MASS Training Copyrighted M
akhzani Marketing Dep.
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MASS TRAINING MASTERING YOUR SELLING SKILLS
Marketing Department Makhzani Co. Ltd
Training Agenda
Basic selling skills Sales Process Communication skills Handling customer objections Negotiation skills Effective time management Key account management Adaptive selling Pareto’s law
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MASS Training Copyrighted Makhzani Marketing Dep .
You will never get a 2nd chance to make a 1st impression
4 AIM
To Create an Outstanding Success for Our Brands
Understand in depth, the role of Sales Team
Develop a Framework for an Effective Sales Approach
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5SELLING & SALESPERSONS
What selling is ?
What a salesperson does ?
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6*What Is Selling?
To satisfy a Need / Want with your product for Mutual Benefits.
To Identify / Generate / Influence a Need / Want.
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MASS Training Copyrighted Makhzani Marketing Dep.
7What selling is.
“The process of:Developing customer relationships (CRM)Discovering customer needs,Matching appropriate products with these needs ,
and communicating benefits”.
Manning and ReeceSelling Today
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8Selling is a ‘process’ that:
Facilitates the transfer of goods & services Persuades prospects to buy Occurs over various lengths of time Involves multiple steps (preparing, opening, presenting,
closing, servicing), although maybe not all on every call Is part of ‘marketing’ (promotion)
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9 Selling is a ‘process’ that: CONT..
Is customer (vs. product) driven. (Customer centricity)
Bridges between the company and the customer Aims to develop long-term, (win-win relationships) Strives for repeat business. (Long term BR) Is technically oriented. Emphasizes service and value.
10Philosophy Of Selling
selling = motivating customer’s commitment
Sales Rep customer
All good reasons why a customer should buy /
use your productAll the things that a Customer has to give
BY ASKINGMASS Training Copyrighted Makhzani Marketing Dep.
MASS Training Copyrighted Makhzani Marketing Dep.
11Selling is ‘helping’ people:
Solve problemsMake more $BuyMeet their needs/goals
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13Selling Philosophy of ‘Good’ Salespeople:
Selling is problem solving Selling is a helping, caring activity A customer is a person to be served, not a prospect to
be sold Treat people as human beings, not $ signs Unique products, relationships, cultures are important Be customer driven, not product driven
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14Selling Philosophy of ‘Good’ Salespeople:
Focus on customer needs The customer is the reason a salesperson exists Long-term success depends on pleasing others Selling is a ‘win-win’ activity A commitment to self improvement and life-long learning
essential for long-term success Adherence to a strict code of ethics emphasizing, among other
things, mutual trust, respect, and honesty is essential
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15“What Makes a Good Salesperson”?
1. Empathy = the ability to sense what the customer is feeling.
2. Drive = the personal need and want to make a sale (not merely for the money); = a proper ego that is enhanced by success while somewhat weakened yet motivated and not shattered by failure.
Harvard Business ReviewJuly-August, 1964
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16Selling is a ‘profession’ based on:
Scientific skills, even though it is not an ‘exact’ science
Knowledge about selling principles/theories A code of ethics Psychological & sociological aspects of human behavior(CONSUMER BEHAVIOR)
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akhzani Marketing Dep.
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What do salespeople do?
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191 )They Sell:
Products/services Solutions Information Ideas Service Their company Themselves
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202 )They work with people:
Solve problems Represent the company Communicate (benefits?) with customers Develop relationships, partnerships, alliances Discover needs
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212 )They work with people:
Gather information Educate customers Catalyze change Help people buy Serve customers Treat people with respect
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223 )They Manage:
Their timeTheir territoryTheir recordsTheir stress
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23Rewards of being a professional salesperson: BROS
Freedom (own boss) Job varietyChallengeTangible accomplishmentsRecognition/awardsFinancial compensation
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24Rewards of being a professional salesperson: BROS
Opportunities for advancement On ‘cutting’ edge Personal relationships Satisfaction from helping others Job security Entertaining customers Travel
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25Negative aspects of being a professional salesperson: CONS
Long hours (physically exhausting) Isolation (often work alone) Mentally depressing
Rejections Complaints
Stress
26Types of Selling
Indirect selling – any form of selling that does not involve a sales person. (Ex: advertising, promotion, displays, signage)
Direct Selling – when there is contact between a salesperson and the customer.
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27Methods of Selling
Personal selling – any form of direct contact between a salesperson and customer
Business to Business – may take place in a manufacturers showroom (inside sales) or in the field (outside sales).
Telemarketing – selling over the phone
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28Feature - Benefit Selling
The concept that a salesperson needs to match the features of each product to a customer’s needs and wants.
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MASS Training Copyrighted Makhzani Marketing Dep.
29Features Vs. Benefits
Features
A physical characteristic or quality of a good or service; what is it’s intended use?
Benefits
Advantages or personal satisfaction a customer will get from a good or service; features that have been made into customer benefits are selling points.
MASS Training
PART 2 Call Planning Process
31Customer Buying Decisions
Salespeople must study what motivates customers to buy and what decisions customers make before finally purchasing a product.
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MASS Training Copyrighted Makhzani Marketing Dep.
32Customer Buying Decisions
Rationale Motives
product dependability time or monetary savings convenience comfort recreational value
Emotional Motives
social approval recognition power love affection prestige
Customer Buying Decisions
Extensive Decision Making
Used when little or no previous experience with the item because it is infrequently purchased.
Customer Buying Decisions
Limited Decision Making
Used when a person buys goods and services he or she has purchased before but not on a regular basis.
Customer Buying Decisions
Routine Decision Making
Used when a person needs little information about a product because of a high degree of prior experience or low perceived risk.
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Call Planning Process
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Why Call Planning
?
38.IPre Call Planning
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39A. Prospecting
Process of locating potential customers for a product or a service Find customer QualifyClassify
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40CUSTOMER SEGMENTATION
Geographical segmentation Specialty segmentation Pts Rate segmentation Concept segmentation Behavioral segmentation Social segmentation
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MASS Training Copyrighted Makhzani Marketing Dep.
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The market is constantly changed i.e. annual customer turnover 15 % : 20 %.
Find new customer to replace those that switch to competitors
The more information the sales person has about the prospect the higher the probability of meeting the prospect’s needs & developing long term relationship
Why Call Prospecting?
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43Customer data
1-Personal: Name(including pronunciation) Family status Education Interests & disinterests Mobile & e-mail 2-Attitudes : Towards sales people Towards your company Towards your product3-Styles :Social styles (driver ,analytical ….) MASS Training Copyrighted Makhzani Marketing
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4-General Profile Best time for visit Working hour Address Phone number Personal data and preferences
Customer data cont.
