医药代表培训

1医药代 表 关于同志近三年现实表现材料材料类招标技术评分表图表与交易pdf视力表打印pdf用图表说话 pdf 销售技巧汕头市思济药业有限公司员工培训1主要内容探询和聆听技巧处理异议的技巧跟进的技巧11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211.1医药专业销售流程311.2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 611.3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71医药代表应有的素质Industrialbuyersprefertodealwithsalespeoplewho:81 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。1412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 混凝土 养护记录下载土方回填监理旁站记录免费下载集备记录下载集备记录下载集备记录下载 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21SMART原则AchievementAmbitionMeasurableTimeSMARTRealistic12.2心理和着装的准备 心理准备 只要内心中存在一个坚定不移的信念，有胆量去容忍那些不能改变的事，有勇气去改变那些可能改变的事，会使你克服横在前面的障碍和困难，也能使你胜过其他任何对手。 着装准备 整齐的着装能让你充满自信，让你感到尊重和被尊重。相信你的工作对医生有贡献，用你的积极与热诚鞭策自己的意志力，鼓舞医生对你的信心。12.3拜访的预期结果 1.什么是预期结果拜访的预期结果是指通过这次拜访需要达到什么样的结果。 2.为达到预期结果所采取的行动及表现 行动必须和预期的结果息息相关先问自己必须做和说些什么以获得预期的结果 应明确：上一次拜访记录的时候医生都存在什么样的问题？ 都有什么样的看法。 了解了医生的看法以后你要做什么样的行动，做了这样的行动你会得到怎样的预期结果1在拜访前你若能做到◆医生能接受你的衣着、打扮、态度等，并赢得专业形象◆你充满自信◆你确信医生能获得哪些信息和利益◆你知道如何最有效率地拜访你的医生，并规划你的拜访目标那么，也许成功离你并没有那么遥远！！13观察技巧观察技巧就是指毋须向医生发问亦能搜集资料的技巧。运用观察的技巧，首先通过聆听得到医生想问的问题，了解想要知道的一些信息；其次通过观察也可以得到很多想知道的信息，然后综合各种方法再进行提问，向别人查询；最后通过设身处地地思考得到你最需要得到的信息每天接收到的信息75%来自于视觉，13%来自于听觉，6%来自于触觉，3%来自于味觉，3%来自于嗅觉。所以在100%这种信息来源里面，大部分来自于视觉，视觉能够让销售员在每一次拜访中得到很多想得到的信息。13.1五种观察途径 1.四周环境2.病人种类3.设备4.医生的兴趣所在 5.医生的非口头语言1当你走进医院的那一刻，在你发问之前，你应该明确： 你能获得哪些资料？你拜访的医生想什么？他（她）爱好什么？他（她）关心什么？他（她）正在做什么？他（她）需要什么？即做到察其言、观其色、闻其声，辨其行。1  4 开场白 家长会主持人开场白和结束语会议主持开场白晨会开场白元旦晚会串词开场白婚礼开场白 4.1开场白的类型4.2开场白的目的与技巧4.3好的开场白会给成功销售带来什么14.1开场白的类型 1.开门见山式（目的性） ×医生，您好！我是××药厂的代表，今天来是向您介绍我们公司的治疗心衰的新药×××。 2.赞美式 ×主任，您好！我看到一篇关于您的科室在收治非典这场无硝烟的战斗中的专题报道，实在深受感动。 ×主任，您好！您昨天的演讲非常精彩。 ×医生，您好！我注意到您在诊治病人过程中的专注和耐心，让病人特别有信心。 ×医生，您好！您今天的发型特别精神。1 3.好奇式 ×医生，您好！您也喜欢篮球？（观察办公桌面上、玻璃板下、陈列柜里和墙上发现……） ×主任，您好！这是您画的？ ×主任，您好！真没想到您还有……的爱好？ 4.热情式 代表：×主任，您好！听说您到小汤山去了，今天见到您真高兴。 代表：×医生，您好！您终于恢复健康了，真为您高兴。15.请求式×主任，您好！请您给我3分钟的时间，我给您介绍一下这个治疗血脂的新药。×主任，您好！能不能给我3分钟的时间，我给您介绍一下这个治疗乙肝的新药。514.2开场白的目的与技巧1.开场白的目的你的开场白要以能引起医生注意、兴趣的方式陈述一般利益，在陈述利益的过程中注意医生对哪些地方特别关注及发生兴趣。掌握医生关心的焦点后，就会有的放矢地呈现产品的利益，将你产品的特性转化成利益，你才能有效率地进行以下的推销工作。2.开场白的技巧◆引起注意◆发生兴趣◆产生联想◆激起欲望◆比较◆下决心51建立人际关系、促进有效沟通是你开展工作所面对的第一个挑战！良好的第一印象有助于顺利发展与医生的关系。开场白就发挥着这样的作用。一个成功的开场白应该能够引起医生的兴趣，在医药代表和医生之间建立好感，产生信任，拉近彼此的距离，消除医生的心理防线，迅速切入主题。515探询5.1探询的目的5.2探询的障碍5.3探询的技巧5.4探询的类型15.1探询的目的615.2探询的障碍15.3探询的技巧11.使医生有兴趣与你交谈2.取得有关产品使用、治疗及相关竞争产品的重要信息只有通过医药代表与医生的对话才能真正了解产品的使用、治疗及相关竞争产品的一些重要信息。现代社会的竞争很大程度上在于你对信息的了解程度，医药代表了解到的信息越多，那么成功的机率就越大。3.决定医生对你、对公司、对产品及他（她）自己需求的看法通过探询也可以了解到医生对你、对你的公司、对你的产品还有他自己需求的看法，这一点非常重要。如果医药代表在拜访的过程中只注意自己的目的，自己如何达成销售，而忽略了医生对你和对你产品的看法，就不能实现真正的销售。15.4探询的类型1.开放式探询×医生，您通常首选什么镇痛药治疗中度癌痛？×医生，您出国学习的这一段时间，谁主要负责这项临床研究呢？×医生，对ＮＳＡＩＤＳ治疗不理想的病人，您为什么不试一下双氢可待因的复方制剂呢？×医生，下周一我到哪儿拜访您最方便？×医生，双氢可待因的复方制剂用在什么时候最适合？×主任，您认为这类药的临床前景如何？×医生，您怎样评价双氢可待因的复方制剂在减轻中度镇痛方面的疗效？