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Business &Training Solutions
Boost Your Sales!
Business &Training Solutions
Zero-Based ThinkingBrian Tracy uses this concept in most of his books and seminars.
To evaluate a situation one considers the following question.
Knowing what I now know, would I get into this business/job/situation again?
If the answer is yes, then continue your evaluation of the situation and make relevant changes.
But, if the answer is no, then the next step should be to get out of the situation as fast as possible, i.e.1.going back to zero2.to before the situation started3.to the topmost square of the snakes and ladders game and starting from scratch;4.start afresh.
Business &Training Solutions
Boost Your Sales!
Sometimes it's hard for a potential client to understand how what you have to offer works.
Sometimes they think they understand how it works when they really don't.
In either case their understanding may lead to objections.
You're the expert in whatever it is you do.
You understand how things work.
Those things are easy for you.
Yet, in all likelihood your potential clients don't understand how things work, and when you explain it sounds very hard to them.
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Business Improvement Model
IMPLEMENTATIONIMPLEMENTATION
What processes areinvolved to move training
from the classroom toworkplace?
What assessments andconfirmation processes
are in place?How are line managers
involved in implementation?
MONITOR AND TAKE ANYAPPROPRIATE REMEDIAL
ACTION.SEEK CONTINUOUS
IMPROVEMENT
MONITOR AND TAKE ANYAPPROPRIATE REMEDIAL
ACTION.SEEK CONTINUOUS
IMPROVEMENT
TRAININGTRAINING
Is the training provided sufficient to ensure
effective implementation of the process?
Is the skill-set requiredrealistic for the population
involved?Is the timescale for
skills learning/ knowledgeacquisition realistic?
Does the training includeworkplace induction?
TRAIN PEOPLE IN THE PROCESS,
TRAIN MANAGERSIN COACHING TECHNIQUE
TRAIN PEOPLE IN THE PROCESS,
TRAIN MANAGERSIN COACHING TECHNIQUE
PROCESSPROCESS
What is the supposed process?
How do we want peopleto implement the process?What is the actual process?
Is there any difference?How is the actual process
being implemented?Does the actual process
work?Could it work better?
Will this process sufficefor the future?
DETERMINE/DESIGN PROCESS
DETERMINE/DESIGN PROCESS
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What we learned was that What we learned was that professionalism with these professionalism with these people is about:people is about:
• PPROCESSROCESS- - PPlanninglanning- - PPreparation reparation
• PPHYSICAL HYSICAL PPERFORMANCEERFORMANCE- - PPractice & reractice & rePPetitionetition- im- imPProvement - - rovement - -
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SELF CONFIDENCE AND BELIEFSELF CONFIDENCE AND BELIEF(not suppression of personality)(not suppression of personality)
PROFESSIONAL PROCESSES MODELPROFESSIONAL PROCESSES MODEL
CONSISTENCY
RULES
BASICS(including use of tools)
INFLEXIBILITY
THE COACHTHE COACHOBSERVES, ANALYSES &OBSERVES, ANALYSES &
PROVIDES FEEDBACKPROVIDES FEEDBACK
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SSEERRVVEE
RREETTUURRNN
Whether the return is what you expect depends upon the quality of the serve.
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AttitudeAttitude
Winners:
• CAN DO• WANT TO• WILL DO
Winners see the Point of Sale (POS):
• PProblems as• OOpportunities for
• SSolutions
Enthusiasm is the cause not the result of success
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Ten steps to account Ten steps to account developmentdevelopment
1. Prioritise objectives2. List suspects3. List prospects4. Qualify want5. Fact-find6. Commit to change7. Fix buy criteria8. Propose9. Close10. Build
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Throughout the sales process the Sales Professional should be Throughout the sales process the Sales Professional should be continually….continually….
• Asking questions
• Listening
• Qualifying
• Discovering hot buttons (WIIFM)
• Building rapport
• Establishing trust
• Developing credibility and developing a valuable relationship
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Throughout the sales process the Sales Professional should be Throughout the sales process the Sales Professional should be continually….continually….
• Addressing concerns
• Confirming understanding
• Planning next action steps
• Asking for referrals
• Seeking additional opportunities to serve and sell
• Evaluating responses and results (positive/negative)
• Affirming decisions
• Positively expectant
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Partnering tacticsPartnering tactics
Your strategy should ensure a win-win result for both parties.