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Follow upObtaining commitment
Responding to objectionsMaking the presentation
Discovering needsMaking the approach
Collecting pre-call informationProspecting
Selling process The “Buyer” Become a…
Lead
Prospect
Customer
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MASS Training Copyrighted Makhzani Marketing Dep.
48Prospect
Need Ability
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49Need, Want and Demand
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Maslow's Hierarchy of Needs
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MASS Training
PART 3
The Basic Selling Steps
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52The 7 Basic Selling Steps
1 .Pre call planning 2 .Opening 3 .
Questioning4 .
Presentation
5 .Handling objections6 .Closing7 .Post call
analysis
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53The 7 Basic Selling Steps
Projecting the right company
image
Targeting
Call preparation
Utilize waiting time
• Identifying the right customers1. Pre call
planning
• Posture, Facial Expressions, customeressing & Grooming • Observing
• Review last call• Objective selling: S.M.A.R.T =
Specific, Measurable, Achievable, Realistic, Time bound
• Plan the call: objectives, promotional materials, sequence of detailing
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54The 7 Basic Selling Steps
Types of opening:
Opening is the skill of capturing the customer’s attention and focusing the sales call.
Steps of opening:
• Greeting• Rapport building• Purpose of call• Initiating business discussion
• Need/Benefit opening:• Identify a known or presumed need• Offer a product feature & benefit to satisfy
that need.• Opening as a question• Stimulating opening
2. Opening
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55The 7 Basic Selling Steps
Closed Questioning:
• Questioning is used for the purpose of gaining information to use in the sales call.
• Start with open questions and then move to close questions.
• Invites an extended customer response• Start with What, When, Why, Where, Who
& How
• Invites a “Yes” or “No” reply from the customer
• Start with Do, Will, Is, Should
Choice Questioning: • Give customer two or more positive options in
order to rule out a negative “No” response.
3. Questioning
Open Questioning:
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56The 7 Basic Selling Steps
Tag On Questioning:
• Questioning is used for the purpose of gaining information to use in the sales call.
• Start with open questions and then move to close questions.
Benefit Tag Questioning:
• Benefit is presented in the form of a statement supported by a Feature and followed by a Closed Question
• Tag on questions are used when customer makes a positive statement which you want to reinforce.
3. Questioning
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57The 7 Basic Selling StepsPresentation is zeroing on the customer’s identified
Needs/Wants with appropriate Product Features and Benefits.
During Presentation:
• Sit up straight in front of the customer• Look confident and speak with enthusiasm.• Hold the Detail Aid in front and use a pen to focus
customers attention• Don’t look at the Detail Aid, look at the customer.
Observe his/her actions.• If interrupted, do a brief recap before continuing• Don’t be distracted by surroundings
4. Presentation
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58The 7 Basic Selling Steps
Skepticism:
• Can be question, comment or query.• Shows interest of the customer in your product.
Misunderstanding:• An incorrect negative perception because of
misinformation. • To handle this provide the right information.
• A customer’s doubt that your product can actually deliver the stated benefit.
• Offer proof (clinical studies, references)
Real Objection: • A real short coming or disadvantage of your
product.• To handle real objection, minimize the impact by
focusing on the advantages.
5. Handling objections
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59The 7 Basic Selling Steps
Hidden Objection:
Indifference:
• customer is not interested in your product because customer is satisfied with competitor’s product or customer has never used that type of product.
• Identify a need that can not be satisfied by the customer’s preferred product.
• customer does not openly raise an objection because the customer is disinterested.
• How to handle: Ask customer if they have concerns.
• Can be question or query.• Shows interest of the customer in your product.
5. Handling objections
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The 7 Basic Selling StepsReal success of a sales call depends on the use of effective
closing.
AfterPresentation:
•Review all the benefits accepted by the customer•Ask for business (trial use, continued use,
expanded use)•Wait for a response.
6 .Closing
61The 7 Basic Selling StepsPost call analysis is the process of evaluating and recording the
outcome of the call, in order to plan for future calls.
Afterleaving the chamber:
•Evaluate the Call•Record Call Information•Set Objectives for next meeting with the customer.
7 .Post call analysis
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62Asking Questions
Questions are used to PROBE information from customers
Questions starting withWHATWHEREWHYHOWWHOWHICH
are very useful
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63Funnel Techniquea powerful tool to Encourage the Flow of Conversation
1 )motivate the customer to talk.
2 )open with neutral questions to get unbiased
information.
3 )ask lead questions to explore more deeply.
4 )ask closed questions to pinpoint precise
requirement.
5 )summarize to gain customer’s acceptance
of requirements.
1
2
3
4
5
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64DAPA Method Of Selling
D
A
P
A
efine the customer’s requirement for your product.
cceptance by the customer of the requirements.
rove that your product can fulfil the customer’s requirement.
cceptance of the proof by the customer.
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65Significance of DAPAefine the customer's requirement for your product
cceptance by the customer of the requirements
rove that your product can fulfil the customer’s requirement
cceptance of the proof by the customer
sales rep: asks open active questions
customer : LISTENS and ANSWERS accordingly
customer : ANSWERS and gives acceptance
sales rep : does active listening and makes notes
sales rep : offers the product (or service)
customer : does active listening and if things are not clear, asks questions
sales rep : does relevant answering
customer : accepts the product as his/her need
D
A
P
A
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MASS Training Copyrighted Makhzani Marketing Dep.
66*Presenting the BenefitsNEED
FEATURE/OFFERINGBENEFIT
what the customer wants?
what do we offer?
what the customer gains?
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*The important thing about a problem is not the SOLUTION, but the strength we gain in finding the SOLUTION
Famous Quote
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68*Handling Objections
When D to A from DAPA is not done
Objection – An Obstacle Or An Opportunity
It’s a customer tactic to get a discount
The customer is confused due to hidden cost or competition
A habit of asking questions A strategy to postpone decision making
When Do Objections come?
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69*Handling Objections
Objection – An Obstacle Or An OpportunityHow do we tend to feel?
Dejected
Angry
Challenging
Frustrated
Defensive
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70*Handling Objections Objection – An Obstacle Or An Opportunity
How Should We React?
Pause
Stay calm.
Don’t get aggressive.
Don’t get defensive
Do not disturb the customer. Let him/her speak first.