2.封闭式探询5115.4探询的类型2.封闭式探询51 代表：罗医生，您的病人服用×××感冒片，是不是起效快，又没有胃肠道方面的不良反应？ 医生：是的。 代表：罗医生，您下周三还是下周五上门诊？ 医生：下周三。 代表：下次您门诊时我再来拜访您好吗？ 医生：好的。16呈现与聆听6.1如何发现和把握时机6.2药品的特性利益转化6.3利益的特点与展示6.4对待局限的态度516.1如何发现和把握时机16.2药品的特性利益转化 1.药品的特性　　药品的特性就是事实，就是药品的性能，是可以用感官和相关研究资料来证实的药品的特征，是不可以想象出来的。药品的疗效、耐受性、副作用、服用方法、化学成分、外观、颜色、剂型、包装等都是药品的特性。每一项药品的事实，也就是上述这样一些特性都可以转换成一个或多个不同的利益，这个利益一定是针对医生和患者的。 2.药品的利益　　利益（益处）就是指药品和服务的好处，即能如何改进病人的生活质量或医生的治疗水平，这就是药品带来的最大利益。安全性、方便性、经济性、效果性、持久性等都是药品的利益。13药品特性向利益转化的过程转化过程早一粒晚一粒16.3利益的特点与展示1.利益特点◆利益必须是产品的一项事实带来的结果；◆利益必须显示如何改变病人的生活质量和医生的治疗水平；◆医生最感兴趣的是“这个产品对我或我的病人有何帮助或可带来什么益处”；◆医生处方的原因是那些“益处”，它能满足需求，而不仅仅是产品“特点”；◆顾客只对产品将为其带来什么益处感兴趣，而非产品是什么。12.展示利益1◆多种表述与展示特性是不可以想象的，但是利益是需要想象的，必须是能针对医生或病人的心理获益去充分地想象它能够给医生和患者带来什么样的益处，而益处是需要靠语言去渲染。所以，在展示利益时，需要通过多种表述与展示使得利益形象化，使得医生能够感觉到利益的真实存在，以达到拜访的目的。◆反复强调在展示利益时，还需要反复强调，让医生明细地了解产品可能会带来的好处。只说一次可能不足以引起医生心中的共鸣，要通过第二次强调，当医生刚有些兴趣时，医药代表还要做第三次、第四次反复的强调，直到医生接受为止。◆要有侧重点如果在病房里你应该考虑的侧重点是病人在使用以后如何能够尽快治愈出院，在门诊应考虑如何方便使用。所以不同的科室不同的地点，不同的时间不同的医生，要有各自不同的侧重点。◆对老医生使用新方法在展示的过程中，有时候有多年销售经验的医药代表会出现这样的疏忽，认为医生已经非常清楚自己销售的产品，也非常清楚产品的特性带来的利益，其实，这种想法是错误的。1◆避开竞争对手优势 实际上并非如此，只要是化学药品都有它自己的优点，也有它自己的缺点，所以既要承认其它产品的优点，但是也要尽可能多地展示自身产品的优势。 ◆不威胁竞争对手存在，争取立足 在竞争的过程中一定要记住双赢的 思想 教师资格思想品德鉴定表下载浅论红楼梦的主题思想员工思想动态调查问卷论语教育思想学生思想教育讲话稿 ，只有当医药代表提出的 方案 气瓶 现场处置方案 .pdf气瓶 现场处置方案 .doc见习基地管理方案.doc关于群访事件的化解方案建筑工地扬尘治理专项方案下载 成功地解决了客户所面临的问题，实现医生所期望的结果，这个方案才会展现价值，你所销售的产品才能够立足，而不是依靠威胁竞争对手的存在而立足。13.展示利益的注意事项1◆展现益处时尽量使用产品的商品名◆充分运用观察的技巧◆不同专科的医生所需要的对病人的益处各自不同◆渲染益处时不要太过夸张1VerbalCommunication:QuestioningTypesofQuestionsClassifiedbyStrategicPurpose ProbingQuestions EvaluativeQuestions–useopen-andclosed-endquestionformatstogainconfirmationandtouncoverattitudes,opinions,andpreferencesofcustomer. “Howdoyoufeelabout…?” “Doyousethemeritsof…?” “Whatdoyouthink…?”1VerbalCommunication:QuestioningTypesofQuestionsClassifiedbyStrategicPurpose ProbingQuestions EvaluativeQuestions TacticalQuestions ReactiveQuestions–refertoordirectlyresultfrominformationpreviouslyprovidedbytheotherparty. “Youmentionedthat…Canyougivemeanexampleofwhatyoumean?” “Thatisinteresting.Canyoutellmehowithappened?”1KnowledgeBasesHelpBuildTrustandRelationships(Figure3.2)PossibleKnowledgeBases1ComplexMixofBusinessBuyerNeeds(Figure2.3)1VerbalCommunication:Listening(Figure4.2)EffectiveActiveListening1PhaseFiveAcquisitionandAnalysisofProposalsMulti-AttributeModelofAdhesivesbyGMBuyersSheet1 Exhibit2.5 WeightedAveragesforPerformanceandOverallEvaluationScores Characteristics BondIt#302 AdCo#45 StikFast#217 P I P*I P I P*I P I P*I QuotedPrice 5 10 50 9 10 90 7 10 70 Durability 6 9 54 8 9 72 9 9 81 EaseofApplication 10 8 80 5 8 40 8 8 64 ServiceFactors 5 8 40 8 8 64 10 8 80 Reliability 8 7 56 10 7 70 5 7 35 BondingTime 8 6 48 6 6 36 4 6 24 Non-Toxic 8 6 48 10 6 60 8 6 48 Shelf-lifeinStorage 