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Selling for the long run

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Selling is not easy it is more that just usually we do

Selling is not easy it is more that just usually we do

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  • • People buy from people they like. (Then buyers fi gured out through bad experiences that they needed to change this approach.) • People buy from people they like and trust. (This helped avoid a bad decision but didn’t always provide the best solution.) • People buy from people who have the best solution even if they don’t like them. (However, buyers discovered that some companies don’t always stand behind the products, and they experienced great diffi culty when left to implement solutions without assistance.)
  • A buyer might like and trust you, but if the solution is not going to meet his needs, he will prefer to buy from a distasteful individual who is lacking integrity but whose solution does meet his needs. With this in mind, the strategy becomes obvious: create a situation in which the buyer likes you, trusts you, and feelstaken care of. But, given that buyers are traditionally skeptics, how do we do this? Generally, the first contact that a buyer has with you will occur during the sales presentation, when the buyer’s defenses are high. Whether you are a seller of consumer goods, business solutions, expensive products, volume products, technology, or services, the sales experience sets the stage for your customer relationships.
  • For business professionals interested in maximizing time and resources, looking for the silver bullet—the quickest and easiest way to success—is only natural. But in the words of my fi rst-grade teacher, Mrs. Sykes, “The hurrieder I go, the behinder I get.” Today’s businesses are faced with more scrutiny and pressure than ever before. They have to ensure that they are in compliance with the regulatory requirements of the Sarbanes-Oxley Act and the U.S. Securities and Exchange Commission. Their shareholders and the fi nancial community demand fi nancial performance, innovation, and penetration of new markets while, at the same time, these businesses battle the reputation of corporate greed, teetering between shareholder demands and social responsibility. 1. The Internet allows buyers to more easily educate themselves.As a result, they are more knowledgeable and demanding than ever, so they force sales professionals to be more thorough and to provide more proof of their claims. 2. Most organizations aim for maximum coverage with the fewest number of people. The sales process can be expensive. Though the sales process is a company’s primary source of revenue, companies often scrutinize costs associated with sales and cut corners in an attempt to hurry the process along. 3. Sales professionals often make pipeline and forecast commitments based upon their own optimistic opinion instead of listening to the buyer. With such pressure to perform, sales professionals are understandably in constant search of the silver bullet. They think: • If they meet with my executive, I will easily seal the deal. • Our latest solution will wow them! • Wait until they see the volume discounts I can offer! This one is in the bag. Silver bullet syndrome tricks the seller into believing that a brilliant presentation, an unbelievable success story, or a cool product feature will seduce the buyer into quickly closing the deal
  • You are a victim of silver bullet syndrome if: • You start each sales encounter with your standard solution pitch. Victims of silver bullet syndrome ignore the fact that each client is unique. Instead, they consider their solution better, faster, stronger, and sexier, not paying attention to how and whether it aligns with the buyer’s needs. • You start each sales encounter with your company’s story. Victims of silver bullet syndrome ignore the fact that the buyer likely has already done due diligence about your company. Instead, they spend valuable time bragging about their company’s accomplishments, which are old news, boring, and irrelevant. • You use lots of sales support resources, but you have little sales results. Experience shows that sales professionals who rely the most on support resources (people other than the salesperson who help sell the deal) are the least productive. These professionals are likely relying on shortcuts, hoping that the sales support team will sell the product or service on their behalf. The most productive sales professionals use the least resources because they spend time up front learning about the product, region, or service; setting and managing expectations; and qualifying the buyer. In short, they work harder than those who lean heavily and often on sales support resources. • You are in urgent mode, especially at month’s or quarter’s end. Sales professionals who dedicate all their resources to month- or quarter-end closing are in urgent mode, likely taking shortcuts and applying significant resources to meeting their quotas rather than following a well defined process, expending a great deal of effort at a time when it makes the least impact. Shifting the effort to the front end of the sales impact allows sales professionals to enjoy a greater impact. • You meet every buyer request with no trade in exchange for your services. Our clients are surprised to learn that the over-serve mentality is a silver bullet. Too often, sales professionals simply assume that if they give their buyers the world, the buyers will jump at the chance to give their business to the seller. The truth of the matter is this: the buying and selling process should not be mutually exclusive, and a seller should not give a buyer anything without asking for something in return. Asking for something in return provides a dual purpose: it not only moves the process along, but it also helps eliminate the buyer’s expectations of a discount. If a seller gives and gives without asking for anything in return, the seller unintentionally trains the buyer to ask for discounts. If the seller refuses, the buyer becomes outraged because the sales professional has changed the rules in the final lap. • You encounter surprises in the sales process. Victims of silver bullet syndrome rarely realize that their activities do not move them forward in the buying process. Instead, they assume that the buyer is at the same point in the process as the seller. Because this is rarely the case, silver bullet victims first assume that they know their buyers’ problems, offering solutions before their buyers ask for them. As the process continues, the sellers begin to feel as if their clients’ needs are never clearly communicated and are always changing. Because they do not validate that their activities will advance the buying process, these sales professionals experience surprises, such as forecast slippages.
