医药代表培训

医药代表销售技巧

汕头市思济药业有限公司员工培训主要内容

拜访前准备

概述事前准备阶段

观察技巧

开场白

呈现的技巧成交的技巧业务过程医药代表个人修养部分探询和聆听技巧

处理异议的技巧跟进的技巧1医药代表销售技巧概述1.1专业医药销售的流程1.2医药代表的角色1.3医药代表应有的素质1.1医药专业销售流程1.2医药代表的角色

据一项调查显示，临床医生73%的新药信息来自于各药厂医药代表的直接介绍。

医药代表扮演着：企业和医生之间的载体公司产品形象的大使产品使用的专业指导企业组织中的成功细胞1.3医药代表的角色认知基本要求：专业知识、销售技巧基本工作：发掘、创造和满足需求工作特点：充满挑战、面对竞争职业观念：永远需要乐观、自信、身心将康、充满活力、有良好生活态度医药代表应有的素质Industrialbuyersprefertodealwithsalespeoplewho:作为一名医药专业代表，首先要明确自己的工作定义，即医药专业销售的定义。其次要明确自己的拜访对象在医药专业销售过程中扮演的角色，最后要明确自己扮演的角色。明确以上三点，是你顺利开展销售工作的基础。此外请你牢记：

没有天生的推销专家，只有经由正确训练的专业推销人才。了解推销的技巧和方法，你才能获得成功。

2拜访前准备

2.1工作前准备

1.医生资料的准备

所属的科室、职务、级别，他的兴趣爱好，年龄、性别等，他的购买情况，使用的情况

医院档案资料表医院日拜访记录表

2.拜访目标的设定原则3.产品资料及拜访工具准备包括：你的产品宣传资料，研究文章你的名片你的小礼品样品等

SMART原则SpecificAchievementAmbitionMeasurableTimeSMARTRealistic2.2心理和着装的的准备心理准备只要内心中存存在一个坚定定不移的信念念，有胆量去去容忍那些不不能改变的事事，有勇气去去改变那些可可能改变的事事，会使你克克服横在前面面的障碍和困困难，也能使使你胜过其他他任何对手。。着装准备整齐的着装能能让你充满自自信，让你感感到尊重和被被尊重。相信信你的工作对对医生有贡献献，用你的积积极与热诚鞭鞭策自己的意意志力，鼓舞舞医生对你的的信心。2.3拜访访的预期结果果1.什么是预期结结果拜访的预期结结果是指通过过这次拜访需需要达到什么么样的结果。。2.为达到预期结结果所采取的的行动及表现现行动必必须和和预期期的结结果息息息相相关先先问问自己己必须须做和和说些些什么么以获获得预预期的的结果果应明确确：上一次次拜访访记录录的时时候医医生都都存在在什么么样的的问题题？都有什什么样样的看看法。。了解了了医生生的看看法以以后你你要做做什么么样的的行动动，做做了这这样的的行动动你会会得到到怎样样的预预期结结果在拜访访前你你若能能做到到◆医生生能接接受你你的衣衣着、、打扮扮、态态度等等，并并赢得得专业业形象象◆你充充满自自信◆你确确信医医生能能获得得哪些些信息息和利利益◆你知知道如如何最最有效效率地地拜访访你的的医生生，并并规划划你的的拜访访目标标那么，，也许许成功功离你你并没没有那那么遥遥远！！！3观观察技技巧观察技技巧就就是指指毋须须向医医生发发问亦亦能搜搜集资资料的的技巧巧。运运用观观察的的技巧巧，首首先通通过聆聆听得得到医医生想想问的的问题题，了了解想想要知知道的的一些些信息息；其其次通通过观观察也也可以以得到到很多多想知知道的的信息息，然然后综综合各各种方方法再再进行行提问问，向向别人人查询询；最最后通通过设设身处处地地地思考考得到到你最最需要要得到到的信信息每天接收收到的信信息75%来自于视视觉，13%来自于听听觉，6%来自于触触觉，3%来自于味味觉，3%来自于嗅嗅觉。所以在100%这种信息息来源里里面，大大部分来来自于视视觉，视视觉能够够让销售售员在每每一次拜拜访中得得到很多多想得到到的信息息。3.1五种观察察途径1.四周环境境2.病人种类类3.设备4.医生的兴兴趣所在在5.医生的非非口头语语言当你走进进医院的的那一刻刻，在你你发问之之前，你你应该明明确：你能获得得哪些资料？

