The New Conceptual Selling - PowerPoint PPT Presentation

Loading...

PPT – The New Conceptual Selling PowerPoint presentation | free to view - id: 4013ed-NTYyZ



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

The New Conceptual Selling

Description:

The New Conceptual Selling Marketing 3360 Phil Bartos, Executive in Residence Techniques to Avoid: Dangerous Verbal Signals Think about it. – PowerPoint PPT presentation

Number of Views:1310
Avg rating:3.0/5.0
Slides: 54
Provided by: PhilB80
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: The New Conceptual Selling


1
The New Conceptual Selling
  • Marketing 3360
  • Phil Bartos, Executive in Residence

2
Chapter 1 Why Your Customers Really Buy
  • People buy for their own reasons, not for
    yours.
  • Myths of traditional selling
  • Push the Slinky Sphinx.
  • Use anything that works . . . Focus on techniques
  • Keep things on track . . . Customers arent
    stupid!
  • Do more legwork . . . Sell smart not hard.
  • You gotta believe! . . . Its process not rah-rah
    that counts.

3
Key Focus on Customers Decision Making Process
  • Main principles
  • Buying is special case decision-making.
  • Customers are predictable and logical.
  • Decision-process is sequenced . . . Identifiable
    and trackable.
  • Fit or no fit for your product.
  • Dont work against the customers decision
    process.

4
Tactical Planning Three Phases of a Sales Call
  • Getting Information
  • Giving Information
  • Getting Commitment
  • Consider contrast the classic steps of the
    selling process Prospecting, Qualifying,
    Pre-approach, approach, presentation, answering
    objections, close and follow-up.

5
Chapter 2 How Customers Make Buying Decisions
  • Types of thinking
  • Cognition understand situation.
  • Divergent explore options.
  • Convergent select best solution.

6
Traditional vs Joint Venture Selling
  • Traditional selling and two false assumptions
  • All potential buyers can use product.
  • Show and tell benefits lead to a buy.
  • Joint venture selling
  • Follows the natural order of decision-makingcogni
    tion, divergence and then convergence.

7
Chapter 3 . . . Win-Win
  • Win-Win Profitable and comfortable, but
    not a matter of luck!
  • Win-Lose Backlash
  • . . . Two stages Buyers remorse,
    then Buyers revenge.
  • Lose-Win Buying the business
  • Lose-Lose Avoid by focusing each SSO on
    Win-Win

8
Challenges to Staying Win-Win
  • Theres no fit.
  • Ive got to meet quota.
  • My competition is undercutting me.
  • My customer wont let things stay Win-Win.
  • Note Its time to get off the dead horse.

9
Summary of Basic Goals of Every Sales Call
  • Dont oversell on expectationsunder promise and
    over deliver.
  • Dont get suckered into a giveaway.
  • Hear/Listen to the customer outlet the customer
    talk!
  • BE WILLING TO WALK!

10
Chapter 4 Life Beyond the Product Pitch
  • Conceptual Selling begins with the recognition
    that every decision involves individual
    perception.
  • No one buys a product per se. What is bought is
    what the customer thinks the product or service
    will do for him or her.
  • Customer Concept is a mindset or solution
    image.

11
Identifying the Concept
  • Note Treat every sales call as if it were your
    first call on the customer.
  • Focus on Results
  • Discrepancy
  • Importance
  • Solving a problem
  • Customerize
  • Understand then connect

12
Common Mistake
  • Making a product pitch, first.
  • Lesson Cognition must always come first.

13
Advantages of Concept First
  • Allows you to learn more about the customer.
  • Focus on results.
  • Differentiate yourself.
  • Minimizes importance of price competition.
  • Position yourself with the person who makes the
    final decision.
  • Identifies where there is not a Win-Win.

14
Chapter 5 Why am I here?
  • The Single Sales Objective Criteria
  • Product/service
  • Specific, clear and concise
  • Definable and measurable
  • Tied to a timeline
  • Usually not connected by, and

15
Chapter 6 What do I want the customer to do?
  • Traditional sales call goals
  • Usually salesperson-driven vs customer-driven
  • Too general
  • Unrealistic

16
Commitment to Action
  • Commitment to action
  • Win-Win - Joint venture
  • Best action commitment
  • Is this Action Commitment specific?
  • Does it focus on what the customer will do?
  • Is the statement of Best Action measurable?
  • Does this Best Action Commitment move the sale
    forward?
  • Is this Best Action Commitment realistic?

17
What if you cant get the minimum?
  • Choices
  • Ask questions about resistance.
  • Revise Minimum Acceptable Action downward.
  • Walk away.