9 6 54 6 6 36 6 6 36 OverallEvaluationScore 430 468 438 P=ProductPerformanceScores I=RelativeImportanceofCharacteristicSheet2 Sheet3 1Module4CommunicationSkills1HowtoEarnTrustTrustBuilders(Figure3.1)1VerbalCommunication:UsingDifferentTypesofListening SocialListening SeriousListening ActiveListening Concentration Cognition1FunnelingSequenceofADAPTTechniquesforNeedsDiscovery(Figure4.1)1VerbalCommunication:SIERHierarchyActiveListening(Figure4.3)1VerbalCommunication:StrategicApplicationofQuestioning GenerateBuyerInvolvement ProvokeThinking GatherInformation ClarificationandEmphasis ShowInterest GainConfirmation AdvancetheSale1VerbalCommunication:SPINQuestioningSystem SituationQuestions–solicitsgeneralbackgroundinformationanddescriptionsofthebuyer’sexistingsituation “Whoareyourcurrentsuppliers?” “Doyoutypicallypurchaseorlease?” “Whoisinvolvedinthepurchasingdecisions?”1VerbalCommunication:SPINQuestioningSystem SituationQuestions ProblemQuestions–followandrelatetosituationquestionsprobingforspecificdifficulties,developingproblems,andareasofdissatisfaction “Howcriticalisthiscomponentforyourproduction?” “Whatkindofproblemshaveyouencounteredwithyourcurrentsuppliers?” “Whattypesofreliabilityproblemsdoyouexperiencewithyourcurrentsystem?”1VerbalCommunication:SPINQuestioningSystem SituationQuestions ProblemQuestions ImplicationQuestions–followandrelatetoinformationfromtheproblemquestionsassistingthebuyerinunderstandingthepotentialproblemsofthecurrentproblemandtheurgencyinresolvingit “Howdoesthisaffectprofitability?” “Whatimpactdoestheslowresponseofyourcurrentsupplierhaveontheproductivityofyouroperation?” “Howwouldafasterpieceofequipmentimproveproductivityandprofits?” “Whathappenswhenthesupplierislatewithashipment?”1VerbalCommunication:SPINQuestioningSystem SituationQuestions ProblemQuestions ImplicationQuestions Need-payoffQuestions–usedtoproposeasolutionanddevelopcommitmentfromthebuyer,basedontheimplicationsoftheproblem “Wouldmorefrequentdeliveriesallowyoutoincreaseproductivity?” “Ifwecouldprovideyouincreasedreliability,wouldyoubeinterested?” “Ifwecouldimprovethequalityofyourpurchasedcomponents,howwouldthathelpyou?” “Wouldyoubeinterestedinincreasingproductivityby15percent?”1VerbalCommunication:GivingInformation UnderstandingtheSuperiorityofPicturesoverWords ImpactofGrammarandLogicalSequencing1NonverbalCommunication FacialExpressions EyeMovements PlacementandMovementsofHands,Arms,Head,andLegs BodyPostureandOrientation Proxemics VariationinVoiceCharacteristics SpeakingRateandPauseDuration PitchorFrequency IntensityandLoudness1CommonNonverbalClusters(Exhibit4.8) ClusterName ClusterMeaning BodyPosture&Orientation MovementofHands,Arms,&Legs Eyes&FacialExpression Openness Openness,flexibilityandsincerity MovingcloserLeaningforward