Summary of valueadded selling techniques分析和总结分析和总结

ValueAddedSellingTechniquesbyTomReilly,(summarizedbyPaulGruhn)Thematerialpresentedinthisbookwill:Helpyougainasubstantialcompetitiveedge,Giveyoupracticalideasonwhattodowhenthebuyerresistsyourpriceoffer,Helpyoulearnhowtogetthebuyertothinkintermsofvalueratherthanprice.IntroductionValueisintheeyeofthebeholder.What/svaluableforyouisnotnecessarilyvaluableforsomeoneelse.Valueisdeterminedbythebuyersuniquesetoffactors,someofwhichheisawareof,someofwhichheisnot.Insales,theimpactyourproducthasonthebuyersneedsdeterminesitsvalue.Ifyourproductorservicehasmuchincommonwiththebuyersneedsandsituationalvariables,thenit/sagoodvalueforthebuyer.Ifthebuyer,however,perceivesaneedonlyforagoodprice,it'sincumbentuponyoutoraisehisawarenessthatotherneedsexist,suchasdollarssavedinthelongrun,increasedrevenues,convenience,safety,betterdelivery,etc.Thegreatertheperceivedvalueyoubringtothesale,thefewerpriceobjectionsyouwillencounter.Herearesomepricingfacts:Intheabsenceofallotherinformation,brandnameisstillthebestindicatorforquality.Marketleaderscanchargemorethanthecompetition.Ifyouchargemore,peopleperceivegreatervalue.Conversely,thereisareversetrendtowardlowerpricedgoods.Understandingthefollowingrulesofvalueaddedselling,however,willmakeyoureffortseasierandmoreeffective:Customersatisfactionisafunctionofthecustomersexpectationsrelativetoyourperformanceasavendor.Youdony/twanteveryorder.Givethelow-profit,high-aggravationbusinesstoyourcompetition.Youcan/ztmakeagooddealwithabadperson.Noproductisoverpricedunlessit'sundesired.Notallcustomersarevalue-addedtargets.Theeffortrequiredforvalueaddedsellingmeanstherecipientsmustbecarefullyselected.Thestrongertherelationshipbetweenbuyerandseller,thelessimportanttherolepriceplays.Ifpriceweretheonlythingyourbuyerspurchased,whywouldyourcompanyneedyou?Rememberthatasalespersonispaidtosellasprofitablyaspossiblefortheircompany.Ratherthanstressingcostsavings,presentyourideasasprofitenhancements.Thisismorethanasemanticdifference;itusadifferenceinattitudes.Itcreatesamorepositivemindset-youureincreasingratherthandecreasingsomething.Priceshopperstendtobeshort-termthinkerswhodonutgivemuchthoughttothefuture-theytendtohavetunnelvision.Yourtaskistogettheirmindsoffinstantgratificationbypointingoutlong-rangebenefits.Expandtheirperipheralvisionbyraisingtheirawarenesslevelofalltheotherfactorsanddiscussingthelong-termadvantageofowningyourproduct.ReactivestrategiesfordealingwithpriceobjectionsDivorceyouregofromthesale:Rememberthatwhenthecustomerrejectsyourproduct,itHsnotadirectassaultonyou.Donutgetdefensiveanddonutargue.Createanobjectionsfile:Haveanobjectionsfilewithpotentialresponsesforeachobjectionthatcouldberaised.Anticipateobjectionsinapositiveway:Thisallowsyoutomaintainamorepositivementalattitudebecauseyouurenotthrownoffguardbythem.Helpthebuyersaveface:Iftheobjectionindicatesthebuyermisunderstandswhatyou'vepresented,givehimanopportunitytosaveface.Listenwithallofyoursenses:Betotallyperceptive.Listenforwhatusbeingsaidaswellaswhatusnotbeingsaid.Bepersistent:75%ofallsalespeoplequitafterthefirst"no."Bepersistent,withoutbeingapest.Therearethreestepstoquellpriceobjections:clarify,buffer,andanswer.Clarify:Youwanttheotherpersontoexpound,elaborate