Basics of effective Selling

TIP 7 & TIP 8

TIP #7: PRESENT THE MESSAGE

At this stage in your sales call you have successfully
moved through the crucial first few minutes of the
conversation, the customer has shown interest in your
product, and you have established rapport. Now you
are ready to dive into the core content of your sales
presentation. You need to be prepared to:

Use a sales vocabulary.
Deal with objections.
Address implementation requirements.
Focus on win/win results.

Use a Sales Vocabulary

Jargon is the term used to describe words and phrases that are
particular to an industry. Every sector of business has its own
unpublished dictionary for the enterprise; it includes special service
terminology and words that are used to describe industry processes,
materials, and people. If you are a salesperson in a particular
industry, it is important that you use the terms and vocabulary
specific to that industry. When you do, it establishes your credibility
and increases your rapport with your customers.

Be careful not to overuse
jargon, and be particularly
cautious with international
clients. Stay away from clichés
and trite sayings. Use clean,
clear, standard English (or
other language) with correct
grammar. Be careful of your
humor and use of slang, as
well. Consider the language
skills of your potential
customers, and make sure that
you are using an appropriate
vocabulary

Deal with Objections

Most of us do not like dealing with objections. There’s a negative
connotation to them that some people take personally and have difficulty
accepting. A true sales professional sees them for what they really are—
opportunities to make certain the customer is fully aware of added
features. In a sense, the customer is saying, “I like it, but help me like it
more.” You will feel more comfortable if you develop some specific skills in
handling objections.

When you end the sales call, write down all the objections that were
brought up your client. If you were unable to deal with them positively in
the call, follow up quickly with a response. Review the objection list to
improve your presentation so you will be better prepared to respond the
next time. Also give a copy of your objection list to other departments in
your organization; you never know what ideas on improvements or
corrections may come from customers’ objections.

Objections

Throw an open question and ask,
“What are the significant features of objection”.
“What are the techniques for handling objections?”

Objections are opportunities

Objections, no’s, and negative responses will give you hints on how you
can improve your product, what your competition is doing, where your
product fits in the marketplace, and some ideas about the use of your
product or service you might have never even considered.

Objections are problems to be solved

Be prepared to answer potential objections with good reasons why your
product does or does not have a particular feature. Know your
competitor’s price and products so you can give expert responses about
comparisons and differences.

Objections show that the customer is interested

When the customer voices an objection, it means they want to be “sold”
and they want to learn more about a specific point of interest. This is an
opportunity to meet your customer’s needs.

Techniques for Handling Objections

Part of dealing with objections is as simple as giving the product more value by
making obvious the value that already exists. Here are some specific techniques
to consider

Anticipate the objections: You may even want to bring up the
objection yourself, such as (for a small product) “Isn’t it amazing that so
much nutrition and flavor can be packed into such an economical size!”
• Rephrase the objection as a question: If the customer says, “This
candy bar is too small,” respond by saying “Don’t you think a candy bar
that size would fit nicely in your backpack?”
• Postpone the objection (tell your customer you will be addressing that
issue shortly.) “We decided on that size of candy bar for some very good
reasons that I will give in just a few minutes.”
• Ask questions about the objection: “What would be the best size for
a candy bar?”
• Boomerang the objection: (Agree with the objection and use a trial
closing technique.) ” I know that the candy bar is small, so would you like
to buy two?”
• Pass up the objection: (If it comes up again you know it is serious and
you should not pass it up a second time)
• Deny the objection tactfully: “Our candy bar is the same size as the
other less tasty bars on the market.”
• Compensate for the objection: ” I know it is smaller than most candy
bars, but the price is smaller too!”

Address Implementation Requirements

Almost all products and services have some form of implementation
issues. Implementation may include distribution, set-up, installation,
scheduling, special orders, training and demonstrations, technical
support, and/or product modifications. Any of these issues may be
temporary roadblocks to getting the order. On the other hand, if
they are handled correctly, they can also encourage the buyer to
order.

If the demand for your product is urgent, you will need to include
this discussion in your negotiation process. Usually early delivery
means added costs to the buyer and should be part of the price
consideration. Make sure you consider any added burden either to
you or the buyer and incorporate that into the price

Overlooking this important aspect may cost you thousands of rupees
and could quickly devour any profit you were expecting.

Focus on Win/Win Results

In every exchange someone gets something of value for giving
something of value. The goal is to achieve a balance in the exchange;
this way everyone wins. The way to achieve this balanced outcome is
to focus on win/win at the beginning of the sales call, not just during
the close. Know your options and what you can offer to equalize this
value exchange. Ask your customer, to match the value of what you
offer with whatever options he or she can (most likely money.)
As this process proceeds, if you keep in mind a balanced win/win
goal, you will naturally achieve it. When you achieve win/win
outcomes, you will get repeat customers who have positive
expectations about how you will do business. If your customer feels
he or she had to give too much, your repeat and word-of-mouth sales
will not increase. If you gave too much of value to the sale you will
either go out of business, your customer will expect too much in the
future, or you will feel unmotivated to sell to that customer again.

TIP #8: CLOSE THE SALE

One of the areas in the sales process that is most
overlooked is ironically, one of the most important: asking
for the sale. Closing the sale moves the presentation and
informational portion of the sales call to the final
outcome. It is your responsibility to close the sale. Begin
with a story given on the next page.

Determine the customer’s timing.
Negotiate—clarify the customer’s interest.
Exercise price patience.
Take decisive action

Closing: This is the story on closing the sale

There was a salesperson who used to take all the trouble and make
wonderful presentations on his products. However he just did not have the
courage to ask for the order. He went from door to door making this
wonderful product presentation and waited for the prospect to ask about the
product, which of course never happened. As a result the salesperson began
to get frustrated and felt that there was no business in that particular area.
However Minutes later after he finished with his presentation another
salesperson from the competitor company would go to the same people and
ask for the order. He ended up becoming rich because he had the courage to
ask for the order. He got to know that the first salesperson was about to leave
town and decided to meet him. He invited him for dinner and told him that he
would really miss him and that his business would actually fall if he left town.
The first salesman was surprised and realized that one has to Always Ask for
the Order.

