SELLING SKILLS

Selling skills is structured in 2 parts:

Preparing to sell
The sales interview
We hope ou en!o Selling skills and "ind that it helps ou to #eco$e a $ore e""ective and
success"ul salesperson%
P&'T (%
P'EP&'ING T) SELL
In part ( we will look at all the work that has to #e put into place #e"ore ou are read to sell to
our custo$ers% We will #egin # tring to understand the #uing and selling processes* that is+
what has to happen to #oth #uer and seller #e"ore the sale can take place%
We will look at sales planning and how to produce our own sales plan% We will then look at
Territor $anage$ent and how to $anage our selling ti$e $ore e""ectivel%
We will discuss prospecting "or new sales leads and the planning issues that arise "ro$ this vital
sales activit and "inall+ in part (+ we will discuss pre,call planning #e"ore each sales interview%
T-E ./0ING &N1 SELLING P')2ESSES
The Sales Process
The sales process is e""ectivel a pro#le$ solving process that takes part in "our stages:
Stage 1 The salesperson identi"ies a pro#le$ or pro#le$s "aced # the #uer+ that could
possi#l #e solved # the purchase o" the salesperson3s product or service% &
process o" 4uestioning and listening does this
Stage 2 The pro#le$ is clari"ied and 4uanti"ied in the #uer3s $ind so that it #eco$es an
i$$ediate pro#le$ and has a high priorit in the #uer3s hierarch o"
pro#le$s to #e solved
Stage 3 The salesperson+ having identi"ied the need "or the #uer to purchase a product or
service+ presents+ to the #uer+ a solution that highlights the 5eatures+
&dvantages and .ene"its o" that product or service% This $eans that #oth
#uer and seller see the need to purchase and the #uer sees the purchase as
#eing a $eans to solving his or her pro#le$
Stage 4 -aving created a desire+ in the #uer+ to solve his or her pro#le$ # purchasing a
product or service+ the salesperson gains the co$$it$ent o" the #uer to go
ahead with the purchase% The sale is co$plete
This process can take place over a period o" ti$e and $a take $ore than one $eeting
#etween #uer and seller% What this tells us is that+ #e"ore the #uer is read to #u+ he or
she $ust see the purchase as a $eans o" solving a pro#le$% There"ore+ #e"ore presenting
our products or services+ we+ as salespeople+ have to understand the #uer3s pro#le$s #
asking 4uestions and listening e""ectivel%
6ost salespeople talk too $uch and "ail to listen e""ectivel during their sales calls%
Salespeople can increase their e""ectiveness # asking 4uestions and esta#lish greater
e7isting and potential custo$ers%
The Buying Process
. understanding what $otivates custo$ers we can #e $ore success"ul in sales%
. putting ourselves into their shoes we can #egin to understand their pro#le$s
and add real value to the sale # #eing seen as creative pro#le$ solvers rather
than 3!ust another rep83 -ere are so$e general principles:
(% People buy for their own reasons. In sales+ we assu$e we know wh people
should #u our products% There are usuall technical or "inancial reasons "or
doing so+ which we assu$e will $otivate the purchaser% )"ten+ however+ people
#u "or e$otional reasons which are $uch less logical% The role o" the
salesperson is to identi" the reason "or #uing and then $ake it as eas as
possi#le "or the #uer to $ake the purchase
2% People are not concerned about us or our problems. We all spend a large
proportion o" our ti$e thinking a#out ourselves% 6ost #uers are thinking+ #e"ore
$aking a purchase+ things like:
How will this make me look!
"m # taking a risk!
$ill it make my life easier
The #uing decision is there"ore o"ten #ased on e$otion rather than logic+ so to
#e $ost e""ective we need to "ind out people3s pro#le$s and "eelings #e"ore
atte$pting to sell the$ our products or services
9% People don%t buy Products or Ser&ices. The #u what those products or
services will do "or the$+ or the "eelings the associate with owning the
products or services in 4uestion% 1on3t sell the product% Sell what the product
will do "or the person $aking the purchase%
1
E:
EL)P6ENT E;E'2ISE (% G))1 &N1 .&1 SELLING
Think o" the salespeople ou have #ought "ro$ in the past% We are all #uers at so$e point
and e7perience good+ #ad and indi""erent selling% List "irst o" all+ the things that good
salespeople do and then list the things #ad salespeople do%
Good salespeople:
Bad salespeople:
W-&T 6&KES & S/22ESS5/L S&LESPE'S)N
Success"ul salespeople tend to have certain things in co$$on:
The sell without having to resort to high pressure selling techni4ues
The are "riendl and have a rela7ed selling stle
The put the custo$er at their ease and show a genuine interest in the custo$er3s needs
and pro#le$s # asking 4uestions and listening e""ectivel
The tr not to interrupt when the custo$er is talking
The don3t put pressure on custo$ers+ or "orce the$ to #u products the either don3t
need+ or can3t a""ord
The tr to identi" the #est solutions to custo$er pro#le$s
The are well organised and achieve results
The have a clear set o" goals% The know what the want to achieve and how the are
going to do it
The plan well and are "le7i#le in their approach%
The recognise the need to develop long ter$ relationships with their e7isting custo$ers%
The understand the #uing and selling processes
The are a#le to generate re"errals+ as part o" their sales approach
The $anage their ti$e so that as $uch o" their productive ti$e+ as possi#le+ is spent in
selling situations
The are a#le to identi" prospective custo$ers and #ook appoint$ents with the$%
The are a#le to plan and prepare their sales calls e""ectivel%
The are a#le to identi" their custo$ers needs # the e""ective use o" co$$unication skills
The are a#le to present solutions to their custo$ers needs+ in a pro"essional wa+ dealing
with o#!ections and gaining co$$it$ent to proceed with the sale
The are a#le to carr out their ad$inistrative tasks to a high degree o" 4ualit and
accurac.
