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CONFERENCE OBJECTIVES

CONFERENCE OBJECTIVES. Increase call productivity Get new customers – sell additional products to present ones Reduce selling cost Improve competitive position Resolve common selling problems. USE OF TIME – KEY TO SALES SUCCESS. 1/3 OF AVERAGE DAY IN FACE-TO-FACE SELLING.

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CONFERENCE OBJECTIVES

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  1. CONFERENCE OBJECTIVES • Increase call productivity • Get new customers – sell additional products to present ones • Reduce selling cost • Improve competitive position • Resolve common selling problems

  2. USE OF TIME – KEY TO SALES SUCCESS • 1/3 OF AVERAGE DAY IN FACE-TO-FACE SELLING • 2/3 OF AVERAGE DAY IN TRAVELLING, PREPARING, SERVICING, REPORTING, PAPER-WORK

  3. HOWYOUBENEFIT • Develop communication skill and professional capacity • Greater job satisfaction • Easier and less time-consuming selling • Enhance advancement opportunities

  4. ? WHAT IS EFFECTIVESELLING? • TWO WAY COMMUNICATION • NEED-SATISFACTION • MIND CHANGING

  5. HOWYOUUSE SELLING • Secure NEW CUSTOMERS • Sell ADDITIONAL APPLICATIONS • Get APPOINTMENTS • Resolve CUSTOMER COMPLAINTS • Secure IDEA ACCEPTANCE by customers-management-associates

  6. We interrupt this program for an Important Message! WHEN A COMPANY OR AN INDIVIDUAL COMPROMISES ONE TIME, WHETHER IT’S ON PRICE OR PRINCIPLE, THE NEXT COMPROMISE IS RIGHT AROUND THE CORNER AND YOU CAN BET YOUR LAST NICKEL ON IT.

  7. PERCEIVED THROUGH SENSES DEVELOPED BY EVALUATION FOR SALE SOLD HOW ANIDEATO ACTDEVELOPS • JUSTIFIED BY PROOF • IMPLEMENTED BY ACTION

  8. We interrupt this program for an Important Message! PEOPLE BUY WHAT THEY WANT WHEN THEY WANT IT MORE THAN THEY WANT THE MONEY IT COSTS!

  9. WHYSELLINGISNECESSARY • Overcome HABIT or INERTIA • Overcome FEAR or DOUBT about action • Develop AWARENESS of NEEDS • Communicate SOLUTIONS and CAPACITY • Convince that you have the BEST SOLUTION

  10. We interrupt this program for an Important Message! PEOPLE DON’T BUY FOR LOGICAL RESONS THEY BUY FOR EMOTIONAL REASONS

  11. FOR SALE SOLD HOW TO ACCELERATE AND GUIDETHE DEVELOPMENT PROCESS You Supply – SENSORY IMPRESSIONS FACTS TO EVALUATE PROOF TO CONVINCE SUGGESTIONS ON WAYS TO ACT

  12. We interrupt this program for an Important Message! SELLING IS ESSENTIALLY A TRANSFERENCE OF FEELING

  13. EFFECTIVE SELLING REQUIRESPOSITIVE ATTITUDE CONVICTION – belief in what you sell EMPATHY – understanding HIS viewpoint CURIOSITY – desire to seek out and satisfy needs INITIATIVE – willingness to coordinate need satisfying resources CONFIDENCE – belief in YOUR capability OPEN MIND – willingness to explore new ways ENTHUSIASM – felling and generating excitement

  14. EFFECTIVE SELLING REQUIRESORGANIZED KNOWLEDGE WHAT YOU HAVE TO SELL WHAT MOTIVATES PEOPLE WHAT YOU SELL AGAINST WHERE AND HOW TO FIND SALES OPPORTUNITIES

  15. We interrupt this program for an Important Message! THE PROSPECT IS PERSUADED MORE BY THEDEPTH OF YOUR CONVICTION THAN BY THEHEIGHT OF YOUR LOGIC

  16. SELLING IS AWIN-WIN PROPOSITION YOUMUST WIN YOUR CUSTOMERMUST WIN GIVE EVERY CALL YOUR BEST EFFORT EVEN THOUGH YOU MAY NOT GET THE ORDER DEFEATED? NO! NOT UNLESS YOU LET IT EFFECT YOUR NEXT CALL!

