Selling (for non-salespeople)
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share

Selling (for non-salespeople)

  • 1,484 views
Uploaded on

I present this class twice a year at the Haas Graduate School of Business (the entrepreneurship class). It outlines a consultative approach the takes a lot of the "pitch & persuade" ickiness out of......

I present this class twice a year at the Haas Graduate School of Business (the entrepreneurship class). It outlines a consultative approach the takes a lot of the "pitch & persuade" ickiness out of selling. If you have a good product with a real market need, you don't need to be slimy. Just talk to people, be curious, ask questions.

More in: Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
1,484
On Slideshare
1,462
From Embeds
22
Number of Embeds
1

Actions

Shares
Downloads
45
Comments
0
Likes
1

Embeds 22

http://www.linkedin.com 22

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide















































Transcript

  • 1. SELLING. Janice Fraser janice@twotopLabs.com Haas Graduate School of Business March 19, 2010
  • 2. People buy because they believe that you understand them and trust that your recommendations will be in their best interest. (c) 2010 janice fraser janice@twotopLABS.com 2
  • 3. HOW HUMANS BUY Jane identifies a problem (or several) and wants to solve it. She explores as many options as possible...too many options! Eventually she turns a corner and starts to dump options. She wants to understand and feel confident. She will only buy when she’s confident that she understands, and when she trusts the solution will meet her needs. (c) 2010 janice fraser janice@twotopLABS.com 3
  • 4. UNDERSTAND THE NEED + Ask more questions + Spend more time listening + Make fewer assumptions + Understand the customer’s reasons for buying (“Why?”) It’s a conversation, not a presentation. Less-successful salespeople - Do most of the talking - Give more product information - Submit proposals earlier (c) 2010 janice fraser janice@twotopLABS.com 4
  • 5. ASK QUESTIONS IN A CERTAIN ORDER (c) 2010 janice fraser janice@twotopLABS.com 5
  • 6. A customer sends an RFP. They have an approach RFP in mind, and are focused on a specific thing to be changed. Figure out why. Why is this project important? Why spend your money on this? Why now? 1. You’ll hear about lots of problems. 2. Listen for NEEDS. 3. Write them down! (c) 2010 janice fraser janice@twotopLABS.com 6
  • 7. NEEDS. A NEED is an expressed desire to solve a problem. You can recognize a need when you hear the words: wish need looking for want interested in would like Each buyer will make a decision when they perceive that you have met their top three needs, so write them down! (c) 2010 janice fraser janice@twotopLABS.com 7
  • 8. HERE’S WHAT IT LOOKS LIKE What companies The customer comes they’re talking to at you with a range of problems and assumptions about the solution, approach, and What approaches you. It’s messy. they want to use What solutions they expect to get (c) 2010 janice fraser janice@twotopLABS.com 8
  • 9. HERE’S WHAT IT LOOKS LIKE What companies The customer comes they’re talking to at you with a range of problems and assumptions about the solution, approach, and What approaches you. It’s messy. they want to use What solutions they expect to get (c) 2010 janice fraser janice@twotopLABS.com 9
  • 10. BACK UP, SORT OUT NEEDS. (c) 2010 janice fraser janice@twotopLABS.com 10
  • 11. BACK UP, SORT OUT NEEDS. “What I really want...” “This thing is a nightmare.” (c) 2010 janice fraser janice@twotopLABS.com 10
  • 12. 1. 2. Is that about Yep. You 3. right? sure do : ) understand. : ) (c) 2010 janice fraser janice@twotopLABS.com 11
  • 13. “PROGRESSIVE AGREEMENT” +Ask for clarification until you understand. +Reflect their situation back to them. +List top three needs. +Confirm with closed-ended questions “Is that accurate?” (c) 2010 janice fraser janice@twotopLABS.com 12
  • 14. “PROGRESSIVE COMMITMENT” Every time they ask you for something, you must ask for something in return. +an introduction to another buyer +sample documents +set up the next meeting +etc (c) 2010 janice fraser janice@twotopLABS.com 13
