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69 Cards in this Set
- Front
- Back
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Goals of Openings
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- Gain the attention of the prospect
- Break into the prospect’s stream of thought - Arouse the prospect’s interest in your proposal - Allow you to secure control of the interaction |
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Opening: 3 Things to Accomplish
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- Break into buyers train of thought and neutralize what was in the buyer’s mind
- Establish in the buyer’s mind what you wish to sell - Arouse his or her interest in your proposition |
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Opening by Telephone
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- Answer the telephone promptly (< 3 rings)
- Keep info sheets organized and on hand - Identify yourself and your department - Don’t chew gum, smoke, eat, or drink while on phone - Get the name of caller, company, address and telephone number at beginning - Use client’s name often - Ask essential questions - Utilize active listening techniques- rephrasing, restating, summarizing - Return phone calls promptly – no later than 24 hours - Thank the caller for calling and assure the caller you want to be of assistance |
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Air of Mystery
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o Designed to get the prospect’s attention without specifically identifying the product, service, or plan to be sold.
o “I have an opportunity for you today that on average has increased the sales of our customers by 20 percent” |
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Idea
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o Gains the prospect’s attention with a thought of plan that will improve his or her operation
o “you will improve employee morale and productivity by awarding weekend stays at our resort for your top three salespeople and their families. Let me show you some letters I have from other satisfied corporate customers.” |
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Name or Referall
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o Gives credibility to the product, service, or plan because someone the prospect respects supports it.
o “I was speaking with Sue Smith at XYZ Electronics yesterday and she mentioned that you might be interested in our new three-day cruises” |
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Benefit End Result
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o Gains the prospective buyer’s attention by identifying the specific benefit that can be realized as a result of your proposal
o “You will be able to devote more time to your business and your customers by simply letting our full-service staff handle the many minute details of your annual awards banquet. We can provide you with a hassle-free, stellar event.” |
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Starling Statement
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o The positioning of something factual in a dramatic way to arouse the prospect’s attention
o “You have lost at least $10 on every room reservation you made this year by not taking advantage of our special corporate membership!” |
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Recognition/Compliment
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o Your acknowledgement of the prospect’s professional approach and understanding of the business
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SPIN
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Situation, Problem, Implication, Needs-Payoff Questions
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Situational Questions
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o General data-gathering questions about background and current facts that are very broad in nature
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Problem Questions
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o Questions about specific difficulties, problem or dissatisfactions experienced by the prospect
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Implication Questions
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o Questions that logically follow one or more problem questions that are designed to help the prospect recognize the true ramification of the problem
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Needs-Payoff Questions
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o The prospect has identified the problem for you so you must simply tie in the benefit
o Questions that ask about the usefulness of solving a problem |
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Two types of selling
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Hard and Consultative
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3 kinds of needs
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o Financial – Refers to maintaining or improving monetary results; controlling costs
o Image – Refers to maintaining or improving prestige or credibility o Performance – Refers to maintaining or improving productivity |
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4 rules for probing
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o Don’t ask questions that might lead to situations from which you cannot escape.
o Ask only one question at a time o Allow prospects time to answer each question o Listen – concentrate on what the buyer is saying |
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Types of Probing Questions
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Closed
Open-ended Directive Reflective |
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Directive Questions
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- Directive – request expansion or further explanation of one particular point.
o Use these questions to help you concentrate on the parts of your proposal that are agreeable. The more you explore the areas of agreement, the less important the negative becomes. |
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Difference b/w product characteristics and owner's benefit
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- Owner’s benefit – a gain for the buyer that results when the product, service, or plan the sales person has proposed is put to use; what’s in it for me?
- Product Characteristics – an individual part of a product, service, or plan, and the way in which the parts of integrated; source of owner’s benefit |
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Progress of Owner's Benefit: 5 steps
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- Step 1 – study product characteristics of your product, service, or plan
- Step 2 – Indentify the one product characteristic you want to analyze - Step 3 – Determine the first use of the product characteristic - Step 4 – Develop addt’l O.B.s from the first one - Step 5 – Proceed with POB. Must logically result from previously states O.B. |
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Effective Oral Presentation: 3 things
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Energize
Generate Interest Address Need Should be verbally descriptive, energetic, interesting, and address the prospect's needs. |
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Presentation Techniques
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- Select words that are effective and have strength or a descriptive quality. Avoid words like “nice, pretty, good, and cool”.
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Price Method
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use probing questions to determine value
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Direct Denial
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present facts and evidence to support your statements
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Indirect Denial
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recognize the objection, then provide evidence
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Translation Method
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turn an objection into a reason for buying
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Feel-Felt-Found Method
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agree with the objection, but reassure prospect that other clients are still satisfied
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Boomerang Method
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turn an objection into a reason for buying “now”
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post-pone method
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address the objection later in the presentation
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process of elimination tool
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determine a reason for the objection by exhausting a list of possibilities.
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I'll think it over tool
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avoid the stall tactic and determine the reason for not buying.
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Duke of Wellington tool
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have the buyer list the pros and cons
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Final objection tool
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narrow it down to one final objection and close
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loss of sale tool
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ask the buyer why he or she didn’t choose your product.