Target Existing business
&verage order value )rders re4uired 2onversion rates: <uotations : )rders <uotations to
generate :isits re4uired
Potential business
&verage order value )rders re4uired 2onversion rates: <uotations : )rders <uotations to
generate :isits re4uired Total activit
KE0 &2TI:ITIES 5)' S&LESPE)PLE
In order to #e #etter organised+ we need to identi" the $ain tasks that need to #e carried
out during the working week and prioritise the$% 6an salespeople "all into what is known
as the acti&ity trap% This is where the $easure their e""ectiveness # how hard the work+
rather than # how smart the work
&lso+ we are all pro#a#l guilt o" "ocusing the $a!orit o" our ti$e on activities or tasks
that we en!o+ avoiding+ or "ailing to tackle altogether+ those things that we dislike doing+
or "eel we can3t do well
E7a$ples o" activities that we as salespeople o"ten avoid include: planning and
preparation+ ad$inistration+ asking "or re"errals+ cold calling+ lea"let drops% Even i" we do
tackle these tasks we o"ten do the$ in an unplanned wa which reduces their
e""ectiveness
Success"ul salespeople recognise that to do the !o# well+ the need to carr out a wide
range o" selling and non,selling activities and the "irst step in this process is to #reak down
the sales !o# and prioritise the various tasks that $ake up the !o#
This uses the principle o" opportunity cost+ which sas that we are onl a#le to carr out one
task at a ti$e and that there is a li$ited nu$#er o" hours availa#le to us to carr out our
work
)nce we have identi"ied the range o" tasks availa#le to us we then need to analse the$
in ter$s o" their value to us and the priorit we should #e giving to the$
So+ "or e7a$ple we all recognise the need to keep our records neat and tid and up to
date% -owever+ i" we spend 9 hours per da carring out this activit+ we need to ask the
4uestions* =Is this the $ost e""ective use o" $ ti$e>=+ =&$ I spending too $uch+ or too
little ti$e on this activit>= and =What else could I #e doing that could have a higher
pao"" to $e in ter$s o" $ achieving $ sales results>=
The process that we need to go through+ i" we are going to #eco$e #etter organised+
#egins with looking at the selling !o# again and the a$ount o" ti$e and e""ort we are
putting in to the various aspects o" our !o#
KE0 &2TI:ITIES 5)' S&LESPE)PLE
I" we look at the salesperson3s role+ it is possi#le to #reak this down into ke activities% This
can help the salesperson organise his+ or her ti$e $ore e""ectivel and get the $ost out o"
the working da
Planning
Planning ne7t week3s diar
Producing an annual and $onthl sales plan
Planning the da3s calls
6eeting with $anager to discuss targets and results
Pre,call planning
'esearching potential custo$ers
&nalsing the e7isting client #ank
Prospecting
Teleprospecting e7isting custo$ers
Teleprospecting potential custo$ers
Sending out $ailshots
&sking "or re"errals
:isiting custo$er pre$ises
Local advertising
E7hi#itions
2old calling "ro$ the telephone #ook
2ontacting clu#s and societies
Lea"let drops
Selling
5irst appoint$ent% 5act "inding
5ollow up appoint$ent to present a proposal
5ollow up visit "or decision
Telephone call "or decision
Presentation to groups o" potential custo$ers
22
Corporate Dimension Business anagement Ser!ices "##$
%dministration & 'ther
)""ice ad$inistration Preparing
reports /pdating custo$er
records &ttending $eetings
&ttending training courses
Travelling to appoint$ents Ti$e
spent #etween appoint$ents
2ancelled appoint$ents
Ti$e $anage$ent is a ke issue "or salespeople% Studies have shown that $ost
salespeople spend onl a s$all proportion o" their ti$e in productive selling
situations% -ere is an e7a$ple:
A day in t h e life of a Salesperson
O ther Activ itie s
8%
Sellin g
5%
Sm all
Talk
8%
Lunch
13%
W aitin g in re c e p tion
6%
Ti$e $anage$ent should $ean that the
salesperson spends the $a7i$u$ a$ount o" ti$e
carring out high pao"" activities
TE''IT)'0
PL&NNING
'rganising and managing a sales territory
The purpose o" territor planning is to organise the work o" the salesperson+ $ini$ising
the a$ount o" travelling ti$e to+ "ro$ and #etween sales calls+ thus increasing the a$ount
o" selling ti$e availa#le
Territor planning #eco$es $ore o" an issue where the territor is geographicall large+
however+ even salespeople with relativel co$pact territories can #ene"it "ro$ territor
planning
1epending on the salesperson and the territor+ travelling ti$e can take up to ?@A o" the
availa#le selling ti$e% This+ $ore than an other area+ can i$prove productivit and
hence results
)ne principle is to ensure that all parts o" the territor are covered on a regular #asis
ustom er !nte r r u p tions
8%
ar
Travel
"1%
#om e $lanning
5%
ol% anvassin
g 6%
&nother is that+ wherever possi#le+ the #ulk o" travelling ti$e takes place outside pri$e
selling ti$es
Planning should #e "le7i#le enough to allow "or cancellations and appoint$ents $ade #
custo$ers outside the nor$al plan% -owever+ wherever possi#le appoint$ents should #e
$ade to "it in with the territor plan+ rather than vice,versa
The salesperson should have a list o" potential calls that can #e $ade at relativel short
notice+ so that i" an appoint$ent has to #e $ade outside the nor$al plan+ there are other
