C HAPTER 11

2. CHAPTER 11 CONTENTS OF THE SALES TRAINING PROGRAM: SALES KNOWLEDGE AND THE SELLING PROCESS

3. LEARNING OBJECTIVES The training of a salesperson makes all the difference between a successful sales career and an unsuccessful one. This chapter should help you understand: • The connection between training and learning. • The importance of sales knowledge and how such knowledge is developed. • The use of computer technology to make the salesperson’s job easier and to provide better customer service. • That persuasive communication is a fundamental aspect of sales skills development. • The selling process as a vital tool for the salesperson and the importance of each step. • That quality customer service is a necessity. • The research that reinforces the sales success strategies discussed in this chapter.

4. SHOULD IT BE CALLED TRAINING OR EDUCATION? Learning is a relatively permanent change in behavior occurring as a result of experience. Training is included in one’s experiences. Thus, training is part of an individual’s total learning experience.

5. FIGURE 11.1 THE LEARNING PROCESS INVOLVED IN TRAINING THE INDIVIDUAL SALESPERSON

6. RELATIONSHIP OF TRAINING TO LEARNING ON-THE-JOB BEHAVIOR The positive attitude and the OTJ experience result in the trainee: • Being receptive to new information. • Looking forward to future training. • Possibly seeking new training.

7. Operational and behavioral information: Operational learning involves sales knowledge development such as new procedures, new product information, how to call in orders, new territorial forms to complete, new technology, and changes in the financial incentive program. Behavioral training involves the sales skills development area.

8. SALES KNOWLEDGE DEVELOPMENT • Company knowledge. • The sales role. • Product knowledge. • Prices. • Advertising and sales promotion. • Channels of distribution. • Customers. • Competition, industry, and economy. • Territorial management skills.

9. PRODUCT KNOWLEDGE Product knowledge may include these technical details: • Performance data. • Physical size and characteristics. • How the product operates. • Specific product features, advantages, and benefits. • How well the product is selling in the marketplace.

10. CHANNELS OF DISTRIBUTION Some important information salespeople need includes: • The likes and dislikes of each channel member’s customers. • The product lines and assortment each one carries. • When each member sees salespeople. • Each member’s distribution, promotional, and pricing policies. • What and how much of a product each has purchased in the past.

11. KNOWLEDGE OF TECHNOLOGY Several reasons to train salespeople to use a PC are: • More effective management of sales leads and better follow-through on customer contacts. • Improves customer relations due to more effective follow-ups. • Improves organization of selling time. • Provides more efficient account control and better time and territorial management.

12. Several reasons to train salespeople to use a PC are: continued • Increases number and quality of sales calls. • Improves speed and accuracy in finishing and sending reports and orders to the company. • Helps develop more effective proposals and persuasive presentations.

13. SALES AND CUSTOMER SERVICE ENHANCEMENT Computers are at the heart of salespeople’s ability to provide top-quality customer service by receiving and sending out information efficiently. Technology not only helps salespeople increase their productivity but also allows them to gather and access information more efficiently.

14. PERSONAL PRODUCTIVITY Contact Management – A listing of all the customers contacts a salesperson makes in the course of conducting business. Calendar Management – The management of time. Automated Sales Plans, Tactics, and Ticklers – Sales strategies often involve a sequence of events that can be identified and plotted.

15. PERSONAL PRODUCTIVITY continued Geographic Information Systems – Allows salespeople to view and manipulate customer and prospect information on an electronic map. Computer-Based Presentations – The computer can be a powerful presentation tool.

16. COMMUNICATIONS WITH CUSTOMERS AND EMPLOYER Today's most popular sales force automation systems involve: • Word processing. • Electronic mail. • Fax capabilities and support.

17. CUSTOMER ORDER PROCESSING AND SERVICE SUPPORT The process of obtaining, generating, and completing an order is much more complicated than it may seem.

18. Salespeople’s Mobile Offices Salespeople have begun installing small offices directly into vehicles such as minivans.

19. E-COMMERCE AND THE SALES FORCE • An Internet site can be a help to salespeople in servicing and selling customers. • Builds customer loyalty. • Saves customers money. • Speeds the sales process. • Improves relationships. • Lowers sales costs.

20. GLOBAL TECHNOLOGY The ability to access information anywhere is a valuable asset.

21. SALES SKILLS DEVELOPMENT Involves two key elements: • Persuasive communications. • The selling process.

22. Several main persuasive communication skills are: • Talking about product benefits to the prospect rather than the product’s features and advantages. • Nonverbal body language – learning to recognize a buyer’s nonverbal signs and how to send out positive nonverbal body signals. • Questioning or probing skills and courses in listening. • Using visual aids, drama, and demonstrations in the sales presentation.

