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65 Cards in this Set

  • Front
  • Back
Verbal Communication: Questioning
Salespeople skilled at questioning take a strategic approach to asking questions so that they may:
> Control the flow and direction of the conversation
> Uncover important information
> Demonstrate concern and understanding
> Facilitate the customer’s understanding
Strategic Application of Questioning
want to get people involved. get them to talk, and think about how you represent something better, that will decrease risk, make things better.

- generate buyer involvement
- provoke thinking
- gather information
- clarification and emphasis
- show interest
- gain confirmation
- advance the sale
Types of Questions that control the amount and specificity of information
open ended, close ended and multiplpe choice/ dichotomous
Dichotomous/ Multiple Choice Questions
answers are similar, not an “elaboration”
Types of questions that have a strategic purpose
probing, evaluative, tactical, reactive
Probing Questions
designed to penetrate below generalized or superficial information
> request clarification - “Can you share an example of that with me?”
> encourage elaboration - “How are you doing with that situation now?”
> verifying information and responses - “So if I understand correctly...is that right?”


*professionals do not mind clarifying information or answering questions. what is unprofessional is not asking questions and going down the wrong path. *
Evaluative Questions
use open- and closed-end question formats to gain confirmation and to uncover attitudes, opinions, and preferences of the customer.
> “How do you feel about...?”
> “What do you think...?”
> “Do you see the merits of...?”
Tactical Questions
used to shift or redirect the topic of discussion
> “Earlier you mentioned that...?”
> Could you tell me more about how that might affect...?”
Reactive Questions
refer to or directly result from information previously provided by the other party.
- “You mentioned that....Can you give me an example of what you mean?”
- “This is interesting. Can you tell me how it happened?”
SPIN Questioning Strategy
situation questions: achieve fact-finding objectives

problem questions: achieve objective of uncovering current satisfaction.

implication questions: achieve objective of developing and channeling dissatisfaction.

need-payoff questions: achieve objectives of rehearsing and selectively channeling customer attention
Situation Questions
•Definition: Find out buyer’s existing situation.
•Examples: how many people do you employ at this location? How do you manage your time and contacts?
•Impact: Least powerful of the SPIN questions. Negative relationship to success. Most people ask too many.
•Advice: eliminate unnecessary situation questions by doing your homework in advance.
Problem Questions
asking about problems...
- definition: asking about problems, difficulties or dissatisfactions that the buyer is experiencing with the existing situation.
- examples: have you ever had trouble managing your time or your contacts? which parts of the system create error?
- impact: more powerful than situation questions. people ask more problem questions as they become more experienced at selling.
- advice: think of your products or services in terms of the problems they solve for buyers - not in terms of the details or characteristics that your products possess.
Implication Questions
- definition: asking about the consequences or effects of a buyer’s problems, difficulties, or dissatisfactions.
- examples: what effect does that problem have on your productivity? could that be impeding your ability to develop good relationships with your customers?
- impact: the most powerful of all SPIN questions. top salespeople ask lots of implication questions.
- advice: these questions are the hardest to ask. prepare for these questions by identifying and understanding the implications of various suspected needs prior to the sales call.
Need- Payoff Questions
- definition: asking about the value or usefulness of a proposed solution. then seek the buyer’s opinion as to what life would be like if the problem was solved.
- examples: how would better time and customer management help you? Would you like to discuss how we can do that for you?
- impact: versatile questions used a great deal by top salespeople. these questions help the buyer to understand the benefits of solving the problem.
- advice: use these questions to get buyers to tell you the benefits that your solution can offer.
ADAPT To discover needs
• Assessment Questions: Broad bases and general facts describing situations; Non-threatening as no interpretation is requested; Open-end questions for maximum information

• Discovery questions: Questions probing information gained in assessment; Seeking to uncover problems or dissatisfactions that could lead to suggested buyers needs; Open-end questions for maximum information

• Activation Questions: Show the negative impact of a problem discovered in the discovery sequence; Designed to activate buyer’s interest in and desire to solve the problem

• Projection Questions: Projects what life would be like without the problems; Buyer establishes the value of finding and implementing a solution

• Transition Questions: Confirms interest in solving the problem; Transitions to presentation of solution
Effective Active Listening
> pay attention
> monitor non-verbal
> paraphrase and repeat
> visualize
> encourage buyer to talk
> make no assumptions
SIER Hierarchy of Listening
responding
evaluating
interpreting
sensing

