Allen's 43 folders
Time critical material o computerized reminders
Set Up Working o Reading
Categories o Projects - separate folder for each
for the Rest project
(Someday material)
Handle Interruptions
People Paper
Environmental Interruptions
Interruptions Interruptions
o Superior: you can
o Telephone Calls - try to
respectfully ask
o Notes hold and return
for a delay
o Memos o Visual distractions
o Associate
o Correspondence o Comfort factors
o Subordinate
o Periodicals o You might need a
o Customer:
o Messages hideaway
consider it a
o Projects o Email
contact not an
interruption
If an interruption is part of your job then you need to decide whether it
is more important than your current task
Tasks handled by interruptions take longer
AN ORGANIZING SYSTEM
two simple tools
The Master Calendar
A simple pocket 1-31 files or
a computer
calendar backed by
Daily to-do List
2000Write down tasks
Rank them in order of priority
Attack them in order
Forces you to attach time to each
How its done task
The Integrated System
Forget about incompletions until they
arise
Start a fresh to-do list every day
Identifying Priorities
The 80/20 Rule
means that in anything
a few
are vital
(20%)
The
(Vilfredo) are
Pareto many
trivial
principle (80%)
l
Aka the
80/20 rule
In Pareto's case it meant
20% of the people owned
80% of the wealth. Sales Managers
Industrial Engineering 20% of salespeople produce
20% of the defects causing 80% of sales
80% of the problems. Sales People
Project Managers 20% of customers produce
20% of the work consumes 80% of your income
of your time and
80% resources.
How It Can Help You
The value of the Pareto Principle for is that it reminds you to focus on the
20 percent that matters.
Of the things you do during your day, only 20 percent really matter.
Those 20 percent produce 80 percent of your results.
Identify and focus on those things.
When the fire drills of the day begin to sap your time, remind yourself of
the 20 percent you need to focus on.
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.
"A" Priorities pressing and related to your goals
"B" Priorities something that can be done anytime
within a day, week, month
"C" Priorities Nice to do sometime
Time Goals Parkinson's law - work expands to fill
the time allowed to do it
Record time next to each item
Maintaining a Positive Attitude Toward Time
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
TIME-EFFECTIVE TELEPHONE TECHNIQUES
Benefits of Planned Telephone saves you time
Schedule and confirm appointments
Telephone Time
Get Organized to Make Calls
List topics for discussion
Have reference material handy
Have your calendar handy
Controlling Telephone Time
Limit the Time for Making Calls
Some socializing is necessary
Give a time limiting preface
Setting Goals for Telephone Control
Techniques for Telephone Time Problems
Don't get upset if they can't talk when you
Ego Needs
call.
Minimize.
Socializing Remember priorities
Lack of Awareness of time
Keep track of time spent on each call
spent.
Easy availability Set a quiet time to make and take calls
Don’t leave the caller hanging while you
Facts not available
look,
Fear of offending The other person needs to hang up too.
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… "
Computerized Mapping Systems
Computer software that displays numeric data on maps
Trip Maker - Plans trips and tracks expenses
Strategize prospecting calls
AvantGo Software for your phone
PDA
Color maps fully annotated
Zooming capability
Routing information
Hotel Data
Features of most Restaurant Data
mapping programs Car Rental Data
Toll Free Numbers and URL's
Expense Tracking
Custom Printouts
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
Global Positioning 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.
Rand McNally
GeoQuery
Delorme GPS for PDA
Copilot - Garmin
Web Sites Google Maps
AlkTechnologies
Yahoo Maps
Maps On Us
Mapquest
MANAGING TRAVEL TIME IN
THE SALES TERRITORY
A High Volume repeat customers
Prioritize customers B Moderate volume reliable customers
C Cost you time and energy and yield little profit
Territory Routing Patterns
Starting and ending point are the same
Cloverleaf Each leaf represents a cluster of customers
start at the farthest customer and call on clients
Hopscotch on the way home
Circular
Straight line
Without a plan much time is wasted
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
The master calendar.
A daily "to do" list
Defining Success More Broadly.
A good life-balance means taking the time to appreciate what we're doing now.
It prompts these questions:
What are we doing? - are we doing something that's worth
doing, however that may be defined?
Why are we doing it? - what is our ultimate goal or reward?
Who are we doing it for? - for ourselves, families, others?
How do we measure our success? - is it by narrow, materialistic gain or by
broader, subjective achievements?
Try thinking again about what you're doing and what you hope to achieve. Being
satisfied with what you've got can be a liberating experience. Knowing when
enough is enough could transform your perception of success. Perhaps the real
benefits of time management come by ensuring we don't waste it, doing the
wrong things for the wrong reasons. Guard against narrow definitions of success.
