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Engaging Businesses with Consultative Selling--PWDA Training
This document provides an overview of consultative selling strategies for engaging business customers. It discusses building rapport with customers, understanding their needs and goals, and customizing interactions based on the stage of the customer relationship. The stages include getting to know the customer, building trust and liking, getting the customer to try services, ensuring positive experiences, and maintaining ongoing relationships. The document also covers topics like creating customer profiles, developing customized offers for different customers, planning interactions, asking powerful questions, and following up with customers after meetings. The goal is to take a consultative approach that focuses on the customer perspective and moves the relationship forward at each stage.
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Engaging Businesses with Consultative Selling--PWDA Training
- 1. Engaging Business withConsultative Selling Michele Martin, The Bamboo Project, Inc.
- 2. Let’s Connect! Name WIB Area/Organization Role What is one thing you’re passionate about when it comes to serving your business customers? What do you pride yourself on?
- 3. Michele Martin 5years HR/recruitment for 2 Fortune 500 companies 20 years in WFD 17 years as small business owner using consultative selling strategies Passionate about helping my customers ask the right questions to connect with the right opportunities.
- 4. Agenda Building Blocks--AM Meeting with Customers—PM Develop personal 30-Day Relationship Plan
- 5. Logistics Questions Concerns “To do this well I need. . .”
- 6. Website www.michelemmartin.com/consultative_selling Username:pwda Password: pawork All slides and handouts Follow-up resources/information for implementation Questions/Issues that are coming up Follow-up conversation
- 7.
- 8. To implement successfully.. . Clearly articulated goals, priorities and outcomes Skills & Tools Work flow/systems Rewarded for using consultative techniques Time to change habits!
- 9. This training is. . . Based on the assumption that you have and are using many of the skills it takes to create and maintain great relationships. Part of a longer-term dialogue about what “business services” and “business engagement mean under WIOA. An invitation to conversation about what shifts we might need to make to become more consultative.
- 10.
- 11. Overview of ConsultativeSelling Building Blocks and Process
- 13. If you wantto build a long-term, successful enterprise, you can’t focus on “closing the sale.” You have to focus on opening the relationship.
- 14. Consultative Selling isNOT . . . Establishing rapport and getting businesses to like us Informing about our services Job development Getting customers to register in Job Gateway or sign up for an OJT.
- 15. It’s All AboutThem!
- 16.
- 17.
- 18. Help Them MakeGood Decisions
- 19. Asking the RightQuestions
- 20.
- 21.
- 22. Find: Needs “Hot Buttons” Trends Provide: Help (from customer perspective) Customized solutions Insights Opportunities
- 23.
- 24. Which can leadto. . . Job development Getting businesses to register on Job Gateway OJTs And a lot more!
- 25. 3 Building Blocks 3Stages
- 27.
- 29. So our KEYquestion is. . . How are we using our offers and interactions to engage with our ideal customers and move them through the phases of engagement--from not knowing who we are to recommending us to other businesses and partnering with us to co-create?
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- 32.
- 34. Ideal Customer Profiles Deepeningour Knowledge of Customer Types
- 35. “Trying to sellproducts and services without understanding your ideal customers is like driving with your eyes closed.”
- 36. Profiles/Personas Describe abroad category of type of customers. Tell a story. Are like a “comprehensive how-to guide to reaching your ideal customers.”
- 41. Some Key Elements Broad Description—Industry, Role in Company Key Quotes Unique Goals, Problems and “Hot Buttons” Hesitations and Objections Best ways to engage How do these ideal customers find you? What keeps them coming back?
- 42. Ideally. . . Done with WIB/CareerLink staff as an OVERALL strategy. Shared with everyone. Reviewed/revised on ongoing basis: Same customers? Where are the new markets?
- 43. Let’s Practice! Reviewyour assigned profile Discussion Questions 3 Key Insights
- 44. Create Your Own Ideal Customer Profile Worksheet Survey Information Focus Groups Interviews
- 45. How to Use Evaluate everything according to “What would that ideal customer say/do/want?” To plan for interviews/meetings In strategic/operations planning
- 46. For Today. .. Keep asking “WWRD” or WWMD”?
- 47. Stages of Engagement From“Who Are You?” to “I’ll Do Anything for You!”
- 48. The Hourglass Wayto look at entire customer experience. Different messages, types of information and levels of contact for each stage. We must be strategic for each phase.
- 49. Results More effectiveinteractions Improved customer service Improved customer engagement
- 50.
- 51. As we review.. . Follow along on handout Identify some of your customers at this phase What problems/issues do customers encounter at this phase How might we be disappointing them? What concerns do they have?
- 52. Phase 1: KNOW First impressions count! How do customers find out about you? Are you capturing your leads? How inviting/welcoming are your interactions, website, materials, etc.?
- 53. Phase 2: LIKE Do you seem to “get” their issues, needs, etc.? Do your interactions seem customized/personalized to their problems? Have you overcome any initial negative perceptions they may have about working with a government agency?
