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Consultative selling
This document provides an agenda for a sales training seminar. It discusses moving from dysfunctional selling to consultative selling by understanding client needs and building trust. It also covers topics like understanding personality types, negotiation tactics, overcoming objections, asking questions, and focusing on value rather than price. The goal is for salespeople to become trusted business advisors by adapting to clients and building long-term relationships.
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Consultative selling
- 1. CONSULTATIVE SELLING TheGood The Bad … and the Salesperson
- 2. Agenda Look athow negotiation started Identify why we negotiate Establish personality types Confidence Planning to negotiate Tactics Closing
- 3. What do YOUwant to get out of today? Ask the question!
- 4. What Don’t YouLike About Sales People What Do You Want In Your Salesperson
- 5. Dysfunctional Selling hasled to Dysfunctional Buying
- 6. What does yourclient really want?
- 7. “ A salesman? Tell him I’m too busy – we have a battle to win!”
- 8. What makes agood salesperson? Understand self Understand others Adapt and connect BECOME A TRUSTED BUSINESS ADVISOR
- 9. Selling Process RapportAdapt and connect with the person/people Relationship Build trust and credibility by asking appropriate questions and listening Result Match product/service to identified needs
- 10.
- 11. The Four HumoursMelancholic Choleric Phlegmatic Sanguine
- 12. Psychological Preferences Introversion – Extraversion how we react to inner & outer experiences Thinking – Feeling how we make decisions Sensation – Intuition how we take in & process information Carl Gustav Jung 1875-1961
- 13. The Insights -Colour Energies Competitive Demanding Determined Strong-willed Purposeful Driver Sociable Dynamic Demonstrative Enthusiastic Persuasive Expressive Caring Encouraging Sharing Patient Relaxed Amiable Cautious Precise Deliberate Questioning Formal Analytical
- 14. On a badday… The Insights - Colour Energies Aggressive Controlling Driving Overbearing Intolerant Excitable Frantic Indiscreet Flamboyant Hasty Docile Bland Plodding Reliant Stubborn Stuffy Indecisive Suspicious Cold Reserved
- 15.
- 16.
- 17. Tonal Clues Clear,business-like, challenging and possibly abrupt Soft, sincere and interested. Pauses before answering Loud with enthusiastic tonality. Smiles and expression Quiet and uninflected. Relatively slow delivery which may trail off
- 18. Sales Abilities (and your Demons too!) Focussed and Reliant Handling Objections Closing Creating Urgency Getting Appointments Setting Clear Targets Persuasion Creating Opportunities Visualisation Forgets about the Relationship Impatient Forces Quick Decisions Overbearing Encouraging Big Picture Motivation Flexibility Enthusiastic Presentation Building Trust Long Term Relationships Maintaining Contact Listening Understanding of Needs Clarifying Details Time Planning Loses Focus on Objective Dislikes Objections Dislikes Strict Targets Hates Rejection Meeting Concerns Researching Accuracy & Organisation Questioning Minimising Risk Database Management Fails to Inspire Too Formal Lack of Excitement Hung up on Process Too Fast Paced Not Prepared Follow ups forgotten Talks too much
- 19. Prime Commercial RealitiesMake More Money Save More Money Save More Time/Increase Efficiency Comply with laws
- 20. Business Issues –the full list: Problems Goals Any early solution/answer (including their own) is potentially without value
- 21. Yes The sunA Ford Mondeo Your brother 9 1/2 centimetres 5 24% Absolutely not Steak and chips Around 620,000 per year Alex Jarmolkeiwich MC 2 If these are the ‘answers’ - what’s missing?
- 22. SALESSUCCESSISNOWHERE woman withouther man is worthless
- 23. SALES SUCCESS ISNOW HERE Woman. Without her, man is worthless
- 24. SALES SUCCESS ISNOWHERE Woman, without her man, is worthless
- 25. They smashed intoa bank… … and stole £100,000 … and the boat was a write off
- 26. QUESTIONS… High qualityenquiry leads to high quality solutions
- 27. Dare You GoIn Naked!
