Sales presentation

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Sales presentation

  1. 1. Selling <ul><ul><li>The simplest way to think of the nature and role of selling is that its function is to make a sale. </li></ul></ul><ul><ul><ul><li>This presentation has been shared with Donegal CEB by Stephen Friel of Friel Consulting </li></ul></ul></ul>
  2. 3. <ul><li>Order takers </li></ul><ul><ul><li>Inside order takers – e.g. retail sales assistant </li></ul></ul><ul><ul><li>Delivery sales people – Milkman </li></ul></ul><ul><ul><li>Outside order takers – visit customer to take orders (not selling), now being </li></ul></ul><ul><li>replaced by telemarketing </li></ul><ul><li>Order creators </li></ul><ul><ul><li>‘ missionary’ sales people – selling task is to educate and build goodwill. E.g. </li></ul></ul><ul><ul><li>Architects or medical reps </li></ul></ul><ul><li>Order getters </li></ul><ul><ul><li>New business sales people – generate new business </li></ul></ul><ul><ul><li>Organisational sales people – look after existing customers </li></ul></ul><ul><ul><li>Consumer salespeople – double glazing salespeople </li></ul></ul><ul><li>Technical support </li></ul><ul><li>Merchandisers </li></ul>
  3. 4. Image of sales <ul><ul><li>Selling is not a worthwhile career </li></ul></ul><ul><ul><li>Good products will sell themselves and thus the selling process adds unnecessarily to costs </li></ul></ul><ul><ul><li>There is something immoral about selling, and one should be suspicious about those who earn their money from this activity </li></ul></ul>
  4. 5. Selling v Sales management <ul><li>He / she needs to be: </li></ul><ul><ul><li>Accountant </li></ul></ul><ul><ul><li>HR manager </li></ul></ul><ul><ul><li>Business planner </li></ul></ul><ul><ul><li>Marketing manager </li></ul></ul><ul><ul><li>Motivator </li></ul></ul>
  5. 6. Consumer and organisational buyer behaviour <ul><li>The differences between consumer and organisational buying </li></ul><ul><li>Few organisational buyers </li></ul><ul><li>Close, long-term relationships between organisational buyers and sellers </li></ul><ul><li>Organisational buyers are more rational </li></ul><ul><li>Organisational buying may be to specific requirements </li></ul><ul><li>Reciprocal buying may be important in organisational buying </li></ul><ul><li>Organisational selling / buying may be more risky </li></ul><ul><li>Organisational buying is more complex </li></ul><ul><li>Negotiation is often important in organisational buying </li></ul>
  6. 7. Consumer buyer behaviour <ul><li>An understanding of customers can be obtained by asking: </li></ul><ul><li>Who is important to the buying decision </li></ul><ul><li>How do they buy </li></ul><ul><li>What are their choice criteria </li></ul><ul><li>Where do they buy </li></ul><ul><li>When do they buy </li></ul>
  7. 8. Who buys <ul><ul><li>Engel described five roles: </li></ul></ul><ul><ul><li>Initiator </li></ul></ul><ul><ul><li>Influencer </li></ul></ul><ul><ul><li>Decider </li></ul></ul><ul><ul><li>Buyer </li></ul></ul><ul><ul><li>User </li></ul></ul>
  8. 10. <ul><ul><li>Evaluate (choice) criteria. The dimensions used by consumers to evaluate purchase. Eg Cars – fuel consumption, style etc </li></ul></ul><ul><ul><li>Beliefs – these are the degrees to which, in the consumers mind, a product possesses various characteristics (eg Roominess) </li></ul></ul><ul><ul><li>Attitudes – These are the degrees of liking or disliking a product. (Dependent on 1 & 2) </li></ul></ul><ul><ul><li>Intentions – These measure the probability that attitudes will be acted upon. </li></ul></ul>
  9. 11. The buying situation <ul><li>Three types identified: </li></ul><ul><li>Extensive problem solving – eg Car / House </li></ul><ul><li>Limited problem solving – Clothes </li></ul><ul><li>Automatic response – Mars bar </li></ul>
