This document outlines the key steps and techniques in the sales process, including need identification, presentation, dealing with objections, negotiation, and closing the sale. It discusses how salespeople can distinguish customer needs, apply different questioning strategies, and understand demonstrations, negotiations and objections handling. The 7 phases of the selling process are identified as opening, need identification, presentation, objections, negotiation, closing, and follow up. Techniques within each phase like open-ended questions, benefits identification, listening, agreeing and countering are described.
15 sales techniques to improve the sales processYuri Piltser
The document outlines 15 strategies and 6 core concepts for being an effective salesperson. The strategies include: calling prospects regularly to stay top of mind; always asking for business; asking probing questions; promoting your strengths while managing expectations; developing personal relationships; staying organized; and becoming a trusted advisor by providing value-added solutions. The core concepts emphasize treating clients well, having a positive attitude, and properly framing sales conversations through effective questioning.
The document discusses the key steps in an effective sales process. It outlines seven steps: prospecting, pre-approach, approach, presentation, handling objections, closing, and follow-up. For each step, it provides details on activities like qualifying leads, researching prospects, asking questions to determine needs, presenting product benefits, overcoming objections, gaining commitment from the customer, and following up after the sale. The overall process is presented as a cycle to ensure customer satisfaction and repeat business.
The document discusses the 8 stages of a sales cycle: 1) Plan/identify prospects, 2) Connect with prospects, 3) Fact finding to identify needs, 4) Deliver propositions/quotations, 5) Evaluation of propositions, 6) Negotiation of buying terms, 7) Agreement on buying terms and purchase order release, 8) Obtaining references from customers. Understanding and following the stages is important for structured sales activities, professional sales behavior, and achieving sales objectives.
This document provides techniques for successful selling, including making customers feel important, understanding selling as a process, and building rapport. It discusses branding, the customer cycle, and the sales process. Key selling techniques include call opening, product positioning, handling objections, and using a push or pull strategy. Objection handling involves listening, accepting the objection, committing to resolve it, and taking explicit action. The goal is to help sales representatives strengthen relationships and improve performance.
The document discusses key concepts in sales development and effective sales calls. It covers understanding customer perceptions versus sales representative self-perception. It also discusses different selling styles from the 1980s versus 2009, with relationship selling becoming more important over time. The document outlines elements of an effective sales call, including pre-call planning, opening the call, uncovering needs, discussing products, handling objections, and post-call analysis.
This document provides a summary of key principles for becoming a successful salesperson as outlined in the book "The Greatest Sales Training in the World". It discusses 10 sections: 1) Success Habits, 2) Love, 3) Persistence, 4) Self-Esteem, 5) Time, 6) Emotions, 7) Humor, 8) Progress, 9) Action, and 10) Prayer. For each section, it lists habits and mindsets that salespeople should develop, such as starting fresh, choosing optimism, developing people skills, ignoring rejection, controlling emotions, using humor, setting goals, developing an action habit, and praying for guidance. The overall message is that sales success comes from mastering these principles
15 sales techniques to improve the sales processYuri Piltser
The document outlines 15 strategies and 6 core concepts for being an effective salesperson. The strategies include: calling prospects regularly to stay top of mind; always asking for business; asking probing questions; promoting your strengths while managing expectations; developing personal relationships; staying organized; and becoming a trusted advisor by providing value-added solutions. The core concepts emphasize treating clients well, having a positive attitude, and properly framing sales conversations through effective questioning.
The document discusses the key steps in an effective sales process. It outlines seven steps: prospecting, pre-approach, approach, presentation, handling objections, closing, and follow-up. For each step, it provides details on activities like qualifying leads, researching prospects, asking questions to determine needs, presenting product benefits, overcoming objections, gaining commitment from the customer, and following up after the sale. The overall process is presented as a cycle to ensure customer satisfaction and repeat business.
The document discusses the 8 stages of a sales cycle: 1) Plan/identify prospects, 2) Connect with prospects, 3) Fact finding to identify needs, 4) Deliver propositions/quotations, 5) Evaluation of propositions, 6) Negotiation of buying terms, 7) Agreement on buying terms and purchase order release, 8) Obtaining references from customers. Understanding and following the stages is important for structured sales activities, professional sales behavior, and achieving sales objectives.
This document provides techniques for successful selling, including making customers feel important, understanding selling as a process, and building rapport. It discusses branding, the customer cycle, and the sales process. Key selling techniques include call opening, product positioning, handling objections, and using a push or pull strategy. Objection handling involves listening, accepting the objection, committing to resolve it, and taking explicit action. The goal is to help sales representatives strengthen relationships and improve performance.
The document discusses key concepts in sales development and effective sales calls. It covers understanding customer perceptions versus sales representative self-perception. It also discusses different selling styles from the 1980s versus 2009, with relationship selling becoming more important over time. The document outlines elements of an effective sales call, including pre-call planning, opening the call, uncovering needs, discussing products, handling objections, and post-call analysis.
This document provides a summary of key principles for becoming a successful salesperson as outlined in the book "The Greatest Sales Training in the World". It discusses 10 sections: 1) Success Habits, 2) Love, 3) Persistence, 4) Self-Esteem, 5) Time, 6) Emotions, 7) Humor, 8) Progress, 9) Action, and 10) Prayer. For each section, it lists habits and mindsets that salespeople should develop, such as starting fresh, choosing optimism, developing people skills, ignoring rejection, controlling emotions, using humor, setting goals, developing an action habit, and praying for guidance. The overall message is that sales success comes from mastering these principles
This document outlines key aspects of developing an effective sales presentation. It discusses including features, advantages, and benefits; using visual aids, demonstrations, and dramatization to engage prospects; addressing objections; and following ethical practices. The overall goal is to clearly explain your offering and its benefits for the customer in a way that appeals to their senses and leads to understanding.
The document discusses several theories of selling:
1. AIDAS theory which describes 5 stages a prospect goes through - Attention, Interest, Desire, Action, and Satisfaction. The sales presentation must guide the prospect through each stage.