你拜拜访的医医生想什么？

他（（她）爱好什么？他他（她她）关心什么？他他（她她）正在在做什么？他他（她她）需要什么？即即做到到察其言、、观其色色、闻其其声，辨其行行。4开开场白4.1开场白的的类型4.2开场白的的目的与与技巧4.3好的开场场白会给给成功销销售带来来什么4.1开场白的的类型1.开门见山山式（目目的性））×医生，您您好！我我是××药厂的代代表，今今天来是是向您介介绍我们们公司的的治疗心心衰的新新药×××。2.赞美式×主任，您您好！我我看到一一篇关于于您的科科室在收收治非典典这场无无硝烟的的战斗中中的专题题报道，，实在深深受感动动。×主任，您您好！您您昨天的的演讲非非常精彩彩。×医生，您您好！我我注意到到您在诊诊治病人人过程中中的专注注和耐心心，让病病人特别别有信心心。×医生，您您好！您您今天的的发型特特别精神神。3.好奇式×医生，您您好！您您也喜欢欢篮球？？（观察察办公桌桌面上、、玻璃板板下、陈陈列柜里里和墙上上发现……）×主任，您您好！这这是您画画的？×主任，您您好！真真没想到到您还有有……的爱好？？4.热情式代表：×主任，您您好！听听说您到到小汤山山去了，，今天见见到您真真高兴。。代表：×医生，您好好！您终于于恢复健康康了，真为为您高兴。。5.请求式×主任，您好好！请您给给我3分钟的时间间，我给您您介绍一下下这个治疗疗血脂的新新药。×主任，您好好！能不能能给我3分钟的时间间，我给您您介绍一下下这个治疗疗乙肝的新新药。4.2开场场白的目的的与技巧1.开场白的目目的你的开场白白要以能引引起医生注注意、兴趣趣的方式陈陈述一般利利益，在陈陈述利益的的过程中注注意医生对对哪些地方方特别关注注及发生兴兴趣。掌握医生关关心的焦点点后，就会会有的放矢矢地呈现产产品的利益益，将你产产品的特性性转化成利利益，你才才能有效率率地进行以以下的推销销工作。2.开场白的技巧巧◆引起注意◆发生兴趣◆产生联想◆激起欲望◆比较◆下决心建立人际关系系、促进有效效沟通是你开开展工作所面面对的第一个个挑战！良良好的第一一印象有助于于顺利发展与与医生的关系系。开场白就就发挥着这样样的作用。一个成功的开开场白应该能能够引起医生生的兴趣，在在医药代表和和医生之间建建立好感，产产生信任，拉拉近彼此的距距离，消除医医生的心理防防线，迅速切切入主题。5探探询询5.1探询询的的目目的的5.2探询询的的障障碍碍5.3探询询的的技技巧巧5.4探询询的的类类型型5.1探询询的的目目的的5.2探询询的的障障碍碍5.3探询询的的技技巧巧1.使医医生生有有兴兴趣趣与与你你交交谈谈2.取得得有有关关产产品品使使用用、、治治疗疗及及相相关关竞竞争争产产品品的的重重要要信息息只只有有通通过过医医药药代代表表与与医医生生的的对对话话才才能能真真正正了了解解产产品品的的使使用用、、治治疗疗及及相相关关竞竞争争产产品品的的一一些些重重要要信信息息。。现现代代社社会会的的竞竞争争很很大大程程度度上上在在于于你你对对信信息息的的了了解解程程度度，，医医药药代代表表了了解解到到的的信信息息越越多多，，那那么么成成功功的的机机率率就就越越大大。。3.决定定医医生生对对你你、、对对公公司司、、对对产产品品及及他他（（她她））自自己己需需求求的的看看法法通过探询询也可以以了解到到医生对对你、对对你的公公司、对对你的产产品还有有他自己己需求的的看法，，这一点点非常重重要。如如果医药药代表在在拜访的的过程中中只注意意自己的的目的，，自己如如何达成成销售，，而忽略略了医生生对你和和对你产产品的看看法，就就不能实实现真正正的销售售。5.4探询的类型1.开放式探询×医生，您通常常首选什么镇镇痛药治疗中中度癌痛？×医生，您出国国学习的这一一段时间，谁谁主要负责这这项临床研究究呢？×医生，对ＮＳＳＡＩＤＳ治治疗不理想的的病人，您为为什么不试一一下双氢可待待因的复方制制剂呢？×医生，下周一一我到哪儿拜拜访您最方便便？×医生，双氢可可待因的复方方制剂用在什什么时候最适适合？×主任，您认为为这类药的临临床前景如何何？×医生，您怎样样评价双氢可可待因的复方方制剂在减轻轻中度镇痛方方面的疗效？？2.封闭式探询5.4探询的类型2.封闭式探询代表：罗医生生，您的病人人服用×××感冒片，是不不是起效快，，又没有胃肠肠道方面的不不良反应？医生：是的。。代表：罗医生生，您下周三三还是下周五五上门诊？医生：下周三三。代表：下次您您门诊时我再再来拜访您好好吗？医生：好的。。6呈现与聆聆听6.1如何发现和把把握时机6.2药品的特性利利益转化6.3利益的特点与与展示6.4对待局限的态态度6.1如何发现和把把握时机6.2药品品的的特特性性利利益益转转化化1.药品品的的特特性性药品品的的特特性性就就是是事事实实，，就就是是药药品品的的性性能能，，是是可可以以用用感感官官和和相相关关研研究究资资料料来来证证实实的的药药品品的的特特征征，，是是不不可可以以想想象象出出来来的的。。药药品品的的疗疗效效、、耐耐受受性性、、副副作作用用、、服服用用方方法法、、化化学学成成分分、、外外观观、、颜颜色色、、剂剂型型、、包包装装等等都都是是药药品品的的特特性性。。每每一一项项药药品品的的事事实实，，也也就就是是上上述述这这样样一一些些特特性性都都可可以以转转换换成成一一个个或或多多个个不不同同的的利利益益，，这这个个利利益益一一定定是是针针对对医医生生和和患患者者的的。。2.药品的利益利益（益处））就是指药品品和服务的好好处，即能如如何改进病人人的生活质量量或医生的治治疗水平，这这就是药品带带来的最大利利益。安全性性、方便性、、经济性、效效果性、持久久性等都是药药品的利益。。3药品特性向利利益转化的过过程转化过程血药浓度12小时一天只需要服用两次其他药品服用次数过多忘记服用导致效果不佳病人使用的依从性很好治疗效果明显早一粒晚一粒6.3利益的特点与与展示1.