5NDERSTAND3%,,).'
WORKLIFE
WORKLIFE
4RANSFORMTHEWAY YOULIVEANDWORK
5NDERSTAND
3%,,).'
+%.,!.'$/.
4ARGETCUSTOM...
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5NDERSTAND 3%,,).'
WORK LIFE
WORK LIFE
4RANSFORM THE WAY YOU LIVE AND WORK
5NDERSTAND
3%,,).'
+%. ,!.'$/.
4ARGET CUSTOMERS CLOSE DEALS WIN NEW SALES
+%. ,!.'$/.
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5NDERSTAND 3ELLING
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5NDERSTAND 3ELLING 4ARGET CUSTOMERS CLOSE DEALS WIN NEW SALES
+%. ,!.'$/.
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,/.$/. .%7 9/2+ -5.)#( -%,"/52.% $%,()
#ONTENTS
0ROJECT %DITOR 0ROJECT !RT %DITOR 3ENIOR %DITOR 3ENIOR !RT %DITOR !SSISTANT %DITORS !SSISTANT $ESIGNER $40 $ESIGNER 0RODUCTION #ONTROLLER 0ICTURE 2ESEARCHER
4OM "RODER %DWARD +INSEY 3IMON 4UITE 3ARA 2OBIN !MBER 4OKELEY 4ARDA $AVISON !ITKINS +ATHRYN 7ILDING 4RACI 3ALTER 3TUART -ASHETER 3ARAH (OPPER
0REPARE &OR 9OUR #USTOMERS
3PECIAL 0HOTOGRAPHY
2OGER $IXON
#OMMUNICATE 0ERSUASIVELY
%XECUTIVE -ANAGING %DITOR !DÒLE (AYWARD -ANAGING !RT %DITOR +ARLA *ENNINGS !RT $IRECTOR 0UBLISHER
5NDERSTAND THE 3ALES 2ELATIONSHIP -AKE A 'OOD &IRST )MPRESSION
)DENTIFY #USTOMER "ENElTS
0ETER ,UFF #ORINNE 2OBERTS
&IRST !MERICAN %DITION 0UBLISHED IN THE 5NITED 3TATES BY $+ 0UBLISHING (UDSON 3TREET .EW 9ORK .9 #OPYRIGHT ¥ $ORLING +INDERSLEY ,IMITED 4EXT COPYRIGHT ¥ +EN ,ANGDON !LL RIGHTS RESERVED UNDER )NTERNATIONAL AND 0AN !MERICAN #OPYRIGHT #ONVENTIONS .O PART OF THIS PUBLICATION MAY BE REPRODUCED STORED IN A RETRIEVAL SYSTEM OR TRANSMITTED IN ANY FORM OR BY ANY MEANS ELECTRONIC MECHANICAL PHOTOCOPYING RECORDING OR OTHERWISE WITHOUT THE PRIOR WRITTEN PERMISSION OF THE COPYRIGHT OWNER 0UBLISHED IN 'REAT "RITAIN BY $ORLING +INDERSLEY ,IMITED ! #ATALOGING IN 0UBLICATION RECORD FOR THIS BOOK IS AVAILABLE FROM THE ,IBRARY OF #ONGRESS
)3". %$ $+ BOOKS ARE AVAILABLE AT SPECIAL DISCOUNTS FOR BULK PURCHASES FOR SALES PROMOTIONS PREMIUMS FUND RAISING OR EDUCATIONAL USE &OR DETAILS CONTACT $+ 0UBLISHING 3PECIAL -ARKETS (UDSON 3TREET .EW 9ORK .9 OR 3PECIAL3ALES DKCOM 0RINTED AND BOUND IN #HINA BY ,EO 0APER 'ROUP
US_004_005_Selling.indd 4 4 004_005.SellingContents.indd
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S &IND 9OUR #USTOMERS +NOW 9OUR -ARKET 'ET /RGANIZED 4HE 3ALES &ORECAST &IND 9OUR 0ROSPECTS $EVELOP 9OUR 3ALES 0IPELINE
$ELIVER #USTOMER 3ATISFACTION 0UT THE #USTOMER &IRST 3ATISFY 9OUR #USTOMERS 3ATISFY 9OUR 2ETAIL #USTOMERS /FFER A &IRST #LASS 3ERVICE
-ANAGE 4HE 3ALES 0ROCESS
-ANAGE 9OUR +EY !CCOUNTS
$ElNE THE 3ALES 0ROCESS 0LAN THE )NITIAL 3ALES #ALL
&OCUS ON 9OUR "EST #USTOMERS
/PEN THE 3ALE
"UILD 9OUR !CCOUNT 4EAM
1UALIFY 9OUR 0ROSPECTS
4HE +EY !CCOUNT 0ROCESS
#OMPLETE THE /PENING #ALL
#RITICAL 3UCCESS &ACTORS
"UILD THE 3ALE -AKE 9OUR 0ROPOSAL 0RESENT 9OUR 3OLUTION
7RITE 9OUR +EY !CCOUNT 0LAN #OMPLETE 9OUR +EY !CCOUNT 0LAN
.EGOTIATE THE "EST 4ERMS #LINCH THE $EAL
)NDEX
0ROTECT 9OUR 4IME
!CKNOWLEDGMENTS
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)NTRODUCTION .O BUSINESS CAN SUCCEED WITHOUT EFFECTIVE SALESPEOPLE 5NDERSTANDING PROFESSIONAL SALESMANSHIP IS THEREFORE A KEY COMPETENCY NOT ONLY FOR FRONT LINE SALESPEOPLE BUT FOR ANYONE WHOSE JOB IN ANY WAY AFFECTS THE MOST IMPORTANT ASSET ANY ORGANIZATION HASITS CUSTOMERS
0ROFESSIONAL SELLERS UNDERSTAND THE NECESSITY OF MAKING AN EXCELLENT lRST IMPRESSION 4HEY KNOW THAT A FEATURE OF THEIR PRODUCT ONLY HELPS TO MAKE A SALE IF THE CUSTOMER CAN SEE HOW IT WILL BENElT THEM !ND THEY UNDERSTAND EACH STAGE OF THE SALES PROCESS FROM THE BASICS OF QUESTIONING AND LISTENING TO LEADING A CUSTOMER TOWARD SAYING h9ES PLEASE)LL BUY ITv 3O WHETHER YOUR CUSTOMER IS SOMEONE IN A CLOTHING STORE A HIGHLY SKILLED BUYER IN A MULTINATIONAL AN ENTIRE BOARD COMMITTEE OR A MIDDLE MANAGER CONTROLLING A BUDGET YOU NEED TO DEVELOP THE SELLING SKILLS THAT WILL MAKE MORE PROlTABLE SALES QUICKLY 5NDERSTAND 3ELLING HELPS YOU TO ASSESS YOUR CURRENT SELLING SKILLS AND THEN GUIDES YOU THROUGH EVERY ASPECT OF THE SALES PROCESS
5 . $ % 2 3 4! . $ 3 % , , ) . '
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FROM EFFECTIVE OPENING TECHNIQUES THROUGH TO THE BEST WAYS TO SATISFY YOUR CUSTOMERS AND MANAGE A SALES TEAM )T TAKES YOU FROM MAKING THE lRST TELEPHONE CONTACT WITH A NEW PROSPECT AND PLANNING YOUR SALES CAMPAIGN TO MAKING THE lRST SALE AND DELIVERING YOUR PROMISES )T ALSO LOOKS
%FFECTIVE SELLING IS THE FOUNDATION OF ALL BUSINESS SUCCESS
AT HOW TO HANDLE YOUR KEY ACCOUNTSYOUR MOST IMPORTANT CUSTOMERS WHO TYPICALLY SUPPLY UP TO PERCENT OF AN ORGANIZATIONS TOTAL SALES REVENUESAND TELLS YOU HOW TO PLAN AND MANAGE SUCH ACCOUNTS TO ENSURE CUSTOMER LOYALTY AND A GROWING STREAM OF PREDICTABLE PROlTABLE SALES 3PECIALLY COMMISSIONED PHOTOGRAPHS ILLUSTRATE THE SUBTLE VISUAL SIGNALS A CUSTOMER SENDS AND SHOW YOU HOW TO INTERPRET AND SELECT THE RIGHT TECHNIQUE FOR THE RIGHT MOMENT 4HERE ARE ALSO INVALUABLE CASE STUDIES TECHNIQUES THAT YOU CAN PRACTICE IN YOUR EVERYDAY LIFE PROFESSIONAL TIPS AND SPECIAL FEATURES ON KEY ASPECTS OF THE SELLING PROCESSIN SHORT EVERYTHING YOU NEED TO UNDERSTAND SELLING AND BECOME A TOP SALESPERSON
).42/$5#4)/.
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!SSESSING 9OUR 3KILLS 4HE AIM OF THIS QUESTIONNAIRE IS TO GET YOU TO THINK ABOUT YOUR SELLING SKILLS AND ASSESS YOUR SCOPE FOR IMPROVEMENT SO ANSWER HONESTLY #OMPLETE IT BEFORE READING THE BOOK CHOOSING THE ANSWER THAT COMES CLOSEST TO YOUR PREFERRED RESPONSE AND PUTTING THE APPROPRIATE LETTER IN THE h"EFOREv BOX !FTER YOU HAVE READ THE BOOK AND APPLIED THE TECHNIQUES COMPLETE THE QUESTIONNAIRE A SECOND TIME "EFORE !FTER
(OW OFTEN DO YOU USE OPEN QUESTIONS
(OW DO YOU DESCRIBE YOUR PRODUCTS
! 9OU ARE NOT SURE WHAT THEY ARE " 7HENEVER YOU MEET A PROSPECTIVE CUSTOMER # &REQUENTLY THROUGHOUT THE SELLING CYCLE
! )N GREAT DETAIL EMPHASIZING THE FEATURES THAT BEAT THE COMPETITION " 9OU CONCENTRATE ON THE FEATURES THAT SEEM TO INTEREST THE PROSPECT # 9OU DESCRIBE THE FEATURES ONLY IN TERMS OF THEIR BENElTS TO THE PROSPECT
(OW WELL DO YOU ESTABLISH THE PROSPECTS REQUIREMENTS
(OW ACCURATE ARE YOUR SALES FORECASTS
! 9OU ASSUME ALL PROSPECTS NEED YOUR PRODUCTS " 9OU ASK THEM FOR THEIR REQUIREMENTS EARLY IN THE SALES CAMPAIGN # 9OU LISTEN TO THEIR NEEDS SUMMARIZE THEM BACK AND CHECK REGULARLY TO SEE IF THEY CHANGE
! )TS IMPOSSIBLE TO FORECAST IN YOUR BUSINESS " 9OU HAVE MONTHS WHEN THEY ARE QUITE ACCURATE AND OTHERS WHEN THEY ARE MILES OUT # 9OU USUALLY HIT YOUR TARGETS WITHIN PERCENT
5 . $ % 2 3 4! . $ 3 % , , ) . '
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"EFORE !FTER
(OW OFTEN DO YOU SET TIME ASIDE FOR lNDING PROSPECTIVE CUSTOMERS
7HAT PERCENTAGE OF YOUR TIME DO YOU TALK DURING AN OPENING SALES CALL
(OW WELL DO YOU DISTINGUISH YOUR OFFERING FROM YOUR COMPETITIONS
! 9OU DO IT WHEN YOU RUN OUT OF THEM " 9OU DO IT FROM TIME TO TIME # 9OU DO IT EVERY WEEK AT DIFFERENT TIMES
! -OST OF THE TIME TO MAXIMIZE SELLING TIME " !BOUT lFTY lFTY # 9OU AIM FOR A BALANCE OF PERCENT YOU TALKING WITH PERCENT FROM THE PROSPECT
! 9OU CANT IN YOUR BUSINESS THE PRODUCTS ARE PRETTY MUCH THE SAME " 9OU KNOW YOUR PRODUCTS 530S # 9OU CAN DEMONSTRATE 530S IN YOUR ORGANIZATION AND YOUR MARKET POSITION
(OW WELL DO YOU ESTABLISH THE PROSPECTS BASIS OF DECISION ! 9OU ARE UNFAMILIAR WITH THE TERM " 9OU ASK ABOUT THE CRITERIA AT THE lRST MEETING # 9OU USE THE PROSPECTS BASIS OF DECISION AS THE FRAMEWORK OF A SALES CAMPAIGN $O YOU MAINTAIN GOOD RECORDS OF CONTACTS ! 4HEYRE ON A DATABASE " 9OU KEEP DETAILS UNTIL YOU HAVE MADE A SALE # 9OU KEEP YOUR LIFETIME ADDRESS BOOK UPDATED (OW DO YOU COMPLETE AN OPENING CALL ! 9OU THANK THE PROSPECT FOR HIS OR HER TIME AND SAY THAT YOU WILL CALL BACK " 9OU EXPLAIN THE ACTIONS YOU ARE GOING TO TAKE FOLLOWING THE MEETING # 9OU AGREE ON AN ACTION PLAN THAT ALWAYS INCLUDES AN ACTION FOR THE PROSPECT TO COMPLETE
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! 3 3 % 3 3 ) . ' 9/ 5 2 3 + ) , , 3
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"EFORE !FTER
$O YOU GIVE DISCOUNTS OR OTHER CONCESSIONS ! 9OUR STARTING PRICE IS THE BEST YOU CAN MAKE " 9OU START WITH THE BOOK TERMS AND CONDITIONS AND OFFER WHAT YOU CAN AT THE APPROPRIATE TIME # 9OU NEVER GIVE ANYTHING AWAY UNLESS IT IS VITAL TO DO SO AND ALWAYS SHOW GREAT RELUCTANCE
(OW MUCH TIME DO YOU WASTE ON PROSPECTS WHO DO NOT IN THE END BUY FROM YOU
(OW DO YOU MEASURE CUSTOMER SATISFACTION
(OW WELL DO YOU KNOW YOUR KEY ACCOUNTS STRATEGY STRENGTHS AND WEAKNESSES
! )T HAPPENS ALL THE TIMETHATS SELLING " )F IT BECOMES OBVIOUS THAT THEY ARE NOT GOING TO BUY YOU DROP THE PROSPECT # 9OU QUALIFY PROSPECTS CONTINUOUSLY AND ALWAYS EXPLAIN YOUR REASONS TO UNQUALIlED PROSPECTS
! 9OU GET A FEEL FOR IT WHEN COMPLAINTS INCREASE " 9OU GET A FEW CUSTOMERS TO lLL IN A CUSTOMER SATISFACTION FORM AT THE END OF EACH QUARTER # 9OU AGREE ON CUSTOMER SATISFACTION TARGETS AND USE EXTERNAL AND INTERNAL SURVEYS
! 9OU DONT NEED TO IN ORDER TO SELL YOUR PRODUCTS " 9OU ASK THE MAIN BUYER HOW BUSINESS IS GOING ON A REGULAR BASIS # 9OU HAVE AN AGREED !CCOUNT $EVELOPMENT 0LAN THAT YOU KEEP UP TO DATE WITH THIS INFORMATION
&INAL 3CORES !
"
#
"EFORE
!FTER
5 . $ % 2 3 4! . $ 3 % , , ) . '
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!NALYSIS -OSTLY !S
9OUR ANSWERS SUGGEST THAT YOU ARE FAIRLY NEW TO SELLING AND WHILE YOU MAY BE ENTHUSIASTIC YOU NEED TO THINK ABOUT THE BASIC TECHNIQUES OF PROFESSIONAL SELLING AND THE SALES PROCESS #ONSIDER lRST YOUR CONTACT WITH PROSPECTS AND CUSTOMERS AND LEARN TO LISTEN MORE 4HEN WORK ON THE SELLING PROCESS TO ENSURE THAT YOU UNDERSTAND EACH STAGE AND ARE CONlDENT HOW FAR DOWN THE SELLING TRACK YOU ARE AT ANY POINT IN TIME 4HINK MORE ABOUT YOUR CUSTOMERS AND WHAT THEY NEED AND WANT
-OSTLY "S 9OU HAVE SOME KNOWLEDGE OF PROFESSIONAL SELLING AND DEAL WITH YOUR PROSPECTS AND CUSTOMERS QUITE WELL 9OU ARE STARTING TO SEE THE SALE FROM THE CUSTOMERS POINT OF VIEW BUT YOU NEED TO PUT MORE TIME AND ENERGY INTO IMPROVING YOUR SKILLS IN THIS AREA 3TART WITH ONE CUSTOMER AND ONE SALES CAMPAIGN AND PLAN YOUR WAY THROUGH EACH STAGE IN THE PROCESS "E SELF CRITICAL OF YOUR OVERALL APPROACH TO A KEY ACCOUNT
-OSTLY #S 9OU CERTAINLY HAVE A PROFESSIONAL APPROACH TO YOUR ROLE AS A SALESPERSON -AKE SURE HOWEVER THAT YOU ESTABLISH GOOD RAPPORT WITH CUSTOMERS AS WELL AS TREATING THEM PROFESSIONALLY #ONCENTRATE ON THE LONG TERM STRATEGY AND USE SOME OF THE TECHNIQUES IN THIS BOOK TO HELP BUILD MUTUALLY PROlTABLE RELATIONSHIPS 5SE THESE TECHNIQUES TO ASSIST OTHER PEOPLE IN YOUR TEAM TO IMPROVE THEIR SKILLS 3HOW THEM HOW IMPORTANT IT IS TO HAVE OPEN AND HONEST CONTACTS WITH PROSPECTS AND CUSTOMERS
#ONCLUSION )F THIS IS THE lRST TIME YOU HAVE DONE THIS SELF ASSESSMENT THEN BEAR IN MIND THE ABOVE ANALYSIS AS YOU READ THE BOOK 0AY SPECIAL ATTENTION TO THE AREAS HIGHLIGHTED BY YOUR RESPONSES AND TAKE ONBOARD THE TIPS AND TECHNIQUESTHESE WILL HELP YOU TO REDUCE THE NUMBER OF ! RESPONSES NEXT TIME AROUND AND HELP YOU TO ACHIEVE A MORE BALANCED MIXTURE OF "S AND #S !FTER YOU HAVE READ THE BOOK AND HAD A CHANCE TO PUT THE TECHNIQUES INTO PRACTICE TAKE THE QUIZ AGAIN 0ROVIDED THAT YOU HAVE ANSWERED HONESTLY YOU WILL ABLE TO DIRECTLY MEASURE YOUR PROGRESS AND SHOULD SEE A BIG IMPROVEMENT
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! 3 3 % 3 3 ) . ' 9/ 5 2 3 + ) , , 3
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0REPARE &OR 9OUR #USTOMERS
3UCCESSFUL SALESPEOPLE CONCENTRATE ON THEIR CUSTOMERS THEY ARE DETERMINED TO MAKE SALES BUT EQUALLY DETERMINED TO PRODUCE A HIGH LEVEL OF CUSTOMER SATISFACTION 4O HELP YOU PREPARE FOR YOUR CUSTOMERS IN A CONlDENT EFFECTIVE AND PROFESSIONAL MANNER THIS CHAPTER SHOWS YOU HOW TO s 5NDERSTAND THE RELATIONSHIP BETWEEN A CUSTOMER AND AN EFFECTIVE SALESPERSON s -AKE A STRONG lRST IMPRESSION BY LOOKING PROFESSIONAL AND HAVING THE RIGHT ATTITUDE s #OMMUNICATE PERSUASIVELY UNDERSTAND WHEN TO LISTEN AND ASK THE RIGHT QUESTIONS s )DENTIFY THE CUSTOMER BENElTS OF YOUR PRODUCT
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5NDERSTAND THE 3ALES 2ELATIONSHIP 3ELLING CREATES A PERSONAL RELATIONSHIP BETWEEN THE SALESPERSON AND A CUSTOMER !N EFFECTIVE SALES RELATIONSHIP INVOLVES TAKING ORDERS FOR PRODUCTS THAT SATISFY OR DELIGHT YOUR CUSTOMERS
!IM FOR #USTOMER 3ATISFACTION !N ORGANIZATIONS MOST EFFECTIVE SALESPEOPLE ARE ITS CUSTOMERS ! SATISlED CUSTOMER WHO TALKS ENTHUSIASTICALLY TO FRIENDS AND ACQUAINTANCES GENERATES NEW BUSINESS -ANY SUCCESSFUL RESTAURANTS FOR EXAMPLE RELY ENTIRELY ON WORD OF MOUTH RECOMMENDATIONS ! SUCCESSFUL SALE HAS THREE WINNERS THE SALESPERSON WHO ! SATISlED MADE THE SALE THE CUSTOMER WHO CUSTOMER RECEIVES THE BENElTS OF THE PRODUCT IS ALSO YOUR OR SERVICE PURCHASED AND THE MOST EFFECTIVE SELLING ORGANIZATION WHICH GAINS BOTH SALES REVENUE AND A SATISlED ADVOCATE CUSTOMER
#REATE 2ELATIONSHIPS -AKING REPEAT SALES TO AN EXISTING CUSTOMER IS USUALLY QUICKER AND CHEAPER THAN lNDING A NEW PROSPECT AND SECURING THE lRST SALESO REPEAT SALES ARE ALSO MORE PROlTABLE 4HE CUSTOMER SALESPERSON RELATIONSHIP IS A VITAL ELEMENT IN WINNING REPEAT SALES )T IS BASED ON MUTUAL CONlDENCE CUSTOMERS REVEAL INFORMATION ABOUT THEIR NEEDS AND WANTS OR THEIR COMPANYS PROBLEMS AND OPPORTUNITIES )N RETURN THE SALESPERSON MAINTAINS CONlDENTIALITY AND HELPS THE CUSTOMER TO BUY PRODUCTS THAT MEET THOSE REQUIREMENTS 9OU CAN BUILD RELATIONSHIPS BY CONCENTRATING ON PROVIDING YOUR CUSTOMERS WITH SOLUTIONS THAT PRODUCE REAL BENElTS
4)0 3TRIVE TO MEET AND IF POSSIBLE EXCEED YOUR
CUSTOMERS EXPECTATIONSOR AS MANY SUCCESSFUL SALESPEOPLE PUT IT hUNDER PROMISE AND OVER PERFORMv
0 2 % 0! 2 % & / 2 9/ 5 2 #5 3 4 / - % 2 3
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/BSERVE /THER 3ALESPEOPLE 9OU CAN LEARN A LOT ABOUT GOODAND BADSALESMANSHIP BY OBSERVING HOW OTHER SALESPEOPLE TREAT THEIR CUSTOMERS %XAMPLES OF DIFFERENT SALES TECHNIQUES ARE ALL AROUND YOU .EXT TIME YOU ARE IN A STORE OR RESTAURANT TAKE A MOMENT TO STUDY THE PEOPLE WORKING THERE AND NOTE HOW THEY INTERACT WITH CUSTOMERS
#AN YOU IDENTIFY ANY PARTICULARLY EFFECTIVE SALESPEOPLE 7HAT ARE THEIR SALES TECHNIQUES !RE THEY PUSHY 0ROFESSIONAL
7HAT KIND OF RELATIONSHIP DOES A SUCCESSFUL SALESPERSON CREATE WITH HIS OR HER CUSTOMERS ,OOK FOR WAYS IN WHICH THE SALESPERSON SEEKS TO CREATE A SENSE OF TRUST !RE THERE ANY APPROACHES THAT ELICIT A NEGATIVE RESPONSE FROM A CUSTOMER (OW DID THE SALESPERSON RESPOND 9OU CAN ALSO USE YOUR OWN EXPERIENCES TO HELP YOU TO UNDERSTAND AND APPRECIATE DIFFERENT SALES TECHNIQUES NEXT TIME SOMEONE TRIES TO SELL YOU SOMETHING PAY CLOSE ATTENTION TO THE METHODS USED
7HAT DID THE SALESPERSON DO THAT MADE YOU FEEL READY TO BUY 7AS THE SALESPERSON GOOD AT lNDING OUT WHAT YOU WANTED $ID THE PRODUCT LIVE UP TO THE SALESPERSONS PROMISE 7AS THE SALESPERSON HELPFUL IN MAKING SURE THAT YOU GOT GOOD AFTER SALES SERVICE
7AS THERE ANYTHING THE SALESPERSON SAID OR DID THAT MADE YOU FEEL LESS INCLINED TO BUY
%FFECTIVE 3ALES 4ECHNIQUES .%'!4)6% )-0!#4
()'( )-0!#4
"EING FRIENDLY AND PROFESSIONAL L &INDING OUT EXACTLY WHAT THE CUSTOMER WANTS L !BSORBING AND RESPONDING POSITIVELY TO CUSTOMER FEEDBACK L "EING PREPARED TO NEGOTIATE L
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"EING OVER FAMILIAR OR PUSHY 4ELLING CUSTOMERS WHAT YOU THINK THEY SHOULD WANT L )GNORING CUSTOMER FEEDBACK OR BECOMING ANNOYED OR AGGRESSIVE L "EING INmEXIBLE L L
5 . $ % 2 3 4! . $ 4 ( % 3 ! , % 3 2 % , !4 ) / . 3 ( ) 0
13/7/06 pm 20/3/064:05:42 14:54:26
-AKE A 'OOD &IRST )MPRESSION 0ROSPECTIVE CUSTOMERS OR PROSPECTS LIKE EVERYONE ELSE MAKE A RAPID DECISION ABOUT A PERSON THEY ARE MEETING FOR THE lRST TIME )T TAKES ONLY A FEW SECONDS TO MAKE AN IMPRESSION SO MAKE SURE YOU PREPARE CAREFULLY
,OOK 0ROFESSIONAL )T IS IMPORTANT TO lT IN WITH THE CUSTOMERS IMAGE OF A PERSON THEY ENJOY TALKING TO AND WORKING WITH )F YOU ARE SELLING TO PEOPLE WHO TRADITIONALLY WEAR SUITS AND TIES THEN DRESS ACCORDINGLY IF YOU ARE A SALESPERSON IN A CLOTHING BOUTIQUE YOU MAY BE ABLE TO DRESS MORE CASUALLY )N ALL CASES HOWEVER THE KEY IS TO LOOK CLEAN NEAT AND POLISHED ! PROFESSIONAL APPEARANCE WILL ENSURE THAT YOUR PROSPECTIVE CUSTOMER TAKES YOU SERIOUSLY FROM THE START
$EVELOP #ONlDENCE -OST SALESPEOPLE FEEL SOME ANXIETY WHEN THEY ARE NEW TO THE PROFESSION 4HE TRICK IS TO CONVERT THAT ENERGY INTO A MORE USEFUL EMOTION +EEP A POSITIVE MENTAL ATTITUDE BELIEVE THAT YOU AND YOUR PRODUCTS AND SERVICES CAN IMPROVE THE BUSINESSES AND LIVES OF YOUR CUSTOMERS )N A COMPETITIVE POSITION THIS SELF BELIEF CAN BE THE DIFFERENCE BETWEEN WINNING THE ORDER AND LOSING OUT TO A COMPETITOR
THINK
3-!24 4O OVERCOME ANY NERVES YOU MAY FEEL WHEN MEETING A NEW PROSPECT AND TO APPEAR MORE CONlDENT SIMPLY PRETEND THAT YOU ARE MEETING AN OLD FRIEND )MAGINE THAT THE PROSPECT IS AN OLD ACQUAINTANCE THAT YOU HAVENT SEEN FOR MANY YEARS 9OU ARE PLEASED TO SEE THE FRIEND AGAIN AND CURIOUS TO lND OUT WHAT HE OR SHE HAS BEEN UP TO SINCE YOU LAST MET !DOPT THIS ATTITUDE FROM THE OUTSET AND THE CONVERSATION SHOULD SOON START TO mOW NATURALLY
0 2 % 0! 2 % & / 2 9/ 5 2 #5 3 4 / - % 2 3
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-AKE AN )MPACT ! GOOD UPRIGHT STANCE DIRECT EYE CONTACT AND A lRM HANDSHAKE GIVE AN IMPRESSION OF CONlDENCE WHEN YOU MEET NEW PROSPECTS ! NEAT APPEARANCE AND EXCELLENT MANNERS ENSURE THAT YOU MAKE A POSITIVE lRST IMPRESSION
0OSTURE 3TAND UPRIGHT BUT RELAXED AND AVOID HUNCHING YOUR SHOULDERS OR HANGING YOUR HEAD $O NOT CROSS YOUR ARMS THIS CAN LOOK DEFENSIVE
(ANDSHAKE +EEP YOUR PALMS ANGLED SLIGHTLY UPWARD AS YOU MOVE TO SHAKE HANDS !DOPT A HANDSHAKE THAT IS lRM WITHOUT BEING CRUSHING
%YE CONTACT -AKE REGULAR EYE CONTACT WHEN TALKING OR LISTENING TO INDICATE THAT YOU ARE HONEST AND CONlDENT "E CAREFUL NOT TO STARE
4)0 "EFORE MEETING WITH POTENTIAL CUSTOMERS TAKE A MOMENT TO THINK BACK OVER PAST SUCCESSESIT WILL HELP YOU TO FEEL MUCH MORE CONlDENT
17_ED248_US 17 17 17_ED248_CMYK_
- ! + % ! ' / / $ & ) 2 3 4 ) - 0 2 % 3 3 ) / .
