銷售技巧（英文課件）

銷售技巧（英文課件）Module1

AnOverview

of

PersonalSellingEvolutionofPersonalSellingEarlyOriginsofPersonalSellingIndustrialRevolutionEra(1700sEurope;1850sUS)Post-IndustrialRevolutionEra(1800sEurope;1900US)CannedSalesPresentationTheWarandDepressionEraProfessionalism:TheModernEraCharacteristicsofSalesProfessionalismCustomerOrientationUseofTruthfulandNonmanipulativeTacticsFocusonLong-TermSatisfactionofCustomerandSellingFirmCost/SalesCall$80-$242/callContributionsofPersonalSelling

SalespeopleandSocietySalespeopleasEconomicStimuliSalespeopleandDiffusionofInnovationContributionsofPersonalSelling

SalespeopleandtheEmployingFirmSalespeopleasRevenueProducersMarketResearchandFeedbackSalespeopleasFutureManagersContributionsofPersonalSelling

SalespeopleandtheCustomerArehonestUnderstandgeneralbusinessandeconomictrends,aswellasthebuyer'sbusinessProvideguidancethroughoutthesalesprocessHelpthebuyertosolveproblemsHaveapleasantpersonalityandagoodprofessionalimageCoordinateallaspectsoftheproductandservicetoprovideatotalpackageIndustrialbuyersprefertodealwithsalespeoplewho:ClassificationOfPersonalSellingJobsSalesSupportPersonnelMissionarySalespeopleDetailerTechnicalSupportSalespeopleNewBusinessPioneersOrder-gettersExistingBusinessOrder-takersInsiderSales(non-retail)Direct-to-ConsumerSales

(retail)CombinationSalesJobsBoundary-RoleEffectsRoleStressRoleConflictRoleAmbiguityRolestressmustbedealtwithtoinsuremaximumsalesproductivity QualificationsAndSkillsRequiredForSuccessBySalespeopleEmpathyToseethingsasotherswouldseethemEgoDriveDeterminationtoachievegoals EgoStrengthSelf-assuredandself-acceptingInterpersonalCommunicationSkillsIncludinglisteningandquestioningEnthusiasmIngeneral,andforsalesasacareer AdditionalCharacteristicsRelatedtoaGivenSalesJobManagingtheSalesForce(1:26)Module2

UnderstandingBuyersTypesofBuyersConsumerMarketsBusinessMarketsDistinguishingCharacteristicsofBusinessMarketsBuyersareLargerbutFewerinNumberDerivedDemandHigherLevelsofDemandFluctuationPurchasingProfessionalsMultipleBuyingInfluencesCloseBuyer-SellerRelationshipsSupplyChainManagementSelectionofanOrderRoutineEvaluationofProposalsAndSelectionofSuppliersTheBuyingProcess

(Figure2.1)AcquisitionandAnalysisofProposalsRecognitionInitiatingtheRelationshipDevelopingtheRelationshipSelectPresentationExplainFeaturesConfirmBenefitsHandleObjectionsEarnandGainCommitmentSearchandQualificationOfPotentialSourcesDescriptionofItemandQuantityNeededDeterminationTheBuyingProcess

(Figure2.1)RecognitionoftheProblemorNeedDeterminationRecognitionInitiatingtheRelationshipDescriptionSearchandQualificationProposalsSelectionofSuppliersOrderRoutineDevelopingtheRelationshipEnhancingtheRelationshipFollow-uptoAssessCustomerSatisfactionTakeActiontoAssureCustomerSatisfactionEncourageCriticalEncountersExpandCollaborativeInvolvementAddValuesandEnhanceMutualOpportunitiesPhaseOne

RecognitionoftheProblemorNeed:TheNeedsGap

(Figure2.2)DesiredStateProduce1,250units/dayActualStateProduce1,000units/dayTheGapOrNeed250units/dayComplexMixofBusinessBuyerNeeds

(Figure2.3)OrganizationalNeedsIndividualNeedsFunctionalFunctionalPsychologicalPsychologicalKnowledgeKnowledgeSocialSocialSituationalSituationalPhaseTwo