18
Chapter 7 Why should the customer see me?
  • Valid business reason Key ideas
  • Give informationwho and why.
  • Foundation to discuss customers Concept.
  • Critical prerequisites
  • Purpose of appointment customers perspective.
  • Preparation.
  • Optimum use of time.
  • Courteous and effective.
  • Set mutual expectations.
  • Statement of reasons for meeting.

19
Setting Appointment Expectations
  • Guidelines
  • Clarify your selling responsibilities.
  • Clarify customers responsibilities.
  • State purpose of meeting-customer perspective.
  • Identify people to be present.
  • Itemize materials needed.
  • Note Confirm appointment.

20
Other Appointment Considerations
  • Verify meeting focus
  • What youre doing.
  • Is it what the customer wants?
  • Dealing with surprise guests
  • Identify the guestsBuying Influence.
  • Recap discussion.

21
Three Common Reservations - Responses
  • Valid Business Reason
  • 1. It cant be necessary on every call.
  • Sales calls and social calls dont equal.
  • I dont want to come across as hard-nosed.
  • Focus on mutual business needs.
  • I feel uncomfortable stating the reason out loud.
  • then, is it a valid reason?

22
The Long-term Payback
  • Differentiation!!
  • being remembered and listened to can be an
    important differentiation from the customers
    point-of-view.

23
Chapter 8 Do I have credibility?
  • Basic reasons customers are reluctant to buy
  • No need .
  • No money.
  • No desire.
  • No urgency.
  • No trustNumber one reason!
  • Note There are exceptions.

24
Check credibility on every sales call!
  • The sales call where you assume you have
    credibility is the sales call where you will lose
    it.

25
Do you have credibility? Weighing the evidence.
  • Evidence you have do have credibility-reactions
    and behaviors
  • Customer ready to talk about product.
  • Customer asks how not why questions.
  • Customer says you are trusted.
  • Customer tells you personal information.
  • Customer gives you clear and unambiguous
    attention.

26
Do you have credibility? Weighing the evidence.
  • Evidence you do not have credibility-reactions
    and behaviors
  • Customer make you jump through hoops and
    questions credentials.
  • Customer controls the meeting.
  • Customer is silent and guarded.
  • Customer questions your logic.
  • Customer is antagonistic or defensive.

27
Earning Credibility Guidelines
  • Ask precise questions.
  • Listen intentlyeye contact.
  • Be yourself.
  • Dont be a know-it-all.
  • Stay Win-WinCounter antagonism with specifics,
    understanding and dont interrupt.
  • Remember-Dont over promise and under deliver.

28
Chapter 9 Learning to Listen
  • Its all about dialogue!
  • Why ask good questions?
  • Is their a Win-Result opportunity?
  • Establish rapport.
  • Position yourself in the selling process.
  • Identify differences with competition.
  • Reinforce credibility.
  • Motivate and sustain customers interest in a
    Win-Win.

29
Why do salespersons talk so much?
  • Sales professionals say
  • I feel more comfortable being in control.
  • Its my job to tell the customer about the
    product.
  • Talking is what the customer usually wants
    you/me to do.
  • Talking takes less planning.
  • Sometimes your afraid to hear the answers.

30
The Questioning Process
  • Traditional selling advice
  • Never ask questions to which you dont already
    know the answer.
  • Conceptual Selling advice
  • Never ask a question to which you already know
    the answer.

31
Chapter 10 The Five Questions Types
  • Types and definitions
  • Confirmationvalidate data/information.
  • New informationclarify customers Concept and
    desired business result.
  • Attitudecustomers personal needs, values and
    attitudes.
  • Commitmentunderstand position.
  • Basic issueidentify customer concerns.

32
Chapter 11 Establish Superb Communication
  • Selling is a form of teaching. Important
    characteristics
  • Emphasis on dialogue.
  • Use of pauses.
  • Avoid question shock
  • Sales persons ask five or more questions per
    minute.
  • and, waits one second for an answer.
  • then, waits one second to comment and move
    on.

33
Golden Silence
  • . . . Think-speak
  • Benefits of Golden Silence
  • Number of customer reactions increase.
  • Length of responses increases.
  • Reliability of information improves.
  • Number of unsolicited responses increase.
  • Number of customer questions increase.
  • Open-ended thinking increases.
  • Focus of discussion moves to Conceptual Selling.
  • Increases time to think.

34
Techniques to Avoid Dangerous Verbal Signals
  • Think about it.
  • Mimicry.
  • Yesbut.
  • Rhetorical questions/tags
  • ...be careful of its obvious.
  • Why?

35
Chapter 12 The Importance of Differentiation
  • Information that makes a salesperson effective
  • Identifies fit of product with customers
    Concept.
  • Demonstrates a salespersons is offering the best
    solution.