OpenhandsRemovingcoatUnbuttoncollarUncrossedarms&legs SlightsmileGoodeyecontact Defensiveness Defensiveness,skepticism,andapprehension Rigidbody Crossedarms&legs MinimaleyecontactGlancingsidewaysPursedlipsTiltedhead Evaluation Evaluationandconsiderationofmessage Leaningforward HandoncheekStrokingchinChininpalmofhand Droppingglassestolowernose Deception Dishonestyandsecretiveness Patternsofrocking FidgetingwithobjectsIncreasedlegmovement IncreasedeyemovementFrequentgazeselsewhereForcedsmile Readiness Dedicationorcommitment Sittingforward HandsonhipsLegsuncrossedFeetflatonfloor Increasedeyecontact Boredom Lackofinterestandimpatience HeadinpalmofhandsSlouching DrummingfingersSwingingafootBrushing&pickingatitemsTappingfeet PooreyecontactGlancingatwatchBlankstare1WrittenCommunication:SalesProposalsTheSevenDeadlyMistakesofProposalWritingNotwritingaproposal.Notfullyunderstandingthecustomer’sbusiness.Missingthebuyer’sdeadline.Producingaproposalwithlittle“drive-up”appeal.Notsayinganythingthatreallymakesadifference.Usingastandardizedboilerplateapproach.Nooneowningtheresponsibilityorhavingtheauthoritytocreatequalityandeffectiveproposals.1WrittenCommunication:SalesProposals5CommonPartsofaProposalExecutiveSummaryNeedsandBenefitsAnalysisCompanyDescriptionPricingandSalesAgreementSuggestedActionandTimetable1Module5Self-LeadershipandTeamworkSkills1EffectiveSelf-LeadershipStageOne:SettingGoalsandObjectivesWhatmakesagoodgoal? Realistic,yetChallenging SpecificandQuantifiable TimeSpecificWorkingwithdifferentlevelsandtypesofgoals PersonalGoal TerritoryGoal AccountGoal SalesCallGoal1EffectiveSelf-LeadershipStageTwo:TerritoryAnalysisandAccountClassificationTerritoryAnalysis Whoareprospectivebuyers? Wherearetheylocated? Whatandwhydotheybuy? Whohastheauthoritytobuy,whoinfluencesthebuyingdecision? Whatistheprobabilityofsellingthisaccount? Whatisthepotentialshareofaccountthatmightbegained?1EffectiveSelf-LeadershipStageTwo:AccountClassificationExhibit5.4–DifferentSingleFactorAccountSchema ClassofAccount SchemaOne:InquisLogic,Inc. SchemaTwo:WebResourceAssociates,LLC SchemaThree:FederalMetalProducts “A”Accounts Accountswithhighestpotential(20%ofaccts;80%ofsales)Annual#ofcalls=24 Accountswithhighestpotential(20%ofaccts;80%ofsales)Annual#ofcalls=52 Highvolumecurrentcustomers(20%ofaccts;80%ofsales)Annual#ofcalls=48 “B”Accounts Mediumpotentialaccounts(80%ofaccts;20%ofsales)Annual#ofcalls=12 Accountswithmoderatesalespotential,butwhoareregular/reliablecustomersAnnual#ofcalls=24 Accountswithhighpotential,butwhoarenotcurrentcustomersAnnual#ofcalls=12 “C”Accounts AccountswithleastsalespotentialAnnual#ofcalls=4 LowersalespotentialaccountsAnnual#ofcalls=8 MediumpotentialaccountsthatarecurrentcustomersAnnual#ofcalls=12 “D”Accounts