,ordiscusshisconcernmorefullytobuildyourunderstandingandventilatehisemotion.Whenprobingapriceobjection,probealittledeepertodiscoverhismotivation.Also,ensurethebuyerismakinganapples-to-applescomparison.Clarifyingmeansyouureinthe“ask”ratherthanthe“tell”mode.Whenmostsalespeoplehearanobjection,theytypicallygotothetellmodeandtrytooverwhelmthecustomerwithpreparedrebuttals.Thisisnotaseffectiveasgoingtotheaskmode.Buffer:Thismeansshowingpartialagreement,empathy,orunderstandingfortheotherpersonusconcerns(e.g.，”Iunderstandyourposition/1).Avoidusingthenyes/bututechnique.Whenyouusetheword“but”,ittendstonegateanythingprecedingit,plusitusargumentative.Alsoavoidusing“however"and“although".Abetterapproachistousetheword,,and".Forexample,“Iunderstandyourposition,andIthinkthereisanotherwaywecanapproachthis.”Answer:Afteryouuveclarifiedandbuffered,answertheobjectionwithoneofseveralstrategies.Ingeneral,therearefourwaystoansweranyobjection.Informthebuyer.Givehimadditionalrelevantfeaturesandbenefits.Yourtaskistoconvincehimthatyourproductisagoodmatchforhisneeds.Reviewthebuyersneeds.Alternate-advantageoverload.Ifthereusaparticularfeatureyourbuyerdislikes,overshadowitwiththeotherfeatureshedesires.Reversetheobjection.Whenyoureverseit,maketheobjectionthereasonwhysomeoneshouldbuyyourproduct.Forexample,nMr.Buyer,thefactthatyouarehesitatingindicatestomethatyouwanttomakeagoodbuyingdecision.Ifthat'sthecase,thatusexactlywhyIfeelyouneedtogoaheadwithourproductsinceweuvedemonstrateditssuperiorityrelativetoyourneeds.”HowtoanswerpriceobjectionsThereareanumberofwaystorespondtopriceobjections.Thesubtractionmethod:Thisstrategyisbasedontheassumptionthatyoucanmakethebuyerawarethatpayinglessbringswithitcertainconsequences.Itworksespeciallywellifyouhavelower-qualitygoodstosellorcanreducetheservicelevelyouoffer.Castdoubt:Hereyouwanttomakethebuyerpainfullyawareoftheconsequencesofnotreceivingthefulladvantagesyouoffer.Yourobjectiveisnottointimidate,buttopointtotheobviousimpactofnotbuyingsomethingtheprospectneeds.Othermethodsincludereinforcingquality,service,sellingloyalty,usingsuccessstories,etc.CompetitivebiddingThisisaperplexingandintimidatingaspectformanysalespeople.Havingtheopportunitytoquoteaproductisnotalwayssomethingtorejoiceover.Theauthorhasdevelopeda“BillofRightsforSalespeople".Beforegeneratingthequote,youureentitledtotalkwiththerelevantparties(end-users,decisionmakers,etc,]whowillbeinvolvedintheselectionprocess.Otherwiseitusashotinthedark.Ifyouwereadoctor,wouldyouprescribewithoutseeingthepatient?Ifthebuyergivesyouanyproblems,usethisanalogy.Youhavearighttoknowalloftheselectioncriteriathatwillbeusedinmakingthefinaldecision.Youhavearighttoknowwithwhomyouurecompeting.Youhavearightforabidrecapmeetingafterthecontracthasbeenawarded.Explaintothebuyerupfrontthatoneofyourconditionsisthatyoureceiveatleastanoralsummaryofhowyoucomparedwithotherbidders.Ifthebuyerdoesnottreatyoufairlygoingintothequote,howdoyouthinkheHlltreatyouafteryougetthebusiness?Areyousureyouwanttodobusinesswithsuchaperson?BeforethequoteDeterminetheactualbuyingauthoritybeforeyousubmityourquote.Tryandgettheinquirywrittenaroundyourspecification.Gatherenoughrelevantinformation,suchas:Selectioncriteriaforproductsandvendors.Timetablefordecisionmakingandthedeliveryofproducts.Informationregardingyourcompetition.Biddinghistoryofthisaccount,andlevelofsatisfaction.Howdotermsaffectthebuyingdecision?Doesthesupplierslocationmakeadifferencetothebuyer?Askifyoucangetthebusinessevenifyou〃renotthelowbidder.Askwhatitwouldtakeforthebuyernottogooutforacompetitivebid.Whendesigningyourproposal,trytomakeitasuniqueaspossible.RecappingyourbidGetimmediatefeedback.Talktoasmanypeopleaspossible.Discoverwhogotthebusiness,andatwhatprice.Askthebuyer,''Whatcouldwehavedonedifferentlywithourquotetoreceiveyourbusiness?"Follow-uptodeterminetheirsatisfactionwiththeirchosenvendor.Haveyouhuggedyourcustomerslately?Mostcompaniesspendmoremoneyandtimepursuingnewbusinessthantheydokeepingexistingcustomerssatisfied.Onestudyclaimsitcostssixtimesasmuchtosecureanewcustomerthanitdoestokeepacurrentonesatisfied.Huggingyourcustomersmeansshowingandtellingthemthatyouappreciatetheirbusiness.ISBN0-944448-07-0,172pages,$19.95(hardcover),publishedbyMotivationPress,St.Louis,MOPlanningYourfirstmajorstepinsellingvalueversuspriceisintheplanningstage.Here,youlaythegroundworkforcommandingahigherprice.Yourlevelofpreparationdeterminesyoursuccess.Therearetwoissuestofocuson.Thefirstisthevalue-addedplanningmodel,whichshowsyouhowtounderstandvaluefromyourcustomersperspective.Thesecondisexaminingcallobjectivesandhow,bysettingtheseobjectives,youincreasethelikelihoodofyoursuccess.Value-addedplanningmodelThevalue-addedplanningmodelisafive-stepprocessthatenablesyoutocustomizeasalesapproachforagivenaccount.Stepone:Problemdefinition;Gatherallinformationabouttheaccountrelevanttothesituation,suchasthecustomer"7competition,marketfacts,yourcompetitors,drivingforcesbehindthecustomersneeds,etc.Listthesefactsonasheetofpaperandsortthroughthemforrelevance.It/susuallyhelpfultodiscusstheitemswithsomeoneelse.Steptwo:Visionclarification;Setshortandlongtermobjectivesfortheaccount.Stepthree:Needssurvey;Thisstepmaybeoptional.Youmaydiscoveryoustillneedmoreinformation.Ifso,gobackandfillintheblanksfromstepone.Stepfour:Studyphase;Consolidatealltheinformationyou〃vecollected.Brainstormforideasorwaysinwhichyoucanaddvaluetothesaleforthecustomer.Askyourself,''Whatcanwedotomakethecustomerslifeeasier?"Yourgoalistobecomesovaluablethatthecustomercan〃taffordtodobusinesswithoutyou.Stepfive：Implementation;Prepareyourorganizationtodeliverthevalue-addedservices.Preparethecustomerfortheextrashe〃llreceive.CallobjectivesTherearetwoimportantquestionsyoumustaskyourselfpriortomakingasalescall.WhatdoIwanttoaccomplishonthiscall?Thisisyourcallobjective.Onecouldcategorizesevenreasonswhyyouwouldcallonacustomer.Understandingwhichoneapplieshelpsyouplanyourstrategy.Sellaproduct.Gatherinformation.Giveinformation.Youwanttobecomethesinglegreatestinformationresourcethebuyerhas.Educatingyourcustomerbuildsloyaltythatcan〃tbeboughtforacheaperprice.Plantseeds.Assuresatisfaction.Handlecomplaints.Worryaboutfixingtheproblem,notfixingtheblame.Gainreferrals.