mar3400 chuck viosca fsu exam 2

misalignment

one of the biggest issues we see with salespeople.

awareness building

this focuses on

-establishing rapport

-building credibility

-getting to know prospect and current business situation

approach

-professional introduction

-build rapport

-engage prospect

-set agenda & transition

developing rapport involves

-identifying purpose

-considering cultural and social style differences

-conversation starters

-asking questions

when things go wrong with developing rapport

-maintain perspective and a sense of humor

-apologize

what is rapport in selling

a close, harmonious relationship founded on mutual trust

primary objective

most expected outcome, what i think should happen at the end of the meeting

optimistic objective

the most optimistic outcome the salesperson thinks could occur

minimum objective

have a fall back objective

green light

proceeding to the next step, meeting with decision-maker

yellow lights

stalling?

the goal is to challenge prospect to either red or green lights

red lights

they may be cutting budgets or meeting with competitors

engage the prospect includes

-mentally pull the prospect into the meeting

-focus on the customer: WIFM

-initial benefit statement/results

-confirm a challenge

-problem & solution

-use questions

agenda and transition

-have and state an agenda

-take charge, but ask for input

-what should be accomplished?

-send an endpoint

-gain commitment

SMART selling

specific

measurable

achievable

realistic

time-based

what to do before meetings

-take control, set a meeting objective

-begin

Secondary call objective

this is the remaining objective after the primary objective, such as a critical piece of logistical information that needs to be gathered as part of the sales process

5-10 Min

mark discover needs, present solution

Start

make a professional impression, create interest in the customer, (driver, expressive, amiable, analytical). Be prepared to present an agenda (the way id like to spend our time today...)

- If you start the meeting strong it sets the tone of the meeting and makes a good first impression

Driver

use clear benefit statements. Let the driver know how long the meeting will take

Expressive

recognize them for their achievement.

Amiable

focus on establishing trust. Use a referral statement to open the conversation

Analytical

encourage them to think. Use a question opener to get them to think provocatively about their business

Sell slow

(take the time to fully understand the customer's needs and objectives). Don't jump straight to an issue

SPIN application questions

situation, problem, implication, need-payoff

Situation questions

what sort of business you run, how many people do you employ (each collect facts, info and background data)

Problem questions

solve a problem

ex: are you satisfied with your present equipment, does this old machine give you reliability problems? (each one probes for a problem, difficulties, or dissatisfactions)

Implication questions

tiny problem can grow much larger and costly. Ex: what effect does this have on your output? Could that lead to increased costs? (they uncover effects & consequences of the customer's problems) perception of value

Need-Payoff questions

value or usefulness of solving a problem. Examples: is it important to you to solve this problem? Why would you find this solution so useful? (focus the customer's attention on the solution rather than the problem)

Surface motivations

realized or expressed

Hidden motivations

latent (client is aware of but not expressing, typically client is unaware)

1. you bring hidden motivations to the surface by asking questions and being a good listener.

- Consultant of selling

1. Real, authentic convos,

2. -more asking and exploring vs selling and telling

3. -sell what the product can do for the customer not the features

4. Don't sell from a script or brochure

FAB process

features, advantages, benefits

Features

attributes of the product or service

Advantages

what the features allow customer to do

Benefits

What it means to the customer

- so what test

"So what test"

1. write down how you usually describe your products or services

2. if you can read the statement and ask: So what? Then you probably haven't gone far enough in describing the true benefits of the product

3. end with. "so what this means to you is... followed by a key benefit statement"

4. benefit statement should always be either a time savings, money savings, or stress savings

customer conversation

front end of developing business

Selling conversations

appear somewhere in the last third of the business development process

Customer engagement

leading to buying decisions isn't achieved via sales chit chat

Whitepapers

documents put together by industry experts that support the idea that implementing a particular solution can make a big impact

Testimonials

have a local customer write a letter testifying to the benefits of your product or service (record). Build a library of these videos

Case Studies

like stories that outline how similar customer had a similar issue that your product or service was able to solve. Detailed and specific. Shorter 1-page case studies are also valuable

Value

= benefits - cost

Benefit approach vs cost approach

-C side means high cost low benefit

-sell on benefit, not cost

how to engage a prospect in first 15 seconds:

don't open talking about you.. your company and your product and service

prepare to talk about business issues

who you are, what you do and how you can help them

do not read from a script

proof devices

carry evidence and credibility

magazine/trade article

testimonial

product demonstration

3rd party study/test results

customer survey results

customer/3rd party testimonials

tips for visuals

be consistent, don't make mistakes, not too many numbers or info

tips for product demos

have a plan of dead time

seen a competitor's demo

show them something interesting