(triangle)
Non Verbal Communication
- facial expressions
- eye movements
- placement and movement of hands, arms, head, and legs
- body posture and orientation
- proxemics
- variation in voice characteristics: speaking rate, pause duration, pitch/frequency, intensity/loudness
Proxemics
> Public Zone: >12 ft.
> Social Zone: 4-12 ft.
> Personal Zone: 2-4 ft.
> Intimate Zone: 0-2 ft.
Communication Style Principles
Individual Differences: Individual differences exist and are important; Each person displays individual array of verbal and non-verbal characteristics

o Communication style as a way of thinking and behaving: A preferred way of using one’s abilities; Ability is how well you can do something; Style is how you like to do it

o Individual styles tend to be stable over time: Based on hereditary and environmental factors; Our “style” tends to remain rather constant through life; The ability to “flex” can be enhanced

o There is a finite number of styles: Most people display one of several behavioral clusters; We often “label” a person’s preferred communication
style

o Get in Sync with Styles of Others: Communication Style differences can be source of friction; Develop an ability to adapt to another person’s style
Improving Relationship Skills
- First goal: understand your own preferred communication style
- Second goal: develop greater understanding and appreciation for different styles
- Third goal: manage selling relationships by adapting style (style-flexing)
Emotive Style Traits
> appears quite active
> takes social initiative
> encourages informality
> expresses emotional opinions
Directive Style Traits
- appears quite busy
- may give the impression of not listening
- displays rather serious attitude
- likes to maintain control
Reflective Style Traits
- controls emotional expression
- displays preference for order
- tends to express measured opinions
- seems difficult to get to know
Adaptive Selling Requires Versatility
- versatility describes one’s ability to minimize communication-style bias
- adapting to the customer’s preferred style can enhance sales performance
- move toward a more mature style
- strength-weakness paradox
- intensity zones
Ghandi- negotiation principles
The truth
No fears
Self control
Solutions
Respect
No violence
Change
Small picture à the big picture
Humble
Learn from within
Self reliance
Spiritual identity
Tenacious, patient, persistent
Why buyers won't see salespeople
1. they may have never heard of the salesperson’s firm.
2. they may have no need; they just bought the product category.
3. the buyer may have their own deadlines on other issues.
4. buyers are constantly getting calls from salespeople and do not have the time to see them all.
5. gatekeepers in any organization screen their bosses’ calls and are often curt and even rude.
Qualified Prospects
> can benefit from the sales offering
> have the financial wherewithal to make the purchase
> play an important role in the purchase decision process
> are eligible to buy based on a fit within the selling strategy
> are reasonably accessible and willing to consider the sales offering
> can be added to the customer base at an acceptable level of profitability
Importance of Effective Prospecting

leads to customer ratio
Suppose it takes 10 leads to generate one qualified prospect
And suppose it takes 10 qualified prospects to generate one customer
You would need 100 leads to generate one customer

The better the lead generation method, the higher the proportion of qualified leads.

The more accurate the qualifying process, the higher the proportion of customers per qualified lead.

Improving the lead generation method so that 10 leads generates two qualified customers means you will needs only 50 leads to generate one customer.
Strategic Prospecting

sources of prospects
• Source
o Annual reports and company web site
o May have to ask the prospect
o Do they have awards from an organization
o Correct spelling and pronunciation can be gathered by
asking the receptionist or secretary or gatekeeper to verify
information
o Observations and experience with buyer
o Salesperson may have to ask for this information
Other Ways to Add Value
- maintain open, two-way communication
- expand collaborative involvement
- work to add value and enhance mutual opportunities
- provide quality customer service
- look for ways to exceed expectations
SPIRITED
• Spontaneous: fresh, curious, willing to take risk, sense of humor

• Persistent: energetic, courageous, assertive, independent

• Inventive: look at problems in new ways, like challenges, skeptical

• Rewarding: willing to share credit, values personal satisfaction

• Inner openness: intuitive, easily switches from logic to fantasy

• Transcendent: see situation realistically fantasizes how it wants to
be

• Evaluative: discerning, discriminating, judgmental

• Democratic: values and respects people, seeks stimulation from
variety of people, responsible
Types of Sales Presentations
canned presentation: little training is required; inflexible/not customizable; difficult to build trust

organized presentation: extensive training is required; customizable; interactive; fosters trust

written proposal: some training is required; customizable while being written but not once delivered; may be perceived as more credible.
Organized Sales Dialogues and Presentations
- address individual customer and different selling situations
- allow flexibility to adapt to buyer feedback
- most frequently used format for sales professionals
Sales Dialogue and Presentation Template
Section 1: Prospect Info.