2. "Right Set of Circumstances" theory which proposes that everything must be right for a sale, focusing on external rather than internal factors.
3. Buying Formula theory which emphasizes understanding the buyer's needs and finding solutions, viewing the buying process as a sequence of psychological responses.
4. Behavioral Equation theory which views buying behavior as a learning process influenced by drives, cues, responses, and reinforcement.
The document discusses four theories of selling:
1. AIDAS theory focuses on securing attention, gaining interest, inducing desire, inducing action, and building satisfaction.
2. "Right set of circumstances" theory emphasizes that the salesperson must control the selling situation by handling external factors like themselves and remarks, as well as internal factors about the prospect.
3. "Buying formula" theory focuses on the buyer's needs and problems, potential solutions, purchase decisions, and satisfaction or dissatisfaction after purchase.
4. "Behavioral equation" theory uses a stimuli-response model to analyze drives, cues, responses, and reinforcement in the buyer's decision process.
This document discusses objection handling in sales. It begins by outlining the objectives of understanding and addressing objections. It defines objections as customer statements that indicate unwillingness to buy. Common objections include issues with price, product, time or competition. The document then details a five-step process for handling objections: 1) listen completely without interrupting, 2) probe to isolate the real objection, 3) answer using a scripted response, 4) confirm the answer resolved the objection, and 5) ask for the deal. Finally, it explains several popular objection handling techniques like boomerang, chunking, deflection, and feel-felt-found.
This document provides an overview of sales skills and techniques. It discusses key concepts like understanding customer needs and wants, identifying features and benefits, closing the sale, dealing with objections, and different types of customer motivations. The overall message is that to be successful in sales, one must understand customer psychology and motivations, build rapport, provide value by addressing needs and wants, and overcome objections by listening and responding effectively.
Planning the Sales Call is a Must - Chapter 8 of Fundamentals of Selling by Charles M. Futrell. Presented to the students of Tolani Institute of Adipur as a part of their Sales Management Course
Selling involves a transaction where money or something of monetary value is exchanged for goods or services. It requires skills like persuasion, interaction with customers, and getting feedback. Customer buying styles vary based on their bargaining power, ability to pay, risk tolerance, and other factors. People also differ in how open they are to innovations - from innovators to laggards. Effective selling recognizes these different styles and the theories around diffusion of innovations. Selling styles are also informed by focusing on sales targets versus customer concerns. Successful selling further requires understanding different customer situations and adapting sales approaches accordingly.
This document discusses the evolution of sales management over time and key concepts in sales management. It covers:
1) Five eras of sales management: the simple trade era, production era, sales era, marketing department era, and marketing organization era.
2) The definition of sales management as planning, directing, and controlling personnel selling activities as well as broader marketing activities.
3) The objectives of sales management as achieving sales volume targets, contributing to profits, and continuous growth.
4) Emerging trends in sales management like the need for a global presence, innovative technologies, better customer relationship management, diversity, team-based selling, multi-channel operations, addressing ethical/social issues, and professional
Personal selling involves a salesperson convincing a customer to purchase a product through face-to-face interaction. There are several theories that describe the personal selling process, including the AIDAS model, buying formula theory, and right set of circumstances theory. The SPIN selling model involves asking situation, problem, implication, and need-payoff questions to move the customer through identifying their problem and how the seller's product or service addresses it. Relationship selling focuses on building long-term customer loyalty, while transactional selling prioritizes individual sales. Value-added selling emphasizes additional benefits to increase the product's value proposition. Sales forecasting is important for production planning and budgeting and can involve qualitative methods like executive opinion or quantitative methods
This document discusses retail market strategy and the strategic planning process for retailers. It defines the key elements of a retail strategy as target market, retail format, and competitive advantage. Sources of competitive advantage can be sustainable, like location and customer loyalty, or less sustainable, like prices and promotions. The document outlines different growth strategies retailers can pursue, such as market penetration, expansion, format development, and diversification. It also discusses factors important for success in global retailing and the stages of the strategic planning process, including performing a situation audit and self-analysis.
Personal selling involves face-to-face interactions between salespeople and customers to promote products and make sales. It allows for customizing messages to individual customer needs, two-way communication, and demonstration of complex product features. The personal selling process typically includes prospecting, pre-approach research, approaching customers, presenting to them, overcoming objections, closing the sale, and following up.
Sales training: program, execution and evaluationShwetanshu Gupta
Whirlpool developed a unique sales training program where new salespeople lived together in a house full of Whirlpool appliances for two months. This allowed the salespeople to gain first-hand experience using the appliances like consumers to understand customer perspectives. Of the first 40 salespeople in the program, 8 were promoted, attributing their success to the knowledge and confidence gained. While more expensive than traditional classroom training, Whirlpool believes the investment in the "Real World" program is worthwhile.
The document outlines the typical phases in a sales process:
1. Prospecting and qualifying potential customers.
2. Pre-call planning to understand customers' needs before meetings.
3. Approaching customers to build rapport.
4. Presenting products and demonstrating how they meet needs.
5. Overcoming objections by asking questions and highlighting benefits.
6. Attempting to close the sale while also leaving room to continue discussions.
7. Following up after sales to ensure customer satisfaction and potential for repeat/referral business.
The role of a sales manager in the pharmaceutical/biotech industry includes customer targeting and acquisition through visiting doctors, hospitals, and pharmacies to discuss products and gather prescribing patterns. They are also responsible for administration tasks like providing bi-weekly reports, ensuring correct deliveries of samples and materials, and maintaining lists of doctor contacts. Sales managers hold weekly team meetings to review sales, identify problems, and take corrective actions to achieve sales targets.