DeterminationofCharacteristicsoftheItemandtheQualityNeededPhaseThree

DescriptionofCharacteristicsoftheItemandtheQualityNeededPhaseFour

SearchforandQualificationofPotentialSourcesPhaseFive

AcquisitionandAnalysisofProposals

EvaluatingSuppliersandProductsMulti-AttributeModelAssessmentofProductorSupplierPerformance(P)AssessingtheRelativeImportanceofEachCharacteristic(I)PhaseFiveAcquisitionandAnalysisofProposals

Multi-AttributeModelofAdhesivesbyGMBuyersPhaseSix

EvaluationofProposalsandSelectionofSupplierPhaseSeven

SelectionofOrderRoutinePhaseEight

PerformanceEvaluationandFeedbackPhaseEight

PerformanceEvaluationandFeedbackUnderstandingPost-PurchaseEvaluationandtheFormationofSatisfaction(Figure2.4)

ComplexMixofBusinessBuyerNeeds

BuyersLevelofSatisfaction63%LevelofInfluenceOnBuyers’Satisfaction37%LevelofInfluenceOnBuyers’Satisfaction

PsychologicalAttributes“Delighters”

FunctionalAttributes“Must-Haves”PhaseEight

PerformanceEvaluationandFeedbackUnderstandingPost-PurchaseEvaluationandtheFormationofSatisfactionTheGrowingImportanceofSalespeopleinBuyer’sPost-PurchaseEvaluationTypesofPurchasingDecisions

BuyingSituationStraightRebuyBuyingSituationRoutinizedResponseBehaviorModifiedRebuyBuyingSituationLimitedProblemSolvingNewTaskBuyingSituationExtensiveProblemSolvingTypesofPurchasingDecisions

ThreeTypesofBuyingDecisions

(Exhibit2.6)TypesofPurchasingDecisions

ThreeTypesofBuyingDecisions

(Exhibit2.6)TypesofPurchasingDecisions

ThreeTypesofBuyingDecisions

(Exhibit2.6)TypesofPurchasingDecisions

ThreeTypesofBuyingDecisions

(Exhibit2.6)OrganizationalBuyerBehavior

BuyingCenterInitiatorsUsersGatekeepersInfluencersDecidersPurchasers Module3

BuildingTrustBuyersdefinetrustusingtermssuchas:OpennessDependabilityCandorHonestyConfidenceSecurityReliabilityFairnessPredictabilityWhatisTrust?Trustanswersthequestions:Doyouknowwhatyouaretalkingabout?Willyourecommendwhatisbestforme?Areyoutruthful?Canyouandyourcompanybackupyourpromises?WillyousafeguardconfidentialinformationthatIsharewithyou?HowtoEarnTrust

TrustBuilders

(Figure3.1)TrustExpertiseDependabilityRepresentationCompetenceCompatibility/LikeabilityCandorContributionCustomerOrientationKnowledgeBasesHelpBuildTrustandRelationships

(Figure3.2)IndustryServiceProductCompetitionCompanyPrice/PromotionTechnologyMarket/CustomerPossibleKnowledgeBasesSalesEthics

ImageofSalespeopleTelevision,movies,broadwayproductions,andthepopularpresshavecontributedtoanegativeimageofsalespeopleportrayingthemasbeingassociatedwithdeceptive,illegal,andnon-customer-orientedbehavior.SalesEthics

ImageofSalespeople

DeceptivePractices

Whensalespeoplegiveanswerswhentheydonotknow,exaggeratingproductbenefits,andwithholdinginformationmayjeopardizefuturedealingswiththebuyer.Salespeoplecancreateproductliabilitiesby:ExpressedWarrantyMisrepresentationNegligenceSalesEthics

ImageofSalespeople

IllegalActivitiesDefraudConMisuseCompanyAssetsSalesEthics

ImageofSalespeople

Non-Customer-OrientedBehaviorPushyHardSellFastTalkingHighPressureSalesEthics

ImageofSalespeople

(Exhibit3.8)DeceptivePracticesDeceptiveDeceiveHustleScamExaggerateWithholdBluffNon-Customer-OrientedBehaviorPushyHardSellFastTalkingHighPressureIllegalActivitiesDefraudConMisuseCompanyAssetsSalesCommunicationasaCollaborativeProcessRelationalSalesCommunicationAtwo-wayandnaturallycollaborativeinteractionAllowsbuyersandsellerstoDevelopabetterunderstandingoftheneedsituationWorktogethertobestprovideforthecustomer’sneedsVerbalCommunication:

Questioning

TypesofQuestionsClassifiedbyAmountandSpecificityofInformationDesiredOpen-endorNondirectiveQuestions–freeresponseWhathappenswhen…?Howdoyoufeel…?Describethe…Closed-endQuestions

–responselimitedtoafewwords.Areyou…Howmany…Howoften…Dichotomous/Multiple-ChoiceQuestions–directiveformsofquestioningWhichdoyouprefer,the____orthe____?VerbalCommunication:

Questioning

TypesofQuestionsClassifiedbyStrategicPurposeProbingQuestions–designedtopenetratebelowgeneralizedorsuperficialinformationRequestingClarification“Canyoushareanexleofthatwithme?”EncouragingElaboration“Howareyoudealingwiththatsituationnow?”VerifyingInformationandResponses“So,ifIunderstandyoucorrectly…Isthatright?”VerbalCommunication:

Questioning

TypesofQuestionsClassifiedbyStrategicPurposeProbingQuestionsEvaluativeQuestions–useopen-andclosed-endquestionformatstogainconfirmationandtouncoverattitudes,opinions,andpreferencesofcustomer.“Howdoyoufeelabout…?”“Doyousethemeritsof…?”“Whatdoyouthink…?”VerbalCommunication:

Questioning

TypesofQuestionsClassifiedbyStrategicPurposeProbingQuestionsEvaluativeQuestionsTacticalQuestions

–usedtoshiftorredirectthetopicofdiscussion“Earlieryoumentionedthat…”“Couldyoutellmemoreabouthowthatmightaffect…”VerbalCommunication:

Questioning

TypesofQuestionsClassifiedbyStrategicPurposeProbingQuestionsEvaluativeQuestionsTacticalQuestionsReactiveQuestions–refertoordirectlyresultfrominformationpreviouslyprovidedbytheotherparty.“Youmentionedthat…Canyougivemeanexleofwhatyoumean?”“Thatisinteresting.Canyoutellmehowithappened?”VerbalCommunication:

StrategicApplicationofQuestioningGenerateBuyerInvolvementProvokeThinkingGatherInformationClarificationandEmphasisShowInterestGainConfirmationAdvancetheSaleVerbalCommunication:

SPINQuestioningSystemSituationQuestions–solicitsgeneralbackgroundinformationanddescriptionsofthebuyer’sexistingsituation“Whoareyourcurrentsuppliers?”“Doyoutypicallypurchaseorlease?”“Whoisinvolvedinthepurchasingdecisions?”

VerbalCommunication:

SPINQuestioningSystemSituationQuestions

ProblemQuestions

–followandrelatetosituationquestionsprobingforspecificdifficulties,developingproblems,andareasofdissatisfaction“Howcriticalisthiscomponentforyourproduction?”“Whatkindofproblemshaveyouencounteredwithyourcurrentsuppliers?”“Whattypesofreliabilityproblemsdoyouexperiencewithyourcurrentsystem?”VerbalCommunication:

SPINQuestioningSystemSituationQuestions

ProblemQuestions

ImplicationQuestions–followandrelatetoinformationfromtheproblemquestionsassistingthebuyerinunderstandingthepotentialproblemsofthecurrentproblemandtheurgencyinresolvingit“Howdoesthisaffectprofitability?”“Whatimpactdoestheslowresponseofyourcurrentsupplierhaveontheproductivityofyouroperation?”“Howwouldafasterpieceofequipmentimproveproductivityandprofits?”“Whathappenswhenthesupplierislatewithashipment?”VerbalCommunication:

SPINQuestioningSystemSituationQuestions

ProblemQuestions

ImplicationQuestionsNeed-payoffQuestions–usedtoproposeasolutionanddevelopcommitmentfromthebuyer,basedontheimplicationsoftheproblem“Wouldmorefrequentdeliveriesallowyoutoincreaseproductivity?”“Ifwecouldprovideyouincreasedreliability,wouldyoubeinterested?”“Ifwecouldimprovethequalityofyourpurchasedcomponents,howwouldthathelpyou?”“Wouldyoubeinterestedinincreasingproductivityby15percent?”FunnelingSequenceofADAPTTechniquesforNeedsDiscovery

