Sales presentation

Selling
The simplest way to think of the nature and role of selling is that its function is to make a sale.
This presentation has been shared with Donegal CEB by Stephen Friel of Friel Consulting

Order takers
Inside order takers – e.g. retail sales assistant
Delivery sales people – Milkman
Outside order takers – visit customer to take orders (not selling), now being
replaced by telemarketing
Order creators
‘ missionary’ sales people – selling task is to educate and build goodwill. E.g.
Architects or medical reps
Order getters
New business sales people – generate new business
Organisational sales people – look after existing customers
Consumer salespeople – double glazing salespeople
Technical support
Merchandisers

Image of sales
Selling is not a worthwhile career
Good products will sell themselves and thus the selling process adds unnecessarily to costs
There is something immoral about selling, and one should be suspicious about those who earn their money from this activity

Selling v Sales management
He / she needs to be:
Accountant
HR manager
Business planner
Marketing manager
Motivator

Consumer and organisational buyer behaviour
The differences between consumer and organisational buying
Few organisational buyers
Close, long-term relationships between organisational buyers and sellers
Organisational buyers are more rational
Organisational buying may be to specific requirements
Reciprocal buying may be important in organisational buying
Organisational selling / buying may be more risky
Organisational buying is more complex
Negotiation is often important in organisational buying

Consumer buyer behaviour
An understanding of customers can be obtained by asking:
Who is important to the buying decision
How do they buy
What are their choice criteria
Where do they buy
When do they buy

Who buys
Engel described five roles:
Initiator
Influencer
Decider
Buyer
User

Evaluate (choice) criteria. The dimensions used by consumers to evaluate purchase. Eg Cars – fuel consumption, style etc
Beliefs – these are the degrees to which, in the consumers mind, a product possesses various characteristics (eg Roominess)
Attitudes – These are the degrees of liking or disliking a product. (Dependent on 1 & 2)
Intentions – These measure the probability that attitudes will be acted upon.

The buying situation
Three types identified:
Extensive problem solving – eg Car / House
Limited problem solving – Clothes
Automatic response – Mars bar

Personal influences
Dominant – in face to face situations, dominance is the drive to take control of others
Submissive – submission is the disposition to let others take the lead
Warm – Warmth is having a regard for others
Hostile – Having

Social influences
Major social influences on consumer decision making include social class reference groups, culture and family

Organisation buyer behaviour
Structure . The who factor. Who participates in the decision making process, and their particular roles
Process . The how factor. The pattern of information getting, analysis, evaluation and decision making which takes place as the purchasing organization moves towards a decision
Content . The what factor – the choice criteria used at different stages of the process and by different members of the decision making unit (DMU)

Structure
Initiators. those who begin the purchase process
Users. those who actually use the product
Deciders. those who have the authority to select the supplier / model
Influencers. those who provide information and add decision criteria throughout the process
Buyers. those who have authority to execute the contractual arrangement
Gatekeepers. those who control the flow of information

Sales Strategies
Key concepts
Branding
Budget
Promotional mix
Push and pull strategies
Sales forecast
Sales planning process
SWOT analysis

Sales responsibilities and preparation / Personal selling skills

The primary responsibility of a sales person is to conclude a sale successfully.
Personal selling
Secondary function:
Prospecting – obtaining market data
Maintaining customer records and info feedback
Self-management
Handling complaints
Providing service

Preparation
Product features (and benefits!)
Knowledge of competitor products
Sales presentation planning
Setting sales objectives (short sales cycle selling mars bar (want to sell immediately), different if selling a jet airplane)
Understanding buyer behavior

Preparation for sales negotiation
Assessment of negotiation
The number of options available to each party
The quality and quantity of information held by each party
Need recognition and satisfaction
The pressures of parties

Determination of negotiating objectives
Useful to consider two types of objectives:
Must have objects (bargainers minimum requirements)
Would like objectives (this determines the opening positions of buyers and sellers)

Concession analysis:
Price
Timing of delivery
The product – spec., optional extras
Payment
Trade in terms e.g. cars

The opening
Retail “ I see you are interested in our walkmans, what type had you in mind?”
Industrial “we have had extensive success in helping company’s like yours with stock control What SC method do you currently use?”
Trade “ Your window display is attractive, has it attracted more custom?”
ALWAYS AVOID – “Can I help you?”

Need and problem identification
Open questions:
Why do you believe a computer system is appropriate?
What are the main reasons for buying the SF system?
Closed questions:
Who does the company buying?

Presentation and demonstration
When needs have been identified, the presentation follows.
Sell benefits not features, link them by using the following phrases:
“ Which means that ..”
“ Which results in ..”
“ Which enables you to ..”

Dealing with objections
Listen and do not interrupt. This creates the impression that:
The objection is obviously wrong
It is trivial
It is not worth the salesman’s time to let the buyer finish

Agree and counter (the yes.. but technique)
Straight denial – can be used when the buyer is seeking factual information
Question the objection – Buyer “I don’t like the look of the Machine”. Seller “ Could you tell me exactly what you don’t like?”

Forestall the objection. Sales preempts the concern eg. ”Our company is smaller than most in the industry but this means we can offer a very personal service..”
Turn the objection into a trial close. Eg “if I can satisfy you that the fuel consumption of this car is not greater than a Vauxhall Vectra would you buy”

Hidden objectives. – if a sales person believes that a buyer is unwilling to reveal their true objectives, they should ask questions such as:
“ Is there anything so far you are unsure off?”
“ Is there anything on your mind”
“ What would it take to convince you?”

Negotiation
Start high but be realistic
Attempt to trade concession for concession eg.
“ if you are prepared to arrange collection of these goods at our premises, then I’m prepared to knock ten euro off.”

Closing the sale
Why are some sales people reluctant to close sales – failure of rejection

Simply ask for order
Shall I reserve one for you?
Would you like to buy it?
Summarize and then ask for the order

The concession close – “if you are willing to place an order now, I’m willing to knock 2% of the price”
The alternative close – “would you like it in red or blue?”, “Would you like it delivered on Tuesday or Friday?”

The objection close – “If I can convince you that the model is the most economical in its class will you buy it?”
Action agreement – In some examples it is inappropriate to attempt to close the sale.

Up-selling
Highly important!
Customers will value your opinion
Easier to sell up to a customer - they have already indicated a willingness to purchase
Ancillary sales – eg candle with candle stick or gift cards

Sales presentation

by Donegal County Enterprise Board on Feb 15, 2011

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Sales presentation — Presentation Transcript