Approach is the stage where the salesperson makes direct contact with the prospect. It involves gaining access to the prospect in order to present the product offer. There are several stages in the selling process according to the document:
1. Prospecting involves identifying and locating potential buyers.
2. Pre-approach is gathering information about the prospect to plan the best approach.
3. Approach is making direct face-to-face contact with the prospect.
4. Presentation and demonstration involves showing the prospect how the product meets their needs.
5. Handling objections deals with answering questions and concerns from the prospect.
6. Closing is asking for and obtaining an order from the prospect.
130 slides include: analyzing your product/service, value added techniques, gaining the competitive advantage, ways for overcoming objections, how to sell features – benefits - solutions, reading your customer's signals, handling indecisive clients, closing the sale, how-to's and more.
This document provides tips and techniques for successfully closing sales. It discusses when is the right time to close a sale based on buyer signals. It also covers overcoming objections by using multiple closes and asking questions. Finally, it outlines 12 keys to closing a sale, including being enthusiastic, confirming needs, overcoming objections, summarizing benefits, and asking for the order.
The document provides guidance on developing an active sales force through effective management of the selling process. It discusses the responsibilities of sales managers in ensuring salespeople know what to do, how to do it, and creating an environment where they can focus on selling. The document also covers organizing and recruiting the right salespeople, including interviewing, evaluating candidates, and creating job descriptions. It emphasizes the importance of training salespeople on products, selling processes, and conducting field training with managers. The overall message is that managing the selling process and developing salespeople is key to achieving sales volume and market coverage goals.
The document provides an overview of selling skills training. It discusses key topics like identifying a salesperson's qualifications for success including human relations, straight thinking, presentation skills, being a hard worker, and being a smart worker. It also discusses identifying customer types, collecting customer information, understanding the six main buying motivations, and improving one's attitude. The training aims to help salespeople sharpen their skills and add to their existing skills for success in sales.
HERE , THIS PPT IS IN DETAIL TELLING ABOUT ALL THE STEPS INCLUDING IN PERSONAL SELLING PROCESS... GO THROUGH IT FOR BETTER UNDERSTANDING ........#PERSONAL SELLING PROCESS #ADVERTISING #PRINCIPLES OF MARKETING .....
IF YOU LIKE IT THEN PLS SHARE WITH YOUR FRIENDS...
This document outlines key aspects of developing an effective sales presentation. It discusses including features, advantages, and benefits; using visual aids, demonstrations, and dramatization to engage prospects; addressing objections; and following ethical practices. The overall goal is to clearly explain your offering and its benefits for the customer in a way that appeals to their senses and leads to understanding.
The document discusses several theories of selling:
1. AIDAS theory which describes 5 stages a prospect goes through - Attention, Interest, Desire, Action, and Satisfaction. The sales presentation must guide the prospect through each stage.
2. "Right Set of Circumstances" theory which proposes that everything must be right for a sale, focusing on external rather than internal factors.
3. Buying Formula theory which emphasizes understanding the buyer's needs and finding solutions, viewing the buying process as a sequence of psychological responses.
4. Behavioral Equation theory which views buying behavior as a learning process influenced by drives, cues, responses, and reinforcement.
The document discusses four theories of selling:
1. AIDAS theory focuses on securing attention, gaining interest, inducing desire, inducing action, and building satisfaction.
2. "Right set of circumstances" theory emphasizes that the salesperson must control the selling situation by handling external factors like themselves and remarks, as well as internal factors about the prospect.
3. "Buying formula" theory focuses on the buyer's needs and problems, potential solutions, purchase decisions, and satisfaction or dissatisfaction after purchase.
4. "Behavioral equation" theory uses a stimuli-response model to analyze drives, cues, responses, and reinforcement in the buyer's decision process.
This document discusses objection handling in sales. It begins by outlining the objectives of understanding and addressing objections. It defines objections as customer statements that indicate unwillingness to buy. Common objections include issues with price, product, time or competition. The document then details a five-step process for handling objections: 1) listen completely without interrupting, 2) probe to isolate the real objection, 3) answer using a scripted response, 4) confirm the answer resolved the objection, and 5) ask for the deal. Finally, it explains several popular objection handling techniques like boomerang, chunking, deflection, and feel-felt-found.
This document provides an overview of sales skills and techniques. It discusses key concepts like understanding customer needs and wants, identifying features and benefits, closing the sale, dealing with objections, and different types of customer motivations. The overall message is that to be successful in sales, one must understand customer psychology and motivations, build rapport, provide value by addressing needs and wants, and overcome objections by listening and responding effectively.
Planning the Sales Call is a Must - Chapter 8 of Fundamentals of Selling by Charles M. Futrell. Presented to the students of Tolani Institute of Adipur as a part of their Sales Management Course
Selling involves a transaction where money or something of monetary value is exchanged for goods or services. It requires skills like persuasion, interaction with customers, and getting feedback. Customer buying styles vary based on their bargaining power, ability to pay, risk tolerance, and other factors. People also differ in how open they are to innovations - from innovators to laggards. Effective selling recognizes these different styles and the theories around diffusion of innovations. Selling styles are also informed by focusing on sales targets versus customer concerns. Successful selling further requires understanding different customer situations and adapting sales approaches accordingly.
This document discusses the evolution of sales management over time and key concepts in sales management. It covers:
1) Five eras of sales management: the simple trade era, production era, sales era, marketing department era, and marketing organization era.
2) The definition of sales management as planning, directing, and controlling personnel selling activities as well as broader marketing activities.
3) The objectives of sales management as achieving sales volume targets, contributing to profits, and continuous growth.
4) Emerging trends in sales management like the need for a global presence, innovative technologies, better customer relationship management, diversity, team-based selling, multi-channel operations, addressing ethical/social issues, and professional
Personal selling involves a salesperson convincing a customer to purchase a product through face-to-face interaction. There are several theories that describe the personal selling process, including the AIDAS model, buying formula theory, and right set of circumstances theory. The SPIN selling model involves asking situation, problem, implication, and need-payoff questions to move the customer through identifying their problem and how the seller's product or service addresses it. Relationship selling focuses on building long-term customer loyalty, while transactional selling prioritizes individual sales. Value-added selling emphasizes additional benefits to increase the product's value proposition. Sales forecasting is important for production planning and budgeting and can involve qualitative methods like executive opinion or quantitative methods
This document discusses retail market strategy and the strategic planning process for retailers. It defines the key elements of a retail strategy as target market, retail format, and competitive advantage. Sources of competitive advantage can be sustainable, like location and customer loyalty, or less sustainable, like prices and promotions. The document outlines different growth strategies retailers can pursue, such as market penetration, expansion, format development, and diversification. It also discusses factors important for success in global retailing and the stages of the strategic planning process, including performing a situation audit and self-analysis.