  • Negative Effects of Silver Bullet Syndrome Consider the trickle-down effect of a silver bullet. In this very real example (illustrated in the following fi gure), imagine that your sales organization finds itself in a buyers’ market, meaning that buyers have more choices and can select from a larger group of sellers. You, as well as your competitors, are hungry for a sale. Because the buyer has many choices, you are in a highly competitive situation. The buyer has many choices and many solutions that might appear to work. As such, sellers must differentiate themselves from the competition or risk losing. Because the solutions look the same, and the sales cycle is aggravated by several indications that the competitor may be winning, the pressure to close the sale by quarter end is intense. In an effort to hurry the process along so that you can quickly win or take the lead, you attempt bold or desperate actions, looking for the silver bullet that shoots you ahead of the pack. When you release a white paper comparing your solution to the competition, you are sure that your silver bullet will prove that your solution has true appeal—even though it was delivered in a negative fashion. After all, you are conditioned to believe your solution is the best. This mother-andapple- pie devotion to your company might earn you points with the top cheese in your organization, but the truth is that your solution differs only slightly from the competitor’s. Many times, a silver bullet is used as a vehicle to instantly turn a negative situation into a positive one. In this situation, the white paper paid little attention to the worst possible outcome, failing to answer the question “Have I earned the right to compare my solution to the competition’s in a trusted way versus a negative way?” Instead, the silver bullet was used as a trick to gain a winning spot. But rather than move the process along, the white paper caused the buyer to panic. The buyer had not considered the elements discussed in your white paper. What else was it missing? Perhaps it needed to start over from scratch. The white paper succeeded only in transitioning the sales cycle from one of business value to one of fear, uncertainty, and doubt. The buyer is forced to reevaluate its considerations. Now the buyer is irritated. You have created chaos in the sales cycle with the white paper, and when the buyer began comparing the solutions, it realized the two choices were quite similar. And now your company’s character is called into question. You have confused the process and lengthened the sales cycle. As well, you have shifted the focus of the buyer away from solution value. The buyer now is forced not only to validate the solution value but also the integrity and character of each seller. In the end, you try to make up for the confusion by deeply discounting your solution. Sure, perhaps you engaged in all the recommended activities in the sales cycle. You could even say you went down fi ghting. Or perhaps you saved the deal with a discount. In the end, though, one way or another your silver bullet lengthened the sales cycle, shortchanged value, and left money on the table—all in an effort to take a shortcut. In this situation, you overlooked the buying cycle, instead trying to control the process with your sales cycle through a silver bullet (in this case, a white paper). You didn’t consider the negative impact when you analyzed it from the buyer’s perspective.
  • Product solution professionals: • They can intelligently discuss and represent the products and services they sell. • They have some awareness of other customers who have used their products and services. • They can articulate some basic business and financial benefits and points of impact offered by their product or service. The next category of sales professional—the perceived business solution professional—is more valuable to the buyer and is considered a problem solver. A business solution professional is more focused on value for the buyer. The differences in perception of the business solution professional over the product solution representative include the following: • They have a clear understanding of how buyers and businesses use their solutions. • They are credible when it comes to business discussions, and they exhibit strong business acumen. • They can help the buyers craft a business case for their solution. The strategic solution sales professional sits at the top of the pyramid because there are fewer of these in the sales industry. The relationships between strategic solution sales professionals and their buyers provide tremendous benefit to both vendor and buyer, but they don’t happen overnight, and they are hard to come by. A strategic solution sales professional: • Understands industry issues and challenges • Can help individual buyers understand business • Adds value to the buyer’s organization • Understands and can affect the buyer’s political infrastructure • Will strategize with a buyer, not for a buyer • Looks at short-, mid-, and long-term challenges and objectives that impact the buyer • Demonstrates exceptional communication skills • Might be promoted to an executive position Strategic solution sales professionals typically have a more developed ability to listen, internalize, and adjust on the fl y. They think in a business sense, not a product or solution sense, and they act in the same manner. As such, a buyer considers the strategic professional to be a trusted advisor. Without knowing which of these three categories she falls into, the salesperson cannot address any shortcomings the buyer might perceive. However if a salesperson knows how she is perceived, she can: (1) take measures to change her behavior and move up the pyramid and (2) accurately measure whether her behavior is working.
