销售技巧（英文版）

SellingIngram,Laforge,Avila,Schwepker,andWilliams,MultimediaPresentationsStevenJ.Remington,Ph.D.BuenaVistaUniversityAugust,2000,Module1AnOverviewofPersonalSelling,EvolutionofPersonalSelling,EarlyOriginsofPersonalSellingIndustrialRevolutionEra(1700sEurope;1850sUS)Post-IndustrialRevolutionEra(1800sEurope;1900US)CannedSalesPresentationTheWarandDepressionEraProfessionalism:TheModernEra,CharacteristicsofSalesProfessionalism,CustomerOrientationUseofTruthfulandNonmanipulativeTacticsFocusonLong-TermSatisfactionofCustomerandSellingFirm,Cost/SalesCall,$80-$242/call,ContributionsofPersonalSellingSalespeopleandSociety,SalespeopleasEconomicStimuliSalespeopleandDiffusionofInnovation,ContributionsofPersonalSellingSalespeopleandtheEmployingFirm,SalespeopleasRevenueProducersMarketResearchandFeedbackSalespeopleasFutureManagers,ContributionsofPersonalSellingSalespeopleandtheCustomer,ArehonestUnderstandgeneralbusinessandeconomictrends,aswellasthebuyersbusinessProvideguidancethroughoutthesalesprocessHelpthebuyertosolveproblemsHaveapleasantpersonalityandagoodprofessionalimageCoordinateallaspectsoftheproductandservicetoprovideatotalpackage,Industrialbuyersprefertodealwithsalespeoplewho:,ClassificationOfPersonalSellingJobs,SalesSupportPersonnelMissionarySalespeopleDetailerTechnicalSupportSalespeopleNewBusinessPioneersOrder-getters,ExistingBusinessOrder-takersInsiderSales(non-retail)Direct-to-ConsumerSales(retail)CombinationSalesJobs,CharacteristicsOfSalesCareers,JobSecurityAdvancementOpportunitiesImmediateFeedbackPrestigeJobVarietyIndependenceCompensationBoundary-RoleEffects,Boundary-RoleEffectsRoleStress,RoleConflictRoleAmbiguityRolestressmustbedealtwithtoinsuremaximumsalesproductivity,QualificationsAndSkillsRequiredForSuccessBySalespeople,EmpathyToseethingsasotherswouldseethemEgoDriveDeterminationtoachievegoalsEgoStrengthSelf-assuredandself-acceptingInterpersonalCommunicationSkillsIncludinglisteningandquestioningEnthusiasmIngeneral,andforsalesasacareerAdditionalCharacteristicsRelatedtoaGivenSalesJob,ManagingtheSalesForce,(1:26),Module2UnderstandingBuyers,TypesofBuyers,ConsumerMarketsBusinessMarkets,DistinguishingCharacteristicsofBusinessMarkets,BuyersareLargerbutFewerinNumberDerivedDemandHigherLevelsofDemandFluctuationPurchasingProfessionalsMultipleBuyingInfluencesCloseBuyer-SellerRelationshipsSupplyChainManagement,TheBuyingProcess(Figure2.1),RecognitionoftheProblemorNeed,TheBuyingProcess(Figure2.1),Recognition,Determination,TheBuyingProcess(Figure2.1),RecognitionoftheProblemorNeed,PhaseOneRecognitionoftheProblemorNeed:TheNeedsGap(Figure2.2),ComplexMixofBusinessBuyerNeeds(Figure2.3),PhaseTwoDeterminationofCharacteristicsoftheItemandtheQualityNeeded,PhaseThreeDescriptionofCharacteristicsoftheItemandtheQualityNeeded,PhaseFourSearchforandQualificationofPotentialSources,PhaseFiveAcquisitionandAnalysisofProposalsEvaluatingSuppliersandProducts,Multi-AttributeModelAssessmentofProductorSupplierPerformance(P)AssessingtheRelativeImportanceofEachCharacteristic(I),PhaseFiveAcquisitionandAnalysisofProposalsMulti-AttributeModelofAdhesivesbyGMBuyers,PhaseFiveAcquisitionandAnalysisofProposalsEmployingBuyerEvaluationProcedurestoEnhanceSellingStrategies,ModifytheProductOfferingBeingProposedAltertheBuyersBeliefsabouttheProposedOfferingAltertheBuyersBeliefsabouttheCompetitorsOfferingAltertheImportanceWeightsCallAttentiontoNeglectedAttributes,PhaseSixEvaluationofProposalsandSelectionofSupplier,PhaseSevenSelectionofOrderRoutine,PhaseEightPerformanceEvaluationandFeedback,PhaseEightPerformanceEvaluationandFeedback,UnderstandingPost-PurchaseEvaluationandtheFormationofSatisfaction,(Figure2.4)ComplexMixofBusinessBuyerNeeds,BuyersLevelofSatisfaction,63%LevelofInfluenceOnBuyersSatisfaction,37%LevelofInfluenceOnBuyersSatisfaction,PhaseEightPerformanceEvaluationandFeedback,UnderstandingPost-PurchaseEvaluationandtheFormationofSatisfactionTheGrowingImportanceofSalespeopleinBuyersPost-PurchaseEvaluation,TypesofPurchasingDecisionsBuyingSituation,StraightRebuyBuyingSituationRoutinizedResponseBehaviorModifiedRebuyBuyingSituationLimitedProblemSolvingNewTaskBuyingSituationExtensiveProblemSolving,TypesofPurchasingDecisionsThreeTypesofBuyingDecisions(Exhibit2.6),TypesofPurchasingDecisionsThreeTypesofBuyingDecisions(Exhibit2.6),TypesofPurchasingDecisionsThreeTypesofBuyingDecisions(Exhibit2.6),TypesofPurchasingDecisionsThreeTypesofBuyingDecisions(Exhibit2.6),OrganizationalBuyerBehaviorBuyingCenter,InitiatorsUsersGatekeepersInfluencersDecidersPurchasers,CurrentDevelopmentsinPurchasing,IncreasingUseofInformationTechnologyRelationshipEmphasisonCooperationandCollaborationSupplyChainManagementIncreasedOutsourcingTargetPricingIncreasedImportanceofKnowledgeandCreativity,Module3BuildingTrust,Buyersdefinetrustusingtermssuchas:,OpennessDependabilityCandorHonestyConfidence,SecurityReliabilityFairnessPredictability,WhatisTrust?,Trustanswersthequestions:Doyouknowwhatyouaretalkingabout?Willyourecommendwhatisbestforme?Areyoutruthful?Canyouandyourcompanybackupyourpromises?WillyousafeguardconfidentialinformationthatIsharewithyou?,WhyisTrustImportant?,Theshifttowardrelationshipsellingemphasizestheinitiationandnurturingoflong-termbuyer-sellerrelationshipsbasedonmutualtrustandvalue-addedbenefits.,HowtoEarnTrustTrustBuilders(Figure3.1),KnowledgeBasesHelpBuildTrustandRelationships(Figure3.2),PossibleKnowledgeBases,SalesEthicsImageofSalespeople,Television,movies,broadwayproductions,andthepopularpresshavecontributedtoanegativeimageofsalespeopleportrayingthemasbeingassociatedwithdeceptive,illegal,andnon-customer-orientedbehavior.,SalesEthicsImageofSalespeopleDeceptivePractices,Whensalespeoplegiveanswerswhentheydonotknow,exaggeratingproductbenefits,andwithholdinginformationmayjeopardizefuturedealingswiththebuyer.Salespeoplecancreateproductliabilitiesby:ExpressedWarrantyMisrepresentationNegligence,SalesEthicsImageofSalespeopleIllegalActivities,DefraudConMisuseCompanyAssets,SalesEthicsImageofSalespeopleNon-Customer-OrientedBehavior,PushyHardSellFastTalkingHighPressure,SalesEthicsImageofSalespeople(Exhibit3.8),DeceptivePracticesDeceptiveDeceiveHustleScamExaggerateWithholdBluff,Non-Customer-OrientedBehaviorPushyHardSellFastTalkingHighPressure,IllegalActivitiesDefraudConMisuseCompanyAssets,Module4CommunicationSkills,SalesCommunicationasaCollaborativeProcess,RelationalSalesCommunicationAtwo-wayandnaturallycollaborativeinteractionAllowsbuyersandsellerstoDevelopabetterunderstandingoftheneedsituationWorktogethertobestprovideforthecustomersneeds,VerbalCommunication:QuestioningTypesofQuestionsClassifiedbyAmountandSpecificityofInformationDesired,Open-endorNondirectiveQuestionsfreeresponseWhathappenswhen?Howdoyoufeel?DescribetheClosed-endQuestionsresponselimitedtoafewwords.AreyouHowmanyHowoftenDichotomous/Multiple-ChoiceQuestionsdirectiveformsofquestioningWhichdoyouprefer,the_orthe_?,VerbalCommunication:QuestioningTypesofQuestionsClassifiedbyStrategicPurpose,ProbingQuestionsdesignedtopenetratebelowgeneralizedorsuperficialinformationRequestingClarification“Canyoushareanexampleofthatwithme?”EncouragingElaboration“Howareyoudealingwiththatsituationnow?”VerifyingInformationandResponses“So,ifIunderstandyoucorrectlyIsthatright?”,VerbalCommunication:QuestioningTypesofQuestionsClassifiedbyStrategicPurpose,ProbingQuestionsEvaluativeQuestionsuseopen-andclosed-endquestionformatstogainconfirmationandtouncoverattitudes,opinions,andpreferencesofcustomer.“Howdoyoufeelabout?”“Doyousethemeritsof?”“Whatdoyouthink?”,VerbalCommunication:QuestioningTypesofQuestionsClassifiedbyStrategicPurpose,ProbingQuestionsEvaluativeQuestionsTacticalQuestionsusedtoshiftorredirectthetopicofdiscussion“Earlieryoumentionedthat”“Couldyoutellmemoreabouthowthatmightaffect”,VerbalCommunication:QuestioningTypesofQuestionsClassifiedbyStrategicPurpose,ProbingQuestionsEvaluativeQuestionsTacticalQuestionsReactiveQuestionsrefertoordirectlyresultfrominformationpreviouslyprovidedbytheotherparty.“YoumentionedthatCanyougivemeanexampleofwhatyoumean?”“Thatisinteresting.Canyoutellmehowithappened?”,GuidelinesforCombiningTypesofQuestionsforMaximalEffectiveness(Exhibit4.1),AmountofandSpecificityofInformationDesired,ChoicefromAlternatives,DiscussionandInterpretation,ConfirmationandAgreement,ExploreandDigforDetails,GainConfirmationcustomerrelatedresearchGatheringinformationabouttheprospectthatwillbeusedtoformulatethesalespresentationSalesPresentationPlanning;increasedimportanceinrecentyearsSalespersonmustbeginwithanobjective(s),Sales-PresentationPlanningSalesPresentationFormatCannedSalesPresentation,ProsLogicalCompleteMinimizessalesresistancebyanticipatingprospectsobjectionsCanbeusedbyaninexperiencedsalesperson,ConsUnabletotailormessagetotheprospectDoesnothandleinterruptionswellHardtousewithbroadproductlineMayalienatebuyers,OrganizesthekeypointsintoaplannedsequencethatallowsforadaptivebehaviorFeedbackfrombuyerisencouragedConRequiresasalespersonwithmoreproductknowledgeandsellingexperience,Sales-PresentationPlanningSalesPresentationFormatOrganizedSalesPresentation,UsedincompetitivebiddingsituationsandwhendollarvalueofsaleislargeProsWrittenwordisusuallyacceptedasbeingmorecredibleTechnicalinformation,pricingdata,andperhapsatimetableareavailableforreview,Sales-PresentationPlanningSalesPresentationFormatSalesProposal,SalesMixModel(Figure6.5),PresentationPace,PresentationScope,DepthofInquiry,UseofVisualAids,Two-WayCommunication,Prospect,ApproachingtheCustomer,GettingtheappointmentStartingthesalescallEstablishharmoniousatmosphereObserverulesofcommoncourtesyAscertaincustomerneedsAskquestionsandlistenFocusonbenefitstothecustomer,DevelopingCustomerRelationshipsSalesPresentationDelivery,BuildingCredibilityPersonalBehaviorSalesTechniquesConservativeClaimsThird-partyEvidenceTestimonialsGuaranteesandWarrantiesAchievingClarityAddressingCustomerConcerns,GainingCustomerCommitment,Avoidhigh-pressuresalestechniquesSeekcommitmentifprospecthasvoicednoconcernsSeekcommitmentifprospectconcernshavebeenadequatelyaddressedAvoid“earlyandoften”mentalitySuggestaspecificcourseofaction,RelationshipEnhancementActivities,EnteringordersExpeditingordersInstallingtheproductorserviceTrainingcustomerpersonnelResolvingcomplaintsCorrectingbillingerrors,Module7InitiatingtheRelationship,TheChallengesofProspecting,5%ofunplannedcoldcallsresultinasaleRoughly25-30%ofpreplannedcallsproduceasale,TheChallengesofProspectingBuyerswillnottakethetimetoseeasalespersonbecause:,Theymayhaveneverheardofthesalespersonsfirm.Theymayhavenoneed;theyjustboughttheproductcategory.Thebuyermayhavetheirowndeadlinesonotherissues.Buyersareconstantlygettingcallsfromsalespeopleanddonothavethetimetoseethemall.Gatekeepersinanyorganizationscreentheirbossescallsandareoftencurtandevenrude.,TheChallengesofProspectingStrategicProspecting(Figure7.1),Salespeoplemustdevelopleadsintoprospects-,Salespersonmustdohomeworkoncompany“Willitbeaprofitableaccount?”“Doesthebuyerhavegenuineinterestinouroffering?”,TheChallengesofProspectingLocatingProspects,ExternalSourcesReferralsIntroductionsCommunityContacts(CentersofInfluence)OrganizationsNon-competingSalespeopleVisibleAccountsInternalSourcesCompanyRecordsListsandDirectoriesAdvertisingInquiriesTelephoneInquiriesMailInquiriesInternetorWorldWideWeb,PersonalContactObservationColdCanvassingTradeShowsBirdDogs(Spotters),TheChallengesofProspectingQualifyingProspects,Canbenefitfromthesalesoffering.Havethefinancialwherewithaltomakethepurchase.Playanimportantroleinthepurchasedecisionprocess.Areeligibletobuybasedonafitwithinthesellingstrategy.Arereasonablyaccessibleandwillingtoconsiderthesalesoffering.Canbeaddedtothecustomerbaseatanacceptablelevelofprofitability,Ataminimum,qualifiedprospectsarethosewho:,ObtainingPrecallInformationontheBuyer(Exhibit7.4),GatheringInformationontheProspectsOrganization(Exhibit7.5),DeterminingOtherBuyersInfluences,(2:45),PlanningtheInitialSalesCallEstablishingPresentationObjectives,Gettingtheorderistheultimateobjective.Tointroducethesalespersonandhis/hercompany.Toobtainpersonalandbusinessinformation.Toprovidecompanyliterature.Toconductaneedsassessment.Todemonstrateanewproductoffering.Toprovidepostsaleservice.,PlanningtheInitialSalesCall,ApproachingandInitiatingContactIntroductionApproachProductivityApproachBenefitApproachQuestionApproachReferralApproachComplimentApproachSurveyApproach,AssessingtheSituationandDiscoveringNeedsthroughQuestioningSkills,Figure4.1TheAdaptProcess,QuestioningandListeningthekeyelementofgoodcommunication,Module8DevelopingtheRelationship,StepsinDevelopingtheRelationship,StepsinDevelopingtheRelationship,StepsinDevelopingtheRelationship,(1:28),StepsinDevelopingtheRelationship,SelectingAppropriateCustomerOfferingsbyAssessingNeeds,Needsresultfromtheadiscrepancybetweenanactualanddesiredstateofbeing.Needsmaybeclassifiedas:UnrecognizedcustomerisunawareorhasdismissedastrivialPotentialcustomerstatementsofgeneralproblems,difficulties,anddissatisfactionsConfirmedcustomerstatesthattheyarereadytotakeactionTheemphasisisondeterminingcustomerneedsandthencreatingorselectingcustomer-fittedsolutionstosatisfythoseneeds.,SelectingAppropriateCustomerOfferingsbyAssessingMotives,FunctionalMotivesDrivenbyprice,quality,andserviceasalespersoncansupplyPsychologicalMotivesAbuyershabits,emotionalstress,andconfidence,SelectingAppropriateCustomerOfferingsbyAssessingCompetitiveSituation,Understandingacompetitorsstrengths/weaknessesallowsthesalespersontoputthebestsolutionforward.,StepsinDevelopingtheRelationship,(1:28),StepsinDevelopingtheRelationship,TypesofSalesPresentations,CannedPresentationsOrganizedPresentations,TheTrust-basedSellingProcess:ANeeds-SatisfactionConsultativeModel(Figure8.3),TypesofSalesPresentations,CannedPresentationsOrganizedPresentationsSalesProposals,StepsinDevelopingtheRelationship,SequenceoftheSalesPresentationConclusion,Followinganintroduction,questions,carefullistening,andconfirmationstatementsshouldbeusedtoassessthecustomersneedsBenefitsshouldbepresentedinorderofcustomersneeds,shouldberepeatedduringthepresentationandattheendofthepresentationContinuationofpriorsalescallsshouldstartwithasummaryofearliercallsPricingissuesshouldnotbefocusedonuntilthecustomersneedshavebeendefinedandaddressed,Afewgeneralrules:,UsingVisualAidstoCustomizeandDramatizethePresentation,ChartsandGraphsPhotographsandAdvertisementsCatalogsandBrochuresElectronicMediaComputer-basedPresentationVideosSlidesOverheadTransparenciesSalesPortfolios,ConcludingtheCustomizedPresentationLinkingSolutionstoNeed,StepsinDevelopingtheRelationship,AnticipatingandNegotiatingConcernsandResistanceReasonsWhyProspectsRaiseObjections,Theprospectwantstoavoidthesalesinterview.Thesalespersonhasfailedtoprospectandqualifyproperly.Objectingisamatterofcustom.Theprospectresistschange.Theprospectfailstorecognizeaneed.Prospectlacksinformation.,AnticipatingandNegotiatingConcernsandResistanceTypesofObjectives,ForestallingPriceisTooHighProductObjectionCompanyObjectionNoNeed,AnticipatingandNegotiatingConcernsandResistance,ListenAcknowledgeAssessRespondConfirm,StepsinDevelopingtheRelationship,5:36,StepsinDevelopingtheRelationship,SecuringCommitmentandClosingGuidelinesforEarningCommitment,“GreenLight”statementsinclude:Ilikethatsize.Thatwillgetthejobdone.ThepriceislowerthanIthoughtitwouldbe.Ididntrealizeyoudeliveredeveryday.TrialCommitmentsAnefforttoelicithowfaralongtheprospectisinhis/herdecisionmaking.“RedLight”statementsinclude:Imnotsurethatwillwork.ThepriceishigherthanIthoughtitwouldbe.Yourdeliveryscheduledoesnotworkforus.Idontseetheadvantageofgoingwithyourproposal.Closingearlyandoftenandhavingaclosingquotaforeachsalescallarenotlikedbybuyers.,SecuringCommitmentandClosingTechniquestoEarnCommitment,AskfortheOrder/DirectCommitmentLegitimateChoice/AlternativeChoiceSummaryClose/SummaryCommitmentT-AccountorBalanceSheetCommitmentSuccessStoryCommitment,StepsinDevelopingtheRelationship,6:15,SalesPresentationChecklist(Exhibit8.10),ProspectInformationKeyPersonInformationOtherInfluencesonthePurchaseDecisionNeedsand/orOpportunityAnalysisStatementofprospectsproblemand/oropportunityasrelatedtosalesofferingBriefdescriptionofproductorservicethatwillmeettheprospectsproblem/opportunityProspectsBuyingMotives,CompetitiveSituationSalesPresentationObjectivesSalesPresentationPlanningSpecificFeatures/BenefitsInformationtoSupportClaimsReinforcingVerbal