•WhatdoIwantthecustomertodoattheendofthiscall?Unfortunately,mostsalespeoplefailtoaskthisquestionofthemselves.Thefollowingaresomeideasforcustomer-actionobjectives:Givesyouareferral.Agreestotakeyourideastocommittee.Arrangesforameetingwithotherdecisionmakers.Givesyouapurchaseorder.Agreestotryasample.TheopeningstageItcouldbetheinitialcoldcallorthelOOthtimeyouuvecalledonthisbuyer.Youwanttogainearlycontroloftheconversation(thatdoesnutmeandoallthetalking)andsetapositivetonefortheremainderofthecall.Therearethreecriticalelements;theintroduction,statingthepurposeofyourcall,andaskingpermissiontoprobe.Introduction:Avoidgivingtoomuchinformationaboutyourcompanyatthispoint.Yourobjectiveissimplytoopenthecallandsetapositivetone.Don”toverstayyourwelcomeintheopeningstage.Statingthepurposeofyourcall:Tellthebuyerwhyyouurethere,andstateabenefitforhimand/orhiscompany.Askforpermissiontoprobe:Thisisyourtransitiontotheneeds-analysisstage.Ituspolitetoask,anditalsogetsthebuyertocommittoansweringyourquestions.Thethreestepsaboveshouldtakelessthanoneminute.Theneed-analysisstageManysalespeoplemakecallsdetailingtheirproductassumingthatthebuyerneedsitandknowsheneedsit.Donutmakesuchanassumption.Ifyouwanttoselleffectivelyyoumustfirstanalyzethebuyer'sneedsthoroughly.Thisstageisacommunicativefact-findingmission-anexplorationintothebuyerHsneeds,wants,anddesires.Thisisthemostimportantphaseofasalebecauseitenablesyoutocorrectlyprescribetherightsolutionforthebuyerusparticularproblem.Probingthebuyerusneedshighlightsthenon-pricevariablesthataffectthebuyingdecision.MechanicsofquestioningTherearecertainwaystoconstructquestionsinordertogettheinformationyoudesire.Considerlengthofresponse,intent,andbias.Lengthofresponse:Askopenendedquestions,whichencouragelengthierresponses.Typically,suchquestionsbeginwith"why,how,what,tellmeabout，etc.andaredesignedtogainactiveparticipation.Avoidquestionsthatwouldgenerateasimply“yes/no”response(unlessyouwantashortresponse).Intent:Howobviousdoyouwanttobewithyourquestion?Howbluntorstraightforwardcanyouaffordtobe?Directquestionshaveadisadvantageinthattheycanbeoffensiveandthreatening(e.g,，”Doyouhavetheauthoritytomakethisdecision?"]Indirectquestionscanveilyourintentandarearoundaboutwayofgettingthesameinformationinalessthreateningmanner(eg,"Howdoesyourpurchasingprocedurework?)Useindirectquestionswhenyoufeelthenatureofthequestionisriskyenoughtowarrantsomecaution.Bias：Doyouwantanobjective,factuallybasedresponse,ordoyouwantamirroredechoofwhatyouask?Doyouwanttheprospecttospeakfreely,orjustagreewithyourassumptions?Doyouwanttoencouragedialogue,orjustleadtheperson?Aneutralquestionoffersnosuggestionofwhattheresponseshouldbe.Itdoesnutleadtheotherperson,consequentlytheydonutfeelthreatened.Rememberthatyourobjectiveistogatherfacts-notelicitcannedresponses.StrategicquestioningareasInadditiontoknowinghowtoaskquestions,youmustknowinwhichareastoaskquestions.Divideyourquestionsintothreecategories:situational,competitive,andprojective.Situationalquestions：[Whatareyourneeds?]Theseextractinformationaboutthecustomersgoals,wants,needs,decisionprocess,etc.Therearetwofurthergroupsofquestions:generalbusinessneedandspecificneed.Generalbusinessquestionsareglobal,broad-based,andnon-threateningquestionsthatsparkconversationandprovideausefulbackdrop.Specificneedquestionsdealwiththecustomer'sexpectationsfromasupplierandproduct.Getthenecessaryfactstodeterminewhetheryourcompanyandproductareagoodmatchfortheprospect'sneeds.Competitivequestions：(Howareyoumeetingthoseneeds?)Findoutinformationaboutyourcompetitionandhowwelltheyperformforthebuyer.Determinethebuyer'slikesanddislikesabouttheircurrentsupplier.Avoidanythingthatmightbeperceivedassour-grapesselling-donutbad-mouththecompetition.Projectivequestions：(Whatwouldyouliketodotobetteraddressthoseneeds?)Highlightthegapbetweenthebuyer'sneedsandhowhehasattemptedtomeettheseneeds.Encouragehimtodreamalittleonwhattheidealsolutionmightbe.Findoutwhateffectsuchchangeswouldhaveontheirbusiness.Thebeautyofsuchquestioningisthattheprospectsellshimself.Onceyouhavethoroughlyanalyzedthebuyerusneeds,summarizeyourunderstandingoftheseandputthemintoyourownwords.Feedthisbacktothebuyerforhisconfirmation.Youullbea)demonstratingthatyouwerelisteningtohimandunderstandingofhissituation,b)verifyingyourunderstandingofhisneeds,andc)buildingcommitmentbygettinghimtoagreetothoseneedsyouuveuncovered.Beforeyoustartdiscussingyourproduct,besurethebuyeragreestoactuallyneedingsomething.ThepresentationstageThepresentationstageisthepartoftheprocesswhereyoutellyourstoryrelativetothebuyer'sneedsthatyouuveuncoveredwithyourearlierquestions.Thereareafewrulestokeepinmind:Sellwhat'srelevant.ltmayappearobvious,butdonutbefooledbythesimplicity.Tailoryourfeature/benefitpresentationtoanswerthecustomersneeds.Thecustomercouldcarelessaboutwhatyouthinkisimportant.Sellwhat'suniqueJnordertojustifysellingatahigherprice,youmustbeabletomaketheuniquenessofyourproducttangible.Uniquenessmakesitdifficultfortheprospecttomakeadirectcomparisonwithsomethingelse,thusreducingyourcompetition.Stressnon-priceissues.Selltruthfully.Useunderstandablelanguage.Avoidacronymsandtechnicaljargon.Confusedpeoplerarelybuy.Itmaybethethousandthtimeyou'vediscussedacertainfeatureandbenefit,butitcouldbethefirsttimeforthebuyer.Simplifyyourmessage.Getthebuyerinvolved.HowtopresentyourproductUseclaims,features,andbenefits.Claimsaresubjectiveandrepresentyouropiniononly.Theyarenotthemostpersuasivetoolatyourdisposal,sincethebuyerexpectsyoutobeexitedaboutyourproduct.Afeaturedescribesyourproductandisfactual,objective,andspecific.Featuressupportclaimsandaremoreconvincingbecausethe/yrespecific,andcanbeproven.Abenefitistheperceivedadvantageofthefeature,thereasonforbuyingtheproduct.Inordertodeterminethebenefitofaproduct,askyourselfthefollowingquestionsafterrecitingafeature,''Whocares?/,uWhyisthatimportanttome?,,uWhatwillthatdoforme?"Whenyoucombineaclaim,feature,andbenefit,youz/vecreatedapresentationchain.YourbundleofvalueIspricetheonlythingyourprospectisconcernedabout,orarethereotherthingstheyseekintheirpurchase?Whatdopeopledesireinaproduct?Quality,reliability,consistency,price,availability,brand,meetsspecifications,variety,durability,appearance,Whatdopeopledesireinavendor?Financialstability,inventorystatus,customeroriented,flexibility,innovativeness,technicalsupport,terms,training,reputation,fairness.Whatdopeopledesireinasalesperson?Honesty&integrity,follow-up,goodcommunicationskills,knowledge,accessibility,enthusiasm,organization,persistence,internalsellingskills,servicementality.Onlyoneoftheabove30itemsisprice.Ifthat/sthecase,andaprospectspendsmorethan5%ofthetimediscussingprice,whosefaultisit?It'syourfaultbecauseyoufailedtofocusontheother29thingsmostcustomerswantbesidesprice.Therefore,remindthecustomerofalltheotherthingsthatgoalongwiththeprice-all29.