Stop following the crowd, simply striving for more. Consider what you have to
appreciate, here and now. Stop and smell the flowers!
How to realise the benefits of time management?
Begin with the end in mind, and
Define success broadly - recognising what you have, and when enough is
enough.
The Benefits Of Time Management:
Remember Who You Work For
A recent UK TV commercial showed short
clips of children admonishing their work-
obsessed parents.
“Your fired” said the children, as parents
came home late from work, or missed
special moments.
The ads finished with the statement
“remember who you're working for”.
The happy manager approach is to ensure working doesn't diminish our
appreciation of what we have now - the pleasures in life.
Think through what you really value in life, and what you need to do to enjoy it.
Perhaps these are the real benefits of time management.
CHAPTER 16
SALES MANAGEMENT
The Sales Management Function
Sales management may be a firm's
largest operating expense
o Between sellers and
Sales customers
manager is o between sellers and
the link management
Two sets of o Selling Skills
skills are o Management Skills
needed
As a o Less time is spent in the field
manager with salespeople
o More time in spent in
rises in the administration
hierarchy
Managing any
Employees
In The 21st Century
Employees consider three item most
important about their job
Open two way communication
Effect on personal / family life
The nature (importance) of their work
Total Quality Management (TQM) and
the Sales Manger
o TQM philosophy is changing many aspects of business
o Many sales management methods contradict TQM
o TQM uses salespeople to connect customers to the firm's internal
operations.
Role of the Salesperson in TQM
o Must satisfy customer
o Must satisfy management
Video Conferencing
o Combines voice and visuals
o Saves time and money
What To Do What Not To Do
o Edit information ahead of time
o Interact! o Have a clear, limited agenda
Ask and answer questions o Don't let one person dominate
o Body language is hard to read.
o Have Audio Backup
Don't use it.
o Control noise and
interruptions o Use it often to get comfortable with
the technology
o Practice and debug ahead of
time
Choosing a sales manager
Promote the top-producing salesperson
o Expertise in all aspects of selling
o Sales ability alone is not enough.
o 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
o Lacks the basic sales abilities that everyone in sales needs.
Hiring someone from outside the organization
o Has sales ability management ability
o Unfamiliar with company policies, office practices expense account
procedures and organizational goals.
From salesperson to sales manager
Activities of a sales manager
o Working with sales representatives
o Recruitment
o Training and development
o Appraisal, counseling coaching
o Administration
o Self management
Five characteristics that make a great leader
o Provides employees with a sense of mission
o Creates a challenging work environment
o Gives immediate feedback
o Rewards and praises to recognize
a. The individual
b. The individual as a member of a team
o Develops employees talents and careers
Steps to success as a sales manager
o Clarify attitudes about leadership
o See yourself as
a. Production manager first
b. Personnel manager second
o Pride in your team
o Always do what you say
o Set priorities
o Continuously and consistently recruit the right kinds of people
o Train continuously and consistently
Becoming A Winning Manager
Traditional Managers Winning Managers
o Resist Change o Loves Change
o Self Image:"The o Self Image: "The Coach"
Boss" o Group Decision Making
o Make decisions o Shares news and
alone information
o Reluctant to o Expects results and
share progress
information o Helps everyone plan
o Demands hours not career
achievement o Considers staff to be a team
o Neglects career planning o Provides employees with a sense of
o Considers sales staff to be mission
subordinates o Challenges sales team to stretch
themselves
o Gives immediate feedback
o Rewards and praises individual and
team performance
o Helps employees develop their
talents and careers
SPECIFIC RESPONSIBILITIES PERFORMED
Determine Sales Force Organization
o Expensive complex products
Product Organization o Expensive due to specialization
Geographic o Product line must not be too complex
Organization o Territories must be properly sized
o Selected SIC Codes
o Selected customers by name (without
Customer Type centralized buying)
Organization o Selected customer by region
o National or Key Accounts (with centralized
buying)
Combination o Can combine any and all of the above
Approaches o Depends on need, cost, etc
Determine the Number of Salespeople Needed
Workload approach - popular
o Determine the number of calls needed
o Determine time needed per call
o Determine total working time ( a * b)
o Determine actual selling time available per salesperson
o Determine number of sales people ( c /d)
Develop a Job Description
o Educational requirements
Develop o Experience
candidate o Job conditions
profile o Type of customers
o Job title
o Relationship to management
a. Who is their boss
Information b. Compensation
c. Criteria for promotion
needed o Job planning : what the salesperson is
in a expected to learn or know
job description o Selling activities
a. Selling techniques
b. Activity expectations
o Self management
Recruit and Select Salespeople
o Within the organization
Sources o Competitors
o Non competing companies
for o Advertisements
Schools
Recruiting o
o Employment agencies
o Application form
o Reference check
o Personal interview
Interview 1. Qualified?
and 2.