potential calls or activities that can #e carried out in the sa$e localit
The a$ount o" ti$e spent in each part o" the territor should re"lect the level o" e7isting
#usiness and the potential "or "uture #usiness develop$ent+ in line with the overall sales
plan
TE''IT)'0 PL&N
"n e(ample of a simple territory plan and how it can be managed
-ere is one e7a$ple o" a territor plan+ where the territor is divided geographicall
and a da o" the week allocated to each su# territor% This gives "le7i#ilit on 5rida to
"ollow up an sales leads that are outstanding+ while ena#ling the salesperson to #ook
alternative appoint$ents in an ad!oining seg$ent+ i" a particular da+ or the 5rida+ is
not suita#le
TE(()T'(* P+%,
So+ "or e7a$ple+ i" a custo$er agrees to a 6onda appoint$ent+ in the top part o" this
seg$ent+ then wishes to re#ook+ there are the alternatives to #ook "or the "ollowing
6onda+ the 5rida+ or possi#l the Tuesda+ when the salesperson $a #e relativel
close #
This also ensures that appoint$ents are "ocused+ initiall+ 6onda to Thursda which+
hope"ull+ does not leave the salesperson co$ing to the end o" the week with a
su#stantial a$ount o" his or her target still to $eet
Prior knowledge o" these will give the salesperson earl indication o" the nu$#er o"
potential custo$ers who need to #e identi"ied and contacted and this will help in the
preparation o" a Prospecting plan
P'EP&'ING 5)' T-E S&LES INTE':IEW
-aving #ooked the appoint$ent to see a potential custo$er it is i$portant "or us to plan
and prepare e""ectivel "or the sales interview+ or sales call+ as we will re"er to it in the
$anual% )ne i$portant aspect o" planning is the setting o" sales call o#!ectives
Sales Call 'b-ecti!es should #e set prior to the call taking place% To #e e""ective our
sales call o#!ectives should #e:
B $easura#le
B challenging
B realistic
B relevant
and is i$portant to have two o#!ectives "or each call
Primary 'b-ecti!e What ou wish to achieve "ro$ the call% This is our $ain o#!ective+
such as+ Cto sell a speci"ic product to the custo$er3%
Secondary 'b-ecti!es These are C#ack,up3 o#!ectives in case ou "ail to $eet our
pri$ar o#!ective% 5or e7a$ple+ Cto gain the custo$er agree$ent to a "ollow,up call+ in
three $onths+ to review their position3+ or Cto update the custo$er on our e7isting product
range3
. having #oth sets o" o#!ectives ou are a#le to #e success"ul even i" our pri$ar
o#!ective is not achieved
.eing well prepared also $eans having a suppl o" the appropriate literature plus an
e4uip$ent or sales aids that ou will re4uire to carr out the call success"ull% &lso+ #e"ore
ou go into the call+ think o" the person ou are a#out to visit% What do ou know a#out
the$> .ased on the in"or$ation ou have+ think a#out things like:
What 4uestions do I need to ask>
What kind o" products is this person $ost likel to need>
What would $otivate this person to #u those products>
What would I #e looking "or "ro$ the sales call+ i" I were the custo$er>
What assu$ptions can I $ake+ #e"ore the call that can #e tested out during the call>
<uestions will tend to "all within the "ollowing categories:
The contact
The organisation
Current supplier
Problems
,eeds
The decision ma.ing process
Competition
/inance
5inall+ think success8 Success"ul people o"ten visualise a positive outco$e #e"ore $aking the
actual call% Think positivel and i$agine oursel" a"ter the call is over+ with a positive result%
0ou will not alwas #e success"ul+ #ut thinking positivel will $ake ou success"ul $ore o"ten%
T-E S&LES INTE':IEW
We will look at the "ace to "ace sales interview and how to esta#lish and keep control o" the
sales process%
&reas we will cover include structuring the sales call+ asking 4uestions and e""ective listening
skills+ identi"ing needs and presenting our products and services%
We will then look at dealing with o#!ections and then look at closing techni4ues and how we
can #eco$e $ore e""ective closers%
ST'/2T/'ING T-E S&LES 2&LL
When selling+ "ace to "ace+ we need to #e in control o" the Sales 2all without do$inating
the interview and $aking the other person "eel out o" control% In order to achieve this we
work to a structure
Structuring the sales call is i$portant #ecause
B it gives us con"idence
B it gives the other side con"idence in us
B it provides a re"erence point should the call $ove awa "ro$ the structure
B it keeps us in control
The structure we will reco$$end is si$ple and can actuall #e used "or an product or
service that is #eing sold% The structure is:
'pen the Call Set the
%genda %s. 0uestions
)denti1y ,eeds Present
the Solution Gain
Commitment
Looking at the structure in $ore detail:
'pen the Call
This should #e kept to a realistic ti$escale% The purpose is to introduce oursel" to our
custo$ers and esta#lish rapport #e"ore $oving into the #usiness part o" the call% &void
#eing too "a$iliar at this stage unless ou know the custo$er well%
Set the %genda
This phase signals to the other side that ou are doing #usiness% The purpose is to put ou
in control and esta#lish how the sales interview will #e structured% It also gains ou the
right to ask 4uestions% &n e7a$ple o" an agenda state$ent could #e:
)hank you for seeing me today *r Smith. "s you know+ # represent ",- .imited.
