销售技巧(英文版).ppt

Selling Ingram, Laforge, Avila, Schwepker, and Williams,Multimedia Presentations Steven J. Remington, Ph.D. Buena Vista University August, 2000,天马行空官方博客：/tmxk_docin ；QQ:1318241189；QQ群：175569632,Module 1 An Overview of Personal Selling,Evolution of Personal Selling,Early Origins of Personal Selling Industrial Revolution Era (1700s Europe; 1850s US) Post-Industrial Revolution Era (1800s Europe; 1900 US) Canned Sales Presentation The War and Depression Era Professionalism: The Modern Era,Characteristics of Sales Professionalism,Customer Orientation Use of Truthful and Nonmanipulative Tactics Focus on Long-Term Satisfaction of Customer and Selling Firm,Cost/Sales Call,$80-$242/ call,Contributions of Personal Selling Salespeople and Society,Salespeople as Economic Stimuli Salespeople and Diffusion of Innovation,Contributions of Personal Selling Salespeople and the Employing Firm,Salespeople as Revenue Producers Market Research and Feedback Salespeople as Future Managers,Contributions of Personal Selling Salespeople and the Customer,Are honest Understand general business and economic trends, as well as the buyers business Provide guidance throughout the sales process Help the buyer to solve problems Have a pleasant personality and a good professional image Coordinate all aspects of the product and service to provide a total package,Industrial buyers prefer to deal with salespeople who:,Classification Of Personal Selling Jobs,Sales Support Personnel Missionary Salespeople Detailer Technical Support Salespeople New Business Pioneers Order-getters,Existing Business Order-takers Insider Sales (non-retail) Direct-to-Consumer Sales (retail) Combination Sales Jobs,Characteristics Of Sales Careers,Job Security Advancement Opportunities Immediate Feedback Prestige Job Variety Independence Compensation Boundary-Role Effects,Boundary-Role Effects Role Stress,Role Conflict Role Ambiguity Role stress must be dealt with to insure maximum sales productivity,Qualifications And Skills Required For Success By Salespeople,Empathy To see things as others would see them Ego Drive Determination to achieve goals Ego Strength Self-assured and self-accepting Interpersonal Communication Skills Including listening and questioning Enthusiasm In general, and for sales as a career Additional Characteristics Related to a Given Sales Job,Managing the Sales Force,(1:26),Module 2 Understanding Buyers,Types of Buyers,Consumer Markets Business Markets,Distinguishing Characteristics of Business Markets,Buyers are Larger but Fewer in Number Derived Demand Higher Levels of Demand Fluctuation Purchasing Professionals Multiple Buying Influences Close Buyer-Seller Relationships Supply Chain Management,The Buying Process (Figure 2.1),Recognition of the Problem or Need,The Buying Process (Figure 2.1),Recognition,Determination,The Buying Process (Figure 2.1),Recognition of the Problem or Need,Phase One Recognition of the Problem or Need: The Needs Gap (Figure 2.2),Complex Mix of Business Buyer Needs (Figure 2.3),Phase Two Determination of Characteristics of the Item and the Quality Needed,Phase Three Description of Characteristics of the Item and the Quality Needed,Phase Four Search for and Qualification of Potential Sources,Phase Five Acquisition and Analysis of Proposals Evaluating Suppliers and Products,Multi-Attribute Model Assessment of Product or Supplier Performance (P) Assessing the Relative Importance of Each Characteristic (I),Phase Five Acquisition and Analysis of Proposals Multi-Attribute Model of Adhesives by GM Buyers,Phase Five Acquisition and Analysis of Proposals Employing Buyer Evaluation Procedures to Enhance Selling Strategies,Modify the Product Offering Being Proposed Alter the Buyers Beliefs about the Proposed Offering Alter the Buyers Beliefs about the Competitors Offering Alter the Importance Weights Call Attention to Neglected Attributes,Phase Six Evaluation of Proposals and Selection of Supplier,Phase Seven Selection of Order Routine,Phase Eight Performance Evaluation and Feedback,Phase Eight Performance Evaluation and Feedback,Understanding Post-Purchase Evaluation and the Formation of Satisfaction,(Figure 2.4) Complex Mix of Business Buyer Needs,Buyers Level of Satisfaction,63% Level of Influence On Buyers Satisfaction,37% Level of Influence On Buyers Satisfaction,Phase Eight Performance Evaluation and Feedback,Understanding Post-Purchase Evaluation and the Formation of Satisfaction The Growing