利益特点◆利益必须是是产品的一项项事实带来的的结果；◆利益必须显显示如何改变变病人的生活活质量和医生生的治疗水平平；◆医生最感兴兴趣的是“这这个产品对我我或我的病人人有何帮助或或可带来什么么益处”；◆医生处方的的原因是那些些“益处”，，它能满足需需求，而不仅仅仅是产品““特点”；◆顾客只对产产品将为其带带来什么益处处感兴趣，而而非产品是什什么。2.展示利益◆多种表述与展展示特性是不可以以想象的，但但是利益是需需要想象的，，必须是能针针对医生或病病人的心理获获益去充分地地想象它能够够给医生和患患者带来什么么样的益处，，而益处是需需要靠语言去去渲染。所以以，在展示利利益时，需要要通过多种表表述与展示使使得利益形象象化，使得医医生能够感觉觉到利益的真真实存在，以以达到拜访的的目的。◆反复强调在展示利益时时，还需要反反复强调，让让医生明细地地了解产品可可能会带来的的好处。只说说一次可能不不足以引起医医生心中的共共鸣，要通过过第二次强调调，当医生刚刚有些兴趣时时，医药代表表还要做第三三次、第四次次反复的强调调，直到医生生接受为止。。◆要有侧重点如果在病房里里你应该考虑虑的侧重点是是病人在使用用以后如何能能够尽快治愈愈出院，在门门诊应考虑如如何方便使用用。所以不同同的科室不同同的地点，不不同的时间不不同的医生，，要有各自不不同的侧重点点。◆对老医生使用用新方法在展示的过程程中，有时候候有多年销售售经验的医药药代表会出现现这样的疏忽忽，认为医生生已经非常清清楚自己销售售的产品，也也非常清楚产产品的特性带带来的利益，，其实，这种种想法是错误误的。◆避开竞争对手手优势实际上并非如如此，只要是是化学药品都都有它自己的的优点，也有有它自己的缺缺点，所以既既要承认其它它产品的优点点，但是也要要尽可能多地地展示自身产产品的优势。。◆不威胁竞争对对手存在，争争取立足在竞争的过程程中一定要记记住双赢的思思想，只有当当医药代表提提出的方案成成功地解决了了客户所面临临的问题，实实现医生所期期望的结果，，这个方案才才会展现价值值，你所销售售的产品才能能够立足，而而不是依靠威威胁竞争对手手的存在而立立足。3.展示利益的注注意事项◆展现益处时尽尽量使用产品品的商品名◆充分运用观察察的技巧◆不同专科的医医生所需要的的对病人的益益处各自不同同◆渲染益处时不不要太过夸张张VerbalCommunication:QuestioningTypesofQuestionsClassifiedbyStrategicPurposeProbingQuestionsEvaluativeQuestions–useopen-andclosed-endquestionformatstogainconfirmationandtouncoverattitudes,opinions,andpreferencesofcustomer.“Howdoyoufeelabout……?””“Doyousethemeritsof……?””“Whatdoyouthink……?””VerbalCommunication:QuestioningTypesofQuestionsClassifiedbyStrategicPurposeProbingQuestionsEvaluativeQuestionsTacticalQuestionsReactiveQuestions–refertoordirectlyresultfrominformationpreviouslyprovidedbytheotherparty.“Youmentionedthat……Canyougivemeanexampleofwhatyoumean?”“Thatisinteresting.Canyoutellmehowithappened?”KnowledgeBasesHelpBuildTrustandRelationships(Figure3.2)IndustryServiceProductCompetitionCompanyPrice/PromotionTechnologyMarket/CustomerPossibleKnowledgeBasesComplexMixofBusinessBuyerNeeds(Figure2.3)OrganizationalNeedsIndividualNeedsFunctionalFunctionalPsychologicalPsychologicalKnowledgeKnowledgeSocialSocialSituationalSituationalVerbalCommunication:Listening(Figure4.2)EffectiveActiveListeningPayAttentionMonitorNon-VerbalsParaphraseandRepeatMakeNoAssumptionsEncourageBuyertoTalkVisualizePhaseFiveAcquisitionandAnalysisofProposalsMulti-AttributeModelofAdhesivesbyGMBuyersModule4CommunicationSkillsHowtoEarnTrustTrustBuilders(Figure3.1)TrustExpertiseDependabilityRepresentationCompetenceCompatibility/LikeabilityCandorContributionCustomerOrientationVerbalCommunication:UsingDifferentTypesofListeningSocialListeningSeriousListeningActiveListeningConcentrationCognitionFunnelingSequenceofADAPTTechniquesforNeedsDiscovery(Figure4.1)