None–Thisschemausesonly3classesofaccounts AccountsthatcostmorethantheyproduceinsalesorprofitsAnnual#ofcalls=0 Accountswithmediumpotential,butwhoarenotcurrentcustomersAnnual#ofcalls=61EffectiveSelf-LeadershipStageTwo:AccountClassification(Exhibit5.5)PortfolioModelSegmentsandStrategies1EffectiveSelf-LeadershipStageThree:DevelopingandImplementationofStrategiesandPlans EstablishingandImplementingSellingTaskandActivityPlans Dothem,anddotheminwriting Keepitcurrentandflexible EstablishingTerritoryRoutePlans Straight-LineRoutePattern CloverleafRoutePattern CircularRoutePattern LeapfrogRoutePattern Major-CityRoutePattern1EffectiveSelf-LeadershipStageFour:TappingTechnologyandAutomation Computers SiebelSystems Proximity InternetandWorldWideWeb Internet IntranetsandExtranets PagersandCellPhones VoiceMail High-TechSalesSupportOffices1EffectiveSelf-LeadershipStageFive:AssessmentofPerformanceandGoalAttainment1IncreasingCustomerValuethroughTeamwork InternalPartnershipsandTeams SalesPartnerships MarketingPartnerships AdministrativeSupportPartnerships ShippingandTransportationPartnerships CustomerServicePartnerships1BuildingTeamworkSkills UnderstandingtheOtherIndividuals AttendingtotheLittleThings KeepingCommitments ClarifyingExpectations ShowingPersonalIntegrity ApologizingSincerelyWhenaMistakeIsMade1RelationshipofOptimizedSolutions,Trust,andCooperation(Figure5.7)1Module6PersonalSelling:ApproachesandProcess11ClassificationofPersonalSellingApproachesStimulus-ResponseSelling(Figure6.1)SalespersonProvidesStimuliBuyerResponsesSoughtContinueProcessuntilPurchaseDecision91ClassificationofPersonalSellingApproachesMental-StatesSelling Attention Interest Desire Action101ClassificationofPersonalSellingApproachesNeed-SatisfactionSelling(Figure6.2)UncoverandConfirmBuyerNeedsPresentOfferingtoSatisfyBuyerNeedsContinueSellinguntilPurchaseDecision111ClassificationofPersonalSellingApproachesProblemSolvingSelling(Figure6.3)DefineProblemGenerateAlternativeSolutionsContinueSellinguntilPurchaseDecisionEvaluateAlternativeSolutions121ClassificationofPersonalSellingApproachesConsultativeSelling StrategicOrchestrator BusinessConsultant Long-termAllyTheprocessofhelpingcustomersreachtheirstrategicgoalsbyusingtheproducts,service,andexpertiseofthesellingorganization.ThreePrimaryRoles:131SalesPlanning(1:39)1SalesProcessModel(Figure6.4)SalespersonAttributesInitiatingCustomerRelationshipsDevelopingCustomerRelationshipsEnhancingCustomerRelationships161InitiatingCustomerRelationshipsProspectingMethods(Exhibit6.3) ExternalSources: ReferralApproach CommunityContact ContactOrganizations IntroductionApproach NoncompetingSalespeople CultivateVisibleAccounts InternalSources: ExamineRecords InquiriestoAdvertising Phone/MailInquiries PersonalContact: PersonalObservation