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#OMMUNICATE 0ERSUASIVELY 0ROFESSIONAL SALESPEOPLE ARE EXPERT COMMUNICATORS 4HEY USE CONVERSATION TO ENGAGE THEIR PROSPECTIVE CUSTOMERS DETERMINE THEIR NEEDS AND DEMONSTRATE HOW THEIR PRODUCTS AND SERVICES MEET THAT NEED
!SK THE 2IGHT 1UESTIONS %FFECTIVE SALESPEOPLE ASK QUESTIONS TO ENCOURAGE PROSPECTS TO TALK FREELY ABOUT THEIR AIMS NEEDS AND WANTS &ROM THEIR ANSWERS SALESPEOPLE LEARN WHERE THEIR PRODUCTS COULD BE APPROPRIATE 4HE WAY YOU ASK THE QUESTION IS IMPORTANT !VOID CLOSED QUESTIONS THAT REQUIRE A SIMPLE YES OR NO ANSWERIT IS USUALLY MORE EFFECTIVE TO ASK OPEN QUESTIONS THAT ENCOURAGE PEOPLE TO TALK ABOUT THEMSELVES AND THEIR COMPANIES IN MORE DETAIL s #LOSED QUESTIONS OFTEN START WITH WORDS SUCH AS hDO v hIS v AND hAREv h!RE YOU LOOKING FOR NEW SUPPLIERS v INVITES A SIMPLE RESPONSE h.Ov s /PEN QUESTIONS BEGIN WITH WORDS SUCH AS hWHY v hHOW v hWHO v hWHAT v AND hWHEREv h(OW CAN YOUR SUPPLIERS OFFER YOU A BETTER SERVICE v OPENS UP THE CONVERSATION AND CAN REVEAL USEFUL INFORMATION
t
4%#(.)15%3 TO PRACTICE
4HE ABILITY TO LISTEN WITHOUT INTERRUPTING IS INVALUABLE 0RACTICE YOUR LISTENING SKILLS ON A FRIEND BY ASKING AN OPEN QUESTION ABOUT A TOPIC HE OR SHE IS INTERESTED IN LISTEN FOR TWO MINUTES WITHOUT INTERRUPTING s 5SE NODS AND ENCOURAGING WORDS TO SHOW THAT YOU ARE PAYING CLOSE ATTENTION s 3UBTLY MIRROR THE OTHER
PERSONS POSTURE AND GESTURES TO CREATE EMPATHY AND RAPPORT s 5SE SILENCE TO DRAW HESITANT TALKERS INTO SPEAKING s )F CONVERSATION mAGS ASK MORE OPEN QUESTIONSBUT MAKE SURE THAT THE OTHER PERSON DOES MOST OF THE TALKING s 2EPEAT KEY WORDS SILENTLY AS YOU LISTEN TO HELP YOU REMEMBER WHAT IS SAID
0 2 % 0! 2 % & / 2 9/ 5 2 #5 3 4 / - % 2 3
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#!3% STUDY 'ETTING #USTOMER &EEDBACK #ARLOS A REPRESENTATIVE OF A TOY SUPPLIER WAS HAVING DIFlCULTY PERSUADING A STORE MANAGER %ILEEN TO BUY STOCKS OF A NEW RANGE OF BOARD GAMES #ARLOSS MANAGER ASKED HIM HOW HE USUALLY STARTED SALES CALLS 3HE FOUND THAT HE ALWAYS OPENED BY DESCRIBING THE NEW RANGE AND SHOWING THE SHOP MANAGER SAMPLES 3HE SUGGESTED #ARLOS lRST ASK %ILEEN WHAT TYPE OF PRODUCTS WERE CURRENTLY SELLING WELL #ARLOS DID THIS AND PICKED UP ON THE FACT THAT BOARD GAMES FOR ADULTS WERE SELLING WELL IN HER STORE THAT SEASON #ARLOS WAS ABLE TO USE THIS KNOWLEDGE TO EMPHASIZE THOSE FEATURES OF HIS
NEW RANGE THAT WOULD APPEAL TO ADULTS %ILEEN BOUGHT STOCKS OF THE NEW RANGE s "Y lNDING OUT WHAT KIND OF PRODUCTS WERE SELLING WELL BEFORE BEGINNING HIS PITCH #ARLOS WAS BETTER ABLE TO MARKET HIS OWN PRODUCT SO THAT IT MATCHED THE PROSPECTS DEMANDS (E WAS ABLE TO RESPOND AS WELL AS INFORM s 4HE QUESTIONS ALSO ESTABLISHED A TWO WAY RELATIONSHIP BETWEEN PROSPECT AND SALESMAN )NSTEAD OF SIMPLY LISTENING %ILEEN FELT THAT SHED MADE A CONTRIBUTION TO THE CONVERSATION AND HAD AN INVESTMENT IN THE OUTCOME
,EARN TO ,ISTEN !S WELL AS LISTENING CAREFULLY WHILE A PROSPECT TALKS YOU SHOULD ALSO SHOW THAT YOU ARE LISTENING BY LOOKING ATTENTIVE )F YOU MISS SOMETHING OR DO NOT UNDERSTAND WHAT HAS BEEN SAID APOLOGIZE AND ASK THE CUSTOMER TO REPEAT THE POINT !CTIVE LISTENING LIKE THIS SHOWS THAT YOU DO NOT WANT TO DOMINATE THE CONVERSATION s 0ICK UP CLUES FROM WHAT THE PROSPECT SAYS TO TRIGGER THE NEXT SET OF LOGICAL QUESTIONS BUT NEVER INTERRUPT A PROSPECT WHO IS TALKING )NTERRUPTING SOMEONE SENDS OUT A CLEAR MESSAGE h7HAT ) WANT TO SAY IS MORE IMPORTANT THAN WHAT YOU ARE TRYING TO TELL MEv 5NLESS ONE IS A GENIUS IT s )F A PROSPECT ASKS YOU A IS BEST TO AIM AT BEING QUESTION KEEP YOUR INTELLIGIBLE ANSWERS DIRECT POSITIVE 3IR !NTHONY (OPE (OPKINS AND TO THE POINT
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4ALK IN THE 0ROSPECTS 4ERMS 7HEN YOU ARE SELLING CONNECT YOUR PRODUCT WITH SOMETHING THE PROSPECT NEEDS OR WANTS $ESCRIBE THAT CONNECTION IN WORDS THAT THE PROSPECT USES RATHER THAN YOUR OWNHE OR SHE WILL RELATE TO IT MORE EASILY 7HEN TALKING TO A PROSPECT FOCUS ON THE KEY WORDS USED AND SILENTLY REPEAT THEM 5SE THESE WORDS WHEN YOU RESPOND
!IM TO #LOSE #LOSED QUESTIONS THAT REQUIRE A hYESv OR hNOv TELL YOU HOW CLOSE YOU ARE TO A SALE AND ENSURE THAT YOU AGREE 0ERHAPS YOU WANT SOMEONE TO ATTEND A DEMONSTRATION !SK A DIRECT CLOSED QUESTION h7ILL YOU PERSONALLY ATTEND v )F YOUR PROSPECT SAYS hNO v ASK WHY AND DEAL WITH THE OBJECTION ! hYESv INDICATES THAT YOU HAVE GOTTEN A COMMITMENT TO A COURSE OF ACTION )F THE PROSPECT IS WAVERING #USTOMER "ENElTS $ESCRIBE YOUR PRODUCT IN TERMS OF WHAT YOUR PROSPECT REFER TO OTHER BENElTS NEEDS OR WANTS )F YOUR PROSPECT IS LOOKING THAT HAVE NOT PREVIOUSLY FOR A FAMILY CAR FOR EXAMPLE YOU MIGHT BEEN DISCUSSED THIS MAY WANT TO EMPHASIZE TRUNK SPACE AND SAFETY FEATURES RATHER THAN ACCELERATION PROVE PERSUASIVE
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,EARN 9OUR #USTOMERS *ARGON %VERY INDUSTRY HAS ITS OWN JARGON 4O MAKE SURE YOU COMMUNICATE EFFECTIVELY WITH CUSTOMERS AND PROSPECTS YOU NEED TO BE ABLE TO USE THEIR JARGON WITH CONlDENCE *ARGON SERVES A DUAL PURPOSE IT BOTH AIDS COMMUNICATION AND SIGNALS INCLUSION WITHIN A SPECIlC GROUP OR PROFESSION )F YOU CAN USE YOUR CUSTOMERS JARGON APPROPRIATELY IT IS EASIER TO COME ACROSS AS AN INDUSTRY INSIDER WHO UNDERSTANDS THE CUSTOMERS NEEDS AND CONCERNS )NAPPROPRIATE USE OF TERMINOLOGY CAN HAVE THE OPPOSITE EFFECT #ONlDENT AND APPROPRIATE USE OF JARGON RELIES ON FAMILIARITY #ONSIDER THE FOLLOWING STEPS TO DEVELOP THIS SKILL
3PEAK IN YOUR CUSTOMERS LANGUAGE NOT YOUR OWN A COMPUTER SALESPERSON WHO IS SELLING PRODUCTS TO THE 02 INDUSTRY FOR EXAMPLE SHOULD AVOID CONFUSING LESS TECHNICALLY MINDED PROSPECTS WITH COMPUTER RELATED JARGON ,ISTEN TO PEOPLE IN THE INDUSTRY TALKING TO EACH OTHER AND NOTE HOW YOUR CUSTOMERS DESCRIBE THEIR PRODUCTS #URTAIN MANUFACTURERS FOR EXAMPLE CALL THE LENGTH OF A CURTAIN hTHE DROPv )DENTIFY ANY ACRONYMS USEDTELEPHONE EXPERTS OFTEN USE THE TERM 0/43 FOR hPLAIN OLD TELEPHONE SERVICEv !TTEND OR READ ABOUT INDUSTRY CONFERENCES TO lND OUT ABOUT THE KEY PEOPLEEVERYONE IN THE INDUSTRY KNOWS THE NAME OF THE CHIEF EXECUTIVE OF THE LARGEST COMPANY IN THE BUSINESS 2EAD THE BUSINESS SECTION OF A NEWSPAPER TO lND OUT ABOUT CURRENT PROBLEMS AND OPPORTUNITIES IN THE INDUSTRY )S IT GROWING OR DECLINING 7HAT ARE THE LATEST BUZZWORDS 6ISIT ALL PARTS OF AN EXISTING CUSTOMERS BUSINESSEVEN THOSE THAT ARE NOT CLOSELY INVOLVED WITH YOUR PRODUCTS !FTER ALL IT IS STILL USEFUL TO KNOW THE JARGON USED BY A DIFFERENT DEPARTMENT
4)0 &AMILIARIZE YOURSELF WITH THE KEY ISSUES IN THE RELEVANT INDUSTRY SO YOU CAN HOLD KNOWLEDGEABLE CONVERSATIONS WITH YOUR CUSTOMERS
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)DENTIFY #USTOMER "ENElTS !LTHOUGH YOUR PRODUCT MAY OFFER MANY ATTRACTIVE FEATURES REMEMBER THAT YOUR CUSTOMERS WILL ONLY PURCHASE WHAT THEY FEEL THEY NEED OR WILL USE
#ONVERT &EATURES INTO "ENElTS )T IS NOT THE FEATURES THAT SELL YOUR PRODUCTIT IS THE BENElTS THOSE FEATURES BRING TO YOUR CUSTOMERS !LL PRODUCTS HAVE CERTAIN FEATURES THAT DIFFERENTIATE THEM FROM COMPETITIVE PRODUCTS ! TELEPHONE SALESPERSON FOR EXAMPLE MAY BE SELLING A PRODUCT THAT CAN RETRIEVE VOICE MESSAGES REMOTELY 4HIS IS A FEATURE OF THE PRODUCTBUT UNLESS YOUR PROSPECTIVE CUSTOMERS BELIEVE THAT THEY WILL ACTUALLY USE THIS FEATURE IT IS 5SE h3O 7HAT v UNLIKELY TO CONVINCE THEM OF TO DElNE A BENElT THE PRODUCTS BENElTS 3ALESPEOPLE MAKE A SALE &EATURE WHEN THEY ARE ABLE TO SHOW 4HE TRANSFORMER BREAKS INTO TWO PARTS FOR TRANSPORTATION THE VALUE OF THE FEATURE TO THE PROSPECT &OR EXAMPLE 3/ 7(!4 AN ORGANIZATION COULD USE THE REMOTE ACCESS FEATURE MENTIONED PREVIOUSLY TO 7HEN THE PIECES ARE ON THE TRUCK REDUCE THE NUMBER OF TIMES THEY ARE NOT WIDE LOADS THAT MAINTENANCE ENGINEERS NEED TO RETURN TO BASE 4HE 3/ 7(!4 BENElT TO THE COMPANY IS HIGHER PRODUCTIVITY 2EMEMBER THAT THE SWITCH FROM FEATURE TO BENElT CAN $RIVERS DO NOT NEED A POLICE ESCORT IN TRANSIT BE A VERY PERSONAL ONE ! PERSON MAY BUY NEW CLOTHES 3/ 7(!4 FOR EXAMPLE SO THAT THEY LOOK MORE FASHIONABLETRY TO IDENTIFY AND FOCUS ON THE "ENElT BENElTS THAT ARE PARTICULAR 4HIS SAVES ON CHARGES FOR SUCH TO EACH INDIVIDUAL PROSPECT AN ESCORT THAT YOU TALK TO
0 2 % 0! 2 % & / 2 9/ 5 2 #5 3 4 / - % 2 3
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4)0 #HECK THAT YOUR PROSPECT AGREES WITH YOU THAT A CERTAIN FEATURE IS A BENElT )F NOT YOU MAY NEED TO TAKE A DIFFERENT APPROACH TO PROMOTING YOUR PRODUCT -AKE A "USINESS #ASE ,ARGE ORGANIZATIONS USE A BUSINESS PROCESS TO ANALYZE THE COST AND BENElTS OF SPENDING MONEY 4HERE MAY BE A PURCHASING DEPARTMENT RESPONSIBLE FOR BUYING THE RAW MATERIALS THAT MANUFACTURERS USE TO MAKE THEIR OWN PRODUCTS OR THE ITEMS THAT RETAILERS WILL STOCK IN THEIR STORES ,INE MANAGERS HAVE BUDGETS TO SPEND ON PRODUCTS THAT IMPROVE THEIR EFlCIENCY OR THE SERVICE THEY OFFER TO CUSTOMERS !LL OF THESE PEOPLE HAVE TO LOOK AT THE lNANCIAL IMPLICATIONS OF A BUYING DECISION 2ETAILERS WILL CHECK ON THE PROlT MARGIN OF A PARTICULAR LINE FOR EXAMPLE )N OTHER ORGANIZATIONS MANAGERS WILL WANT TO ESTABLISH THE lNANCIAL RETURN BEFORE THEY INVEST IN TECHNOLOGY 0ROFESSIONAL SALESPEOPLE HELP A CUSTOMER THROUGH THE BUYING PROCESS AND SUGGEST lNANCIAL BENElTS THAT THEY MAY NOT ANTICIPATE
+EY 1UESTIONS TO !SK !BOUT 9OUR 0RODUCT *UST AS LARGE ORGANIZATIONS WILL USE A BUSINESS PROCESS TO ANALYZE THE lNANCIAL AND OTHER BENElTS OF INTRODUCING A PRODUCT OR SERVICE YOU TOO NEED TO ASK YOURSELF A SERIES OF QUESTIONS TO EVALUATE POTENTIAL BENElTS AND DRAWBACKS FOR THE CUSTOMER
7ILL THE PRODUCT OR SERVICE SIGNIlCANTLY INCREASE THE CUSTOMERS OWN SALES REVENUES
7HAT CURRENT COSTS WILL THE CUSTOMER BE ABLE TO CUT (OW LONG WILL THE CUSTOMER NEED IN ORDER TO RECOUP THE PURCHASING OR STARTUP COSTS !RE THERE ANY EXTRA COSTS THE CUSTOMER WOULD INCUR BY NOT INTRODUCING THE PRODUCT 7HAT ADDITIONAL MANAGEMENT CONTROL DOES THE PRODUCT OFFER
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&IND 9OUR #USTOMERS
4HE JOB OF A SALESPERSON IS TO lND PROSPECTIVE BUYERS AND TURN THEM INTO CUSTOMERS 4O DO THIS WELL IT IS VITAL TO KNOW HOW YOUR PRODUCTS lT THE MARKET AND IT IS IMPORTANT TO APPRECIATE THE BASIC PRINCIPLES OF YOUR CUSTOMERS BUSINESS 4HIS SECTION SHOWS YOU HOW TO LAY THE FOUNDATIONS FOR SUCCESSFUL SALES BY s $ETERMINING YOUR TARGET MARKET AND RELATING YOUR PRODUCT TO THIS MARKET EFFECTIVELY s !CCUMULATING KNOWLEDGE ABOUT YOUR TARGET MARKET AND IDENTIFYING WHICH PEOPLE AND ORGANIZATIONS ARE YOUR BEST PROSPECTS s -AKING EFlCIENT USE OF YOUR PROSPECTING TIME THROUGH PLANNING AND FORECASTING s 0ROSPECTING FOR POTENTIAL CUSTOMERS AND CREATING INTEREST IN YOUR PRODUCT
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+NOW 9OUR -ARKET 4HE BETTER YOU KNOW YOUR PROSPECTS AND UNDERSTAND HOW THEIR BUSINESSES OPERATE THE EASIER IT WILL BE TO INTEREST THEM IN THE POTENTIAL OF YOUR PRODUCTS
5NDERSTAND "USINESS 0RINCIPLES $EVOTE TIME REGULARLY TO DEVELOPING YOUR KNOWLEDGE OF HOW BUSINESS ORGANIZATIONS OPERATE 4RY USING SHORT FORMAL COURSES #$ 2/-S AND )NTERNET COURSES AS WELL AS READING GENERAL MANAGEMENT AND BUSINESS BOOKS "ROADEN YOUR KNOWLEDGE BASE INFORMALLY AS WELL 4ALK TO THE BUSINESS PEOPLE YOU MEET AND ASK QUESTIONS ABOUT THEIR ORGANIZATIONS ASK STORE OWNERS HOW THEIR BUSINESS IS PROGRESSING AND LEARN FROM PEOPLE IN YOUR OWN 4HE BASIS FOR ORGANIZATION 2EAD THE lNANCIAL SALES SUCCESS PAGES AT LEAST ONCE A WEEKIF YOU IS A THOROUGH lND THEM DIFlCULT TO UNDERSTAND UNDERSTANDING ASK SOMEONE IN YOUR lNANCE DEPARTMENT IF THEY CAN HELP YOU OF THE MARKET IMPROVE YOUR SKILLS
5NDERSTAND #ONSUMER -ARKETS )F YOU ARE SELLING TO CONSUMERS YOU WILL NEED TO COLLECT MARKETING INFORMATION ABOUT YOUR PROSPECTIVE CUSTOMERS 9OUR OWN ORGANIZATION MAY BE ABLE TO SUPPLY SOME INFORMATION AND MARKET REPORTS CAN ALSO BE FOUND ON THE )NTERNET )T IS IMPORTANT THAT YOU DO YOUR OWN RESEARCH AS WELL )F YOUR TERRITORY IS A RESIDENTIAL SUBDIVISION FOR EXAMPLE TRY TO WORK OUT WHAT TYPE OF HOUSEHOLDS HAVE BOUGHT YOUR PRODUCT PREVIOUSLY 4HIS WILL GIVE YOU THE INFORMATION YOU NEED TO TARGET THAT TYPE "UILD UP A CUSTOMER PROlLE DETAILING FACTORS SUCH AS THE SEX AGE INCOME AND LIFESTYLE OF YOUR TARGET CUSTOMERS
4)0 )DENTIFY THE KEY DECISION MAKERS WITHIN TARGET GROUPS OR ORGANIZATIONS AND lND OUT WHAT THEY WANT
& ) . $ 9/ 5 2 #5 3 4 / - % 2 3
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5NDERSTAND #ORPORATE -ARKETS )F YOU ARE SELLING TO A PARTICULAR INDUSTRY GET TO KNOW IT AS THOROUGHLY AS POSSIBLE "UILD UP COMPANY PROlLES OF TARGET CUSTOMERS BASED ON FACTORS SUCH AS SIZE AND TURNOVER !SK AN EXISTING CUSTOMER TO SHOW YOU AROUND THE ORGANIZATION OR EXPLAIN HOW IT OPERATES 2EAD THE TRADE PRESS SO THAT YOU ARE AS WELL INFORMED ON THE INDUSTRY AS YOUR CUSTOMERS 4AKE AN ORGANIZATION THAT YOU BELIEVE IS A POTENTIAL CUSTOMER THEN ANALYZE THE VARIOUS DIVISIONS TO lND OUT WHICH ONES ARE MOST ABLE AND WILLING TO SPEND MONEY s $ISCOVER WHICH OF THE DIVISIONS ACTIVITIES ARE STRATEGIC TO THE ORGANIZATIONMANAGERS WILL SPEND MONEY ONLY ON DIVISIONS THAT FEATURE IN THEIR LONG TERM PLANS s #HECK WITH ANY OF YOUR CURRENT CONTACTS WHICH !NALYZE AN /RGANIZATION DIVISIONS ARE GROWING OR DECLININGORGANIZATIONS &IND OUT WHICH DIVISIONS ARE USUALLY INVEST MONEY IN GROWING OR DECLINING GROWTH AREAS s 2ESEARCH A DIVISIONS PROlTS BY READING THE ORGANIZATIONS PUBLISHED REPORTS OR CHECKING &IND OUT WHICH DIVISIONS ARE NEWSPAPER ARCHIVES ON STRATEGIC TO THE ORGANIZATION THE )NTERNETPROlTABLE DIVISIONS WILL USUALLY INVEST FOR GROWTH WHILE LESS PROlTABLE ONES WILL &IND OUT HOW PROlTABLE SPEND ONLY IN ORDER TO A DIVISION IS READ SAVE COSTS PUBLISHED REPORTS OR CHECK s #HECK WHETHER ONE OF NEWSPAPER ARCHIVES YOUR COMPETITORS IS ACTIVE IN THE DIVISION WITH A SIGNIlCANT MARKET &IND OUT WHETHER YOU HAVE A SHAREIT IS MUCH EASIER COMPETITOR IN THE DIVISION TO GET INTO A DIVISION IF ESPECIALLY ONE WITH A THERE IS NO COMPETITION COMMANDING MARKET SHARE OR IF IT IS FRAGMENTED
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+NOW 9OUR 0RODUCTS 9OUR CUSTOMERS WILL EXPECT YOU TO HAVE A THOROUGH KNOWLEDGE OF YOUR OWN PRODUCTS !S WELL AS READING THE RELEVANT PRODUCT LITERATURE IT IS ALSO HELPFUL TO STUDY YOUR PRODUCTS FROM THE USERS POINT OF VIEW )F IT IS FEASIBLE TO TRY THE PRODUCTS YOURSELF THEN YOU WILL BE ABLE TO ENSURE THAT YOU ARE TOTALLY FAMILIAR WITH THEIR FEATURES AND OPERATION !FTER ALL SOMEONE WHO SELLS SOFTWARE FOR PERSONAL COMPUTERS SHOULD ALSO BE A CONlDENT USER OF THAT SOFTWARE TO BE ABLE TO ADVISE CUSTOMERS ON ANY PRACTICAL ISSUES AND QUESTIONS THEY MAY HAVE 2EMEMBER THOUGH THAT YOU ARE SELLING NOT THE FEATURES OF THE PRODUCT BUT THE BENElTS THEY BRING TO YOUR CUSTOMERS
2ELATE 0RODUCTS TO A -ARKET )T IS IMPORTANT TO IDENTIFY THE lT BETWEEN YOUR PRODUCTS AND THEIR POTENTIAL MARKETS "EAR IN MIND THAT A PRODUCT IS A USEFUL PART OF YOUR PORTFOLIO ONLY IF YOU CAN IDENTIFY A MARKET FOR IT WHILE THE ONLY MARKETS WORTH PROSPECTING ARE THOSE FOR WHICH YOU HAVE A 4HINK OF YOUR SUITABLE PRODUCT ! RESTAURANT THAT PRODUCTS IS SURROUNDED BY OFlCES AND NEAR A SOLELY IN TERMS HIGH END RESIDENTIAL SUBDIVISION OF CUSTOMER FOR EXAMPLE HAS AT LEAST TWO DISTINCT MARKETS 4HE FOOD IT OFFERS BENElTS AT LUNCHTIME SHOULD BE APPROPRIATE FOR BUSY OFlCE STAFF WHO WANT TO EAT WITH THEIR COLLEAGUES AND GET BACK TO WORK 4HE FOOD IT SELLS IN THE EVENING SHOULD BE APPROPRIATE FOR PEOPLE WHO WANT TO ENJOY A LEISURELY DINNER WITH FAMILY AND FRIENDS )F THE RESTAURANT TRIES TO SELL THE SAME FOOD OR MAINTAIN THE SAME LEVEL OF SERVICE THROUGHOUT THE DAY IT MAY lND ITSELF WITHOUT A PRODUCTMARKET lT
4)0 %XPLORE THE BENElTS AND SHORTCOMINGS OF YOUR COMPETITORS PRODUCTS AS WELL AS YOUR OWN
& ) . $ 9/ 5 2 #5 3 4 / - % 2 3
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'ROUP 0RODUCTS AND 3ERVICES ! SIMPLE PRODUCTMARKET MATRIX WILL HELP YOU TO MATCH YOUR PRODUCTS OR SERVICES WITH THEIR MOST SUITABLE MARKETS AND PRIORITIZE THE TIME YOU SPEND PROSPECTING $RAW UP A MATRIX WITH YOUR PRODUCTS DOWN ONE SIDE AND THE TARGET MARKETS ALONG THE TOP 4HIS WILL HELP YOU TO CLARIFY THE lT BETWEEN EACH PRODUCT AND ITS POTENTIAL CONSUMERS )T WILL ALSO HELP YOU TO DECIDE HOW MUCH TIME AND EFFORT YOU SHOULD INVEST IN PROSPECTING THE DIFFERENT AREAS
)F YOU OFFER MANY DIFFERENT PRODUCTS OR SERVICES YOU MAY NEED TO SORT THEM INTO GROUPS #HOOSE CRITERIA THAT SEEM APPROPRIATE TO THE MARKETS SUCH AS PRICE OR WHETHER SERVICE PROVISION IS EASY OR COMPLEX 3ORT TARGET MARKETS INTO GROUPS DEPENDING ON THE RELEVANT PRODUCT CRITERIAINTO LARGE OR SMALL ORGANIZATIONS FOR EXAMPLE OR INTO LUNCHTIME AND EVENING TRADE 2ECOGNIZE THAT MARKETS CHANGE AND REVISIT THE PROSPECTING MATRIX FROM TIME TO TIME TO MAKE SURE IT IS STILL APPROPRIATE #HANGE THE LEVEL OF ACTIVITY WHERE NECESSARY AND DISCIPLINE YOURSELF TO WORK ACCORDING TO THIS LOGICAL PLAN
0RODUCT-ARKET 'ROUPINGS -ARKET
-ARKET
-ARKET
0RODUCT (IGH PROSPECTING ACTIVITY
,OW PROSPECTING ACTIVITY
-EDIUM PROSPECTING ACTIVITY
0RODUCT .OT APPLICABLE
,OW PROSPECTING ACTIVITY
-EDIUM PROSPECTING ACTIVITY
0RODUCT (IGH PROSPECTING ACTIVITY
.OT APPLICABLE
(IGH PROSPECTING ACTIVITY
0RODUCT ,OW PROSPECTING ACTIVITY
(IGH PROSPECTING ACTIVITY
(IGH PROSPECTING ACTIVITY
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+ . / 7 9/ 5 2 - ! 2 + % 4
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'ET /RGANIZED 4O BE SUCCESSFUL IN SELLING YOU MUST BE WELL ORGANIZED 9OU SHOULD ALSO HAVE A PROCEDURE FOR CAPTURING DATA ABOUT PROSPECTS AND CUSTOMERS AND YOU NEED TO BE ABLE TO MANAGE YOUR TIME EFFECTIVELY
"UILD A ,IFETIME !DDRESS "OOK !S A PROFESSIONAL SALESPERSON IT IS VITAL THAT YOU MAINTAIN CONTACT WITH AS MANY PEOPLE AS POSSIBLE 0EOPLES REQUIREMENTS CHANGE AS WILL YOUR PRODUCTS AND SERVICES 3OMEONE WITH WHOM YOU DID NOT DO BUSINESS AT YOUR lRST ATTEMPT MAY BECOME A GOOD PROSPECT AT A LATER DATE "OTH YOU AND YOUR CONTACTS WILL ALSO CHANGE ORGANIZATIONS FROM TIME TO TIME 3OMEONE THAT YOU WORKED WITH IN YOUR PREVIOUS MINUTE ORGANIZATION COULD BECOME A PROSPECT FOR YOUR CURRENT PRODUCTS #OLLECT DATA ABOUT EVERYONE YOU )F YOU NEED TO MAKE KNOW BUSINESS AND PERSONAL AND LOTS OF CONTACTS OVER KEEP IT IN YOUR LIFETIME ADDRESS A SHORT PERIOD OF BOOK 7HETHER YOU DO THIS TIME TRY LIMITING THE DETAILS YOU NOTE ELECTRONICALLY OR MANUALLY YOU DOWN TO AN EMAIL MUST BE ABLE TO TAKE IT WITH YOU AND PHONE NUMBER WHEN YOU MOVE TO ANOTHER L "USINESS AND PERSONAL ORGANIZATION
&)8
EMAIL ADDRESSES TEND TO STAY CORRECT FOR LONGER THAN PHYSICAL ADDRESSES
0LAN 9OUR 7EEK &OR MOST SALESPEOPLE ANY SELLING WEEK WILL CONSIST OF VARIOUS ELEMENTS INCLUDING VISITING PROSPECTS AND CUSTOMERS ADMINISTRATIVE WORK SUCH AS PREPARING PROPOSALS AND QUOTATIONS INTERNAL MEETINGS
i
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#ELL PHONE NUMBERS
OFTEN HAVE A LONGER LIFE SPAN THAN LANDLINE NUMBERS
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)F YOU ARE FAILING TO PLAN YOU ARE PLANNING TO FAIL
& ) . $ 9/ 5 2 #5 3 4 / - % 2 3
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4ARIQ 3IDDIQUE
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4)0
6ARY THE DAYS AND TIMES SPENT PROSPECTINGIT MAY BE IMPOSSIBLE TO CONTACT A PARTICULAR PERSON AT A CERTAIN TIME OF DAY BECAUSE OF THEIR SCHEDULE
RESEARCH AND SELF DEVELOPMENT WORK ,IST THESE ACTIVITIES DECIDE HOW MUCH TIME PER WEEK YOU WILL ALLOCATE TO THEM AND PLAN A TYPICAL WEEKLY SCHEDULE )NCLUDE REGULAR BLOCKS OF TIME FOR ACTIVITIES YOU ARE LIKELY TO PUT OFF SUCH AS PROSPECTING )T PAYS TO SET DEMANDING TARGETSA DAILY ,IFETIME #ONTACT "OOK 7HETHER YOU STORE YOUR CONTACTS MANUALLY OR TARGET MIGHT COMPRISE FOUR ELECTRONICALLY YOU MUST BE ABLE TO TAKE SALES FOUR QUOTATIONS AND THE DATA WITH YOU IF YOU MOVE TO ANOTHER ONE HOUR DEVOTED TO lNDING ORGANIZATION )T IS ALSO VITAL TO BACK UP AT LEAST FOUR NEW PROSPECTS ELECTRONIC DATA IN A MORE STABLE FORM
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' % 4 / 2 ' ! . ) : % $
13/7/06 4:39:54 4:22:01 pm 31/3/06
4HE 3ALES &ORECAST !N ACCURATE SALES FORECAST IS AN ESSENTIAL PLANNING TOOL IN ANY ORGANIZATION )T IS USED AS THE BASIS FOR MANY OTHER PROJECTIONS SUCH AS PRODUCTION AND DISTRIBUTION PLANS
3ET 4ARGETS 7HATEVER PRODUCT OR SERVICE YOU ARE TRYING TO SELL A GOOD SALES FORECAST WILL HELP YOU TO PLAN FOR THE FUTURE 3ALES FORECASTING BEGINS WITH YOUR SALES TARGET 9OUR MANAGER MAY HAVE SET A LEVEL OF BUSINESS FOR YOU TO ACHIEVE DURING THE lNANCIAL YEAR 9OU MAY ALSO BE ASKED TO ACHIEVE CERTAIN OTHER TARGETS SUCH AS MONTHLY OR QUARTERLY ONES AS WELL AS SALES TO NEW CUSTOMERS !LTERNATIVELY YOU MAY HAVE TARGETS THAT YOU HAVE SET YOURSELF %XPECT THESE TARGETS TO BE DEMANDING IN TODAYS COMPETITIVE WORLD "Y COMPARING THESE TARGETS TO YOUR FORECAST SALES YOU WILL GET A CLEARER SENSE OF WHETHER THE TARGETS ARE REALISTIC AND WHETHER OR NOT YOU ARE CURRENTLY ON TRACK "REAK DOWN YOUR TARGET INTO APPROPRIATE SECTIONS SO THAT YOU CAN MEASURE YOUR PROGRESS AS THE YEAR PROCEEDSIT CAN BE DIFlCULT TO CATCH UP IF YOU FALL BEHIND SIGNIlCANTLY