BroadbasesandgeneralfactsdescribingsituationNon-threateningasnointerpretationisrequestedOpen-endquestionsformaximuminformationAssessmentQuestions

QuestionsprobinginformationgainedinassessmentSeekingtouncoverproblemsordissatisfactionsthatcouldleadtosuggestedbuyerneedsOpen-endquestionsformaximuminformationDiscoveryQuestions

ShowthenegativeimpactofaproblemdiscoveredinthediscoverysequenceDesignedtoactivatebuyer’sinterestinanddesiretosolvetheproblem.ActivationQuestions

ProjectswhatlifewouldbelikewithouttheproblemsBuyerestablishesthevalueoffindingandimplementingasolutionProjectionQuestions

ConfirmsinterestinsolvingtheproblemTransitionstopresentationofsolutionTransitionQuestionsVerbalCommunication:SIERHierarchyActiveListening(Figure4.3)SensingInterpretingEvaluatingRespondingVerbalCommunication:StrategicApplicationofQuestioningGenerateBuyerInvolvementProvokeThinkingGatherInformationClarificationandEmphasisShowInterestGainConfirmationAdvancetheSaleVerbalCommunication:SPINQuestioningSystemSituationQuestions–solicitsgeneralbackgroundinformationanddescriptionsofthebuyer’sexistingsituation“Whoareyourcurrentsuppliers?”“Doyoutypicallypurchaseorlease?””“Whoisinvolvedinthepurchasingdecisions?””VerbalCommunication:SPINQuestioningSystemSituationQuestionsProblemQuestions–followandrelatetosituationquestionsprobingforspecificdifficulties,developingproblems,andareasofdissatisfaction“Howcriticalisthiscomponentforyourproduction?”“Whatkindofproblemshaveyouencounteredwithyourcurrentsuppliers?””“Whattypesofreliabilityproblemsdoyouexperiencewithyourcurrentsystem?”VerbalCommunication:SPINQuestioningSystemSituationQuestionsProblemQuestionsImplicationQuestions–followandrelatetoinformationfromtheproblemquestionsassistingthebuyerinunderstandingthepotentialproblemsofthecurrentproblemandtheurgencyinresolvingit“Howdoesthisaffectprofitability?”“Whatimpactdoestheslowresponseofyourcurrentsupplierhaveontheproductivityofyouroperation?”“Howwouldafasterpieceofequipmentimproveproductivityandprofits?”“Whathappenswhenthesupplierislatewithashipment?”VerbalCommunication:SPINQuestioningSystemSituationQuestionsProblemQuestionsImplicationQuestionsNeed-payoffQuestions–usedtoproposeasolutionanddevelopcommitmentfromthebuyer,basedontheimplicationsoftheproblem“Wouldmorefrequentdeliveriesallowyoutoincreaseproductivity?”“Ifwecouldprovideyouincreasedreliability,wouldyoubeinterested?”“Ifwecouldimprovethequalityofyourpurchasedcomponents,howwouldthathelpyou?”“Wouldyoubeinterestedinincreasingproductivityby15percent?”VerbalCommunication:

