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Consultative Selling Workshop
The document outlines consultative selling strategies aimed at enhancing sales effectiveness through deep understanding of customer needs and skills in negotiation and objection handling. It emphasizes the importance of data-driven decisions, model II behavior, and practical tools like relationship matrices and account planning tools to manage territories effectively. Key components include advancing the sale rather than closing every interaction, focusing on high-leverage accounts, and continuous feedback and adjustment in sales tactics.
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Consultative Selling Workshop
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- 2. Slide 2 Objectives Conductcomprehensive analysis of key buyers in every account. Employ more consultative selling techniques. Use better tools to get information about customer needs, and to give information that is highly relevant to those needs. Better deal with objections to Company and its products. Negotiate more skillfully. Understand the value and uses of Model II Behavior. Be able to apply new skills and tools to real customer situations. Use practical tools to help you and your TMs manage your customers and territories more effectively: Relationship Matrix Account Planning Tool Buyer Influence Analysis Worksheet
- 3. Slide 3 Overall Goals Targeted Accounts – Target High Leveraged Accounts – Strategically and Tactically Plan to Advance the Sale in these Accounts – Penetrate these Accounts with Strong Listening, Questioning, and Problem Solving Skills – Close these with Win/Win Agreements Model II Behavior – Making Informed Decisions based on valid, illustrated data – Working hard (questioning, probing, analyzing) to get that valid, illustrated data
- 4. Slide 4 Your Territoryis Your Business What are the qualities of a Business Leader? Focused on Key Success Factors Detailed Planning Targeting Leveraged Opportunities Focused Objectives Obtain Depth of Information and Customer Needs Appropriate Use of Currencies Win/Win Agreements Measured Results Corrective Action
- 5. Slide 5 Your Territoryis Your Business What are the qualities of a Business Leader? Spends Time Highly Focused on High Leveraged Opportunities Spend Your Time with Accounts that have Large Payoff Creative Approach to Get Those Accounts to Commit and to Close Uses Data as a Competitive Advantage Know What Currencies to Use Measures Actions and Results Looks for Windows of Opportunity in the Data
- 6. Slide 6 Leadership How theBest See Themselves Their most important trait is in how they see themselves; Self-Employed: You are your own boss. If something’s wrong, it is first up to you to challenge yourself and to change it. A Product Consultant: Your job is not just to sell, it is to identify & solve customer needs & problems. A Business Consultant: Examine the account, give a diagnosis & present solutions.
- 7. Slide 7 Leadership How theBest See Themselves Their most important trait is in how they see themselves; A Strategic-Thinker: You have specific goals & plans. You need to know what you must accomplish & what must be done, and how to measure the results. Results-Oriented: You don’t want to waste time. You choose actions that will lead to results. The Best: You have decided that you are the best, and you will continue to be the best. This decision affects everything you do.
- 8. Slide 8 Theories inAction Theories in Action determine all human behavior and action Governing Values Action Strategy Consequences Double Loop Learning Single Loop Learning Double Loop Learning is the more effective way of making informed decisions about the way we design and implement action
- 9. Slide 9 Theories inAction Espoused Theories Beliefs Attitudes Values Theories in Use Actual Behavior Action Maps Unconscious Causalities Mismatch • Threatened • Embarrassed • Loss of Control Actions, Policies, Practices • Cover-up • Avoid/Deny • Lie • Anger • Rationalize • Defensiveness Why??? Protect: • Competence • Self-Confidence • Self-Esteem • Position
- 10. Slide 10 Initial RolePlay How to Assess Yourself • Took the time to listen and understand before responding or trying to offer solutions. • Used strong active listening skills and asked open yet specific questions that clarified the underlying needs, values, desires of the customer.
- 11. Slide 11 Consultative SellingDefinition Consultative Selling defined: Process builds on belief that uncovering buyer needs on all levels - economic, technical, personal, organizational - and meeting those needs will drive buying decisions. Strengths Balances Company product/service line with real customer needs. Understands and gets critical customer needs and data, both for total account and for individual buying influences. Gears all product and concept information to account/individual needs. Tends to ask great questions. Exhibits Model II Behavior Traps Can sometimes miss obstacles generated by personal buyer issues. Model II Behavior can overcome this trap.
- 12. Slide 12 Advancing theSale The goal of customer interactions is not to close every time The goal is to “Advance the Sale” “Advancing the Sale” means moving the customer closer and closer to higher utilization by better understanding their needs, and showing them how Company products meet those needs. Effectiveness depends on: Your knowledge of the business/industry/customer Your ability to build and maintain relationships Your skills in matching Company product/service benefits to real customer needs
- 13. Slide 13 1. Whatthey SAY • Price reduction • “Done the analysis” • “Got to reduce expenses” • “Everyone’s doing it” 2. What they MEAN • Fear of Change (Try to understand what is behind this fear) • Too Much Work to Look at Long Term Value (Try to determine why they feel this way) • Loyalty to competitor (What is the reason; what do they like) • Insecure in that they do not fully understand either financial implications and/or long term value (Do not threaten them; look for a deeper need and go after that) 3. Their REAL NEEDS (Probe to find this out; Match Currencies to Needs; Look for Currency Exchange) • What to be a hero • Want to achieve a specific goal • Want to be recognized • Want the org to be more efficient, effective • Want the org to be in line with budget • What to grow professionally • Look for an alternative access/entry point: • Operations • Sales • Admin 4. Alternatives Don’t Assume Don’t React… This is a PROCESS, NOT an Event
- 14. Slide 14 Ladder ofInference I take Actions based on my beliefs I draw conclusions Make Assumptions based on the meanings you added Add meanings to the data Select Data from what you observe
- 15. Slide 15 Key SalesSkills Required To Move Customers Through A Sales Cycle Information - Giving Behaviors Statements to positively position Company appropriately. Clinical and economic data that supports increased product utilization. Statement to respond to objections. Next step proposals.