Derive the learnings from the story

An alert salesperson should always be aware of the clues given by the
prospect.
Then thank the customer for the sale.
Follow the or AAFTO – Always Ask for the Order

Determine the Customer’s Timing

Just like the detective looks for clues in
order to solve a mystery, the salesperson
must look for clues that the sale is
moving toward a close. These timing
clues will give you the go ahead to make
a trial closing.
Now is the time to try a trial closing. The trial closing asks for an opinion.
It is very different from the final closing that asks for the order. The trial
closing gives you an opportunity to learn more about what your customer
wants, likes, and dislikes about your product. It usually is an open-ended
question, such as “How many cases of these candy bars would be enough
for your running team?”
Open- Ended Questions
-Are used for getting more information
-They begin with who, what, when, where and why & how
Close- Ended Questions
-Are used when your require a yes or no answer
-This could begin with do you, will you, are you, can you?
As soon as your customer responds with: “Ten cases would be enough for
the event.” You move in with your final close, “Okay, here’s the order for
ten cases for you to sign. When would you like delivery?”

Trial Closing

Here are some examples of trial closing questions.
1. Do you see a need for easily portable, high-energy candy bars in your
industry?
2. Do you feel your clients have a need for high-energy candy bars?
3. Do you feel that if you offered a high-energy candy bar in a no-melt
wrapper, that athletes would buy them?
4. Do you think that adding such a high-quality product to the line of
products you already offer would improve your sales?
5. Do you see that if you had a high-quality candy bar that did not melt in

Negotiate-Clarify the Customer’s Interests

The departure point for a win/win solution is to remember that not all
of the customer’s needs have to be met. All customers have a wish list of
what they want. Wishes fall under two categories: nice to have and must
have. You need to clarify which needs are which

Obviously the customer demands the must
haves. Those are the givens, the nonnegotiable
from the customer’s perspective.
This leaves the customer’s nice to have list to
provide the give-and-take factors. These will
form the basis for any negotiating points

In the course of the discussion you may find that it will help you close the
sale if you are willing to make certain concessions. You need to think these
through in advance and keep in mind some important guidelines.

Rules for Negotiating

“What are the various Rules for Negotiating?”

Here are a few rules to keep in mind when you are negotiating

Listen, listen, listen—and then listen some more. It’s the only way you’ll
really know the customer’s nice to haves and the must haves.
2. Never give something for nothing. An item you consider a “give away”
may be important to the other party. When you give something away for
nothing you have done two things: you have diminished the value of the
give away and you have lost some of your negotiating strength.
3. Never make assumptions about what the other person wants or needs. It
is possible to go way off track by assuming that something has value to
the customer when it really doesn’t.
4. It is more important to ask questions than make statements. You know
what your own negotiating points are, but you won’t know what the
customer values unless you ask questions. Then you can put it all
together to create an effective negotiating position

Guidelines for Concessions

Concessions, once given, are difficult to take back, and you need to follow
important rules for determining what, when, and how to give them:
1. Get guidance and permission from your manager on any potential
concessions before you make the sales call. Find out which are approved
and which are out of the question. And then don’t do it just because you
can. Concessions are a last resort.
2. Don’t even consider giving concessions until you’ve negotiated the point
and found out that the customer really sees value in the concession at
issue.
Be sure you’re comfortable with the concession before you offer it. Make sure
that you can live with the terms and any potential consequences

Exercise Price Patience

There are several kinds of questions or objections a customer may
ask or raise that immediately tell you an issue about price has
surfaced. Timing is important when talking price. The right time to
discuss price is when you see that your customer is thinking that
the value is greater than the cost. Cost is more than money; it is
also time, risk, service, delivery, and other factors.
Three axioms to remember about price are:
It is extremely difficult to go up on price once you’ve
made a price concession.
The higher the price, the more patience it takes to
make the sale.
Price should be the last concession you make.
Price concessions should only be made when you are positive that
an order is being given to you

Take Decisive Action

It is now time to take decisive action by resolving any unfulfilled
needs and asking for the order. It is amazing how many people in
sales fail to finish the job! They make a successful presentation, then
sit back and wait for the customer to step up and say he wants to
buy. They leave without an order because they simply forgot to ask
for it. Don’t you do the same! Don’t hesitate, don’t pause, just ask for
the order. After you’ve asked for the order, remain silent. Give the
customer a chance to respond.
Once you get the order, clarify the agreements and the delivery. Your
company should already have a form for you to fill out or check off to
make sure that you have all the bases covered. If not, you can use
the Customer Order Checklist Tool.
Don’t forget to make sure you have your order in writing. This
protects both you and your customer. Once you have the order,
leave.

Take Decisive Action

A good technique for all closings is to ask questions when you feel confident
the reply will be positive. This “conditions” the customer to saying “Yes” to
you.
You can position your questions by making a positive statement, then turning
it into a question. ” Our candy bar is in a no-melt wrapper. Wouldn’t that be
great for your long distance runners and hiking groups?”
Another way to take decisive action is to steer the conversation to a topic of
your choice. When your customer tells you he doesn’t want to spend as much
as your product costs, ask, “What would you like to spend?”’

Remain Silent

Very few people can remain silent; there is a natural urge to fill the sound
vacuum, but you must wait and let the customer speak first. The customer
will have a tendency to fill the vacuum by placing the order.

 

 

 

 

 





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