销售技巧及解决方案

1、SOLUTION SELLING Integration of Knowledge and Skills IndustryKnowledgeProductKnowledgeSellingSkillsPeopleSkills Solution SellingSS is about processS.S makes you different by the way you sell.In selling an intangible product to a generally nonexpert buyer-process will winThe sellers executing the bes

2、t process will win.In SS,you are not selling a product,but rather a vision about how things can and should be.Buyer must feel good about the processRedefine selling to “helping people buy-facilitatingMRP/ERP:High Difficulty SellingConceptual/intangible vs. physical/tangibleDifficult to learn and exp

3、lainPerceived as expensivePerceived as complexRequires major change by the buyerSold to committeesSmall organizations selling to largeBASIC PRINCIPLESNO PAIN,no changeDiagnose before you prescribeThree levels of buyer needPeople buy from peoplePeople make emotional decisions for logical reasonsPower

4、 buys from power“Product= buyer visualizationYou cant sell someone who cant buyBuying CycleDefine NeedsEvaluate AlternativesRisk Evaluation and ActionSHIFTING BUYING CONCERNS Risk Cost Need SolutionALIGNMENT OF BUYING & SELLINGPhase Phase Phase Buyer Need Definition Evaluate Alternatives Take Action

5、Do I need to change? Is there a Solution? Should I do it?What do I need? Which one meets my need? What are the consequences? Can I afford it? SellerNeed Development Proof Close the SaleDefine their needs with our Demonstrate how product Why us?product bias. meets defined needs. Why now?Qualify buyin

6、g process.SMART BUYERSNever sole source.Assign sponsors to each alternative.Never let you know you are losing.Never let you know you are winning.Price negotiate in reverse preference order.May lie.Are aware of your deadlines.HOW ORGANIZATIONS BUYRequirements A B CHOW PEOPLE BUYLatent painPain Vision

7、 of solution Match visionCost justifyOvercome fear of riskPrice justifyLATENT PAIN vs. PAIN CURRENT ACTIVE EVALUATIONSLATENT PAINPAIN THREE LEVEL OF NEEDLevel One: LatentLevel Two: PainLevel Three: Vision of a SolutionDEFINITION OF NEEDSLevel One: Potential needs for a product or service in the mind

8、 of the seller.Latent need are usually either ignorance or Latent Pain ration-alizations.A potential solution exists or has previously attempted to find a solution and was unsuccessful.It is was “too expensiveor “too riskyor “too complicated,ect.Lever Two: Complaint statements by the buyer about pro

9、blems, difficulties or dissatisfaction with the existing situation, i.e. painplaint statements indicate that the buyer Pain know he/she has a problem,but does not know how to solve it.Lever Three: Capability statements by the buyer indicating that the buyer accepts responsibility for solving the pro

10、blem and specifying the precise capabilities needed to deal Vision of with the problem .The seller must participate personally a Solution in the development of the need in order for it to be a qualified need. PAIN SHEET POSSIBLE REASONS POSSIBLE IMPACT POTENTIAL SOLUTIONPain: not meeting sales goals

11、 Situation: VP Sales,F1000 CompanyOur product: Satellite Business TelevisionIs it becauseof lack of product knowledge inthe field due to:complex productfrequent product changesdynamic marketplacelarge # of sales peoplegeographically dispersed sales force disparity in sales experience cost of trainin

12、gfinite # of produce expertsfield sales people need more “face timewith company leadership Is this causingmissed revenue targetsincreased travel expenseslower profitsIs the VP Finance concerned?product managers living on airplanescostly product rolloutseroding market shareIs the VP Marketing impacte

13、d?Does he feel the sales force is not properlyexecuting product strategy?impact on companys growthimpact on future product strategyimpact on stock priceIs the CEO affected?frustration morale problemturnover What if there were a way for you toreach all field locations simultaneously where you couldpe

14、rsonally position the product introduce the produce/market expertdemonstrate the productwith immediate live feedbackselect any/all field location when you need tocontinue to train your new employees without traveleliminate “information float:by reaching all field peoplesimultaneously increase produc

15、t knowledge while reducing the costof training FIRST CALL WORKSHEET Sellers activity: Buyers decision to: 1.Establish rapport2.Introduce call Objective Mission statement General introduction Specific advantages/references 3.Ask situation questions Pain questions Priority;critical issues Qualified Ne

16、eds4.Make benefits statements5.Close agreement to explore further6.Ask open question: “How would you like to evaluate my company? Proposal No new information Pre-proposal review Volunteered access to power Schedule & end call Did not volunteer access Go to #77.Get prospect to project:Lets say you be

17、come convinced we can give you the capability you need,now what?(Prospect should reveal power)8.Bargain proof(still undefined)for access to power Bargained:end call,write sponsor letter Would not bargain:ask for introduction to another person in firm Listen Decide that this person is differentfrom o

18、ther salespeopleGive information Admit painDiscuss reasons for pain organizationTake responsibilityAttempt to visualizeAgree that solution is possibleExpress desire to solveAgree to explore Share further information Give you access to power Reveal identity of power Sponsor you if you provePHONE PROS

19、PECTINGCall Preparation: Reference story: Situation: Critical Issue: Reasons: Solution: We provided: Result:Phone Script:This is _with_.We have been working with_for the last _years.One of the chief concerns we are hearing from other _is their frustration with _.Wehave been able to help our customer

20、s deal with this issue and I would likean opportunity to share with you how.REFERENCE STORY(example)Situation :VP Sales,large toy manufacturerCritical issue: They were able to ship only 70% of the order taken by their 1200 field salespeople.The competition was “stealing the other 30%.Reasons : Every

21、 Thursday night a new product availability report for the following week was shipped to all 1200 salespeople.Thus,they were all quoting from an inaccurate,outdated report by Tuesday of each week.Vision : He said he needed some way to report current product availability and to process orders daily.Wh

22、at we provided: We provided him with these capabilities.Result: They are now processing orders daily and shipping 96%. Order errors have been virtually eliminated. COMPETITIVE STRATEGIESDifferentiate yourself by the way you sell.Used closed question to define problems based on the unique capabilitie

23、s of your product or service.Identify/exploit your competitions weaknesses.What does your competitor see as your weaknesses? Try to anticipate and disarm these issues.Create anxiety,but dont disparage.Get there first;set the requirements-be ColumnA.Build value in the prospects mind with logical and financial rationale.Prove it!Know why you lose.Meet your competitors;learn their sell cycle.Track and