Tactics :• Focus on big issues• Offer quantified financial benefits• Install controls to measure benefits• Treat them as unique
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Partnering tactics Partnering tactics (continued)(continued)
• Talk their language
• Don’t oversell
• Be a problem-solver
• Keep contact with the top decision-maker
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PartneringPartnering
Move from: To:
• Sell Consult• Implement Facilitate• React Be proactive• Tell Listen• Your solution Their solution• Costs Cost-benefits
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Focus on the benefits and Focus on the benefits and features:features:
• FFeatureIt is……………
• AAdvantageIt does…………..
• BBenefitIt does for you………………
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Remember your p’s & q’sRemember your p’s & q’s
• Prioritise: How important is it?• Quantity: How much will it save?
Develop benefit statements related to their interests. Give them ‘you’ appeal.
Appeal to:Personal wants
• prestige, fear or loss
Company needs• more profit, lower costs
Their job-related goals
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Objection handlingObjection handlingReply to possible objections with ‘suppose’‘suppose’ statements:
• No budget:No budget:‘Suppose it paid for itself, you’d be interested, wouldn’t you?’
• Too busy:Too busy:‘Suppose we fixed a time next month when we’re both free?’
• Send me literature:Send me literature:‘Suppose we saved you 30 minutes’ reading time instead.’
• No need to change suppliers:No need to change suppliers:‘Suppose we gave you better value ….’
Ask for appointment – without pausing
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Use positive, active Use positive, active languagelanguage
Use positive, active language to create the right atmosphere:
Avoid: Use:• Pay Invest• Suggest Recommend• Change Improve• Sign Approve• If When• I You
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Face to face Face to face objectionsobjections
Most objections are implied needs:
• Before responding, check your body signals and think
• Reply confidently
• Ensure objection is resolved before moving on
• If benefits not yet established, shelve it
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Major and minor objectionsMajor and minor objections
For major objections:
• Prioritise - How important is that?
• Re-state as a need - So what you’ve looking for is …?
• Test close - Is there anything else you need to consider before going ahead?
For minor objections use feel, felt, found:• ‘I understand how you feel….’
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Negotiating - Negotiating - PreparationPreparation
Make a list of:
• Your highest and lowest acceptable objectives
• Their essential wants and needs
• Their desirable wants and needs
• Agreed cost-benefits
• Minor concessions you can trade
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Negotiating - Negotiating - OpeningOpening
• Establish rapport– confirm your commitment to their goals– ask permission to take notes
• Agree objectives and the follow-up process
• Summarise their agreed position to date– commitment to value not price– their priorities– their stated buying criteria on your offer– benefits of operations and cost savings
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Negotiating - MiddleNegotiating - Middle
• State your highest objective as a minimum
• Say you have no room to manoeuvre
• Soften ‘No’ with a logical preface
• Use the passive tense to depersonalise sensitive issues
• Use testimonials
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Negotiating – EndNegotiating – EndNegotiations should by now have moved to price. When
price is asked desire is implied.
• State price confidently
• Concede reluctantly in money not percentages
• Counter-balance with benefits
• Give only minor concessions
• Test close on concessions
• Make them feel like winners
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Last resorts to break Last resorts to break deadlocksdeadlocks
1. Make a time break
2. Go off the record informally
3. Suggest someone more senior replaces you
4. Refer upwards on their side
5. Appeal for their help
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ClosingClosing
• AAlways
• BBe
• CChecking attitudes and reactions
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Obtaining commitmentObtaining commitment
• Test close– Do you have all the information on which to make a decision.
• Assume close– When/Where will you want delivery?
• Alternative close– Shall we deliver this month or next?
• Justify why now
• After asking for the order, shut up!
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EthicsEthics
• Provide choices without pressure
• Customers should feel they have bought, not been sold
• Avoid withholding relevant information
• Be open about limitations
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CUSTOMER’S TOP 10 CUSTOMER’S TOP 10 PRIORITIESPRIORITIES
1. Overall quality of the products/ service2. Friendliness of staff3. Handling of problems and complaints4. Speed of service5. Helpfulness of staff6. Handling enquiries7. Being treated as a valued customer8. Competence of staff9. Ease of doing business10. Being kept informed
Source: Customer priorities: what customers really want.
Institute of Customer Service. 2007