销售技巧(英文版).ppt

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Copyright 2001 by Harcourt,Inc.,1,Selling,Ingram,Laforge,Avila,Schwepker,and Williams,Multimedia Presentations,Steven J.Remington,Ph.D.,Buena Vista University,August,2000,Module 1,An OverviewofPersonal Selling,Evolution of Personal Selling,Early Origins of Personal Selling,Industrial Revolution Era,(1700s Europe;1850s US),Post-Industrial Revolution Era,(1800s Europe;1900 US),Canned Sales Presentation,The War and Depression Era,Professionalism:The Modern Era,Characteristics of Sales Professionalism,Customer Orientation,Use of Truthful and,Nonmanipulative,Tactics,Focus on Long-Term Satisfaction of Customer and Selling Firm,Cost/Sales Call,$80-$242/,call,Contributions of Personal Selling,Salespeople and Society,Salespeople as,Economic Stimuli,Salespeople and,Diffusion of Innovation,Contributions of Personal Selling,Salespeople and the Employing Firm,Salespeople as,Revenue Producers,Market Research,and Feedback,Salespeople as,Future Managers,Contributions of Personal Selling,Salespeople and the Customer,Are honest,Understand general business and economic trends,as well as the buyers business,Provide guidance throughout the sales process,Help the buyer to solve problems,Have a pleasant personality and a good professional image,Coordinate all aspects of the product and service to provide a total package,Industrial buyers prefer to deal with salespeople who:,Classification Of Personal Selling Jobs,Sales Support Personnel,Missionary Salespeople,Detailer,Technical Support Salespeople,New Business,Pioneers,Order-getters,Existing Business,Order-takers,Insider Sales(non-retail),Direct-to-Consumer Sales,(retail),Combination Sales Jobs,Characteristics Of Sales Careers,Job Security,Advancement Opportunities,Immediate Feedback,Prestige,Job Variety,Independence,Compensation,Boundary-Role Effects,Boundary-Role Effects,Role Stress,Role Conflict,Role Ambiguity,Role stress must be dealt with to insure maximum sales productivity,Qualifications And Skills Required For Success By Salespeople,Empathy,To see things as others would see them,Ego Drive,Determination to achieve goals,Ego Strength,Self-assured and self-accepting,Interpersonal Communication Skills,Including listening and questioning,Enthusiasm,In general,and for sales as a career,Additional Characteristics Related to a Given Sales Job,Managing the Sales Force,(1:26),Module 2,Understanding Buyers,Types of Buyers,Consumer Markets,Business Markets,Distinguishing Characteristics of Business Markets,Buyers are Larger but Fewer in Number,Derived Demand,Higher Levels of Demand Fluctuation,Purchasing Professionals,Multiple Buying Influences,Close Buyer-Seller Relationships,Supply Chain Management,The Buying Process,(Figure 2.1),Determination of Item and,Quantity Needed,Recognition of the,Problem or Need,Initiating the Relationship,Gathering and Studying,Pre-call Information,Approaching and Initiating,Contact,Assessing the Situation and,Discovering Needs,Selection of,an Order Routine,Evaluation of Proposals,And Selection of Suppliers,The Buying Process,(Figure 2.1),Acquisition and Analysis,of Proposals,Recognition,Initiating the Relationship,Developing the Relationship,Select Presentation,Explain Features,Confirm Benefits,Handle Objections,Earn and Gain Commitment,Search and Qualification,Of Potential Sources,Description of Item and,Quantity Needed,Determination,The Buying Process,(Figure 2.1),Recognition of the,Problem or Need,Determination,Recognition,Initiating the Relationship,Description,Search and Qualification,Proposals,Selection of Suppliers,Order Routine,Developing the Relationship,Enhancing the Relationship,Follow-up to Assess Customer,Satisfaction,Take Action to Assure Customer,Satisfaction,Encourage Critical Encounters,Expand Collaborative,Involvement,Add Values and Enhance Mutual,Opportunities,Phase One,Recognition of the Problem or Need:The Needs Gap,(Figure 2.2),Desired State,Produce 1,250 units/day,Actual State,Produce 1,000 units/day,The Gap,Or,Need,250 units/day,Complex Mix of Business Buyer Needs,(Figure 2.3),Organizational,Needs,Individual,Needs,Functional,Functional,Psychological,Psychological,Knowledge,Knowledge,Social,Social,Situational,Situational,Phase Two,Determination of Characteristics of the Item and the Quality Needed,Phase Three,Description of Characteristics of the Item and the Quality Needed,Phase Four,Search for and Qualification of Potential Sources,Phase Five,Acquisition and Analysis of Proposals,Evaluating Suppliers and Products,Multi-Attribute Model,Assessment of Product or Supplier Performance(P),Assessing the Relative Importance of Each Characteristic(I),Phase Five,Acquisition and Analysis of Proposals,Multi-Attribute Model of Adhesives by,GM Buyers,Phase Five,Acquisition and Analysis of Proposals,Employing Buyer Evaluation Procedures to Enhance Selling Strategies,Modify the Product Offering Being Proposed,Alter the Buyers Beliefs about the Proposed Offering,Alter