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overselling
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continuing to work on gaining commitment after the buyer believes the product will fulfill his/her needs
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underselling
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attempting to close a sale before gaining commitment from the buyer
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not asking for the order
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the salesperson does not properly read the buyer and does not know when to “close the sale”
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Easy buying signals to detect
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o Buyer making statements of objections
o Indications of interest o Admissions of a desire to buy o Rationalizing |
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Physical buying signals
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o Nodding while talking
o Examining the product or specifications and indicating interest o A relaxed facial expression o Relaxing one’s body o Leaning forward and/or offering a thoughtful look |
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Direct Close
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just asking for the sale
o Can I have your okay on this booking agreement? |
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Half-Nelson close
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ask “If I do this, will you sign a contract?”
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Assumption close
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assume buyer is accepting what you are offering
o I believe we have most of the details worked out. I’ll deliver the letter of agreement to your office. |
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Alternative close (either/or)
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get the buyer to make choices
o Chicken or beef? |
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Loss close (standing room only)
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let buyer know her or she needs to make a quick decision or the product may not be available at a later date
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Opinion close
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reinforce the buyer’s interest with a strong opinion from a sales person or third party
o I believe that the way our meeting rooms are situated will provide you with max session participation ..can I book your event for May 21? |
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Story close
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give an example of other buyers who made a selection and were happy
o This group was hesitant to have a U-shaped room for their meeting but found it to work much better than they had expected and were pleased with the productivity. Can we set you up with the same layout as well? |
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Concession close
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- using incentives to induce the buyers to accept your offer
- get the sale in return for giving in to a buyer’s demand o If I guarantee this rate, will you agree to the rest of the terms?” |
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sum-up close
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summarize agreed upon benefits and then assume the sale
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the order-form close
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fill out the order form as you discuss specific issues
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relationship close
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provide a solution based on buyer’s stated concerns
o Based on what you have told me, I recommend _____...End by saying can we get started today?” |
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Follow-up: Amiable
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avoid talking about details and let the buyer ask for clarification if needed. Let the amiable feel like he/she is helping solve problems
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Follow-up: Analytical
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likes structure and a systematic approach to things. Try to document everything and summarize your actions. Be conservative and reinforce the decision with testimonials and new information
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Follow-up: Expressive
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try to maintain a relationship and communicate on a personal level. Don’t be too formal and make frequent calls and follow-ups. Show loyalty and appeal to his/her status-conciousness
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Follow-up: Driver
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use candor and be to the point. Focus on performance and the bottom-line, and demonstrate the practicality of your solution to his/her problem. Keep the driver informed and only make contact with them if it’s important
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Acts of God
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- Most-cited reasons for legitimately canceling meetings. Can’t predict hurricanes, floods, earthquakes, etc.
- Can terminate a contract and cancel a meeting without being liable for damages. |
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Room Blockage: 4 things
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- How many rooms you will commit to groups and how far ahead you will commite them
- Determine the number of rooms in the room block and the mix of room types - Determine room rate based on the number of rooms, group history, and time of meeting, Set a date when the rate will be finalized. - Discuss other arrangements like complimentary roms and upgrades, and allowable spillage in the room block. |
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4 F&B Needs
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- Determine menu and prices for all food functions (such as, meals, breaks, and receptions)
- Prices for refreshment breaks and receptions should be based on the size of the group, the length of the function, and the type of food. Include the gratuities if necessary. - Assign the public space based on the size of the function and the type of setup. - Determine the final date for meal guarantees and the penalties for cancellation or slippage. |
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Penalties: 4 bulletpoints
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- Must include a penalty clause for lower than expected attendance.
- Allow reasonable slippage: 5-10 percent - Must pay an agreed upon price if the event gets canceled. Penalty is usually decided on a “sliding scale”; the more notice given, the smaller the penalty - Can hold customers liable for the liquidated damages (some hold them responsible for entire amount) |
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Auditorium Style: Pro/Con
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o Pro – allows for more people
o Con – bad sight lines; can be difficult to take notes |
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Classroom Style: Pro/Con
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o Pro – offers good sight lines and works well for presentations
o Con – takes up a lot of room |
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Chevron Style: Pro/Con
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o Pro – good for small groups
o Con – Space and sight lines can be a problem |
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U-Shaped: Pro/Con
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o Pro – great for very small groups
o Con – only works for small groups |
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Banquet Seating: Pro/Con
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o Pro – most popular for food functions
o Con – typically for big groups only |
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Plated Dinner: Pro/Con
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Pro: Elegant; guests dont have to leave the table or stand in line
Con: must choose a food before hand (chicken or beef; vegan, etc); labor |
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Semi-Plated Dinner: Pro/Con
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Pro:
Con: i dont care |
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Buffet Style Dinner: Pro/Con
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o Pro – Very efficient for large groups; less labor; more food can be offered; less waste
o Con – not as elegant; guests have to form lines to get food |
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Self-Serve: Pro/Con
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o Pro – less labor
o Con – food not evenly distributed |
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Appetizer: Pro/Con
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Pro: simple and mostly inexpensive
Con: |