"t ",-+ we offer a wide range of ser&ices and in order for me to identify whether
any of these might be of benefit to you # need to begin by asking you a few /uestions.
#s that okay
)nce ou have gained the custo$er3s agree$ent ask "or their input # saing so$ething
like:
#s there anything in particular you would like to discuss at today%s meeting
This gives the custo$er con"idence in ou and the opportunit to contri#ute to the
$eeting% It can also identi" speci"ic needs earl on in the call
%s. 0uestions
Selling is a#out identi"ing and then solving pro#le$s% The ne7t stage there"ore is to ask
4uestions in order to identi" and e7plore custo$er pro#le$s
)denti1y ,eeds
The process o" asking 4uestions will clari" the custo$er3s pro#le$s in his or her $ind and
give ou a clear idea on whether a "eature or "eatures o" our product could solve those
pro#le$s and satis" the custo$ers3 needs
Present the Solution
-aving clari"ied the custo$er3s pro#le$s and identi"ied needs+ present the 5eatures+
&dvantages and .ene"its o" our own product in such a wa that the solution $eets the
needs o" the custo$er
Gain Commitment
-aving presented a solution that $eets the custo$er3s needs the ne7t phase is to gain
co$$it$ent+ "ro$ the custo$er+ to go ahead or else "or so$e "uture action that will $ove
ou nearer towards the sale #eing $ade% 0ou $a well $eet with o#!ections at various
stages o" the sales process and techni4ues will #e developed "or dealing with o#!ections
later in the progra$$e
The ne7t stage is to practise using the sales structure and #eco$e "a$iliar with this
approach+ so that it #eco$es second nature%
The structure takes into account that there $a #e $ore than one sales visit $ade #e"ore
the actual sale takes place% &t each stage the salesperson should seek so$e co$$it$ent
"ro$ the custo$er to advance the sale to the ne7t stage in the process%
1E:EL)P6ENT E;E'2ISE ?% &GEN1& SETTING
/sing the e7a$ple on the previous two pages+ write down our agenda state$ent "or two
tpes o" call* new business+ with a custo$er ou have !ust $et and e(isting business+ with a
custo$er ou know well%
'e$e$#er+ the purpose o" the agenda is to gain control o" the $eeting+ agree what is going
to #e discussed and earn ou the right to ask 4uestions%
,E2 B3S),ESS C%++
E4)ST),G C3ST'E(
When ou have written our agenda state$ents+ ou will #e asked to practice their use with
our $anager+ or a colleague% &"ter the e7ercise is over+ give each other "eed#ack on the
e""ectiveness o" our agenda state$ents
3"
</ESTI)NING SKILLS
How to become a more effecti&e communicator
In order to i$prove our sales techni4ues we need to #e aware o" our skills as
co$$unicators% The $ain co$$unication skills we need to develop are:
B &sking <uestions B
E""ective Listening
%s.ing 0uestions
When we are in sales situations we need to develop rapport with the custo$er earl on in
the conversation% Selling can #e a stress"ul occupation #oth "or #uers and sellers% Good
co$$unication reduces the stress
)ur co$$unication skills+ there"ore+ ena#le us to create a positive relationship earl on in
the sales call% The pro#le$ with $ost sales people is that the talk too $uch and don3t
listen to what the custo$er is saing% 6an sales people don3t give the custo$er
opportunities to speak during the sales call% This is o"ten due to nerves or lack o"
con"idence%
)ne ke point a#out co$$unication is that $ost people are unaware o" a lot o" what ou
sa #ut are ver aware o" how ou sa it%
The "irst point to learn in #eco$ing a $ore e""ective co$$unicator is to learn how to
speak and listen e""ectivel%
speak a #it $ore slowl
sound "riendl and positive
give the custo$er a chance to contri#ute to the conversation
listen to what the custo$er sas
put oursel" in the custo$er3s shoes
take our ti$e and rela7
The $ost e""ective wa to #e in control o" a sales call is to ask 4uestions% 6ost people "eel
the wa to control the call is to present in"or$ation% This is not the case% I" ou are
presenting in"or$ation ou should alwas ai$ to "inish on a 4uestion such as: C-ow do ou
"eel a#out that>3 or CIs that what ou were looking "or>3 and so on
35
We need in"or$ation "ro$ custo$ers i" we are going to #e trul e""ective in sales%
In"or$ation co$es in various "or$s:
B 5&2TS
B )PINI)NS &N1 &TTIT/1ES
B I1E&S &N1 S/GGESTI)NS
It is necessar to develop constructive 4uestioning techni4ues that achieve results and
lead to greater success% There are di""erent tpes o" 4uestions that we can use+ so$e o"
which are $ore e""ective than others%
5or
e7a$ple
:
0ffecti&e )pen
4uestions 2losed
4uestions 5ollow,up
4uestions
.ess 0ffecti&e
Leading 4uestions
6ulti 4uestions
/nclear 4uestions
'pen 0uestions
)pen 4uestions are use"ul #ecause the ena#le us to do several things:
Esta#lish rapport
)pen up particular topics
1iscover how custo$ers "eel
)pen 4uestions are those which cannot #e answered with a si$ple es or no+ #ut re4uire
the custo$er to give $ore in"or$ation% The generall #egin with words like Chow3 and
Cwhat3 or Ctell $e3 and have the e""ect o" Copening3 the custo$er up%
0(amples of open /uestions1
D-ow did ou "irst hear a#out us>E DWhat $ade ou decide