  • Evaluating Salespeople This CTR relates to the discussion on pp. 493-495. Evaluating Salespeople Sources of Information . Managers get information on sales force performance from several sources, including: The Sales Report. This is the most important source of information managers have on their salesforce. The Work Plan. This is submitted and describes the calls and routing for the coming week or month. Annual Territory Marketing Plans. These are outlines for building new accounts and increasing sales. Call Reports. These log sales calls and Expense Reports. These provide information on activity and expenses to be reimbursed. Formal Evaluation of Performance. Many techniques are used to evaluate sales force performance for formal company objectives, including: Comparing Salespeople’s Performance. Comparisons are helpful although many other factors influence performance such as differing conditions in each territory. Comparing Current Sales with Past Sales. Past sales help identify trends. Interpretation is needed to evaluate trends with company expectations. Qualitative Evaluation of Salespeople. These subjective evaluations look at a salesperson’s knowledge of the company, products, customers, competitors, territory, and tasks.
  • S: Despite what we might think, when we select for purchase a product of almost any description we follow a very predictable approach to this decision. R: From the base of “Unawareness”, the steps in this decision-making process are as follows: 1. Awareness (“A”) 2. Interest (“I”) 3. Evaluation (“E”) 4. Trial (“T”) 5. Usage (“U”) 6. Repeat usage (“R”) 7. Advocacy (“A”)
  • R: Review the Sanofi Aventis way of classifying customers. Notes: _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________
  • R: Purpose The important thing here is to show the necessity of different strategies for each prescriber even if they are going to prescribe the same drug . Content Try to get them to say what the different strategies might be. This will be dealt with later, but they will remember it all the better for having tried to answer the questions now! You can tell them it might be frequency of calls, different messages, different invitations to different symposia, meetings with Key Opinion Leaders. Presentation Fairly fast, but encourage them to think. “ aha ” “ Tailored strategy is going to make selling easier. ”
  • S: Based upon the analysis you have just completed (answering the 4 questions), you are ready to set some concrete objectives for your next call. Objectives are the result that you expect to see if you are successful. Your sales strategy and tactics should be appropriate to achieving the desired objective or result.   F: Objectives should be “ SMART ”: S = Specific M = Measurable A = Achievable R = Realistic T = Time-based
  • Take Notes Here

Selling for the long run Selling for the long run Presentation Transcript

  • SELLING FOR THE LONG RUN
  • WHAT DO YOU THINK ABOUT THIS ?
  • WHY IS SELLING SO HARD?
    • People buy from
      • People they like
      • People they like and trust
      • People who have the best solution even if they don’t like them
    SELLING FOR THE LONG RUN by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 2011
  • NEW WORLD OF SELLING
    • buyers buy from salespeople who are likeable, trustworthy, and willing to take care of the buyer’s needs, with the latter trumping all
    SELLING FOR THE LONG RUN by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 2011
  • THE PROBLEM OF SILVER BULLET SYNDROME SELLING FOR THE LONG RUN by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 2011
  • SYMPTOMS OF SILVER BULLET SYNDROME
    • Start each sales encounter with your standard solution pitch
    • Start each sales encounter with your company’s story
    • Use lots of sales support resources, have little sales results
    • Urgent mode, especially at month’s or quarter’s end
    • Meet every buyer request with no trade in exchange for your services
    • Encounter surprises in the sales process
    SELLING FOR THE LONG RUN by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 2011
  • TRICKLE-DOWN EFFECT SELLING FOR THE LONG RUN by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 2011 Buyers’ Market Highly Competitive Situation Desperate Actions White Papers Uncertainty & Doubt Lengthened Sales Cycle Questions of Your Character Questions of Your Character
  • SALES MANAGEMENT TRENDS From To Transactions Relationships Local Global Management Leadership Individuals Teams Sales Volume Sales Productivity
  • THE TWO CRITICAL QUESTIONS
    • “ What Happened in Your Business That Triggered Your Need for a Solution?”
    • “ What Do My Prospects, Buyers, and Customers Think About My Solution, My Company, and Me?”
