2. 2
The Sales Improvement Process
• The Sales Performance Improvement process has been designed for you. It has
been designed to give you the tools you need to provide both you, your
customers and your prospects with superior results.
•This presentation is divided into sections by the types of customers you may
have contact with. It contains a variety of questions you will need to review prior
to making a sales call (Pre-call planning).
3. 3
Sales Performance Improvement Process
Follow these steps:
1. Go to the slide with the type of customer (TMO) you will be calling upon. Review the questions that
you will need answers to before you make the sales call and before you present any product solutions.
The questions have been designed to ensure that you uncover all the customer needs( a customer’s
desire to improve or accomplish something), for that specific customer type.
When you make the sales call you need to make sure that:
i. You and the customer have a clear understanding of the needs
ii. You have a complete understanding of all the needs
iii. You and the customer understand why the need is so important
2. Plan the call by determining how you will open the call:
Before you make the sales call determine how you will use these steps:
i. Propose an agenda
ii. State the value of the agenda to the customer
iii. Check for acceptance
3. After you make the call, review the sales call by checking the following:
If you answer “yes” to all questions below, go to Step 4 to prepare for a presentation.
i. Do you understand the customer type (TMO)?
ii. Did you make an opening statement?
iii. Did you ask the questions needed?
iv. Did you get all the information required (needs) to make a presentation?
v. Is the customer open to a presentation?
Instructions:
4. 4
Sales Performance Improvement Process
Follow these steps:
4. Prepare your Presentation
When you make the presentation make sure that:
i. The presentation contains brochures as leave behinds that meet the customers needs
ii. You present features and benefits of your product or service
iii. You use the appropriate brochures that support your recommendation
iv. You include testimonials or project case histories if the customer is skeptical
Instructions continued:
“How about I contact the store nearest you and have a 5 gallon pail of our Lifemaster tinted for you to
try?”
“If you arrange for your crew to meet me at the job site, at 2:00 p.m., I will demonstrate this spray
equipment. If they like it, I will process the order for 2 units. How does that sound?”
“Based on the labour savings you have seen, why don’t we proceed with the primer for your new
project? What time shall I have it ready for your foreman to pick up?”
5. This Step is simple. ASK FOR THE ORDER! See sample questions.
5. 5
PAINTING CONTRACTOR
Information to be gathered when calling on various customers
The following pages contain information that should be gathered on
the first visit. This list should be added to, updated and refined once a
relationship has been established with the customer.
6. 6
PAINTING CONTRACTOR
What? Why?
What Type of Work Do They Need?
• Interior / exterior?
• New build?
• Refurbishment?
• Planned maintenance?
• Use of colour / colour scheming?
• Unusual / problematic substrates?
Allows rep to offer relevant products and
propositions.
Presents opportunity to sell specialty and
high margin products.
Presents opportunity to sell added-value
services (e.g. colour scheming).
What Type of Customers Do They Work With?
• New house builders?
• Property management?
• Commercial?
• Industrial?
• Public institutions?
Highlights particular issues and constraints
that the contractor may encounter, e.g.
• Health and safety
• Tendering processes
• Speed of turn-round
• Need for low odour products
What Do They Use?
• What types of paint or sundries do they use?
• Which brands do they use?
• Any specialist coatings used?
• Have they tried Dulux products?
• What did they think?
• How do they apply it? (brush/roller/spray)
Allows rep to identity sales opportunities
for particular products and build a profile
of the customer in terms of product use.
7. 7
PAINTING CONTRACTOR
What? Why?
How much Paint Do They Use?
• How many painters do they have?
• Does this vary across the year?
• What are their annual paint purchases?
• How is this split by product type?
Allows rep to identify potential sales and
margin and prioritize the customer
accordingly.
With an existing customer, it allows rep to
determine current market share and
untapped potential.
Likes / Dislikes
• Currently used products
• Current supplier
• Current supply / purchase arrangements
• Paint Failures
Provides a benchmark against which the
rep has to position his offer.
Identifies potential competitor
weaknesses that could be exploited.
How Do They Buy?
• Where do they buy right now?
• What payment arrangements do they have?
• What delivery arrangements?
• Likes and dislikes about current supplier?
Highlights opportunities to compete.
Identifies the “pain” in order to overcome
indifference to change.
8. 8
PAINTING CONTRACTOR
What? Why?
Organization Structure?
• How is the company run?
• Is there more than one boss?
• If so, who makes decisions about what?
• Do they have project managers?
• Who decides on paint purchase policy?
• Who should be the regular point of contact?
• Who else do we need to know?
Allows the rep to prepare an Account
Development Plan. This is especially
important for larger accounts with
multiple decision-makers where it is
necessary to build up a “network of
influence” within the client’s organization.
Upcoming Contracts?
• Any contracts recently won?
• Any going through the tendering process?
• Any new customers recently acquired?
• Size, value and product requirements of
these contracts?
Allows rep to gauge how busy the
contractor is, leading to short-term sales
potential.
Provides opportunity to add value by
helping contractor with tendering process.
e.g., providing product information.
Provides opportunity for cross-fertilization.