-AKE A &ORECAST 4HE PRECISE FORMAT OF YOUR SALES FORECAST IS LIKELY TO VARY DEPENDING ON HOW MANY PRODUCTS OR SERVICES YOU OFFER (OWEVER IT WILL PROBABLY COMPRISE A SPREADSHEET WHERE THE ESTIMATED NUMBER OF SALES FOR DIFFERENT PRODUCTS ARE BROKEN DOWN OVER THE COURSE OF THE MONTH OR YEAR TOGETHER WITH THE PROJECTED VALUE OF THESE SALES ! GOOD WAY TO REACH A REALISTIC lGURE IS TO EVALUATE YOUR CHANCES OF MAKING EACH SALE IN TERMS OF A PERCENTAGE lGURE 2EMEMBER THAT THE FORECAST DOES NOT NEED TO BE HIGHLY DETAILED OR PERCENT ACCURATEIT IS AN EDUCATED GUESS RATHER THAN AN EXACT CALCULATION
4)0 %VEN WHEN PROSPECTING FOR NEW CUSTOMERS
ALWAYS SET ASIDE TIME TO TAKE CARE OF EXISTING CLIENTS
& ) . $ 9/ 5 2 #5 3 4 / - % 2 3
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4HE &ORECASTING 3YSTEM 4HIS SYSTEM ENSURES THAT YOU ARE MAKING THE BEST USE OF YOUR TIME AND HAVE A REALISTIC PICTURE OF EXPECTED SALES 4HINK ABOUT A CURRENT SALES CAMPAIGN AND ASK YOURSELF h7HAT ARE THE CHANCES THAT THIS CUSTOMER OR PROSPECT WILL PLACE AN ORDER FOR THIS VALUE OF SALES REVENUE v -AKE SURE YOU RESPOND HONESTLY
)F A CUSTOMER HAS ALREADY PLACED AN ORDER THERE IS A PER CENT CHANCE FACTOR YOU WILL RECEIVE THAT VALUE OF SALES REVENUE )F YOU HAVE A LETTER OF INTENT SUBJECT TO CONTRACT THE LIKELY SALES REVENUE HAS A CHANCE FACTOR OF PERCENT )F THE PROSPECT IS GOING TO PLACE THE ORDER WITH EITHER YOU OR A COMPETITOR SCORE THE POTENTIAL SALES REVENUE AT PERCENT )N ALL OTHER INSTANCES WHERE THERE IS A REAL CHANCE THE PROSPECT WILL PLACE AN ORDER FOR THAT VALUE OF REVENUE IT IS PERCENT )F YOU DO NOT HAVE ENOUGH INFORMATION TO CALCULATE THE LIKELIHOOD OF AN ORDER KEEP THEM ON THE LIST BUT GIVE THE POTENTIAL SALES REVENUE A PERCENT CHANCE FACTOR )N A NEW TERRITORY YOU MAY START WITH ONLY PERCENT CHANCE FACTORS
%XAMPLE OF A 3ALES &ORECAST CHANCE FACTOR
CHANCE FACTOR
CHANCE FACTOR
CHANCE FACTOR
CHANCE FACTOR
0ROSPECT
0ROSPECT
0OTENTIAL SALES TOTALS
&ACTOR
3ALES REVENUE
,IKELY SALES TOTALS &ORECAST TOTAL
4ARGET
3HORTFALL
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4 ( % 3 ! , % 3 & / 2 % # ! 3 4
13/7/06 pm 20/3/064:22:16 14:54:46
&IND 9OUR 0ROSPECTS ! PROSPECTIVE CUSTOMER OR PROSPECT IS A PERSON OR AN ORGANIZATION THAT HAS EXPRESSED AN INTEREST IN YOUR PRODUCT OR SERVICE 4HE MORE PROSPECTS YOU CAN lND THE MORE SALES YOU ARE LIKELY TO MAKE
#REATE )NTEREST %NCOURAGE PROSPECTS TO lND YOU BY DRAWING ATTENTION TO YOUR PRODUCT OR SERVICE 4O CREATE INTEREST IN A RETAIL OUTLET ENSURE THAT BOTH THE PREMISES AND THE WINDOW DISPLAY ARE AS ATTRACTIVE AS POSSIBLE !LSO CONSIDER HANDING OUT LEAmETS IN THE STREET )N BUSINESS TO BUSINESS SELLING USE ADVERTISING AND PROMOTIONS IN THE APPROPRIATE TRADE PRESS ,OOK FOR OPPORTUNITIES TO SUPPLY STORIES TO LOCAL AND NATIONAL MEDIA 7HATEVER TECHNIQUE YOU USE MAKE SURE IT IS EASY FOR A PROSPECT TO CONTACT YOU )F YOU USE DIRECT MAIL FOR EXAMPLE ALWAYS INCLUDE A REPLY PAID FORM
#!3% STUDY 5NDERSTANDING 0ROSPECTS !DRIAN A PLASTICS SALESMAN WANTED TO CREATE INTEREST IN A NEW METHOD OF PRODUCTION (E SENT ENGINEER MANAGERS IN HIS TARGET ORGANIZATIONS A MAILING THAT INCLUDED AS A PROMOTIONAL NOVELTY A MODEL CAR KIT BASED ON THE NEW PROCESS "Y GETTING THE ENGINEERS TO BUILD THE MODEL HE HOPED THAT THEY WOULD THEN CONTACT HIM FOR FURTHER INFORMATION ON THE PROCESS 4HE RESULTS WERE DISAPPOINTING AND FEW PROSPECTS GOT IN TOUCH !DRIAN TALKED TO HIS HEAD ENGINEER WHO SUGGESTED HE SEND THE MODEL WITH A PIECE MISSING 4HIS RESULTED IN MANY CALLS POINTING OUT THE PROBLEM AND ASKING FOR THE MISSING PIECE !DRIAN
AGREED TO DELIVER IT AT A MEETING AND AS A RESULT SOON lLLED HIS PLANNER WITH PROSPECT CALLS s !DRIANS HEAD ENGINEER HAD A GOOD UNDERSTANDING OF THE TYPE OF PEOPLE !DRIAN WAS TARGETING (E REALIZED THAT THE ENGINEERS WERE PROBABLY BUILDING THE MODELS BUT LACKED ANY SPECIlC INDUCEMENT TO RESPOND #RUCIALLY HE ALSO REALIZED THAT MOST ENGINEERS WOULD BE UNABLE TO RESIST CALLING TO POINT OUT A FAULT s !DRIAN LEARNED TO ANALYZE THE TYPE OF PERSON HIS MAILINGS WERE AIMED AT AND BUILT THIS KNOWLEDGE INTO HIS FUTURE CAMPAIGNS
& ) . $ 9/ 5 2 #5 3 4 / - % 2 3
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THINK
3-!24 7HEN YOU START MAKING LIVE SALES CALLS CONTACT lRST THE PROSPECTS THAT YOU FEEL ARE LEAST LIKELY TO BUY YOUR PRODUCT *UMPING IN AT THE DEEP END IN THIS WAY CAN PROVIDE INVALUABLE EXPERIENCE )T IS TEMPTING TO START TELEPHONE PROSPECTING WITH YOUR MOST LIKELY PROSPECTS BUT THERE IS A BETTER APPROACH )F YOU lRST TELEPHONE THOSE SUSPECTS WHOM YOU BELIEVE ARE UNLIKELY TO BECOME CUSTOMERS YOU WILL BE ABLE TO USE THOSE CALLS TO WORK OUT WHAT TO SAY AND HOW TO REACT TO PROBLEMS /NCE YOU HAVE MASTERED THE TECHNIQUE TURN TO YOUR BEST PROSPECTS
)DENTIFY 3USPECTS ! SUSPECT IS A PERSON OR ORGANIZATION THAT YOU BELIEVE HAS THE POTENTIAL TO BECOME A PROSPECT 9OU WILL NEED TO BUILD UP LISTS OF THESE SUSPECTS IF YOU ARE GOING TO CREATE A SOLID PLATFORM FOR YOUR SELLING ACTIVITIES !S AN EXAMPLE SUPPOSE THAT YOU ARE PLANNING TO SELL A RANGE OF EDUCATIONAL TOYS FOR PRESCHOOL CHILDREN s &IRST THINK ABOUT THE TYPES OF PEOPLE OR ORGANIZATIONS THAT THE TOYS WOULD APPEAL TO IN THIS CASE YOUR SUSPECTS ARE LIKELY TO BE DAYCARE CENTERS AND BABYSITTERS s .EXT PUT TOGETHER A LIST OF POTENTIAL CONTACTS FROM LOCAL BUSINESS DIRECTORIES AND THE INTERNET 4O MAKE YOUR SALES APPROACH AS PERSONAL AS POSSIBLE TRY TO lND OUT THE NAME OF THE SENIOR MANAGER )F THE MANAGERS NAME DOES NOT APPEAR IN A RELEVANT PUBLICATION OR ON THE BUSINESSS WEB SITE YOU MAY HAVE TO CALL TO lND OUT s &INALLY GROUP YOUR LISTS OF SUSPECTS BOTH BY PRODUCT AND BY TYPE OF MARKET 4HIS HELPS YOU TO BEGIN THE IMPORTANT PROCESS OF EVALUATING WHICH TYPE OF SUSPECT IS MOST LIKELY TO BECOME A PROSPECT -AKE SURE YOU KEEP THOROUGH NOTES OF ALL THE CONTACTS YOU MAKE ON THE LISTYOU WILL NEED THEM FOR FUTURE USE AND ANALYSIS
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& ) . $ 9/ 5 2 0 2 / 3 0 % # 4 3
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-AKE #ONTACT 7HETHER YOU MAKE INITIAL CONTACT BY TELEPHONE OR BY OTHER METHODS SUCH AS DIRECT MAIL OR EMAIL CONSIDER WHICH ONE WOULD BE MOST TIME EFFECTIVE /NE OF YOUR BEST SUSPECT GROUPS IS OTHER PEOPLE WORKING IN ORGANIZATIONS WHERE YOU ALREADY HAVE EXISTING CUSTOMERS !SK IF YOU CAN USE THEIR NAME AS A REFERENCEIT CAN BE EFFECTIVE TO START A PROSPECTING CALL BY MENTIONING THE NAME OF A SATISlED CUSTOMER WHOM YOUR SUSPECT ALREADY KNOWS
5SING THE 4ELEPHONE 4ELEPHONE PROSPECTING IS AN IMPORTANT SELLING SKILL 0HONE CONVERSATIONS ARE GENERALLY EASIER TO CONTROL THAN FACE TO FACE MEETINGS BECAUSE THEY TEND TO BE BRIEFER AND MORE BUSINESSLIKE 4O ENSURE THE 0HONE 3ALES 7ORK FROM A SCRIPT TO RIGHT OUTCOME HOWEVER IT AVOID GETTING SIDETRACKED AND MAKE A IS VITAL TO BE CLEAR CONCISE CONSCIOUS EFFORT TO SMILEPUT A MIRROR AND KNOW EXACTLY WHAT YOU ON YOUR DESK TO CHECK IF NECESSARY ! WANT TO ACHIEVE SMILING FACE ENCOURAGES A FRIENDLY TONE
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t
4%#(.)15%3 TO PRACTICE
0ERFORMED CORRECTLY PHONE PROSPECTING IS AN EFlCIENT WAY TO REACH PROSPECTS 9OU CAN DEVELOP YOUR TECHNIQUE THROUGH ROLE PLAY !SK COLLEAGUES OR FRIENDS TO ACT AS PROSPECTS 3IT IN DIFFERENT ROOMS AND GET THEM TO VARY WHO ANSWERS THE PHONE AND HOW THEY REACT 4HIS HELPS YOU TO LEARN HOW TO REACT TO THE PROSPECTS INITIAL RESPONSE
s 7RITE DOWN IN ADVANCE THE TOPICS THAT YOU WANT TO COVER s 3PEAK SLOWLY AND CLEARLY TO PREVENT MISUNDERSTANDINGS s !SK PEOPLE TO REPEAT NUMBERS AND OTHER KEY DETAILS THEN REPEAT THESE BACK TO THEM TO DOUBLE CHECK FOR ACCURACY s 2ECORD THE CALLS SO THAT YOU CAN LISTEN TO THEM AND GET FEEDBACK FROM YOUR MANAGER
7HEN YOU MAKE YOUR lRST DIRECT CONTACT WITH A SUSPECT ON THE TELEPHONE ENSURE THAT YOU HAVE A CLEAR OBJECTIVE IN MIND 9OU HAVE TO CREATE INTEREST IN YOUR PRODUCT OF COURSE BUT YOU MUST ALSO BE SURE OF WHAT YOU WANT TO HAPPEN NEXT 9OU MAY WANT TO CREATE ENOUGH INTEREST IN ONE TELEPHONE CALL TO ASK FOR A MEETING WITH THE SUSPECT OR YOU MAY LIMIT YOUR OBJECTIVE TO AGREEING TO SEND OVER SOME SALES LITERATURE &OLLOW THAT UP WITH ANOTHER CALL s 3TART BY GREETING THE SUSPECT BY NAME AND THEN INTRODUCE YOURSELF AND YOUR ORGANIZATION s )F NECESSARY ASK A QUESTION ABOUT THE CURRENT SITUATION TO CHECK THAT THE PERSON COULD BECOME A PROSPECT 4HEN INTRODUCE ONE MAJOR BENElT OF YOUR PRODUCT s )F THE PERSON SHOWS AN INTEREST IN ACHIEVING THAT BENElT ASK FOR AGREEMENT TO PROCEED TO THE NEXT STAGE s 4AKE NOTES OF WHAT IS BEING SAID SO THAT YOU CAN SUMMARIZE THE PROGRESS THAT YOU HAVE MADE AND ANY AGREEMENTS YOU HAVE COME TO AT THE END OF THE CALL
4)0 %NDEAVOR TO PAY ROUGHLY EQUAL ATTENTION TO NEW AND EXISTING CUSTOMERS
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& ) . $ 9/ 5 2 0 2 / 3 0 % # 4 3
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%FFECTIVE $IRECT -AIL .%'!4)6% )-0!#4
()'( )-0!#4
!DDRESSING EACH MAILING TO A NAMED PERSON L 0ILOT TESTING SUSPECT GROUPINGS L #HANGING MAILING LISTS REGULARLY L &OLLOWING UP ON MAILING WITH A TELEPHONE CALL L
3 ENDING MAIL WITHOUT CHECKING IF THE SUSPECT NAME IS CORRECT L 3ENDING BADLY TARGETED MAILINGS L 5SING AN OUT OF DATE MAILING LIST L -AKING IT DIFlCULT FOR SUSPECTS TO GET IN CONTACT WITH YOU L
3END /UT $IRECT -AIL $IRECT MAIL CAN BE A HIGHLY EFFECTIVE AND TIME EFlCIENT WAY TO lND NEW PROSPECTS PUBLICIZE YOUR PRODUCTS OR EVEN SELL YOUR PRODUCTS DIRECTLY (OWEVER MASS MAILINGS THAT FAIL TO REACH SUITABLE PROSPECTS OR ARE THROWN STRAIGHT IN THE WASTEBASKET AS JUNK MAIL ARE A WASTE OF RESOURCES 4RY TO ENSURE THAT YOUR MAIL GOES OUT TO PEOPLE WHERE THERE IS A STRONG POSSIBILITY OF A POSITIVE RESPONSE AND MAKE SURE YOU ADDRESS THEM TO A SPECIlC PERSON &ORMER CUSTOMERS AND PEOPLE WHO HAVE INQUIRED ABOUT YOUR PRODUCTS IN THE PAST ARE A GOOD PLACE TO STARTEXISTING CUSTOMERS ARE FAR MORE LIKELY TO RESPOND TO MAILINGS THAN COLD PROSPECTS )F YOU NEED TO lND NEW PROSPECTS CONSIDER RENTING A SUITABLE MAILING LIST FROM A PROFESSIONAL BROKERTHIS WAY YOU WILL BE ABLE TO SPECIFY A PARTICULAR CUSTOMER PROlLE
0OSSIBLE )TEMS TO )NCLUDE IN $IRECT -AIL )4%-
!$6!.4!'%3 /& ).#,5$).' )4%-
#OVER LETTER
#AN CLEARLY INTRODUCE MAIN SALES POINTS
&LYER
-ORE VISUAL AND COLORFUL THAN A STANDARD COVER LETTER
0ROMOTIONAL $6$
0EOPLE ARE ALWAYS CURIOUS AND MAY PLAY IT
0RODUCT SAMPLE
!LLOWS THE PROSPECT TO TRY OUT THE PRODUCT
&REE GIFT
#REATES IMPACT AN INCENTIVE TO OPEN THE MAIL
-ONEY OFF COUPON
/FFERS AN INCENTIVE TO BUY THE PRODUCT
/RDER FORM
)F APPROPRIATE CAN CLOSE THE SALE
& ) . $ 9/ 5 2 #5 3 4 / - % 2 3
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0ERFECT 9OUR -AILINGS 4O DEVELOP THE PERFECT MAILING YOULL NEED TO EXPERIMENT 3END OUT A LIMITED NUMBER ON A WEEKLY BASIS AND KEEP A CAREFUL RECORD OF THE RESULTS #HANGE JUST ONE ELEMENT OF THE MAILING AT A TIME SO THAT YOU CAN ANALYZE WHAT WORKS BEST %XPERIMENT WITH DIFFERENT LISTS TO lND THE ONE WITH THE HIGHEST NUMBER OF REPLIES OR THE HIGHEST PROPORTION OF REPLIES THAT BECAME CUSTOMERS 3PEND TIME ON YOUR OPENING LINE AND ON THE BENElTS YOUR CUSTOMERS WILL GAIN FROM BUYING YOUR PRODUCTS 7HEN YOU HAVE COMPLETED THE lRST DRAFT REVISIT IT FROM THE CUSTOMERS POINT OF VIEW s $OES THE MAILING MAKE YOU EXCITED ABOUT THE PRODUCT s $O YOU UNDERSTAND WHAT THE PRODUCT WILL DO FOR YOU s $OES IT SAY EXACTLY WHAT YOU HAVE TO DO TO PROCEED
-AKE 9OUR &LYER 7ORK
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&%$ 50 7)4( (!6).' 4/ 45.% 9/52 '5)4!2 /UR REVOLUTIONARY NEW RANGE OF GUITARS TUNE THEMSELVES .O FUSS NO BOTHER 3IMPLY CHOOSE THE CHORD PATTERN REQUIRED FROM THE INTERNAL MEMORY AND WALK AWAYYOU DONT EVEN NEED TO STRUM THE STRINGS
4HE NEW SELF TUNING ELECTRIC GUITAR 0LEASE SEND ME A COPY OF YOUR BROCHURE .AME !DDRESS 4ELEPHONE % MAIL -AIL TO !"# 'UITARS 0/ "OX !NYTOWN /( ##
(EADLINE -OST PEOPLE SIMPLY SCAN THE HEADLINE AND STOP READING SO USE IT TO POSE A QUESTION TO ENCOURAGE THE RECIPIENT TO CONTINUE READING "ODY COPY 4HIS SHOULD PRESENT A CLEAR DIRECT PROPOSITIONAVOID MAKING IDEAS TOO COMPLEX OR TRYING TO SAY TOO MUCH 0HOTOGRAPH 4HIS IS THE lRST ELEMENT READERS LOOK AT SO USE IT TO PROMOTE THE PRODUCT AND ENCOURAGE RECIPIENTS TO READ FURTHER #OUPON )NCLUDE A REPLY DEVICE SO THAT READERS CAN PLACE AN ORDER OR REQUEST MORE INFORMATION #ODE YOUR COUPON SO THAT YOU KNOW WHICH MAILINGS PRODUCE THE BEST RESPONSE
& ) . $ 9/ 5 2 0 2 / 3 0 % # 4 3
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3UMMARY 4ARGETING 0ROSPECTS &INDING PROSPECTIVE CUSTOMERS IS A KEY ACTIVITY THAT LIES AT THE HEART OF SELLING 4HE MORE PROSPECTS YOU CAN lNDTHE MORE PEOPLE WHO HAVE EXPRESSED INTEREST IN YOUR PRODUCT OR SERVICETHE BETTER CHANCE YOU HAVE OF INCREASING YOUR SALES 4HIS SUMMARY ENCAPSULATES HOW YOU CAN GO ABOUT lNDING THEM AND HOW TO GET PROSPECTS TO COME TO YOU
0LAN OF !CTION
)DENTIFY YOUR PRODUCTMARKET lT
+NOW 9OUR -ARKET
#REATE INTEREST IN YOUR PRODUCT
0ROMOTE 9OUR 0RODUCT
)DENTIFY YOUR PRODUCT BENElTS
#REATE INTEREST BY ADVERTISING AND RUNNING PROMOTIONS
2ESEARCH YOUR POTENTIAL MARKETS
%NSURE THAT YOU INCLUDE CLEAR CONTACT DETAILS OR AN ORDER FORM
)DENTIFY THE lT BETWEEN YOUR PRODUCT BENElTS AND THEIR POTENTIAL MARKETS
%NSURE THAT SYSTEMS ARE IN PLACE TO HANDLE THE RESPONSE
& ) . $ 9/ 5 2 #5 3 4 / - % 2 3
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)DENTIFY YOUR TARGET PROSPECTS
-AKE CONTACT
4ARGET 9OUR 0ROSPECTS
US_40-41_Selling.indd 41 I[bb_d]IIff*&#*'U9$_dZZ*'
"UILD A LIST OF POTENTIAL PROSPECTSOR SEVERAL LISTS GROUPED BY PRODUCT
$O YOU KNOW EACH CONTACTS NAME
./
#HECK NAMES IN RELEVANT PUBLICATIONS DIRECTORIES OR ON THE )NTERNET
9%3 #HOOSE THE MOST APPROPRIATE FORM OF CONTACT TELEPHONE EMAIL OR DIRECT MAIL
)DENTIFY YOUR OBJECTIVE FOR INITIAL CONTACT
3 5 - - ! 29 4! 2 ' % 4 ) . ' 0 2 / 3 0 % # 4 3
13/7/06 4:20:29 pm '&%*%&,+0'+0**fc
$EVELOP 9OUR 3ALES 0IPELINE 4HE BIGGEST WASTE OF A SALESPERSONS TIME IS TIME THAT IS SPENT WITH PROSPECTS WHO FAIL TO TURN INTO CUSTOMERS ! PROPERLY DEVELOPED SALES PIPELINE WILL ENSURE THAT YOU HAVE ENOUGH PROSPECTS TO MAKE YOUR SALES TARGETS
,EARN &ROM (ISTORY 7HEN YOU ARE ACTIVELY TALKING TO A PROSPECT YOU ARE CONDUCTING A SALES CAMPAIGN .OT ALL CAMPAIGNS WILL RESULT IN lRM ORDERS SINCE THE CUSTOMER MAY DECIDE NOT TO BUY OR TO BUY FROM A COMPETITOR !S A RESULT YOULL NEED MANY MORE PROSPECTS THAN THE ACTUAL SALES YOU REQUIRE TO ACHIEVE YOUR OBJECTIVES !T SOME POINT IN THE CAMPAIGNPROVIDED YOU THINK THERE IS A REAL CHANCE OF MAKING A SALEYOU WILL NEED TO PRESENT A PROPOSAL OR A QUOTATION !IM FOR A HIGH PERCENTAGE OF PROPOSALS TO BECOME ORDERS "UT AGAIN IN SOME CASES THE PROSPECT MAY NOT GO AHEAD WITH YOUR PROPOSAL SO YOU SHOULD MAKE MORE PROPOSALS THAN YOU REQUIRE SALES +EEP GOOD RECORDS OF YOUR PROSPECTING AND SELLING ACTIVITY AND WORK OUT YOUR hCONVERSION RATEv
0ROSPECTn#USTOMER #ONVERSION 2ATES &OR EVERY OR SO PROSPECTS YOU ARE LIKELY TO IDENTIFY AROUND FOR WHOM IT IS WORTH CONDUCTING A SALES CAMPAIGN
4HE 3ALES 0IPELINE 4HIS SHOWS HOW MANY PROSPECTS CAMPAIGNS AND PROPOSALS YOU NEED TO MAKE EACH SALE #OMPARE YOUR OWN SALES PIPELINE TO THE ONE SHOWN HERE TO SEE WHETHER YOU HAVE AN EFFECTIVE CONVERSION RATE
&OR EVERY CAMPAIGNS EXPECT TO MAKE AROUND PROPOSALS &OR EVERY PROPOSALS EXPECT AROUND SALES
& ) . $ 9/ 5 2 #5 3 4 / - % 2 3
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0LAN TO )MPROVE
#USTOMER PROlLING )F YOU CAN IDENTIFY
SPECIlC GROUPS AMONG YOUR PROSPECTS !NALYZING YOUR SALES SUCH AS MORE MATURE WOMEN WHO ARE PIPELINES AND CONVERSION PARTICULARLY LIKELY TO BECOME CUSTOMERS RATES WILL HELP YOU TO YOU CAN TARGET THESE GROUPS RIGHT FROM IDENTIFY THE WEAK POINTS IN THE START OF THE SALES PROCESS YOUR SALES PROCESS 4RY TO LEARN MORE ABOUT THE TYPES OF PROSPECTS WHO ARE LIKELY TO PROCEED FROM BEING INTERESTED TO DISCUSSING THE POSSIBILITY OF BUYING FROM YOU %XPERIMENT WITH DIFFERENT TACTICS IN SALES CAMPAIGNS AND USE ONLY THOSE THAT GIVE YOU GREATEST SUCCESS 0LAY AROUND WITH THE WORDING OF PROPOSALS AND THE WAY IN WHICH YOU PRESENT THEM AND IDENTIFY WHICH ONE IS THE MOST SUCCESSFUL &INALLY USE THE SALES PIPELINE ANALYSIS TO lND OUT HOW MANY PROSPECTS YOU NEED TO MAKE THE REQUIRED NUMBER OF ORDERSAND DISCIPLINE YOURSELF TO DO ENOUGH PROSPECTING TO KEEP YOUR PIPELINE FULL
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$ % 6 % ,/ 0 9/ 5 2 3 ! , % 3 0 ) 0 % , ) . %
13/7/06 pm 20/3/064:20:05 14:55:00
-ANAGE 4HE 3ALES 0ROCESS
)N ORDER TO MAKE A BUYING DECISION PROSPECTIVE CUSTOMERS WORK THROUGH A SERIES OF STEPS UNTIL THEY FEEL READY TO BUY EMOTIONALLY AND LOGICALLY 4HE JOB OF THE SALESPERSON IS TO HELP AND GUIDE THE PROSPECT THROUGH THESE STEPS 4HIS CHAPTER WILL SHOW YOU HOW TO GET A PROSPECT TO THE POINT OF BUYING YOUR PRODUCT 4OPICS COVERED IN THIS CHAPTER INCLUDE s (OW TO PLAN AND EXECUTE SUCCESSFUL SALES CALLS AND MEETINGS s (OW TO MAKE STRONG EFFECTIVE PROPOSALS s (OW TO DISTINGUISH GOOD PROSPECTS AND QUALIFY OUT THOSE WHO ARENT SUITABLE s (OW TO MANAGE EACH STEP IN THE SALES PROCESS FROM OPENING THE SALE THROUGH TO NEGOTIATING TERMS AND CLINCHING THE DEAL
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$ElNE THE 3ALES 0ROCESS 4HE LENGTH OF TIME IT TAKES TO CLOSE A SALE CAN VARY CONSIDERABLY BUT WHATEVER THE LENGTH OF TIME INVOLVED THE STEPS IN THE PROCESS REMAIN ESSENTIALLY THE SAME
3TART THE 3ALES 0ROCESS )N SOME CIRCUMSTANCES YOU MAY AIM TO COMPLETE THE SALE AT THE lRST MEETING IN MORE COMPLEX SALES IT CAN TAKE MUCH LONGERUP TO SIX MONTHS OR MORE "UT 5NDERSTAND THE 3ALES 0ROCESS HOWEVER LONG THE PROCESS 0REPARE TAKES THE KEY TO A SMOOTH 'ET ALL THE INFORMATION ABOUT THE PROSPECT THAT YOU NEED AND PLAN SALE IS PREPARATION THE OPENING CALL "EFORE MAKING CONTACT WITH PARTICULAR BUSINESS CUSTOMERS lND OUT AS MUCH /PEN THE SALE AS YOU CAN ABOUT THEM 5SE 5NCOVER THE CUSTOMERS NEEDS AND CRITERIA THE PEOPLE INVOLVED PUBLISHED REPORTS RELEVANT AND THE lNANCIAL POSITION REFERENCE BOOKS AND THE )NTERNET TO IDENTIFY s 4HE PRODUCTS THEY SELL AND "UILD THE SALE THE MARKETS THEY SELL IN $ECIDE ON THE SALES STRATEGY MEET THE KEY PEOPLE AND PRESENT YOUR s 3ALES TURNOVER AND PROlT SOLUTION s 4HEIR MAIN COMPETITORS s "USINESS STRUCTURE s 4HE KEY EXECUTIVES -AKE A PROPOSAL 4HIS SHOULD GIVE USEFUL CLUES /UTLINE WHAT THE PROSPECT SHOULD BUY AS TO WHICH PRODUCTS MIGHT THE BENElTS TERMS AND CONDITIONS BENElT THEM AND WHAT QUESTIONS YOU NEED TO ASK YOUR PROSPECTS WHEN YOU #LOSE THE SALE MEET THEM TO UNCOVER THEIR (ANDLE OBJECTIONS AND TAKE NEEDS AND REQUIREMENTS THE ORDER
i
w
%VERY SALE HAS lVE POTENTIAL OBSTACLES NO NEED NO MONEY NO HURRY NO DESIRE NO TRUST :IG :AGLAR
- ! . !' % 4 ( % 3 ! , % 3 0 2 / #% 3 3
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!S YOU GO THROUGH THE SALES PROCESS MEASURE YOUR ONGOING PERFORMANCE BY GIVING EACH KEY AREAS A PERCENTAGE SCORE AND RECORDING YOUR PROGRESS ON A SUMMARY SHEET #ONTINUE TO UPDATE THIS SHEET AS YOU MOVE THROUGH THE SALES PROCESS 7HEN ALL ITEMS SCORE AT OR NEAR PERCENT THE CUSTOMER WILL BE READY TO BUY +EY AREAS TO CONSIDER ARE
#USTOMER NEED 4HE IMPACT AND URGENCY OF THE REQUIREMENT &INANCES 4HIS RECORDS WHETHER THE CUSTOMER CAN JUSTIFY THE PURCHASE AND HAS THE MONEY AVAILABLE TO BUY IT
+EY PEOPLE (OW EASY IT IS TO MEET ALL THE KEY PEOPLE 4IME SCALE 7HEN THE CUSTOMER IS LIKELY TO BUY 3OLUTION (OW WELL THE PRODUCT MEETS THE CUSTOMERS NEED "ASIS OF DECISION (OW WELL THE SALESPERSON CAN MEET THE CUSTOMERS BUYING CRITERIA
0RACTICALITY 7ITH COMPLEX PRODUCTS HOW PRACTICAL IT WILL BE FOR THE CUSTOMER TO IMPLEMENT YOUR SOLUTION #OMPETITIVE POSITION 7HETHER YOU CAN PERSUADE THE CUSTOMER NOT ONLY TO BUY BUT TO BUY FROM YOU RATHER THAN ANYONE ELSE
0OSITION 3UMMARY
#USTOMER NEED
#OMPETITIVE POSITION
&INANCES 0OORNEEDS MORE WORK
s
w
3UMMARIZE 9OUR 0OSITION
%XCELLENTNO FURTHER ACTION REQUIRED
+EY PEOPLE
0RACTICALITY
s "ASIS OF DECISION
4IME SCALE 3OLUTION
2ADAR $IAGRAM 9OU MAY lND IT HELPFUL TO RECORD THE RESULTS VISUALLY SO YOU CAN SPOT ANY PATTERNS AND CAN CLEARLY SEE WHICH AREAS NEED FURTHER WORK
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$ % & ) . % 4 ( % 3 ! , % 3 0 2 / #% 3 3
13/7/06 4:06:18 pm (-%)%&,''0++0&*Wc
0LAN THE )NITIAL 3ALES #ALL )N THE RELATIONSHIP BETWEEN SALESPERSON AND PROSPECT MOST OF THE POWER LIES WITH THE PROSPECTAFTER ALL THEY CAN DECIDE WHETHER OR NOT TO BUY 9OU CAN MODERATE THIS ADVANTAGE IN ONE CRUCIAL WAY BY BEING BETTER PREPARED
3ET /BJECTIVES 4HE lRST ITEM TO PREPARE IN A CALL OR MEETING PLAN IS YOUR OBJECTIVE 4HIS DESCRIBES THE SITUATION YOU WANT TO BE IN BY THE END OF THE MEETING 3OMETIMES YOUR OBJECTIVE WILL BE TO MAKE A BIG STEP FORWARDSUCH AS IN A lRST CALL TO GET THE PROSPECT TO AGREE THAT YOU CAN PRESENT A WRITTEN PROPOSAL 3OMETIMES THEY MAY BE LESS FAR REACHING SUCH AS GETTING THE PROSPECT TO AGREE TO YOUR MEETING ANOTHER SENIOR EXECUTIVE TO DISCUSS THE ISSUES )N ALL CASES THEY MUST BE MEASURABLEEXPRESSED IN A WAY THAT LEAVES NO DOUBT AS TO WHETHER YOU HAVE ACHIEVED THEM -AKE YOUR OBJECTIVES AS