- 28. How’s Business? Tellme more… What do you mean by…? What’s the impact of that? Where does it show up? Who else is affected (would they agree?) How do you measure this? What is it now? What should it be? What is the difference in £? Andy’s Top Ten Questions
- 29. Return on InvestmentPrice Cost Fee Rate vs. Value
- 30. PRICE vs VALUEPrice = what it costs Value = what it’s worth ACE 953
- 31. Not INVOICE: To:Hitting machine with hammer. £1 To: Knowing where to hit. £699 TOTAL: £700
- 32. Customer Care… Aconversation
- 33. Overcoming Objections SLOWDOWN! OK go ahead No sale here (today)
- 34. If you seeit, say it
- 35. Initial Purchase Up-purchaseCross-purchase Frequency Longevity Referral Lifetime Customer Value £10 £15 £10 X 10 5 years £!!!
- 36. The Power ofReferrals 67,108,864
- 37. BE BRIEF, BEBRIGHT, BE GONE!
- 38.
- 39. SHOW ME YOUCARE!
- 40. GIVE ME THEDETAILS!
- 41. The Golden RuleSELL unto others as you THEY would be sold unto
- 42.
- 43. CONSULTATIVE SELLING TheGood The Bad … and the Salesperson
Editor's Notes
- #9 Negative reactions to sales people; WHAT MAKES A GOOD SALES PERSON? – andy – are we doing this here or earlier on? What are the attributes required? Write up on flipchart. Andy – we had both flip charts up so we could compare and use during the programme Positive attitude Honesty & Integrity Product and industry knowledge Personal organisation Communication ability Questioning skills Listening skills Focus Understanding & awareness Ability to present and propose Persuasion & influencing skills Reliability Follow through Self evaluation Why are these important? What might happen if these skills/attributes were NOT present? Understand yourself Understand Others Adapt and connect Exercise – work in pairs think of a successful client relationship and one where not so good: Are we introducing the effective sales overview for self assessment at this point? Identify what the biggest concerns are – share with group – list and group What ’ s the hardest part of being a sales person for you? Business development dialogue – free flow of flow/meaning – communication skills -EQ Our ability to create environment where clients can think, feel and believe to be true IQ – intellectual – rigorous analysis from a businesses perspective what would add value Need both dimensions – blend – hard questions in a soft way – awareness of what's possible and choices in how to effect these in a mutually benefit way High IQ/low EQ – arrogant and irritating – short life span in relationship High EQ/low IQ – great facilitators ideas, - felt good now what – not enough applied intelligence - how to push them to the next level What causes clients to open up or close down Intent mean more than technique – to you – get done too – feels like when using technique or no technique. Fright/flight /freeze – if question not safe – person will not hear the question Technique – e.g closes – transparent No ability to think through what I want – what information do I need to make an informed decision Questions – biggest determinant – our intent- frame of reference – sub conscious decision – are you helping me or you Before going through the door get intent right – don’t leave intent to chance – take conscious control – hear it feel it then execute it Target/goals/quota – drives us away from our intent – so when we walk through the door – its how can we make the sale! Intent transparent – don’t do it! The more important it is to make the customer more successful – will generate the business – targets etc. Perfect sales person – absolutely nothing to sell – unbiased approach - understand client need with no predetermined need – the ideal – how do we get close to this – check our ego at the door – it will defend position/ posture/act in a way to gain acceptance and approval and run away from rejection – concentrate on the needs of the clients Perfect approach Fearless – nothing to lose Flexible – not attached to the one approach – move any way Fun – outcome of the above
- #12 Hippocrates was born around 460BC Known as the father of modern medicine – was the first to dismiss the belief that illness was caused by curses, evil spirits or the will of the gods – but by physical problems with the body itself He was also the first to theorise that thoughts and feelings came from the brain and not the heart He also was the first to notice that people had different behavioural traits – which he believed were caused by excesses of bodily fluids. Nothing of Hippocrates writings survive but his work was taken and expanded on by Aristotle and Plato and eventually by a Roman physician called Galen, (AD 190) who came up with the ‘choleric’, ‘sanguine’ etc labels. The Four Humours theories were still believed up until the 1840’s (1865 in America) and blood letting, emetics, blistering, purges etc were used to treat illnesses by attempting to address imbalances in the humours. Human Behaviour Hippocrates saw a basic four behaviours which were adopted and described as Choleric, Sanguine, Phlegmatic and Melancholic. He also grouped together the types of behaviour that these types of people could be predicted to show. Jung the psychologist picked up on these behavioural types and studied them carefully and it is his work on which the colour model is based. Which type are you? Fiery Red? Sunshine Yellow? Earth Green? Cool Blue? Or perhaps you see yourself as a combination? Whichever you are – recognise that your clients may be another type altogether – making their behaviour and reactions very different to your own.