- 54. Phase 3: TRUST Just because they like you doesn’t mean they TRUST you! Are you knowledgeable and credible? Do you ask questions that make them think and that help them develop insights? Do you provide them with resources, information, connections, materials, etc. that add value—whether or not they are related to your services?
- 55. Phase 4: TRY What could they “sample” to entice them to actually buy? What can we do that minimizes their investments of time and/or their perceived risks?
- 56. Phase 5: Whenthey’re ready to use a service—post on Job Gateway, participate in a Job Fair, work on a recruitment event. Expectations are everything! What expectations are you setting? What are their expectations? How are you DELIVERING on your promises and DELIGHTING customers with the experience? Every aspect of the process will influence their opinion— can either move you forward or 3 steps back.
- 57. Phase 6: REPEAT Use the same services? Use new services (cross-selling)? How are you engaging with customers to uncover new needs and respond? How are you continuing to engage with them to connect to relevant resources, information and people—even when they aren’t currently “buying” from you?
- 58. Phase 7: REFER How do you make it easy for them to advocate and refer? How are you engaging them so well they are willing to invest time in planning/co-creating with you?
- 59. Let’s Practice! 3Rachels and 3 Mikes Remember—WWRD and WWMD
- 60. How Do WeUse? Think in terms of relationship building, not “selling” Plan our interactions more strategically, including customer “Calls to Action”—next steps. Plan offers for different customer types/phases of engagement.
- 61. Customer Offers From Servicesand Features to Solutions and Results
- 62. Your Offer =What You Are Selling Newsletters, webinars, articles Events A conversation or meeting with you Post a job in Job Gateway Hire a job seeker
- 63. An Offer .. .
- 64. The Offer Hasto MATTER to Them!
- 65. Messaging & ExperiencesCount! What message(s) does a customer need to hear and what experiences do they need to have to move from one phase of engagement to the next?
- 66. Impact of ProperMessaging “Would you be willing to donate?” “Would you be willing to donate? Every little bit helps. 28% donated 50% donated!
- 67. Your Offers Should. . . Connect to ideal customer profile—(WWRD or WWMD?) Build relationships based on phase of engagement— don’t be at “Buy” when they are at “Like”! Identify and encourage Call to Action—”Best Next Step” Overcome “Action Paralysis” Make it EASY Make it OBVIOUS Give them tools and resources to follow up
- 68. The Traditional Offer These are our services. These are the features of our services. This is how our services will benefit you. Do you want to buy?
- 69. And that canfeel . . .
- 71. Traditional Offers Startwith your services Emphasize features and benefits , rather than solutions and results. Usually more “generic” Don’t always connect to customer problems, aspirations, what they value and their stage of engagement.
- 72. The Consultative Offer This is where you’re at in the process. These are your problems and goals. These are your “hot buttons.” These are the results you need/want to achieve. How can I help?
- 77. Consultative Offers Startwith customer problems and/or aspirations. Show your interactions and services as the solution to a problem. Paint a picture Connect to customer “hot buttons.” Are personalized, based on your ideal customer profiles and where the customer is at in terms of engagement. Identify results Are appropriate for the stage of engagement.
- 78. Ultimately, you wantto . . . Use your offers to keep them engaged and to help them make good decisions.
- 79. In consultative selling.. . We have offers for each phase. We have offers for different customer types. You can create initial offers, based on phase and customer type. You can use conversations with customers to revise existing offers and develop new ones.
- 80. Let’s Practice UseOffer Worksheet to design some initial offers based on current services for your ideal customer (Rachel or Mike) Work in pairs with someone who has same customer profile. Compare: Other pairs with same profile Other pairs with different profile Insights
- 81. How Do WeUse? Thinking in terms of offers restructures our approach— gets us thinking in terms of THEIR needs, not our own. Plan initial offers based on customer profile and phase of engagement. As conversation tool with customers—gives something to react to/work with in interviews.
- 82. Building Block Insights How is what you’ve learned so far: Same as what you currently do? Different from what you currently do? How can you apply what we’ve learned so far to your current work? What questions do you have? What concerns do you have?
- 83. Stages of ConsultativeSelling Planning, Interacting and Follow-Up
- 84. “Failing to planis planning to fail”
- 85. Do you planbefore. . . Attending a networking event? Meeting with a new business customer? Meeting with an existing business customer? Responding to a call re: a job posting/filling a job?
- 86. Planning helps youbecome. . . LESS Reactive Transaction-oriented Generic Focused on telling MORE Responsive Relationship-oriented Customized Focused on asking
- 87.
- 88. You need clarityabout. . . Customer Profile Phase of Engagement Goals for your Interaction—what do you want to accomplish? Call to Action—What next step(s)? Power Questions you will ask Preliminary Offers
- 89. The Power ofQuestions
- 90. Questions that LackPower
- 91. Let’s Practice! CustomerContact Planning Draw a Phase of Engagement With a partner who has the same profile, plan a meeting with that customer to get them to the next phase. Make up any details you need to. Get with a pair that has the same profile and compare notes. Get with a pair that has the other profile and compare notes. What is the same? What is different? Why?