3ALES #ALL -EETING 0LAN #ALL OBJECTIVES 7HAT ARE YOUR MEASURABLE OBJECTIVES FOR THIS CALL /RGANIZATION #ONTACT AND POSITION /RGANIZATION NAME .AME AND POSITION OF CONTACT 7HO ARE YOU MEETING AND WHAT IS THE JOB TITLE /PENING STATEMENT 7HAT WORDS WILL YOU USE TO TURN THE MEETING TO THE BUSINESS ISSUE
0OSSIBLE OBJECTIONS 7HAT REASONS MIGHT THE CUSTOMER HAVE THAT WOULD STOP YOU FROM ACHIEVING YOUR OBJECTIVES
#OUNTERS (OW WILL YOU ANSWER THOSE OBJECTIONS
3ALES AIDS 7HAT SALES AIDS WILL YOU TAKE IN BROCHURE LAPTOP SLIDE PRESENTATION INDEPENDENT ARTICLES SUCH AS NEWSPAPER REPORTS
#USTOMER REFERENCE 7HAT SATISlED CUSTOMER COULD YOU USE AS A REFERENCE THAT YOUR PROSPECT MIGHT CONTACT
3ALES #ALL 0LAN -AKE SURE YOU ARE WELL PREPARED AND HAVE ALL THE ESSENTIAL INFORMATION AT YOUR lNGERTIPS BY WRITING DOWN THE STRUCTURE OF YOUR CALL PLAN
- ! . !' % 4 ( % 3 ! , % 3 0 2 / #% 3 3
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t
4%#(.)15%3 TO PRACTICE
s )F YOU FEEL THAT YOU HAVE MADE 2OLE PLAY IS AN EXCELLENT A MISTAKE DONT JUST START WAY FOR YOU TO IMPROVE AGAINTRY TO RECOVER FROM IT YOUR OPENING STATEMENT IN THE SAME WAY THAT YOU !SK A FRIEND OR COLLEAGUE TO ACT WOULD IF IT WERE A REAL CALL AS THE CUSTOMER AND PRACTICE SELLING YOURSELF AND YOUR SERVICES s !SK FOR FEEDBACK ON THE WAY s 0RACTICE HANDLING OBJECTIONS THAT YOU SUMMARIZED AND 9OU WILL BE ABLE TO MAKE A CLOSED THE CALL THEN USE THIS MORE CONlDENT AND CONVINCING FEEDBACK TO ROLE PLAY YOUR RESPONSE IF YOU HAVE PRACTICED OPENING STATEMENT AGAIN SO IT BEFORE THE ACTUAL MEETING THAT YOU CAN PERFECT IT
FAR REACHING AS POSSIBLE BUT ALSO REALISTICDO NOT EXPECT FOR EXAMPLE TO CONVINCE SOMEONE TO MAKE A LARGE CAPITAL INVESTMENT IN JUST ONE MEETING
0LAN /PENINGS *UST AS THE lRST IMPRESSION YOU MAKE ON A PROSPECT IS IMPORTANT SO IS THE WAY YOU TURN THE MEETING FROM NORMAL DAY TO DAY CONVERSATION TO THE BUSINESS IN HAND 2EHEARSE THIS THOROUGHLY SO THAT YOU APPEAR CONlDENT AND SURE OF YOUR DIRECTION !NY HESITATION HERE TENDS TO HAND CONTROL TO THE PROSPECT 9OUR OPENING WILL EXPLAIN WHY YOU ARE THERE IN A WAY THAT GAINS THE PROSPECTS RESPECT )F THE MEETING IS ONE OF A SERIES THE BEST OPENING MIGHT BE TO SUMMARIZE THE SITUATION TO DATE BEFORE SUGGESTING THE BUSINESS OF THIS MEETING )N AN OPENING CALL YOU MIGHT REFER THE PROSPECT TO THE BENElTS THAT A CUSTOMER HAS HAD FROM YOUR PRODUCTS AND SERVICES !LWAYS lNISH YOUR OPENING WITH AN OPEN QUESTION TO GET THE PERSON TALKING
4)0 4AKE BACK CONTROL OF A CALL BY SUMMARIZING THE MEETING SO FAR AND ASKING THE PROSPECT A QUESTION
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/PEN THE 3ALE $URING THE CRUCIAL lRST SALES CALL OR MEETING YOU HAVE TWO MAIN AIMS TO EXCITE THE CUSTOMER SO THAT THEY WANT TO MOVE TO THE NEXT STEP AND TO MAKE SURE THAT THE TIME YOU WILL HAVE TO PUT INTO THE SALE IS WORTHWHILE
!GREE ON THE !GENDA 3TART BY AGREEING ON THE AGENDA )NCLUDE THE AREAS WHERE YOU WILL BE SEEKING INFORMATIONTHESE INCLUDE s 5NDERSTANDING THE PROSPECTS REQUIREMENTS s &INDING OUT THE CRITERIA THAT THE PROSPECT USES TO JUDGE YOUR PROPOSALS AND THOSE OF YOUR COMPETITORS s "OTH SIDES DECIDING THAT IT IS WORTH TAKING THE MATTER FURTHER s !GREEING ON THE PROCESS THAT YOU AND THE PROSPECT WILL GO THROUGH TO COME TO A DECISION s !GREEING ON THE TIME SCALE FOR THE SALES CAMPAIGN %MPHASIZE THE BREAK IN THE AGENDA THAT ALLOWS BOTH PARTIES TO REmECT ON WHETHER OR NOT TO CONTINUE WITH THE MEETING AND THE SALES PROCESS )F HAVING LISTENED TO THE PROSPECTS REQUIREMENTS AND BASIS OF DECISION YOU BELIEVE THAT THERE IS LITTLE CHANCE THAT YOU CAN MAKE A SALE IT IS MUCH BETTER TO AGREE THIS AMICABLY AT THIS POINT )F THE PROSPECT ACTIVELY AGREES TO CONTINUE WITH THE MEETING THIS IS EVIDENCE OF COMMITMENT
THINK
3-!24 $ONT BE AFRAID TO ASK YOUR CUSTOMERS CHALLENGING QUESTIONS 9OU MIGHT EVEN lND THAT THE PROSPECT STARTS TRYING TO SELL THEMSELVES TO YOU 4RY TO ASK QUESTIONS THAT PEOPLE DO NOT EXPECT FROM A SALESPERSON !T THE BEGINNING OF A MEETING FOR EXAMPLE ASK CUSTOMERS WHY THEY AGREED TO SEE YOU )T CAN BE REVEALING TO ASK A CHALLENGING QUESTION EARLY ON AND OFTEN LEADS TO INTERESTING INSIGHTS INTO THE PERSONS THOUGHT PROCESSES
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%FFECTIVE /PENINGS .%'!4)6% )-0!#4
()'( )-0!#4
3HOWING FAMILIARITY WITH THEIR ORGANIZATION AND THEIR PRODUCTS L #ONGRATULATING THEM ON THEIR COMPANYS RECENT ACHIEVEMENTS L "EING PROFESSIONAL AND FRIENDLY TO RECEPTIONISTS AND ASSISTANTS L
!PPEARING TO KNOW NOTHING ABOUT THEIR BUSINESS L 0RETENDING TO KNOW ABOUT THEIR BUSINESS AND BEING CAUGHT OUT L 4REATING JUNIOR STAFF MEMBERS AS THOUGH THEY ARE NOT IMPORTANT L
"UILD )NTEREST 4HE PROSPECT HAS AGREED TO SEE YOU SO YOU CAN ASSUME THAT THERE IS ALREADY SOME INTEREST IN YOUR PRODUCTS PERCEIVED BENElTS "UILD THIS INTEREST DURING THE OPENING CALL BY ASSURING THE PROSPECTSIMPLY AND SUCCINCTLYTHAT YOU CAN MEET ALL REQUIREMENTS AND THAT THE PROSPECT WILL ACHIEVE BENElTS FROM BUYING YOUR PRODUCTS AND SERVICES s 2ESIST THE TEMPTATION TO GO INTO TOO MUCH DETAIL ABOUT YOUR PRODUCT AND ITS FEATURES &OCUS ON THE PROSPECT AND ESTABLISHING THE PROSPECTS NEEDS WANTS AND CONCERNS s !NSWER ANY QUESTIONS ABOUT YOUR PRODUCT POSITIVELY AND SUCCINCTLY )F YOU DONT KNOW THE ANSWER STEER AROUND THE PROBLEM BY ANSWERING WITH ANOTHER QUESTION s %NCOURAGE DISCUSSION BY QUOTING FROM A RELEVANT PUBLICATION SUCH AS THE PROSPECTS ANNUAL REPORT )F YOU ARE TRYING TO SELL A CORPORATE HOSPITALITY SERVICE FOR EXAMPLE AND THE PROSPECTS ANNUAL REPORT STATES THAT THEY DO PERCENT OF THEIR BUSINESS WITH EXISTING CLIENTS DIRECT YOUR QUESTIONS TO PROMPT DETAILS ON HOW THEY PROVIDE SERVICE AND LOOK AFTER THEIR CLIENTS s 'IVE BRIEF EXAMPLES OF OTHERS WHO HAVE BOUGHT YOUR PRODUCTS AND DESCRIBE THE BENElTS THAT THEY HAVE RECEIVED !SK THE 3UCCESSFUL PEOPLE ASK BETTER QUESTIONSAS A RESULT THEY PROSPECT WHETHER GET BETTER ANSWERS SIMILAR BENElTS WOULD !BIGAIL 6AN "UREN BE A HELP TO THEM
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i
w
/ 0 % . 4 ( % 3 ! , %
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2ECOGNIZE 9OUR 0ROSPECTS )NTEREST #AREFULLY OBSERVE YOUR PROSPECTS BODY LANGUAGE AS YOU SUMMARIZE THE WAYS IN WHICH YOUR PRODUCTS CAN MEET THEIR NEEDS )T MAY REVEAL IMPORTANT CLUES AS TO THE BENElTS THAT REALLY INTEREST THEM -OST PEOPLE ARE POLITE AND WILL USE WORDS THAT INDICATE INTEREST REGARDLESS OF THEIR FEELINGS HOWEVER BODY LANGUAGE WILL OFTEN BETRAY THEIR TRUE THOUGHTS )NTERESTED 4HIS PROSPECT IS LEANING FORWARD AND RESTING HER CHIN ON HER HAND SUGGESTING THAT SHE IS CONCENTRATING ON AND MAY BE SERIOUSLY CONSIDERING YOUR SUGGESTIONS (ER EYES ARE ALERT AND HER FACE HAS A NEUTRAL EXPRESSION
$EFENSIVE 4HIS TIME THE PROSPECT HAS CROSSED HER ARMS AND IS LEANING AWAY DEMONSTRATING NEGATIVITY (ER GAZE RESTS ELSEWHERE SUGGESTING EITHER BOREDOM OR HOSTILITY !SK FOR FEEDBACK ABOUT WHAT IS GOING WRONG
2ECEPTIVE %YE CONTACT AND NOTE TAKING ARE BOTH VERY GOOD SIGNS ,OOK AT THE HINT OF A SMILETHIS PERSON WANTS TO HEAR WHAT YOU ARE SAYING
4)0 !LWAYS ASK QUESTIONS ABOUT NEEDS EVEN IF YOU ALREADY KNOW THE ANSWERS FOLLOW UP THE MEETING BY WRITING OR EMAILING A SUMMARY OF THESE NEEDS - ! . !' % 4 ( % 3 ! , % 3 0 2 / #% 3 3
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%STABLISH #USTOMER .EEDS 7ITHOUT A REAL CUSTOMER REQUIREMENT YOU DO NOT HAVE A SALES CAMPAIGN SO THE lRST AREA OF EXPLORATION IN THE OPENING CALL OR MEETING IS TO LOOK FOR THE CUSTOMERS NEEDS !SK CAREFULLY CONSIDERED QUESTIONS TO UNCOVER THESE 3TART WITH THE CURRENT SITUATION IN THE RELEVANT AREA TO lND OUT HOW THE CUSTOMER OPERATES WITHOUT YOUR PRODUCT 4HEN PROBE FURTHER TO lND OUT ANY REASONS THERE MIGHT BE FOR CHANGING CURRENT PRACTICETHIS MAY REVEAL THE ACTUAL NEED )F THERE IS MORE THAN ONE NEED CONTINUE TO ASK QUESTIONS UNTIL YOU KNOW ALL THEIR REQUIREMENTS THEN PRESENT YOUR SOLUTION
3UMMARIZE .EEDS 4O COMPLETE THE hESTABLISHING %STABLISH NEEDv PHASE USE A SUMMARY TO ADDRESS AND SUGGEST THAT YOUR PRODUCTS AND SUMMARIZE YOUR SERVICES CAN MEET THE NEED IN A CUSTOMERS WAY THAT OFFERS BENElTS TO THE PROSPECT )F FOR EXAMPLE YOU ARE REQUIREMENTS SELLING PACKAGED TRAINING COURSES FOR MAINTENANCE ENGINEERS YOUR SUMMARY MIGHT INCLUDE THE FOLLOWING POINTS s 4HE PROSPECT ORGANIZATION NEEDS TO TRAIN PEOPLE BUT CANNOT AFFORD TO HAVE THEM AWAY FROM WORK FOR A WEEK BECAUSE OF THE DEMAND FOR THEIR SERVICES s 4HE ENGINEERS ARE WILLING TO LEARN BUT SPARE TIME IS AT A PREMIUM HOWEVER THEY SPEND A LOT OF TIME IN THEIR CARS AND COULD USE IT TO LISTEN TO A TRAINING #$ OR CASSETTE s 4HE PROSPECT ORGANIZATION WANTS THEIR MANAGERS TO BE INVOLVED IN THE TRAINING PERHAPS BY USING A GUIDE TO HELP THE ENGINEERS GET THE MOST OUT OF THE TRAINING 4HE SUMMARY HAS CONNECTED A FEATURE OF THE PRODUCTTHE FACT THAT THE COURSE IS AVAILABLE ON #$WITH A MAJOR NEED A TRAINING COURSE THAT WONT RESTRICT WORKING HOURS OR INTERFERE WITH FREE TIME !SK A CLOSING QUESTION AT THE END TO GET SOME COMMITMENT FROM THE PROSPECTh)S THAT A FAIR LIST OF YOUR REQUIREMENTS v
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%STABLISH THE "ASIS FOR $ECISIONS %VERYONE IS LOOKING FOR SOMETHING DIFFERENT FROM A PRODUCT EVEN IF THEY HAVE THE SAME BASIC NEED SUCH AS A CAR /NE PERSON MAY SPECIFY THAT THE CAR MUST BE SMALL ENOUGH FOR HIS SON TO PARK EASILY !NOTHER PERSON MAY NEED A CAR THAT CAN BE DELIVERED BEFORE A CERTAIN DATE )DENTIFY YOUR PROSPECTS BASIS OF DECISION BY ASKING A QUESTION SUCH AS h7HAT IS IMPORTANT TO YOU IN CHOOSING WHICH PRODUCT TO BUY v ,ISTEN CAREFULLY TO THE REASONS AND THEN REPEAT THEM BACK TO THE PROSPECT ASKING A CLOSED QUESTION SUCH AS h(AVE ) GOT THAT RIGHT v TO GAIN COMMITMENT )N A COMPLEX SALE CONlRM THIS BASIS OF DECISION IN WRITING
!GREE ON A 4IMETABLE FOR THE "UYING 0ROCESS 4HE MOST SCARCE RESOURCE THAT PROFESSIONAL SALESPEOPLE MANAGE IS THEIR OWN TIME 4HEY ARE TRYING TO GET AN ORDER BY A CERTAIN DATE AND A SALE OR DELIVERY BY ANOTHERSO THEY CANNOT AFFORD TO WASTE TIME WITH PROSPECTS THAT DO
$ElNE !LTERNATIVE #RITERIA #USTOMERS OFTEN START OFF THINKING THAT THEIR MAIN CRITERIA IS PRICEONLY LATER TO REGRET BUYING THE ECONOMY MODEL 9OU CAN HELP THEM TO CONSIDER THEIR CRITERIA MORE CAREFULLY BY ASKING QUESTIONS ABOUT THEIR BASIS OF DECISION IN THREE SEPARATE AREAS
&INANCIAL #USTOMERS MAY HAVE A BUDGET FOR THE PURCHASE EITHER BECAUSE IT IS WHAT THEY THINK THEY CAN AFFORD OR BECAUSE THEIR ORGANIZATION HAS SET A BUDGET FOR THE PROJECT &UNCTIONAL 4HIS MORE TECHNICAL BASIS OF DECISION INCLUDES MATTERS SUCH AS EASE OF USE AND RELIABILITY AS WELL AS CERTAIN FEATURES THAT THE PRODUCT MUST HAVE 0RACTICAL 4HE CUSTOMER MAY LOOK AT HOW STRAIGHTFORWARD IT WILL BE TO USE THE NEW PRODUCT OR SERVICE !N IMPORTANT EXAMPLE OF THIS IN AN ORGANIZATION IS h7ILL THE PEOPLE WHO HAVE TO USE IT BE PREPARED TO CHANGE FROM THEIR OLD METHODS v
- ! . !' ) . ' 4 ( % 3 ! , % 3 0 2 / #% 3 3
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4)0 5SE BASIS OF DECISION SELLING TO DISTINGUISH
YOURSELF FROM SALESPEOPLE WHO TAKE A LESS CUSTOMER ORIENTED APPROACH TO SELLING THEIR PRODUCTS
NOT ULTIMATELY BUY )T IS HELPFUL TO AGREE ON A TIMETABLE FOR THE BUYING PROCESS NOT ONLY DOES IT DOCUMENT THE INTENDED TIME SCALE FOR BOTH THE BUYER AND THE SELLER BUT IT ALSO ADDS COMMITMENT FROM THE PROSPECT
7ORK 4OGETHER !T THE OPENING CALL OR MEETING USE THE DRAFTING OF A TIMETABLE AS AN OPPORTUNITY TO WORK WITH THE PROSPECT ON A PLAN )F YOU SELL COMPLEX SOLUTIONS THAT HAVE LONG IMPLEMENTATION TIME SCALES SUCH AS INSTALLING A NEW COMPUTER SYSTEM THEN EXTEND THE BUYING TIMETABLE TO INCLUDE AN OUTLINE IMPLEMENTATION PLAN "Y AGREEING TO A TIMETABLE YOU WILL ALSO REMOVE ANY POSSIBILITY OF FUTURE MISUNDERSTANDINGS THE PROSPECT WILL KNOW EXACTLY WHAT THE FULL SALES CAMPAIGN INVOLVES AND HOW MUCH TIME NEEDS TO BE ALLOCATED TO IT %QUALLY TIMETABLING ENSURES THAT THE SALESPERSON KNOWS THAT THE TARGETS CAN BE REALISTICALLY MET WITHIN THAT TIME FRAME %NSURE THAT CHANGES ARE AGREED ON BY BOTH PARTIES AND THAT ALL STAKEHOLDERS REMAIN INFORMED OF THE ALTERATIONS
$RAFT 0ROJECT 0LAN
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3ET A TIMETABLE 4HIS SHOULD SHOW THE KEY EVENTS IN THE SALES CAMPAIGN AND THE TIME ALLOCATED TO EACH STAGE
3URVEY OF USERS 0RESENT PROPOSAL TO BOARD
!GREE ON POTENTIAL SOLUTION $EMONSTRATE TO BUYING TEAM
$EMONSTRATE TO OPERATORS 3END IN PROPOSAL
s
s
s
s
s
s
7EEK 7EEK 7EEK 7EEK 7EEK 7EEK 7EEK 7EEK
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1UALIFY 9OUR 0ROSPECTS 2IGHT FROM THE OPENING SALES CALL PROFESSIONAL SELLING INVOLVES CHECKING THAT THERE IS A REASONABLE CHANCE THE PROSPECT WILL BECOME A CUSTOMER 4HIS PROCESS IS CALLED hQUALIFYING THE PROSPECTv
)NVESTIGATE THE &INANCIAL !NGLE 4HE lRST KEY QUALIFYING AREA IS lNANCE 7HEN YOU GO TO A REAL ESTATE AGENCY ONE OF THE lRST QUESTIONS YOU WILL BE ASKED IS h7HAT IS YOUR BUDGET v 9OUR ANSWER WILL hQUALIFYv YOU AS A PROSPECT FOR A CERTAIN TYPE OR VALUE OF PROPERTY $O THE SAME IN ANY SALES SITUATION &IND OUT AS SOON AS POSSIBLE ABOUT THE PROSPECTS EXPECTATION OF COST )F IT IS SIGNIlCANTLY BELOW THE ESTIMATED COST OF YOUR PRODUCT THEN YOU MAY HAVE TO hQUALIFY OUTv THE PROSPECT IMMEDIATELYPOLITELY INFORM THEM THAT YOU CANNOT HELP )N A LARGE ORGANIZATION IT CAN BE MORE COMPLEX TO QUALIFY YOUR PROSPECT lNANCE MAY INVOLVE NOT ONLY BUDGET BUT ALSO A PROCESS THAT MANAGERS HAVE TO GO THROUGH TO SPEND THIS BUDGET 4HIS PROCESS IS OFTEN POLICED BY THE lNANCE DEPARTMENT
1UALIFYING /UT 5SING "REAKEVEN !NALYSIS
0ROlT
3ALES 2EVENUE
"REAKEVEN POINT
0ROJECT COSTS
.UMBER 3OLD
)N THIS EXAMPLE THE SALESPERSON IS SELLING A PROJECT COSTING 4HE CUSTOMER BENElT IS SELLING EXTRA UNITS OF THEIR PRODUCTS 4HE lNANCE DEPARTMENT HAS CALCULATED THAT SALES REVENUE WILL EQUAL THE PROJECT COSTS AT ADDITIONAL SALES 4HE SALESPERSON SHOULD QUALIFY OUT IF IT BECOMES CLEAR THAT THE PROSPECT DOES NOT BELIEVE THAT THE INCREASE IN UNITS WILL EXCEED
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#!3% STUDY 'OING 3TRAIGHT TO THE 4OP 2OGER WAS A PHARMACEUTICAL SALES REP SELLING PRODUCTS TO A LARGE HOSPITAL (OWEVER THE RESIDENT DISPENSING PHARMACIST SHOWED NO SIGNS OF BUYING THE RANGE OR OF INTRODUCING 2OGER TO THE DOCTOR WHO WOULD ACTUALLY PRESCRIBE THE DRUG 3O WITHOUT ASKING PERMISSION 2OGER CONTACTED THE DOCTOR DIRECTLY 3HE WAS IMPRESSED BY THE PRODUCT AND SUBSEQUENTLY INSTRUCTED THE PHARMACIST TO PLACE AN ORDER
s 2OGER REALIZED THAT THE DOCTOR WOULD HAVE DIFFERENT PURCHASING CRITERIA THAN THE PHARMACIST (OWEVER HE ALSO KNEW FROM EXPERIENCE THAT THE PHARMACIST WOULD REFUSE TO INTRODUCE HIM TO THE DOCTOR s "Y CONTACTING THE DOCTOR DIRECTLY 2OGER WAS ABLE TO ACCESS THE MAIN DECISION MAKER AND GAIN A MORE AUTHORITATIVE RELATIONSHIP WITH THE PHARMACIST
-EET THE +EY 0EOPLE 4HE SECOND KEY QUALIFYING AREAS IS ACCESS TO THE RIGHT PEOPLE IN THE PROSPECTS ORGANIZATION 9OU WILL HAVE TO WORK HARD TO MEET THE KEY PEOPLE IN AN ORGANIZATION RESPONSIBLE FOR A BUYING DECISION &OR EXAMPLE YOUR INITIAL CONTACT MAY TRY TO DISSUADE YOU FROM MEETING HIS OR HER BOSS BUT IF THE BOSS IS THE DECISION MAKER IT IS VITAL THAT YOU DO SO !FTER ALL THE DECISION MAKERS BASIS OF DECISION MAY BE TOTALLY DIFFERENT FROM YOUR ORIGINAL CONTACTS 4HIS COULD MEAN THAT YOU LOSE THE ORDER BECAUSE YOUR PRODUCTS ARE NOT MEETING THE DECISION MAKERS MAIN CRITERIA $EPLOY GOOD ARGUMENTS AS TO WHY YOU NEED TO MEET WITH ALL THE KEY PEOPLE IN THE ORGANIZATIONPOINT OUT FOR EXAMPLE THAT YOU NEED TO KNOW EXACTLY WHAT THEY ARE ALL PERSONALLY LOOKING FOR 3PEND LOTS OF TIME TALKING TO CUSTOMERS FACE TO FACE OR THAT YOU WANT THE KEY 9OUD BE AMAZED HOW PEOPLE TO BE INVOLVED AT THIS STAGE BECAUSE THEY WILL MANY COMPANIES DONT LISTEN TO THEIR CUSTOMERS NEED TO BE INVOLVED IN THE
i
PROJECTS IMPLEMENTATION
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w 2OSS 0EROT
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)DENTIFY THE +EY 3TAKEHOLDERS )N SOME SALES A SINGLE PERSON IS RESPONSIBLE FOR MAKING THE BUYING DECISION AT OTHER TIMES THERE IS A BUYING TEAM )F THERE ARE SEVERAL TEAM MEMBERS INVOLVED YOUR CAMPAIGN WILL NEED TO ADDRESS THE CONCERNS OF EACH INDIVIDUAL STAKEHOLDER IN ORDER TO MAKE A FAVORABLE IMPRESSION
)N THE OPENING CALL ASK YOUR CONTACT EXACTLY WHO WILL BE INVOLVED 3UGGEST THAT YOUR CONTACT PROVIDES YOU WITH AN INTRODUCTION TO ALL THE KEY STAKEHOLDERS )N A COMPLEX SALE PARTICULARLY WHERE NEW TECHNOLOGY IS INVOLVED THE BUYERS TEAM IS LIKELY TO INCLUDE SEVERAL STAKEHOLDERS EACH WITH HIS OR HER OWN AREA OF RESPONSIBILITY WHETHER THIS IS lNANCIAL TECHNICAL OR MANAGERIAL !NGLE YOUR SALES PITCH TOWARD THE RELEVANT AREA DEPENDING ON WHO YOU ARE TALKING TO #ONSIDER THE EXAMPLE OF A TECHNOLOGY SUPPLIER WHO IS PROPOSING A MAJOR NEW SYSTEM TO AN ORGANIZATION 4HE BUYERS TEAM INCLUDES THE FOLLOWING STAKEHOLDERS EACH WITH HIS OR HER OWN AREA OF RESPONSIBILITY $ECISION -AKER 4HIS IS THE MOST SENIOR MEMBER OF THE BUYING TEAM !IM TO MAKE YOUR INITIAL SALES CALL OR MEETING WITH THIS PERSON )F NECESSARY ARRANGE A MEETING BETWEEN YOUR SENIOR MANAGERS AND THOSE OF THE PROSPECTS TO RAISE YOUR LEVEL OF CONTACT
&INANCIAL %XPERT 4HIS PERSON IS RESPONSIBLE FOR VETTING THE BUSINESS CASE FOR THE INVESTMENT 0RESENT YOUR COSTBENElT ANALYSIS TO THIS PERSON
4ECHNICAL !DVISOR 4HIS PERSON CONlRMS THAT THE TECHNOLOGY IS SUITABLE FOR THE ORGANIZATION 3HOW HOW YOUR PRODUCT HELPS FULlLL THE COMPANYS AIMS
&UNCTIONAL -ANAGER 4HIS PERSON IS IN CHARGE OF IMPLEMENTING THE SYSTEM 9OULL NEED TO SHOW HOW YOUR PROPOSED BENElTS CAN BE ACHIEVED ON THE GROUND
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7AYS TO 5SE 9OUR #ONTACTS %FFECTIVELY ()'( )-0!#4
(AVING EASY ACCESS TO ALL THE KEY PEOPLE IN THE BUYING TEAM L 4ALKING TO THE TOP PEOPLE IN THE BUYING ORGANIZATION L (ELPING THE PROSPECT PREPARE A COSTBENElT ANALYSIS L
.%'!4)6% )-0!#4
(AVING ACCESS ONLY TO THE TECHNICAL ADVISOR L 4ALKING TO BUYERS AT A LOWER LEVEL THAN YOUR COMPETITORS L !VOIDING TALKING TO THE PROSPECTS lNANCIAL PEOPLE L
5SE A 4RIAL #LOSE 4HE TRIAL CLOSE IS A POWERFUL TECHNIQUE THAT WILL HELP YOU TO QUALIFY THE PROSPECT MEASURE PROGRESS AND lND OUT WHAT YOU HAVE TO DO TO GET THE BUSINESS )T SIMPLY GIVES A CONDITION AND THEN ASKS A CLOSED QUESTION h)F ) COULD GET IT TO YOU BY 4HURSDAY COULD YOU GIVE THE GO AHEAD NOW v FOR EXAMPLE OR h)F WE CAN MEET YOUR BUYING CRITERIA WILL YOU GO AHEAD WITH US v 5SE THE TRIAL CLOSE FREQUENTLY DURING YOUR INITIAL SALES CALL TO ESTABLISH WHETHER THE PROSPECT IS SERIOUS AND TO EXPOSE ANY POTENTIAL OBJECTIONS 4RIAL CLOSING KEEPS THE SALES RELATIONSHIP FRIENDLY WHILE DISCOURAGING TIME WASTING
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THINK
3-!24 9OU COULD USE A VARIATION ON THE TRIAL CLOSE TO SUBTLY CHECK THAT YOU ARE NOT OFFERING A LEVEL OF SERVICE HIGHER THAN THE CUSTOMER ACTUALLY NEEDS &OR EXAMPLE IF YOU USUALLY USE AN EXPENSIVE COURIER SERVICE FOR DELIVERY IT IS WORTH CHECKING IF THIS IS UNIVERSALLY REQUIRED h)F WE GET COURIER STOCK TO YOU WITHIN TWO HOURS WOULD THAT MAKE YOU FEEL HAPPY TO SIGN v 4HE CUSTOMER MAY WELL RESPOND THAT SUCH SPEED IS UNNECESSARY "Y NOT ASSUMING THAT EVERYONE NEEDS FAST DELIVERY YOU WILL HAVE SAVED A SIGNIlCANT AMOUNT OF MONEY AND TROUBLE
1 5! , ) & 9 9/ 5 2 0 2 / 3 0 % # 4 3
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#OMPLETE THE /PENING #ALL 4HE END OF AN OPENING SALES CALL MARKS THE BEGINNING OF A SALES PLAN -AKE SURE YOU HAVE ALL THE INFORMATION YOU NEED TO BUILD THE PLAN THEN lNISH ON A POSITIVE NOTE BY HIGHLIGHTING THE NEXT STEPS
!GREE ON AN !CTION 0LAN 7HEN YOU FEEL YOU HAVE ALL THE INFORMATION YOU NEED SUMMARIZE WHAT YOU HAVE LEARNED DURING THE OPENING CALL !LMOST CERTAINLY ONE OR TWO MISUNDERSTANDINGS WILL BE UNCOVERED SO THE SUMMARY OFFERS THE PROSPECT AN OPPORTUNITY TO lX THEM &INISH THE SUMMARY WITH A CLOSED QUESTION TO MINUTE GAIN AGREEMENT SUCH AS h)S THAT A FAIR SUMMARY OF OUR DISCUSSIONS v )F THE PROSPECT IS IN AGREEMENT 3OMETIMES AFTER A MOVE ON TO THE ACTION PLAN 4HIS SALES CALL HAS ENDED WILL INVOLVE OTHER PEOPLE AGREE YOU MAY lND YOU DONT HAVE ALL OF THE THAT THE PROSPECT HAS AN ACTION TO INFORMATION YOU NEED INTRODUCE YOU TO PEOPLE WHO ARE NEW TO YOU EITHER DIRECTLY OR BY )F YOU RUN OUT OF TIME OR A LETTER OR EMAIL !LTHOUGH MOST HAVE FAILED TO COVER A VITAL ISSUE TRY ONE OF OF THE ACTIONS WILL BE YOUR THE FOLLOWING SOLUTIONS RESPONSIBILITY MAKE SURE THE PROSPECT HAS AT LEAST ONE ACTION s %MAIL THE PROSPECT WITH YOUR CONCLUSIONS TO TO COMPLETE TO SHOW AN ELEMENT CHECK THAT THEYRE CORRECT OF COMMITMENT
&)8
#HECK THE #OMPETITION 4OWARD THE END OF AN OPENING CALL BRING UP THE SUBJECT OF COMPETITION )F YOU KNOW THERE IS COMPETITION INVOLVED THEN YOU CAN USE AN OPEN QUESTION SUCH AS h(OW ARE OUR COMPETITORS DOING v )F YOU HAVE NOT YET ESTABLISHED WHETHER YOU HAVE ANY COMPETITION USE A CLOSED QUESTION
s 3END A LETTER TO THE PROSPECT ENCLOSING A SUMMARY OF THE MEETING AND ASK THEM TO lLL IN ANY GAPS IN THEIR REPLY s !SK SOMEONE ELSE IN THE PROSPECTS ORGANIZATION FOR THE INFORMATION YOU NEED
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%SSENTIAL )NFORMATION FOR 3ALES 0LANS !2%!