Importance of Salespeople in Buyers Post-Purchase Evaluation,Types of Purchasing Decisions Buying Situation,Straight Rebuy Buying Situation Routinized Response Behavior Modified Rebuy Buying Situation Limited Problem Solving New Task Buying Situation Extensive Problem Solving,Types of Purchasing Decisions Three Types of Buying Decisions (Exhibit 2.6),Types of Purchasing Decisions Three Types of Buying Decisions (Exhibit 2.6),Types of Purchasing Decisions Three Types of Buying Decisions (Exhibit 2.6),Types of Purchasing Decisions Three Types of Buying Decisions (Exhibit 2.6),Organizational Buyer Behavior Buying Center,Initiators Users Gatekeepers Influencers Deciders Purchasers,Current Developments in Purchasing,Increasing Use of Information Technology Relationship Emphasis on Cooperation and Collaboration Supply Chain Management Increased Outsourcing Target Pricing Increased Importance of Knowledge and Creativity,Module 3 Building Trust,Buyers define trust using terms such as:,Openness Dependability Candor Honesty Confidence,Security Reliability Fairness Predictability,What is Trust?,Trust answers the questions: Do you know what you are talking about? Will you recommend what is best for me? Are you truthful? Can you and your company back up your promises? Will you safeguard confidential information that I share with you?,Why is Trust Important?,The shift toward relationship selling emphasizes the initiation and nurturing of long-term buyer-seller relationships based on mutual trust and value-added benefits.,How to Earn Trust Trust Builders (Figure 3.1),Knowledge Bases Help Build Trust and Relationships (Figure 3.2),Possible Knowledge Bases,Sales Ethics Image of Salespeople,Television, movies, broadway productions, and the popular press have contributed to a negative image of salespeople portraying them as being associated with deceptive, illegal, and non-customer-oriented behavior.,Sales Ethics Image of Salespeople Deceptive Practices,When salespeople give answers when they do not know, exaggerating product benefits, and withholding information may jeopardize future dealings with the buyer. Salespeople can create product liabilities by: Expressed Warranty Misrepresentation Negligence,Sales Ethics Image of Salespeople Illegal Activities,Defraud Con Misuse Company Assets,Sales Ethics Image of Salespeople Non-Customer-Oriented Behavior,Pushy Hard Sell Fast Talking High Pressure,Sales Ethics Image of Salespeople (Exhibit 3.8),Deceptive Practices Deceptive Deceive Hustle Scam Exaggerate Withhold Bluff,Non-Customer-Oriented Behavior Pushy Hard Sell Fast Talking High Pressure,Illegal Activities Defraud Con Misuse Company Assets,Module 4 Communication Skills,Sales Communication as a Collaborative Process,Relational Sales Communication A two-way and naturally collaborative interaction Allows buyers and sellers to Develop a better understanding of the need situation Work together to best provide for the customers needs,Verbal Communication: Questioning Types of Questions Classified by Amount and Specificity of Information Desired,Open-end or Nondirective Questions free response What happens when? How do you feel? Describe the Closed-end Questions response limited to a few words. Are you How many How often Dichotomous/Multiple-Choice Questions directive forms of questioning Which do you prefer, the _ or the _?,Verbal Communication: Questioning Types of Questions Classified by Strategic Purpose,Probing Questions designed to penetrate below generalized or superficial information Requesting Clarification “Can you share an example of that with me?” Encouraging Elaboration “How are you dealing with that situation now?” Verifying Information and Responses “So, if I understand you correctly Is that right?”,Verbal Communication: Questioning Types of Questions Classified by Strategic Purpose,Probing Questions Evaluative Questions use open- and closed-end question formats to gain confirmation and to uncover attitudes, opinions, and preferences of customer. “How do you feel about?” “Do you se the merits of?” “What do you think?”,Verbal Communication: Questioning Types of Questions Classified by Strategic Purpose,Probing Questions Evaluative Questions Tactical Questions used to shift or redirect the topic of discussion “Earlier you mentioned that” “Could you tell me more about how that might affect”,Verbal Communication: Questioning Types of Questions Classified by Strategic Purpose,Probing Questions