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71*Kinds Of Objections Unspoken Objection
Objection that we hear and can answer
Objection that we hear and cannot answer
&
&
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72*Handling the unspoken objection
customer frowns
customer smiles (sarcastic)
customer looks elsewhere
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73*Handling the unspoken objection
What do you do when such an Objection Comes?
PAUSE and then convert it into a SPOKEN OBJECTION by asking:
You are thinking something Sir?
Anything particular Sir?
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74*Handling the objections we hear and can answer When you hear an Objection: Pause
probe gently
Please, tell me more. Apart from this, is there anything else that is of concern to you? If I can take care of this to your satisfaction, could we proceed forward (would
you consider our product)?
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75*Handling the objections we hear and can answer When you hear an Objection:
probe gently
Give your best possible solution?
Are you satisfied with my answer?
&
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76*Handling the objections we hear and cannot answer
Product features that meet the customer’s needs
Features we offer but customer does not need
Find Out:
Why the customer may not need it?
How long will the customer not need it?
Will the customer ever need it in future?
Features the customer wants, but we do not have
Find Out:
Why does the customer want it?
How important is it? 1) Essential 2) Desirable 3) Useful
Can we explore an alternative?
&
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MASS Training Copyrighted Makhzani Marketing Dep.
77*Selling The Price Effectively
Psychological aspects of price:
Price is the only weapon that the customer has.
Make sure YOU believe in your own pricing.
Make the customer feel that you are there to help and not to fight.
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78*Selling The Price Effectivelythe right stage to present the price:
NOT UNTIL the customer has REALISED the BENEFITS of your product What does a customer pay for? QUALITY
BENEFITSCONSISTENCYRELIABILITYREPUTATIONBRAND NAME
SERVICEYOU
79*Selling The Price Effectivelyhow to postpone revealing price:
If the customer says, “ It must be Expensive” -- Initially Ignore it
If the customer asks a little later, “How Much” – Tackle him/her in the following manner:
1) I am coming to that Sir ask an Open Neutral Question2) It depends on your requirement Sir ask an Open Neutral Question3) I am sure the Price is not your only consideration Sir4) It depends on your order size5) I will leave you with a full Price list Sir6) First let me tell you the benefits that you are getting
if pressed a lot, tell the price using the SANDWICH METHOD and continue
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MASS Training Copyrighted Makhzani Marketing Dep.
80*Selling The Price EffectivelySANDWICH METHOD
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81*Selling The Price EffectivelySANDWICH METHOD
STEP I: present the BENEFITS of your product
STEP II: put the price in front of the customer
STEP III: JUST CONTINUE with explaining him/her the features that he/she will derive out of this price
82*Selling The Price EffectivelyHandling Price Objection
STEP I: customer objects
STEP II: sales rep : what are you comparing with, sir?customer : competition, perception, budget, past experience
STEP III: sales rep : how much is the difference we are talking, sir?customer : 20% (the faster he says this, ITS FALSE)
STEP IV: express the difference
STEP V: demonstrate the benefits passable when compared to the differenceMASS Training Copyrighted Makhzani Marketing
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83*Closing The SaleWhat prevents a sales rep from closing EFFECTIVELY?
FEAR
DOUBT
UNCERTAINTY
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84*Closing The SaleWhy a sales rep may not close well?
Too EarlyToo LateToo MeekToo Aggressivecustomer’s objections not resolved completelySales process not followed
85*Closing The SaleWhen to close?
• The customer has understood your product completely
• The customer has developed trust in your company
• The customer has a desire for the benefits for his/her patients
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86*Checklist Steps to be followed?
STEP I: Greet the customer further ask for his well being.
STEP II: Give a small 15 seconds introduction on company image.
STEP III: Listen to the customer and use the FUNNEL TECHNIQUE to get the flow of conversation.
STEP IV: Once you have understood the requirement, use the DAPA Method of Selling so as to confirm there is no GAP between the need and the offering.
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MASS Training Copyrighted Makhzani Marketing Dep.
87*Checklist Steps to be followed?
STEP V: In case the customer has a doubt/objection, then concentrate and resolve that before moving ahead.
STEP VI: In case the customer asks about the PRICE. Tell him/her that you would give him/her the best price comparing others. (Use the price postponement techniques).
STEP VII: In case the question still arises on PRICE, use the SANDWICH METHOD to answer it.
STEP VIII: Pleasantly Close the sale and confirm the prescriptions.
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akhzani Marketing Dep.
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MASS TRAINING MASTERING YOUR SELLING SKILLS
ADAPTIVE SELLING Marketing Department
Makhzani Co. Ltd
MASS Training Copyrighted Makhzani Marketing Dep.
89Adaptive selling
What is adaptive selling?Why is it important for salespeople to practice adaptive
selling?What kind of knowledge do salespeople need to practice
adaptive selling?How can salespeople acquire this knowledge?
How can salespeople adapt their sales strategies, presentations, and social styles to various situations?
6-89
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90Adaptive Selling
Salespeople practice adaptive selling when they use different
sales presentations for different customers and alter
their sales presentation during a sales call based on the
nature of the sales situation.
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91Being Adaptive
Is your behavior different at a restaurant if you are there with your best friends than it is when you’re
there with your parents?
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92Buyers want the salesperson to understand their business.
“Do your homework. … Know ahead of time what we’re up against in the market, what we’re trying to do. If I offer
to show you around, jump at the chance. Or, better yet, ask me yourself”.
Adapted from Jim Organ, “The Best Reps Will Take on their Bosses for You,” Purchasing, November 7, 1996, pp. 50-52.
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93Knowledge makes it easier to practice adaptive selling.