  • 15. EXPLORE OPTIONS + Help buyers understand options + Influence buyers’ perception of your product by referring back to the three needs Less-successful salespeople - Describe solutions - Make a “pitch” (c) 2010 janice fraser janice@twotopLABS.com 14
  • 16. MOVE FORWARD ON TWO TRACKS NEEDS Impact Reframe the problem Match needs to products Value Price (c) 2010 janice fraser janice@twotopLABS.com 15
  • 17. Address needs when the buyer trusts that you understand. You even helped me understand it better : ) Both of you are increasing confidence, trust and understanding. (c) 2010 janice fraser janice@twotopLABS.com 16
  • 18. ELIMINATE OPTIONS + Welcome objections & concerns + Use objections to further clarify the customer’s deeper motives for buying Less-successful salespeople - Try to avoid or divert the customer away from objections - Become anxious (c) 2010 janice fraser janice@twotopLABS.com 17
  • 19. TRUST BELIEVE UNDERSTAND • No faking • No hyperbole • No persuading (c) 2010 janice fraser janice@twotopLABS.com 18
  • 20. BUYERS (c) 2010 janice fraser janice@twotopLABS.com 19
  • 21. BUYERS (c) 2010 janice fraser janice@twotopLABS.com 20
  • 22. BUYERS Financial Sponsor Has the authority to redirect the budget Is your advocate inside the organization. to another problem. Can answer impact Willing to make key introductions. Can be and value questions. Often appears late in either user or financial buyer. the sales process. Detail User Has the power to kill the deal on a The person/people who will use the technicality. Could be IT, legal, product. Often the person who “has the procurement, Financial Buyer, or any budget”. Usually involved in developing number of other people. Can remain the approach. hidden throughout the sale unless you work to identify them. (c) 2010 janice fraser janice@twotopLABS.com 20
  • 23. WHAT DO THE BUYERS CARE ABOUT? • Financial buyer: • User buyer: • Sponsor buyer: • Detail buyer: (c) 2010 janice fraser janice@twotopLABS.com 21
  • 24. FRUSTRATING BUT TRUE • If a sale goes wrong at the end, it’s usually because you missed something at the beginning. • An objection = an unidentified or unmet need. It is a request for more information. • Jumping to a solution prevents the customer from going through their process. It doesn’t work. • Every buyer has their own NEEDS. • Any time a new person shows up late in the buying process, it’s probably the financial buyer. • For them, this is the FIRST sales call. (c) 2010 janice fraser janice@twotopLABS.com 22
  • 25. MAINTAINING THE BALANCE OF POWER (c) 2010 janice fraser janice@twotopLABS.com 23
  • 26. • Get progressive commitment. • Every sales call is a transaction. • You run the process. (c) 2010 janice fraser janice@twotopLABS.com 24
  • 27. SALESPERSON’S BILL OF RIGHTS • You have the right to kill the deal. • You have the right to be treated with respect in every interaction. • You have the right to meet any person who will affect the buying decision. • You have the right to tell the truth. • You have the right to ask questions until you understand. • You have the right to ask the prospect to do things for you throughout the sale as an expression of their growing commitment. • You have the right to say no to free consulting. (c) 2010 janice fraser janice@twotopLABS.com 25
  • 28. PROSPECT’S BILL OF RIGHTS • You have the right to kill the deal. • You have the right to be treated with respect in every interaction. • You have the right to thoughtful conversations that examine your needs and challenge your assumptions. • You have the right to sales meetings free from persuasive rhetoric and competitive posturing. • You have the right to a product or service that fits your needs. • You have the right to great value for price. • You have the right to prompt notification if the [selling company] is not the best fit for your needs. • You have the right to expect more value from [selling company] than from any other potential partner. (c) 2010 janice fraser janice@twotopLABS.com 26
  • 29. THANK YOU! JANICE FRASER JANICE@TWOTOPLABS.COM (c) 2010 janice fraser janice@twotopLABS.com 27