  10. 12. Personal influences <ul><ul><li>Dominant – in face to face situations, dominance is the drive to take control of others </li></ul></ul><ul><ul><li>Submissive – submission is the disposition to let others take the lead </li></ul></ul><ul><ul><li>Warm – Warmth is having a regard for others </li></ul></ul><ul><ul><li>Hostile – Having </li></ul></ul>
  11. 13. Social influences <ul><ul><li>Major social influences on consumer decision making include social class reference groups, culture and family </li></ul></ul>
  12. 15. Organisation buyer behaviour <ul><ul><li>Structure . The who factor. Who participates in the decision making process, and their particular roles </li></ul></ul><ul><ul><li>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 </li></ul></ul><ul><ul><li>Content . The what factor – the choice criteria used at different stages of the process and by different members of the decision making unit (DMU) </li></ul></ul>
  13. 16. Structure <ul><ul><li>Initiators. those who begin the purchase process </li></ul></ul><ul><ul><li>Users. those who actually use the product </li></ul></ul><ul><ul><li>Deciders. those who have the authority to select the supplier / model </li></ul></ul><ul><ul><li>Influencers. those who provide information and add decision criteria throughout the process </li></ul></ul><ul><ul><li>Buyers. those who have authority to execute the contractual arrangement </li></ul></ul><ul><ul><li>Gatekeepers. those who control the flow of information </li></ul></ul>
  14. 19. Sales Strategies <ul><li>Key concepts </li></ul><ul><ul><li>Branding </li></ul></ul><ul><ul><li>Budget </li></ul></ul><ul><ul><li>Promotional mix </li></ul></ul><ul><ul><li>Push and pull strategies </li></ul></ul><ul><ul><li>Sales forecast </li></ul></ul><ul><ul><li>Sales planning process </li></ul></ul><ul><ul><li>SWOT analysis </li></ul></ul>
  15. 20. <ul><li>Sales responsibilities and preparation / Personal selling skills </li></ul>
  16. 21. <ul><ul><li>The primary responsibility of a sales person is to conclude a sale successfully. </li></ul></ul><ul><ul><li>Personal selling </li></ul></ul><ul><ul><li>Secondary function: </li></ul></ul><ul><ul><ul><li>Prospecting – obtaining market data </li></ul></ul></ul><ul><ul><ul><li>Maintaining customer records and info feedback </li></ul></ul></ul><ul><ul><ul><li>Self-management </li></ul></ul></ul><ul><ul><ul><li>Handling complaints </li></ul></ul></ul><ul><ul><ul><li>Providing service </li></ul></ul></ul>
  17. 22. Preparation <ul><ul><li>Product features (and benefits!) </li></ul></ul><ul><ul><li>Knowledge of competitor products </li></ul></ul><ul><ul><li>Sales presentation planning </li></ul></ul><ul><ul><li>Setting sales objectives (short sales cycle selling mars bar (want to sell immediately), different if selling a jet airplane) </li></ul></ul><ul><ul><li>Understanding buyer behavior </li></ul></ul>
  18. 23. Preparation for sales negotiation <ul><li>Assessment of negotiation </li></ul><ul><li>The number of options available to each party </li></ul><ul><li>The quality and quantity of information held by each party </li></ul><ul><li>Need recognition and satisfaction </li></ul><ul><li>The pressures of parties </li></ul>
  19. 24. <ul><ul><li>Determination of negotiating objectives </li></ul></ul><ul><li>Useful to consider two types of objectives: </li></ul><ul><ul><li>Must have objects (bargainers minimum requirements) </li></ul></ul><ul><ul><li>Would like objectives (this determines the opening positions of buyers and sellers) </li></ul></ul>
  20. 26. <ul><ul><li>Concession analysis: </li></ul></ul><ul><ul><ul><li>Price </li></ul></ul></ul><ul><ul><ul><li>Timing of delivery </li></ul></ul></ul><ul><ul><ul><li>The product – spec., optional extras </li></ul></ul></ul><ul><ul><ul><li>Payment </li></ul></ul></ul><ul><ul><ul><li>Trade in terms e.g. cars </li></ul></ul></ul>