Knowledge is organized into categoriesProduct and company knowledge
Greater knowledge more flexibilityEach category consists of
Method of classifying customer (categorical)Approach to selling the customer (procedural)
6-93
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94Approaches for Developing Knowledge
Tap knowledge from expertsRead company materials and trade publications
Use market research informationAsk for feedback
Analyze successes and failuresDevelop an intrinsic orientation toward your work
6-94
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95Social Style Matrix
Analytical
Amiable Expressive
Driver
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96Cues for Recognizing Social Styles
AnalyticalAchievement awards on wall
Office is work-oriented, showing much activityConservative dress
Likes solitary activities (e.g., reading, individual sports)
Amiable
Driver
Expressive
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97Cues for Recognizing Social Styles
AmiableOffice has friendly, open atmosphere
Pictures of family displayedPersonal mementos on the wall
Desk placed for open contact with peopleCasual or flamboyant dress
Likes solitary activities (e.g., reading, individual sports)
Analytical Driver
Expressive
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98Cues for Recognizing Social Styles
ExpressiveMotivational slogan on the wall
Office has friendly, open atmosphereCluttered, unorganized desk
Desk placed for open contact with peopleCasual or flamboyant dress
Likes group activities (e.g., politics, team sports)
Analytical Driver
Amiable
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99Cues for Recognizing Social Styles
DriverAchievement awards on the wall
No posters or slogans on office wallsCalendar prominently displayed
Furniture placed so contact with people is across the desk
Conservative dressLikes group activities (e.g., politics, team sports)
Analytical
ExpressiveAmiable
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100Social Style Matrix:
Customer ExpectationsDriverAtmosphere: Businesslike
Interview Pace: QuickInformation provided: Salesperson’s
qualifications; value of product
ExpressiveAtmosphere: Open, friendly
Interview Pace: QuickInformation provided:
What salesperson thinks; whom s/he knows
AnalyticalAtmosphere: Open, honestInterview Pace: Deliberate
Information provided: Evidence of salesperson’s expertise in solving
problems
AmiableAtmosphere: Businesslike
Interview Pace: DeliberateInformation provided: Evidence that salesperson is trustworthy, friendly
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101
Social Style Matrix:Customer Expectations
DriverSalesperson should provide:
Documented evidence, stress resultsPresentation of benefits: What product can do
ExpressiveSalesperson should provide: Recognition and approval
Presentation of benefits: Who has used this product
AnalyticalSalesperson should provide:
Evidence that salesperson has analyzed the situation
Presentation of benefits:How product can solve the problem
AmiableSalesperson should provide:
Evidence that salesperson is trustworthy, friendly
Presentation of benefits:Why product is best to solve problem
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102Social Style Matrix:
Customer ExpectationsDriver
Assistance to aid decision-making:Explanation of options and probabilities
ExpressiveAssistance to aid decision-making:
Testimonials
AnalyticalAssistance to aid decision-making:
Evidence and offers of service
AmiableAssistance to aid decision-making:
Guarantees and assurances
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103Indicators of Versatility
Less VersatileLimited ability to adapt to other’s
needsSpecialist
Well-defined interestsSticks to principles
PredictableLooks at one side of an issue
More VersatileAble to adapt to other’s needs
GeneralistBroad interests
Negotiates issuesUnpredictable
Looks at many sides of an issue
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104Adaptive Behaviors
Less Adaptive“I’ll tell you how it should be
done”.“I’m right”.“It’s always been done this way”.“You’re wrong”.“Take me or leave me”.
More Adaptive“Let’s discuss it”.“I see your point. We’ll do it your
way”.“I’m always looking for new
ideas”.“I want to understand”.“How can I accommodate you”?
6-104
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105Adaptive Behaviors
Reducing AssertivenessAsk for customer’s opinion
Acknowledge merits of customer’s viewpoint
Listen without interruptionBe more deliberate; don’t rush
Let customer direct flow of conversation
Increasing AssertivenessGet to the point
Don’t be vague or ambiguousVolunteer informationBe willing to disagree
Take a standInitiate conversations
6-105
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106Adaptive Behaviors
Reducing ResponsivenessBecome businesslike
Talk lessRestrain enthusiasm
Make decisions based on factsStop and think
Increasing ResponsivenessVerbalize feelings
Express enthusiasmPay personal compliments
Spend time on relationships rather than business
Socialize, engage in small talkUse nonverbal communication
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107Social Style Matrix:
Strengths and WeaknessesDriver
Strengths:Strong-willed, independent, practical,
decisive, efficientWeaknesses:
Pushy, severe, tough, dominating, harsh
ExpressiveStrengths:
Enthusiastic, ambitious, stimulating, dramatic, friendly
Weaknesses:Manipulative, undisciplined, egotistical,
excitable, reacting
AnalyticalStrengths:
Industrious, persistent, serious, exacting, orderly.
Weaknesses:Critical, indecisive, stuffy, picky,
moralistic
AmiableStrengths:
Supportive, respectful, willing, dependable, agreeable
Weaknesses:Conforming, unsure, pliable, dependent,
awkward6-107
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akhzani Marketing Dep.
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MASS TRAINING MASTERING YOUR SELLING SKILLS
(Key) Account Management
Marketing Department Makhzani Co. Ltd
109Agenda
The theory The practice Useful tools
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110Agenda
The theory – (based on research by Prof. Derrick-Philip Gosselin) The practice – (case from the Telecom world) Useful tools – (Key Account Plan)
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Concepts & Definitions Different types of Account Management
Definition of Strategic Account Management
Strategic Account Management Process
The Theory : Content
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112Concepts behind
Strategic Account Management
Marketing?
Strategy? Strategic Account Management? Sales?
Key Account Management?
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113Concepts behind
Strategic Account Management
Marketing?
Strategy? Strategic Account Management? Sales?
Key Account Management?MASS Training Copyrighted Makhzani Marketing
Dep.
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Strategic concept?
Perception
Development
Opportunities
valueCREATION
valueDISTRIBUTION
in REPEATABLEways
LUCK
Adapted model from Prof. Aimé Heene: © 2000 Prof.Dr. A. Heene TIMING
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115Marketing concept?
The Economic view (1920): Mechanism to promote trade between industrial agents as a government policy tool.
The Consumer view (1960): Mechanism to promote sales by manipulation of buyer behavior: 4P’s, STP(*), PLC, 4C’s (**) .
The Transaction view (1970): Increase the number, the volume and the value of transactions based on customer needs.
The Relationship view (1980): Creating, developing and maintaining a relationship (network) based on value creation and distribution by solving customer problems.
The New Economy view (1995): Create value on an individual basis (one-to-one) thru solutions based on the information depth or information breadth of the products/services content. )*(Segment, Target, Position
)**(Customer Value, Cost to Customer, Convenience, Communication
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116
Push products / services by manipulation:
4 P’s / 4C’s STP PLC
Active seller / Passive Customer Atomistic market
Relationship based Value Creation = problem solving Product use Process addes value Transformation process Trust / credibility/ reputation
Growth = problem solving =Performance/ Commitment /
Trust/ Loyalty
Not applicable inBusiness Markets
Consumer vs Business marketingCONSUMER MARKETING
(CLASSIC 1960)BUSINESS MARKETING
(1980)
)*(Segment, Target, Position )**(Customer Value, Cost to Customer, Convenience, Communication
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117Relationship Marketing
“In industrial markets, it is not the manipulation of the marketing mix which brings strategic advantage, but effective ‘Relationship Management’.
This means creating, developing and maintaining a network based on value creation thru problem solving for the customer.”
