Sales Force Activities

Part II

SALES FORCE ACTIVITIES Chapter 5:

Customer Interaction Management

Improvi ng Your Cha nce s of Suc ces s 1. Build awareness 2. Get on the short list 3. Demonstrate how your proposal meets company needs 4. Directly address decision maker’s personal needs 5. Be prepared for “buyer remorse”

Personal

Sel ling

The Selling Process PREINTERACTION Skills:  





Setting Objectives Knowledge Management Information Gathering Rehearsal

INTERACTION Skills:    

Relating Need discovery Advocating Closing

POSTINTERACTION Skills:   



Supporting Implementing Dealing with dissatisfaction Enhancing the relationship

Cus tomer Interacti on Pre-Call Planning 

What do I want to accomplish?



What do I know about the prospect?



Where can I find the information?



What am I going to say?

Customer Interaction What is the size of the business? What product lines do they sell and what markets do they serve? Where, how, when, why, and by whom will the products be used? Who are the prominent executives and other key personnel? Who are their competitors and on what basis do they compete? Do they have any previous experience with our company? What are the prospects for future sales volume and what is the upside potential? Figure 5-2: Some Important Pre-transactional Information

Cus tomer Interacti on Anticipate Buyer Questions 2. What are you selling? 3. Why do I need it? 4. Who is your company? 5. How much will it cost? 6. Who else is using it? Are they satisfied? 7. What kind of person are you? 8. How does your solution compare to alternatives? 9. Is price competitive? 10. Why do I need it now? 11. Your record for support & service?

Customer Interaction Pharmaceutical Reps Run the Gauntlet If 100 sales reps call on a physician…

100

85

57

20

8 8 reps speak to physician and are remembered

…15 depart office before reaching receptionist’s desk  Other reps waiting 

Restricted access signs

…28 drop off samples at receptionist’ s desk 

Physician unavailabl e

…37 drop off samples at samples closet 

Physician unavailable



Harried physician

…12 speak to physician but are not remembered later  Poor communicati on 

Harried physician



Message not memorable

Customer Interaction 

Successful Salespeople





Research prospect background

Less Successful Salespeople



Do little background research



Use company generated prospect lists



Open with a product statement



Use standard presentations



Focus on product benefits



Close by focusing on the most important customer objection



 

 

Use referrals for prospecting Open by asking questions Use needs-satisfaction type presentation Focus on customer needs Let prospect make purchase decision

Figure 5-3: Successful Versus Less Successful Salespeople

Cus tomer Interacti on Means of Reducing Relationship Anxiety PROPRIETY

Show buyer respect; dress appropriately

COMPETENCE

Know your product/service; third-party references

COMMONALITY Common interests, views, acquaintances INTENT

Reveal purpose of call, process, and payoff to the buyer

Cus tomer Interacti on Task Motives PRODUCTIVITY

MONEY

More Output or Quality

Less Cost

Less Effort

More Profit

Cus tomer Interacti on Personal Motives Respect

Power

Approval

Recognition

Cus tomer Interacti on Needs Discovery: Types of Questions 3.

Permission

Close-ended

4.

Fact-finding

Factual information

5.

Feeling finding

Open-ended questions

6.

Checking questions

Confirm understanding

Customer Interaction TRANSACTIONAL RELATIONSHIPS

CONSULTATIVE AND ENTERPRISE RELATIONSHIPS

Practices:

Practices:



Focuses on closing sales



Focuses on customer’s bottom line



Limited call planning investment



Considers call planning a top priority



Spends most contact time telling account about products



Spends most contact time attempting to build a problem-solving environment

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Conducts “product-specific” needs assessment



Conducts discovery in the full scope of the account’s operations

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“Lone wolf” approach to the account

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Team approach to the account

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Proposals and presentations based on pricing and product features



Proposals and presentations based on profit-impact and on strategic benefits.



Sales follow-up is short-term, focused on product delivery



Sales follow-up is long-term, focused on long-term relationship enhancement

Figure 5-6: Key Differences in Practices Between Relationships

Cus tomer Interacti on Sales Proposals – General Format 

Problem Analysis



Solution



Product Specifications



Cost-benefit Analysis



Contract

Cus tomer Interacti on Handling Concerns Listen

to the buyers feelings

Share

concerns without judgment

Clarify

real issue with questions

Problem-solve

present options and solutions

Ask for ACTION

to determine commitmen

Cus tomer Interacti on Pseudo-Concerns “I’ll have to talk it over with Frank.” “I’ll get back to you.” “I’m too busy right now.” “Our budget is tight this year.” “We have no room to store it.”

Cust omer Interacti on Closing Techniques

IMPORTANCE BY PRODUCT Selling Technique

Industrial Consumer Ask for the order in a straightforward manner

1

1

Summary

 Summarize the benefits already covered in the presentation

2

2

Single Objection

 Asks for the order if last obstacle is overcome

3

4

Assumption

 Assume readiness to buy and focus on the transaction details

4

2

Choice

 Focus on version to be ordered

5

5

Direct



Customer Interaction 31%

Most Profitable Return Top 3 Rankings for Growth

63%

87%

Rated Very Important to Growth

11% 32% 62%

3%

8%

16%

22%

26%

34%

59%

58%

49%

Quality of Product Information Advertising service to improvement technology and sales customers s or promotion extensions Figure 5-7 : The Role of Customer Service

Development of entirely new product lines

Customer Interaction Sales Support

Support the Buying Decision

Manage Deal the with implementatio dissatisfaction n

Enhance the Relationship

Figure 5-8: Servicing the Sale: The Four Pillars of Sales Support

Cus tomer Interacti on Pillars of Sales Support Support Buying Decision

 Reduce buyer anxiety  Make a follow-up call  Ask for feedback

 Assist w/ approval process Manage the Implementation  Introduce support resources  Monitor & report progress

Cus tomer Interacti on Pillars of Sales Support Deal with Dissatisfaction Empathize with the buyer  Respond to problems – use objection handling techniques  Anticipate buyer concerns and expectations  Reinforce the Benefits

Cus tomer Interacti on Pillars of Sales Support Enhance the Relationship 

Be available

 Arrange continued personal communications  Maintain quality of products/services

 Be a resource for info, help and ideas  Grow the business internally  Ask for referrals

 Provide ongoing updates and progress reports

Customer Interaction Ways to Anger Customers  Constant Selling  Neglecting Customer Problems  Talking Too Much  Stretching the Truth  No Thank-Yous