3.
Want or need the job?
Can we meet their expectations?
Selection 4. Can they do the job?
o Testing
o Physical exam
o Introductions
o Policies and practices
Orientation o
o
Vertical communication
Company outside activities
o Expense account
o Hire someone with
Skip the learning experience in the areas
curve specific to your needs
o Some sales experience is
beneficia
Choose
marketing skills o marketing requires different
over sales skills abilities and approaches
Tips for hiring than does sales
right Seek out o Leadership abilities
o Strong communication skills
charismatic types
o Some of the best training
grounds are in the
Raid the big guns companies such as Procter
& Gamble
o So try to recruit their best
Determine the Compensation Plan
o Achieve high volume sales
Straight o Allows salespeople to
Commission structure their own time and
activities.
o Gives control over
Straight salespeople's activities
Salary o May not give aggressive
selling
Combination o Most Popular today
Plans o Draw vs Salary
o Customer Retention Bonus
o Penetration of Target
TQM Based Accounts Bonus
Compensation o Company-Wide
Performance Bonus
Provide Sales Training
One on
Interactive Multimedia CD Sales Training
One Sessions
Field Training Video sales training
Group Sessions Single issue sessions
Role playing Feedback
o Receive continuous training in new product
technology
o Guide and direct them in goal-setting
Supervise o Motivation is at the very heart of supervision
and Goal is to create a work environment within which
Motivate the individuals can and do motivate themselves
The real key is to find motivated men and women
and teach them how to sell
Performance Evaluation
Quantitative
o Objective and standardized
o Easier to use
Qualitative
o Focus on Quality not quantity
o Often ambiguous
o Allows use of personal biases
o Should accompany quantitative measures
o Other requirements
Standardized form
Consistent over time
Used for the entire sales force
Techniques for Qualitative Appraisals
Behaviorally o Each point on a scale is labeled with a different
Anchored Rating description of behavior
Scale(BARS) o Often a dozen or more scales
o More of a standardized 5 or 10 point scale
Checklist Scale o Usually has more scales
o Goal setting and evaluation process
o Mutual goals
MBO o Periodic reviews
o Evaluation based on each goal
Effectiveness versus Efficiency
Effectiveness
o Effectiveness is a function of
Territory Objectives
Resources allocated to that territory
Salesperson's performance
o 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
Evaluating actual performance
When and how often?
o Informal evaluations should be done frequently- daily, weekly
o Formal evaluations should be on a regular schedule - two months is
considered optimal
Sources of Information for the Evaluation
o Sales Reports
Expense Reports
Company o
o Activity Reports
Records o
o
Complaint Records
Call Reports
o Accompany salesperson
Observations o Observe phone conversation, mail, e-mail
o Customers
External o Associations
Sources o Agencies
Recommending Action Improvement
o Salesperson should agree on what are reasonable improvements
o Step by step plan should be developed
o Reasonable time period should be specified
Characteristics of an Effective Evaluation Program
Evaluation should motivate salespeople to want
Motivation to improve
Evaluation should offer the sales person an
Participation opportunity to participate
Both parties should agree on
o Objectives
Agreement o Means of getting the objectives
o How attainment will be measured
Salesperson should be committed to attaining the
Commitment objectives
The program should be based on realistic
Realism objectives that reflect actual territory conditions
The program should be centered around
Objectivity objective and constructive techniques and
measuring tools
SALES TECHNIQUES
http://www-rohan.sdsu.edu/~renglish/377/
chapter 1: Introduction to Selling
chapter 2: Relationship Selling
chapter 3: Ethical and Legal Considerations
chapter 4: Consumer Behavior and
The Communication Agenda
chapter 5: Finding your Selling Style
chapter 6: Preparation for Success in Selling
chapter 7: Prospecting
chapter 8: The Preapproach and
Telephone Techniques
chapter 9: Approaching the Prospect
chapter 10: Asking Questions and Listening
The S P I N
chapter 11: Preparing for an Effective Presentation
chapter 12: Handling Objections
chapter 13: CLOSE
chapter 14: Building Relationships
with Total Customer Service
chapter 15: Personal Organisation and
Self Management
chapter 16: Sales Management
CHECK MY BOOKS AT
http://www.lulu.com/spotlight/Jaimelavie