to invest in a Personal Pension>E DTell $e+ what is the #est
ti$e "or us to call and see ou>E DWho else would #ene"it
"ro$ #eing at our $eeting>
These open 4uestions #ring out "acts+ opinions and suggestions "ro$ the custo$er% These
are particularl use"ul in sales when custo$ers are unco$$unicative and not ver
"orthco$ing%
Closed 0uestions
2losed 4uestions can #e e4uall use"ul in the sales process #ecause the ena#le us to gain
speci"ic in"or$ation% 2losed 4uestions #ring responses that ar$ us with "acts or speci"ic
esFno opinions%
5or e7a$ple:
D1id ou re$e$#er receiving our literature>E
D-ow old are ou>E
D1o ou still live at 2? London 'oad>E
/ollo56up 0uestions
E""ective listening can involve the use o" "ollow,up 4uestions% The o#!ectives o" asking
"ollow,up 4uestions are as "ollows:
To show interest and encourage the custo$er to keep talking%
To increase the 4ualit and 4uantit o" in"or$ation alread gained%
To con"ir$ understanding o" in"or$ation alread gained%
5or e7a$ple+ # responding with Dreall>E or D%%% and then>E+ ou encourage the custo$er
to continue # activel showing interest in what he+ or she+ is saing%
0(amples of follow2up /uestions
DSo+ ou changed the polic last ear% Wh was that>E D0ou sa
ou weren3t happ with the service% What happened>E D0ou
$entioned e""icienc% -ow i$portant is that to ou>E DWh>E
0uestions to be a!oided
.eading 3uestions1
D0ou do want to see our representative don3t
ou>E DThis is !ust what ou3ve #een looking
"or isn3t it>E
*ulti 3uestions1
DWhat ti$e will #e $ost convenient+ who else will #e there and how can I "ind
London 'oad>E
4nclear 3uestions1
D-ow have things #een since we last $et>E
D1o ou know our I. $aturit date>E
1uring the sales process we ask 4uestions and listen in order to identi" needs% &
co$$on "ault a$ong salespeople is to ask a 4uestion+ listen to the custo$er3s repl
and then sell a #ene"it
5or e(ample1
Salesperson: D-ow i$portant is our long,ter$ "inancial securit>E
Customer: D<uite i$portant% I don3t currentl have a co$pan pension or
an li"e assurance policies%E
Salesperson: DNo pro#le$% We can o""er %%%%E
and the salesperson launches into a presentation%
It is $ore e""ective to spend ti$e analsing the custo$er3s pro#le$ in $ore depth so
it #eco$es $ore speci"ic and $ore i$$ediate% This is where "ollow,up 4uestions are
$ost i$portant:
5or e(ample1
D-ow do ou "eel a#out not having a pension>E
D-ow will that e""ect ou in 2@ ears ti$e>E
DWhat pro#le$s will this cause ou>E
D-ow will it a""ect other $e$#ers o" the "a$il>E
These 4uestions clari" the pro#le$ in the $ind o" the custo$er and increase the
likelihood o" the sale taking place%
E55E2TI:E LISTENING SKILLS
" guide to more effecti&e listening
Listening can #e di""icult in "ace to "ace situations% There are a nu$#er o" #arriers to
e""ective listening o" which we need to #e aware%
B Listener has pre,conceived ideas%
B Listener thinks heFshe knows $ore than the speaker%
B Listener is thinking a#out so$ething else%
B Listener is tired or unco$"orta#le%
B Listener is a"raid o" the speaker Gor envious+ pre!udiced+ or !ust not interestedH%
B Listener is an7ious to input hisFher own ideas%
B The person speaking has a co$$unication pro#le$+ $u$#ling+ using !argon+ has
a heav accent%
B There is e7ternal noise or interruptions%
The techni4ues we can use to i$prove our listening skills in sales are ver#al and non
ver#al%
7erbal
:er#al techni4ues that i$prove our listening skills and help us gain a #etter understanding
o" what is #eing said include:
B 2lari"ing B
2on"ir$ing
Clari1ying
In order to increase our understanding o" what is #eing said+ we need to $ake it clear #
asking "or $ore details%
D0ou sa that evenings are a di""icult ti$e "or ou% What ti$es in particular are
inconvenient>E
"1
D0ou $entioned so$e pro#le$s ou had last ear% 2an I ask what the were>E
D0ou haven3t ti$e to see anone at the $o$ent% When would #e a convenient ti$e "or
so$eone to call>E
Con1irming
Instead o" asking 4uestions to clari" what is #eing said we can state our understanding and
check it with the custo$er3s # asking "or con"ir$ation%
DThe person ou spoke to #e"ore said ou needed to review our sste$% Is that
correct>E
D0ou are saing at present ou "eel ou have no "urther re4uire$ent% Is that the case>E
DSo+ ou would pre"er so$eone to call in the a"ternoon% Is 2 o3clock convenient>E
,on67erbal
Non,ver#al techni4ues that encourage rapport and give 3signals3 to the speaker include:
B S$iling war$l
B Nodding the head
B 6aking regular ee contact
B Sitting still in a rela7ed position
B 2hanging "acial e7pression in line with what is #eing said
B 6aking notes
&ll o" these can #e used to good e""ect+ however+ "or o#vious reasons+ these should not #e
taken to e7tre$es%
These techni4ues de$onstrate ou are paing attention and value what the custo$er has to
sa% &ll e""ective listening techni4ues need to #e practised% With practice+ ou can #eco$e
a #etter listener and there"ore+ a $ore co$petent sales person%
"2
LISTENING SKILLS
Tr this e7ercise to help i$prove our listening skills% Sit down with a colleague and #egin
