Introduction Me PLC How to use The Key to Successful Selling

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How to use
The Key to Successful Selling
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How to behave like a
professional salesperson 18
Human attitudes and everyday behavior are the
foundation for professional sales. The most
successful salespeople possess a number of human
attributes that give them the drive that generates
positive results.
The born salesperson
The professional dream-maker
The super-seller
The importance of rapport
Always on the job
Authority
Business sense
Knowledge
All quiet on the home front
Self-esteem
Working conditions
Sales attitude
Aggressive waiting
Loyal customers
Active selling
There are no difficult districts
The active salesperson is selective
The salesperson of the future
Basic characteristics
Knowing your competitors
The need for innovative thinking
Business sense
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Me PLC
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Team player
Self-starter
Energy
Enthusiasm
Make room for enthusiasm
Be enthusiastic about winning
Enthusiastic salespeople find life easier
Optimism
Fighting fit
The will to change
Motivation
What motivates you?
Knowing your job
Knowing your product
Creative thinking
Salespeople must master the six thinking hats
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Success
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Pride
Success criteria
What should be quantified?
How do you work with criteria for success?
Other types of success criteria
Professional skills
Define the salesperson’s limitation
Instruction and learning
Profit-related pay
Ambition
A holistic view of life
Prioritization
Put it down on paper
Spend a little longer every day
Results
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3 Content
Introduction
4 Content
What the customer wants from you
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Empathy
Flexibility
Efficiency
Expertise
Honesty
Respect
Trust
The modern merchant
The open-book principle
Service and quality – there’s money in them
The bargain
Costs of poor service
Who is there for whom?
Internal marketing
Deaf for 2,000 years
The 10 service commandments
Buyers’ likes and dislikes
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Tools of the trade
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In the ABC of the sale, you have a tool you can use to plan
and execute the sales process. You need to know what the
customer will say yes to, how to deal with objections and
how to follow up. But you also need to be aware of how
to put financial arguments, if you are to achieve positive
results for yourself and your company.
Some concepts
People to people
Retail sales
Project sales
Strategic selling
Customers
Advice customers
Partner customers
Everybody shares responsibility for sales
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Targeted sales
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Phases of strategic selling
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Pre-sale
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During the sale
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Post-sale
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Lead selection
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Processing the lead
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Sales letter
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Follow-up
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Telephone follow-up using the AIMS method
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What impressed you most?
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Preparing and holding the first meeting 69
Minutes and thank-you letter
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Sales offer and preparation for second meeting
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Second meeting – presentation of offer or solution 70
Acceptance and order confirmation
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Detailed planning – operations
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Planning and delivery 70
Week-after meeting – follow-up and checking
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Status meeting – maintenance and added sales
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Consolidation and expansion of customer
relationship 71
Always be top of mind
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The ABC of the sale
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Simplicity works
Systematic sales
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Attention
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The decision-maker’s desk
Opening technique
Get the customer to say something positive
Link openings
Question openings
Demonstrations
News
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Motive for buying
Savings
Utility
Safety
Health
Pleasure
Recognition
Prestige
Consideration for others
Sense of security
Sense of belonging
Recognize buying motives
The saver
The handyman
The safety-conscious
The prestige type
The security conscious
Solidarity on the road
Every customer has a different buying motive
The power of you
Argumentation techniques
Case histories and references
Why buy from you?
FAB form/PFB form
What’s in it for me?