the Buyers Beliefs about the Competitors Offering,Alter the Importance Weights,Call Attention to Neglected Attributes,Phase Six,Evaluation of Proposals and Selection of Supplier,Phase Seven,Selection of Order Routine,Phase Eight,Performance Evaluation and Feedback,Phase Eight,Performance Evaluation and Feedback,Understanding Post-Purchase Evaluation and the Formation of Satisfaction,(,Figure 2.4),Complex Mix of Business Buyer Needs,Buyers,Level of,Satisfaction,63%,Level of Influence,On Buyers Satisfaction,37%,Level of Influence,On Buyers Satisfaction,Psychological Attributes,“,Delighters”,Functional Attributes,“,Must-Haves”,Phase Eight,Performance Evaluation and Feedback,Understanding Post-Purchase Evaluation and the Formation of Satisfaction,The Growing Importance of Salespeople in Buyers Post-Purchase Evaluation,Types of Purchasing Decisions,Buying Situation,Straight,Rebuy,Buying Situation,Routinized,Response Behavior,Modified,Rebuy,Buying Situation,Limited Problem Solving,New Task Buying Situation,Extensive Problem Solving,Types of Purchasing Decisions,Three Types of Buying Decisions,(Exhibit 2.6),Types of Purchasing Decisions,Three Types of Buying Decisions,(Exhibit 2.6),Types of Purchasing Decisions,Three Types of Buying Decisions,(Exhibit 2.6),Types of Purchasing Decisions,Three Types of Buying Decisions,(Exhibit 2.6),Organizational Buyer Behavior,Buying Center,Initiators,Users,Gatekeepers,Influencers,Deciders,Purchasers,Current Developments in Purchasing,Increasing Use of Information Technology,Relationship Emphasis on Cooperation and Collaboration,Supply Chain Management,Increased Outsourcing,Target Pricing,Increased Importance of Knowledge and Creativity,Module 3,Building Trust,Buyers define trust using terms such as:,Openness,Dependability,Candor,Honesty,Confidence,Security,Reliability,Fairness,Predictability,What is Trust?,Trust answers the questions:,Do you know what you are talking about?,Will you recommend what is best for me?,Are you truthful?,Can you and your company back up your promises?,Will you safeguard confidential information that I share with you?,Why is Trust Important?,The shift toward relationship selling emphasizes the initiation and nurturing of long-term buyer-seller relationships based on mutual trust and value-added benefits.,How to Earn Trust,Trust Builders,(Figure 3.1),Trust,Expertise,Dependability,Representation,Competence,Compatibility/,Likeability,Candor,Contribution,Customer,Orientation,Knowledge Bases Help Build Trust and Relationships,(Figure 3.2),Industry,Service,Product,Competition,Company,Price/,Promotion,Technology,Market/,Customer,Possible,Knowledge Bases,Sales Ethics,Image of Salespeople,Television,movies,broadway,productions,and the popular press have contributed to a negative image of salespeople portraying them as being associated with deceptive,illegal,and non-customer-oriented behavior.,Sales Ethics,Image of Salespeople,Deceptive Practices,When salespeople give answers when they do not know,exaggerating product benefits,and withholding information may jeopardize future dealings with the buyer.,Salespeople can create product liabilities by:,Expressed Warranty,Misrepresentation,Negligence,Sales Ethics,Image of Salespeople,Illegal Activities,Defraud,Con,Misuse Company Assets,Sales Ethics,Image of Salespeople,Non-Customer-Oriented Behavior,Pushy,Hard Sell,Fast Talking,High Pressure,Sales Ethics,Image of Salespeople,(Exhibit 3.8),Deceptive Practices,Deceptive,Deceive,Hustle,Scam,Exaggerate,Withhold,Bluff,Non-Customer-Oriented Behavior,Pushy,Hard Sell,Fast Talking,High Pressure,Illegal Activities,Defraud,Con,Misuse Company Assets,Module 4,Communication Skills,Sales Communication as a Collaborative Process,Relational Sales Communication,A two-way and naturally collaborative interaction,Allows buyers and sellers to,Develop a better understanding of the need situation,Work together to best provide for the customers needs,Verbal Communication:,Questioning,Types of Questions Classified by Amount and Specificity of Information Desired,Open-end or Nondirective Questions,free response,What happens when?,How do you feel?,Describe the,Closed-end Questions,response limited to a few words,.,Are you,How many,How often,Dichotomous/Multiple-Choice Questions,directive forms of questioning,Which do you prefer,the _ or the _?,Verbal Communication:,Questioning,Types of Questions Classified by Strategic Purpose,Probing Questions,designed to penetrate below generalized or superficial information,Requesting Clarification,“Can you share an example of that with me?”,Encouraging Elaboration,“How are you dealing with that situation now?”,Verifying Information and Responses,“So,if I understand you correctly Is that right?”,Verbal Communication:,Questioning,Types of Questions Classified by Strategic Purpose,Probing Questions,Evaluative Questions,use open-and closed-end question formats to gain confirmation and to uncover attitudes,opinions,and preferences of customer.,“How