- 16. Slide 16 Key SalesSkills Required To Move Customers Through A Sales Cycle Information - Getting Behaviors Account utilization data. Climate Building Skills. Skills in uncovering and prioritizing customer needs: Questioning Skills. Skills in uncovering and prioritizing customer needs: Listening Skills. Skills in surfacing objections and responding to objections.
- 17. Slide 17 Difficulty inChanging from Model I to Model II People are skillfully incompetent We are unaware of both our mismatches and our incompetence Model I behaviors are taken for granted, used skillfully, and constantly reinforced People often see Model I behaviors as caring and supportive Hard to change what comes naturally
- 18. Slide 18 Model ICharacteristics Model I Governing Values – Achieve your intended purpose without examining or validating what you are doing or why – Be in Control – Maximize winning, minimize losing – Suppress/avoid negative feelings Operationalised by: – Unillustrated attributions and illustrations: “I see you are ____”; “You are always ____.” “Obviously;” “I assume” – Advocate courses of action which discourage inquiry: “The numbers aren’t important, I have a feeling.” – Treat one’s views as “obviously” correct. – Face-saving moves by leaving potentially embarrassing facts unstated. Consequences – Defensive relationships – Assumptive behavior – Dysfunctional communication – Reduced production of valid information – Distortion of Reality – Little learning
- 19. Slide 19 Model IICharacteristics Model II Governing Values – Validate information before acting on it – Making informed choices based on credible, well-thought our information, no matter how threatening – Vigilantly monitor choices to correct errors (internal commitment) – Engage embarrassment and threats Operationalised by: – Attribution and evaluation illustrated with hard data – Surfacing conflicting views and inconsistencies – Encouraging public testing of evaluations Consequences – Minimally defensive relationships – Quality decisions and actions – Increased likelihood of learning
- 20. Slide 20 Defensive Reasoning Premises you develop to support causal explanations are tacit and/or soft The inference process by which you go from your premises to your conclusions is also tacit Very vehement and defensive about your claims, offended by or will rationalize a call for validation Blame others or the environment, thus absolving self Look to others who will reinforce your Defensive Reasoning “If my behavior is driven by my not wanting to be seen as incompetent or weak, this may lead me to hide things from myself and others, in order to avoid negative feelings.”
- 21. Slide 21 Productive Reasoning Premises you develop is based on valid, confirmed information You can illustrate a basis for your inferences Conclusions based on informed choice Data used is hard data Evaluate choices for potential correction and adjustment “If my behavior is driven by wanting to be competent, this may lead me to encourage honest evaluation of my behavior by myself and others.”
- 22. Slide 22 Content vsContext Content – The words you use; sentences and paragraphs – The words you use: unconsciously ineffective “Obviously…” “Always…” “Never…” “We think…” Context – Tone/Speed/Volume – Non-verbals – Extra-verbals – Location – Timing
- 23. Slide 23 Theories inAction Theories in Action determine all human behavior and action Governing Values Action Strategy Consequences Double Loop Learning Single Loop Learning Double Loop Learning is the more effective way of making informed decisions about the way we design and implement action
- 24. Slide 24 Territory Strategy Account Targeting •Link Information in Account Profiles with Territory Objectives • Criteria & Categories Account Tactics • Diff Customer Needs • Alternative Currencies • Action Plans • Call Objectives • Handling Objections Making the Sale • Ask for the Order •Closing Tactics •Closing Options Measurement • Appropriate Use of Tools • Qualify/Quantify Performance • Know Why We Won and Lost • Taking Corrective Action Sales Process Model Account Profile • Key Information • Alternative Currencies Territory Plan • Opportunities/Challenges • Territory Objectives
- 25. Slide 25 Data Points Weekly Scorecard – New Accounts that Meet Strategic Intent – Strategic Account Development – Weekly forecast/variance – Flex contracts – Call value – Appointments (Objectives and Outcomes) Daily Sales Sheet – Actual sales Account Plan – Objectives Field Visit follow-up – See Tool on page 19 Assessment of Skills (e.g. Problem Solving) – Data-based discussion of problem, using specific illustrations and valid information – Presents well thought our alternatives and benefits/risks – Recommends an informed choice that is measurable Assess Inquiry and Consultative Skills Assess Negotiation/Closing Skills Other (return phone calls; # of complaints)
- 26. Slide 26 Feedback MonthlyReview – Performance Feedback based on articulated data points – Follow-up on Set Expectations from the past – Setting new Expectations – Setting Strategies and Tactics with Territory and with Key Accounts – Dealing with Internal/External issues Informal (phone call, email) – Recognition – Customer issue, objection, report from the TM, or response from RM – Internal/External issue from the TM, or response from RM – Information Problem (focus on only one issue) – Active Listening – Specific Feedback (validated with productive reasoning) – Set Expectation – Discuss resources needed, RM commitment Field Visit – Agenda set, both in terms of time and activities – Objectives for BOTH the visit, and for each account call (from RM and TM) – Feedback prior to call (pertaining to pre-visit prep), after each call (regarding account call), and at the end of the visit (to summarize, possibly set new expectations)