- #14 Issue four colour cards Delegates to place in order.
- #15 Hippocrates was born around 460BC Known as the father of modern medicine – was the first to dismiss the belief that illness was caused by curses, evil spirits or the will of the gods – but by physical problems with the body itself He was also the first to theorise that thoughts and feelings came from the brain and not the heart He also was the first to notice that people had different behavioural traits – which he believed were caused by excesses of bodily fluids. Nothing of Hippocrates writings survive but his work was taken and expanded on by Aristotle and Plato and eventually by a Roman physician called Galen, (AD 190) who came up with the ‘choleric’, ‘sanguine’ etc labels. The Four Humours theories were still believed up until the 1840’s (1865 in America) and blood letting, emetics, blistering, purges etc were used to treat illnesses by attempting to address imbalances in the humours. Human Behaviour Hippocrates saw a basic four behaviours which were adopted and described as Choleric, Sanguine, Phlegmatic and Melancholic. He also grouped together the types of behaviour that these types of people could be predicted to show. Jung the psychologist picked up on these behavioural types and studied them carefully and it is his work on which the colour model is based. Which type are you? Fiery Red? Sunshine Yellow? Earth Green? Cool Blue? Or perhaps you see yourself as a combination? Whichever you are – recognise that your clients may be another type altogether – making their behaviour and reactions very different to your own.
- #20 Ask delegates what a business is PRIMARILY interested in doing. Any activity is either able to be positioned under one of these headings – or is the privilege of an already profitable business. i.e. develop their staff, (why?), so that morale will increase, (why is that important?), we want a happy place to work in (what effect will that have on the business? Less staff turnover (saving cost), more effective people (more money in), higher commitment (efficiency) etc etc.
- #21 Negative reactions to sales people; WHAT MAKES A GOOD SALES PERSON? – andy – are we doing this here or earlier on? What are the attributes required? Write up on flipchart. Andy – we had both flip charts up so we could compare and use during the programme Positive attitude Honesty & Integrity Product and industry knowledge Personal organisation Communication ability Questioning skills Listening skills Focus Understanding & awareness Ability to present and propose Persuasion & influencing skills Reliability Follow through Self evaluation Why are these important? What might happen if these skills/attributes were NOT present? Understand yourself Understand Others Adapt and connect Exercise – work in pairs think of a successful client relationship and one where not so good: Are we introducing the effective sales overview for self assessment at this point? Identify what the biggest concerns are – share with group – list and group What ’ s the hardest part of being a sales person for you? Business development dialogue – free flow of flow/meaning – communication skills -EQ Our ability to create environment where clients can think, feel and believe to be true IQ – intellectual – rigorous analysis from a businesses perspective what would add value Need both dimensions – blend – hard questions in a soft way – awareness of what's possible and choices in how to effect these in a mutually benefit way High IQ/low EQ – arrogant and irritating – short life span in relationship High EQ/low IQ – great facilitators ideas, - felt good now what – not enough applied intelligence - how to push them to the next level What causes clients to open up or close down Intent mean more than technique – to you – get done too – feels like when using technique or no technique. Fright/flight /freeze – if question not safe – person will not hear the question Technique – e.g closes – transparent No ability to think through what I want – what information do I need to make an informed decision Questions – biggest determinant – our intent- frame of reference – sub conscious decision – are you helping me or you Before going through the door get intent right – don’t leave intent to chance – take conscious control – hear it feel it then execute it Target/goals/quota – drives us away from our intent – so when we walk through the door – its how can we make the sale! Intent transparent – don’t do it! The more important it is to make the customer more successful – will generate the business – targets etc. Perfect sales person – absolutely nothing to sell – unbiased approach - understand client need with no predetermined need – the ideal – how do we get close to this – check our ego at the door – it will defend position/ posture/act in a way to gain acceptance and approval and run away from rejection – concentrate on the needs of the clients Perfect approach Fearless – nothing to lose Flexible – not attached to the one approach – move any way Fun – outcome of the above
- #31 If you show someone a training course and they say – “That’s Expensive”. You must find out to what are they comparing.
- #32 If you show someone a training course and they say – “That’s Expensive”. You must find out to what are they comparing.
- #36 This is customer service. You are developing a relationship. Appropriate contact may be to the client’s preference. Whenever possible, take responsibility for the next contact.