Section 2: Customer Value Proposition

Section 3: Sales Call Objective

Section 4: Linking Buying Motives, Benefits, Support Information and Reinforcement Method

Section 5: Competitive Situation

Section 6: Beginning the Sales Dialogue

Section 7: Anticipate Questions and Objections

Section 8: Earn Prospect Commitment

Section 9: Build Value through Follow-Up Action
Canned Presentations
- include:
> scripted sales calls
> memorized presentations
> automated presentations
- Should be tested for effectiveness
- must assume buyers’ needs are the same
Written Presentations
- The proposal is a complete self-contained sales presentation
- customer may receive proposal and a follow-up call to explain and clarify the proposal.
- thorough assessment should take place before a customized proposal is written
Components of a Written Proposal
- executive summary
- needs and benefits analysis
- company description
- pricing and sales agreement
- suggested action and timetable
Linking Solutions to Needs
Salespeople should strive to communicate to the buyer...
- how the buyer’s needs will be met or how an opportunity can be realized as a result of a purchase
- how the product features translate, in a functional sense, into benefits for the buyer
- why the buyer should purchase from the salesperson as opposed to a competitive salesperson
Importance of a "selling point"
a selling point is the combination of a feature and meaningful benefit statement.

when used strategically, selling points are powerfully persuasive because they represent solutions addressing the buyer’s most pressing needs.
Reasons for Using Presentation Tools and Sales Aides
- capture prospective buyer’s attention
- generate interest in the recommended solution
- make presentations more persuasive
- increase the buyer’s participation and involvement
- provide the opportunity for collaboration and two-way communication
- add clarity and enhance the prospect’s understanding
- provide supportive evidence and proof to enhance believability
- augment the prospect’s retention of info.
- enhance the professional image of the salesperson and the selling organization
Sales Aides
- state selling point & introduce the sales aid
- present the sales aid
- explain the sales aid
- summarize
12 simple rules for writing
1. Double check company names, titles, and individuals’ names
2.
3. write the proposal and get away from it before proofreading. give your mind some time away from the document so that it will be fresh next time.
4. proofread and edit for improvements rather than just catch mistakes. How can the message be improved in clarity and crispness?
5. Repeat the proofreading process, when possible have a third party read it for meaning, clarity, grammar, and spelling.
6. Use hyphens to avoid confusion, but do not place a hyphen after an adverb that ends with ly.
7. separate things in a series with a comma, and set off nonessential clauses with a comma.
8. use that in restrictive clauses, use which
9. avoid starting sentences with the words and or but
10. use like for direct comparisons; use such as for examples.
11. use a dash to set off and end a thought in a sentence that differs from the preceding concept or thought
12. periods, commas, and question marks go within quotation marks; semi-colons go outside.
Group Sales Presentations
“when selling to groups, salespeople can expect tough questions and should prepare accordingly.”

“When selling to a group, salespeople should take every opportunity to pre-sell individual group members prior to the group presentation.”
Objection
sales resistance

anything the buyer says or does that slows down or stops the buying process
Reasons Why Prospects Raise Objections
- The prospect wants to avoid the sales interview.
- The salesperson has failed to prospect and qualify properly
- objecting is a matter of custom
- the prospect resists change
- the prospect fails to recognize a need
- prospect lacks information
LAARC Method for Handling Buyer Resistance
Listen

Acknowledge

Assess

Respond

Confirmed
Other Methods for Handling Buyer Resistance
- forestall
- direct denial
- indirect denial
- translation or boomerang