do you feel about?”,“Do you se the merits of?”,“What do you think?”,Verbal Communication:,Questioning,Types of Questions Classified by Strategic Purpose,Probing Questions,Evaluative Questions,Tactical Questions,used to shift or redirect the topic of discussion,“Earlier you mentioned that”,“Could you tell me more about how that might affect”,Verbal Communication:,Questioning,Types of Questions Classified by Strategic Purpose,Probing Questions,Evaluative Questions,Tactical Questions,Reactive Questions,refer to or directly result from information previously provided by the other party.,“You mentioned that Can you give me an example of what you mean?”,“That is interesting.Can you tell me how it happened?”,Guidelines for Combining Types of Questions for Maximal Effectiveness,(Exhibit 4.1),Amount of and Specificity of Information Desired,Choice from,Alternatives,Discussion and,Interpretation,Confirmation and,Agreement,Explore and Dig,for Details,Gain Confirmation,&Discover,Attitudes/Opinions,Change Topics or,Direct Attention,Follow-Up,Previously Elicited,Statements,Amount of and Specificity of Information Desired,Open-end,Questions,Designed to be,Probing,in Nature,Closed-end,Questions,Designed to be,Probing,in Nature,Dichotomous or,Multiple-choice,Questions,Designed to be,Probing,in Nature,Open-end,Questions,Designed to be,Reactive,in Nature,Closed-end,Questions,Designed to be,Reactive,in Nature,Dichotomous or,Multiple-choice,Questions,Designed to be,Reactive,in Nature,Open-end,Questions,Designed to be,Tactical,in Nature,Closed-end,Questions,Designed to be,Tactical,in Nature,Dichotomous or,Multiple-choice,Questions,Designed to be,Tactical,in Nature,Open-end,Questions,Designed to be,Evaluative,in Nature,Closed-end,Questions,Designed to be,Evaluative,in Nature,Dichotomous or,Multiple-choice,Questions,Designed to be,Evaluative,in Nature,Verbal Communication:,Strategic Application of Questioning,Generate Buyer Involvement,Provoke Thinking,Gather Information,Clarification and Emphasis,Show Interest,Gain Confirmation,Advance the Sale,Verbal Communication:,SPIN Questioning System,Situation Questions,solicits general background information and descriptions of the buyers existing situation,“Who are your current suppliers?”,“Do you typically purchase or lease?”,“Who is involved in the purchasing decisions?”,Verbal Communication:,SPIN Questioning System,Situation Questions,Problem Questions,follow and relate to situation questions probing for specific difficulties,developing problems,and areas of dissatisfaction,“How critical is this component for your production?”,“What kind of problems have you encountered with your current suppliers?”,“What types of reliability problems do you experience with your current system?”,Verbal Communication:,SPIN Questioning System,Situation Questions,Problem Questions,Implication Questions,follow and relate to information from the problem questions assisting the buyer in understanding the potential problems of the current problem and the urgency in resolving it,“How does this affect profitability?”,“What impact does the slow response of your current supplier have on the productivity of your operation?”,“How would a faster piece of equipment improve productivity and profits?”,“What happens when the supplier is late with a shipment?”,Verbal Communication:,SPIN Questioning System,Situation Questions,Problem Questions,Implication Questions,Need-payoff Questions,used to propose a solution and develop commitment from the buyer,based on the implications of the problem,“Would more frequent deliveries allow you to increase productivity?”,“If we could provide you increased reliability,would you be interested?”,“If we could improve the quality of your purchased components,how would that help you?”,“Would you be interested in increasing productivity by 15 percent?”,Funneling Sequence of ADAPT Techniques for Needs Discovery,(Figure 4.1),Broad bases and general facts describing situation,Non-threatening as no interpretation is requested,Open-end questions for maximum information,Assessment Questions,Questions probing information gained in assessment,Seeking to uncover problems or dissatisfactions that,could lead to suggested buyer needs,Open-end questions for maximum information,Discovery Questions,Show the negative impact of a problem discovered in the,discovery sequence,Designed to activate buyers interest in and desire,to solve the problem.,Activation Questions,Projects what life would be like without the problems,Buyer establishes the value of finding and,implementing a solution,Projection Questions,Confirms interest in solving the problem,Transitions to presentation of solution,Transition Questions,Verbal Communication:Listening,(Figure 4.2),Effective,Active,Listening,Pay,Attention,Monitor,Non-,Verbals,Paraphrase,and Repeat,Make No,Assumptions,Encourage,Buyer to Talk,Visualize,Verbal Communication:,Using Different Types of Listening,Social Listening,Serious Listening,Active Listen