Personal selling involves face-to-face interactions between salespeople and customers to promote products and make sales. It allows for customizing messages to individual customer needs, two-way communication, and demonstration of complex product features. The personal selling process typically includes prospecting, pre-approach research, approaching customers, presenting to them, overcoming objections, closing the sale, and following up.
Sales training: program, execution and evaluationShwetanshu Gupta
Whirlpool developed a unique sales training program where new salespeople lived together in a house full of Whirlpool appliances for two months. This allowed the salespeople to gain first-hand experience using the appliances like consumers to understand customer perspectives. Of the first 40 salespeople in the program, 8 were promoted, attributing their success to the knowledge and confidence gained. While more expensive than traditional classroom training, Whirlpool believes the investment in the "Real World" program is worthwhile.
The document outlines the typical phases in a sales process:
1. Prospecting and qualifying potential customers.
2. Pre-call planning to understand customers' needs before meetings.
3. Approaching customers to build rapport.
4. Presenting products and demonstrating how they meet needs.
5. Overcoming objections by asking questions and highlighting benefits.
6. Attempting to close the sale while also leaving room to continue discussions.
7. Following up after sales to ensure customer satisfaction and potential for repeat/referral business.
The role of a sales manager in the pharmaceutical/biotech industry includes customer targeting and acquisition through visiting doctors, hospitals, and pharmacies to discuss products and gather prescribing patterns. They are also responsible for administration tasks like providing bi-weekly reports, ensuring correct deliveries of samples and materials, and maintaining lists of doctor contacts. Sales managers hold weekly team meetings to review sales, identify problems, and take corrective actions to achieve sales targets.
Approach is the stage where the salesperson makes direct contact with the prospect. It involves gaining access to the prospect in order to present the product offer. There are several stages in the selling process according to the document:
1. Prospecting involves identifying and locating potential buyers.
2. Pre-approach is gathering information about the prospect to plan the best approach.
3. Approach is making direct face-to-face contact with the prospect.
4. Presentation and demonstration involves showing the prospect how the product meets their needs.
5. Handling objections deals with answering questions and concerns from the prospect.
6. Closing is asking for and obtaining an order from the prospect.
130 slides include: analyzing your product/service, value added techniques, gaining the competitive advantage, ways for overcoming objections, how to sell features – benefits - solutions, reading your customer's signals, handling indecisive clients, closing the sale, how-to's and more.
This document provides tips and techniques for successfully closing sales. It discusses when is the right time to close a sale based on buyer signals. It also covers overcoming objections by using multiple closes and asking questions. Finally, it outlines 12 keys to closing a sale, including being enthusiastic, confirming needs, overcoming objections, summarizing benefits, and asking for the order.
The document provides guidance on developing an active sales force through effective management of the selling process. It discusses the responsibilities of sales managers in ensuring salespeople know what to do, how to do it, and creating an environment where they can focus on selling. The document also covers organizing and recruiting the right salespeople, including interviewing, evaluating candidates, and creating job descriptions. It emphasizes the importance of training salespeople on products, selling processes, and conducting field training with managers. The overall message is that managing the selling process and developing salespeople is key to achieving sales volume and market coverage goals.
The document provides an overview of selling skills training. It discusses key topics like identifying a salesperson's qualifications for success including human relations, straight thinking, presentation skills, being a hard worker, and being a smart worker. It also discusses identifying customer types, collecting customer information, understanding the six main buying motivations, and improving one's attitude. The training aims to help salespeople sharpen their skills and add to their existing skills for success in sales.
HERE , THIS PPT IS IN DETAIL TELLING ABOUT ALL THE STEPS INCLUDING IN PERSONAL SELLING PROCESS... GO THROUGH IT FOR BETTER UNDERSTANDING ........#PERSONAL SELLING PROCESS #ADVERTISING #PRINCIPLES OF MARKETING .....
IF YOU LIKE IT THEN PLS SHARE WITH YOUR FRIENDS...
The document outlines the key steps in the sales process:
1. Approach - making a good first impression through preparation and focusing on the prospect.
2. Probing for needs - asking questions to understand the prospect's needs and problems.
3. Convincing the prospect - demonstrating how the product or service satisfies their needs.
4. Handling objections - addressing any concerns the prospect raises through preparation.
5. Closing - advancing the sale by looking for signs the prospect is ready to buy and using closing techniques.
6. Follow up - maintaining the customer relationship for future sales through good post-sale service.
The document discusses personal selling and customer-oriented selling. It emphasizes identifying customer needs, avoiding high-pressure techniques, and helping customers make satisfactory purchase decisions. It then provides tips for salespeople, including developing product knowledge, demonstrating benefits to reduce risk, handling objections, negotiating, and following up with customers.
This document discusses the consultative sales approach and provides tips for effective consultative selling. It defines consultative selling as an approach that is focused on understanding the customer's needs and matching products or services to meet those needs. The document differentiates this approach from traditional selling by emphasizing understanding customer needs over product features. It also provides tips on preparing for common customer objections, introducing yourself to customers, identifying different buyer types, and asking the right types of questions.
How to be a good Salesman. Knowing how to sell a product is a skill that must be practiced. Good salespeople have a strong work ethic and never give up on a sale. You must know your product, know your customer, and be able to clearly show how your product will improve the life of your customer. Develop a sales pitch that is specific to the needs of your customer and follow up to close the deal. If you are not able to close the deal, continue to develop a relationship with the customer. You may win them over eventually.
