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53 Cards in this Set
- Front
- Back
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Three Objectives of Approach
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Build rapport
Capture full attention Transition to needs discovery state |
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Purpose of Getting Appointment
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Allow customers to see salespeople at their convenience and prepare for such meeting if necessary
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Methods of Getting Appoint
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Telephone
Letters In-person (Cold) Calls Third party introductions |
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Keys to opening the sales call effectively
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First few minutes are key:
Here and now observations sincere compliments mutual interests/ acquantances |
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Methods to Opening Sales Call Effectively
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Agenda
Product Customer Benefit Referral Question Survey Premium |
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Agenda (Opening) Example
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Thank you for meeting with me. During the next 45 minutes I plan to accomplish three things
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Product (Opening) Example
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We have just received a shipment of new fall sweaters
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Customer Benefit (Opening) Example
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My company lists and sells more homes than any other company in the area where your home is located. Our past performance leads me to believe we can sell you home within two week
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Referral (Opening) Example
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Paula Doeman, procurement manager for Mercy Medical Center, suggester that I provide you with information about our computerized "Order It" system
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Question (Opening) Example
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Will your Annual Franchisee Meeting be held in April?
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Survey (Opening) Example
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I would like an opportunity to learn about you accounts receivable and accounts payable procedures. We may be able to develop a customized program that will improve your cash flow
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Premium
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I would like to give you a publication entitled Guaranteed Growth Annuity
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The Opening Tactic
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Greeting- Simple(name, company)
Rationale- Initial benefit statement (Not solution), WIFM Process- I'm going to listen, not tell Time |
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Importance of Needs Assessment
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Confirm Salesperson's understand of prospect's situation
Uncover latent needs before presentation of solution you must thoroughly understand problem |
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Problems vs. Needs
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Customers make decisions based on problems-not needs
Problems determine buying criteria find problems- create needs and buying criteria find problems before the customers decision stage |
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Open Question
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What, Where, When, Why, How
Dont need many question Creates Dialogue |
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Closed Question
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Do, so, if, are, can, will
Stops conversation and gets you control creates clarity out of vagueness Tests and confirms- Trial Close |
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Types of Probes
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Identifying Probes
Developing Probes Impact Probes |
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Identifying Probes
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Questions that cause others to consider their problems
use only open ended questions EX. Based on my research I’ve noticed that most mergers experience problems with combining corporate cultures. How has your firm handled this issue? |
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Developing Probe
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Extend the conversation to broaden and deepen your understanding of the problem
Open question EX. You mention the possibility of losing employee’s because of the change. How much of the total workforce do you think might be at risk? |
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Impact Probes
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Quantifies benefit of solving problem -or-
Ramifications of not solving problem EX. Losing ten percent of the workforce can be devastating for many companies. You said you have 1000 employees. How would losing 100 employees affect your ability to process your customers’ orders? |
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SPIN Process
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Situation Questions
Problem Questions Implication Questions Needs-Payoff Questions |
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Situation Questions
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Information gathering questions designed to obtain knowledge and set the stage for further questions
General/ Specific Survey questions |
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Problem Questions
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Invites customer to voice implied or latent need
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Implication Questions
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Uncovers the consequences or implications of buyer's problems
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Needs- Payoff Questions
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Provides "Permission to proceed" and discuss the benefits of solving the problem
designed to move the sales process toward commitment and action |
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Role of Listening in Communication
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Prospect speaks 80% of the time
you speak 20% of the time Focus full attention paraphrase customer's meaning take notes |
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Objective of Presentation
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Adds sensory appeal to the product
Attracts customer's attention, stimulates interest creates desire |
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Components of Sales Presentation
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Create a Drama
-help prospects visualize benefits -target emotional links -use metaphors, stories, testimonials establish trust don't exaggerate involve the prospects in prescription for their problem minimize negative impact of change strong appeal at start or end v=q/p |
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Structure of Presentation
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Customize
Balance Telling and Showing Cover one idea at a time Use showmanship if appropriate involve prospect use confirmation questions use need-satisfying questions |
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Customer Perceived Value
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Intrinsic (Product) vs Extrinsic
Economic vs Non-Economic |
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Visual Aids Benefits
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Enhance the salesperson's ability to communicate product features and benefits
clarify selling points substantiate facts |
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Visual Aid Guidelines
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Show a product feature
how it works how the prospect benefits be creative customize choose right setting check sales tools cover one idea at a time appeal to all senses balance telling showing and involvement rehearse |
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Trial Close
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Taking the temperature of the buyer's interest
not a closing question not asking for decision to buy |
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Types of Objections
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Need for the product
product itself source of the product timing price |
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guidelines for handling objections
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Listen to the buyer
clarify the objection cushion the objection respond to the objection with conviction confirm that you have addressed to the concern |
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Techniques for handling objections
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Forestall the objection
compensate/ superior benefit boomerang felt, feel, found (third party) Direct Denial |
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Formal Negotiation Philosophy
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Generally if salespeople have to negotiate, they have not convinced the prospect that the offer has enough value
win win negotiating in the rule negotiation is a process Seek to maintain long term orientation |
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Guidelines for Negotiating
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Understand the problem
create alternative solutions that can add value periodically review acknowledged points of agreement do not make concessions too quickly know when to talk away |
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Philosophy of the Close
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Really the open
The time to complete the transaction and the opportunity to open the door to what could be a mutually profitable long term business relationship |
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Impediments to the Close
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Loss of options
fear of making mistake social or peer pressures tendency to procrastinate ease in maintaining status quo |
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Process of Close
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Recognize closing cues
focus on point of greatest interest handle tough points early avoid surprises keep prospect involved display confidence accommodate buyer's com style ask for order more than once |
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Direct Appeal Close
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Ask for the order in a straightforward manner
-Should not come too early -gain prospect's respect first -after asking, remain quiet |
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Assumptive Close
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Subtle way to ask for decision, assuming customer will buy
-comes near end of presentation -when would you like that shipped? -when do you want to schedule the free training? |
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Alternative Choice Close
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Version of Assumptive Close
Would you like that shipped 2-day air or regular ground |
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Multiple Options Close
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Present several options to the customer
-configure more than one solution -stop when ample selection presented -remove less-appealing |
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Summary of benefits close
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reemphasize value-added buyer benefits
combine with direct appeal or another close |
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Balance sheet close
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outlines reasons to buy and not to buy
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Special concession close
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Extra incentive for acting now
sample inducements use with care(if at all) |
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Continuous Yes
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Asking small question to get "inertia" moving towards large sale questions
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Standing room only
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We're facing a price increase next week
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Takeaway Close
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It appears that a 250% ROI does not meet your requirements. You have my card. Thank you for your time
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Reserving the Advantage
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By the way, we're also offering free shipping
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