(Figure4.1)

BroadbasesandgeneralfactsdescribingsituationNon-threateningasnointerpretationisrequestedOpen-endquestionsformaximuminformationAssessmentQuestions

QuestionsprobinginformationgainedinassessmentSeekingtouncoverproblemsordissatisfactionsthatcouldleadtosuggestedbuyerneedsOpen-endquestionsformaximuminformationDiscoveryQuestions

ShowthenegativeimpactofaproblemdiscoveredinthediscoverysequenceDesignedtoactivatebuyer’sinterestinanddesiretosolvetheproblem.ActivationQuestions

ProjectswhatlifewouldbelikewithouttheproblemsBuyerestablishesthevalueoffindingandimplementingasolutionProjectionQuestions

ConfirmsinterestinsolvingtheproblemTransitionstopresentationofsolutionTransitionQuestionsVerbalCommunication:

UsingDifferentTypesofListeningSocialListeningSeriousListeningActiveListeningConcentrationCognitionVerbalCommunication:

SIERHierarchyActiveListening

(Figure4.3)SensingInterpretingEvaluatingRespondingVerbalCommunication:

GivingInformationUnderstandingtheSuperiorityofPicturesoverWordsImpactofGrammarandLogicalSequencingNonverbalCommunicationFacialExpressionsEyeMovementsPlacementandMovementsofHands,Arms,Head,andLegsBodyPostureandOrientationProxemicsVariationinVoiceCharacteristicsSpeakingRateandPauseDurationPitchorFrequencyIntensityandLoudnessCommonNonverbalClusters

(Exhibit4.8)ClusterNameClusterMeaningBodyPosture&OrientationMovementofHands,Arms,&LegsEyes&FacialExpressionOpennessOpenness,flexibilityandsincerity

MovingcloserLeaningforward

OpenhandsRemovingcoatUnbuttoncollarUncrossedarms&legs

SlightsmileGoodeyecontactDefensivenessDefensiveness,skepticism,andapprehension

Rigidbody

Crossedarms&legs

MinimaleyecontactGlancingsidewaysPursedlipsTiltedheadEvaluationEvaluationandconsiderationofmessage

Leaningforward

HandoncheekStrokingchinChininpalmofhand

DroppingglassestolowernoseDeceptionDishonestyandsecretiveness

Patternsofrocking

FidgetingwithobjectsIncreasedlegmovement

IncreasedeyemovementFrequentgazeselsewhereForcedsmileReadinessDedicationorcommitment

Sittingforward

HandsonhipsLegsuncrossedFeetflatonfloor

IncreasedeyecontactBoredomLackofinterestandimpatience

HeadinpalmofhandsSlouching

DrummingfingersSwingingafootBrushing&pickingatitemsTappingfeet

PooreyecontactGlancingatwatchBlankstareWrittenCommunication:

SalesProposals

TheSevenDeadlyMistakesofProposalWritingNotwritingaproposal.Notfullyunderstandingthecustomer’sbusiness.Missingthebuyer’sdeadline.Producingaproposalwithlittle“drive-up”appeal.Notsayinganythingthatreallymakesadifference.Usingastandardizedboilerplateapproach.Nooneowningtheresponsibilityorhavingtheauthoritytocreatequalityandeffectiveproposals.WrittenCommunication:

SalesProposals

5CommonPartsofaProposalExecutiveSummaryNeedsandBenefitsAnalysisCompanyDescriptionPricingandSalesAgreementSuggestedActionandTimetableModule5

Self-LeadershipandTeamworkSkillsFiveSequentialStagesof

Self-Leadership

(Figure5.1)SettingGoals&ObjectiveTerritoryAnalysis&AccountClassificationDevelopment&ImplementationOfStrategies&PlansTappingTechnology&AutomationAssessment&EvaluationStage1Stage2Stage3Stage4Stage5EffectiveSelf-Leadership

StageOne:SettingGoalsandObjectivesWhatmakesagoodgoal?