The document outlines key rules and concepts for successful salesmanship. It discusses three dimensions of selling: building rapport with customers, having logical and organized presentations, and in-depth knowledge of the customer, product, and competitors. The selling process involves connecting with customers, identifying their needs, introducing solutions to meet those needs, handling objections, and building long-term relationships. Salespeople must understand customers' problems, showcase product benefits over features, and be prepared to overcome common objections by addressing misconceptions, disadvantages, or lack of interest.
The document discusses the 7 steps in the personal selling process: 1) Prospecting and qualifying potential customers, 2) Pre-approach research and preparation, 3) Making initial contact and approach, 4) Presenting and demonstrating the product, 5) Handling objections, 6) Closing the sale, 7) Following up after the sale. The personal selling process involves identifying prospects, researching them, making a sales pitch, addressing concerns, getting the customer to purchase, and following up to ensure satisfaction.
This presentation covers the basics of selling skills:
1. Who is a salesman?
2. Sales cycle.
3. Handling customer objections.
4. Buying Signals.
5. Closing techniques.
6. Social styles.
7. Buying motives.
8. How to sell a value.
This document provides an overview of basic selling skills, including understanding sales calls, identifying customer buying motives, presenting product benefits, handling customer objections, gaining commitments, and analyzing sales calls for improvement. The objectives are to sharpen skills and behaviors to improve sales and professionalism. Key aspects covered include prospecting, call preparation, approaches, presentations matched to customer needs, questioning techniques, dealing with responses and closing.
The document provides guidance on key rules of salesmanship including relation building, straight thinking, and presentation. It emphasizes building rapport with customers through smiling, greeting them, and general discussion before jumping to sales. Salespeople should think logically and organize their presentations with valid evidence and benefits of the product. Finally, the document outlines dimensions of selling including knowing the customer's needs and wants, having strong product knowledge with confidence and enthusiasm, and properly introducing and comparing a product to competitors without criticism.
This document discusses personal selling as a promotional technique. It defines personal selling as oral communication between a seller and potential buyer with the goal of making a sale. Personal selling involves a face-to-face interaction and two-way communication. It is most useful for small companies, high-value products, and those that require demonstrations or customization. The personal selling process involves prospecting, qualifying leads, planning sales calls, approaching prospects, presenting/demonstrating the product, overcoming objections, closing the sale, and following up with customers. Personal selling provides benefits like building relationships and obtaining immediate feedback.
The document outlines the key steps in the personal selling process:
1. Prospecting involves identifying and qualifying leads by determining if they have needs, can afford the product, and are receptive to being contacted.
2. Preparation includes gathering information on prospects and planning sales calls and strategies.
3. The approach involves making contact, leaving a good first impression, and selecting an approach technique.
4. Presentation and demonstration involves understanding prospects' needs, presenting benefits, and using demonstrations to overcome objections and close the sale.
The personal selling process aims to guide salespeople through prospecting, planning, presentations and demonstrations to ultimately close the sale while building long-term customer relationships.
Selling process and managing sales informationsanjay_sarkar
The document outlines the key steps in the selling process: prospecting, pre-approach, approach, presentation, handling objections, closing, and follow-up. It also discusses prospecting in more depth, including differentiating between leads, prospects, and qualified customers. Additionally, it covers different prospecting methods, pre-approach strategies, approaches to customers, and techniques for handling objections and closing the sale. Maintaining good customer relationships through follow-up is also emphasized.
The document discusses objections in sales and how to handle them effectively. It defines an objection as a customer concern or question rather than an excuse. Objections are opportunities to provide information and address customer needs. While many salespeople see objections as bad, they are actually good signs that the customer is engaged and giving the salesperson a chance to respond. The document provides tips on distinguishing real from fake objections, techniques for responding like using "feel, felt, found", turning objections into benefits, and common objections and strategies to overcome them like breaking down costs, facilitating decision meetings, building trust with experience and references, and making the decision to hire easy.
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Jutaan orang menerjemahkan dengan DeepL setiap hari.
Populer: Jepang ke Inggris, Inggris ke Indonesia dan Indonesia ke Inggris.
Bahasa lainnya:BulgariaCekoDenmarkJermanYunaniInggrisSpanyolEstoniaFinlandiaPrancisHongariaItaliaJepangKoreaLituaniaLatviaNorwegiaBelandaPolandiaPortugisRomaniaRusiaSlowakiaSloveniaSwediaTurkiUkrainaMandarinArab
Jutaan orang menerjemahkan dengan DeepL setiap hari.
Populer: Jepang ke Inggris, Inggris ke Indonesia dan Indonesia ke Inggris.
Bahasa lainnya:BulgariaCekoDenmarkJermanYunaniInggrisSpanyolEstoniaFinlandiaPrancisHongariaItaliaJepangKoreaLituaniaLatviaNorwegiaBelandaPolandiaPortugisRomaniaRusiaSlowakiaSloveniaSwediaTurkiUkrainaMandarinArab
Jutaan orang menerjemahkan dengan DeepL setiap hari.
Populer: Jepang ke Inggris, Inggris ke Indonesia dan Indonesia ke Inggris.
Bahasa lainnya:BulgariaCekoDenmarkJermanYunaniInggrisSpanyolEstoniaFinlandiaPrancisHongariaItaliaJepangKoreaLituaniaLatviaNorwegiaBelandaPolandiaPortugisRomaniaRusiaSlowakiaSloveniaSwediaTurkiUkrainaMandarinArab
Marketing involves managing the 4 Ps (product, price, place, promotion) to create demand and pull for a company's products and services, while sales involves pushing products to customers. The key differences are that marketing has a wider, more dynamic scope focused on understanding customer needs, while sales has a narrower focus on fulfilling the company's goals. Effective marketing strategies combine both push and pull approaches to drive business growth.