  17. HOW TO MAKE AN ACTION-GETTING SALES CALL

  18. We interrupt this program for an Important Message! SPECTACULAR ACHIEVEMENT IS ALWAYSPRECEDED BY UNSPECTACULAR PREPARATION

  19. EFFECTIVE SELLING REQUIRESSKILL PLANNINGstrategy Making action-gettingPRESENTATION CONVERTING RESISTANCEto action Keeping customers sold byFOLLOW UP

  20. BASIC MOTIVES

  21. GAIN OR PROFIT Increase Production Reduce Rejects Reduce Raw Material Improve Quality Reduce Labor Increase Service Life Reduce Maintenance Costs Reduce Plant Space Required

  22. POWER OR CONTROL Control over job direction Control over business destiny Greater business leverage Retain valued employees Quick reaction to business changes Bargaining power Improved employee morale Tighter production control Be in a position to know

  23. ACHIEVEMENT AND RECOGNITION Be FIRST in industry to use Praise from management Praise from associates Enhance recognition Respect of customers Associate with business leaders

  24. SELF PRESERVATION or SECURITY Loss of job Make job easier Atmosphere more pleasant Reduce worry & anxiety Meet or beat competition Greater peace of mind Insure continuance of business

  25. SATISFACTION of SENSE Enjoy attractive, modern plant environment Gain more space and comfort Cleaner, more pleasant work environment Orderly, organized, convenient environment

  26. SERVICE to OTHERS Reduce work hazards – safer environment Provide promotion path for employees Help employees become more efficient and prosperous Be in position to do “RIGHT THING” Build job opportunities

  27. HOW TO ORGANIZEFOR MORE EFFECTIVE COMMUNICATION • IDENTIFY FEATURE WHAT IS IT? • EXPLAIN ADVANTAGE WHAT DOES IT DO? • DESCRIBEBENEFIT WHAT DOES IT DO FOR ME?

  28. WHAT YOU SELL AGAINST • Other equipment suppliers • Other processes • Adhesive • Mechanicals • Heat bonding • Complacency – Status Quo

  29. WHAT TO KNOW ABOUT COMPETITION • WHO THEY ARE… WHERE THEY ARE • WHAT THEY HAVE TO OFFER- • Products • Service Capabilities • Application Knowledge • MAJOR STRENGTHS and LIMITATIONS

  30. STAGES OF PLANNING • IDENTIFY SELLING OPPORTUNITIES • PLAN LONG RANGE STRATEGY • PLAN SPECIFIC CONTACT

  31. FIND SALES OPPOTUNITIES • INDUSTRIAL GUIDE • CUSTOMER’S • EMPLOYEES • PAST CUSTOMERS • PROSPECTS • ORGANIZATIONS • INDIVIDUALS

  32. EVALUATE SALESOPPORTUNITIES • SALES + PROFIT POTENTIAL • GROWTH POTENTIAL • FINANCIAL DESIRABILITY • AVAILABILITY OF BUSINESS

  33. HOW TOIDENTIFY NEEDS • COMPARE EXISTING SITUATION WITH DESIRABLE STANDARDS • ACCEPTED INDUSTRY STANDARDS • SUCESSFUL EXPERIENCE • CAPACITY TO PROVIDE • CUSTOMER’S GOALS • PRIOR EXPERIENCE • LOOK FOR • PERFORMANCE OR PRACTICES THAT CAN BE IMPROVED • PROBLEMS CALLING FOR SOLUTION • GOALS NOT ACHIEVED

  34. FACTS ABOUT BUSINESS NATURE OF ORGANIZATION PERFORMANCE MARKET POSITIONS COMPETITION FACTS ABOUT INDIVIDUAL PRIOR EXPERIENCE FAMILY-HOBBIES FACTS TO KNOWTO DETERMINE EXISTING SITUATION

  35. RESEARCH RECORDED INFORMATION SURVEY CALLS ASK QUESTIONS OBSERVATIONS HOW TO GET FACTS ABOUT PROSPECTS • DISCUSSION • CONTINUING CALLS

  36. HOW TO PLANLONG RANGESALES APPROACH • IDENTIFY POSSIBLE NEEDS • DETERMINE EXISTING SITUATION • DECIDE WHAT YOU CAN PROVIDE TO SATISFY NEEDS • PLAN SELLING EFFORT TO GET ACTION

  37. SET PRIORITIES IMPACT ON EXISTING SITUATION SPEED OF HANDLING AND PRODUCING RESULTS CAPACITY VS COMPETITION URGENCY SELECT APPROPRIATE EQUIPMENT OUR CAPACITY TO SUPPLY CUSTOMER’S CAPACITY TO IMPLEMENT BENEFITS TO BE PRODUCED HOW TODECIDE WHAT TO PROPOSE • DETERMINE INTERNAL CHANGES TO BE MADE BY CUSTOMER