GivingInformationUnderstandingtheSuperiorityofPicturesoverWordsImpactofGrammarandLogicalSequencingNonverbalCommunicationFacialExpressionsEyeMovementsPlacementandMovementsofHands,Arms,Head,andLegsBodyPostureandOrientationProxemicsVariationinVoiceCharacteristicsSpeakingRateandPauseDurationPitchorFrequencyIntensityandLoudnessCommonNonverbalClusters(Exhibit4.8)ClusterNameClusterMeaningBodyPosture&OrientationMovementofHands,Arms,&LegsEyes&FacialExpressionOpennessOpenness,flexibilityandsincerity

MovingcloserLeaningforward

OpenhandsRemovingcoatUnbuttoncollarUncrossedarms&legs

SlightsmileGoodeyecontactDefensivenessDefensiveness,skepticism,andapprehension

Rigidbody

Crossedarms&legs

MinimaleyecontactGlancingsidewaysPursedlipsTiltedheadEvaluationEvaluationandconsiderationofmessage

Leaningforward

HandoncheekStrokingchinChininpalmofhand

DroppingglassestolowernoseDeceptionDishonestyandsecretiveness

Patternsofrocking

FidgetingwithobjectsIncreasedlegmovement

IncreasedeyemovementFrequentgazeselsewhereForcedsmileReadinessDedicationorcommitment