Evaluative Questions Tactical Questions Reactive Questions refer to or directly result from information previously provided by the other party. “You mentioned that Can you give me an example of what you mean?” “That is interesting. Can you tell me how it happened?”,Guidelines for Combining Types of Questions for Maximal Effectiveness (Exhibit 4.1),Amount of and Specificity of Information Desired,Choice from Alternatives,Discussion and Interpretation,Confirmation and Agreement,Explore and Dig for Details,Gain Confirmation & Discover Attitudes/Opinions,Change Topics or Direct Attention,Follow-Up Previously Elicited Statements,Amount of and Specificity of Information Desired,Open-end Questions Designed to be Probing in Nature,Closed-end Questions Designed to be Probing in Nature,Dichotomous or Multiple-choice Questions Designed to be Probing in Nature,Open-end Questions Designed to be Reactive in Nature,Closed-end Questions Designed to be Reactive in Nature,Dichotomous or Multiple-choice Questions Designed to be Reactive in Nature,Open-end Questions Designed to be Tactical in Nature,Closed-end Questions Designed to be Tactical in Nature,Dichotomous or Multiple-choice Questions Designed to be Tactical in Nature,Open-end Questions Designed to be Evaluative in Nature,Closed-end Questions Designed to be Evaluative in Nature,Dichotomous or Multiple-choice Questions Designed to be Evaluative in Nature,Verbal Communication: Strategic Application of Questioning,Generate Buyer Involvement Provoke Thinking Gather Information Clarification and Emphasis Show Interest Gain Confirmation Advance the Sale,Verbal Communication: SPIN Questioning System,Situation Questions solicits general background information and descriptions of the buyers existing situation “Who are your current suppliers?” “Do you typically purchase or lease?” “Who is involved in the purchasing decisions?”,Verbal Communication: SPIN Questioning System,Situation Questions Problem Questions follow and relate to situation questions probing for specific difficulties, developing problems, and areas of dissatisfaction “How critical is this component for your production?” “What kind of problems have you encountered with your current suppliers?” “What types of reliability problems do you experience with your current system?”,Verbal Communication: SPIN Questioning System,Situation Questions Problem Questions Implication Questions follow and relate to information from the problem questions assisting the buyer in understanding the potential problems of the current problem and the urgency in resolving it “How does this affect profitability?” “What impact does the slow response of your current supplier have on the productivity of your operation?” “How would a faster piece of equipment improve productivity and profits?” “What happens when the supplier is late with a shipment?”,Verbal Communication: SPIN Questioning System,Situation Questions Problem Questions Implication Questions Need-payoff Questions used to propose a solution and develop commitment from the buyer, based on the implications of the problem “Would more frequent deliveries allow you to increase productivity?” “If we could provide you increased reliability, would you be interested?” “If we could improve the quality of your purchased components, how would that help you?” “Would you be interested in increasing productivity by 15 percent?”,Funneling Sequence of ADAPT Techniques for Needs Discovery (Figure 4.1),Verbal Communication: Listening (Figure 4.2),Effective Active Listening,Verbal Communication: Using Different Types of Listening,Social Listening Serious Listening Active Listening Concentration Cognition,Verbal Communication: SIER Hierarchy Active Listening (Figure 4.3),Verbal Communication: Giving Information,Understanding the Superiority of Pictures over Words Impact of Grammar and Logical Sequencing,Nonverbal Communication,Facial Expressions Eye Movements Placement and Movements of Hands, Arms, Head, and Legs Body Posture and Orientation Proxemics Variation in Voice Characteristics Speaking Rate and Pause Duration Pitch or Frequency Intensity and Loudness,Common Nonverbal Clusters (Exhibit 4.8),Written Communication: Sales Proposals The Seven Deadly Mistakes of Proposal Writing,Not writing a proposal. Not fully understanding the customers business. Missing the buyers deadline. Producing a proposal with little “drive-up” appeal. Not saying anything that really makes a difference. Using