- 92. Meeting with YourCustomer
- 93. Goals for EveryInteraction Grow relationship and invite ongoing interaction. Get deeper into their world (not make them understand our world). Learn something new about the customer, his/her situation, needs, goals and/or trends impacting him/her.
- 94.
- 95. Listen for .. . Problems—Even (or especially) if they aren’t related to workforce development Hot buttons—what they seem to most value Aspirations and goals—personal, professional, departmental, company-wide Expectations—what will they be looking for in their interactions with you? What they DON’T say--Sometimes they don’t know what they don’t know.
- 96. Structure Establish/re-establish rapport(Profile+Research+Stage of Engagement) Get to point of meeting (based on goals/CTA) Work through questions Clarify agreements and expectations Establish timeline/parameters for follow up Close with next steps on both sides
- 97. Documenting Pages 3-5of Customer Contact Planning Form Take notes while they are talking, but keep eye contact After you leave, IMMEDIATELY review/respond to questions so you don’t forget.
- 98. Closing the Meeting DO Clarify all expectations and timelines Promise (and provide!) an email summarizing discussion/agreements Keep the relationship open —find a way to maintain engagement DON’T Promise anything you’re not POSITIVE you can deliver—UNDER-PROMISE and OVER-DELIVER! Think you have to have all the answers now—NOT having all the answers allows for customization!
- 99. Let’s Practice Getwith another team that has your same profile. One person will be the interviewer, the other will play the role of the customer. Go through the “meeting” based on your planning. The two who are not assigned roles will be observers—look for what works/what doesn’t work. Also monitor the listening/talking ratio of both parties. Do the same with someone who has a different profile.
- 100. Debrief What happened? How did it feel? How did the customer feel? What did you learn? What came up as potential issues/problems?
- 101. Following Up After theMeeting
- 102. Two Areas forFollow-up
- 103.
- 104. 12-24 Hours: Know/Like/Trust Personalized LinkedIn Connection request (where appropriate) Email with useful article, resource, connection, etc. Offer to deepen connection (where appropriate): “Learned a lot and would love to pick your brain over a cup of coffee.” “Think you’d really enjoy meeting Jane Doe who’s dealing with similar issues---maybe we could arrange a call with three of us to discuss XYZ.”
- 105. Know/Like/Trust Ongoing Masterthe “ping”—regular contact schedule to continue/deepen the relationship. Use LinkedIn to set reminders. Focus on adding value according to customer perspective and values. How are you continuing to connect and add value for this customer, even if he/she isn’t “buying?”
- 106. Try/Buy/Repeat: 12-24 Hours Are you the right solution? If not—focus on the relationship! Follow-up internally (where appropriate) Email summarizing meeting and any new info Key agreements/expectations/timeline/other people Next steps, including planned next communication Provide customer with user-friendly documents/materials that can make execution go more smoothly. Execute—make sure that what needs to happen is happening.
- 107. Try/Buy/Repeat Execution Don’tdisappear! Monitor what’s happening internally and pro-actively identify and communicate about problems. Tell about problem AND solution at same time. Use “We can do better” language, not “Blame” language. Call first-time users of a service What worked? What didn’t work? How can we do better? Do relationship repair when customers are disappointed
- 108. Try/Buy/Repeat Ongoing Howcan you maintain contact with customer even when they aren’t “buying” from you right now? How can you deepen the relationship—what step are they now ready for?
- 109. Let’s Practice Inpairs, discuss what follow up you would do after your customer interview. Talk with another pair about their follow-up—what’s the same? What’s different?
- 110. Following Up onLearning
- 111. Customer Learning BuildsRelationships! Demonstrates empathy and understanding of their business. Can become new source of credibility and “insider knowledge” Creates new service and engagement opportunities.
- 112. Consultative Selling=Customer Learning What did we learn about that individual customer that should be used in future interactions? What did we learn about that individual customer that indicates they need something other than our services? What are we learning about trends and issues ACROSS customers? New needs/challenges New goals/aspirations Trends in hiring/training Trends in business, industry
- 113. Regular Conversations About.. . What are we learning? What does this tell us about: Changes to customer profile(s) or focus on new markets? Issues with stages of engagement? Issues with execution? Need for new connections? New opportunities?
- 114. Share Information with.. . WIB/CareerLink staff Partners Customers! “Here’s what we’re learning from our customers” “This is what we’re hearing from healthcare providers” “We asked and you responded!”
- 115. Your 30-Day RelationshipPlan After the Meeting
- 116. In consultative selling.. . Establish relationships (Know/Like/Trust) Maintain relationships (Trust/Try/Buy) Deepen relationships (Repeat/Refer)
- 117. Your Plan Referto individuals you identified during the Stages of Customer Engagement exercise. Identify 2-3 individuals to: Establish Maintain Deepen Identify goals/strategies
- 118. What Are YourTake Aways?
- 119. What is ONEthing you will do?
Editor's Notes
- #21 Want to be a trusted colleague, not an order taker, a service provider or a salesperson
- #22 This means putting relationships first—Have to understand your ideal customer groups and the stages of relationship. Must become more strategic in building relationships so that everything you do is in support of relationship building