The document outlines the 8 key steps in the personal selling process: 1) Pre-sale preparation where salespeople are trained on products, competitors, and customers. 2) Prospecting to locate potential buyers. 3) Approaching customers politely to introduce themselves and their product. 4) Presenting the product features to customers. 5) Demonstrating the product's utility and qualities to maintain interest. 6) Handling customer objections patiently and proving product superiority. 7) Closing the sale while making the customer feel they made the decision. 8) Post-sale follow-up to ensure customer satisfaction and identify additional sales opportunities.
This document provides an overview of sales management and the selling process. It discusses essential sales knowledge, developing sales skills like communication and understanding the selling process. The selling process involves 8 steps: 1) prospecting, 2) pre-approach, 3) approach, 4) presentation, 5) trial close, 6) handling objections, 7) close, and 8) follow-up. Each step is explained in detail, covering techniques for qualifying prospects, gathering information, making initial contact, delivering effective presentations, addressing concerns, and following up with customers. The goal is to prove the need for the product or service and that the customer should purchase from the salesperson and company.
2. After this course learners will be able to :
1. Distinguish the phases of the selling process.
2. Apply different questions to different selling situations.
3. Understand what is involved in the presentation and
the demonstration.
4. Know how to deal with buyers’ objections.
5. Understand and apply the art of negotiation.
6. Close a sale.
Objectives
3. • Buying signals
• Closing the sale
• Demonstrations
• Needs analysis
• Negotiation
• Personal selling skills
• Reference selling
• Sales presentation
• Trial close
• Objections
4. Introduction
The basic philosophy underlying the approach to personal
selling is that selling should be an extension of the marketing
concept,
It is in the best interests of the salesperson and their company
to identify customer needs and aid customer decision-making
by selecting from the product range those products that best fit
the customer’s requirements.
Adaptive selling is : since the salesperson adapts their
approach according to the specific situation.
5. salespeople help their customers make purchase decisions that will satisfy their needs as:
1. The desire to help customers make satisfactory purchase decisions.
2. Helping customers assess their needs.
3. Offering products that will satisfy those needs.
4. Describing products accurately.
5. Avoiding deceptive or manipulative influence tactics.
6. Avoiding the use of high pressure sales techniques.
6. Successful selling is associated with the following:
1. Asking questions.
2. Providing product information, making comparisons and
offering evidence to support claims.
3. Acknowledging the customer’s viewpoint.
4. Agreeing with the customer’s perceptions.
5. Supporting the customer.
6. Releasing tension.
7. Having a richer, more detailed knowledge of customers.
8. Increased effort.
9. Confidence in one’s own ability.
7. • Expertise in their company’s products and the
market.
• Good communication skills.
• Ability to solve problems.
• Ability to understand and satisfy the buyer’s
needs.
• Thoroughness (accuracy).
• Ability to help in ensuring the reliable and fast
delivery of orders.
Key characteristics of salespeople desired by buyers
8. Seven Phases of selling process
The Opening
Need & problem identification
Presentation & Demonstration
Dealing With Objections
Negotiation
Closing the sale
Follow up
9. 1. The opening
• Initial impressions : a favourable initial response can be achieved.
• Salespeople should open with a smile, a handshake .
• In situations where they are not well known to the buyer,
introduce themselves and the company they represent.
• Attention to detail.
• Opening remarks are important.
• business-related.
• Can I help you??????????? No thank you I’m just looking.
10. 2. Need and problem identification
• The seller’s first objective will be to
discover the problems and needs of the
customer.
• Salesperson has many models ranging to
sell from small economy to super luxury
top-of-the range models, a range of
solutions to combat various (degree of
hearing loss).
• Before a salesperson can sell a product ,
they need to understand the customer’s
circumstances.
11. 2. Need and problem identification
1. A salesperson will discuss with doctors (Audiologists) the problems that have arisen
with patient treatment; perhaps a hearing aid has been ineffective or a harmful .
2. What size of hearing aid is required?
3. Is the customer looking for high quality & performance?
4. Is a BTE or a ITE preferred?
5. What kind of price range is being considered?
Having obtained this information the salesperson is in a position to sell the model best
suited to the needs of the buyer.
This gives the salesperson the opportunity to offer a solution to such problems by means
of one of their company’s products.
• Needs analysis approach: a question-and-listen posture.
12. 2. Need and problem identification
• In order to encourage the buyer to discuss their
problems and needs, salespeople tend to use ‘open’
rather than ‘closed’ questions. An open question is
one that requires more than a one-word or one-
phrase answer.
• A closed question, on the other hand, invites a one-
word or one-phrase answer. These can be used to
obtain purely factual information, but excessive use
can hinder rapport and lead to an abrupt type of
conversation.
13. Tell me and I'll forget;
Show me and I may remember;
Involve me and I'll understand.
3. The presentation and demonstration
14. 3. The presentation and demonstration
The first question to be addressed is presentation of
what? The preceding section has enabled the salesperson
to choose the most appropriate product(s) from their
range to meet customer requirements
Second,
Having fully discussed what the customer wants, the
salesperson knows which product benefits to stress. A given
product may have a range of potential features which confer
benefits to customers, but different customers place
different priorities on them.
The key to this task is to recognise that buyers purchase benefits
provide the benefits that the customer is looking for.
15. 3. The presentation and demonstration
Benefits analysed at two levels
1. That can be obtained by purchase of a particular type of product.
2. That can be obtained by purchasing that product from a
particular supplier.
A simple method of relating features and benefits in a
sales presentation is to link them by using the following phrases:
• ‘which means that’
• ‘which results in’
• ‘which enables you to’.
Relationship between certain product features and benefits.
16. 3. The presentation and demonstration
The importance of asking questions is not confined to the needs and
problem identification stage.
Asking questions as part of the presentation serves two functions.
First, it checks that the salesperson has understood the kinds of benefits
the buyer is looking for.
After explaining a benefit ask the buyer, ‘Is this the kind of thing you are
looking for?
Second, asking questions establishes whether the buyer has understood
what the salesperson has said.