Realistic,yetChallenging SpecificandQuantifiable TimeSpecificWorkingwithdifferentlevelsandtypesofgoals

PersonalGoal TerritoryGoal AccountGoal

SalesCallGoalEffectiveSelf-Leadership

StageTwo:TerritoryAnalysisandAccountClassificationTerritoryAnalysis

Whoareprospectivebuyers? Wherearetheylocated? Whatandwhydotheybuy? Whohastheauthoritytobuy,whoinfluencesthebuyingdecision? Whatistheprobabilityofsellingthisaccount? Whatisthepotentialshareofaccountthatmightbegained?EffectiveSelf-Leadership

StageTwo:AccountClassificationClassofAccountSchemaOne:InquisLogic,Inc.SchemaTwo:WebResourceAssociates,LLCSchemaThree:FederalMetalProducts“A”AccountsAccountswithhighestpotential(20%ofaccts;80%ofsales)Annual#ofcalls=24Accountswithhighestpotential(20%ofaccts;80%ofsales)Annual#ofcalls=52Highvolumecurrentcustomers(20%ofaccts;80%ofsales)Annual#ofcalls=48“B”AccountsMediumpotentialaccounts(80%ofaccts;20%ofsales)Annual#ofcalls=12Accountswithmoderatesalespotential,butwhoareregular/reliablecustomersAnnual#ofcalls=24Accountswithhighpotential,butwhoarenotcurrentcustomersAnnual#ofcalls=12“C”AccountsAccountswithleastsalespotentialAnnual#ofcalls=4LowersalespotentialaccountsAnnual#ofcalls=8MediumpotentialaccountsthatarecurrentcustomersAnnual#ofcalls=12“D”AccountsNone–Thisschemausesonly3classesofaccountsAccountsthatcostmorethantheyproduceinsalesorprofitsAnnual#ofcalls=0Accountswithmediumpotential,butwhoarenotcurrentcustomersAnnual#ofcalls=6Exhibit5.4–DifferentSingleFactorAccountSchemaEffectiveSelf-Leadership

StageTwo:AccountClassification

(Exhibit5.5)PortfolioModelSegmentsandStrategiesCompetitivePositionSegment1LevelofAttractivenessSellingEffortStrategySegment2LevelofAttractivenessSellingEffortStrategySegment4LevelofAttractivenessSellingEffortStrategySegment3LevelofAttractivenessSellingEffortStrategyStrongWeakLowHighAccountOpportunityEffectiveSelf-Leadership

StageThree:DevelopingandImplementationofStrategiesandPlansEstablishingandImplementingSellingTaskandActivityPlansDothem,anddotheminwritingKeepitcurrentandflexibleEstablishingTerritoryRoutePlansStraight-LineRoutePatternCloverleafRoutePatternCircularRoutePatternLeapfrogRoutePatternMajor-CityRoutePatternEffectiveSelf-Leadership

StageFive:AssessmentofPerformanceandGoalAttainmentIncreasingCustomerValuethroughTeamworkInternalPartnershipsandTeamsSalesPartnershipsMarketingPartnershipsAdministrativeSupportPartnershipsShippingandTransportationPartnershipsCustomerServicePartnershipsBuildingTeamworkSkillsUnderstandingtheOtherIndividualsAttendingtotheLittleThingsKeepingCommitmentsClarifyingExpectationsShowingPersonalIntegrityApologizingSincerelyWhenaMistakeIsMadeRelationshipofOptimizedSolutions,Trust,andCooperation

(Figure5.7)LowHighMutualCooperationLowHighMutualTrustCompetitiveandDefensiveOutcomes(Win/LoseorLose/WinOptimizedandSynergisticSolutions(Win/Win)CompromiseSolutionsModule6

PersonalSelling:

ApproachesandProcessClassificationofPersonalSellingApproaches

Stimulus-ResponseSelling

(Figure6.1)SalespersonProvidesStimuliBuyerResponsesSoughtContinueProcessuntilPurchaseDecisionClassificationofPersonalSellingApproaches

Mental-StatesSellingAttentionInterestDesireActionConvictionClassificationofPersonalSellingApproaches

Need-SatisfactionSelling

(Figure6.2)UncoverandConfirmBuyerNeedsPresentOfferingtoSatisfyBuyerNeedsContinueSellinguntilPurchaseDecisionClassificationofPersonalSellingApproaches