Sittingforward

HandsonhipsLegsuncrossedFeetflatonfloor

IncreasedeyecontactBoredomLackofinterestandimpatience

HeadinpalmofhandsSlouching

DrummingfingersSwingingafootBrushing&pickingatitemsTappingfeet

PooreyecontactGlancingatwatchBlankstareWrittenCommunication:SalesProposalsTheSevenDeadlyMistakesofProposalWritingNotwritingaproposal.Notfullyunderstandingthecustomer’sbusiness.Missingthebuyer’sdeadline.Producingaproposalwithlittle“drive-up”appeal.Notsayinganythingthatreallymakesadifference.Usingastandardizedboilerplateapproach.Nooneowningtheresponsibilityorhavingtheauthoritytocreatequalityandeffectiveproposals.WrittenCommunication:SalesProposals5CommonPartsofaProposalExecutiveSummaryNeedsandBenefitsAnalysisCompanyDescriptionPricingandSalesAgreementSuggestedActionandTimetableModule5Self-LeadershipandTeamworkSkillsEffectiveSelf-LeadershipStageOne:SettingGoalsandObjectivesWhatmakesagoodgoal?Realistic,yetChallengingSpecificandQuantifiableTimeSpecificWorkingwithdifferentlevelsandtypesofgoalsPersonalGoalTerritoryGoalAccountGoalSalesCallGoalEffectiveSelf-LeadershipStageTwo:TerritoryAnalysisandAccountClassificationTerritoryAnalysisWhoareprospectivebuyers?Wherearetheylocated?Whatandwhydotheybuy?Whohastheauthoritytobuy,whoinfluencesthebuyingdecision?Whatistheprobabilityofsellingthisaccount?Whatisthepotentialshareofaccountthatmightbegained?EffectiveSelf-LeadershipStageTwo:AccountClassificationClassofAccountSchemaOne:InquisLogic,Inc.SchemaTwo:WebResourceAssociates,LLCSchemaThree:FederalMetalProducts“A”AccountsAccountswithhighestpotential(20%ofaccts;80%ofsales)Annual#ofcalls=24Accountswithhighestpotential(20%ofaccts;80%ofsales)Annual#ofcalls=52Highvolumecurrentcustomers(20%ofaccts;80%ofsales)Annual#ofcalls=48“B”AccountsMediumpotentialaccounts(80%ofaccts;20%ofsales)Annual#ofcalls=12Accountswithmoderatesalespotential,butwhoareregular/reliablecustomersAnnual#ofcalls=24Accountswithhighpotential,butwhoarenotcurrentcustomersAnnual#ofcalls=12“C”AccountsAccountswithleastsalespotentialAnnual#ofcalls=4LowersalespotentialaccountsAnnual#ofcalls=8MediumpotentialaccountsthatarecurrentcustomersAnnual#ofcalls=12“D”AccountsNone–Thisschemausesonly3classesofaccountsAccountsthatcostmorethantheyproduceinsalesorprofitsAnnual#ofcalls=0Accountswithmediumpotential,butwhoarenotcurrentcustomersAnnual#ofcalls=6Exhibit5.4––DifferentSingleFactorAccountSchemaEffectiveSelf-LeadershipStageTwo:AccountClassification(Exhibit5.5)PortfolioModelSegmentsandStrategiesCompetitivePositionSegment1LevelofAttractivenessSellingEffortStrategySegment2LevelofAttractivenessSellingEffortStrategySegment4LevelofAttractivenessSellingEffortStrategySegment3LevelofAttractivenessSellingEffortStrategyStrongWeakLowHighAccountOpportunityEffectiveSelf-LeadershipStageThree:DevelopingandImplementationofStrategiesandPlansEstablishingandImplementingSellingTaskandActivityPlansDothem,anddotheminwritingKeepitcurrentandflexibleEstablishingTerritoryRoutePlansStraight-LineRoutePatternCloverleafRoutePatternCircularRoutePatternLeapfrogRoutePatternMajor-CityRoutePatternEffectiveSelf-LeadershipStageFour:TappingTechnologyandAutomationComputersSiebelSystemsProximityInternetandWorldWideWebInternetIntranetsandExtranetsPagersandCellPhonesVoiceMailHigh-TechSalesSupportOfficesEffectiveSelf-LeadershipStageFive:AssessmentofPerformanceandGoalAttainmentIncreasingCustomerValuethroughTeamworkInternalPartnershipsandTeamsSalesPartnershipsMarketingPartnershipsAdministrativeSupportPartnershipsShippingandTransportationPartnershipsCustomerServicePartnershipsBuildingTeamworkSkillsUnderstandingtheOtherIndividualsAttendingtotheLittleThingsKeepingCommitmentsClarifyingExpectationsShowingPersonalIntegrityApologizingSincerelyWhenaMistakeIsMadeRelationshipofOptimizedSolutions,Trust,andCooperation(Figure5.7)LowHighMutualCooperationLowHighMutualTrustCompetitiveandDefensiveOutcomes(Win/LoseorLose/WinOptimizedandSynergisticSolutions(Win/Win)CompromiseSolutionsModule6PersonalSelling:ApproachesandProcessClassificationofPersonalSellingApproachesStimulus-ResponseSelling(Figure6.1)SalespersonProvidesStimuliBuyerResponsesSoughtContinueProcessuntilPurchaseDecisionClassificationofPersonalSellingApproachesMental-StatesSellingAttentionInterestDesireActionConvictionClassificationofPersonalSellingApproachesNeed-SatisfactionSelling(Figure6.2)UncoverandConfirmBuyerNeedsPresentOfferingtoSatisfyBuyNeedsContinueSellinguntilPurchaseDecisionClassificationofPersonalSellingApproachesProblemSolvingSelling(Figure6.3)DefineProblemGenerateAlternativeSolutionsContinueSellinguntilPurchaseDecisionEvaluateAlternativeSolutionsClassificationofPersonalSellingApproachesConsultativeSellingStrategicOrchestratorBusinessConsultantLong-termAllyTheprocessofhelpingcustomersreachtheirstrategicgoalsbyusingtheproducts,service,andexpertiseofthesellingorganization.ThreePrimaryRoles:SalesPlanning(1:39)SalesProcessModel(Figure6.4)SalespersonAttributesSellingStrategyInitiatingCustomerRelationshipsDevelopingCustomerRelationshipsEnhancingCustomerRelationshipsInitiatingCustomerRelationshipsProspectingMethods(Exhibit6.3)ExternalSources:ReferralApproachCommunityContactContactOrganizationsIntroductionApproachNoncompetingSalespeopleCultivateVisibleAccountsInternalSources:ExamineRecordsInquiriestoAdvertisingPhone/MailInquiriesPersonalContact:PersonalObservationColdCanvassingMiscellaneous:Hold/AttendTradeShowsBirdDogsSalesSeminarCompatibilityAccessibilityEligibilityAuthorityProfitabilityInitiatingCustomerRelationshipsScreeningCriteriaInitiatingCustomerRelationshipsProspectingIssuesWhichmethodworksbest?Cold-callreluctanceUsingtechnologytocompletethebasictasksofprospectingTele-prospectingInitiatingCustomerRelationshipsPre-callPlanningPreapproach;customerrelatedresearchGatheringinformationabouttheprospectthatwillbeusedtoformulatethesalespresentationSalesPresentationPlanning;increasedimportanceinrecentyearsSalespersonmustbeginwithanobjective(s)Sales-PresentationPlanningSalesPresentationFormatCannedSalesPresentationProsLogicalCompleteMinimizessalesresistancebyanticipatingprospect’’sobjectionsCanbeusedbyaninexperiencedsalespersonConsUnabletotailormessagetotheprospectDoesnothandleinterruptionswellHardtousewithbroadproductlineMayalienatebuyersOrganizesthekeypointsintoaplannedsequencethatallowsforadaptivebehaviorFeedbackfrombuyerisencouragedConRequiresasalespersonwithmoreproductknowledgeandsellingexperienceSales-PresentationPlanningSalesPresentationFormatOrganizedSalesPresentationUsedincompetitivebiddingsituationsandwhendollarvalueofsaleislargeProsWrittenwordisusuallyacceptedasbeingmorecredibleTechnicalinformation,pricingdata,andperhapsatimetableareavailableforreviewSales-PresentationPlanningSalesPresentationFormatSalesProposalSalesMixModel(Figure6.5)PresentationPacePresentationScopeDepthofInquiryUseofVisualAidsTwo-WayCommunicationProspectApproachingtheCustomerGettingtheappointmentStartingthesalescallEstablishharmoniousatmosphereObserverulesofcommoncourtesyAscertaincustomerneedsAskquestionsandlistenFocusonbenefitstothecustomerDevelopingCustomerRelationshipsSalesPresentationDeliveryBuildingCredibilityPersonalBehaviorSalesTechniquesConservativeClaimsThird-partyEvidenceTestimonialsGuaranteesandWarrantiesAchievingClarityAddressingCustomerConcernsGainingCustomerCommitmentAvoidhigh-pressuresalestechniquesSeekcommitmentifprospecthasvoicednoconcernsSeekcommitmentifprospectconcernshavebeenadequatelyaddressedAvoid““earlyandoften”mentalitySuggestaspecificcourseofactionRelationshipEnhancementActivitiesEnteringordersExpeditingordersInstallingtheproductorserviceTrainingcustomerpersonnelResolvingcomplaintsCorrectingbillingerrorsModule7InitiatingtheRelationshipTheChallengesofProspecting5%ofunplannedcoldcallsresultinasale……Roughly25-30%ofpreplannedcallsproduceasaleTheChallengesofProspectingBuyerswillnottakethetimetoseeasalespersonbecause:Theymayhaveneverheardofthesalesperson’sfirm.Theymayhavenoneed;theyjustboughttheproductcategory.Thebuyermayhavetheirowndeadlinesonotherissues.Buyersareconstantlygettingcallsfromsalespeopleanddonothavethetimetoseethemall.Gatekeepersinanyorganizationscreentheirbosses’callsandareoftencurtandevenrude.TheChallengesofProspectingStrategicProspecting(Figure7.1)SalesLeadQualifiedProspectProspectSalespeoplemustdevelopleadsintoprospects-Salespersonmustdohomeworkoncompany…“Willitbeaprofitableaccount?”“Doesthebuyerhavegenuineinterestinouroffering?”TheChallengesofProspectingLocatingProspectsExternalSourcesReferralsIntroductionsCommunityContacts(CentersofInfluence)OrganizationsNon-competingSalespeopleVisibleAccountsInternalSourcesCompanyRecordsListsandDirectoriesAdvertisingInquiriesTelephoneInquiriesMailInquiriesInternetorWorldWideWebPersonalContactObservationColdCanvassingTradeShowsBirdDogs(Spotters)TheChallengesofProspectingQualifyingProspectsCanbenefitfromthesalesoffering.Havethefinancialwherewithaltomakethepurchase.Playanimportantroleinthepurchasedecisionprocess.Areeligibletobuybasedonafitwithinthesellingstrategy.Arereasonablyaccessibleandwillingtoconsiderthesalesoffering.CanbeaddedtothecustomerbaseatanacceptablelevelofprofitabilityAtaminimum,qualifiedprospectsarethosewho:ObtainingPrecallInformationontheBuyer(Exhibit7.4)InformationNeededHowtoCollectInformationTheprospect’snameandtitleCorrectspellingandpronunciationCanbegatheredbyaskingthereceptionistorsecretaryorgatekeepertoverifyinformation.Isthisprospectwillingtotakerisks?Aretheyconfidentwiththeirdecisionmaking?MayhavetoasktheprospectIsthebuyerinvolvedintheircommunity?Dotheybelongtoclubsorprofessionalorganizations?Observeclubororganizationalhonorsdisplayedintheoffice.Doestheprospecthavehobbiesorintereststheyareproudof?Observationofoffice.Whatistheprospect’spersonalitytype?Easygoing?Allbusiness?Observationandexperiencewithbuyer.Wheredidthisprospectgrowup?Whereweretheyeducated?Lookfordiplomas.Ask.GatheringInformationontheProspect’sOrganization(Exhibit7.5)InformationNeededHowtoCollectInformationWhattypeofbusinessarewedealingwith?Canbegatheredfromadirectory.Towhatmarketdoesthecompanysell?Whoareitsprimarycompetitors?Whatdoesthecompanymakeandsell?Annualreports.Whodoestheprospectpresentlybuyfrom?Dotheybuyfromasinglevendor?Multiplevendors?Howlonghavetheypurchasedfromtheirsuppliers?Whatproblemsdoesthecompanyface?Whatvolumedoesthecompanybuy?Whatistheorganization’sfinancialposition?Salespersonmayhavetoaskforthisinformation.DeterminingOtherBuyer’sInfluences(2:45)PlanningtheInitialSalesCallEstablishingPresentationObjectivesGettingtheorderistheultimateobjective.Tointroducethesalespersonandhis/hercompany.Toobtainpersonalandbusinessinformation.Toprovidecompanyliterature.Toconductaneedsassessment.Todemonstrateanewproductoffering.Toprovidepostsaleservice.PlanningtheInitialSalesCallApproachingandInitiatingContactIntroductionApproachProductivityApproachBenefitApproachQuestionApproachReferralApproachComplimentApproachSurveyApproachAssessingtheSituationandDiscoveringNeedsthroughQuestioningSkillsAssessmentQuestionsDiscoveryQuestionsActivationQuestionsProjectionQuestionsTransitionQuestionsFigure4.1––TheAdaptProcessQuestioningandListening……

