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Training objectives

Training objectives. Managing client portfolio Consultative selling process Process phases Selling argumentation Developing a selling culture Sharing experience. Programme. Day Two. Day One. 9:00 – 12:00 Introduction & preliminary activity Portfolio management

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Training objectives

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  1. Training objectives • Managing client portfolio • Consultative selling process • Process phases • Selling argumentation • Developing a selling culture • Sharing experience

  2. Programme Day Two Day One • 9:00 – 12:00 • Introduction & preliminary activity • Portfolio management • Consultative selling approach • 12:00 – 13:00 Lunch • Contact phase • Cold call, telephoning • Diagnostics phase • Case study • 17:00 Closing – Day 1 • 9:00 – 12:00 • Argumentation • Case study - presentation • Closing • 12:00 – 13:00 Lunch • Case study - feedback • Objections • Selling culture • Personal plan • 16:30 Closing – Day 2 Consultative selling skills

  3. Room for personal improvement During the course • Topics and ideas Text At the end of the course Action plan After the training Application in practice Consultative selling skills

  4. Consultative approach to selling: PREDICT Preparation Entry Diagnosis Influencing Contracting Transition Consultative selling skills

  5. Steps: entry • Good entry comprises: • Mutual understanding • Credibility • Trust • Common starting point • Working relationship • Problems with entry: • Ambiguity • Nervousness • Lack of trust Skills related to entry: Preparation – how we organise ourselves During meetings – how we behave with regard to type of client Consultative selling skills

  6. Diagnosis • “Without a thorough diagnosis, interaction will be purely a matter of coincidence.” Situation People Possibilities for cooperation Consultative selling skills

  7. Diagnosis Groups of questions Organisation • Whatare they? • Management • Processes • Who are they? • Who makes the decisions? • Who is influential? • Where are they going? • How are they going to get there? People in the company Plansforfuture Consultative selling skills

  8. Benefit Influencing: valueproposition • Benefit is what the product parameter means to the client • Key phrases: • …this means • …for you this means • If a product has many benefits, which will you use? • Use only those benefits that satisfies the specific needsof the client to whom you are presenting the product. Parameter Parameter Parameter Parameter Parameter Consultative selling skills

  9. Feature or benefit? • PwC has over 150,000 dedicated professionals in 150 offices around the world. • PwC offers one of the widest range of professional services available anywhere. • PwC provides sophisticated services to many of TERRITORY top 100 organizations. • Our track record with clients has translated into long-term relationships. • PwC is proud to say that we have earned a reputation for honouring our commitments. • We help our clients solve complex business problems. • We focus our expertise on building value, managing risk and improving performance. • We build a collaborative working relationship with our clients. • We are known for our expertise in this industry sector. • Our PwC team adds value to your organization. Consultative selling skills

  10. Case study • At a conference you met the director of the company SK, which produces packaging from corrugated cardboard. This is an area you do not know much about, but during the break you spoke about education and about the MBA course that the director had just completed and found something in common, even mutual acquaintances. At the end of the event, you agreed at the bar upstairs that you would go to the factory and that she would tell you something about her field; in turn, you will talk about your experience from other companies. He/she is especially interested in modern production procedures and their implementation in practice. • When preparing for the meeting, you found out the following: Consultative selling skills

  11. Case study • When preparing for the meeting, you found out the following: • SK presents itself as a modern, progressive company that offers customers care and a helping hand in the area of comprehensive packaging solutions. In the Czech Republic, it designs, produces and sells rolls and packages from corrugated, laminated, and special cardboard and recycles paper for processing into corrugated cardboard. It has over 500 employees in five production plants. Annual production and sales equal 250 million m2 of corrugated cardboard products and 60 thousand tons of paper. • In the Czech Republic, the group is part of a multinational company, one of the bigger European manufacturers of paper and paper-based packaging. The various plants are relatively independent, and if profitable, the parent company gives them a high degree of independence. Consultative selling skills

  12. Case studyHidden agenda I • Last year, the company managed to get through the crisis relatively successfully, with profit dropping by half; EBITDA is 12%. It is expected that the plants in the Czech Republic will merge under one management, namely to incur savings by re-organising sales and improving specialised production lines. It is not known which director will be chosen and who will have to leave; this is causing nervousness. The company’s results for this year will probably decide. The director wants to introduce lean manufacturing, improve logistics, abolish external warehouses, implement a JIT system, and reduce supplies. At the same time, clients are demanding a high degree of flexibility. She feels that it will be necessary to describe the processes and increase efficiency; the benchmark indicates that there are reserves. It will also be necessary to replace the production director, who is not strong enough to push through the changes. A completely new JUMBO machine for the production of XL packaging is to be put into operation, which will put the company ahead of the competition. Nevertheless, this will require the sale of the machines capacity; thus, sales will have to be reinforced and the system changed. At this time, the biggest problem is cooperation with production and sales and the effective planning of production. Thus, extensive delays caused by setting up the lines for extremely small contracts are taking place during production. Consultative selling skills

  13. Case studyHidden agenda II • Financial issues: the current CFO is highly competent but is not showing much enthusiasm for the changes and further development. At this time, he is working on tax issues – a number of foreign experts have come to the company for 3-6 months and they expect to be well taken care of. • Next year, the company plans to change auditors, and this will concern all plants in the Czech Republic with a common approach. • On a personal level – the director would also welcome personal tax advice, as she is selling her share in a limited liability company where she has not worked for a number of years but has remained a partner. It is now time to settle up and sell her share. • Her husband is the owner of a growing IT company that provides system integration services (BAAN system). The company already has 100 employees and is contemplating establishing a foreign branch. Consultative selling skills

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