Gummesson 1987
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118Sales concept?
Sales = The process to create a transaction. The Type of sales process depends on the type of transaction.
Transactional sales Individual, territory Find, call, present, sell, follow up
System sales Team based project (temporarily) Sell system: product+services+integration
Major account sales Dedicated cross functional sales force for one customer
Contract: Uniform contract terms and coordination Program: develop business and/or relationship
Inside sales Telemarketing, e-business, order centers, customer service group
Source: (B. Shapiro, 1988)
Types of sales processes
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MASS Training Copyrighted Makhzani Marketing Dep.
119Sales evolution
Strategic Solutions
Commodities
Transaction selling
SystemSelling
Strategic Selling
Consultative Selling
TechnologyEnabled Selling
Technology Based Selling
Traditional Sales
120Concepts behind
Strategic Account Management Marketing?
Strategy? Strategic Account Management? Sales?
Key Account Management?
MASS Training Copyrighted Makhzani Marketing Dep.
121The Key Account Management
Concept: Current situation (1)
Develop and maintain business revenues with important customers thru customer satisfaction and increase profits thru customer loyalty.
Dedicated salesperson for an important customers. Started in business markets in the US (1965) and developed during the
1980’s due to increasing complexity of geographic expansion (National Accounts).
Reactive mode: imposed by important customers to reduce business complexity (costs): one face to the customer.
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122
Sales driven activity extended with logistic, accounting, inventory management and relationship responsibilities.
Positioned within the sales department. Evaluated on revenues and paid on results (sales function). Key account managers promoted from the sales force. In most companies Key Account Managers are in average responsible for > 8
clients (and increasing).
The Key Account Management Concept: Current situation (2)
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123
Concepts & Definitions Different types of Account Management
Definition of Strategic Account Management
Strategic Account Management Process
The Theory : Content
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There is no concensus on the definitions but 3 main characteristics are common on Key Account Management:
Commercial focus: key accounts are customers representing a large potential or actual sales volume as well in money terms as in percentage of the total revenues. Sometimes they are the most profitable customers
Relational focus: key accounts expect special treatment and services: inventory management, logistic support, special prices, special reporting and customer specific applications and solutions. Key accounts will centralise the purchase from different geographic area’s and will involve different departments and different skills
Strategic marketing focus: key accounts can be selected because of their status, market leader position, to open new markets, as ref. To open new markets, for diversification, technological leadership, because they will invest.
Definition of Key Account Management (2)
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125
Why was Key account management created ?
Key account management emerged at the end of 1960 in the US because of environmental changes which are still valid today:
Increased concentration of buying companies Increased geographic dispersion of buyers of same company Increased pressure on costs and communication Increased desire to develop partnerships Increased complexity of buyers operation
Assign one person: Key account manager to handle interface with customer from a sales point of view.
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126Why will It become more important?
Importance of key account management will continue to increase because of 5 trends:
Importance of Key account
management
Industry Structure
Technology ICT (E-com & e-business)
Globalisation
Maturity of Industrial Markets
Increase in Buying Power
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127
More competitionMore complexityMore concentration thru M&AMore central purchasingMore outsourcing of servicesElimination of low value activities
Less but more important customers
Less but more important suppliers
Account management is an efficient and effective
process to implement
5 Trends
Why will It become more important?
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Current view on Key Account Managemen
current views on “Key Accounts” are mainly Local or International oriented, Supplier Focused and have a Sales or Relationship Approach.
Strategy Driven
Geography
Focus
Approach
Local
Global
Sales DrivenRelationship
Marketing DrivenCustomer
International
Supplier
Regional/National
© Gosselin, Heene, 2000MASS Training Copyrighted Makhzani Marketing Dep.
129
Concepts & Definitions Different types of Account Management
Definition of Strategic Account Management
Strategic Account Management Process
The Theory : Content
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130Definition of a Strategic Account
Strategic accounts : are potential or existing customers identified by the supplier based on strategic criteria and where the supplier has indications that he is of strategic importance for the customer as well.
Potential Supplier
Existing Suppliers
Strategic Accounts
SUPPLIER
CUSTOMER
Gosselin, Heene 2000
Existing Customers
Potential Customers
Important/Key Accounts
S SNS
S
S
NS
NS
NS
S: StrategicNS: Non Strategic
Important/Key Suppliers
=
+
Source: D-P Gosselin, 2002MASS Training Copyrighted Makhzani Marketing Dep.
131Definition of Strategic
Account Management
‘’Strategic account management : is the process that identifies and selects strategic accounts and develops thru competence building and competence leveraging a set of specific and unique value propositions in partnership with a strategic account ‘’
Gosselin, Heene 2000
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Classification of Account ManagementWe believe there are 3 different processes at work which are not identified as
such in practice, creating a lot of confusion, mismanagement and failures.
Process Nature Objective Behaviour Time Focus
Key Account Selling Performance Defensive Static/ Supplier
drivenShort Term
Sales
Key Account Management
Coordination/Relational Offensive Static/
Supplier drivenMid TermMarketing
Strategic Account
ManagementCompetitive Advantage Proactive Dynamic/
InteractiveLong Term Strategic
Source: D-P Gosselin, 2002
133Current views on Account Management
Confusion on account management is due to non recognition of 3 different processes
Process Focus Local RegionalNational
International Global
Key Account Selling
Sales Management
Key Account Management
Relationship Management
Strategic Account
ManagementStrategic
Management
Complexity
Scop
e
Tim
e F o
cus
Source: D-P Gosselin, 2002MASS Training Copyrighted Makhzani Marketing Dep.
134
Implications ofStrategic Account Management
Selection of Strategic Accounts: Portfolio/Resources Business Development Process: Proactive Strategic Process: Competitive advantage Competences of Strategic Account Manager and Organisation:
Competence driven Organizational impact: Change Management Interaction with other functional departements: Competence Building
and Leverage.
Strategic Account Management is about creating a customer driven organization
Source: D-P Gosselin, 2002MASS Training Copyrighted Makhzani Marketing Dep.
135
Concepts & Definitions Different types of Account Management
Definition of Strategic Account Management
Strategic Account Management Process
The Theory : Content
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136Characteristics of the process
Selection of Strategic accounts Process & Resource allocation Competence Advanced Research
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137Account Relationship
Development Model
Synergetic AM
Early AM
Complex
Level ofInvolvement
with thecustomer
Simple
Systems/SolutionsTransactionNature of the customer Relationship
Mid-AM
Partnership AM
Account Relationship Development Model of Millman & Wilson (1994)
MASS Training Copyrighted Makhzani Marketing Dep.