thekeyelementofgoodcommunicationModule8DevelopingtheRelationshipStepsinDevelopingtheRelationshipApproachDetermineNeedsSelectPresentationPresentationHandleObjectionsEarnCommitmentFollow-UpStepsinDevelopingtheRelationshipApproachStepsinDevelopingtheRelationshipApproach(1:28)StepsinDevelopingtheRelationshipApproachDetermineNeedsSelectingAppropriateCustomerOfferingsbyAssessingNeedsNeedsresultfromtheadiscrepancybetweenanactualanddesiredstateofbeing.Needsmaybeclassifiedas:Unrecognized–customerisunawareorhasdismissedastrivialPotential–customerstatementsofgeneralproblems,difficulties,anddissatisfactionsConfirmed–customerstatesthattheyarereadytotakeactionTheemphasisisondeterminingcustomerneedsandthencreatingorselectingcustomer-fittedsolutionstosatisfythoseneeds.SelectingAppropriateCustomerOfferingsbyAssessingMotivesFunctionalMotivesDrivenbyprice,quality,andserviceasalespersoncansupplyPsychologicalMotivesAbuyer’shabits,emotionalstress,andconfidenceSelectingAppropriateCustomerOfferingsbyAssessingCompetitiveSituationUnderstandingacompetitor’sstrengths/weaknessesallowsthesalespersontoputthebestsolutionforward.StepsinDevelopingtheRelationshipDetermineNeeds(1:28)StepsinDevelopingtheRelationshipApproachDetermineNeedsSelectPresentationTypesofSalesPresentationsCannedPresentationsOrganizedPresentationsTheTrust-basedSellingProcess:ANeeds-SatisfactionConsultativeM