ProblemSolvingSelling

(Figure6.3)DefineProblemGenerateAlternativeSolutionsContinueSellinguntilPurchaseDecisionEvaluateAlternativeSolutionsClassificationofPersonalSellingApproaches

ConsultativeSellingStrategicOrchestratorBusinessConsultantLong-termAllyTheprocessofhelpingcustomersreachtheirstrategicgoalsbyusingtheproducts,service,andexpertiseofthesellingorganization.ThreePrimaryRoles:SalesProcessModel

(Figure6.4)SalespersonAttributesSellingStrategyInitiatingCustomerRelationshipsDevelopingCustomerRelationshipsEnhancingCustomerRelationshipsInitiatingCustomerRelationships

ProspectingMethods

(Exhibit6.3)ExternalSources:ReferralApproachCommunityContactContactOrganizationsIntroductionApproachNoncompetingSalespeople CultivateVisibleAccounts InternalSources:ExamineRecordsInquiriestoAdvertisingPhone/MailInquiriesPersonalContact:PersonalObservationColdCanvassingMiscellaneous: Hold/AttendTradeShowsBirdDogsSalesSeminarCompatibilityAccessibilityEligibilityAuthorityProfitabilityInitiatingCustomerRelationships

ScreeningCriteriaInitiatingCustomerRelationships

ProspectingIssuesWhichmethodworksbest?Cold-callreluctanceUsingtechnologytocompletethebasictasksofprospectingTele-prospectingInitiatingCustomerRelationships

Pre-callPlanningPreapproach;customerrelatedresearchGatheringinformationabouttheprospectthatwillbeusedtoformulatethesalespresentationSalesPresentationPlanning;increasedimportanceinrecentyearsSalespersonmustbeginwithanobjective(s)Sales-PresentationPlanning

SalesPresentationFormat

CannedSalesPresentationProsLogicalCompleteMinimizessalesresistancebyanticipatingprospect’sobjectionsCanbeusedbyaninexperiencedsalespersonConsUnabletotailormessagetotheprospectDoesnothandleinterruptionswellHardtousewithbroadproductlineMayalienatebuyersOrganizesthekeypointsintoaplannedsequencethatallowsforadaptivebehaviorFeedbackfrombuyerisencouragedConRequiresasalespersonwithmoreproductknowledgeandsellingexperienceSales-PresentationPlanning

SalesPresentationFormat

OrganizedSalesPresentationUsedincompetitivebiddingsituationsandwhendollarvalueofsaleislargeProsWrittenwordisusuallyacceptedasbeingmorecredibleTechnicalinformation,pricingdata,andperhapsatimetableareavailableforreviewSales-PresentationPlanning

SalesPresentationFormat

SalesProposalSalesMixModel

(Figure6.5)PresentationPacePresentationScopeDepthofInquiryUseofVisualAidsTwo-WayCommunicationProspectDevelopingCustomerRelationships

SalesPresentationDelivery

BuildingCredibilityPersonalBehaviorSalesTechniquesConservativeClaimsThird-partyEvidenceTestimonialsGuaranteesandWarrantiesAchievingClarityAddressingCustomerConcernsGainingCustomerCommitmentAvoidhigh-pressuresalestechniquesSeekcommitmentifprospecthasvoicednoconcernsSeekcommitmentifprospectconcernshavebeenadequatelyaddressedAvoid“earlyandoften”mentalitySuggestaspecificcourseofactionRelationshipEnhancementActivitiesEnteringordersExpeditingordersInstallingtheproductorserviceTrainingcustomerpersonnelResolvingcomplaintsCorrectingbillingerrorsModule7

InitiatingtheRelationshipTheChallengesofProspecting5%ofunplannedcoldcallsresultinasale…Roughly25-30%ofpreplannedcallsproduceasaleTheChallengesofProspecting

Buyerswillnottakethetimetoseeasalespersonbecause:Theymayhaveneverheardofthesalesperson’sfirm.Theymayhavenoneed;theyjustboughttheproductcategory.Thebuyermayhavetheirowndeadlinesonotherissues.Buyersareconstantlygettingcallsfromsalespeopleanddonothavethetimetoseethemall.Gatekeepersinanyorganizationscreentheirbosses’callsandareoftencurtandevenrude.TheChallengesofProspecting