).&/2-!4)/. 9/5 3(/5,$ (!6%
#USTOMER NEED
7HAT THE CUSTOMER NEEDS THE PROBLEM THIS CAUSES AND THE BENElTS OF lNDING A SOLUTION 4HE AVAILABLE BUDGET AND THE PROCESS OF lNANCIAL EVALUATION 4HE NAMES OF THE KEY PEOPLE INVOLVED IN THE DECISION AND THEIR ROLES ! ROUGH GUIDE TO WHEN THE CUSTOMER WILL MAKE A DECISION AND WHEN YOU ARE EXPECTED TO DELIVER PRODUCTS AND SERVICES !N OUTLINE OF WHAT YOU ARE GOING TO PROPOSE AS A SOLUTION FOR THE CUSTOMER NEED (OW THE CUSTOMER WILL JUDGE YOUR PROPOSAL IN TERMS OF COST FUNCTIONALITY AND PRACTICALITY ! PRIMA FACIE CASE THAT YOU AND THE CUSTOMER CAN IMPLEMENT THE SOLUTION +NOWLEDGE OF WHO THE COMPETITORS ARE THE MAIN REASON THEY WERE BROUGHT IN AND THE STAGE THEY ARE AT
&INANCES +EY PEOPLE 4IME SCALE 3OLUTION "ASIS OF DECISION 0RACTICALITY #OMPETITIVE POSITION
SUCH AS h!RE YOU GOING TO GET ANY OTHER SUPPLIERS INVOLVED v 4HIS MORE SUBTLE APPROACH ALLOWS YOU TO CASUALLY PROBE FOR INFORMATION 3OME PROSPECTS WILL TALK FREELY ABOUT COMPETITORS SO IT IS VITAL TO PROBE IN THIS AREAAFTER ALL THEY WILL TELL THE COMPETITION ABOUT YOU /THER PEOPLE ARE MUCH MORE SECRETIVE ABOUT THEIR ACTIVITIES WITH YOUR COMPETITORS BUT MOST WILL AT LEAST TELL YOU WHAT THEY PERCEIVE AS THE BIGGEST ADVANTAGE OF EACH OF THE PLAYERS 4HIS IS A GOOD TIME TO DEMONSTRATE COMPLETE CONlDENCE THAT YOU CAN NOT ONLY TAKE ON THE COMPETITION BUT ALSO DEFEAT THEM 5SE A RECENT CAMPAIGN THAT YOU OR YOUR ORGANIZATION WON TO ILLUSTRATE YOUR CONlDENCE ,OOK AND SOUND AS THOUGH YOU WILL RELISH THE CONTEST RATHER THAN FEAR IT
i
-AKE YOUR PRODUCTS EASIER TO BUY THAN YOUR COMPETITION OR YOU WILL lND YOUR CUSTOMERS BUYING FROM THEM
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w -ARK #UBAN
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3UMMARY /PENING THE 3ALE &IRST IMPRESSIONS MAKE A LASTING IMPACT AND THIS IS CERTAINLY TRUE OF THE lRST SALES CALL OR MEETINGHOW YOU WELL YOU CAN ESTABLISH SUMMARIZE AND RESPOND TO EACH PROSPECTIVE CUSTOMERS NEEDS WILL DECIDE WHETHER THIS PROSPECT BECOMES A CUSTOMER "UT THE OPENING CALL ALSO PROVIDES AN OPPORTUNITY FOR YOU TO hQUALIFYv THE PROSPECT TO CHECK THAT THEY HAVE THE ABILITY AND THE INTENTION TO MAKE A PURCHASE
0LAN OF !CTION
%STABLISH 9OUR 0ROSPECTIVE #USTOMERS .EEDS $O YOU KNOW HOW THE PROSPECT CURRENTLY OPERATES
./
!SK OPEN QUESTIONS TO lND THIS OUT
9%3 !RE THERE ANY REASONS WHY THEY MIGHT CHANGE CURRENT PRACTICE
9%3
%STABLISH THESE AS NEEDS
./ 3UMMARIZE THE PROSPECTS NEEDS WITH YOUR PRODUCTS AND SERVICES IN MIND
!SK A CLOSING QUESTION TO GAIN COMMITMENT h)S THIS A FAIR LIST OF YOUR REQUIREMENTS v
!GREE ON AN !CTION 0LAN
3UMMARIZE THE MEETING
!SK A CLOSING QUESTION TO GAIN COMMITMENT h)S THAT A FAIR SUMMARY OF OUR DISCUSSIONS v
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13/7/06 4:06:41 pm '&%*%&,+0'-0&)fc
63_ED248_US 63 I[bb_d]IIff,(#,)9$_dZZ,)
1UALIFY 9OUR 0ROSPECT )S THE PROSPECTS EXPECTATION OF COST SIGNIlCANTLY BELOW THE COST OF YOUR PRODUCTS
9%3 7ITHDRAW
./ !RE YOU TALKING TO THE PERSON WHO MAKES THE lNAL DECISION
./
!SK FOR AN INTRODUCTION TO THE DECISION MAKER
9%3 )DENTIFY ALL OTHER KEY STAKEHOLDERS AND ASK FOR INTRODUCTIONS
5SE A TRIAL CLOSE TO MEASURE PROGRESS AND PINPOINT ANY OTHER STUMBLING BLOCKS
!SK ABOUT COMPETITORS AND SHOW CONlDENCE THAT YOU CAN SURPASS THEM
!GREE ON THE ACTIONS THAT YOU AND THE PROSPECT NEED TO TAKE NEXT
3 5 - - ! 29 / 0 % . ) . ' 4 ( % 3 ! , %
13/7/06 4:06:42 pm '&%*%&,+0'-0',fc
"UILD THE 3ALE /NCE YOU HAVE GATHERED THE INFORMATION YOU NEED BY QUESTIONING THE PROSPECT YOU WILL BE IN A POSITION TO SET A SALES STRATEGY 0LAN A METHODICAL PROCESS TO GUIDE THE PROSPECT FROM BEING INTERESTED TO BEING A CUSTOMER
3ET 9OUR 3ALES 3TRATEGY ! SALES STRATEGY IS YOUR ROUTE MAP TO MAKING A SALE $ECIDE WHAT YOU AND THE PROSPECT MUST DO TO GET THEM TO THE POINT OF PLACING AN ORDER 4HIS RESULTS IN A LIST OF ACTIONS THAT FORM THE BASIS OF THE STRATEGY "ESIDE EACH ACTION PUT A MILESTONEWHAT THE ACTION HAS TO ACHIEVE 4HEN NAME SOMEONE WHO IS RESPONSIBLE FOR ACHIEVING THE MILESTONE AND THE TIME TARGET )T 4HE 3ALES 0ROCESS SHOULD BE POSSIBLE TO SET OUT THE EARLY PART OF THE STRATEGY IN SOME DETAIL AFTER $ECIDE THE ACTION &OR EXAMPLE A MEETING OF YOUR lRST CONTACT LATER MIDDLE SCHOOL SCIENCE TEACHERS ACTIONS MAY EMERGE AS THE STRATEGY UNFOLDS
3ET THE MILESTONE &OR EXAMPLE AN AGREEMENT THAT THEY WILL USE THE MATERIALS
.AME THE PERSON RESPONSIBLE &OR EXAMPLE THE SALESPERSON
3ET THE TIME TARGET &OR EXAMPLE BY /CTOBER
5SE $EMONSTRATIONS 5SE DEMONSTRATIONS TO BUILD THE SALE -AKE SURE YOU GET THE RIGHT PEOPLE TO ATTEND DEMONSTRATIONS )TS ALSO USEFUL TO ENCOURAGE THE POTENTIAL END USERS TO TRY THE PRODUCTS OUTTHEIR ENTHUSIASM FOR THE PRODUCT WILL HELP TO PERSUADE THE DECISION MAKER 2EHEARSE DEMONSTRATIONS SO THAT THEY RUN SMOOTHLY AND PROFESSIONALLY A POOR DEMONSTRATION CAN HARM YOUR CASE AS MUCH AS A GOOD ONE WILL BENElT IT
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#LOSE )N ON -ILESTONES !S YOU SET YOUR STRATEGY REMEMBER THAT SELLING IS A STEP BY STEP PROCESS %NSURE THAT THE PROSPECT IS HAPPY WITH EACH STEP OF THE PROCESS BEFORE MOVING ON TO THE NEXT ! PROSPECT WILL NOT MAKE A PURCHASING DECISION UNTIL HE OR SHE HAS DETERMINED THAT THE PRODUCT IS NEEDED MEETS THE DECISION CRITERIA IS AFFORDABLE AND GIVES VALUE FOR MONEY !T EACH POINT YOU MUST STIMULATE THE PROSPECTS EMOTIONAL WILL TO MAKE THE lNAL DECISION
#HECK THAT THE PROSPECT IS SATISlED AT EACH STAGEAS YOU DISCUSS EACH POINT ASK h!RE YOU HAPPY TO GO AHEAD v
)F THE PROSPECT STILL HAS RESERVATIONS ADDRESS THESE OBJECTIONS BEFORE TRYING TO MOVE ON 9OU ARE BOTH LESS LIKELY TO WASTE TIME IF YOU KNOW ABOUT AN OBJECTION EARLY ON 4HIS PROCESS IS KNOWN AS hCLOSING ON MILESTONESv AND HELPS YOU TO KEEP TRACK OF PROGRESS IN A SALES CAMPAIGN )T ALSO HELPS TO ALERT YOU IF YOUR PROSPECT IS INTERESTED IN A COMPETITORS PRODUCTS OR SERVICES IF A PROSPECT SAYS h) WAS HOPING IT 4OUCH AND %XPLORE %NCOURAGE WOULD HAVE AN AUTOMATIC TIMER v THIS YOUR PROSPECTS TO PHYSICALLY IS PROBABLY BECAUSE THEY HAVE SEEN HANDLE YOUR PRODUCTS AND GET A GOOD FEEL FOR ALL THEIR FEATURES THIS FEATURE ON A COMPETITIVE MODEL
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)DENTIFY THE 5NIQUE 3ELLING 0ROPOSITION 9OUR PRODUCT WILL PROBABLY HAVE ONE OR MORE UNIQUE FEATURES THAT ARE NOT AVAILABLE FROM COMPETITORS (OWEVER A FEATURE IS ONLY A UNIQUE SELLING PROPOSITION OR 530 IF THE CUSTOMER NEEDS IT AND CAN TRANSLATE THE FEATURE INTO A BENElT &OCUS ON THE hVALUEv THAT YOUR PROPOSITION OFFERS )F FOR EXAMPLE YOU ARE THE MARKET LEADER THE hVALUEv MAY ARISE FROM YOUR CONSIDERABLE EXPERIENCE IN DELIVERING AND SUPPORTING THE PRODUCTS YOU SELLYOUR CUSTOMERS CAN THEREFORE EXPECT A SMOOTH AND RISK FREE IMPLEMENTATION
7AIT TO 0ROMOTE 9OUR /RGANIZATION 4HERE ARE TWO KEY POINTS DURING A SALES CAMPAIGN WHEN IT IS APPROPRIATE TO TELL THE PROSPECT WHY HE OR SHE SHOULD CHOOSE YOUR ORGANIZATION 4HE lRST IS EARLY ON TO PROVE YOUR CREDIBILITY AS A RELIABLE SUPPLIER 4HE SECOND IS WHEN THE PROSPECT IS CLOSE TO MAKING A DECISION ! PROSPECT GOES THROUGH A STEP BY STEP PROCESS BEFORE MAKING A DECISION s $O ) NEED AND WANT THE PRODUCT s $O ) NEED AND WANT IT MORE THAN OTHER SIMILAR PRODUCTS s 7HICH ORGANIZATION SHOULD ) BUY FROM 4IME YOUR h7HY MY ORGANIZATIONv PITCH TO HAPPEN ONLY WHEN THE PROSPECT HAS REACHED STAGE THREE
THINK
3-!24 4HINK BEYOND PRODUCT DIFFERENTIATORS WHEN WORKING OUT UNIQUE SELLING PROPOSITIONSBE CREATIVE 9OUR ORGANIZATION CUSTOMERS AND AFTER SALES SERVICE ARE ALL UNIQUE !SK SOMEONE SUCH AS YOUR COMPANYS OWNER OR #%/ TO ADD VALUE TO YOUR PROPOSITIONPERHAPS BY OFFERING YOUR PROSPECT A PERSONAL GUARANTEE OF CUSTOMER SATISFACTION 'ET A SATISlED CUSTOMER TO WRITE TO YOUR PROSPECT /R ASK A RELEVANT COLLEAGUE SUCH AS THE MAINTENANCE MANAGER TO EXPLAIN HOW THE PROSPECT WILL BENElT FROM SUPERB AFTER SALES SERVICE
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#!3% STUDY #OUNTERING A #OMPETITIVE 530 !RUN OWNER OF A SMALL BUILDING COMPANY WAS BIDDING TO REFURBISH A NEIGHBORHOOD RESTAURANT (OWEVER DURING DISCUSSIONS HE REALIZED THAT THE PROSPECT 'ILDA SEEMED TO FAVOR A COMPETITOR (E ASKED WHY AND SHE TOLD HIM THAT THE COMPETITORS SUPPLY YARD WAS BASED IN THE SAME TOWN WHILE !RUNS WAS MILES AWAY 'ILDA WAS CONCERNED THAT THE EXTRA DISTANCE COULD DELAY HER BUILDING WORK SHOULD EXTRA MATERIALS OR TOOLS BE REQUIRED !RUN DECIDED TO ASK AN EXISTING CUSTOMER LOCATED MORE THAN MILES KM AWAY FROM HIS YARD TO CALL 'ILDA AND ASSURE HER THAT HIS PROJECT HAD NEVER SUFFERED DELAY DUE TO THE LACK
OF MATERIALS OR BEEN COMPROMISED BY DISTANCE 'ILDA ULTIMATELY AWARDED THE PROJECT TO !RUN s "Y BEING PROACTIVE AND ASKING QUESTIONS !RUN WAS ABLE TO UNCOVER 'ILDAS RESERVATIONS AND IDENTIFY HIS COMPETITORS 530IN THIS CASE HIS LOCATION 4HIS HELPED HIM RE PITCH FOR THE BUSINESS IN A WAY THAT DEALT WITH THE PROBLEM AND EVEN TURNED IT TO HIS ADVANTAGE s "Y ASKING AN EXISTING CUSTOMERLOCATED CONSIDERABLY FARTHER AWAY FROM HIM THAN HIS PROSPECTTO CALL !RUN ADDED VALUE TO HIS PROPOSITION 'ILDA FELT REASSURED AND THE VALUE OF THE COMPETITORS 530 WAS UNDERMINED
#REATE %MPATHY ,OOK FOR SIMILARITIES BETWEEN YOUR ORGANIZATION AND THE ACTIVITIES OF YOUR PROSPECT !RE YOU BASED IN THE SAME COUNTRY OR TOWN !RE YOU OF A SIMILAR SIZE 0ERHAPS YOU ARE BOTH ADDRESSING A SIMILAR MARKET -AKE STRONG OPENINGS TO PRESENTATIONS OR PROPOSALS BY POINTING OUT THESE SIMILARITIES THIS HAS THE EFFECT OF CREATING EMPATHY 0EOPLE BUY FROM PEOPLE WHO UNDERSTAND THE PROBLEMS THAT THEY ARE TRYING TO SOLVE SO SHOW YOUR PROSPECTS THAT YOU CAN SYMPATHIZE WITH THEM BECAUSE YOU ARE FACING THE SAME CHALLENGES THAT THEY ARE FACING
4)0 4HE BEST TIME TO TRY TO SELL YOUR ORGANIZATIONS BENElTS IS WHEN THE PROSPECT ASKS YOU THE QUESTION h7HY SHOULD ) BUY FROM YOU v
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-AKE 9OUR 0ROPOSAL !T SOME POINT IN A SALES CAMPAIGN YOU MUST PUT YOUR PROPOSAL IN WRITING $O THIS WHEN YOU AND THE PROSPECT HAVE SPENT TIME WORKING TOGETHER 4HE WRITTEN PROPOSAL SHOULD CONlRM WHAT HAS BEEN SAID
7RITE 9OUR 0ROPOSAL 4HE PURPOSE OF A WRITTEN PROPOSAL OR QUOTATION IS TO CONlRM WHAT YOU THINK THE PROSPECT SHOULD BUY AND WHAT THE BENElTS WILL BE )T ALSO STATES THE TERMS AND CONDITIONS OF YOUR OFFER TO SELL -AKE SURE THE PROPOSAL IS AS POWERFUL AS POSSIBLE BY STATING THE NAME OF THE PERSON IN THE PROSPECTS ORGANIZATION WHO HAS AGREED WITH YOUR STATEMENTS )F FOR EXAMPLE YOU ARE SELLING REPLACEMENT WINDOWS TO THE OCCUPIERS OF A SMALL OFlCE BUILDING WRITE DOWN WHO HAS AGREED THAT THE HEATING BILLS WILL GO DOWN 2EGARDLESS OF WHETHER IT IS THE FACILITIES MANAGER OR THE lNANCIAL CONTROLLER THE BENElT WILL SEEM THAT MUCH MORE PERSUASIVE IF IT HAS COME FROM SOMEONE IN THE PROSPECTS ORGANIZATION !SSIGN AS MANY STATEMENTS IN THIS WAY AS POSSIBLE
t
4%#(.)15%3 TO PRACTICE
+EEPING INFORMATION SHORT AND TO THE POINT IS A VERY USEFUL SKILL TO LEARN 4O PRACTICE THIS SKILL TAKE AN OLD PROPOSAL A LETTER OR A MAGAZINE ARTICLE AND TRY TO HALVE ITS SIZE "EFORE YOU START CUTTING MAKE SURE THAT YOU PRIORITIZE THE FACTS AND ESSENTIAL INFORMATION 4AKE OUT ANY IRRELEVANT POINTS WAFmE OR REPETITION 4HESE WILL
ONLY REDUCE THE IMPACT OF WHAT YOU ARE TRYING TO SAY 'O THROUGH EACH POINT AND IDENTIFY WHETHER IT IS MUST KNOW SHOULD KNOW OR NICE TO KNOW +EEP THE MUST KNOWS THE REMAINING POINTS ARE NOT ESSENTIAL WHERE SPACE IS TIGHT -OVE THE MOST IMPORTANT POINT TO THE FRONT TO GRAB THE READERS INTEREST
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3TRUCTURE 9OUR 0ROPOSAL 4HE AIM OF A WRITTEN PROPOSAL IS TO GET A PROSPECT TO COMMIT TO A SALE 4O MAKE SURE THAT YOUR PROPOSAL IS AS PERSUASIVE AS POSSIBLE YOU SHOULD LEARN HOW TO STRUCTURE IT EFFECTIVELY "EFORE YOU BEGIN MAKE SURE YOU HAVE OBTAINED ALL THE INFORMATION YOU NEED FROM THE PROSPECT AND HAVE FULLY DISCUSSED THE PRODUCT OR SERVICE YOU ARE SELLING AND HOW IT WILL BE OF BENElT 4HEN USE THIS SEVEN STEP PROCESS TO STRUCTURE YOUR PROPOSAL
"ACKGROUND TO THE PROPOSAL THIS RECORDS THE ACTIVITIES THAT YOU 4HE PROPOSAL AND THE CUSTOMER HAVE DONE TO GET IS A WRITTEN TO THIS STAGE )T SHOULD DISPLAY CONlRMATION KNOWLEDGE OF THE CUSTOMER AND ITS OF AGREEMENTS ACTIVITIES MENTIONING THE KEY PEOPLE YOU HAVE MET MADE SO FAR 4HE CUSTOMER REQUIREMENT STATE THE CUSTOMERS REQUIREMENT WITH AN INDICATION IF POSSIBLE OF THE COST OF DOING NOTHING 4RY TO REmECT THE URGENCY OF THE REQUIREMENT 4HE "ASIS OF $ECISIONTHIS SECTION SHOWS THAT YOU UNDERSTAND THE CRITERIA THE PROSPECT WILL USE TO MAKE A DECISION TO GO AHEAD 9OUR PROPOSALTHIS IS A SIMPLE STATEMENT IN THE PROSPECTS TERMS OF WHAT YOU ARE PROPOSING THEY BUY !VOID JARGON "ENElTSLIST THESE AS THE VALUE THE PROSPECT WILL GET FROM THE PURCHASE )NCLUDE IF POSSIBLE lNANCIAL BENElTS AS WELL AS OTHER LESS TANGIBLE ONES 7HERE YOU ARE CLAIMING THAT THERE ARE BUSINESS BENElTS YOU SHOULD NAME THE PERSON REPRESENTING THE CUSTOMER WHO HAS AGREED ON THEM )MPLEMENTATION PLANTHIS IS A HIGH LEVEL STATEMENT OF DATES AND KEY MILESTONES IN A COMPLEX PROJECT OR SIMPLE DELIVERY DATES IF THAT IS ALL THAT IS REQUIRED 2ECOMMENDED ACTIONlNALLY RECOMMEND WHAT ACTION THE PROSPECT SHOULD TAKE TO ACCEPT THE PROPOSAL
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0RESENT 9OUR 3ALES 3OLUTION 9OU WILL FREQUENTLY BE GIVEN OPPORTUNITIES TO PRESENT YOUR PROPOSAL TO A DECISION MAKING COMMITTEE OR BOARD -AKE A BIG IMPRESSION A PROFESSIONAL PERFORMANCE WILL SECURE NOT ONLY THIS SALE BUT ALSO REPEAT ORDERS
+NOW 9OUR !UDIENCE 4HE CHALLENGE OF A lNAL SALES PRESENTATION IS TO MEET THE DIFFERENT NEEDS OF YOUR AUDIENCE AND THESE CAN RANGE FROM THE lNANCIAL TO THE TECHNICAL #HECK WHO IS ATTENDING AND WHAT THEIR INTEREST IS IN YOUR PROPOSAL BUT TAILOR THE PRESENTATION TOWARD THE DECISION MAKER )F FOR EXAMPLE A TECHNICAL EXPERT ASKS A DETAILED QUESTION CHECK MINUTE WITH THE DECISION MAKER IF THEY WOULD PREFER YOU TO HANDLE THAT QUESTION %FFECTIVE PRESENTATIONS ARE OUTSIDE THE MEETING ,OOK TARGETED TO THE AUDIENCE 3O HOW SHOULD YOU REACT IF FOR SIGNS OF DISTRACTION IF YOU WALK INTO THE ROOM THE DECISION MAKER APPEARS AND lND MORE PEOPLE THERE TO HAVE LOST INTEREST STOP THAN YOU WERE EXPECTING AND ASK WHAT HE OR SHE L &IND OUT WHO THE NEW PEOPLE WOULD LIKE TO COVER NEXT
&)8
3TRUCTURE AND 4IMING
ARE SO THAT YOU CAN ADJUST YOUR PRESENTATION
!LWAYS MAKE SURE THAT YOU KEEP TO THE TIME THAT HAS BEEN AGREED 0LAN YOUR TIMING TO GET TO THE 2ECOMMENDED !CTION ITEM ABOUT THREE FOURTHS OF THE WAY THROUGH YOUR ALLOTTED
s 'ET AT LEAST lVE MINUTES TO MAKE ADJUSTMENTS TO YOUR PRESENTATION BY SUGGESTING THAT THEY TAKE A COFFEE BREAK WHILE YOU SET UP
4)0 5SE VISUAL AIDS
s -AKE SURE THE PRESENTATION STILL CONCENTRATES ON THE MOST IMPORTANT PERSON IN THE DECISION MAKING PROCESS
THAT ARE IMAGE ORIENTED AND ADD EXTRA VALUE TO YOUR PRESENTATION
s 4AKE OUT ANYTHING THAT MIGHT BE CONTROVERSIAL OR BORING TO YOUR NEW AUDIENCE
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%FFECTIVE 7AYS TO 0RESENT 9OUR 3OLUTIONS .%'!4)6% )-0!#4
()'( )-0!#4
5SING REAL EXAMPLES FROM THE ORGANIZATIONS BUSINESS L %XPLAINING THE STRUCTURE OF YOUR PRESENTATION AND ASKING IF THEY AGREE THAT IT IS APPROPRIATE L %NCOURAGING THEM TO ASK QUESTIONS WHENEVER THEY LIKE L
3PENDING TOO LONG DESCRIBING YOUR PRODUCTS L ,EAVING THEM WONDERING WHAT YOUR PRESENTATION WILL INCLUDE AND HOW LONG IT WILL TAKE L -AKING THE AUDIENCE FEEL THAT THEY SHOULD NOT INTERRUPT YOU L
TIME )F YOU HAVE BEEN GIVEN AN HOUR FOR EXAMPLE TRY TO OBTAIN AGREEMENT TO THE NEXT STEP AFTER ABOUT MINUTES 4HIS LEAVES TIME FOR DISCUSSION AND IF YOU ACHIEVE YOUR OBJECTIVES EARLY EVERYONE WILL BE DELIGHTED 3TRUCTURE THE PRESENTATION ALONG THE SAME LINES AS A PROPOSAL s "ACKGROUND TO THE PROPOSAL +EEP THE s 4HE CUSTOMER REQUIREMENT FOCUS OF YOUR s 4HE "ASIS OF $ECISION PRESENTATION s 9OUR PROPOSAL lRMLY ON THE s "ENElTS s )MPLEMENTATION PLAN CUSTOMER s 2ECOMMENDED ACTION
$ELIVER 3UCCINCTLY 4HE ENEMY OF A SUCCESSFUL PRESENTATION IS BOREDOM SO WATCH YOUR AUDIENCES REACTIONS AT ALL TIMES -AKE SURE THE TALK IS INTERESTING AND ENGAGINGLY DELIVERED AND REMOVE ANYTHING THAT COULD BE DESCRIBED AS hPADDINGv s +EEP THE PRESENTATION SHORT /NCE YOU HAVE ACHIEVED YOUR OBJECTIVE STOP TALKING s 5SE A SPOKEN LANGUAGE STYLE RATHER THAN A WRITTEN ONE AND TRY TO VARY THE TONE OF YOUR VOICE s "REAK THE PRESENTATION UP BY USING MORE THAN ONE TYPE OF VISUAL AID AND MOVE AROUNDTRY STARTING YOUR TALK FROM A SITTING POSITION THEN STANDING UP TO EMPHASIZE A POINT
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THINK
3-!24 -OST PROSPECTS RIGHTLY ASSUME THAT SALESPEOPLE WANT TO MAKE PRESENTATIONS TO THEM TO WIN THEIR BUSINESS 4RY A MORE SUBTLE APPROACH BY ASKING CUSTOMERS TO CLARIFY WHAT THEY ARE LOOKING FOR FROM THE PRESENTATION )F YOUR PROSPECTS TELL YOU THAT THEY ALREADY UNDERSTAND YOUR PROPOSAL ASK THEM WHETHER THEY AGREE THAT IT WOULD SAVE TIME TO PLACE AN ORDER RIGHT AWAY 4HIS UNUSUAL QUESTIONING TECHNIQUE MAY WIN THE ORDER WITHOUT A PRESENTATION OR IT MAY CLARIFY ANY OBJECTIONS THAT THE BUYING TEAM IS LIKELY TO RAISE
-AKE A #ONlDENT $ELIVERY #USTOMERS BUY FROM SALESPEOPLE WHO APPEAR CONlDENT THAT THEIR PROPOSED SOLUTION IS RIGHT FOR THEM AND REPRESENTS GOOD VALUE FOR MONEY 3O A CONlDENT DELIVERY IS VITAL 9OU CAN GAIN CONlDENCE BY REHEARSING YOUR PRESENTATION AND ENSURING THAT IT HAS A CONlDENT AND ASSERTIVE OPENING 3UPPOSE YOU ARE MAKING A lNAL PRESENTATION TO A BOARD OF DIRECTORS AND YOUR OBJECTIVE IS TO WIN THE ORDER YOU CAN SIGNAL YOUR CONlDENCE AND INTENT BY USING AN OPENING LIKE THIS h4HANK YOU FOR THIS OPPORTUNITY TO PRESENT OUR PROPOSAL ) INTEND TO TAKE AN HOUR TO s 'IVE A BRIEF OVERVIEW OF OUR PROPOSAL s !SK IF YOU ARE READY TO GO AHEAD WITH IT s 3PEND WHAT TIME IS LEFT TALKING ABOUT DELIVERY AND IMPLEMENTATION )S THAT /+ v 4HIS MEANS THAT THE AUDIENCE IS AWARE OF YOUR OBJECTIVE AND THEIR RESPONSE TO YOUR QUESTION WILL GIVE YOU GOOD CLUES AS TO HOW TO PITCH THE PRESENTATION
4)0 -AKE SURE YOU CAN DISPLAY YOUR VISUAL AIDS USING TECHNOLOGY AVAILABLE IN THE MEETING ROOM
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!LLOW 3PACE FOR $ISCUSSION 0UT YOURSELF IN THE AUDIENCES SHOES AT A lNAL PRESENTATION 4HEY WILL lND IT DIFlCULT TO MAKE A COMMITTEE DECISION WHILE YOU ARE THERE )T IS EASIER FOR THE CHAIRPERSON TO THANK YOU FOR YOUR TIME AND SAY THAT THE COMMITTEE WILL DISCUSS IT AFTER THE MEETING 4HE CHAIRPERSON WILL WANT TO HEAR OTHER PEOPLES VIEWSBUT THIS DELAY MEANS THAT THEY MAY NOT MAKE A DECISION THAT DAY 'ET AROUND THIS BY SUGGESTING AT THE END OF YOUR PRESENTATION THAT YOU LEAVE THEM ALONE FOR A FEW MINUTES BEFORE RETURNING TO lND OUT THEIR DECISION 4HIS MAKES THEM FEEL RELAXED KNOWING THAT THEY -AKE AN IMPACT 6ISUAL AIDS CAN HELP TO ILLUSTRATE DIFlCULT CONCEPTS AND CAN DISCUSS YOUR PROPOSAL MAKE KEY POINTS MORE MEMORABLE AMONG THEMSELVES BUT +EEP VISUAL INFORMATION SIMPLE AND KEEPS THE PRESSURE ON THEM UNCLUTTERED AND USE BOLD COLORS THAT TO MAKE A DECISION THAT DAY ARE EASY TO DISTINGUISH FROM A DISTANCE
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.EGOTIATE THE "EST 4ERMS 4OWARD THE END OF THE SELLING PROCESS YOU AND YOUR PROSPECT WILL DISCUSS THE TERMS AND CONDITIONS OF THE SALE AND NEGOTIATE A MUTUALLY ACCEPTABLE DEAL -AKE SURE YOU NEGOTIATE HARD FOR THE BEST POSSIBLE TERMS
)DENTIFY THE )SSUES 7HEN YOU SELL A GAZEBO THE PROSPECT WILL BE INTERESTED IN SEVERAL ISSUES SUCH AS QUALITY AND PRICE (E OR SHE MAY ALSO TRY TO NEGOTIATE FREE DELIVERY AND A TIME SCALE FOR ERECTING IT 9OU CAN PREPARE FOR THE NEGOTIATION BY DElNING A SPECIlC OBJECTIVE WITH TANGIBLE MEASURES FOR ALL THE TERMS AND CONDITIONS OF SALE 4HE PRICE OF THE GAZEBO IS A TANGIBLE MEASURE BUT YOU AND THE PROSPECT ALSO NEED TO DECIDE HOW TO MEASURE QUALITYPERHAPS THE LUMBER CAN BE FURTHER PROTECTED AGAINST THE WEATHER FOR EXAMPLE -AKE A LIST OF ALL THE ISSUES INVOLVED IN THE NEGOTIATION AND WORK OUT YOUR SPECIlC OBJECTIVES AND MEASURES FOR EACH ONE
3ET 9OUR /BJECTIVES 4HE AIM OF A NEGOTIATION IS TO ACHIEVE AGREEMENT BETWEEN BOTH PARTIES ABOUT HOW TO PROCEED AND TO RESOLVE CONmICTING INTERESTS 0ERHAPS THE PROSPECT WANTS YOUA KITCHEN SUPPLIERTO INSTALL THE UNITS USING THE SAME PEOPLE WHO BUILT THEM 9OU WANT THEM TO USE NON SPECIALIST INSTALLERS TO REDUCE COSTS AND LET THE MANUFACTURING SIDE
4HE )MPACT OF $ISCOUNTS 7HEN NEGOTIATING ON PRICE REMEMBER THAT EVEN A SMALL DISCOUNT CAN HAVE A MASSIVE IMPACT ON PROlTABILITY 4AKE THIS EXAMPLE OF AN INSURANCE SALESPERSON WHO HAS BEEN ASKED FOR A PERCENT DISCOUNT $%!, 7)4( ./ $)3#/5.4
$%!, $)3#/5.4%$ "9
)NSURANCE PREMIUM #OST OF INSURANCE 'ROSS PROlT %XPENSES .ET PROlT
$ISCOUNTED INSURANCE PREMIUM #OST OF INSURANCE 'ROSS PROlT %XPENSES .ET PROlT
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"UILD .EGOTIATING #ONlDENCE 0REPARE THOROUGHLY FOR NEGOTIATIONS BY THINKING THROUGH ALL THE ISSUES THAT THE PROSPECT MIGHT RAISE AND PREPARING YOUR RESPONSES 4HIS WILL HELP YOU TO GIVE A POSITIVE RESPONSE TO THE CONCESSIONS YOU ANTICIPATE THEY WILL DEMAND )F YOU CAN DISCUSS DIFlCULT ISSUES CONlDENTLY YOU WILL PLACE YOURSELF IN A STRONGER POSITION
&OCUS LOGICALLY ON AN ISSUE WHERE THERE IS DISAGREEMENTFOR EXAMPLE THE CUSTOMER MIGHT WANT AN EXTENDED WARRANTY TO BE FREE WHILE YOU WANT TO CHARGE FOR IT .OW GIVE THE CUSTOMER REASONS FOR ACCEPTING YOUR TERMS EXPLAIN THAT IT WOULD BE UNFAIR TO OTHER CUSTOMERS IF YOU VARIED YOUR POLICY IN ONE PARTICULAR CASE 2EHEARSE YOUR RESPONSE TO POSSIBLE OBJECTIONS IN FRONT OF A MIRROR TAKING CAREFUL NOTE OF YOUR BODY LANGUAGE )S IT POSITIVE !RE YOU SMILING WHERE APPROPRIATE
KEEP OPERATING /NLY MAKE CONCESSIONS THAT SUIT YOU BEST BY ASSIGNING ONE OF THESE THREE MEASURES TO EACH OBJECTIVE s 4HE IDEAL OUTCOMETHE BUYER CONTRACTS WITH ANOTHER COMPANY TO INSTALL THE KITCHEN s !N OUTCOME THAT YOU WILL lND ACCEPTABLETHE LOWER SKILLED UNIT BUILDERS WILL DO THE INSTALLATION s !N OUTCOME THAT IS THE LOWEST YOU WILL ACCEPTA PRODUCTION CARPENTER SUPERVISES LOWER SKILLED INSTALLERS 4HE BUYER CAN THEN BE MADE AWARE THAT YOU WILL CONSIDER THE NEGOTIATION A FAILURE AND WALK AWAY IF THEY INSIST ON GETTING YOUR PRODUCTION CARPENTERS TO INSTALL THE KITCHEN
4)0 0RACTICE SAYING hNOv WITH A SMILE ON YOUR FACE IT WILL NEGATE FEELINGS OF CONmICT DURING NEGOTIATIONS
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t
4%#(.)15%3 TO PRACTICE
4HE ABILITY TO KEEP CALM DURING NEGOTIATIONS IS AN INVALUABLE SKILL IN BOTH BUSINESS AND PERSONAL LIFE 0EOPLE WILL OFTEN BETRAY THEIR FEELINGS DURING DISCUSSIONS OR NEGOTIATIONS WITH FRIENDS AND FAMILY &OR EXAMPLE THEY MAY SHOW FRUSTRATION IF THEY ARE NOT GETTING THEIR OWN WAY ON WHICH MOVIE TO WATCH OR WHEN TO LEAVE A DINNER PARTY )F YOU CAN KEEP CALM YOU WILL NOT ONLY STRENGTHEN YOUR OWN POSITION BUT YOU WILL ALSO BE BETTER
PLACED TO GUIDE PROCEEDINGS TO A MORE POSITIVE OUTCOME )F YOU ARE FEELING TENSE TAKE A SLOW DEEP BREATH -AKE SURE YOUR BODY LANGUAGE IS RELAXED AND POSITIVE -AINTAIN EYE CONTACT AND KEEP YOUR VOICE CALM AND YOUR EXPRESSION OPEN AND FRIENDLY 4RY PRACTICING THIS IN FRONT OF A MIRROR "E ASSERTIVE AND STATE YOUR CASE CLEARLY BUT DO NOT RESORT TO AGGRESSION INTIMIDATION OR EMOTIONAL BLACKMAIL
)DENTIFY .EEDS AND 7ANTS "E AWARE OF THE DISTINCTION BETWEEN WHAT YOUR PROSPECTS WANT AND WHAT THEY NEED )MAGINE YOU ARE SELLING COMPUTER PRINTERS FOR EXAMPLE AND YOUR PROSPECT NEEDS A BLACK AND WHITE PRINTER FOR A BUSINESS THAT HAS TO SEND OUT PRINTED DOCUMENTS 4HE PROSPECT MAY ALSO WANT THE MACHINE TO OPERATE AS A COLOR SCANNER FOR SCANNING IN VACATION PHOTOGRAPHS AND SENDING THEM TO FRIENDS 3EPARATING NEEDS FROM WANTS WILL STRENGTHEN YOUR POSITION IN THE NEGOTIATION )F FOR EXAMPLE THE ORGANIZATION IS PAYING THE PROSPECT IS MORE LIKELY TO SATISFY THE WANT IF THE PROSPECTS OWN MONEY IS ON THE LINE YOU MAY HAVE TO SELL THE CHEAPER BLACK AND WHITE RANGE OF PRINTERS