23. THE SELLING PROCESS Most sales trainers believe logical, sequential steps do exist that, if followed, can greatly improve the chance of making a sale.

24. FIGURE 11.2 THE SALES PROCESS

25. Salespeople can ask themselves three questions to determine if an individual or organization is a qualified prospect: • Does the prospect have the money to buy? • Does the prospect have the authority to buy? • Does the prospect have the desire to buy?

26. TABLE 11.2 POPULAR PROSPECTING METHODS

27. Referrals are Popular The prospect pool is a group of names gathered from various sources. The prospect pool is usually created from four main sources: • Leads • Referrals • Orphans • Customers

28. FIGURE 11.3 THE PROSPECT POOL

29. PREAPPROACH IS PRECALL PLANNING During the preapproach, the salesperson investigates the prospect in greater depth and plans the sales call.

30. Reasons for planning the sales call: • Helps build a salesperson’s self-confidence. • Develops an atmosphere of goodwill and trust with the buyer. • Helps create an image of professionalism. • Increases sales because people are prepared.

31. FIGURE 11.4 STEPS IN PLANNING THE SALES CALL

32. Developing a Customer Benefit Plan Step One: Select the features, advantages, and benefits of the product to present. Step Two: Develop the marketing plan. Step Three: Develop a business proposition. Step Four: Develop a suggested purchase order.

33. THE APPROACH – OPENING THE SALES PRESENTATION The sales opener, or approach, is the first major part of the sales presentation. The first impression is critical to success.

34. Approach Techniques are Numerous • Introductory approach. • Product approach. • Customer benefit approach. • Curiosity approach.

35. FIGURE 11.5 THE SALESPERSON’S PRESENTATION MIX IS TYPICALLY DEVELOPED BY SALES MANAGERS AND TRAINERS Persuasive Participation Communication The Sales Presentation Mix Demonstration Salesperson Proof Dramatization Visual Aids

36. Stimulus-Response Method This method assumes that the prospect’s needs can be stimulated by exposure to the product or already have been stimulated because the prospect has sought out the product. • Some of the method’s shortcomings are: • Talks about product features not important to buyer. • Uses same “pitch” for different people. • Assumes salesperson is in total control. • Has little prospect participation, making it difficult to uncover needs.

37. Formula Method The salesperson may use a structured series of steps such as the AIDA approach. • Attention • Interest • Desire • Action

38. Need-Satisfaction Method The need-satisfaction method is different from the stimulus-response and the formula approach in that it is designed as an interactive sales presentation.

39. THE TRIAL CLOSE The trial close involves checking the prospect’s attitude toward the sales presentation. • Salespeople may at any time use a trial close like one of these: • How does that sound to you? • What color do you prefer? • If you bought this, where would you use it in your business? • Are these features what you are looking for?

40. OBJECTIONS ARE SALESPEOPLE’S FRIENDS An objection is opposition or resistance to information or a request.

41. Types of Objections Real objections are tangible. Prospects will sometimes give an excuse to keep objections hidden. Prospects will usually not purchase until these hidden objections are answered.

42. Techniques for Meeting Questions: • Postponing objections • Boomerang • Asking questions

43. THE CLOSE Closing is the process of helping people make a beneficial decision.

44. Closing Techniques • The compliment • The summary • Minor decision • Assumptive

45. RESEARCH REINFORCES CHAPTER’S SALES SUCCESS STRATEGIES • Ask questions to gather information and uncover needs. • Recognize when a customer has a real need and how the benefits of the product or service can satisfy it. • Establish a balanced dialogue with customers.

46. RESEARCH REINFORCES CHAPTER’S SALES SUCCESS STRATEGIES continued • Recognize and handle negative customer attitudes promptly and directly. • Use a benefit summary and an action plan requiring commitment when closing.

47. ADAPTING TO GLOBAL MARKETS Five rules for successful selling abroad: • Be prepared and do your homework. • Slow down. • Develop relationships and trust before getting down to business. • Learn the language and its nuances, or get a good interpreter. • Respect the culture.

48. THE BOTTOM LINE Sales training is now defined as part of a salesperson’s overall educational experience. Training can be divided into two categories: operational and behavioral. Companies are using and teaching technology more frequently than ever. Sales skills development includes two key elements: persuasive communications and the selling process. The selling process is usually seen as a series of steps. The close is the last step in the actual selling process.