one at a ti$e+ # telling each other how ou arrived at work this $orning%
The person who is listening should do so in 9 was:
(% /sing no ver#al or non,ver#al techni4ues%
2% /sing non,ver#al techni4ues onl%
9% /sing ver#al and non,ver#al techni4ues%
This will de$onstrate the i$portance o" developing #oth ver#al and non,ver#al
techni4ues and how the can i$prove rapport with our custo$er%
Write down how ou "elt at each
stage: Stage 1 1 6o )echni/ues
Stage 2 1 6on27erbal 'nly
Stage 3 1 7erbal and 6on27erbal
5E&T/'ES &1:&NT&GES &N1
.ENE5ITS
Write a #rie" 9 $inute description o" our co$pan% /se 5eatures &dvantages and
.ene"its as i" ou were descri#ing the co$pan to a "riend or potential custo$er%
Present this to our $anager once it is co$plete%1E&LING WIT-
).IE2TI)NS
8ealing with ob9ections in a positi&e way
1uring the sales process $ost people will raise o#!ections% )#!ections are raised "or $an
reasons%
the want to get rid o" ou
the are not convinced
the "eel pressurised
the are not convinced a#out our clai$s
the haven3t et $ade up their $ind
the have $isunderstood so$ething
There are di""erent e$otions that co$e into pla when a custo$er raises an o#!ection
depending on what the o#!ection is and how it is raised% We can "eel:
B "rustrated
B angr
B con"used
B irritated
B worried
B "rightened
and this can lead to us losing control
6ost people when "aced with an o#!ection tend to react # $aking a state$ent that
o"ten+ proves the custo$er wrong% This is a #ad tactic since none o" us like to #e
wrong and all o" us hate to #e pro&ed wrong% This $ethod+ there"ore+ o" responding to
an o#!ection with a state$ent o" "act is unwise since it puts the custo$er in the wrong
"ra$e o" $ind
'ather than attacking our custo$er3s #elie"s or opinions we should tr to get the$ on
our side% The golden rule should #e* 5hate!er the ob-ection is you should ne!er
openly contradict a customer% It $a #e that the custo$er has $isunderstood
so$ething ou have said previousl or $a#e he "eels it is his or her dut to 4uestion
so$e o" our clai$s a#out our product or service in order to test their validit
Whatever the o#!ection and whatever the circu$stances the least power"ul wa to
answer a sales o#!ection is with a state$ent o" "act%
There are several #asic ground rules that can #e used to answer an sales o#!ection% These
are:
(% Listen to the o#!ection%
2% 2heck that ou have understood the o#!ection%
9% &nswer the o#!ection%
J% &dvance the sale%
8. +isten to the ob-ection
'esist the te$ptation o" interrupting the custo$er% 0ou $a have heard the o#!ection
a hundred ti$es #e"ore #ut not "ro$ this particular custo$er% It $a also #e that the
custo$er has $ore than one o#!ection+ or that this particular o#!ection is slightl
di""erent than the ones ou usuall hear% . listening ou show the custo$er ou are
interested in his or her pro#le$s and enhance our own pro"essionalis$% It also gives
ou ti$e to think o" a wa o" answering the o#!ection%
". Chec. that you ha!e understood the ob-ection
It is ver eas in the heat o" the $o$ent to $ishear what our custo$er has said and
#egin to answer the wrong o#!ection% It could also #e that when ou test our
understanding o" the o#!ection ou "ind that our custo$er has an o#!ection that is
"airl trivial and can #e handled with ease%
0ou could sa so$ething like:
So if # understand you correctly *r Smith what you are saying is ... #s that correct!
9. %ns5er the ob-ection
)nce ou "ull understand the nature o" the o#!ection then it can #e answered in
di""erent was depending on whether it is
B a misunderstanding # the custo$er
B disbelief over clai$s ou are $aking
B a product disad&antage
isunderstanding
Where the o#!ection is #ased on a $isunderstanding o" so$ething ou have said then ou
$ust:
B take responsi#ilit "or the $isunderstanding B
give in"or$ation to clari" the true position B gain
agree$ent to proceed
5or e7a$ple the custo$er sas:
# don%t wish to see anyone from your company as # am working full2time and can%t afford to
take time off work during the day.!
The custo$er has clearl $isunderstood the "act that so$eone will #e availa#le to call in the
evening% In cases o" $isunderstanding+
B accept responsi#ilit "or the $isunderstanding even i" it isn3t our "ault B
put the custo$er right B advance the sale
# ob&iously ha&en%t made myself clear *r Smith. # will be pleased to call at any time in the
e&ening to suit yourself. # will actually be in your area on )hursday. $ould :.3; be
con&enient or would you prefer a slightly earlier time!
Disbelie1
This occurs where ou have $ade a state$ent and the custo$er does not #elieve ou+
or at least dou#ts so$e o" the clai$s ou have $ade% )ne $ethod o" handling this
kind o" o#!ection in a non,threatening wa is to use the :1eel; 1elt; 1ound: $ethod:
5or e7a$ple:
# don%t think it will be worth my time seeing you.!
# understand how you feel *rs "hmed. 'ther people ha&e felt e(actly the same as
you and were uncertain at first how a &isit could benefit them. $hat they found was
that 2; minutes time in&ested in looking at their financial re/uirements was &ery
beneficial and ga&e them much greater confidence for the future.!