Selltheconceptofyourbundleofvalue.Ifyouwanttoconvinceyourprospectthatyourproductisagreatdeal,youmusthavegoodproductknowledge.It'sdifficulttosellfromapositionofignorance.ThecommitmentstageThisisthepointwhereyouachieveyourcallobjective.Somerefertoitastheactionstep,theclose,orthelogicalconclusiontoaseriesofevents.Essentially,itusaccomplishingwhateveryousetouttoaccomplish.Ifyouuvefailedtodoanadequatejobofanalyzingthebuyer"sneedsandtailoringyourpresentation,it"sdifficulttoresurrectinterestduringthecommitmentstage.(Forwhatitusworth,theauthorpreferstheterm“commitment"ratherthan“close”.Commitmentindicatesastrongrelationship.Closingindicatesfinality.]Askingforbuyeractionisoneofthemostimportantstepsinthesellingprocess.Keepinmindthatthisiswhatyounrepaidtodo:askforthebusinesThinkofaskingfortheorderasatwo-stepprocess.Thefirststepisaskinganopinionseekingquestion,sometimescalledatrialclose.Beperceptiveforalltypesofsignalsfromyourprospect-listenwithyoureyesandears.Checktheirreactiontoyourideaswithquestionssuchas,“Whatdoyouthink?"“Isthiswhatyouhadinmind?”Atthispoint,theiranswerwilltellyouwhetherornottomoveforwardforacommitment.Theauthorhasformalized11differentcommitmentstrategies.Assumptivetechnique：Hereyoutakeamatter-of-factapproachandassumethesalehastakenplace.Unlessthebuyerstopsyou,proceed,becausethesaleusbeenmade.Summarytechnique：Hereyourecapthemajorbenefitsandfollowitwiththeassumptivetechnique.Usethistorefocusaconversationthathasgoneastrayinthepresentationstage.Immediateadvantage：Thereusarightwayandawrongwaytousethisone.Somecallthewrongwaythe“doomsdaytechnique''.AnexamplewouldbeJIfyoudonutordernow,Icanutguaranteedeliverybasedonourlimitedstock."Amorepositiveapproachsetsitinabetterlight,suchas,“Therealadvantageofyourmovingonthisrightnowisthatbecausewecurrentlyhavetheinventory,weullbeabletogiveyouthedeliveryyouwanttostaycompetitiveinyourmarket//Stresstheadvantageofmovingaheadnowasopposedtothedisadvantageofwaiting.Alternatechoice：Hereyouureaskingthebuyertochoseoneofseveraloptions.ItHsmucheasierforsomepeopletoselectonaminorpointthantodecidewhetherornottheyurereadytobuy.Inpresentinganeither/orselection,besureyoucanlivewiththeoptionsyoupresent.Physicalaction：Herethebuyerneedstosignacontract,filloutanapplication,orcompleteaformalizedpurchaseorder.Avoidsayinganythingthatmightturnthebuyeroff,evenifitusonlyinjest,suchas,Tilneedyoutosignyourlifeawayhere.”Concessiontechnique：Therearetimeswhenthebuyerwillaskyoutoconcedeonsomeitems,suchasterms,shippingcosts,FOBpoint,etc.Ifthedealisgoodenoughforyou,don"tdismisssucharequestprematurely.Askforafirmcommitmentinordertotellifthebuyerisbuyingorsimplyshopping.Directtechnique：Thisissimplyastraightforwardrequestforaction,suchas,nIullneedyourpurchaseorderinordertoshipthesegoods.”Stalltechnique：Whenyousensethebuyerisstalling,digalittledeeper.Discovertherealproblembysmokingoutanyvestigeofresistancesothatyoucananswerthebuyerusconcerns.Probabilitytechnique：Hereyou”reunsureifthebuyerwillbuyyourproduct.Askthebuyertoratetheirinterestonascalefromonetoten.Iftheyrespond„fiveorless”youcouldsay,“Whatwillittaketogetittoaten?”Iftheyrespond„sixormore”youcouldsay,“Sinceyourinterestlevelisbetterthan50%,whydonHtwegoaheadandscheduledeliverysoyoucantakeadvantageof[whateverbenefityouwanttostress]/1Future-ordertechnique：Therearetimeswhenyousellthebuyeronyourproduct,butthereusnoimmediateneedontheirend.Askforacommitmentforafutureorderandfollowuponit.Afteralbanycommitmentisbetterthannocommitmentatall.If/whentechnique：AssumingyouHrefollowingupwithacustomerorsimplytryingtofirmupacommitment,thistechniquealsohelpsyouidentifythelikelihoodofdoingbusiness."Mr.Buyer,becauseweureinterestedinyourbusinessandwouldliketoknowwherewestand,isitaquestionofwhenyouuregoingtoorder,orisitstillaquestionofifyouuregoingtoorder?”Thiswilltellyouwhetherornotthebuyerhasmadecommitment.Ifitusaquestionof“when”andnotdeterminethetimetableandwhatmusthappeninorderfortheordertomaterialize.Ifitusstillaquestionof„if\digalittledeeper.Thefollow-upstageTherearethreereasonstofollow-up:toassurebuyersatisfaction,torecapyourperformance,ormaintaincontactwithprospectswhohaven'tyetmadeacommitment.Itgivesyoutheopportunitytogatherimportantinformationabouttheproductanditsusage.Isitworkingtothebuyerussatisfaction?Doesitdothejobitwasintendedtodo?Italsogivesyoutheopportunitytoexploreyourapplicationsbecauseinnovativecustomersoftenfindadditionalusesforaproductoncetheyownit.Youcanalsoaskforareferral.Thereareatleasttwotimeswhenyouwanttofollow-up.First,youwanttofollow-upbetweenthetimethebuyermakesacommitmentandwhentheproductisdelivered,becauseaftermakingacommitment,buyersoftenexperiencesomeremorse.Whenyoufailtofollow-up,youreinforcetheirconcerns.Anothertimetofollow-upisafterthedeliveryofthegoods,toensureeverythingisgoingcorrectly.Recapyourperformancebothinsituationswhereyouuresuccessfulandthosewhereyoulooseanorder.Itusasimportanttolearnfrommistakesasitisfromsuccesses.Somequestionsyoucanaskafterthecallare;WasIclearinmyobjective?DidIcommunicatethisobjectivetomakethebuyerawareofwhatIwantedtoaccomplish?DidIcontroltheconversationwithquestionsordominateitbytalkingtoomuch?Weremyquestionsopen-endedanddidtheyfollowtheneeds-analysisformat?DidthebuyerfullyunderstandtheneedsIuncoveredandagreetothem?Howtailoredweremyfeatureandbenefits?DidIinvolvethebuyerinthepresentationstage?HowmanytimesdidIaskfortheorder?WhatobjectionsdidIreceiveanddidtheyraisesignificantbarriers?Whatismynextlogicstepatthispoint?Asyou〃recompletingasalescall,askyourself,andmaybeeventhecustomer,whatthenextstepshouldbe.Itaddsdirectiontoyourfollow-upefforts.ProactivestrategiestoavoidpriceobjectionsWhenyouproactivelysellvalue,youavoidpriceobjections.Preparationequalspersuasion.Beforeyoucanspeakwithauthorityonvalue,youmustbeknowledgeable.Youmustknowyourstrategicadvantagesandweaknesses.Knowledgeispower.Focusonthefollowingfourareas:yourmarketplaceorindustry,yourcompetition,yourcompany,andyourcustomer.MarketanalysisKnowingyourmarketenablesyoutofocusyourenergiesonthoseaccountswhereyoucangetmaximumreturn.Youcanhavethebestseedsintheworld,buyunlessyouplanttheminfertilesoil,you〃renotgoingtosellanything.Askyourselfthefollowingquestions:Whoaremytopsixmostprofitableaccounts?Whatthreefactorsdotheyhaveincommon?Whatarethecurrenttrendsinourindustry?Howmanymarketsegmentsdowehave,andwhatarethey?Whatarethegreatestpotentialgrowthareas?Whatoutsideforces(eg,economy)areapplyingpressuretoourindustry?Whichbuyersofourindustr/'sproductsaredoingwell,andwhy?Whichbuyersofourindustry’s