ColdCanvassing Miscellaneous: Hold/AttendTradeShows BirdDogs SalesSeminar91 Compatibility Accessibility Eligibility Authority ProfitabilityInitiatingCustomerRelationshipsScreeningCriteria101InitiatingCustomerRelationshipsProspectingIssues Whichmethodworksbest? Cold-callreluctance Usingtechnologytocompletethebasictasksofprospecting Tele-prospecting111InitiatingCustomerRelationshipsPre-callPlanning Preapproach;customerrelatedresearch Gatheringinformationabouttheprospectthatwillbeusedtoformulatethesalespresentation SalesPresentationPlanning;increasedimportanceinrecentyears Salespersonmustbeginwithanobjective(s)121Sales-PresentationPlanningSalesPresentationFormatCannedSalesPresentation Pros Logical Complete Minimizessalesresistancebyanticipatingprospect’sobjections Canbeusedbyaninexperiencedsalesperson Cons Unabletotailormessagetotheprospect Doesnothandleinterruptionswell Hardtousewithbroadproductline Mayalienatebuyers131Sales-PresentationPlanningSalesPresentationFormatOrganizedSalesPresentation Organizesthekeypointsintoaplannedsequencethatallowsforadaptivebehavior Feedbackfrombuyerisencouraged Con Requiresasalespersonwithmoreproductknowledgeandsellingexperience141Sales-PresentationPlanningSalesPresentationFormatSalesProposal Usedincompetitivebiddingsituationsandwhendollarvalueofsaleislarge Pros Writtenwordisusuallyacceptedasbeingmorecredible Technicalinformation,pricingdata,andperhapsatimetableareavailableforreview151SalesMixModel(Figure6.5)PresentationPacePresentationScopeDepthofInquiryUseofVisualAidsTwo-WayCommunicationProspect1ApproachingtheCustomer Gettingtheappointment Startingthesalescall Establishharmoniousatmosphere Observerulesofcommoncourtesy Ascertaincustomerneeds Askquestionsandlisten Focusonbenefitstothecustomer211DevelopingCustomerRelationshipsSalesPresentationDelivery BuildingCredibility PersonalBehavior SalesTechniques ConservativeClaims Third-partyEvidence Testimonials GuaranteesandWarranties AchievingClarity AddressingCustomerConcerns1GainingCustomerCommitment Avoidhigh-pressuresalestechniques Seekcommitmentifprospecthasvoicednoconcerns Seekcommitmentifprospectconcernshavebeenadequatelyaddressed Avoid“earlyandoften”mentality Suggestaspecificcourseofaction221RelationshipEnhancementActivities Enteringorders Expeditingorders Installingtheproductorservice Trainingcustomerpersonnel Resolvingcomplaints Correctingbillingerrors311Module7InitiatingtheRelationship11TheChallengesofProspecting5%ofunplannedcoldcallsresultinasale…Roughly25-30%ofpreplannedcallsproduceasale1TheChallengesofProspectingBuyerswillnottakethetimetoseeasalespersonbecause:Theymayhaveneverheardofthesalesperson’sfirm.Theymayhavenoneed;theyjustboughttheproductcategory.Thebuyermayhavetheirowndeadlinesonotherissues.Buyersareconstantlygettingcallsfromsalespeopleanddonothavethetimetoseethemall.Gatekeepersinanyorganizationscreentheirbosses’callsandareoftencurtandevenrude.1TheChallengesofProspectingStrategicProspecting(Figure7.1)Salespeoplemustdevelopleadsintoprospects-Salespersonmustdohomeworkoncompany…“Willitbeaprofitableaccount?”