Product Disad!antage
This occurs where there is a "eature o" our product or service that is genuinel less
advantageous than a "eature o" a co$petitor3s product or service% 5or e7a$ple+ the
custo$er could sa: DWe use a local co$pan with an o""ice in the high street%E There
is a disadvantage here #ecause ou don3t have a si$ilar o""ice in this location% This is a
genuine disadvantage%
We overco$e this # stating the advantages o" dealing with our co$pan+ in the
hope that the advantages will outweigh an disadvantages% This is o"ten called the
3.alance Sheet 6ethod3% To do this success"ull ou need to #e aware o" our $ain
selling points as a co$pan and what service ou can provide that is not provided #
others
1E&LING WIT- ).IE2TI)NS
Working with our $anager+ or a colleague+ think o" the si7 $ost co$$on o#!ections
our custo$ers will raise% List these on the worksheet provided and our was o"
overco$ing the$+ using the techni4ues we have discussed%
T<E = 'ST C'', 'B>ECT)',S
'b9ection $hat you should say1
(%
2%
9%
J%
?%
K%
2L)SING T-E S&LE
Putting the closing stages into perspecti&e
2losing the sale is not a skill that can #e learned in isolation "ro$ the rest o" the sales
process% 2losing is one ele$ent in a chain o" events that #egins with the sales person
planning and preparing "or the call e""ectivel% 1uring the sales interview various stages
occur and di""erent Cla#els3 can #e attached to each stage%
What actuall happens during the sales process is that the salesperson
B 'pens the sales interview and sets an agenda%
B %s.s ?uestions that help identi" the #uers3 needs%
B Presents the 1eatures and bene1its o" products that satis" those needs%
B '!ercomes an ob-ections the #uer $ight raise%
B Closes the sale # gaining the agreement o" the #uer to $ake the purchase%
This is a ver si$pli"ied su$$ar o" a co$ple7 process that re4uires a high degree o" skill
on the part o" the salesperson%
The $ost i$portant Principles there"ore when looking at 2lose the Sale are:,
8. Closing the Sale is an integral part o1 the sales process
This $eans that closing techni4ues in the$selves are not enough to ensure success+ i"
the other parts o" the sales process have #een neglected% .e"ore a #uer will place an
order with ou+ he or she will have to see a need "or our product and #e convinced
that our particular product represents the #est solution to the pro#le$ represented #
that need% That is+ the cost is reasona#le+ the have con"idence in our a#ilit to
deliver our pro$ises and so on%
". ,o salesperson e!er closed e!ery sale
Everone who has ever sold pro"essionall has had to get used to living with re!ection%
& good salesperson will alwas #e re!ected $ore ti$es than he or she is success"ul% In
"act i" this is not the case the salesperson pro#a#l isn3t tring hard enough% The secret
is to Clearn to live with re!ection3% Ever ti$e ou "ail+ ou $ove closer to the ti$e ou
will succeed%
58
9. Selling is a @numbers game:
Given a C#asic3 level o" skill in sales techni4ues+ the a$ount ou sell is directl related
to the nu$#er o" calls ou $ake% The $ore custo$ers ou see+ there"ore+ the $ore
#usiness ou will close%
A. Certain .ey ratios apply to your sales acti!ity
. $easuring our sales per"or$ance over a period o" ti$e ou will understand $ore
"ull the ke ratios that appl to our #usiness%
E7a$ples o" these could #e:
(% &ppoint$ents #ooked to Nu$#er o" Telephone calls $ade%
2% Nu$#er o" success"ull Cclosed3 calls to Nu$#er o" Ccold3 calls $ade%
9% Nu$#er o" success"ull Cclosed3 calls to Nu$#er o" Cen4uir3 calls $ade%
J% Nu$#er o" success"ull Cclosed3 calls to Nu$#er o" presentations $ade etc%
In sales+ these ratios var depending on the industr+ the products and how the
products are sold% The ke learning point here is that these ratios will tend not to
change $uch over ti$e and can #e used in planning individual activit in order to
exceed sales targets%
&lso # #eing aware o" the relative success o" di""erent kinds o" calls ou will #e a#le to
plan our activit $ore e""ectivel # spending the $a7i$u$ a$ount o" ti$e on our
potentiall $ost productive sales activities%
The right time to close is 5hen the customer is ready to buy
2losing tends to happen towards the end o" the sales call #ut don3t assu$e this will
alwas #e the case% I" the custo$er wants to #u two $inutes into our sales
presentation then ou should get co$$it$ent straight awa% There $a #e $ore
in"or$ation ou need to give+ however+ having gained co$$it$ent the custo$er will
#e $ore rela7ed and less likel to raise o#!ections at a later stage%
+oo. 1or more than one opportunity to close the sale
There will #e several occasions during the sale when the custo$er is read to #u%
There will also #e $ore than one opportunit "or ou to close the sale%
Iust #ecause the custo$er sas Cno3 now+ it doesn3t $ean it won3t #e Ces3 in ten
$inutes3 ti$e% CNo3 can $ean various things:
B Not on the ter$s ou descri#e
B Not at the $o$ent
B Not in our ti$escale
B Not at that price
B 2onvince $e "urther
B I3$ getting interested #ut I need $ore in"or$ation
B. Buyer resistance is natural and should be expected
1uring the sales process the #uer is under as $uch pressure as the salesperson% The
#uer is o"ten thinking a#out the conse4uences o" agreeing to our proposal% The
#uer $a #e thinking:
B D1oes this represent value "or $one>E
B DWhat will $ wi"e think>E