17. 3. The presentation and demonstration
The salesperson accurately identifies customer needs and relates
product benefits to those needs.
The buyer does not offer much resistance, but somehow does not buy.
How, then, can a salesperson reduce risk?
There are four major ways:
(A) Reference Selling;
(B) Demonstrations;
(C) Guarantees; And
(D) Trial Orders.
18. 4. Dealing With Objections
• Objections are any concerns or questions
raised by the buyer.
• Objections should not always be viewed
with dismay by salespeople.
• The effective approach for dealing with
objections involves two areas:
• First :The preparation of convincing answers and
the development of a range of techniques for
answering objections in a manner that permits
the acceptance of these answers without loss of
face on the part of the buyer.
19. 4. Dealing With Objections
• A number of techniques will now
be reviewed to illustrate how the
second objective may be
accomplished.
20. • Listen and do not interrupt.
4. Dealing With Objections
Experienced salespeople know that the impression given to buyers by the
salesperson who interrupts midstream is that the salesperson believes that:
1. The objection is obviously wrong;
2. It is trivial;
3. It is not worth the salesperson’s time to let the buyer finish.
• Interruption lead to a misunderstanding.
• The correct approach is to listen carefully, attentively and respectfully.
21. Agree and counter
4. Dealing With Objections
The salesperson first agrees that what the buyer is saying is
sensible and reasonable, before then putting forward an alternative
point of view.
• This method sometimes called the ‘yes . . . but’ technique.
22. The straight denial
4. Dealing With Objections
• This method has to be handled with a great deal of care
since the danger is that it will result in exactly the kind of
antagonism that the salesperson is wishing to avoid.
However, it can be used when the buyer is clearly
seeking factual information.
23. Question the objection
4. Dealing With Objections
• A customer might say they do not like the appearance of the
product, or that the product is not good quality. In this
situation the salesperson should question the nature of the
objection in order to clarify the specific problem at hand.
• Sometimes this results in a major objection being reduced to
one which can easily be dealt with.
• In trying to explain the exact nature of objections buyers may
themselves realise these are really quite trivial.
24. Forestall the objection
4. Dealing With Objections
• There are two advantages of doing this:
• First, the timing of the objection is controlled by the
salesperson.
• Second, since it is raised by the salesperson, the
buyer is not placed in a position where, having raised
a problem, they feel that it must be defended.
25. Turn the objection into a trial close
4. Dealing With Objections
• When dealing with objections, the
salesperson should remember that
heated arguments are unlikely to win
sales .
• Buyers buy from their friends, not their
enemies.
26. Hidden objections
4. Dealing With Objections
• If a salesperson believes that a buyer is unwilling to
reveal their true objections, they should ask such
questions as the following:
• • ‘Is there anything so far which you are unsure about?’
• • ‘Is there anything on your mind?’
• • ‘What would it take to convince you?’
27. 5. Negotiation
• Sellers may negotiate price, credit terms, delivery
times, trade-in values and other aspects of the
commercial transaction.
Start high but be realistic
• There are several good reasons for making the
opening stance high.
• First, the buyer might agree to it.
• Second, it provides room for negotiation.
When considering how high to go, the limiting factor must
be to keep within the buyer’s realistic expectations.
28. 5. Negotiation
Attempt to trade concession for concession
• Sometimes it may be necessary to give a concession
simply to secure the sale.
• This is a valuable tool at the disposal of the negotiator
since it promotes movement towards agreement
while ensuring that proposals to give the buyer
something are matched by proposals for a concession
in return.
29. 6. Closing the sale
• There are a number of closing techniques
which the salesperson can use
30. Simply ask for the order
The simplest technique involves asking directly for the order:
• ‘Shall I reserve you one?’
• ‘Would you like to buy it?’
• ‘Do you want it?’
The key to using this technique is to keep silent after you have asked
for the order.
31. Summarise and then ask for the order
• This technique allows the salesperson to remind the buyer of
the main points in the sales argument in a manner that
implies that the moment for decision has come and that
buying is the natural extension of the proceedings.
32. • The concession close
• This involves keeping one concession in reserve to use as
the final push towards agreement: ‘If you are willing to
place an order now, I’m willing to offer an extra 2.5 per cent
discount.’
33. • The alternative close
• This closing technique assumes that the buyer is willing to
purchase but moves the decision to whether the colour
should be red or blue, the delivery should be Tuesday or
Friday, the payment in cash or credit, etc.
34. The objection close
• It involves the use of an objection as a stimulus to buy.
The salesperson who is convinced that the objection is
the major stumbling block to the sale can gain
commitment from the buyer by saying, ‘If I can
convince you that this model is the most economical
in its class, will you buy it?’
35. Action agreement
• This technique has the effect of helping the doctor–
salesperson relationship to develop and continue.
• No one product is better than its competitors on all
evaluative criteria. This means that the salespeople for all
of these products stand some chance of success.
• Once the sale is agreed, the salesperson should follow two
rules.
• First, they should never display emotions.
• Second, leave as quickly as is courteously possible. The
longer they stay around, the greater the chance that the
buyers will change their minds, and cancel the order.
36. 7. FOLLOW-UP
This final stage in the sales process is necessary to ensure that
the customer is satisfied with the purchase and no problems with
factors such as delivery, installation, product use and training
have arisen.
This is called ‘adaptive selling’ since the salesperson adapts their approach according to the specific situation and it has been found to be a growing way of conducting sales interactions. Its importance is supported by research by Jaramillo et al. (2007) which showed that adaptive selling was associated with salespeople’s performance (as measured by their attainment of sales quotas). This is not to deny the importance of personal persuasion. In the real world, it is unlikely that a product has clear advantages over its competition on all points, and it is clearly part of the selling function for the salesperson to emphasise those superior features and benefits that the product possesses. However, the model for personal selling advocated here is that of a salesperson acting as a need identifier and problem-solver. The view of the salesperson as being a slick, fast-talking confidence trickster is unrealistic in a world where most sellers depend on repeat business and where a high proportion of selling is conducted with professional buyers.