4)0 3TAY FRIENDLY BUT PROFESSIONALBEING
OVERLY GENEROUS WITH CONCESSIONS WILL NOT NECESSARILY PROMPT THE PROSPECT TO BE EQUALLY GENEROUS IN RETURN
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-AKE AND 2ECEIVE #ONCESSIONS -AKE ALL PROPOSITIONS AND CONCESSIONS CONDITIONALDO NOT GIVE ANYTHING AWAY FREE 'IVING ANY CONCESSION WITHOUT GETTING ONE IN RETURN SETS A DANGEROUS PRECEDENT THAT A CUSTOMER WILL EXPLOIT NEXT TIME YOU ARE IN A NEGOTIATION )T ALSO MEANS THAT THE CUSTOMER WILL FEEL CERTAIN THAT YOU CAN GIVE MORE AWAY AFTER ALL IF YOU CAN CHANGE THE PACKAGE IN THEIR FAVOR AND STILL HAVE A DEAL THAT THEY lND ACCEPTABLE HOW MUCH MORE CAN THEY SQUEEZE OUT OF YOU )F A SALESPERSON DOES THIS TWO OR THREE TIMES IN A NEGOTIATION THE CUSTOMER WILL START TO SUSPECT THAT THE ORIGINAL DEAL WAS UNFAIR AND THAT THE SALESPERSON KNOWS IT 4HIS CREATES RESENTMENT AND PUTS FUTURE SALES AT RISK
3ET A #ONDITION #ONSIDER THE FOLLOWING TWO APPROACHES TO MAKING CONCESSIONS AND NOTE THE DIFFERENT RESPONSE EACH ONE APPEARS TO GENERATE s h)F YOU AGREE TO PICK UP THE PRODUCT FROM OUR WAREHOUSE WELL ADD THE AUTOMATIC TIMER FOR YOU FREE OF CHARGEv s h7E COULD ) SUPPOSE ADD THE TIMER INv )N THE lRST CASE THE PROSPECT WILL CONSIDER HOW TO GET THE PRODUCT FROM THE WAREHOUSE AND MAY THEN CONCEDE )N THE SECOND ALL THE PROSPECT NEEDS TO DO IS ACCEPT YOUR CONCESSION AND MOVE ON )F YOU THEN ASK THE PROSPECT TO PICK UP THE GOODS HE OR SHE MAY LOOK FOR MORE CONCESSIONS
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&IND A #OMPROMISE 4AKE NOTES WHILE THE PROSPECT SETS OUT THEIR REQUIREMENTSDO NOT INTERRUPT AND MAKE SURE THAT EVERYTHING HAS BEEN COVERED
3ET OUT YOUR OBJECTIVES IN THE FORM OF YOUR IDEAL OUTCOMESTART HIGH BUT NOT UNREALISTICALLY HIGH
,OOK FOR WAYS TO COMBINE THE PROSPECTS REQUIREMENTS WITH YOUR OWN OBJECTIVES SO THAT YOU DONT NEED TO MAKE CONCESSIONS
-AKE CONCESSIONS RELUCTANTLY AND ALWAYS USE A CONDITIONAL STATEMENT THAT SEEKS SOMETHING IN EXCHANGE
. % ' /4 ) !4 % 4 ( % " % 3 4 4 % 2 - 3
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#LINCH THE $EAL 4HE CLIMAX TO ANY SALES EFFORT COMES WHEN YOU TAKE THE ORDER 9OU CAN lNISH THE SELLING JOB PROFESSIONALLY BY DEVELOPING A GOOD CLOSING TECHNIQUE
#LOSE %FFECTIVELY )F YOU THINK THE TIME HAS COME FOR THE PROSPECT TO MAKE A DECISION USE THE SUMMARY CLOSE TO GUIDE HIM OR HER TO A DECISION SIMPLY SUMMARIZE THE SITUATION AND LEAD THE PROSPECT LOGICALLY TO THE CONCLUSION (AVE THE CONTRACT OR ORDER FORM IN FRONT OF YOU SO THAT ITS READY FOR A SIGNATURE )F THE PROSPECT STILL SEEMS RELUCTANT TO CLOSE THE DEAL s !SK THE PROSPECT TO LIST ANY OBJECTIONS THEN MAKE SURE THAT THE LIST IS COMPLETE BY USING A TRIAL CLOSE SUCH AS h)F ) CAN ANSWER ALL THESE POINTS SATISFACTORILY WILL YOU THEN BE ABLE TO PLACE AN ORDER WITH US v s !NSWER THE POINTS ONE BY ONE !T THE END OF EACH POINT ASK WHETHER YOUR ANSWER HAS BEEN SATISFACTORY 7HEN YOU GET TO THE END OF THE LIST IF THE PROSPECT HAS NO MORE OBJECTIONS ASK FOR THE ORDER AGAIN 3TAY CONlDENT AND FRIENDLY THROUGHOUT BUT BE PERSISTENTAFTER ALL 3TAY POSITIVE 4HANK PROSPECTS WARMLY WHATEVER THE OUTCOMEIF YOU CLOSING BUSINESS IS WHY LEAVE ON GOOD TERMS THEYLL BE MUCH MORE LIKELY BUY FROM YOU IN THE FUTURE YOU ARE BOTH THERE
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(ANDLING 0RICE /BJECTIONS $ONT BE DISCOURAGED IF YOUR PROSPECT REJECTS YOUR PRICE OUTRIGHT 4HE PROSPECT COULD SIMPLY BE NEGOTIATING SO STAND lRM REMAIN PROFESSIONAL AND TAKE STEPS TO EXPLORE THE OBJECTIONS #ONSIDER THE FOLLOWING EXCHANGE
0ROSPECT h)M SORRY BUT YOUR PRICE IS TOO HIGH ) CAN GET THE SAME PRODUCT PERCENT CHEAPER FROM A COMPETITORv
3ALESPERSON h)F WE WERE OFFERING OUR PRODUCT AT THE SAME PRICE WOULD YOU PREFER TO BUY FROM US
0ROSPECT h9ES ) THINK ) WOULDv 3ALESPERSON h7HY v !T THIS POINT THE PROSPECT MAY WELL LIST THE ADVANTAGES YOU HAVE OVER THE COMPETITORIN EFFECT SELLING YOUR PROPOSAL FOR YOU )F YOU HEAR THAT THE PROSPECT WOULD FAVOR A COMPETITOR EVEN IF THE PRICE WAS THE SAME ASK h7HY v TO UNCOVER ANY OTHER OBJECTIONS
(ANDLE THE /BJECTIONS 7HEN YOU HAVE AN UNCOMMITTED PROSPECT ASK A CLOSING QUESTION TO DISCOVER WHY 5SE THE INFORMATION TO ALLAY THE PROSPECTS CONCERNS AND GET THE SALE 0RACTICE BY ASKING A CLOSING QUESTION AFTER EACH KEY STEP IN THE SELLING PROCESS s h3O YOURE LOOKING FOR A TOOL TO DIG A FOUR FOOT TRENCH BUT IT NEEDS TO lT ON YOUR mATBED TRUCK v s 4HEN REPEAT THESE AGREEMENTS TO THE PROSPECT AT A SUMMARY CLOSE TO HELP GUIDE HIM OR HER TO A DECISION
i
0EOPLE GET CAUGHT UP IN WONDERFUL EYE CATCHING PITCHES BUT THEY DONT DO ENOUGH TO CLOSE THE DEAL )TS NOT GOOD IF YOU DONT MAKE THE SALE
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$ONALD 4RUMP
#, ) . #( 4 ( % $ % ! ,
13/7/06 pm 20/3/064:07:02 14:55:55
0ROTECT 9OUR 4IME 4IME IS THE SALESPERSONS MOST VALUABLE COMMODITY )T IS EASILY WASTED ON PROSPECTS WHO DO NOT ULTIMATELY BUY FROM YOU !LWAYS REACT TO WARNING SIGNS USE CLOSED QUESTIONS AND DECIDE WHETHER OR NOT TO WITHDRAW
!SK #LOSED 1UESTIONS 7HEN A SENIOR SALESPERSON WAS ASKED WHY SHE WAS SO SUCCESSFUL SHE REPLIED h"ECAUSE IF ) GET A FEELING THAT SOMETHING IS GOING WRONG ) ASSUME THAT ITS TRUE AND ACT ACCORDINGLYv !CT ON THIS )F YOU THINK THAT A PROSPECT IS NOT READY TO BUY ASK A CLOSED QUESTION h!RE YOU IMPLYING THAT YOU ARE GOING TO PUT OFF THIS DECISION UNTIL LATER v /R GET YOUR MANAGER TO ASK IF THAT IS APPROPRIATE 3UPPOSE YOU ARE SELLING TRAINING COURSES AND SUSPECT THAT THE PROSPECT FAVORS THE COMPETITION GIVE YOUR MANAGER A PRETEXT TO ASK A CLOSED QUESTION SUCH AS h) KNOW THAT YOU ARE STILL DECIDING BUT ) AM JUST PHONING TO SEE WHETHER ) SHOULD PROVISIONALLY ALLOCATE OUR TRAINERS TO YOUR COMPANY FOR NEXT MONTHv #LOSED QUESTIONS CLARIFY THE SITUATION AND ASSESS YOUR CHANCES OF WINNING THE BUSINESS
THINK
3-!24 )F YOU THINK A PROSPECT IS NOT GOING TO BE IN A POSITION TO BUY FROM YOU IN THE FORESEEABLE FUTURE YOU NEED TO lND OUT QUICKLY TO AVOID WASTING VALUABLE TIME 2EMEMBER THAT PROSPECTS ALSO GUARD THEIR TIME JEALOUSLY AND WILL NOT WANT TO WASTE IT IF THEY DO NOT INTEND TO PURCHASE FROM YOU 4O lND OUT IF THIS IS THE CASE ASK A PROSPECT TO DO SOMETHING THATWHILE REASONABLEWILL TAKE TIME OR EFFORT TO CARRY OUT !SK FOR INFORMATION THAT REQUIRES RESEARCH OR ASK TO MEET SOMEWHERE THAT WILL INCUR TRAVELING EXPENSES FOR THE PROSPECT ! REFUSAL TO ACT ON SUCH A REQUEST IS A WARNING SIGN AND MAY BE ENOUGH FOR YOU TO DECIDE TO QUALIFY THEM OUT
- ! . !' % 4 ( % 3 ! , % 3 0 2 / #% 3 3
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!VOIDING 4IME 7ASTERS ()'( )-0!#4
.%'!4)6% )-0!#4
s 2EGULARLY ANALYZING YOUR POSITION
s )GNORING LOGICAL OR EMOTIONAL
AND CHECKING THAT ALL YOUR PROSPECTS ARE QUALIlED s "EING DISCIPLINED IN SEEKING AND RECOGNIZING WARNING SIGNALS s -AKING REGULAR CONTACT TO CHECK YOUR PROSPECT IS STILL INTERESTED
FEELINGS THAT THE CAMPAIGN IS NOT GOING TO BE SUCCESSFUL s ,EAVING CLOSED QUESTIONS UNTIL THE END OF THE SALES CAMPAIGN s ,ETTING TIME PASS AND THE PROSPECT SLIP AWAY
3OMETIMES A CLOSED QUESTION CAN HELP YOU TO IDENTIFY WHETHER A PROSPECTIVE CUSTOMER LACKS THE AUTHORITY TO CLOSE A DEAL )F YOUR PROSPECT CONTINUALLY PREVARICATES AND YOU ARE CONCERNED THAT THE DEAL IS SLIPPING TRY A VERY HARD QUESTION TO PROBE HIS OR HER REAL INTENTIONS h-Y MANAGER HAS INSTRUCTED ME TO PULL OUT OF THIS DEAL UNLESS SHE HEARS FROM YOUR MANAGER THAT YOU ARE EXAMINING OUR PROPOSAL SERIOUSLYv 4HE PROSPECTS REACTION TO SUCH A DIRECT APPROACH SHOULD PROVIDE A GOOD INDICATION HOW LIKELY YOU ARE TO GET THE ORDER
1UALIFYING /UT !VOID ALLOWING A SALES CAMPAIGN TO END BY JUST GIVING UP ON IT )F YOU HAVE ASSESSED THE SITUATION AND DECIDED THAT AN ACTIVE PROSPECT IS NOT GOING TO GO AHEAD AT THIS TIME QUALIFY THAT PROSPECT OUT PROACTIVELY 4ELEPHONE AND EXPLAIN THAT YOU HAVE DECIDED NOT TO TAKE THE MATTER FURTHER s )F YOUR ANALYSIS WAS CORRECT THE PROSPECT WILL APPRECIATE YOUR PROFESSIONALISM AND BE WILLING TO WORK WITH YOU AGAIN IF THE SITUATION CHANGES s )F YOU ARE MISTAKEN THE PROSPECT WILL EXPLAIN WHY IT IS WORTH YOUR TIME AND EFFORT TO KEEP TRYING
4)0 #ONSIDER MAKING PRICE CONCESSIONS CONDITIONAL ON THE PROMPT COMPLETION OF THE DEAL
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0 2 /4 % # 4 9/ 5 2 4 ) - %
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$ELIVER #USTOMER 3ATISFACTION
4HE SELLING PROCESS DOES NOT END ONCE YOU RECEIVE AN ORDER 4HE NEXT GOAL IS TO DELIVER CUSTOMER SATISFACTION )F YOUR CUSTOMERS ARE DELIGHTED WITH THE PRODUCTS THEY HAVE BOUGHT YOUR OPPORTUNITY FOR FURTHER SALES IS INCREASED AND THEY MAY INTRODUCE YOU TO OTHER PROSPECTS 4HIS CHAPTER WILL HELP YOU TO s $EVELOP A CUSTOMER FOCUSED CULTURE WITHIN YOUR BUSINESS OR ORGANIZATION s 5NDERSTAND CONSUMER DEMANDS IN RETAIL s 3ET CUSTOMER SERVICE TARGETS AND MEASURE CUSTOMER SATISFACTION s (ANDLE CUSTOMER COMPLAINTS AND PUT IN PLACE A lRST CLASS AFTER SALES SERVICE
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0UT THE #USTOMER &IRST !LTHOUGH SALESPEOPLE WILL BE THE INITIAL POINT OF CONTACT WITH PROSPECTS AND CUSTOMERS THE SUCCESS OF THE ENTIRE ORGANIZATION DEPENDS ON KEEPING ITS CUSTOMERS HAPPY AND EVERY STAFF MEMBER SHOULD PLAY HIS OR HER ROLE
-AKE 9OUR #USTOMERS 6ISIBLE %VERYONE IN AN ORGANIZATION IS ENGAGED IN SOME WAY WITH SERVING CUSTOMERS +EEP THEM AWARE THAT THE REAL DRIVER OF THEIR PLANS IS THE CUSTOMER )F FOR EXAMPLE THE SUPPORT AND ADMINISTRATION PEOPLE FOR YOUR PRODUCTS AND SERVICES ARE LOCATED ON DIFFERENT mOORS USE A SPECIAL NOTICE BOARD ON THESE mOORS TO DISPLAY INFORMATION ABOUT RECENT SALES SUCCESSES AND TO KEEP THEM IN TOUCH WITH OTHER CUSTOMER RELATED POINTS OF INTEREST s !SK YOUR CUSTOMERS FOR FEEDBACK AND FEATURE THIS FEEDBACK PROMINENTLY ON THE NOTICEBOARD s 0UBLICIZE ANY CUSTOMERS WHO HAVE ACHIEVED SOMETHING NOTEWORTHY USING YOUR PRODUCTS
t
4%#(.)15%3 TO PRACTICE
!SK THEM TO THINK OF A TIME ,EARNING TO LOOK AT THINGS WHEN THEY HAVE BEEN VERY FROM THE CUSTOMERS POINT OF SATISlED AS A CUSTOMER AND TO VIEW WILL TURN EMPLOYEES WRITE DOWN THREE ELEMENTS OF INTO MORE EMPATHETICAND THE SUPPLIERS PERFORMANCE THEREFORE MORE EFFECTIVE THAT CREATED SATISFACTION SALESPEOPLE !SK THEM TO THINK OF A TIME ,EARN HOW TO PROMOTE THE WHEN THEY HAVE NOT BEEN CUSTOMERS VIEWPOINT BY USING SATISlED AND TO WRITE DOWN YOUR EMPLOYEES OWN EXPERIENCES THREE CONTRIBUTORY ELEMENTS TO MAKE THEM THINK ABOUT ,IST ALL THEIR ANSWERS ASK CUSTOMER FOCUS )N ANY TRAINING THEM TO SUGGEST AREAS WHERE COURSE ASK THEM TO THINK BACK TO YOUR ORGANIZATION COULD ALL THE INSTANCES WHEN THEY WERE IMPROVE ITS PERFORMANCE THE CUSTOMERS
$ % , ) 6 % 2 #5 3 4 / - % 2 3 !4 ) 3 &!# 4 ) / .
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s + EEP A lLE OF NEWSPAPER )MPROVE 9OUR 4EAMS CLIPPINGS AND MAGAZINE #USTOMER &OCUS ARTICLES THAT MENTION YOUR CUSTOMERS OR -AKE A LIST OF THE TASKS YOU ANDOR PRODUCTS AND MAKE THE YOUR TEAM CARRY OUT lLE ACCESSIBLE TO ALL 3ELLING IS A TEAM EFFORT SO CONTRIBUTE TO DEVELOPING A $ECIDE WHICH TASKS HAVE A DIRECT CUSTOMER lRST CULTURE IMPACT ON CUSTOMERS !LWAYS POINT OUT TO YOUR MANAGER ANY CHANGES OR INNOVATIONS IN YOUR ACTIVITIES )DENTIFY THE BENElT OF THOSE TASKS THAT COULD IMPROVE SERVICE
THAT DO IMPACT ON THE CUSTOMER #USTOMER #ARE "OARD %NCOURAGE TEAM MEMBERS TO PIN UP INFORMATION SUCH AS CUSTOMER FEEDBACK REPORTS AND NEWSPAPER CLIPPINGS ON A PROMINENTLY POSITIONED NOTICEBOARD TO DRAW ATTENTION TO CUSTOMER CARE ISSUES
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)F THE TASKS HAVE NO BENElTS CHANGE THEM UNTIL THEY DO
0 5 4 4 ( % #5 3 4 / - % 2 & ) 2 3 4
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3ATISFY 9OUR #USTOMERS 9OUR ORGANIZATIONS IMAGE AS A RELIABLE SUPPLIER DEPENDS ON THE LEVEL OF CUSTOMER SATISFACTION THAT YOU ACHIEVE -EASURE THIS THOROUGHLY AND ON A REGULAR BASIS TO KEEP TRACK OF THOSE AREAS WHICH NEED IMPROVEMENT
3ET #USTOMER 3ERVICE 4ARGETS 3ET HIGH SERVICE TARGETS AND MAKE A PLAN OUTLINING HOW THEY WILL BE ACHIEVED 4ALK TO CUSTOMERS ABOUT THEIR HOPES FOR AFTER SALES SERVICE $ISSATISFACTION ARISES WHEN YOU DO NOT MEET YOUR CUSTOMERS EXPECTATIONS OF SERVICE -AKE SURE YOU COME TO A MUTUAL AGREEMENT ABOUT THEIR EXPECTATIONS AND ALSO THAT YOU CAN PROVIDE THE LEVEL OF SERVICE REQUIRED #ONSIDER ALL ASPECTS OF THE AFTER SALES SERVICE #OMMON TARGET AREAS INCLUDE 'OOD COMPANY s !VAILABILITY OF MAINTENANCE REPUTATIONS RELY s #ALL OUT TIMES ON MEETING AND s ,EAD TIMES FOR ACCESSORIES AND EXCEEDING CONSUMABLES EXPECTATIONS s 4 IME SCALES FOR INVOICING AND PAYMENT s !CCESS TO INFORMATION -AKE YOUR OWN LIST OF THE AGREEMENTS YOU WILL NEED TO MAKE WITH YOUR CUSTOMERS 'ET INTO THE HABIT OF CALLING CUSTOMERS AFTER A SALE TO CHECK THAT THEY ARE SATISlED
-EASURE #USTOMER 3ATISFACTION &IND OUT WHETHER OR NOT YOU ARE MEETING CUSTOMERS EXPECTATIONS BY AGREEING ON INDIVIDUAL TARGETS FOR LEVELS OF SERVICE WITH THEM AND THEN MONITORING YOUR SUCCESS IN ACHIEVING THEM &OR MORE GENERAL FEEDBACK ON CUSTOMER SERVICE USE SIMPLE CHECK SHEETS &OR EXAMPLE EACH TIME YOU MAKE A DELIVERY ASK THE CUSTOMER TO RATE ON A SCALE OF n YOUR ORGANIZATIONS PERFORMANCE IN THESE KEY AREAS s 4HAT THE CUSTOMER ENJOYS DOING BUSINESS WITH THE MEMBERS OF YOUR SALES TEAM s 4HAT THE PRODUCT OR SERVICE MEETS THEIR EXPECTATIONS $ % , ) 6 % 2 #5 3 4 / - % 2 3 !4 ) 3 &!# 4 ) / .
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5SE -ANAGERS TO !SSESS 3ATISFACTION 'ETTING EVERYONE IN YOUR ORGANIZATION TO START THINKING ABOUT CUSTOMER SERVICE IS KEY TO A SUCCESSFUL OPERATION !SK YOUR MANAGERS TO TAKE RESPONSIBILITY FOR A GEOGRAPHIC AREA NEAR THEIR HOME OR THEIR BASE 'ET THEM TO MEET THOSE CUSTOMERS AND ASK A SPECIlC SET OF CUSTOMER SATISFACTION QUESTIONS
7HY DID YOU BUY THE PRODUCT OR SERVICE (OW SATISlED ARE YOU WITH IT 7OULD YOU BUY FROM US AGAIN 7OULD YOU RECOMMEND US TO OTHERS 4HIS WILL ENABLE THEM TO OBTAIN VALUABLE INFORMATION ABOUT CUSTOMER SATISFACTION LEVELS WHICH YOU CAN FEED BACK TO THE SALES MARKETING AND AFTER SALES SERVICE DEPARTMENTS
s 4 HAT THE ADMINISTRATIVE PROCESSES OF ORDERING AND PAYMENT ARE STRAIGHTFORWARD s 4HAT YOUR ORGANIZATION HAS CARRIED OUT ITS COMMITMENTS s 4HAT YOUR ORGANIZATION IS RESPONSIVE TO CUSTOMER DEMANDS FOR AFTER SALES SERVICE 2ECORD THE ANSWERS AND LOOK FOR TRENDS IN EACH AREA 7HERE AN ITEM IS LOW OR SLIPPING LOOK FOR WAYS TO IMPROVE )F YOU SEE A DOWNWARD TREND GO BACK TO THE CUSTOMERS WHO HAVE MARKED THE AREA LOWEST ON THEIR FORMS SO THAT YOU CAN lND OUT WHAT NEEDS TO BE DONE 7HEN YOU HAVE MADE IMPROVEMENTS CALL BACK THOSE CUSTOMERS WHO HAD COMPLAINTS SO THAT THEY ARE MADE AWARE OF YOUR 'LASS CHINA AND REPUTATION RESPONSIVENESS 4HIS MAY ARE EASILY CRACKED AND ARE ALSO HELP YOU TO ATTRACT NEVER MENDED WELL THEM BACK IF YOU HAVE "ENJAMIN &RANKLIN LOST THEM AS A CUSTOMER
i
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4HE )MPORTANCE OF !FTER 3ALES 3UPPORT +EEP IN CONTACT WITH CUSTOMERS SO THAT YOU CAN DEAL WITH PROBLEMS BEFORE THEY CAUSE DISRUPTION )N THE SCENARIO SHOWN HERE FOR EXAMPLE DELIVERY PROBLEMS COULD REmECT BADLY ON THE SALESPERSON UNLESS DEALT WITH PROMPTLY 4HE CUSTOMER SIGNS FOR THE PRODUCT AND THE SALESPERSON PROMISES DELIVERY WITHIN A SET PERIOD OF TIME 4HE GOODS THEMSELVES ARE DUE TO BE DELIVERED TO THE CUSTOMER BY A THIRD PARTY SUPPLIER
4HE SUPPLIER FAILS TO SEND THE GOODS IN TIME
4HE CUSTOMER RECEIVES A CALL FROM THE SALESPERSON TO SEE IF THE GOODS HAVE ARRIVED (EARING THAT THEY ARE LATE SHE PROMISES TO lND OUT WHAT IS WRONG
!FTER WAITING FOR THE GOODS TO ARRIVE THE ANGRY AND FRUSTRATED CUSTOMER lNALLY CANCELS THE ORDER (E IS UNLIKELY TO ORDER FROM THIS SALESPERSON AGAIN
!FTER CALLING THE SUPPLIER THE SALESPERSON IS ABLE TO TELL THE CUSTOMER WHEN TO EXPECT THE GOODS AND OFFERS MONEY OFF THE NEXT ORDER !LTHOUGH THE GOODS ARE LATE THE CUSTOMER IS HAPPY WITH THE AFTER SALES SERVICE AND PLACES ANOTHER ORDER
$ % , ) 6 % 2 #5 3 4 / - % 2 3 !4 ) 3 &!# 4 ) / .
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3URVEYS &URTHER INFORMATION CAN BE OBTAINED FROM CUSTOMERS BY ASKING OPEN SURVEY QUESTIONS 4HE DIFFERENCE BETWEEN A CLOSED SURVEY AND AN OPEN OR QUALITATIVE ONE IS IN THE PHRASING OF QUESTIONS ! CLOSED SURVEY MIGHT ASK s )N TERMS OF OUR AFTER SALES SERVICE ARE YOU VERY SATISlED SATISlED OR DISSATISlED 7HEREAS A QUALITATIVE CUSTOMER SURVEY WOULD ASK s 7HAT DO YOU THINK OF OUR AFTER SALES SERVICE 5SE AN EXTERNAL ORGANIZATION TO DO AT LEAST SOME SURVEYING THE CUSTOMER IS MORE LIKELY TO BE OBJECTIVE WITH AN OUTSIDER
&)8
MINUTE
)F YOU INTRODUCE AN ENTIRELY NEW PRODUCT OR SERVICE YOU MAY NEED TO QUICKLY lND OUT HOW SATISFACTORY CUSTOMERS ARE lNDING IT ! CONVENTIONAL SURVEY MAY NOT PRODUCE RESULTS QUICKLY ENOUGH )NSTEAD CARRY OUT YOUR OWN SHORT SURVEY USING TEAM MEMBERS OR OTHER SALESPEOPLE TO HELP L
4AKE A REPRESENTATIVE SAMPLE
OF CUSTOMERS UP TO PEOPLE OR ORGANIZATIONS AND CALL THEM WITH A LIST OF QUESTIONS L
5SE THIS FEEDBACK TO IDENTIFY
AND IRON OUT ANY TEETHING PROBLEMS YOU MAY BE FACING
&OCUS 'ROUPS &OCUS GROUPS ARE ANOTHER USEFUL WAY TO OBTAIN INFORMATION ALTHOUGH YOU MAY HAVE TO OFFER AN INCENTIVE TO GET PEOPLE TO JOIN -AKE SURE YOU HAVE THE APPROPRIATE PEOPLE INVOLVED SUCH AS SALES AND MARKETING SO THAT THEY CAN HEAR THE REACTION OF THE GROUP lRST HAND )NVITE BETWEEN SIX AND EIGHT PEOPLE SO THAT YOU GET A RANGE OF VIEWS AND EVERYONE HAS AN OPPORTUNITY TO EXPRESS THEIR OPINIONS 2EMEMBER TOO THAT YOU CAN LEARN A LOT FROM FOCUS GROUPS TALKING TO EACH OTHER AS WELL AS TO THE FACILITATOR
4)0 "E CAREFUL HOW YOU INTERPRET A CHECK SHEET SURVEY hSATISlEDv USUALLY MEANS hNOT DISSATISlEDv RATHER THAN hDELIGHTEDv 9OUR GOAL IS hVERY GOODv
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3ATISFY 9OUR 2ETAIL #USTOMERS 2ETAIL MORE THAN ANY OTHER TYPE OF SALES EXCHANGE RELIES ON CREATING AN ENVIRONMENT THAT HELPS CUSTOMERS DECIDE TO BUY !N ATTRACTIVE LOOKING STORE INVITES A CUSTOMER TO ENTER BUT THE SALESPERSON MUST GO FURTHER TO MAKE A SALE
-AKE 9OUR 0REMISES !TTRACTIVE #USTOMERS VISITING A RETAIL PREMISES FOR THE lRST TIME SOON DECIDE WHETHER OR NOT THEY ARE INTERESTED IN BUYING THERE 4O MAKE A GOOD lRST IMPRESSION ASK YOURSELF s )S IT SPOTLESSLY CLEAN #USTOMERS ARE PUT OFF BY MINUTE HAIR ON THE SALON mOOR OR RESTAURANT TABLES COVERED IN DIRTY DISHES !T TIMES WHEN YOUR PREMISES s )S IT WELCOMING ARE PARTICULARLY BUSY IT CAN s $OES THE lRST THING THEY BE ALL TOO EASY TO LET YOUR SEE ON ENTERING GIVE A STANDARDS OF NEATNESS DROP POSITIVE IMPRESSION 4AKE QUICK ACTION TO KEEP YOUR s )S THE RANGE OF GOODS AND OUTLET LOOKING PROFESSIONAL SERVICES YOU SUPPLY L )N A CLOTHING STORE IF YOU DONT IMMEDIATELY OBVIOUS HAVE TIME TO FOLD AND PUT s $O THE COLORS ATTRACT THE AWAY ALL OF THE HANDLED CUSTOMERS YOU WANT CLOTHES MOVE THOSE THAT ARE !SK A COLOR EXPERT FOR LEAST LIKELY TO SELL OUT OF SIGHT GUIDANCE IF NECESSARY &OLD AND BRING THEM BACK AS SOON AS THERE IS A LULL !LWAYS OPEN YOUR PREMISES ON TIME )F CUSTOMERS ARRIVE L )N A RESTAURANT WHERE YOU ARE AND lND THAT YOUR PREMISES UNDER PRESSURE TO CLEAR THE ARE CLOSED WHEN YOUR SIGN TABLES ASK NEW CUSTOMERS TO STAY AT THE ENTRANCE UNTIL YOU SAYS IT SHOULD BE OPEN THEY HAVE CLEARED A TABLE FOR THEM WILL FEEL FRUSTRATED GO AWAY AND POSSIBLY NEVER RETURN
&)8
i
'IVE THE PUBLIC EVERYTHING YOU CAN GIVE THEM KEEP THE PLACE AS CLEAN AS YOU CAN KEEP IT KEEP IT FRIENDLY
$ % , ) 6 % 2 #5 3 4 / - % 2 3 !4 ) 3 &!# 4 ) / .
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#HECK #USTOMER .EED
!VOID ASKING CLOSED QUESTIONS 4)0 3TORE STAFF CAN NEVER HAVE TOO MUCH WHEN MAKING A SALES PRODUCT KNOWLEDGE APPROACH /NE OF THE MOST COMMONAND INEFFECTIVEIS h#AN ) HELP YOU v WHICH IS ALMOST INEVITABLY ANSWERED WITH h.O THANKS )M JUST LOOKINGv /PEN QUESTIONS ESTABLISH NEED IF A CUSTOMER IS LOOKING AT ARMCHAIRS FOR EXAMPLE ASK IF HE OR SHE WANTS A PARTICULAR TYPE &IND OUT THE CUSTOMERS PRICE RANGE AND ANY OTHER CRITERIA THAT WILL INmUENCE THE DECISION 7HEN YOUR QUESTIONS HAVE BEEN FULLY ANSWERED SUMMARIZE YOUR lNDINGS AND GUIDE THE CUSTOMER TO THE PRODUCT THAT BEST MEETS HIS OR HER NEEDS 'O TO THE TOP OR JUST ABOVE THE TOP PRICE THAT HAS BEEN SUGGESTED 0RESENT THE FEATURES OF THE PRODUCT YOU ARE SHOWING THE CUSTOMER AND DEMONSTRATE HOW EACH FEATURE MEETS EACH NEED #HECK THAT THE CUSTOMER AGREES THAT THE PRODUCT MEETS THE REQUIREMENT
#!3% STUDY 'ETTING #USTOMER &EEDBACK ,EE HAD SET UP A CAFÏ BAR IN A SMALL TOWN (IS TARGET MARKET WAS YOUNG PROFESSIONALS WHO WORKED IN THE NEARBY OFlCES (E CHOSE DÏCOR AND FURNITURE TO APPEAL TO PEOPLE WHO WANTED TO GO TO A BAR WITH SOME SOPHISTICATION AND mAIR )T WAS LIGHT AND AIRY WITH CHROME lXTURES PASTEL SHADES ON THE WALLS AND COMFORTABLE SOFAS 4HE FEEDBACK FORMS THAT HE GAVE TO EVERY CUSTOMER REVEALED THAT WHILE THEY LIKED THE AMBIENCE THEY FOUND THE WAITERS UNIFORMS TOO FORMAL ,EE SCRAPPED THE WHITE SHIRT AND BOW TIE UNIFORMS AND ENCOURAGED THEM TO WEAR NEAT CASUAL CLOTHES
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s "Y HAVING A FEEDBACK MECHANISM IN PLACE ,EE DISCOVERED WHAT HIS CUSTOMERS LIKED AND DISLIKED ABOUT THEIR EXPERIENCE OF HIS BAR (E THEN MADE ADJUSTMENTS TO REmECT THEIR STATED PREFERENCES MAKING THEIR VISITS MORE PLEASURABLE AND MAKING IT MORE LIKELY THAT THEY WOULD RETURN AND RECOMMEND HIS BAR TO THEIR FRIENDS AND COLLEAGUES s ,EE UNDERSTOOD THE IMPORTANCE OF CREATING THE RIGHT IMPRESSION FOR HIS CUSTOMERS EVEN IF IT WAS NOT ENTIRELY TO HIS OWN TASTEHE CREATED AN IMPRESSION OF WHAT HIS CUSTOMERS EXPECTED TO SEE
3 !4 ) 3 & 9 9/ 5 2 2 % 4! ) , #5 3 4 / - % 2 3
13/7/06 2:41:49 4:07:21 pm 24/3/06
#ROSS 3ELL 9OUR 0RODUCTS /NCE CUSTOMERS HAVE ENTERED THE STORE YOU HAVE AN OPPORTUNITY NOT ONLY TO SELL THEM WHAT THEY WANT BUT TO hCROSS SELLv OTHER PRODUCTS %FFECTIVE CROSS SELLING RELIES ON IDENTIFYING OTHER PRODUCTS OR SERVICES THAT ADD VALUE TO THE CUSTOMERS ORIGINAL PURCHASE RATHER #ROSS SELLING THAN PUSHING THEM INTO BUYING EXPANDS THE UNWANTED EXTRAS $ONE PROPERLY OPPORTUNITIES THEREFORE IT GIVES YOU THE FOR CUSTOMER OPPORTUNITY TO GUIDE THE CUSTOMER AND IMPROVE THE SERVICE YOU OFFER SATISFACTION 5SE OPEN QUESTIONS TO ESTABLISH FURTHER NEEDS 3UPPOSE A CUSTOMER HAS JUST BOUGHT AN EXPENSIVE SHIRT 4HE CLOSED QUESTION h$O YOU ALSO WANT TO BUY A TIE v RISKS A SIMPLE h.Ov "UT IF YOU ASK WHAT SORT OF TIE HE WAS THINKING OF WEARING WITH THE SHIRT YOU WILL MAKE HIM THINK AND HIS ANSWER WILL GIVE YOU AN OPPORTUNITY TO SUGGEST A TIE THAT lTS HIS DESCRIPTION #ROSS SELLING WORKS IN ANY RETAIL ENVIRONMENT )N A BAR YOU MIGHT SERVE A DRINK AND THEN INQUIRE IF THE CUSTOMER WANTS SOMETHING TO EAT )N A TRAVEL AGENCY ON THE OTHER HAND YOU MAY BE ABLE TO CROSS SELL TRAVEL INSURANCE
THINK
3-!24 )F A CUSTOMER WANTS TO RETURN A PRODUCT CONSIDER IT AN OPPORTUNITY TO WIN CUSTOMER GOODWILL AND BUILD A GOOD RETAIL REPUTATION ,OSING A GOOD RETAIL REPUTATION IS EASY BUT WINNING GOODWILL AND RECOMMENDATIONS TAKE TIME 3ET YOUR QUALITY SIGHTS HIGH )F A CUSTOMER HAS A PROBLEM WITH A PRODUCTOR EVEN IF THEY SIMPLY DONT LIKE ITTAKE IT BACK OR lX THE PROBLEM WITHOUT QUESTION %NCOURAGE THEM TO TAKE SOMETHING IN EXCHANGE BUT IF THEY INSIST ALWAYS GIVE THEM THEIR MONEY BACK !S A RETAILER YOU ARE SELLING QUALITY AND SERVICENOT THE PRODUCT ITSELF
$ % , ) 6 % 2 #5 3 4 / - % 2 3 !4 ) 3 &!# 4 ) / .