B D&re the as relia#le as she sas the are>E
B D-e sas the can achieve signi"icant growth% Is that true>E
B DIs her product #etter than her co$petitor>E
B D2an I a""ord the $onthl pa$ents>E
)"ten when the #uer hesitates during the closing stages he or she is seeking
reassurance "ro$ the salesperson in a consultative+ non threatening wa+ that the
decision that is a#out to #e $ade+ is a good decision%
C. Buyers seldom as. you 1or the order
6ost #uers rel on the salesperson to $ake the #uing process eas "or the$%
-owever+ the rarel ask "or the order outright so the $ost e""ective and $ost o#vious
closing techni4ue+ having gone through the several stages o" the call+ is to ask the
#uer i" he or she wishes to place an order% . this stage+ i" ou have carried out the
other stages o" the call+ it is likel the custo$er will #e read to #u+ #ut $ore
i$portantl+ ou have earned the right to ask "or the order% It is a "act+ however+ that
around L@A o" sales calls end with the salesperson "ailing to ask "or the order% This is
due to the salesperson3s "ear o" re!ection% We will look ne7t at was o" overco$ing this
pro#le$%
NINE 2L)SING TE2-NI</ES
The purpose o" this section is to look at nine was o" closing the sale% &n e7a$ples
that are given will #e general% Write down+ "or the closing techni4ues indicated+
e7a$ples in our own words:
8. %s. 1or the order
It has #een esti$ated that DL out o" ever (@ presentations end 5ithout the salesperson
asking "or the orderE% )" the 9 sales$en that do ask "or the order+ 2 give up a"ter the second
re"usal%
-aving presented to our custo$er in a pro"essional wa ou have the right to ask "or the
order and the custo$er e7pects ou to do so% This techni4ue alone will i$prove our sales
results and give ou $ore con"idence in the selling situation%
". The %ssumpti!e Close
. assu$ing that the order is #eing placed ou can re$ove the responsi#ilit "or decision,
$aking awa "ro$ the #uer% This uses the #uer3s natural inertia%
The assu$ptive close uses words like Cwill3 and Cwhen3
e%g% DThis will solve a lot o" pro#le$s when it is installed%E
DWhen will #e the #est ti$e to deliver>E DWill J units #e
su""icient to $eet our re4uire$ents>E
9. The %lternati!e Close
This close gives the #uer the choice #etween 2 alternatives #oth o" which have #een chosen
# oursel"
e%g% D1o ou re4uire deliver Tuesda or will ne7t week #e $ore convenient>E
DWill ou take the option o" allo wheels or do ou pre"er central locking>E
DWould ou pre"er the green or the red>E
A. Closing on a small issue
)"ten the #uer "inds it easier to $ake s$all decisions than large ones% -owever+ having
$ade the s$aller decision the larger one #eco$es easier to $ake% 2hoose a $inor "eature o"
our product and gain agree$ent "ro$ the #uer on that "eature%
e%g% E1eliver can #e $ade on a weekl #asis% 1oes that $eet our re4uire$ents>E
DWe can arrange "or the colours to $atch our co$pan logo% Would that #e what ou
are looking "or>E
DI" storage is a pro#le$ we can arrange "or a split deliver at no e7tra cost% -ow does
that sound>E
D. The Pressure Close
This ena#les ou to put pressure on the #uer in ter$s o" special o""ers or induce$ents that
are availa#le or penalties "or not placing the order%
e%g% DThis price is onl availa#le up until the end o" the $onth%E
DI" ou order the s$aller 4uantit the higher price will appl%E
DWe are giving a "ree carphone with orders o" ?@@ units and a#ove% This o""er ends
to$orrow%E
=. Con!erting on 'b-ections
&n o#!ection can #e a ver strong #uing signal% I" the #uer raises an o#!ection and it is the
onl o#!ection that is preventing the order "ro$ #eing placed ou can use this to gain
co$$it$ent to #u%
e%g% D0ou have said 6r .uer that ou are interested in our products #ut the discount ter$s
that we o""er are unaccepta#le% Is this the onl o#!ection ou have> I" we are a#le to
work out a co$pro$ise would ou #e willing to place the order toda>E
B. The ,egotiated Close
Standard negotiating techni4ues are ver use"ul at the closing stages o" the sales process% DI" I
do this+ ou do thatE or Da resort to higher authoritE can close the sale e""ectivel%
e%g% DI" I can reduce $ price # (? per unit will ou agree to place the order toda>E
DI" I can agree our deliver ter$s can we agree toda on a long ter$ co$$it$ent "or
ou to use us as our $ain supplier>E
DI will ring $ #oss now% I" he agrees to reduce the price # (@A do we have a deal>E
C. The Trial Close
1uring our presentation the #uer $a $ake a re$ark that suggests a decision to #u $a
have #een $ade% In these situations
listen to what the #uer sas
su$$arise what has #een said
ask "or the orderFclose the sale
Note+ this can happen at an stage o" the sale process% .e "le7i#le and test "or co$$it$ent to
#u%
$. The Balance Sheet ethod
)ne closing techni4ue that can #e used is to list all the points in "avour o" our product and
all the points against on a sheet o" paper%
This can #e repeated "or the other products #eing considered # the #uer and can in"luence
the decision o" where the C#alance o" power3 lies% I" our product is the stronger o" the
alternatives availa#le to the #uer this $ethod can help the "inal decision #e $ade in our
"avour%
2L)SING TE2-NI</ES
Working on our own+ or with a colleague+ write down our K "avourite closing 4uestions+ or
techni4ues% 'ank these in order o" e""ectiveness and ease o" use%
8.
".
9.
A.
D.
=.