a standardized boilerplate approach. No one owning the responsibility or having the authority to create quality and effective proposals.,Written Communication: Sales Proposals 5 Common Parts of a Proposal,Executive Summary Needs and Benefits Analysis Company Description Pricing and Sales Agreement Suggested Action and Timetable,Module 5 Self-Leadership and Teamwork Skills,Five Sequential Stages of Self-Leadership (Figure 5.1),Stage 1,Stage 2,Stage 3,Stage 4,Stage 5,Effective Self-Leadership Stage One: Setting Goals and Objectives,What makes a good goal? Realistic, yet Challenging Specific and Quantifiable Time Specific Working with different levels and types of goals Personal Goal Territory Goal Account Goal Sales Call Goal,Effective Self-Leadership Stage Two: Territory Analysis and Account Classification,Territory Analysis Who are prospective buyers? Where are they located? What and why do they buy? Who has the authority to buy, who influences the buying decision? What is the probability of selling this account? What is the potential share of account that might be gained?,Effective Self-Leadership Stage Two: Account Classification,Exhibit 5.4 Different Single Factor Account Schema,Effective Self-Leadership Stage Two: Account Classification (Exhibit 5.5),Portfolio Model Segments and Strategies,Effective Self-Leadership Stage Three: Developing and Implementation of Strategies and Plans,Establishing and Implementing Selling Task and Activity Plans Do them, and do them in writing Keep it current and flexible Establishing Territory Route Plans Straight-Line Route Pattern Cloverleaf Route Pattern Circular Route Pattern Leapfrog Route Pattern Major-City Route Pattern,Effective Self-Leadership Stage Four: Tapping Technology and Automation,Computers Siebel Systems Proximity Internet and World Wide Web Internet Intranets and Extranets Pagers and Cell Phones Voice Mail High-Tech Sales Support Offices,Effective Self-Leadership Stage Five: Assessment of Performance and Goal Attainment,Increasing Customer Value through Teamwork,Internal Partnerships and Teams Sales Partnerships Marketing Partnerships Administrative Support Partnerships Shipping and Transportation Partnerships Customer Service Partnerships,Building Teamwork Skills,Understanding the Other Individuals Attending to the Little Things Keeping Commitments Clarifying Expectations Showing Personal Integrity Apologizing Sincerely When a Mistake Is Made,Relationship of Optimized Solutions, Trust, and Cooperation (Figure 5.7),Module 6 Personal Selling: Approaches and Process,Classification of Personal Selling Approaches Stimulus-Response Selling (Figure 6.1),Salesperson Provides Stimuli,Buyer Responses Sought,Continue Process until Purchase Decision,Classification of Personal Selling Approaches Mental-States Selling,Attention Interest Desire Action,Classification of Personal Selling Approaches Need-Satisfaction Selling (Figure 6.2),Uncover and Confirm Buyer Needs,Present Offering to Satisfy Buyer Needs,Continue Selling until Purchase Decision,Classification of Personal Selling Approaches Problem Solving Selling (Figure 6.3),Define Problem,Generate Alternative Solutions,Continue Selling until Purchase Decision,Evaluate Alternative Solutions,Classification of Personal Selling Approaches Consultative Selling,Strategic Orchestrator Business Consultant Long-term Ally,The process of helping customers reach their strategic goals by using the products, service, and expertise of the selling organization.,Three Primary Roles:,Sales Planning,(1:39),Sales Process Model (Figure 6.4),Salesperson Attributes,Initiating Customer Relationships,Developing Customer Relationships,Enhancing Customer Relationships,Initiating Customer Relationships Prospecting Methods (Exhibit 6.3),External Sources: Referral Approach Community Contact Contact Organizations Introduction Approach Noncompeting Salespeople Cultivate Visible Accounts,Internal Sources: Examine Records Inquiries to Advertising Phone/Mail Inquiries Personal Contact: Personal Observation Cold Canvassing Miscellaneous: Hold/Attend Trade Shows Bird Dogs Sales Seminar,Compatibility Accessibility Eligibility Authority Profitability,Initiating Customer Relationships Screening Criteria,Initiating Customer Relationships Prospecting Issues,Which method works best? Cold-call reluctance Using technology to complete the basic tasks of prospecting Tele-prospecting,Initiating Customer Relationships Pre-call Plann