  38. HOW TOPLAN AND SCHEDULELONG RANGE SELLING ACTION • ESTABLISH LONG RANGE OBJECTIVE • DETERMINE INTERMEDIATE GOALS • DEVELOP ACTION-ACHIVEMENT SCHEDULE

  39. BASIC STEPS INPLANNING SALES CALL • WHAT GOALS SHOULD I SEEK? • WHAT BENEFIT CAN I OFFER? • WHAT FACTS AND QUESTIONS SHOULD I DISCUSS? • WHAT EXAMPLE CAN I USE? • WHAT FEATURES/ADVANTAGES/BENEFITS MUST I EXPLAIN? • WHAT DECISION QUESTIONS SHOULD I ASK? • WHAT RESISTANCE MAY I ENCOUNTER?

  40. We interrupt this program for an Important Message! YOUR BUSINESS IS NEVER REALLY GOOD OR BAD OUT THERE. YOUR BUSINESS IS EITHER GOOD OR BAD RIGHT BETWEEN YOUR OWN TWO EARS

  41. SET MAXIMUM ACTION GOAL TO STRIVE FOR SET MINIMUM ACTIONGOAL TO SETTLE FOR To make effective Be SPECIFIC Be REALISTIC RELATE Minimum to Maximum WHATGOALSSHOULD I SEEK? PLANNING STEP 1

  42. TO SELECT BEST BENEFIT – “TAILOR” to his needs BASE OFFER ON YOURCAPACITY TO SATISFY NEEDS ASK “WHY WOULD I ACT” BE SPECIFIC AND REALISTIC BIGGER PROFITS WHATBENEFITCAN I OFFER? PLANNING STEP 2 DETERMINE WHAT HE REALLY WANTS

  43. WHATFACTSANDQUESTIONSSHOULD I DISCUSS? PLANNING STEP 3 • POSSIBLE IMPROVEMENT OPPORTUNITIES • CHANGES IN HIS SITUATION • UNSATISFIED GOALS • CONDITIONS OR PROBLEMS COMMON TO HIS BUSINESS PLAN TO DISCUSS FACTS RELATING TO-

  44. PLANQUESTIONSTO ASK • ELABORATE ON BENEFIT • CREATE OR REVEAL NEEDS • QUALIFY PROSPECT • SET STAGE FOR PROPOSITION • ASK – WHAT – WHICH – WHERE – WHY – WHEN – HOW – HOW MUCH – HOW MANY? • ARE SPECIFIC

  45. WHATEXAMPLECAN I USE? PLANNING STEP 4 • IDENTIFY 3RD PARTY (WHEN POSSIBLE) • INDICATE SITUATIONBEFORE • REPORT RESULTSAFTER THIRD PARTY CASE HISTORY

  46. WHATFEATURES-ADVANTAGES-BENEFITSMUST I EXPLAIN? PLANNING STEP 5 • EXPLAIN “DIFFERENCE” OR RESULTS DESCRIBED IN EXAMPLE • SATISFY PROSPECTS NEEDS • BUILD STRONGEST IMPRESSION OF VALUE IN COMPARISON TO COMPETITION • MOVE PROSPECT TO DECISIVE ACTION INCLUDE THOSE THAT-

  47. WHATDECISION QUESTIONSSHOULD I ASK? PLANNING STEP 6 • SPECIFY ACTION REQUIRED • RESOLVE MINOR DETAILS OF TIME-PLACE-METHODS-PEOPLE • “EITHER-OR” QUESTIONS

  48. RESISTANCE CAN OCCUR… ANYTIME ANYWHERE FOR ANY REASON YOU CAN HANDLE IT BEFORE IT OCCURS WHEN IT OCCURS AFTER IT OCCURS NEVER BEST TIME IS BEFORE IT OCCURS! WHY?

  49. WHATRESISTANCEMAY I ENCOUNTER? PLANNING STEP 7 • WHAT MIGHT I NOT UNDERSTAND? • WHAT MIGHT I DOUBT OR FEAR • WHY MIGHT I PUT OFF ACTION? PUT YOURSELF IN PROSPECT’S POSITION AND ASK- DEVELOP ANSWERS AND INCORPORATE IN SELLING PLAN

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