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"UILD A $ATABASE OF 9OUR #USTOMERS
#ROSS SELLING %FFECTIVE CROSS SELLING REQUIRES SOME SORT OF RELATIONSHIP BETWEEN THE PRODUCTS CONCERNED )F A CUSTOMER HAS JUST BOUGHT A DRESS SHIRT FOR EXAMPLE ASK WHAT TYPE OF TIE HE PLANS TO WEAR WITH THE SHIRT AND SUGGEST A SUITABLE TIE FROM YOUR RANGE
+EEP EXCELLENT CUSTOMER RECORDS "UILD INFORMATION ABOUT YOUR CUSTOMERS INTO A DATABASE AND USE IT FOR SENDING OUT NEWSLETTERS AND OTHER PROMOTIONAL MATERIAL .OTE THEIR INTERESTS BY RECORDING PREVIOUS PURCHASES OR BY INVITING THEM TO lLL IN A SHORT FORM +EEP THIS TO HAND BY THE CASH REGISTER 4HEN WHEN AN EXISTING CUSTOMER COMES IN YOU CAN NOT ONLY EASILY ACCESS THEIR RECORDSAVING TIME WITH THE NEW TRANSACTIONBUT ALSO SUGGEST ANOTHER PURCHASE BASED ON THEIR BUYING HISTORY ! HAIR STYLIST FOR EXAMPLE MIGHT ASK IF THE CUSTOMER HAS ENOUGH OF THE CONDITIONER THAT HE OR SHE NORMALLY USES
4)0 0ROMOTE YOUR STORE BY DISTRIBUTING mYERS IN THE VICINITY AND TALKING TO POTENTIAL CUSTOMERS
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/FFER A &IRST #LASS 3ERVICE -AKE SURE THAT THE SERVICE YOU OFFER YOUR CUSTOMERS MAKES THEM FEEL IMPORTANT AND WELL TAKEN CARE OF 9OUR ORGANIZATION NEEDS TO BE RESPONSIVE SERVICE ORIENTED AND ABLE TO HANDLE COMPLAINTS PROFESSIONALLY
2ESPOND TO )NQUIRIES !N INQUIRY IS NOT ONLY AN OPPORTUNITY FOR A SALE IT IS ALSO A CHANCE TO SHOW HOW WELL YOUR ORGANIZATION RESPONDS 4HE RULE OF PROFESSIONAL SALESPEOPLE IS TO RESPOND TO AN INQUIRY WITHIN HOURS "E PARTICULARLY CAREFUL WITH INQUIRIES THAT COME IN VIA YOUR WEBSITE OR BY EMAIL FEW INQUIRERS THROUGH THIS MEDIUM GET A RESPONSE IN HOURS AND A SURPRISINGLY LARGE NUMBER GET NO RESPONSE AT ALL 7HEN DEALING WITH A KEY ACCOUNT BE PREPARED TO SEND MATERIAL TO PEOPLE WHO DO NOT HAVE BUYING AUTHORITYTHEY CAN STILL CONTRIBUTE GOOD OR BAD CRITICISM TO YOUR REPUTATION AND TODAYS PROJECT MANAGER COULD BE TOMORROWS PRODUCTION MANAGER 2EMEMBER THAT YOUR RESPONSE TO AN INQUIRY IS OFTEN THE lRST IMPRESSION A PROSPECT WILL GET OF YOU AND YOUR ORGANIZATION -AKING A lRST CLASS IMPACT AT THIS STAGE
THINK
3-!24 ,OOK AT COMPLAINTS IN A POSITIVE LIGHT 4HEY ARE OFTEN YOUR BEST SOURCE OF CUSTOMER FEEDBACK AND RATHER THAN BEING SOMETHING TO GET UPSET ABOUT PROVIDE A GREAT OPPORTUNITY TO IMPROVE YOUR SERVICES %VERY COMPANY RECEIVES COMPLAINTS THE MOST IMPORTANT THING IS HOW YOU REACT TO THEM /NCE YOU HAVE DEALT WITH THE COMPLAINT AND REESTABLISHED CUSTOMER SATISFACTION LOOK FOR THE CAUSES OF THE PROBLEM 4HERE MAY BE SOMETHING WRONG WITH THE PRODUCT ITSELF OR EVEN A mAW IN THE WAY YOUR SYSTEMS WORK )F YOU ARE ABLE TO ESTABLISH HOW YOU CAN PREVENT IT FROM OCCURRING AGAIN YOU WILL HAVE ALSO IMPROVED YOUR SERVICE
$ % , ) 6 % 2 #5 3 4 / - % 2 3 !4 ) 3 &!# 4 ) / .
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9OUR MOST UNHAPPY CUSTOMERS ARE YOUR GREATEST SOURCE OF LEARNING "ILL 'ATES
INCREASES YOUR CHANCES OF TAKING AN ORDER ,EARN TO PRODUCE A CONSISTENT TEMPLATE FOR ACTION WHEN HANDLING COMPLAINTS 7HENEVER YOU SUGGEST A SOLUTION TO A PROBLEM ALWAYS PRESENT YOUR CASE WITH THE CUSTOMER IN MIND %NCOURAGE OTHER TEAM MEMBERS TO USE THE SAME SYSTEMATIC APPROACH TO HANDLING INQUIRIES SO THAT IT BECOMES A COMMON PRACTICE $OCUMENT THE PROCESS SO THAT THEY CAN REFER TO IT !FTER A SHORT TIME THEY SHOULD START TO USE IT AUTOMATICALLY
(ANDLING #OMPLAINTS
$EAL WITH 0ROBLEMS
!LWAYS WELCOME COMPLAINTS 4HEY ARE AN OPPORTUNITY TO RESTORE YOUR RELATIONSHIP WITH A CUSTOMER lND OUT WHAT THEY REALLY WANT AND IMPROVE YOUR SERVICE #USTOMERS WHO GO TO THE TROUBLE OF COMPLAINING ARE USUALLY INTERESTED IN GIVING YOU AN OPPORTUNITY TO PUT MATTERS RIGHT )F YOU THEN TACKLE THE COMPLAINTS EFFECTIVELY AND ENSURE THAT CUSTOMERS ARE KEPT AWARE OF YOUR PROGRESS YOU ARE DEMONSTRATING THAT YOU AND YOUR ORGANIZATION ARE GENUINELY SORRY THAT THE PROBLEM OCCURRED %VEN IF THE CUSTOMER IS AT FAULT AVOID IMPLYING THISSETTLE THE PROBLEM AND THEN ADDRESS THE ISSUE THAT CAUSED IT
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!POLOGIZE )MMEDIATELY TAKE PERSONAL OWNERSHIP OF THE PROBLEM
!CT QUICKLY 4HE RULE OF THUMB IS TO ACT WITHIN lVE DAYS
+EEP IN CONTACT !SSURE THE CUSTOMER THAT YOU ARE lXING THE PROBLEM
$EAL WITH IT 3OLVE THE PROBLEM EITHER IN PERSON OR ON THE TELEPHONE
/ & & % 2 ! & ) 2 3 4 #, ! 3 3 3 % 2 6 ) #%
13/7/06 2:42:45 4:07:24 pm 24/3/06
"UILD 9OUR +EY !CCOUNTS
9OUR BEST CUSTOMERS ARE LIKELY TO PRODUCE A LARGE PROPORTION OF YOUR ANNUAL SALES TARGETS ,OOK AFTER THEM PROFESSIONALLY AND YOU SHOULD BUILD A LONG TERM RELATIONSHIP THAT WILL BE OF GROWING MUTUAL BENElTSO AIM TO BE INVOLVED IN ALL ASPECTS OF YOUR KEY ACCOUNTS WORK INCLUDING PLANNING 4HIS CHAPTER WILL ADVISE YOU HOW TO s )DENTIFY THE PEOPLE IN YOUR ORGANIZATION WHOM YOU WILL NEED TO GET ON BOARD TO HELP YOU GET THE BEST RETURN FROM YOUR KEY ACCOUNTS s "UILD A +EY !CCOUNT 0LAN TO HELP YOU TO MAKE THE BEST USE OF THOSE RESOURCES s 5SE THE PROCESSES OF +EY !CCOUNT -ANAGEMENT TO CREATE A SUCCESSFUL PARTNERSHIP
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&OCUS ON 9OUR "EST #USTOMERS 9OUR OBJECTIVE AS A SALESPERSON IS TO APPLY YOUR OWN TIMEAND YOUR ORGANIZATIONS RESOURCESTO MAXIMIZE RETURN OR PRODUCTIVITY 3TART BY IDENTIFYING YOUR BEST CUSTOMERS AND lGURING OUT HOW TO KEEP THEM
2ECOGNIZE 9OUR "EST #USTOMERS 9OUR BEST CUSTOMERS ARE THOSE WHO WILL PLACE THE MOST ORDERS FOR YOUR PRODUCTS AND SERVICES IN A WAY THAT IS BOTH PROlTABLE AND LONG TERM 4HEY WILL NOT NECESSARILY BE THE CUSTOMERS WITH WHOM YOU CURRENTLY DO THE MOST BUSINESS )MAGINE FOR EXAMPLE THAT YOU ARE SELLING ADVERTISING SPACE IN A GOURMET DINING MAGAZINE AND THAT A FAMOUS CHEF OPENS UP A NEW CHAIN OF RESTAURANTS !LTHOUGH YOU ARE NOT CURRENTLY DOING BUSINESS WITH THE CHEF THE HUGE FUTURE POTENTIAL MEANS THAT HE OR SHE SHOULD BE TREATED AS ONE YOUR hBESTv CUSTOMERS $O NOT IGNORE MAJOR PROSPECTS SIMPLY BECAUSE THEY DO LITTLE BUSINESS WITH YOU AT PRESENT
2ETAIN ,ONG TERM #USTOMERS 3ELLING YOUR PRODUCTS AND SERVICES TO EXISTING CUSTOMERS IS MORE COST EFFECTIVE THAN lNDING NEW CUSTOMERS 3TAY UP TO DATE WITH EVENTS IN YOUR BEST CUSTOMERS INDUSTRIES
#USTOMER ANALYSIS THE RULE
3ALES REVENUE
.UMBER OF CUSTOMERS
4HE 2ULE 4HIS STATES THAT PERCENT OF YOUR SALES REVENUE COMES FROM JUST PERCENT OF YOUR CUSTOMERS 4HE EXACT lGURES WILL VARY BUT THERES NO DOUBT THAT YOUR MOST PROlTABLE CUSTOMERS DESERVE A SIMILARLY HIGH PROPORTION OF YOUR TIME
" 5 ) , $ 9/ 5 2 + % 9 !##/ 5 . 4 3
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,OOK FOR 4RENDS 9OUR BEST CUSTOMERS ARE LIKELY TO BE THOSE OPERATING IN GROWTH INDUSTRIES THAT SHOW SIGNS OF MAINTAINING THAT GROWTH 4O IDENTIFY CUSTOMERS WHO WILL BE MOST IMPORTANT TO YOU IN THE FUTURE
,OOK AT THE UNDERLYING TRENDS IN YOUR CUSTOMERS INDUSTRY BY USING AN INDUSTRY SPECIlC WEBSITE OR STUDYING THE REPORTS AND ACCOUNTS OF YOUR CUSTOMERS AND THEIR COMPETITORS "E PREPARED TO CHANGE YOUR FOCUS FROM ONE CUSTOMER TO ANOTHER IF FOR EXAMPLE ONE CUSTOMER IS INCREASING PROlTS FASTER THAN ANOTHER )F IN EXAMINING THE TRENDS IN THE INDUSTRY YOU CURRENTLY SELL TO YOU lND THAT THE INDUSTRY IS IN DECLINE LOOK AT THE PRACTICALITIES OF OPENING UP PROSPECTS IN ANOTHER INDUSTRY
SO THAT YOU CAN ANTICIPATE WHERE NEW OPPORTUNITIES MAY ARISE FOR THEMAND BY DEFAULT YOU &OR EXAMPLE SUPPOSE YOUR BEST CUSTOMER SELLS TIRES AND EXHAUST SYSTEMS AND YOU HAVE NOTICED PUBLICITY ABOUT A COMPETITOR WHO IS PLANNING A HUGE EXPANSION OF OUTLETS ON THE )DENTIFY YOUR OUTSKIRTS OF MEDIUM SIZE TOWNS BEST CUSTOMERS )F YOU ANTICIPATE THE IMPACT THAT AND ANTICIPATE THIS WILL HAVE ON YOUR CUSTOMER THEIR FUTURE AND TAKE STEPS TO lND OUT WHAT IS BEING PLANNED TO COUNTER THE NEEDS THREAT THEN YOU WILL HAVE THE EDGE ON YOUR COMPETITORS )F HOWEVER YOU AVOID DEALING WITH THE ISSUE UNTIL THE NEW COMPETITOR ARRIVES YOU WILL BE IN NO BETTER SITUATION THAN YOUR COMPETITORSEVEN THOUGH YOU ARE AN EXISTING SUPPLIER 3O YOU WILL HAVE WEAKENED YOUR POSITION
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"UILD 9OUR !CCOUNT 4EAM )F YOU ARE A SALESPERSON OR ACCOUNT MANAGER RESPONSIBLE FOR KEY CUSTOMERS PERSUADE YOUR ORGANIZATION TO GIVE YOU THE RESOURCES YOU NEED TO MAXIMIZE PROlTS FROM THE ACCOUNT
)DENTIFY 3TAKEHOLDERS 4O SECURE THE NECESSARY RESOURCES MAKE SURE THAT YOU IDENTIFY ALL THE PEOPLE WHO HAVE A STAKE IN THE SUCCESS OF YOUR KEY ACCOUNTS 4HERE MAY BE SEVERAL STAKEHOLDERS WITH A DIRECT OR INDIRECT IMPACT ON HOW YOUR ORGANIZATION DEVELOPS ITS BUSINESS WITH YOUR KEY ACCOUNTS &OR EXAMPLE MARKETING PEOPLE WILL BE INTERESTED IN TRENDS IN YOUR CUSTOMERS INDUSTRY AS WELL AS FUTURE REQUIREMENTS 3IMILARLY THE RESEARCH AND DEVELOPMENT PEOPLE NEED TO KEEP ABREAST OF
0OSSIBLE 3TAKEHOLDERS AND 4HEIR 2OLES 34!+%(/,$%2
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9OUR MANAGER
-EETS WITH THE CUSTOMER REGULARLY PERHAPS AT A MORE SENIOR LEVEL THAN YOU 2EPRESENTS YOUR REQUIREMENTS FOR YOUR CUSTOMERS TO THE REST OF THE ORGANIZATION
/THER ACCOUNT MANAGERS
4HESE MAY BE RESPONSIBLE ON A GEOGRAPHIC BASIS AND WILL INCLUDE SALESPEOPLE WORKING ON THE SAME CUSTOMER ACCOUNT OVERSEAS 2ESPONSIBLE IN THEIR TERRITORY FOR SALES AND FOR CARRYING OUT THE ACCOUNT STRATEGY
-AINTENANCE MANAGER
-AY MEET WITH CUSTOMERS REGULARLY PERHAPS ON A QUARTERLY BASIS 2ESPONSIBLE FOR CUSTOMER SATISFACTION TARGETS
3UPPORT MANAGER
-AY MEET WITH CUSTOMERS FROM TIME TO TIME !LLOCATE RESOURCES TO KEY ACCOUNTS ACCORDING TO THEIR PRIORITIES
-AINTENANCE ENGINEERS
2ESPONSIBLE FOR MEETING SERVICE TARGETS AND FOR FEEDING BACK INFORMATION TO YOU ABOUT EVENTS AT THE ACCOUNT
0RODUCTION REPRESENTATIVE
0ROVIDER OF PRODUCTS AND SERVICES TO YOUR KEY ACCOUNTS -UST BE KEPT UP TO DATE WITH THE ACCOUNTS CHANGING REQUIREMENTS 7ILL ALSO PROBABLY NEED TO MEET THE CUSTOMER OCCASIONALLY
&INANCIAL ADMINISTRATOR
2ESPONSIBLE FOR CORRECT BILLING AND OTHER ADMINISTRATIVE ARRANGEMENTS ON YOUR KEY ACCOUNT -AY ALSO ADVISE THE ORGANIZATION ON THE lNANCIAL VIABILITY OF YOUR PLANS
" 5 ) , $ 9/ 5 2 + % 9 !##/ 5 . 4 3
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2OLE 0LAY 3TRUCTURED ROLE PLAY TO EXPLORE THE POTENTIAL SCENARIOS THAT CAN CROP UP WITH KEY ACCOUNT CUSTOMERS WILL HELP THE DIFFERENT MEMBERS OF YOUR SALES TEAM TO FOCUS MORE EFFECTIVELY ON CUSTOMER SATISFACTION
YOUR CUSTOMERS REQUIREMENTS ALONG WITH ANY RELEVANT INFORMATION ABOUT COMPETITIVE PRODUCTS "EFORE PREPARING A CUSTOMER DEVELOPMENT PLAN ENSURE THAT YOU HAVE A COMPLETE LIST OF THESE STAKEHOLDERS AND HAVE AGREED ON THEIR ROLES
'ET 2ESOURCES !CCOUNT MANAGERS DO NOT HAVE DIRECT CONTROL OVER THE RESOURCESIN THIS INSTANCE PEOPLETHAT THEY WANT TO APPLY TO THEIR ACCOUNTS 9OU MUST THEREFORE TRY TO CONVINCE THE APPROPRIATE MANAGERS TO DIRECT SOME OF THEIR RESOURCES TO YOUR ACCOUNTS BY DEVELOPING A RESOURCE PLAN 4HE RESOURCE PLAN SHOULD IDENTIFY THE RETURN ON THE INVESTMENT IN YOUR CUSTOMER OF THESE RESOURCES IN TERMS OF SALES AND PROlTS &ORM BOTH THE STAKEHOLDERS AND THE RESOURCES INTO A hVIRTUALv TEAM WHO ARE ENGAGED REGULARLY OR FROM TIME TO TIME WITH YOUR ACCOUNT
4)0 -EET INFORMALLY WITH STAKEHOLDERS AND TEAM
MEMBERS AS WELL AS FORMALLY TO DISCUSS ACCOUNT PROGRESS
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5SE THE +EY !CCOUNT 0ROCESS -ANAGE YOUR KEY ACCOUNT USING AN ACCOUNT MANAGEMENT PROCESS TO PRODUCE A KEY ACCOUNT 4HE PLANS OBJECTIVE IS TO MANAGE RELATIONSHIPS MAINTAIN SATISFACTION AND PRODUCE ORDERS AND REVENUE NOW AND IN THE LONG TERM
+NOW THE 0ROCESS !N !CCOUNT $EVELOPMENT 0LAN COVERS EVERY ASPECT OF YOUR LONG TERM RELATIONSHIP WITH YOUR KEY ACCOUNT CUSTOMER AND HELPS YOU TO DEVELOP THE hWORKING PARTNERSHIPv THAT IS YOUR AIM 3TART THE PROCESS WITH A COMPLETE ANALYSIS OF THE ORGANIZATION AND CHARACTERISTICS 4HIS WILL LEAD TOWARD SETTING YOUR GOALS IN 5NDERSTAND THE +EY !CCOUNT THE ACCOUNT OVER THE NEXT -ANAGEMENT 0ROCESS YEAR IN DETAIL AND OVER THE NEXT TWO OR THREE YEARS IN OUTLINE 4HE GOALS COVER THE !NALYZE THE ACCOUNT CRITICAL SUCCESS FACTORS OF ACCOUNT MANAGEMENT AS WELL AS SALES CAMPAIGN GOALS AND AIM TO GET THE ACCOUNT 3ET ACCOUNT GOALS ENVIRONMENT INTO THE BEST SHAPE POSSIBLE TO SUPPORT YOUR SELLING ACTIVITIES 'OAL SETTING LEADS #REATE THE ACTION PLAN TOWARD AN ACTION PLAN THAT ALLOWS YOU TO WORK OUT THE RESOURCES YOU WILL NEED TO IMPLEMENT YOUR PLAN AND #REATE THE RESOURCE PLAN ACHIEVE YOUR OBJECTIVES !S YOU IMPLEMENT IT REVIEW IT REGULARLY TO ENSURE THAT YOU ARE DEVELOPING A STRONG )MPLEMENT THE PLAN RELATIONSHIP WITH THE KEY ACCOUNT AND IMPROVING THE ENVIRONMENTIT WILL THEN 2EVIEW THE PLAN PRESENT YOU WITH PROlTABLE OPPORTUNITIES AND SALES
" 5 ) , $ 9/ 5 2 + % 9 !##/ 5 . 4 3
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2EVIEW 0ROGRESS
t
4%#(.)15%3
&ROM TIME TO TIME REVIEW TO PRACTICE YOUR PROGRESS IN THE KEY AREAS 2ECORD PROGRESS ON )F YOU ARE A KEY ACCOUNT A SUMMARY SHEET AND USE MANAGER YOU MUST LEARN IT TO INFORM THE ACCOUNTS HOW TO FOSTER THE TOTAL OTHER STAKEHOLDERS 4HE COMMITMENT OF STAKEHOLDERS KEY AREAS ARE AND THEIR RESOURCES TO YOUR OWN KEY ACCOUNT s ,EVEL OF CONTACT$O YOU HAVE ACCESS TO THE %NCOURAGE THIS TYPE OF KEY PEOPLE COMMITMENT IN THE FUTURE BY SHOWING YOUR APPRECIATION OF s # USTOMER SATISFACTION ANY CONTRIBUTION THEY HAVE MADE (OW WELL DO YOU MEET LARGE OR SMALL TO YOUR SUCCESS YOUR TARGETS WITH THAT CUSTOMER s ! CCOUNT PLANNING(OW 3PEAK TO THE KEY RESOURCES WELL DEVELOPED IS YOUR REGULARLY TO STAY UP TO DATE PLAN AND DO YOU HAVE WITH THEIR ACTIVITIES AND THANK THE RESOURCES TO THEM FOR THEIR HELP IMPLEMENT IT 3END EMAILS AND NOTES TO ALL s #OMPETITIVE POSITION THOSE WHO HAVE MADE A !RE YOU MAKING CONTRIBUTION THANKING THEM PROGRESS OR LOSING OUT AND COPYING IN THEIR MANAGER TO COMPETITORS #ONSIDER ORGANIZING AN ANNUAL s 3 TRATEGIC AREAS!RE OR QUARTERLY AWARD FOR YOU SELLING TO AREAS EXCEPTIONAL CONTRIBUTIONS FROM THAT ARE STRATEGIC TO YOUR hVIRTUALv TEAM MEMBERS THE CUSTOMERS OVERALL SUCCESS AND ARE YOU AWARE OF YOUR CUSTOMERS PLANS FOR MOVING FORWARD s 0 IPELINE$O YOU HAVE ENOUGH PROSPECTIVE SALES TO HIT YOUR SALES TARGETS s ARKET SHARE)S YOUR SHARE OF THE CUSTOMERS BUSINESS RISING OR FALLING
4)0 !LWAYS GIVE THE RELEVANT MANAGERS ADVANCE
NOTICE OF WHEN YOU WILL NEED THEIR RESOURCES SUCH AS STAFF SO THAT THEY CAN PLAN TO MAKE THEM AVAILABLE
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#RITICAL 3UCCESS &ACTORS $EVELOP YOUR POSITION IN YOUR KEY ACCOUNT WITH ACTIVITIES THAT CONCENTRATE ON KEY AREAS FOR SUCCESS )MPROVE THE NUMBER AND SENIORITY OF THE KEY PEOPLE IN THE ACCOUNT AND REMEMBER ALWAYS TO PROMOTE CUSTOMER SATISFACTION
3ELL (IGH 3ELL 7IDE )N MAJOR ORGANIZATIONS A LARGE NUMBER OF DIVERSE PEOPLE CAN HAVE A DIRECT OR INDIRECT IMPACT ON YOUR SUCCESS IN A KEY ACCOUNT 4HE BENElTS OF HAVING A WIDE RANGE OF CONTACTS PREFERABLY RIGHT TO THE TOP OF THE ORGANIZATION ARE s 4HAT THEY WILL GIVE YOU GOOD ACCESS TO THE ORGANIZATIONS FUTURE PLANS HELPING YOU TO IDENTIFY FUTURE OPPORTUNITIES s 4HAT YOU WILL BE IN TOUCH WITH PEOPLE WHO ARE IN A POSITION TO INSTRUCT PEOPLE BELOW THEM TO BUY FROM YOU OR WILL BE ABLE TO BYPASS PROCEDURES THAT ARE HOLDING YOU UP s 4HAT THEY CAN SAFEGUARD YOU FROM BEING SIDE STEPPED BY A COMPETITOR WHO IS TALKING AT A HIGHER LEVEL THAN YOU
"ROADEN 9OUR #ONTACTS "ASE )F YOU DO NOT HAVE A BROAD RANGE OF CONTACTS IN YOUR ACCOUNT TRY HOLDING A MINI CONFERENCE ON A TOPIC RELATED TO YOUR PRODUCTS AND SERVICES !SK SOMEONE WHO IS NOT PART OF YOUR ORGANIZATION TO MAKE A SHORT PRESENTATION ON THE TOPIC AND TAKE QUESTIONS FROM THE mOOR 2EMEMBER THAT THE PURPOSE OF THE MEETING IS TO BUILD A LIST OF PROSPECTS AND OTHER SIGNIlCANT CONTACTS THAT YOU CAN USE IN SUBSEQUENT SALES CAMPAIGNS $O NOT TREAT IT AS A SELLING EVENT
!SSURE THE RECIPIENTS OF YOUR INVITATIONS THAT THE PURPOSE OF THE EVENT IS TO INFORMNOT SELL + EEP YOUR PROMISE AND AVOID PRESSURING ANYONE TO TALK ABOUT BUYING YOUR PRODUCTS (AVE POSTERS AND HANDOUTS THAT FEATURE SUPPLIERS OTHER THAN YOUR ORGANIZATIONEXCLUDE DIRECT COMPETITORS
" 5 ) , $ 9/ 5 2 + % 9 !##/ 5 . 4 3
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#!3% STUDY 3ELLING TO 3CHOOLS %LENA A FORMER TEACHER WAS A STATIONERY SALESPERSON 3HE KNEW THAT LOCAL SCHOOLS EACH HAD A BUDGET FOR THE TYPES OF PRODUCTS THAT SHE SOLD SO SHE MADE SHORT PRESENTATIONS TO TEACHERS AND ADMINISTRATORS $ESPITE AN EXCELLENT RESPONSE SHE DID NOT GET ANY ORDERS 2EALIZING THERE WAS A PROBLEM SHE CONTACTED A COLLEAGUE AT HER OLD SCHOOL (E EXPLAINED THAT WHILE THERE WAS A BUDGET AT SCHOOL LEVEL ALL SUPPLIERS HAD TO BE ON A h0REFERRED 3UPPLIER ,ISTv DRAWN UP BY THE SCHOOL DISTRICT %LENA WENT TO SEE THEM PRESENTED HER CASE AND WAS DULY PUT ON THE LIST /RDERS
STARTED COMING IN AND SHE RESOLVED TO MAINTAIN A MUCH WIDER LEVEL OF CONTACT IN FUTURE s "Y BEING PROACTIVE AND MAKING CONTACT WITH A FORMER COLLEAGUE %LENA WAS ABLE TO ESTABLISH THAT SHE WAS NOT TALKING TO THE PEOPLE WITH THE AUTHORITY TO BUY 3HE THEN TOOK STEPS TO RECTIFY THE PROBLEM s %LENAS INITIAL IGNORANCE OF THE SYSTEM ALERTED HER TO THE FACT THAT SHE NEEDED TO WIDEN HER CIRCLE OF CONTACTS 3HE REALIZED THAT THIS WAY SHE WOULD BE BETTER INFORMED AND BETTER PLACED TO TAKE ADVANTAGE OF ANY FUTURE OPPORTUNITIES
-AKE SURE YOU CULTIVATE A WIDE RANGE OF CONTACTS BY APPROACHING ALL THE DIVISIONS AND DEPARTMENTS IN YOUR KEY ACCOUNT TO LOOK FOR OPPORTUNITIES 9OUR CONTACTS WILL THEN BE MORE LIKELY TO APPROACH YOU lRST SHOULD THEY NEED YOUR PRODUCTS AND SERVICES IN THE FUTURE
!GREE #USTOMER 3ATISFACTION 4ARGETS )F YOUR CUSTOMERS ARE NOT COMPLETELY SATISlED WITH YOUR PERFORMANCE THEY WILL BE UNWILLING TO BUY PRODUCTS OR SERVICES FROM YOU IN THE FUTURE 3ET PERFORMANCE TARGETS REVIEW THESE REGULARLY AND ADDRESS WEAKNESSES AS THEY APPEAR 4HIS IS ESPECIALLY IMPORTANT WHEN CUSTOMERS ARE LOCKED IN TO YOUR PRODUCTS AND SERVICES FAILURE TO MONITOR PERFORMANCE TARGETS ENSURES THATBECAUSE THE ORDERS CONTINUE TO COME INDISSATISFACTION GOES UNDETECTED 4HIS BUILDS RESENTMENT AND VIRTUALLY GUARANTEES THAT CUSTOMERS WILL GO ELSEWHERE AS SOON THEY ARE FREE TO DO SO
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THINK
3-!24 )F YOU ARE FACED BY A COMPETITOR IN A KEY AREA OF AN ACCOUNT DIVERT THEIR RESOURCES TO AN AREA IN THE ACCOUNT THAT IS NOT YOUR MAIN TARGET FOR THE NEXT SALE 3UPPOSE YOU WANT TO MAKE A SALE IN THE 3PARE 0ARTS DEPARTMENT OF A CAR MANUFACTURER 9OUR COMPETITOR HAS A LOT OF BUSINESS IN THE 0RODUCTION DEPARTMENT 3IMULATE A MAJOR ATTACK ON 0RODUCTION BY REDIRECTING A LIMITED AMOUNT OF SELLING EFFORT 4HE CURRENT SUPPLIER WILL THEN PUT EXTRA EFFORT IN 0RODUCTION LEAVING YOU FREE TO SELL IN 3PARE 0ARTS
#ONSIDER THE 3TRATEGIC 3ITUATION 7HEN APPROACHING AN IMPORTANT ACCOUNT WHERE YOU CURRENTLY DO LITTLE OR NO BUSINESS ALWAYS TRY TO BREAK INTO THE STRATEGIC HEART OF THE ORGANIZATION )N A COMPETITIVE SITUATION SUCCESS TENDS TO GO TO SUPPLIERS INVOLVED IN THOSE AREAS OF THE KEY ACCOUNT THAT THE CUSTOMER REGARDS AS STRATEGICALLY IMPORTANT )MAGINE FOR EXAMPLE /RGANIZATIONS THAT YOU SELL POWDER COATING TO A SPEND MORE ON FORGE THAT MAKES GATES AND FENCES AREAS THEY VIEW 4HE FORGES MAIN BUSINESS AS STRATEGICALLY HOWEVER IS SHELVING AND OTHER lXTURES FOR WAREHOUSES AND IMPORTANT OFlCESSO YOU ARE SELLING TO A NON STRATEGIC DIVISION (OWEVER YOUR COMPETITOR WORKING IN THE MAIN BUSINESSES IS ALREADY AT THE STRATEGIC HEART OF THE ORGANIZATION GIVING THEM ACCESS TO TOP MANAGEMENT AND PUTTING THEM IN A STRONGER POSITION !S A RESULT THEY WILL SEE AN OPPORTUNITY TO REPLACE YOU AS THE SUPPLIER 2EALISTICALLY YOU HAVE TWO ALTERNATIVES s -AXIMIZE YOUR EFFORTS TO GET A FOOTHOLD IN THE OTHER BUSINESS AND EVENTUALLY SUCCEED s 2ECONSIDER WHETHER THIS ACCOUNT DESERVES THE SPECIAL STATUS OF A KEY ACCOUNT " 5 ) , $ 9/ 5 2 + % 9 !##/ 5 . 4 3
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9OU CAN MAKE MORE FRIENDS IN TWO MONTHS BY BECOMING MORE INTERESTED IN OTHER PEOPLE THAN YOU CAN IN TWO YEARS BY TRYING TO GET PEOPLE INTERESTED IN YOU
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$ALE #ARNEGIE
-AKE 3URE 0ERFORMANCE -EETS %XPECTATIONS
!S A MANAGER OF A BUSY ACCOUNT THAT IS BUYING AND USING A LARGE NUMBER OF YOUR PRODUCTS AND SERVICES YOU WILL HAVE TO DEVOTE A SIGNIlCANT AMOUNT OF TIME TO ENSURING THAT YOUR ORGANIZATION PERFORMS TO EXPECTATIONS %NSURE THAT YOU DO NOT FALL BEHIND WITH PROSPECTING FOR NEW SALES IN BOTH YOUR EXISTING AREAS OF ACTIVITY AND IN NEW DIVISIONS THAT YOU HAVE NOT YET PENETRATED #HECK TOO THAT YOU HAVE ENOUGH PROSPECTS TO ACHIEVE SUCCESS IN YOUR MONTHLY QUARTERLY AND ANNUAL TARGETS !ND ALWAYS BALANCE THE TIME YOU PUT INTO IMPROVING YOUR LONG TERM RELATIONSHIP WITH THE BASICS OF PROSPECTING AND SELLING
!NALYZE 9OUR -ARKET 3HARE ! KEY ACCOUNT IS LIKE A MARKET 4HOSE PARTS OF THE ORGANIZATION TO WHOM YOU HAVE ALREADY SOLD REPRESENT YOUR EXISTING MARKETS WHILE AREAS THAT YOU HAVE NOT YET PENETRATED ARE NEW MARKETS 2EMEMBER SOME BASIC MARKETING RULES CONCERNING MARKET SHARE IF YOUR SHARE OF THE OVERALL MARKET IS INCREASING YOUR ACCOUNT IS LIKELY TO CONTINUE GROWING IF IT IS DECLINING YOU RUN THE RISK THAT IT WILL TAKE A SERIES OF SUDDEN DROPS 7ORK OUT YOUR APPROXIMATE MARKET SHARE AND CHECK THE TREND
!SK YOUR CUSTOMER OR WORK OUT AS ACCURATELY AS YOU CAN THE ANNUAL TOTAL ORGANIZATION WIDE BUDGET FOR YOUR TYPES OF PRODUCTS AND SERVICES #ALCULATE YOUR SHARE AS A PERCENTAGE OF THE TOTAL BUDGET )F POSSIBLE DRAW A GRAPH OF THE TREND OVER THE LAST THREE YEARS
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7RITE 9OUR +EY !CCOUNT 0LAN $RIVE THE +EY !CCOUNT 0LAN FROM THE CUSTOMERS POINT OF VIEW BY CONSIDERING HIS OR HER STRATEGY AND CURRENT SITUATION 4HIS APPROACH SHOULD HELP YOU TO SELL THE MOST PROlTABLE MIX OF PRODUCTS AND SERVICES
!GREE ON THE #USTOMER 3TRATEGY 3TART YOUR ACCOUNT PLAN BY IDENTIFYING YOUR CUSTOMERS MAIN AIMS 4HIS MAY ALREADY APPEAR AS THE ORGANIZATIONS MISSION STATEMENT ON ITS WEBSITE OR IN OTHER PUBLISHED REPORTS !SK YOURSELF h7HAT IS THE CUSTOMERS PURPOSE v )F FOR EXAMPLE THE CUSTOMER IS A FROZEN FOOD SUPPLIER THE MISSION STATEMENT MIGHT READ s h4O ACHIEVE A MARKET SHARE OF PERCENT OF THE REGIONAL MARKET FOR FROZEN DESSERTS WITHIN lVE YEARS BY INTERNAL GROWTH AND ACQUISITIONv )N A LARGE ORGANIZATION YOUR CUSTOMER MAY HAVE A NUMBER OF DIVISIONS THAT HAVE LITTLE IN COMMON )N SUCH A CASE CONSIDER PRODUCING ACCOUNT PLANS FOR EACH DIVISION )F YOU CANNOT lND THE MISSION IN THE ORGANIZATIONgS PUBLISHED MATERIAL TRY SPEAKING TO SENIOR MANAGERS AND GETTING THEM TO TALK ABOUT THEIR MISSION ASPIRATIONS STRENGTHS AND WEAKNESSES IN ACHIEVING THOSE GOALS 9OU SHOULD BE ABLE TO GLEAN USEFUL INFORMATION
%FFECTIVE 7AYS TO 0LAN +EY !CCOUNTS ()'( )-0!#4
!SKING THE CUSTOMER TO JOIN THE PLANNING MEETING AND CONTRIBUTE TO THE 37/4 ANALYSIS L #HECKING A NEWSPAPER ARCHIVE FOR ARTICLES ABOUT YOUR CUSTOMER TO ADD TO YOUR 37/4 ANALYSIS L #HECKING THE ACCURACY OF YOUR COMPLETED 37/4 WITH A SENIOR MEMBER OF THE ORGANIZATION L
.%'!4)6% )-0!#4
-AKING ASSUMPTIONS ON THE CUSTOMERS POSITION WITHOUT REAL EVIDENCE L 2ELYING ON THE VIEWS OF PEOPLE WHO HAVE NOT HAD RECENT EXPERIENCE OF THE ACCOUNT L +EEPING YOUR ANALYSIS TO YOURSELF ON THE GROUNDS THAT IT IS hCONlDENTIALv L
" 5 ) , $ 9/ 5 2 + % 9 !##/ 5 . 4 3
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4)0
+EEP THE LANGUAGE USED IN THE 37/4 ANALYSIS SIMPLE CLEAR AND CONCISE
#ONSIDER 3TRENGTHS AND 7EAKNESSES 4O ENSURE THAT YOUR PLAN IS DRIVEN BY THE CUSTOMERS REQUIREMENTS START YOUR KEY ACCOUNT PLAN BY PERFORMING AN ENVIRONMENTAL ANALYSIS 4O FOCUS ON THE KEY AREAS USE THE 37/4 ANALYSIS TECHNIQUE !SK YOURSELF WHAT THE CUSTOMERS STRENGTHS WEAKNESSES OPPORTUNITIES AND THREATS ARE IN TERMS OF ACHIEVING ITS MISSION STATEMENT s 3 TRENGTHSFACTS OR EVENTS THAT ARE LIKELY TO ASSIST YOUR KEY CUSTOMER IN ACHIEVING ITS MISSION s 7 EAKNESSESFACTS OR 3TART THE 0LANNING 0ROCESS EVENTS THAT ARE LIKELY TO HINDER THE CUSTOMER FROM ACHIEVING ITS MISSION )DENTIFY THE CUSTOMERS MISSION s / PPORTUNITIESTHINGS THE AND GOALS CUSTOMER COULD DO TO IMPROVE ITS ABILITY TO ACHIEVE ITS MISSION s 4 HREATSPOTENTIAL DISRUPTIONS TO THE #HECK THESE WITH A SENIOR MANAGER CUSTOMERS ABILITY TO IN THE CUSTOMERS ORGANIZATION ACHIEVE ITS MISSION AND THE EVENTUAL OUTCOME OF FAILING TO ADDRESS A KNOWN WEAKNESS )NVITE ACCOUNT STAKEHOLDERS #ARRY OUT A CUSTOMER 37/4 TO A TEAM MEETING 7RITE ANALYSIS THE 37/4 ANALYSIS ON SLIDES OR mIPCHARTS AND LIST ANY AREAS OF INSUFlCIENT KNOWLEDGE THAT YOU 0RESENT THE 37/4 ANALYSIS TO A UNCOVER ON A mIPCHART TITLED SENIOR MEMBER OF THE CUSTOMERS h7E DO NOT KNOWv 0LAN ORGANIZATION AND CORRECT ANY ACTIONS TO lND THE INACCURACIES INFORMATION YOU LACK
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!GREE ON 9OUR !IMS "EGIN THE PLANNING PROCESS BY PRODUCING A SHORT STATEMENT OF YOUR AIMS OR PURPOSE FOR YOUR KEY ACCOUNT +EEP IT BROAD AT THIS STAGE YOU WILL PRODUCE DETAILED OBJECTIVES LATER ON IN THE PLANNING PROCESS %XAMPLES INCLUDE s 4O MAINTAIN OUR CURRENT LEVEL OF BUSINESS IN DIVISIONS WHERE WE ALREADY DO BUSINESS AND TO BREAK INTO ONE NEW DIVISION IN THE NEXT SIX MONTHS s 4O BECOME THE DOMINANT SUPPLIER TO THIS CUSTOMER MEASURED BY MARKET SHARE s 4O BECOME THE NATURAL PARTNER PROVIDING TRAINING COURSES IN EVERY DIVISION IN THE CUSTOMERS ORGANIZATION 4HE lRST TWO EXAMPLES ARE CLEAR AND CONCRETE 4HEY AVOID QUALITATIVE WORDS LIKE hBE THE "UILDING RELATIONSHIPS 9OU DONT BESTv OR hHIGHEST QUALITYv ALWAYS NEED TO MEET YOUR KEY ACCOUNT AND WILL LEAD TO A PLAN THAT IS CONTACTS IN THE OFlCE 4O BUILD MORE FOCUSED ON ACTIONS 4HE THIRD INFORMAL RELATIONSHIPS CONSIDER TAKING YOUR EXAMPLE INCLUDES THE PHRASE CONTACTS OUT TO A RESTAURANT OR COFFEE SHOP
- ! . !' % 9/ 5 2 + % 9 !##/ 5 . 4 3
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hNATURAL PARTNERv A DElNITION OF THIS MUST BE AGREED UPON BEFORE CONTINUING TO ENSURE THAT THE PLAN IS CONCRETE AND ACTION ORIENTED RATHER THAN ABSTRACT AND DEBATE ORIENTED
5NDERSTAND 9OUR #URRENT 0OSITION 5SE 37/4 ANALYSIS TO EXAMINE YOUR CURRENT POSITION IN THE ACCOUNT "E HONEST PARTICULARLY WITH YOUR STATEMENTS ABOUT WEAKNESSES &OR EXAMPLE IF TEAM MEMBERS #ONTINUE THE 0LANNING 0ROCESS LACK SKILLS IN AREAS THAT ARE KEY TO ACHIEVING YOUR AIMS DOCUMENT IT SO THAT YOU CAN )DENTIFY YOUR AIM OR PURPOSE AGREE ON ACTIONS TO lLL THOSE IN REGARD TO THE ACCOUNT SKILLS GAPS LATER 7HEN YOU HAVE COMPLETED THE lRST DRAFT EXAMINE THE LIST RELATING TO OPPORTUNITIES AS WELL AS HIGHLIGHTING AREAS !GREE ON THESE WITH YOUR TEAM FOR MAKING SALES IT WILL ALSO BY CHECKING DETAILS WITH THE APPROPRIATE PEOPLE INCLUDE ACTIONS YOU COULD TAKE TO ELIMINATE WEAKNESSES 4RY TO lND AN OPPORTUNITY TO ASSIST THE CUSTOMER IN ELIMINATING WEAKNESSES IN #ARRY OUT A 37/4 ANALYSIS TO EXAMINE YOUR CURRENT POSITION AS MANY PLACES AS POSSIBLE IN THE ACCOUNT ,OOK FOR A STRONG LINK BETWEEN YOUR OPPORTUNITIES AND THE CUSTOMERS WEAKNESSES OPPORTUNITIES #HECK THAT YOUR OPPORTUNITIES AND THREATS TO MAKE SURE ADDRESS THE CUSTOMERS THAT YOUR ACTION PLAN IS WEAKNESSES OPPORTUNITIES AIMED AT PRODUCING AND THREATS CUSTOMER BENElTS
4)0 $URING THE PLANNING SESSION MAKE SURE THAT
EVERYONE IN THE ROOM HAS BOTH AN EQUAL VOICE AND AN EQUAL VOTE SO THAT JUNIOR MEMBERS CAN CONTRIBUTE
111_ED248_US 111 111 111_ED248_CMYK_
7 2 ) 4 % 9/ 5 2 + % 9 !##/ 5 . 4 0 , ! .