Give at least five reasons to say yes
How to use a FAB form
Active listening
Interview technique
Advice on interview technique
Questions
Closed questions
Open questions
Five types of question
Information questions
Research questions
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Hacker questions
Interpretative questions
Challenging questions
Decision questions
Buying signals
How to respond to buying signals
Buying signals in retail sales
Objections and customer resistance
How to deal with objections
Welcome objections
Don’t ignore objections
Don’t contradict
Don’t ask why
Don’t interrupt
Don’t agree with them
Don’t argue
Dealing with objections
Address emotion first, reason later
How to handle objections
The customer is doing business with a competitor
The customer doesn’t like the color
Price objections
Hold the price back until the end
Critical questions and answers
Objections indicate interest
Complaints
Always be loyal
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Closing
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Closure is not always an order
Ways to close a deal
Summarizing
Alternatives
References
Isolation
Reserve argument
Added value
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5 Content
Benefit
6 Content
Fear
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Cold calling
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New business and prospecting
Spend time on prospecting
Planned and focused
Salespeople must be in charge of all sales phases
Donut sellers
Pharmaceutical consultants and prospectors Adjust to circumstances
Dress
There are prospects out there
The right contact
First contact
Always follow up
Making an offer
Changing partners is tough
Phone deals
The AIMS method
Example of AIMS
Planning the first meeting Delays and problems
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Meetings
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The right presentation
Preparation
Agenda
Be prepared and relaxed
Talk about the customer – not about yourself
Minutes
Added value
Using your time well
Preparation
Pre-meeting
During the meeting
After the meeting
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Quantification
Note-taking technique
Some tips for note-taking
Negotiation technique
Sales negotiations
The negotiating framework
Preparation
Sources of pressure
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Presentations and demonstrations
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Impact
Basic rules
Body language Ask questions and listen actively Outline plan Introduction
Assertion
Reasoning
Examples
Head off objections
Conclusion
Stagecraft Tact Unequivocal Humor Materials Audiovisual aids
Energy
Ethical standards Dealing with difficult participants Preventing difficulties arising Participation – group work Main rules for group work Self-evaluation Participant evaluation Exhibitions Setting up the stand
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What are you selling, and what is the customer buying?
Receiving complaints
Good friends and old customers
The media
A crowded stand
Competitors
Sales technique on the stand
Contact opportunities on the stand
Materials on the stand
Follow-up
Your personal objectives
Personal preparation
Discipline on the stand
Dress and appearance
Good manners on the stand
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Communication
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Speak to fundamental interests
Relationships
Basic rules
Formulating your message
There is always a reason
Relationships
Some good advice
Know your subject
Be positive
Written communication
Who am I writing to?
Sentences
When you have finished
Rix Active voice
Metaphors
Sales letters
Unspoken questions
Meeting confirmation
Minutes
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Negotiation minutes
Decision minutes
Offer
Order confirmation
Complaints
Nine rules for handling complaints
Relationships
Sales and service by phone
The first few seconds
Gain confidence
Complaints
Avoid hold times
Be accommodating
Listen
Language
Keep appointments, deals and promises
Loyalty
When you call
Body language
Be aware of body language
Interpreting and misinterpreting
Notice changes
Barriers to communication
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Marketing
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External marketing
Internal marketing
Personal sales and personal marketing
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Finance and financial discussion
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Pay according to profit contribution
Costs Planning visits
Sales costs
Think of them as your own costs
Business sense
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7 Content
Financial argumentation
Credit
Profitability
Average purchase per transaction
The great law of small figures
Shifting focus and sales management
Use of resources
Efficient credit controllers/salespeople
Loyalty
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The salesperson’s development potential
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The development of your selling skills is closely linked to
ongoing learning. This section also contains plenty of good
advice for managers on how to improve sales and service,
for example by customer relationship management (CRM).
8 Content
Positive attitude and enthusiasm
Change means altering habits
10 commandments for all employees
10 commandments for managers
Difficult customers/employees
10 ways to improve the management
of your store
10 ways to improve sales in your store
10 ways to improve service in your store
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Customer relationship management (CRM) 198
The CRM concept
CRM alone does not bring success
Changes in day-to-day work
Built-in conflict
Ways to change attitudes and behavior
Implementing CRM requires insight
CRM must take root
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Learning and development
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Action plans
Contents of an action plan
Coaching
Learned helplessness
Mentoring
Courses
Training and learning – every day
Learning for the future
Blended learning
Demand for good blended learning
Three minimum requirements
This is blended learning
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About the author
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List of illustrations
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Index
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