36
Differentiation Why its important.
  • Buyers decision-making or selection process
  • Random selection
  • Selection by differentiation
  • . . . acting on a perceived distinction

37
Linking Customer Concept to Product
  • Basic ways
  • Let the buyer do the sorting, or buyer
    differentiation. . . . Deadly approach!
  • Me too. . . . Works in favor of low
    bidder.
  • Emphasizing Unique Strengths . . . The
    fundamental task of Giving Information.

38
Chapter 13 Using the Joint Venture Approach
  • Benefit to the salesperson not the customer
  • Its natural.
  • Its fluid.
  • Less stressful.
  • More predictable.
  • Its logical.

39
Input, Ownership, and Commitment
  • Other advantages of Joint Venture Selling
  • Facilitates customer input into the process.
  • Encourages customer ownership in the solution.
  • Promotes long-term commitment.
  • Note Input of customers leads to
    ownership-leading to long-term commitments.

40
The Fourth-Quadrant Trap
  • Lessons learned
  • Stick to the process!
  • Never give a dog-and-pony presentation to a
    group whose members you dont know.
  • Never start with the a product pitch.know the
    customers Conceptmindset or solution image.
  • Test the readiness of the customer by asking
    questions.
  • When in the fourth quadrant, pause and ask for
    feedback.

41
Chapter 14 Beyond the Chumming Exercise
  • Every sales call must result in a measurable
    degree of Action CommitmentBest Action
    Commitment or Minimum Acceptable Action
  • The investment is too great not to.
  • Vague promises not a sign of commitment.
  • Focus on specific actions and dates.

42
Incremental Commitment
  • Key characteristics of commitment
  • Mutual
  • Incremental
  • Not a chumming exercise
  • Fundamental issue is time

43
Chapter 15 Dont Call Them Objections
  • Basic Issues are hidden causes of customer
    reluctance and Objections are manifestations of
    Basic Issuesa Lose perception.
  • Objections are normally tangible.
  • Basic Issues relate to the customer Concept.
  • Never judge a Basic Issueits a feeling.
  • Dont assume you know the Basic Issue.

44
Commitment Signals
  • Commitment Signal is a message from the customer
    that they are ready to move the buy/sell process
    forward.
  • How long will it take?
  • When can my?
  • How much lead time to get started?
  • Id like to check out references.

45
Chapter 16 Pre-call Planning and Rehearsal
  • Always start with the Concept!
  • A sales call should never be a song and dance
    put on for the customer.
  • The point of Conceptual Selling is to interact
    with customers and establish a dialogue.
  • Planning and Rehearsing a conversation

46
No-risk Rehearsal
  • Rehearse with a friend.
  • Brief your partner
  • Role of Buying Influence.
  • Win-Win history.
  • Describe the SSO
  • Describe Response ModeWin-Result.
  • Other unique or relevant information.

47
Pre-call Feedback
  • Checklist
  • Stated Valid Business Reason.
  • Lead with good Confirmation Question.
  • Ask one good Attitude Question.
  • Ask Commitment Question and invite Incremental
    Commitment.
  • Use logic, key words, cognition, divergent and
    convergence.
  • Leverage from Strengths.
  • Use Golden Silence I and II.
  • Use Joint Venture Selling.
  • Check Credibility and move to Win-Win

48
How Much Rehearsal?
  • Basic guidelines
  • The more revenue the more attention.
  • The more time invested the more important the
    planningapproaching the close.
  • The closer to Win-Win and Win-Result the more
    important the manage each call.
  • Look to the future and long-term relationships.

49
Chapter 17 Assessing the Call
  • Basic reasons to assess each call
  • Understand information exchanged and what
    information needs to be exchanged.
  • Judge the interpersonal data and evaluate
    interaction.

50
First Process Review
  • Three related phases of the sales call
  • Whats the current information level?
  • Whats the current level of differentiation?
  • Whats the current level of Action Commitment?

51
Second Process Sorting
  • Sorting prospective customers and SSOs
  • What Basic Issues were raised?
  • What Basic Issues were resolved?
  • What Basic Issues could be remaining?

52
Third Process Feedforward
  • Put current information into next stage of the
    processfeedforward versus feedback.
  • Know where your are in each call/SSO and know
    what need to be done to move to a Win-Win.

53
Chapter 18 Selling Beyond the Close
  • Key related ideas
  • Your long-term success is intimately dependent on
    you individual customers success.
  • All good selling, like all good buying, begins
    with a solution image in the customers mind.
  • Focus on each individuals Concept.
About PowerShow.com