Account Relationship Development Model
Pre-KAM Early KAM Mid-KAM Partnership KAM Synergistic KAM Uncoupling KAM
0% business 5% business 35% business 90% business 100% business
After one year Year 2 Year 3 Year 4
Product need established Transactions commence
Selling company now one of a few "preferred suppliers"
Selling company is now in partnership with buying company
"Quasi-integration" Selling company and buying company together deliver value to the end customer
Relationship disintegrates or product fails to keep up with the market
Buying Company scrutinize price and other terms
Key account manager / key contact relationship strengthens
Operational staff get to know their opposite numbers
Contacts at all levels Focus teams at all interfaces between supplier and customer
Key account manager's focus is to establish relationship
Key account manager working to increase volume of business
Key account manager working to establish distinctive business
Key account manager looks for opportunities for process advantage
Key account manager looks for opportunities for process advantage
Source: Prof. Malcom McDonald, Cranfield 1999, Millman & Wilson 1994
139Strategic selection
• Not all customers have same value• Volume is not the selection criteria• The more complex the product and the more complex the customer, the more chance there is to build a partnership and create value
PartnershipJoint Relation
OpportunisticPrice Driven
Complex
CustomerRelationship
Complexity
Simple
Systems/SolutionsTransactionProduct/Service Complexity
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140
Model of Cespedes
1. Assessment of the direct and indirect profitability potential of the customer;
2. Assess the potential for organizational learning thru the key customer: depends on the degree of services and the potential to standardize the service processes of the customer;
3. Analyze the type of transaction: is it possible to increase the profitability of this customer based on the transaction cost drivers?
Source: F. Cespedes, 1995 HBS Press
Strategic selection
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141
Strategic Significant Profitable Generic strategyY Y Y Keep and invest in those customersY Y N Keep but Increase profitabilityY N Y Increase volume if possibleY N N Increase volume and profitabilityN Y Y Important but not strategicN Y N Marginal interesting do not investN N Y Keep but Do not further investN N N Outsource these customers
Model of Whitney
Source: J. Withney, 1996, HBR
Strategic selection
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142Strategic Selection
10 S Model of Gosselin
Substantial Enough growth potentialSize Size of the customer marketSound Margin or Potential MarginSynergy Cultural compatibility
Significant If volume is low value with the customer, your value could be very low as well?
Stable Can customer loyalty be achieved?
Sympathy Do you want this type of customer? Is it a reference for future business?
Strategic Fit Do the supplier and customer have and do they agree on a common strategy for the long term?
Symbiosis Does the customer, value a long term relationship?
Sustainable Do we want to be seen as a partner with this customer? Do we put enough resources to get him?
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MASS Training Copyrighted Makhzani Marketing Dep.
143Account Management Portfolio
Model of McDonald
Invest/Grow SelectivelyInvest
Maintain Manage for cash/withdraw
Competitive strength
Customer Attractiveness
H
H
L
L
Model is based on
the classic McKinsey
model
Key /Strategic accounts
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144Positioning of Strategic Account Management
Positioning Model of Gosselin & Heene (2000)
Key Accounts Strategic Accounts
Transactional Customers Captive Customers
Relationship willingness(Customer)
Competence Leverage
Willingness(Supplier)
H
HL
L
Not stable :Invest in specific
solutions or manage
for profit
Invest in relationship
or reduce investments
Source: D-P Gosselin, 2002
145Characteristics of the process
Selection of Strategic accounts
Process & Resource allocation
Competence
Advanced Research
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MASS Training Copyrighted Makhzani Marketing Dep.
146The Principles of
Account Management Process
Source: Senn & Zeier 2000
Building Long-term Relations
Developing Consistent Products/Services
Providing a Network Organization
Winning and
keeping Strategic
Customers
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147
Where do successful Companies perform better?
Study conducted by the University of St.Gallen: Senn 1998 & 1999, Senn & Arnold 1999:• N = 200, CS = Customer Satisfaction. High-low pairs significantly different at .01 level• Avg. CS of High Performing Group = 79%, Avg. CS of Low Performing Group = 63%• Results based on supplier performance resp. customer satisfaction ratings by their key accounts
65 % 40 %
68 % 42 %
69 % 46 %
Building Long-term Relations
Developing Consistent Products & Services
Providing a Network Organization
High Performers
(Avg. Performance)
Low Performers
(Avg. Performance)Account Management Processes
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akhzani Marketing Dep.
148
MASS TRAINING MASTERING YOUR SELLING SKILLS
NEGOTIATION SKILLS
Marketing Department Makhzani Co. Ltd
149Objectives
At the end of this training, you will be able to Determine the importance of negotiation in the sales process Identify key steps to take at every point in the negotiation process Determine how to use various negotiation strategies to achieve
results Use effective communication to achieve good negotiation
outcomes.
MASS Training Copyrighted Makhzani Marketing Dep.
150Content
What is Negotiation?Negotiating with Prospects and
CustomersNegotiation StrategiesCommunication Skills
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MASS Training Copyrighted Makhzani Marketing Dep.
151
What is Negotiation?
152What is negotiation?
Simply put... the process of getting what you want from another person.
The truth is we negotiate every day, everyone in their every day lives is a negotiator. Children negotiate with their parents for things they want. Spouses negotiate with each other over things they should buy or
do this weekend eg. go to the funeral, the wedding or take the children to their friend’s party?
Subordinates negotiate with their bosses over deadlines. Workers negotiate with their clients over services they can offer
them.MASS Training Copyrighted Makhzani Marketing Dep.
153Why negotiate
Negotiations occur for several reasons: To convince people to take your side of an issue To agree on how to share or divide a limited resource To resolve a problem or dispute between the parties To sell a product or service
Sales negotiation
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154Sales negotiation
Sales negotiation can be a formal event at a specific time and date or it can be ongoing at different points in the sales process.
As a sales staff you are seeking a mutually beneficial relationship with your prospects and clients, not something that benefits only you or them. Why do you need
to negotiate with customers in the
first place?MASS Training Copyrighted Makhzani Marketing Dep.
155Because of Customer Attitudes
A customer’s attitude toward your product or service generally falls into one of four categories..... Objection Indifference Skepticism Acceptance
MASS Training Copyrighted Makhzani Marketing Dep.
156Customer Attitudes
Acceptance : Customer agrees with your benefits
and has no negative feelings
toward your product
Skepticism : Customer is
interested in a particular benefit,
but doubts whether your
product can really provide the benefit
Objection : Customer displays opposition to your
product
Indifference :Customer shows a lack of interest in
your product because of no
perceived need for its benefits
MASS Training Copyrighted Makhzani Marketing Dep.