What you do: respond to the objection by provide evidence to the contrary.
What Constitutes Commitment
- an appointment
- agreement for next meeting
- agreement for product demo
- a sale
Guidelines for Earning Commitment
- look for commitment signals
>”that will get the job done”
> “i didn’t realize you delivered everyday”
> “the price is lower than i thought it would be”
- ask trial commitment questions
> “what do you think about what we’ve discussed”
> “do you see how this will help your organization?”
Techniques to Earn Commitment
- ask for the order/direct commitment
> simply ask for the order
- legitimate choice/alternative choice
> give the prospect a limited number of choices
- summary commitment
> summarize all the confirmed benefits that have been agreed to
Dealing with NO
- evaluate the customer’s explanation
- maintain the relationship foundation
- understand that rejection is a fact of life
- evaluate your performance
- learn from the situation
- make improvements
Dealing with YES
- obtain the customer’s signature
- provide a plan of action (i.e. answer the question “now what?”)
- answer any remaining questions
- assure the buyer you will follow-up
- thank the customer for the business
Team 1- Schmidt Business Forms
-Lost prominent customer Doctors General hospital
- Focus on trust building strategy (Expertise, dependability, candor, customer orientation, and compatibility)
- preventative methods instead of reactive
- Triple check system to ensure accuracy
- offer 3 month discounted service
- reestablish communications with purchasing manager at Doctors
Team 2- Candoo Computer Corporation
- Selling to Farmland Insurance(supplies them with 35-40 % of comp. units)
- Cost of computer system is high and some agencies are reluctant to buy
-Recommendations:
- Show technological details
- Address Comms issue
- Training for employees
- Build rapport
- Discounts, show projected return on investment
Team 3- American Seating Company
- Seat replacement for Seattle Music Arts Association
- Use ADAPT method to get SMAA as a client
-A:Does SMAA have a budget cap?
-D: What problems has SMAA had with seats in past?
-A: How is current state of seats affecting profitiability?
-P: If seats had no issues would there be any business problems?
-T: Have better product, are you interested?
Team 4- Bbq/spaghetti sauce line?
-sales increase of 18% for last 5 years
- Has specialty shops set up
- How to expand further?
- Expand to high-end grocery stores(coupons, sales promotions in store)
- Website promotions: give % off coupons if customers will answer online questionnaires
- Lead qualification:
- packaging, price, taste
- feedback with comment card
- Start small, get feedback and improve before venturing into trade shows
- Decide who to use and where to implement sales strategy
Team 5- John Deer
- trying to sell J.D. products to Home Depot
- Sales dialogue and presentation template(Steps in earlier card):
- identify people involved in purchase decision
- Be more specific of tangible outcomes
- more involved with seeking info related to specific needs and priorities of Home Depot
- have rational and emotional buying methods make sure to link features to benefits
- know competitors strength and weaknesses
- efficiently access Home Depot situation and specific needs
- predict potential objections and have prepared answers
- judge right time to request commitment
- write down all promises and follow up to clear any doubts
Team 6- Texas Paints and Coatings
- Producer of specialty paints and coatings for industrial and agricultural equipment manufacturers
- has new self priming paint
- Wants to establish John Deere as an account for the new paint
- Currently delivers only 10% of JD annual paint requirements
- Sell Time benefits of new paint with a hands on demo for J.D
- Sell performance benefits with NASA tested data
- Give a cost benefits analysis, showing new paint reduces cost by 1/3
- 1 yr: gain 10% more of business
- 5yr: gain additional 40%
- 10yr: gain additional 10% to be up to 70% of annual paint requirements for JD
Team 7 - National Networks
National Network was offering All Risk Insurance a CRM which can be rolled out in 18 months

explained how National Networks' service and repair centers, installation, and call centers provide more BENEFITS than competitors

"in house philosophy" : you will be working w a National Network employee throughout the whole process
Team 8 - Engineering Company
Problems with prospecting, sales force thinks of themselves as experts, rather than sales people

issue is staff's reactive attitudes and they are short on time

They recommended 1. building Proactive Techniques; 2. training new and old staff: following up (interact, connect, know and relate) by personal call, mail, email and utilize
Onterio Systems Call Strategy
Team 9 - Roberta Thomas and Betty Barrett
Barrett is increasing sales quotas causing an imbalance in the amount of time Thomas spends aquiring new customer (90%) vs the amount of time she spends maintaining current customers (10%).

This along w the 80/20 rule could potentially result in a loss of clients

They recommended strategic prospecting, quota cut down, CRM software
Team 10 - Universal Control Corp.
Sales reps are expected to build current accounts and add new customer territory.

They were provided with info from the company however the issue is an inefficient sales call allocation strategy... PROSPECTING

Recommended:
1. Set a realistic goal
2. Prioritize prospects based on revenue
3. Develop routing plan
4. Incorporate technology and sales force automation
5. Asses and Evaluate performance
Team 11 - Integrated Systems Inc.
Experiencing rapid sales growth with new & inexperienced sales representatives

issues of subpar service, communication breakdowns, and inefficient use of time lead to a loss of: sales, image, reputation, and employee morale

Recommend Teamwork Skills:
1. Understanding the other individuals
2. Attending to the little things
3. Keeping our commitments
4. Clarifying our Expectation
5. Showing Personal Integrity
6. Apologizing sincerely when mistakes are made
Team 12 - Alliance Adhesives and Plastics, Inc.
The company's marketing strategy focuses on "getting close to the customer"

VP of Marketing and Sales wants to evaluate this program

found the issue is that the salespeople have extensive product knowledge, but lack CRM skills which causes a loss in accounts and poor company image

recommended:
1. stricter recruiting tactics
2. training (product knowledge and CRM)
3. A friendly environment should be promoted from the Leadership who should be constantly assessing and evaluating salespeople