    SELLING FOR THE LONG RUN by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 2011
  • CATEGORIZING SALES PROFESSIONALS THE BUYER’S VIEW SELLING FOR THE LONG RUN by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 2011
  • DO SUCCESS CHARACTERISTICS DESCRIBE YOU? FUNDAMENTALS OF SELLING: CUSTOMERS FOR LIFE THROUGH SERVICE Published by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 1221
  • SPELL SUCCESS WITH 4 S’S—SSUCCESS FUNDAMENTALS OF SELLING: CUSTOMERS FOR LIFE THROUGH SERVICE Published by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 1221 Love of Selling S ervice to Others S tamina for the Job S ales Knowledge E xcels at Strategic Thinking Personal C haracteristics C ommunication Ability U se of Golden Rule
  • INTEREST IN SERVING THE CUSTOMER IMPROVES AS OUR SELF-INTEREST DECREASES FUNDAMENTALS OF SELLING: CUSTOMERS FOR LIFE THROUGH SERVICE Published by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 1221
  • WORLD CLASS SALES FORCE
  •  
  • SOCIAL, ETHICAL, AND LEGAL (SEL) FUNDAMENTALS OF SELLING: CUSTOMERS FOR LIFE THROUGH SERVICE Published by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 1221
  • SALES JOBS AND THE DISTRIBUTION CHANNEL SELLING: BUILDING PARTNERSHIPS Published by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc 2011
  • SALES JOBS AND THE DISTRIBUTION CHANNEL
  • EVALUATING SALES PEOPLE
  • Steps of effective Selling Process Prospecting & qualifying Pre-approach Approach Presentation & demonstration Handling objections Closing Follow-up Identify qualified potential customers Learn as much as possible about customer Make a relationship Tell the product “story” & focus on customer benefits Overcome customer objections Ask for an order To insure customer satisfaction & repeat business
  • ADOPTION PROCESS Awareness Interest Evaluation Trial Repeat Usage Advocacy “ AIETURA” Usage Unawareness
  • TARGETING Low High Low High Potential Adoption A B C WP BP3 BP2 BP1 Brickwall NT
  • PROCESS ALLOCATION RESOURCES Low High Low High Potential Adoption
    • Conquer
    • XX Details
    • XX Samples/Detail
    • $XXXX for PR Event
    • Message…
    • Defend
    • XX Details
    • XX Samples/Detail
    • $XXXX for PR Event
    • Message…
    • Maintain
    • XX Details
    • XX Samples/Detail
    • $XXXX for Mailings
    • Message…
    • Watch
    • XX Details
    • No Samples
    • Message…
    A B C NT
  • S.M.A.R.T. SALES OBJECTIVES
    • S
    • M
    • A
    • R
    • T
  • ALWAYS BE PREPARED BEFORE THE CALL
    • Know your product inside out.
    • Be knowledgeable about this industry.
    • Know your competition
    • Know the basics of the customers needs.
    • People in common.
    • Believe in yourself, your company, and product or DON’T be there.
  • POST SALE
    • Service, service, service.
    • Know your company’s ability
    • Don’t ever oversell
    • Call and write.
    • Creative thanks.
    • Visit again soon after product delivery.
  • TOP TEN TASKS IN A PHARMACY CALL
    • Establish and maintain good relations with pharmacy personnel  
    • Promote your products to all pharmacy personnel
    • Obtain information on Customer who use a lot of Competition
    • Merchandising, clean merchandise
    • Stock inventory
  • TOP TEN TASKS IN A PHARMACY CALL
    • Verify best selling products of the competition and identify Customer who prescribe them
    • Organize Contests and Activities to motivate clerks to recommend your products
    • Teach Pharmacy Clerks on How to Dispense your Products
      • Adequate Dosage
      • Indications and Precautions
      • Level of Expectations
      • Side effects and how to manage them
  • TOP TEN TASKS IN A PHARMACY CALL
    • Obtain information on the prescribing habits of customers in the area and seek out new customers with highest prescribing potential.
    • Find out activities of competition, special offers in the pharmacy, special promotions in the territory, new product launches and impact of new launches
  • BUSINESS & RELATIONSHIPS Depth of Personal Relationship Breadth of Business Issues Knows your service offerings Knows the right resources to bring to the table Knows the client’s business and subtleties Is seen as a Trusted Advisor Adapted from: The Trusted Advisor The more you understand the client’s business and sell them products and services, the closer you get to being a trusted advisor
  •