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!CCOUNT -ANAGEMENT /BJECTIVES )MPROVE YOUR OVERALL POSITION IN THE ACCOUNT BY ASSIGNING OBJECTIVES TO BOTH YOURSELF AND YOUR TEAM 37/4 ANALYSIS WILL GIVE YOU GUIDANCE CONCENTRATE ON THE WEAKEST AREAS 9OU WILL ALMOST CERTAINLY NEED AT LEAST THREE OBJECTIVES IN EVERY ONE OF THE AREAS LISTED IN THE CHART BELOW )N THIS EXAMPLE THE #RITICAL 3UCCESS &ACTORS OF PROFESSIONAL ACCOUNT MANAGEMENT ARE EACH ALLIED TO AN APPROPRIATE SAMPLE OBJECTIVE
7RITING !CCOUNT -ANAGEMENT /BJECTIVES #2)4)#!, &!#4/2
0/33)",% /"*%#4)6%
,EVEL OF CONTACT
4O MEET WITH EACH DEPARTMENTAL MANAGER TO DISCUSS STRENGTHS WEAKNESSES AND OPPORTUNITIES WITHIN THREE MONTHS
#USTOMER SATISFACTION
4O OVERCOME THE COLOR MATCHING PROBLEM BY AGREEING ON A STANDARD COLOR WITH THE PAINT SHOP WITHIN ONE MONTH
!CCOUNT PLANNING
4O RECONVENE AS A TEAM TO REVIEW THE ACCOUNT PLAN AFTER THE VISITS TO DEPARTMENTAL MANAGERS WITHIN FOUR MONTHS
#OMPETITIVE POSITION
4O IMPROVE COMPETITIVE POSITION WITHIN THE ACCOUNT BY HOLDING A JOINT PLANNING SESSION WITH AT LEAST THREE DEPARTMENTS WITHIN NINE MONTHS
3TRATEGIC CUSTOMER AREAS
4O RECEIVE AN ORDER OF MORE THAN FROM ONE OF THE KEY AREAS OF &ITNESS %QUIPMENT OR +ITCHEN %QUIPMENT WITHIN MONTHS
+EY CUSTOMER STRATEGIES
4O IMPROVE OUR KNOWLEDGE OF THE ACCOUNTS STRATEGY BY MEETING WITH THE GROUP MANAGING DIRECTOR TO DISCUSS THE JOINT PLANS PRODUCED WITH DEPARTMENTAL MANAGERS WITHIN MONTHS
0IPELINE
4O DISCOVER NEW PROSPECTS TO THE VALUE OF WITHIN THE NEXT THREE MONTHS
-ARKET SHARE
4O REVERSE CURRENT NEGATIVE TREND BY REPLACING A COMPETITOR IN &ITNESS %QUIPMENT OR +ITCHEN %QUIPMENT WITHIN THE NEXT MONTHS
" 5 ) , $ 9/ 5 2 + % 9 !##/ 5 . 4 3
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4)0 7ORK OUT A DETAILED ESTIMATE OF EXACTLY WHAT
RESOURCE YOU WOULD NEED TO ACHIEVE THE TARGET THEN STATE THE CONSEQUENCES OF FAILING TO MEET THE OBJECTIVE
7RITE 9OUR !CTION AND 2ESOURCE 0LANS ,IST THE ACTIONS NEEDED TO ACHIEVE THE NEXT MONTHS OBJECTIVES 4HEY WILL BE CLEAR IN THE SHORT TERM AND ESTIMATED FOR THE LONGER TERM -AKE ONE PERSON RESPONSIBLE FOR EACH ACTION AND AGREE ON A lRM DATE BY WHICH THEY WILL HAVE COMPLETED THE TASK 5SING THE ACTION PLAN GENERATE A LIST OF THE RESOURCES IN PEOPLE MONEY AND MATERIALS REQUIRED TO COMPLETE THE PLAN 2EMEMBER THAT YOU WILL HAVE TO PERSUADE THE MANAGERS WHO CONTROL THE BUDGETS AND RESOURCES YOU NEED SO PLAN YOUR APPROACH 9OU WILL OBVIOUSLY EXPLAIN THE BENElTS THAT INCREASING SALES IN THE ACCOUNT WILL BRING TO THE ORGANIZATION BUT ALSO EXPLAIN THE BENElTS TO MANAGERS AND THEIR TEAMS &OR EXAMPLE WILL THEIR PEOPLE LEARN NEW SKILLS IF THEY GET INVOLVED IN IMPLEMENTING YOUR PLAN )F YOU MAKE YOUR ACCOUNT AN ATTRACTIVE PLACE TO WORK YOU WILL IMPROVE YOUR CHANCES OF BEING ALLOCATED THE RESOURCES YOU NEED
THINK
113_ED248_US 113 113 113_ED248_CMYK_
3-!24 (ELPING CUSTOMERS THROUGH A PROBLEM IS A USEFUL CHANCE TO BUILD GOOD PARTNERSHIPSTHINK OF THEIR PROBLEMS AS YOUR OPPORTUNITIES %VEN IF THE PROBLEM HAS NOTHING TO DO WITH YOUR PRODUCTS OR SERVICES DONT ASSUME IT IS NOT YOUR CONCERN )MAGINE FOR EXAMPLE THAT YOUR CUSTOMER HAS BEEN UNABLE TO RETAIN STAFF 4O HELP ELIMINATE THIS WEAKNESS INTRODUCE YOUR CUSTOMER TO A STAFF RETENTION EXPERT IN YOUR (UMAN 2ESOURCES TEAM 4HE MEETING MAY NOT PRODUCE A SALE BUT IT IS A VALUABLE INVESTMENT IN THE FUTURE IT WILL BUILD GOOD WILL AND EMPHASIZE THE PARTNERSHIP NATURE OF YOUR RELATIONSHIP WITH THE CUSTOMER
7 2 ) 4 % 9/ 5 2 + % 9 !##/ 5 . 4 0 , ! .
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3UMMARY 7RITING 9OUR !CCOUNT 0LAN ! KEY ACCOUNT PLAN WILL HELP YOU IDENTIFY THE MOST PROlTABLE MIX OF PRODUCTS AND SERVICES TO SELL TO CUSTOMERS SO THAT YOU CAN HELP THEM ACHIEVE THEIR PRINCIPAL AIMS AND OBJECTIVES #ONSIDER EACH CUSTOMERS STRATEGY AND CURRENT SITUATION SO YOU CAN DRIVE THE PLAN ACCORDINGLY 4HE BASIS OF THE ACCOUNT PLAN IS THE 37/4 ANALYSIS A SUMMARY OF STRENGTHS WEAKNESSES OPPORTUNITIES AND THREATS IN RELATION TO YOUR CUSTOMER AND YOURSELF 4HINKING ABOUT THE ACCOUNT IN TERMS OF THESE FOUR KEY AREAS SHOULD GIVE YOU A MORE REALISTIC IDEA OF THE ACTIONS AND RESOURCES YOU WILL NEED TO ACHIEVE YOUR OBJECTIVES AND HELP YOUR CUSTOMERS TO ACHIEVE THEIRS
0LAN OF !CTION
!NALYZE THE +EY !CCOUNT (AVE YOU IDENTIlED THE CUSTOMERS MISSION AND GOALS
9%3
./ #HECK THE MISSION STATEMENT USING THE ORGANIZATIONS WEBSITE OR PUBLISHED REPORTS
3ET 9OUR 'OALS )DENTIFY YOUR AIMS OR PURPOSE WITH REGARD TO THE ACCOUNT
0LAN 9OUR !CTIONS ,IST THE ACTIONS YOU NEED TO TAKE TO ACHIEVE YOUR OBJECTIVES
0LAN 9OUR 2ESOURCES 7RITE A LIST OF PEOPLE MONEY AND MATERIALS YOU NEED TO COMPLETE THE PLAN
- ! . !' % 9/ 5 2 + % 9 !##/ 5 . 4 3
114_ED248_US 114 I[bb_d]IIff''*#''+X$_dZZ''*
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OUNT 9%3
)S THE CUSTOMERS ORGANIZATION LARGE OR WITH MANY DIVISIONS
./
0ERFORM A 37/4 ANALYSIS TO IDENTIFY CUSTOMER STRENGTHS AND WEAKNESSES
9%3 #ONSIDER PRODUCING AN !CCOUNT 0LAN FOR EACH DIVISION
#HECK AND AGREE ON THIS ANALYSIS WITH THE CUSTOMER
!GREE ON THESE GOALS WITH YOUR TEAM
0ERFORM A 37/4 ANALYSIS TO EXAMINE YOUR POSITION WITH RELATION TO ACCOUNT
-AKE ONE PERSON RESPONSIBLE FOR EACH ACTION
!GREE ON A lRM DATE BY WHICH THEY MUST COMPLETE THE TASK
4ALK TO THE PEOPLE IN CONTROL OF THESE BUDGETS AND RESOURCES TO GET THEIR SUPPORT
2EVIEW THE +EY !CCOUNT 0LAN 2EGULARLY
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3 5 - - ! 29 7 2 ) 4 ) . ' 9/ 5 2 !##/ 5 . 4 0 , ! .
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#OMPLETE THE +EY !CCOUNT 0LAN &INISH THE LOGICAL PLANNING PROCESS BY RELATING YOUR KEY ACCOUNT PLAN TO ANYONE WHO NEEDS TO KNOW ALL OR PART OF ITS CONTENTS !LSO CONSIDER BRINGING IN CUSTOMER PERSONNEL TO HELP BUILD OR REVIEW THE PLAN
#OMMUNICATE THE 0LAN 9OU WILL HAVE TO IMPART YOUR PLAN IN SOME FORM TO ALL THE STAKEHOLDERS IN THE ACCOUNT ! COPY OF THE ENTIRE PLAN SHOULD GO TO THE SALES TEAM IF YOU HAVE ONE AND YOUR MANAGER TO ENSURE HIS OR HER COMMITMENT IN HELPING YOU ACHIEVE YOUR ACCOUNT OBJECTIVES !N EXECUTIVE SUMMARY COMPRISING TWO OR THREE PAGES IS MORE APPROPRIATE FOR OTHERS SUCH AS SENIOR MANAGEMENT 0RESENTATIONS MUST BE MADE TO KEY PEOPLE SUCH AS THE MANAGERS OF THE RESOURCES YOU REQUIRE TO MAKE THE PLAN VIABLE CONCENTRATE ON THE BENElTS TO THE ORGANIZATION OF ACHIEVING THE PLANS
4IMETABLE FOR REVIEWING &REQUENCY $AILY ! FEW MINUTES 7EEKLY LESS THAN HOUR -ONTHLY n HOURS 1UARTERLY n HOURS (ALF YEARLY DAY !NNUALLY n DAYS
THE PLAN
!CTIVITY
D UPDATES ACTIONS %ACH STAKEHOLDER REVIEWS AN E SIBL PON RES ARE HEY FOR WHICH T EIR ACTIONS AND PROGRESS %ACH STAKEHOLDER REVIEWS TH EPORTS PROGRESS AND ND R ES A CTIV OBJE TOWARD THE NT MANAGER COU E AC POTENTIAL CHANGES TO TH IVES S ONE OR MORE OF THE OBJECT !CCOUNT MANAGER REVIEW HOLDERS TAKE TE S PRIA PPRO HE A AND ACTION PLANS WITH T TO PROGRESS ON THE ACCOUNT !CCOUNT MANAGER PRESENTS JECTIVES E OB E TH HIEV O AC AY T N W HIS MANAGER FOCUSING O WITHIN THE TIME SCALE E E TEAM TOGETHER TO REVIEW TH !CCOUNT MANAGER BRINGS TH NALYSES /4 A R 37 PLIE SUP THE TING WHOLE PLAN INCLUDING UPDA BLY OFF SITE TO COMPLETELY FERA 4HE STAKEHOLDERS MEET PRE ER TOM CUS THE OLVE WILL INV REDRAFT THE PLAN )DEALLY THIS
4IMETABLE FOR REVIEW 2EVIEW YOUR PLAN REGULARLY TO KEEP IT UP TO DATE 7ORK OUT A TIMETABLE SUCH AS THE EXAMPLE ABOVE THAT SUITS THE COMPLEXITY OF THE PLAN
" 5 ) , $ 9/ 5 2 + % 9 !##/ 5 . 4 3
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t
4%#(.)15%3 TO PRACTICE
+EEPING PLANNINGAND OTHERMEETINGS TO A STRICT TIMETABLE IS A USEFUL SKILL THAT SAVES AN ENORMOUS AMOUNT OF TIME WASTING 2EMEMBER THAT CREATING A PLAN IS ONLY THE START 4HE BULK OF THE WORK IS ALL STILL AHEAD OF YOU 7ITH THIS IN MIND MAKE SURE THAT YOU DO NOT SPEND MORE TIME IN PLANNING MEETINGS THAN IS STRICTLY NECESSARY 0RACTICE THIS IN EVERY MEETING YOU ATTEND
s !GREE ON A lNISH TIME BEFORE OR AT THE START OF THE MEETING s )F THE AGENDA IS INCOMPLETE ASSIGN INDIVIDUALS TO COMPLETE THE PROCESS INDIVIDUALLY OR IN SMALL GROUPS s !T THE START OF EACH MEETING BRIEmY REVIEW WHAT HAS BEEN DONE SINCE THE LAST ONE s .EVER LET A MEETING OVERRUN )F NECESSARY SCHEDULE ANOTHER APPOINTMENT RIGHT AFTER IT TO ENSURE THAT YOU lNISH ON TIME
OBJECTIVES NAMELY INCREASED SALES AND TO THE STAFFAN INTERESTING REWARDING JOB WITH CAREER DEVELOPMENT OPPORTUNITIES THROUGH TRAINING AND EXPERIENCE
'ET THE #USTOMER )NVOLVED 4HE KEY ELEMENT OF A TRUE PARTNERSHIP BETWEEN A KEY SUPPLIER AND KEY CUSTOMER IS INVOLVEMENT IN EACH OTHERS PLANNING )T IS THEREFORE IMPORTANT THAT YOU MAKE THIS YOUR ULTIMATE AIM "EGIN BY INVITING MEMBERS OF THE CUSTOMERS ORGANIZATION TO THE STARTING POINT OF YOUR +EY !CCOUNT 0LANTHE #USTOMERS MISSION AND PURPOSE AND THE ANALYSIS OF THE CUSTOMERS ENVIRONMENT OR 37/4 ANALYSIS )F YOU ARE WORKING TOGETHER IN A CULTURE OF TOTAL TRUST CONSIDER INVITING THEM TO STAY WHILE YOU DO YOUR OWN ENVIRONMENTAL ANALYSIS /NCE YOU HAVE COMPLETED THE PLAN MAKE A PRESENTATION IN WHICH YOU SHARE AS MUCH OF YOUR PLAN WITH THEM AS YOU THINK IS COMMERCIALLY SENSIBLE 9OU SHOULD ALSO WORK HARD ON ENCOURAGING THE CUSTOMER TO RECIPROCATEYOUR GOAL IS TO BE INVITED TO JOIN THEM FOR SOME OF THEIR PLANNING MEETINGS
117_ED248_US 117 117 117_ED248_CMYK_
#/ - 0 , % 4 % 4 ( % + % 9 !##/ 5 . 4 0 , ! .
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)NDEX !CCOUNT $EVELOPMENT 0LAN n ACCOUNT MANAGEMENT OBJECTIVES n PROCESS n ACTION PLAN ADDRESS BOOK ADVERTISING AFTER SALES SERVICE AGENDA AGREEING ON APPEARANCE PERSONAL BASIS OF DECISION ESTABLISHING AND SALES PLAN BENEFITS CUSTOMER n BODY LANGUAGE BREAKEVEN ANALYSIS BUILDING THE SALE n BUSINESS PRINCIPLES BUSINESS PROCESS BUYING TEAM CHECK SHEETS CLOSING THE DEAL HANDLING OBJECTIONS SUMMARY CLOSE TRIAL CLOSE COMMUNICATING n COMPANY PROFILES COMPETITORS n COMPLAINTS HANDLING n CONCESSIONS MAKING CONDITIONS SETTING CONFERENCES CONFIDENCE DEVELOPING IN NEGOTIATIONS IN PRESENTATIONS CONSUMER MARKETS CONTACTS BROADENING BASE n CONTACTING SUSPECTS n CONVERSION RATE n CORPORATE MARKETS COSTBENEFIT ANALYSIS CROSS SELLING CUSTOMER n ANALYSIS RULE BEST n DEVELOPMENT PLAN FEEDBACK FOCUS n PROFILE RECORDS n SERVICE n SUPPORT
CUSTOMER FIRST CULTURE n CUSTOMER NEED ANTICIPATING n ESTABLISHING MARKET FIT RETAILERS AND SALES PLAN SUMMARIZING CUSTOMER SATISFACTION n MEASURING n RETAIL n TARGETS DATABASE CUSTOMER n DECISION CRITERIA SEE BASIS OF DECISION DECISION MAKER n DEMONSTRATIONS DIRECT MAIL n DRAFT PROJECT PLAN DRESS EMPATHY FEEDBACK CUSTOMER FOCUS GROUPS FORMS AND SALES PLAN CHECK SHEETS n FINANCE SURVEYS FIRST IMPRESSION n FLYERS FOCUS GROUPS GOAL SETTING GROWTH INDUSTRIES IMPLEMENTATION PLAN INDUSTRIAL TRENDS INFORMATION ADDITIONAL SEEKING GIVING CONCISELY INFORMATION SOURCES FINANCIAL PRESS )NTERNET INQUIRIES n INTERRUPTING JARGON KEY ACCOUNT n PLAN n PROCESS n SUMMARY n KEY PEOPLE n KEY STAKEHOLDERS LEAFLETS LISTENING
5 . $ % 2 3 4! . $ 3 % , , ) . '
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MAIL DIRECT n MAILING LISTS MANAGERS MARKET n MARKET SHARE MILESTONES MISSION STATEMENTS NEGOTIATIONS n COMPROMISING CONFIDENCE IDENTIFYING ISSUES IDENTIFYING NEEDS AND WANTS KEEPING CALM MAKING CONCESSIONS SETTING CONDITIONS SETTING OBJECTIVES n OBJECTIONS HANDLING OBJECTIVES ACCOUNT MANAGEMENT n OF FIRST CALL n OF NEGOTIATION n OBSERVING SALESPEOPLE OPENING THE SALE n COMPLETING n PLANNING n QUALIFYING PROSPECTS n SUMMARY n SUMMARIZING OPENING SALES CALL BUILDING CREATING HOW TO RECOGNIZE OPENINGS ORGANIZATIONS DIVISIONS PROMOTING YOUR OWN ORGANIZING DATA n PLANNING DRAFT PROJECT PLAN INITIAL CALLS n KEY ACCOUNT PLAN n OPENINGS PRACTICALITY PREPARATION PRESENTATIONS n PRICE OBJECTIONS PRODUCT AND MARKET FIT AND MARKET MATRIX FEATURES n GROUPS INNOVATION KNOWING YOUR RETURNS PROFESSIONALISM PROGRESS MEASURING
119_ED248_US selling.indd 119 118_119_Index* 119
PROMOTIONS PROPOSAL PRESENTING n STRUCTURING WRITTEN n PROSPECTS CONTACTING FINDING n SUMMARY n TARGETING QUALIFYING n UNDERSTANDING PUBLICITY PURCHASING DEPARTMENTS QUALIFYING OUT THE PROSPECT n QUESTIONNAIRE n QUESTIONS n CHALLENGING CLOSED n OPEN QUOTATION REFERENCES RELATIONSHIPS CREATING DATABASE n FINDING OUT ABOUT LONG TERM RETAINING n MISSION AND GOALS OF n PROBLEMS OF RESOURCE PLAN RETAILING n ROLE PLAY SALES ASSISTANTS SALES CALLS SALES CAMPAIGN SALES FORECAST n SALES PIPELINE n SALES PLAN SALES PROCESS n BUILDING SALE n CLINCHING DEAL n DEFINING MEASURING PERFORMANCE NEGOTIATING TERMS n OPENING CALL n PLANNING n PRESENTING PROPOSAL n WRITING PROPOSAL n SALES RELATIONSHIP n SALES STRATEGY SALES TARGETS SALES TEAM n SALES TECHNIQUES SKILLS ASSESSING n SOLUTION PRESENTING n
) . $ % 8
13/7/06 1:51:11 4:08:05 pm 24/3/06
SPREADSHEETS STAKEHOLDERS n ACCOUNTS STRATEGIC SITUATION SUMMARY OPEN THE SALE n TARGET YOUR PROSPECTS n WRITE YOUR KEY ACCOUNT PLAN n SURVEYS SUSPECTS CONTACTING n IDENTIFYING 37/4 ANALYSIS
TARGETS CUSTOMER SATISFACTION CUSTOMER SERVICE SALES n TELEPHONE PROSPECTING n TERMS AND CONDITIONS NEGOTIATING n TIME PROTECTING TIME MANAGEMENT n TIME SCALE n TRADE PRESS UNIQUE SELLING PROPOSITION 530
0ICTURE #REDITS
+EY C CENTER R RIGHT L LEFT T TOP B BELOW BL BELOW LEFT BC BELOW CENTER BR BELOW RIGHT 7IDE 'ROUP)CONICA'ETTY L 4IM -C'UIRE#ORBIS C #ORBIS R &ABIO #ARDOSO:EFA#ORBIS 3HIVA 4WIN'ETTY T )NGOLF (ATZ:EFA#ORBIS B $IGITAL 6ISION'ETTY C 0REMIUM 3TOCK)MAGESTATE 'ABE 0ALMER!LAMY #ORBIS *ON &EINGERSH:EFA#ORBIS )NGOLF (ATZ:EFA#ORBIS $ON -ASON#ORBIS 2OGER $IXON$+ )MAGES 2OGER $IXON$+ )MAGES #ORBIS $IGITAL 6ISION'ETTY 0REMIUM 3TOCK)MAGESTATE 2OGER $IXON$+ )MAGES &ABIO #ARDOSO:EFA#ORBIS T 'ABE 0ALMER#ORBIS BL )MAGE3TATE!LAMY BC 7ALTER (ODGES'ETTY BR 2OGER $IXON$+ )MAGES +EVIN (ATT0HOTONICA'ETTY (IEP 6U-ASTERFILE ' "ADEN:EFA#ORBIS (OWARD 3OKOL'ETTY 2OGER $IXON$+ )MAGES 2OGER $IXON$+ )MAGES 'ERD 'EORGE4AXI 'ETTY #ORBIS #ORBIS 7IDE 'ROUP)CONICA'ETTY $ORLING +INDERSLEY WOULD LIKE TO THANK THE FOLLOWING MODELS .AQASH "AIG +ATIE $OCK #AROLINE $3OUZA &OR FURTHER INFORMATION SEE WWWDKIMAGESCOM
!UTHORS !CKNOWLEDGMENTS
7RITING A BOOK FOR $ORLING +INDERSLEY IS A TERRIFIC EXERCISE IN TEAMWORK ) WOULD LIKE TO THANK !DÒLE (AYWARD AND 3IMON 4UITE FOR THEIR STEWARDSHIP OF THE DESIGN AND THE PROCESS 4HANK YOU ALSO TO THE EDITOR 4OM "RODER THE DESIGNER 4ED +INSEY AND THE REST OF THE EDITORIAL TEAM FOR THEIR SKILLS PROFESSIONALISM AND HUGE CONTRIBUTION !ND FINALLY THANK YOU ALL FOR MAKING IT SUCH AN ENJOYABLE TASK
!UTHORS "IOGRAPHY
+%. ,!.'$/. HAS A BACKGROUND IN SALES AND MARKETING IN THE TECHNOLOGY INDUSTRY !S AN INDEPENDENT CONSULTANT HE HAS TRAINED SALESPEOPLE AND SALES MANAGERS IN THE 53 %UROPE AND !USTRALIA AND HAS ADVISED MANAGERS ON THE COACHING AND APPRAISAL OF THEIR STAFF (E HAS ALSO PROVIDED STRATEGIC GUIDANCE FOR COMPANIES INCLUDING COMPUTER MAJOR (EWLETT 0ACKARD +EN IS THE AUTHOR OF A NUMBER OF BOOKS FOR $+ AND CO AUTHOR OF SEVERAL %SSENTIAL -ANAGERS TITLES INCLUDING 0UTTING #USTOMERS &IRST (E IS ALSO ONE OF THE AUTHORS OF $+S 3UCCESSFUL -ANAGERS (ANDBOOK
5 . $ % 2 3 4! . $ 3 % , , ) . '
120_ED248_US selling.indd 120 118_119_Index* 120
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