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Learning & Skills Council

Learning & Skills Council. Solution Selling. Need Development 1. Preparing for meetings. Need Development 1. How much time Setting expectations Setting an agenda Managing the interaction Personal preparation Your research. Need Development 1. The Basis of Relationships.

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Learning & Skills Council

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  1. Learning & Skills Council

  2. Solution Selling

  3. Need Development 1 Preparing for meetings

  4. Need Development 1 How much time Setting expectations Setting an agenda Managing the interaction Personal preparation Your research

  5. Need Development 1 The Basis of Relationships

  6. Need Development 1 In every sale there are 4 stages Social – warm up events before the serious selling begins Discovery – identifying buying needs Credibility – showing that you are able to deliver a solution Gaining Commitment – closing the deal or securing the next stage of the sale

  7. Need Development 1 So far we have accomplished the following Targeted the customer Identified and engaged the decision maker Understood the seeker type Qualified the prospect Secured an appointment Next we must use the appointment to understand the real needs or issues the customer faces Interpret those issues as problems that WBL can solve Use this as a basis for a relationship Solution Selling

  8. Need Development 1 Concept of risk Risk has to be overcome Higher the risk – high value service What are the risks associated with WBL & Training Definition of high value service ‘A service that can not be sold in a single call or visit, where the customer perceives risk in terms of cost, time, hassle, reputation, disruption that must be justified against the potential benefits.’

  9. Rational Outcomes Emotional Need Development 1 • Relationships are of greatest importance in • HIGH VALUE SALES • ENCOURAGING REPEAT BUSINESS • Relationships help overcome or minimise risk • Relationships can only be built on a foundation of • Trust • Credibility • Understanding

  10. Need Development 1 TRUST – imagine it as a recipe Ingredients that are need include 2kgs of UNDERSTANDING 500g of PRODUCT KNOWLEDGE PERSONALITY – lightly whisked 1 litre of CREDIBILITY Notice that the largest ingredient is UNDERSTANDING Understand your customer and they will love you!

  11. Need Development 1 Financial rewards Free time Personal prestige Consequences DO NOTHING At the start of the sale, the customer perceives that the obstacles to moving forward far exceed any possible benefits. Cost Risk Reputation Hassle

  12. Need Development 1 Financial rewards Free time Personal prestige Consequences DO NOTHING With relationships in high value sales we are looking to overcome obstacles that the customer perceives. Because we are selling an idea…..we must use the strength of our credibility, product knowledge and understanding of the customer’s problems to remove such obstacles. Cost Risk Reputation Hassle

  13. Need Development 1 DO NOTHING The obstacles tend to be reduced when we increase the value of our solution. We can only do this when we fully understand the positive impact that our solution will have for the customer Cost Risk Reputation Hassle Financial rewards Free time Personal prestige Consequences

  14. Need Development 1 Cost Risk Reputation Hassle The sales person must use questions to explore the disadvantages of NOT changing. This increases the value of the solution. It is only when we have successfully removed these obstacles and JUSTIFIED the sale that we will be able to progress Financial rewards Free time Personal prestige Consequences DO NOTHING

  15. Opening Questions

  16. Need Development 1 Think about how a customer feels about themselves Are you happy with yourself? Happiness

  17. Need Development 1 Customers who are happy find it difficult to buy solutions because solutions are only any use when there is a problem. Customers like this line buy seldom. Happiness

  18. Need Development 1 Engage the customer, get them talking about themselves

  19. Need Development 1 Who is this customer? Where are they now? Where have they been? What do they want to achieve? How do they plan to achieve it? What are they doing to achieve it? Who will lead it?

  20. Need Development 1 Opening questions give you the basis of the sale Your starting point Get the customer talking & engaged Useful information & facts about the company Company profiling Personnel facts, interplay of decision makers Is the customer interested, positive or bored? What clues are they giving you? How will you use the answers?

  21. Need Development 1 Opening questions are useful for sales people But a bit boring for the customer A common fault of new/ineffective sales people is that they ask too many opening questions

  22. Need Development 1 0-2% Within the sales process our questioning techniques make an impact and fit into the qualification & Need Analysis spectrum 10% 50% 75% 95-100% Commitment Close Appointment First contact Telemarketing completed Essential qualification Needs Analysis Opening Questions

  23. Issue Questions

  24. Need Development 1 Opening Questions Opening questions don’t affect happiness So we need to create a need for our solution by focusing on problem Issue Questions focus the customer on what is challenging about their business. Have they got problems affecting the efficiency, productivity, profitability of their company? Happiness

  25. Need Development 1 The opening questions, when used intelligently raise issues that we can explore through issue questions. Issue questions are only useful when they explore issues that we can solve Think of issues that WBL solve……suggestions? How can you get customers thinking about such issues? What is the value of such an approach?

  26. Need Development 1 The benefit of issue questions is that you identify the specific issues that interest the customer Ditch the scatter-gun approach Prioritise the magnitude of those issues Deal with them accordingly Only focus on the issues you believe that you can solve

  27. Need Development 1 0-2% As we uncover issues we start to move the customer’s mind-set. Suddenly there may be a reason to change! 10% 50% 75% 95-100% Commitment Close Appointment First contact Telemarketing completed Essential qualification Needs Analysis Opening Questions Issue Questions

  28. Need Development 1 Opening Questions Once we have uncovered issues the customer is feeling pretty concerned. Chances are they knew all along about the issues but ignored them (only human). Yet, there is a final step to come! Next we try to Find the Money to explore the negative impact the problems are having on the business in terms of ££££££s Happiness Issue Questions

  29. Need Development 1 Group Activity Look at the role play scenario Work through it to explore the situation and current/future issues the customer might have

  30. Need Development 2

  31. Finding the Money

  32. Need Development 2 So far we have accomplished the following Targeted the customer Identified and engaged the decision maker Understood the seeker type Qualified the prospect Secured an appointment Started exploring the customer’s situation & plans Started uncovering potential/existing problems Next we need to examine the cost of these issues so we can build a financial case

  33. Need Development 2 At this stage we seek to highlight the negative impact of the customer’s current issues Thinking of possible downsides Quantify the knoeck-on effects of the downsides Compound these costs together Get the customer to feel the severity of doing nothing!

  34. Need Development 2 The aim of this stage of questioning Raise the importance of the issue So that the solution has more value Plus it helps to compare the COST of the problem against the Price of the solution By Finding the Money you also highlight other sales opportunities They are really important questions because they help establish a business case for a decision.

  35. Need Development 2 Work in pairs on the following issues What are the logical knock-on effects – find the money A stationery company has run out of storage space A car manufacturer has machinery that breaks down An IT company has poorly performing sales staff An electronics firm does not have the latest welding techniques A local authority department has high sickness rates A building company relies on casual temp staff

  36. Introducing the solution

  37. Need Development 2 Before moving on ensure that all issues have been explored. Get the customer to express how they feel once they have determined the cost of these issues Then start to explore the impact of solving the problem Get the customer to explore the ‘Benefits’ of solving the problem Unlike the previous stages we are now discussing what it would be like for the issues to be cured.

  38. Need Development 2 Opening Questions Once the customer feels the severity of their issues and understands the full cost we introduce them to the ‘rewards’ of solving that problem Introduce the solution Happiness Find the Money Issue Questions

  39. Need Development 2 A buying signal shows a customer is willing to buy? Verbal buying signal Body language buying signal Buying signals help guide sales people through the sales process Buying signals separate the interested from disinterested Often a buying signal is an invitation to close

  40. Need Development 2 Imagine you find a person attractive at a party What sort of buying signals would you look for? How could you tell that they found you attractive? What signals would tell you they were not interested? How does this match to sales?

  41. Need Development 2 0-2% Within the sales process our questioning techniques make an impact and fit into the qualification & Need Analysis spectrum 10% 50% 75% 95-100% Commitment Close Appointment First contact Telemarketing completed Essential qualification Needs Analysis Finding the Money

  42. Need Development 2 Group Activity Look at the role play scenario Work through it to explore the situation and current/future problems the customer might have

  43. Summary Prepare for & predict the likely issues your new customer will face Solution selling relies upon finding issues to solves Opening questions uncover the background, current arrangements and future plans of the customer From the answers to Opening Questions you are signposted to issues that may exist in the organisation Focus on issues you believe you can solve

  44. Summary Consider the actual cost of the issues you are uncovering Agree with the customer the nock-on effects of these costs on their business Explore how the customer would benefit from these issues being solved Get agreement that ‘do nothing’ is not an option

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