E.g., a hotel being called on by the rep,
and the contractor doing the work for the
hotel.
Future Plans?
Any plans for growth, expansion, acquisition or
other change?
Provides continuously updated picture of
customer potential and viability.
9. 9
INSTITUTION/COMMERCIAL
Information to be gathered when calling on various customers
These questions apply to customers who primarily have a requirement
for on-going maintenance. They could also apply to government
offices or private, commercial premises such as hotels or offices.
10. 10
INSTITUTION/COMMERCIAL
Institution Commercial
• Hospitals
• Schools
• Churches
How do they organize building maintenance?
• Do they use a painting contractor?
• Which one(s)?
• Do they have their own labour?
• Do they use a facilities management
company?
• Do they have a planned maintenance cycle?
If so, how long is the cycle?
• When will they next be carrying out work?
Highlights opportunities.
Alerts rep to contractors the may need to
visit.
Helps to gauge the size of the opportunity.
• Hotel & Motel
• Offices
• Stores & Warehouses
• Apartments / Condos
What? Why?
What work is usually required?
• Interior/exterior
• Occupied rooms (classrooms, bedrooms,
wards)
• Commercial areas (corridors, stairways,
assembly rooms)
• Substrates (drywall, trim, timber,
masonry?)
• Size of areas?
Highlights needs for various products.
Allows opportunity to be refined by
product type.
11. 11
INSTITUTION/COMMERCIAL
Are there any special requirements?
• Corporate / standard colours?
• High wear?
• Low odour?
• Fire-retardant?
• Difficult substrates?
• Legislation or quality standards?
Opportunity to introduce / showcase
special products – either directly to the
customer, or to their preferred contractor.
What? Why?
Most recent work done
• What work have they done recently/in
the past?
• Who did it?
• What products were used?
• Likes/dislikes
Allows rep to identify sales opportunities
for particular products and build a profile
of the customer in terms of product use.
What products do they use?
• Paint
• Blinds
• Carpet
• Wallpaper
• Brands
Allows rep to identify sales opportunity for
particular products and build a profile of
the customer in terms of product use.
12. 12
INSTITUTION/COMMERCIAL
Likes / Dislikes
• Currently used products
• Current supplier
• Current supply / purchase arrangements
• Paint Failures
Highlights opportunities to compete.
Identifies the “pain” in order to overcome
indifference to change.
What? Why?
How do they buy?
• Where do they buy right now?
• What payment arrangements to they
have?
• What delivery arrangements?
• Likes and dislikes about current supplier?
Provides benchmark against which rep has
to position his offer.
Identifies potential competitor
weaknesses that could be exploited.
Organization Structure
• Who is responsible for maintenance?
• How do they select suppliers?
• Are there other third-parties involved in
decision-making? (e.g. Government
procurement office.)
Allows rep to prepare an Account
Development Plan, deciding who they
need to call on, and how often.
13. 13
INSTITUTION/COMMERCIAL
Future Plans
• Are there any plans for growth, expansion or
change?
• Are there any immediate needs?
Highlights opportunities to get in early
with new projects (e.g. a new building).
What? Why?
14. 14
OWNER / SPECIFIER
Information to be gathered when calling on various customers
These questions apply mainly to opportunities where the building is
new. It could include private commercial or residential buildings, such
as hotels, condos or office buildings, or industrial premises.
15. 15
OWNER / SPECIFIER
Who will do the work?
• Has a painting contractor been appointed?
• If so, who is it?
• If not, when will this happen and what will be
the process?
Allows rep to target nominated contractor,
or provide info to other reps if
appropriate.
Provides opportunity for rep to give a “tip
off” to existing contractor customers who
might want to tender for the work.
What? Why?
What work is required?
• Interior / exterior?
• Substrates (drywall, trim, timber,
masonry?)
• How many units / rooms?
• Size of areas?
Allows rep to size the opportunity and
draw conclusions about product-mix and
potential margin opportunity.
Are there any special requirements?
• Corporate / standard colours?
• High wear?
• Low odour?
• Fire-retardant?
• Difficult substrates?
• Legislation or quality standards?
Provides scope for presenting a
competitive proposition based on
specialty products.
Allows rep to “add value” by talking in
terms of customer’s needs.
16. 16
OWNER / SPECIFIER
Specification / Decision-Making Policy
• What Brands/Products does the customer
usually specify?
• Are current decisions regarding suppliers “set
in concrete” or is there scope to reverse them?
• If not reversed, will they accept equivalent
products?
• Who is involved in the decision-making
process?
• Who are the specwriter(s), designers
involved?
• Who else might we need to get to know / be
aware of?
• What is important to you as a specifier Re:
Their project?
• What is important to your client RE: Their
project?
• What information do you have regarding my
company?
Allows rep to asses the viability of the
customer.
Provides information needed to prepare
an Account Development Plan.
What? Why?
17. 17
OWNER / SPECIFIER
Timescales
• When is the building due to be
completed/handed over?
• What are the timescales for different stages
of the project?
• Are there any deadlines for submission of
tenders or appointment of suppliers?
Helps with business planning and provides
input into account development planning.
What? Why?