  21. 27. The opening <ul><ul><li>Retail “ I see you are interested in our walkmans, what type had you in mind?” </li></ul></ul><ul><ul><li>Industrial “we have had extensive success in helping company’s like yours with stock control What SC method do you currently use?” </li></ul></ul><ul><ul><li>Trade “ Your window display is attractive, has it attracted more custom?” </li></ul></ul><ul><ul><li>ALWAYS AVOID – “Can I help you?” </li></ul></ul>
  22. 28. Need and problem identification <ul><ul><li>Open questions: </li></ul></ul><ul><ul><li>Why do you believe a computer system is appropriate? </li></ul></ul><ul><ul><li>What are the main reasons for buying the SF system? </li></ul></ul><ul><ul><li>Closed questions: </li></ul></ul><ul><ul><li>Who does the company buying? </li></ul></ul>
  23. 29. Presentation and demonstration <ul><ul><li>When needs have been identified, the presentation follows. </li></ul></ul><ul><ul><li>Sell benefits not features, link them by using the following phrases: </li></ul></ul><ul><ul><li>“ Which means that ..” </li></ul></ul><ul><ul><li>“ Which results in ..” </li></ul></ul><ul><ul><li>“ Which enables you to ..” </li></ul></ul>
  24. 30. Dealing with objections <ul><ul><li>Listen and do not interrupt. This creates the impression that: </li></ul></ul><ul><ul><li>The objection is obviously wrong </li></ul></ul><ul><ul><li>It is trivial </li></ul></ul><ul><ul><li>It is not worth the salesman’s time to let the buyer finish </li></ul></ul>
  25. 31. <ul><ul><li>Agree and counter (the yes.. but technique) </li></ul></ul><ul><ul><li>Straight denial – can be used when the buyer is seeking factual information </li></ul></ul><ul><ul><li>Question the objection – Buyer “I don’t like the look of the Machine”. Seller “ Could you tell me exactly what you don’t like?” </li></ul></ul>
  26. 32. <ul><ul><li>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..” </li></ul></ul><ul><ul><li>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” </li></ul></ul>
  27. 33. <ul><ul><li>Hidden objectives. – if a sales person believes that a buyer is unwilling to reveal their true objectives, they should ask questions such as: </li></ul></ul><ul><ul><li>“ Is there anything so far you are unsure off?” </li></ul></ul><ul><ul><li>“ Is there anything on your mind” </li></ul></ul><ul><ul><li>“ What would it take to convince you?” </li></ul></ul>
  28. 34. Negotiation <ul><ul><li>Start high but be realistic </li></ul></ul><ul><ul><li>Attempt to trade concession for concession eg. </li></ul></ul><ul><ul><ul><li>“ if you are prepared to arrange collection of these goods at our premises, then I’m prepared to knock ten euro off.” </li></ul></ul></ul>
  29. 35. Closing the sale <ul><ul><li>Why are some sales people reluctant to close sales – failure of rejection </li></ul></ul>
  30. 36. <ul><ul><li>Simply ask for order </li></ul></ul><ul><ul><ul><li>Shall I reserve one for you? </li></ul></ul></ul><ul><ul><ul><li>Would you like to buy it? </li></ul></ul></ul><ul><ul><li>Summarize and then ask for the order </li></ul></ul>
  31. 37. <ul><ul><li>The concession close – “if you are willing to place an order now, I’m willing to knock 2% of the price” </li></ul></ul><ul><ul><li>The alternative close – “would you like it in red or blue?”, “Would you like it delivered on Tuesday or Friday?” </li></ul></ul>
  32. 38. <ul><ul><li>The objection close – “If I can convince you that the model is the most economical in its class will you buy it?” </li></ul></ul><ul><ul><li>Action agreement – In some examples it is inappropriate to attempt to close the sale. </li></ul></ul>
  33. 39. Up-selling <ul><ul><li>Highly important! </li></ul></ul><ul><ul><li>Customers will value your opinion </li></ul></ul><ul><ul><li>Easier to sell up to a customer - they have already indicated a willingness to purchase </li></ul></ul><ul><ul><li>Ancillary sales – eg candle with candle stick or gift cards </li></ul></ul>

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