StrategicProspecting

(Figure7.1)SalesLeadQualifiedProspectProspectSalespeoplemustdevelopleadsintoprospects-Salespersonmustdohomeworkoncompany…“Willitbeaprofitableaccount?”“Doesthebuyerhavegenuineinterestinouroffering?”TheChallengesofProspecting

QualifyingProspects

Canbenefitfromthesalesoffering.Havethefinancialwherewithaltomakethepurchase.Playanimportantroleinthepurchasedecisionprocess.Areeligibletobuybasedonafitwithinthesellingstrategy.Arereasonablyaccessibleandwillingtoconsiderthesalesoffering.CanbeaddedtothecustomerbaseatanacceptablelevelofprofitabilityAtaminimum,qualifiedprospectsarethosewho:ObtainingPrecallInformationontheBuyer

(Exhibit7.4)InformationNeededHowtoCollectInformationTheprospect’snameandtitleCorrectspellingandpronunciationCanbegatheredbyaskingthereceptionistorsecretaryorgatekeepertoverifyinformation.Isthisprospectwillingtotakerisks?Aretheyconfidentwiththeirdecisionmaking?MayhavetoasktheprospectIsthebuyerinvolvedintheircommunity?Dotheybelongtoclubsorprofessionalorganizations?Observeclubororganizationalhonorsdisplayedintheoffice.Doestheprospecthavehobbiesorintereststheyareproudof?Observationofoffice.Whatistheprospect’spersonalitytype?Easygoing?Allbusiness?Observationandexperiencewithbuyer.Wheredidthisprospectgrowup?Whereweretheyeducated?Lookfordiplomas.Ask.GatheringInformationontheProspect’sOrganization

(Exhibit7.5)InformationNeededHowtoCollectInformationWhattypeofbusinessarewedealingwith?Canbegatheredfromadirectory.Towhatmarketdoesthecompanysell?Whoareitsprimarycompetitors?Whatdoesthecompanymakeandsell?Annualreports.Whodoestheprospectpresentlybuyfrom?Dotheybuyfromasinglevendor?Multiplevendors?Howlonghavetheypurchasedfromtheirsuppliers?Whatproblemsdoesthecompanyface?Whatvolumedoesthecompanybuy?Whatistheorganization’sfinancialposition?Salespersonmayhavetoaskforthisinformation.DeterminingOtherBuyer’sInfluences(2:45)PlanningtheInitialSalesCall

ApproachingandInitiatingContactIntroductionApproachProductivityApproachBenefitApproachQuestionApproachReferralApproachComplimentApproachSurveyApproachAssessingtheSituationandDiscoveringNeedsthroughQuestioningSkillsAssessmentQuestionsDiscoveryQuestionsActivationQuestionsProjectionQuestionsTransitionQuestionsFigure4.1–TheAdaptProcessQuestioningandListening…

thekeyelementofgoodcommunicationModule8

DevelopingtheRelationshipStepsinDevelopingtheRelationshipApproachDetermineNeedsSelectPresentationPresentationHandleObjectionsEarnCommitmentFollow-UpStepsinDevelopingtheRelationshipApproachStepsinDevelopingtheRelationshipApproach(1:28)StepsinDevelopingtheRelationshipApproachDetermineNeedsSelectingAppropriateCustomerOfferingsbyAssessingNeedsNeedsresultfromtheadiscrepancybetweenanactualanddesiredstateofbeing.Needsmaybeclassifiedas:

Unrecognized–customerisunawareorhasdismissedastrivialPotential–customerstatementsofgeneralproblems,difficulties,anddissatisfactionsConfirmed–customerstatesthattheyarereadytotakeactionTheemphasisisondeterminingcustomerneedsandthencreatingorselectingcustomer-fittedsolutionstosatisfythoseneeds.SelectingAppropriateCustomerOfferingsbyAssessingMotivesFunctionalMotivesDrivenbyprice,quality,andserviceasalespersoncansupplyPsychologicalMotivesAbuyer’shabits,emotionalstress,andconfidenceSelecting