157S0 why do you need negotiation skills...?
To be able to change customer attitudes towards your products and services;
Bottom line....... To win more Customers
and improve profits for your organisation.
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MASS Training Copyrighted Makhzani Marketing Dep.
158
Negotiating with Prospects and Customers
159Negotiating with prospects and customers
Negotiation with prospects and customers must be undertaken within the context of the sales process. Where inadequate prospecting, pre sales preparation and
planning is done, negotiation is likely to be unsuccessful.
So what does the sales process entail?
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MASS Training Copyrighted Makhzani Marketing Dep.
160Overview of the sales process
1 .Prospecting and qualifying
2 .Planning the sales call: The pre approach
3 .Approaching the prospect
4 .Sales presentation and demonstration
5 .Negotiating resistance and objections
6 .Confirming and closing the sale
7 .Following up and providing after sales service
161Overview of the sales process
Negotiation with the prospect usually begins after you have had the opportunity to present your products and services or after step 4 in the sales process.
At this point, you will be able to gauge whether the prospect objects is indifferent is skeptical or accepts your product or service
Based on your assessment of the situation, you can then begin to negotiate.
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MASS Training Copyrighted Makhzani Marketing Dep.
162
Avoid negotiating unless you have had an opportunity to fully present your products and services
Understand the objections raised by your prospect and identify what your prospect or customer’s main points of interest may be based on these objections
Be prepared to illustrate how your offering will benefit them and quantify the value they will get (if possible)
Be prepared to be patient (which can lead to higher trust between you and your prospect)
Be confident in the value your product or service will provide your prospect
Be prepared to work toward a solution that works for both you and your prospect
Know in advance at what point the negotiation is no longer beneficial to you and your organisation and be prepared to walk away
Before negotiation begins...
Negotiating with prospects and customers
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163
Use open ended questions to confirm your understanding of their needs.
Be prepared for tactical responses from prospects and customers – such as exclamations after you explain the terms of your service (eh, aba! etc) or silence – don’t react and instead respond with more questions
Don’t rush to fill pauses with more talk – be comfortable with moments of silence
Listen
Be prepared to make slight adjustments for your prospect if possible eg. Adjust the product/service offering, loan payment terms etc.
Try to identify small things you have both agreed on to help develop positive momentum – summarize these agreements periodically
During negotiation...
Negotiating with prospects and customers
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164
If you are able to make a sale…Summarize verbally and/or in writing the
details of what you and the customer have agreed on as the terms of the service.
Thank the customer/ prospect for their time and reinforce the purchase decision
For your next negotiation, review the points that seemed to help move the negotiation process forward – study them, know them,
use them
If you did not make a sale…Sincerely thank the prospect for their time Avoid appearing annoyed or disappointedGive the prospect an “out” or an opening
for them to come back to you/your organisation in the future (have this
statement prepared)For your next negotiation, review the points
that seemed to prevent the negotiation process from moving forward – study them,
know them, and act accordingly
After the negotiation...
Negotiating with prospects and customers
165 Handling objections and resistance
Objections can be defined as statements, questions, or actions by the prospect that indicate resistance or an unwillingness to buy . . . at least yet
Without sales resistance, there wouldn't be any need for salespeople The first person who reached the prospect would make the
sale Serious negotiations seldom begin until the prospect's
objections surface MASS Training Copyrighted Makhzani Marketing Dep.
166Handling objections and
resistance
Prospects and customers raise objections for a myriad of reasons• Some people will almost always raise objections, even if they really need the
product/service• They may be people who naturally raise objections as a matter of buying technique or
negotiation strategy• The prospect may seek reassurance that the product/service will perform or yield
the benefits promised• A few prospects will raise objections merely to irritate you the salesperson
MASS Training Copyrighted Makhzani Marketing Dep.
167Handling objections and
resistance
• Some prospects raise objections so that they can bargain for a better deal. Irrespective of how good your terms may be compared to the competition, some prospects are obsessed with getting an even better deal so that they can feel “victorious.”
• Prospects may raise an objection because they have a bias against the your organization or type of service or, in rare cases, simply dislike you the salesperson.
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168Handling objections and resistance
Identifying and negotiating the prospect's most important or key objection is the first step to negotiating total prospect resistance.
One subtle way is by engaging the prospect in informal conversation before the sales presentation and encouraging him or her to reveal personal concerns and perspectives on problems
Which other ways can you think of?
MASS Training Copyrighted Makhzani Marketing Dep.
MASS Training Copyrighted Makhzani Marketing Dep.
169Negotiation outcomes
PROSPECT
SALES PERSON
Win Lose
Win Both the prospect and the sales person are satisfied with the terms of the sale and a good business relationship develops
The salesperson is satisfied with the sale but the prospect is not. He may even feel manipulated or taken advantage of. The business relationship is in trouble
Lose The prospect is satisfied with the sale but the sales person feels manipulated and may reciprocate in future negotiations or reduce customer service. The business relationship is in trouble.
Both parties are dissatisfied with the sale thus the bond of trust between them may be so damaged that they are unlikely to enter into any future business relationship.
170
Common mistakes to be avoided in negotiation
Inadequate preparation Use of intimidating behavior Impatience Loss of temper Talking too much, listening too little, and remaining indifferent to body language. Arguing instead of influencing.
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MASS Training Copyrighted Makhzani Marketing Dep.
171
Negotiation Strategies
172Negotiation Strategies
There are various well tested strategies that can be used to achieve a win-win outcome, such as those used by Akosua and Ebo as outlined in this section.
Akosua and Ebo decide to visit a well known business area to win new clients for their institution.
Their first stop is an office located in the area with a lot of staff who are ideal potential clients. Akosua and Ebo intend to introduce their services to them, get them to be interested in the services to the point where they will actually sign on for a service such as open an account and/or take a loan.MASS Training Copyrighted Makhzani Marketing
Dep.
MASS Training Copyrighted Makhzani Marketing Dep.
173Negotiation Strategies
Strategy ApproachVinegar – Honey
Start with the cheapest possible product or service but one which still has benefits for the prospect.
Akosua approaches one of her prospects and informs him that he can access a loan with very little effort – she goes ahead to explain the procedure for obtaining a loan from her organization.
Practice with the cheapest product/service on your
listing.
MASS Training Copyrighted Makhzani Marketing Dep.
174Negotiation Strategies
Strategy ApproachPinpoint the need
Focus on the need ie. Why a loan will be beneficial to the prospect and enumerate the benefits s/he would derive from the loan.
Akosua’s prospect appears skeptical about the process and
indicates so, stressing that he knew people who had been made
similar promises but went through a lot of stress to obtain
loans.
She ignores his comment and begins to highlight the benefits to
be derived from such a loan.
MASS Training Copyrighted Makhzani Marketing Dep.
175Negotiation Strategies
Strategy ApproachChallenge
The prospect throws a challenge at Akosua in an effort to win some concessions.
The prospect goes quiet for a while then tells Akosua that he needs a loan of GHC 5,000 but
wants to be able to negotiate the terms of payment because he
knows two people from his office who got a similar deal.
MASS Training Copyrighted Makhzani Marketing Dep.
176Negotiation Strategies
Strategy Approach
Limited Authority
Limited authority is an attempt to postpone the decision on a pretext to get approval from a competent authority. Whereas the real aim is to gain time for reconsideration, and/or keeping the prospect still interested in the service for a reasonable period of time until a win-win situation is achieved.
Akosua says, ‘those two people you are referring to took huge loans and so were given the opportunity to negotiate their terms of payment’ . But she indicates that she will speak to her boss about it.
MASS Training Copyrighted Makhzani Marketing Dep.
177Negotiation Strategies
Strategy ApproachGood Guy/Bad Guy
The good guy / bad guy is an internationally used strategy. One member of a team takes a hard line approach while other member is friendly and easy to deal with. When bad guy steps out for a few minutes, the good guy offers the deal that under the circumstances seems too good to refuse. Bad guys usually comprise spouses, lawyers etc.
Based on your experience on the field, how would you act out the good guy/bad guy strategy to your favour?
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178Negotiation Strategies
Strategy Approach
Defer
Deferring strategy allows the negotiators time to reevaluate their positions. Deferring a decision often proves that patience pays.
Please excuse us while we discuss ways in which we might provide you a better offer. Would you please reevaluate your position too?
179Negotiation Strategies
Keep It Light You never want to let negotiations become too tense. Always feel free to smile and
inject some humour in the conversation.
Lightening up the mood can ingratiate you with your prospect while also conveying your negotiating strength.
If you do not appear to be taking the negotiation as a do or die affair, your prospect may conclude that you are ready to move on if s/he does not cooperate and based on that s/he may decide to be cooperative.
MASS Training Copyrighted Makhzani Marketing Dep.
MASS TRAINING MASTERING YOUR SELLING SKILLS
Communication Skills
Marketing Department Makhzani Co. Ltd
MASS Training Copyrighted M
akhzani Marketing Dep
.
180
181Communication Skills
Communication skills are crucial in the kind of negotiations you engage in as field staff. Good communication is the cornerstone of any productive negotiation. Particularly important are Oral communication and Non-verbal communication
It is also important that as field staff you are aware of critical cultural norms that exist within your area of operations. Fortunately, the Ghanaian culture does not vary too much from one place to another
MASS Training Copyrighted Makhzani Marketing Dep.
182Oral Communication
Oral communication implies communication through the mouth. It not only refers to speaking but includes the ability to listen as well.
Specific examples of oral communication include: Face to face communication in conversation, be it direct or telephone
conversation, meetings, interviews, speeches, presentations, discussions etc.
Oral communication is significant in building rapport and trust with customers.
MASS Training Copyrighted Makhzani Marketing Dep.
183Oral Communication
When communicating with your prospects and customers Slow down your speech and pronounce your words clearly
and correctly. Vary your pitch, tone and volume to emphasize key words or
sentences. Adjust the volume of your voice to your audience
speak softly but audibly when you are talking one-on-one speak louder when you are talking to a larger group or across a room
Be conscious of your speech to avoid filler words such as um, uh, ah, like, well etc. MASS Training Copyrighted Makhzani Marketing
Dep.
184Oral Communication
Organize your thoughts and ideas before speaking (e.g. write notes on what you want to say).
Do not interrupt when someone else is speaking. Respond non-verbally to show understanding and interest when
communicating nodding your head, smiling etc.
Make eye contact when listening or talking to people. Be specific when asking questions and giving answers. Take notes if necessary to help you remember what is being
communicated.
MASS Training Copyrighted Makhzani Marketing Dep.
185Oral Communication
Phrase your words properly; it makes a difference.
Two priests were so addicted to smoking that they desperately needed to puff on cigarettes even when they prayed. Both decided to ask their superior for permission to smoke.
The first asked if it was okay to smoke while praying? Permission was denied.
The second priest asked if he was allowed to pray while he was smoking. His superior found his dedication admirable and immediately granted his request.
MASS Training Copyrighted Makhzani Marketing Dep.
186Listening: a strong negotiation tool!
Perhaps the best strategy to adopt while the other side lets off steam is to listen quietly without responding to their attacks.
You often get more through listening by finding out what the other person wants than you do by clever arguments supporting what you need.
Generally, good techniques of good listening include paying close attention to what is said, asking the other party to spell out carefully and clearly exactly what they mean, requesting that ideas be repeated if there is any ambiguity or uncertainty.
MASS Training Copyrighted Makhzani Marketing Dep.
187Non-verbal communication
When we do not know others, their body language remains the first source of building image about them.
What people say may be reinforced or contradicted by the non-verbal cues.
When there is no consistency between the verbal and non-verbal communication, people rely on the non-verbal aspect of communication to determine the true meaning of what is being said.
MASS Training Copyrighted Makhzani Marketing Dep.
188Non-verbal Communication
VibesSymbolic
How something is said instead of what is said i.e. volume, rate and
rhythm, silent pauses, sighs etc .Facial expressions, body gestures,
dress etc.
KinesicsParalanguage
Feelings and emotions received from others through their body
actions
MASS Training Copyrighted Makhzani Marketing Dep.
MASS Training Copyrighted Makhzani Marketing Dep.
189Non-verbal communication
Body Language What it could meanAvoiding eye contact Lack of confidence in bargaining position
Making excessive eye contact Trying to bully or intimidate
Fiddling with objects such as hair, pencils, or papers
Lack of confidence
Crossing and uncrossing the legs Impatient
Keeping legs and arms crossed Not receptive
190Cultural norms
Some general Ghanaian norms include: Not using the left hand in communicating with others either to give
something to someone or point in a direction etc. Greeting the people we meet wherever we go
What are some of the cultural norms in your
area of operation?
MASS Training Copyrighted Makhzani Marketing Dep.