In order to foster customer orientated selling, companies need to develop a corporate culture that views understanding customers and creating value for them as being central to their philosophy, and to use evaluation procedures that include measurement of the support given to customers, customer satisfaction with salesperson interactions, and the degree to which salespeople are perceived by customers to behave ethically. codes and policies. In addition, companies should include ethics in sales training courses, and employ sales managers who are willing to promote and enforce ethical codes and policies.
These important findings should be borne in mind by salespeople when in a sales interview. They also suggest that sales training can improve sales performance, not only by improving skills, but by enhancing the self-confidence of the trainees in their perceived ability to perform well.
These phases need not occur in the order shown. Objections may be raised during presentation or during negotiation and a trial close may be attempted at any point during the presentation if buyer interest is high. Furthermore, negotiation may or may not take place or may occur during any of the stages.. The evolved selling process assumes that the salesperson typically will perform the various steps of the process in some form, but the steps (phases) do not occur for each sales call. Rather, they occur over time, accomplished by multiple people within the selling firm, and not necessarily in any given sequence.
Buyers expect salespeople to be business like in their personal appearance and behaviour. Untidy hair and a sloppy manner of dress can create a lack of confidence. Further, the salesperson who does not respect the fact that the buyer is likely to be a busy person, with many demands on their time, may cause irritation on the part of the buyer.
#Common courtesies should be followed.
Opening remarks are important since they set the tone for the rest of the sales interview. Normally they should be business-related since this is the purpose of the visit; they should show the buyer that the salesperson is not about to waste time. Where the buyer is well known and by their own remarks indicates a willingness to talk about a more social matter, the salesperson will obviously follow. This can generate close rapport with the buyer, but the salesperson must be aware of the reason for being there and not be excessively diverted from talking business.
Reference selling involves the use of satisfied customers in order to convince the
buyer of the effectiveness of the salesperson’s product. During the preparation stage a list of satisfied customers, arranged by product type, should be drawn up. Letters
from satisfied customers should also be kept and used in the sales presentation in order to build confidence. This technique can be highly effective in selling, moving a buyer from being merely interested in the product to being convinced that it is the solution to their problem.
Pre-demonstration
Make the process as brief as possible
Make the process as simple as possible
Rehearse the approach to likely objections with colleagues
Know the product’s selling points
The demonstration should not go wrong if it has been adequately rehearsed beforehand
Conducting the demonstration
1. Commence with a concise statement of what is to be done or proved.
2. Show how potential purchasers can participate in the demonstration process.
3. Make the demonstration as interesting and as satisfying as possible.
4. Show the potential purchaser how the product’s features can fulfil their needs or
solve their problems.
5. Attempt to translate such needs into a desire to purchase.
6. Do not leave the purchaser until they are completely satisfied with the demonstration.
Such satisfaction will help to justify ultimate expenditure and will also reduce
the severity and incidence of any complaints that might arise after purchasing.
7. Summarise the main points by re-emphasising the purchasing benefits that have
been put forward during the demonstration. Note that we state purchasing benefits
and not sales benefits because purchasing benefits relate to individual buying
behaviour.
8. The objectives of a demonstration should be: (a) to enable the salesperson to obtain
a sale immediately (e.g. a car demonstration drive given to a member of the
public); or (b) to pave the way for future negotiations (e.g. a car demonstration
drive given to a car fleet buyer).
9. Depending on the objective above, in the case of (a) ask for the order now, or in the
case of (b) arrange for further communication in the form of a meeting, telephone
call, letter,
Advantages of demonstrations
1. Demonstrations are a useful ancillary in the selling process. They add realism to
the sales routine in that they utilise more human senses than mere verbal descriptions
or visual presentation.
2. When a potential customer is participating in a demonstration, it is easier for the
salesperson to ask questions in order to ascertain buying behaviour. This means
that the salesperson will not need to emphasise inappropriate purchasing motives
later in the selling process.
3. Such demonstrations enable the salesperson to maximise the ‘u’ benefits to potential
purchasers. In other words, the salesperson can relate product benefits to match the
potential buyer’s buying behaviour and adopt a more creative approach, rather
than concentrating on a pre-prepared sales routine.
4. Customers’ objections can be more easily overcome if they can be persuaded to
take part in the demonstration process. In fact, many potential objections may
never even be aired because the demonstration process will make them invalid. It
is a fact that a sale is more likely to ensue if fewer objections can be advanced
initially, even if such objections can be satisfactorily overcome.
5. There are advantages to customers in that it is easier for them to ask questions in a
more realistic way in order to ascertain the product’s utility more clearly and quickly.
6. Purchasing inhibitions are more quickly overcome and buyers declare their
purchasing interest sooner than in face-to-face selling/buying situations. This
makes the demonstration a very efficient sales tool.
7. Once a customer has participated in a demonstration there is less likelihood of
‘customer remorse’ (i.e. the doubt that value for money is not good value after all).
By taking part in the demonstration and tacitly accepting its results, the purchaser
has bought the product and not been sold it.
Guarantees
Guarantees of product reliability, after-sales service and delivery supported by
penalty clauses can build confidence towards the salesperson’s claims and lessen the
costs to the buyer should something go wrong. Their establishment is a matter for
company policy rather than the salesperson’s discretion but, where offered, the salesperson
should not underestimate their importance in the sales presentation.
Trial orders
The final strategy for risk reduction is for salespeople to encourage trial orders, even
though they may be uneconomic in company terms and in terms of salespeoples’
time in the short term, when faced with a straight re-buy (see Chapter 3). Buyers who
habitually purchase supplies from one supplier may recognise that change involves
unwarranted risk. It may be that the only way for a new supplier to break through
this impasse is to secure a small order which, in effect, permits the demonstration of
the company’s capability to provide consistently high-quality products promptly.
The confidence, thus built, may lead to a higher percentage of the customer’s business
in the longer term.