“Doesthebuyerhavegenuineinterestinouroffering?”1TheChallengesofProspectingLocatingProspects ExternalSources Referrals Introductions CommunityContacts(CentersofInfluence) Organizations Non-competingSalespeople VisibleAccounts InternalSources CompanyRecords ListsandDirectories AdvertisingInquiries TelephoneInquiries MailInquiries InternetorWorldWideWeb PersonalContact Observation ColdCanvassing TradeShows BirdDogs(Spotters)1TheChallengesofProspectingQualifyingProspectsCanbenefitfromthesalesoffering.Havethefinancialwherewithaltomakethepurchase.Playanimportantroleinthepurchasedecisionprocess.Areeligibletobuybasedonafitwithinthesellingstrategy.Arereasonablyaccessibleandwillingtoconsiderthesalesoffering.CanbeaddedtothecustomerbaseatanacceptablelevelofprofitabilityAtaminimum,qualifiedprospectsarethosewho:1ObtainingPrecallInformationontheBuyer(Exhibit7.4) InformationNeeded HowtoCollectInformation Theprospect’snameandtitleCorrectspellingandpronunciation Canbegatheredbyaskingthereceptionistorsecretaryorgatekeepertoverifyinformation. Isthisprospectwillingtotakerisks?Aretheyconfidentwiththeirdecisionmaking? Mayhavetoasktheprospect Isthebuyerinvolvedintheircommunity?Dotheybelongtoclubsorprofessionalorganizations? Observeclubororganizationalhonorsdisplayedintheoffice. Doestheprospecthavehobbiesorintereststheyareproudof? Observationofoffice. Whatistheprospect’spersonalitytype?Easygoing?Allbusiness? Observationandexperiencewithbuyer. Wheredidthisprospectgrowup?Whereweretheyeducated? Lookfordiplomas.Ask.1GatheringInformationontheProspect’sOrganization(Exhibit7.5) InformationNeeded HowtoCollectInformation Whattypeofbusinessarewedealingwith? Canbegatheredfromadirectory. Towhatmarketdoesthecompanysell?Whoareitsprimarycompetitors?Whatdoesthecompanymakeandsell? Annualreports. Whodoestheprospectpresentlybuyfrom?Dotheybuyfromasinglevendor?Multiplevendors?Howlonghavetheypurchasedfromtheirsuppliers?Whatproblemsdoesthecompanyface?Whatvolumedoesthecompanybuy?Whatistheorganization’sfinancialposition? Salespersonmayhavetoaskforthisinformation.1DeterminingOtherBuyer’sInfluences(2:45)1PlanningtheInitialSalesCallEstablishingPresentationObjectivesGettingtheorderistheultimateobjective.Tointroducethesalespersonandhis/hercompany.Toobtainpersonalandbusinessinformation.Toprovidecompanyliterature.Toconductaneedsassessment.Todemonstrateanewproductoffering.Toprovidepostsaleservice.1PlanningtheInitialSalesCallApproachingandInitiatingContactIntroductionApproachProductivityApproachBenefitApproachQuestionApproachReferralApproachComplimentApproachSurveyApproach1AssessingtheSituationandDiscoveringNeedsthroughQuestioningSkillsFigure4.1–TheAdaptProcess1QuestioningandListening…thekeyelementofgoodcommunication1Module8DevelopingtheRelationship11StepsinDevelopingtheRelationship1StepsinDevelopingtheRelationship1StepsinDevelopingtheRelationship(1:28)1StepsinDevelopingtheRelationship1SelectingAppropriateCustomerOfferingsbyAssessingNeeds Needsresultfromtheadiscrepancybetweenanactualanddesiredstateofbeing. Needsmaybeclassifiedas:Unrecognized–customerisunawareorhasdismissedastrivialPotential–customerstatementsofgeneralproblems,difficulties,anddissatisfactionsConfirmed–customerstatesthattheyarereadytotakeaction Theemphasisisondeterminingcustomerneedsandthencreatingorselectingcustomer-fittedsolutionstosatisfythoseneeds.1SelectingAppropriateCustomerOfferingsbyAssessingMotives FunctionalMotives Drivenbyprice,quality,andserviceasalespersoncansupply PsychologicalMotives Abuyer’shabits,emotionalstress,andconfidence1SelectingAppropriateCustomerOfferingsbyAssessingCompetitiveSituationUnderstandingacompetitor’sstrengths/weaknessesallowsthesalespersontoputthebestsolutionforward.1StepsinDevelopingtheRelationship(1:28)1StepsinDevelopingtheRelationship1TypesofSalesPresentations CannedPresentations OrganizedPresentations1TheTrust-basedSellingProcess:ANeeds-SatisfactionConsultativeModel(Figure8.3)1TypesofSalesPresentations CannedPresentations OrganizedPresentations SalesProposals1StepsinDevelopingtheRelationship1SequenceoftheSalesPresentationConclusion Followinganintroduction,questions,carefullistening,andconfirmationstatementsshouldbeusedtoassessthecustomer’sneeds Benefitsshouldbepresentedinorderofcustomer’sneeds,shouldberepeatedduringthepresentationandattheendofthepresentation Continuationofpriorsalescallsshouldstartwithasummaryofearliercalls Pricingissuesshouldnotbefocusedonuntilthecustomer’sneedshavebeendefinedandaddressedAfewgeneralrules:1UsingVisualAidstoCustomizeandDramatizethePresentation ChartsandGraphs PhotographsandAdvertisements CatalogsandBrochures ElectronicMedia Computer-basedPresentation Videos Slides OverheadTransparencies SalesPortfolios1ConcludingtheCustomizedPresentationLinkingSolutionstoNeed Features PotentialBenefits ConfirmedBenefits/Unconfirmed Naturalsurfacecohesivenessofultramid,ahightechplasticgolfclub Betterlaunchangle GolfProdoenotseethisastruebenefit-notcomfirmedGolfProhaseasytimesellinglongerdistance-confirmedbenefit Bellshapednozzleonvacuumcleaner Optimumairflowimprovescleaningability. Hardformostconsumer’stounderstandhowbellshapeimprovescleaning-notconfirmed DailydeliveryofFrito-Laypotatochips RetailercanreduceinventorycostsProductfreshnessleadstocustomersatisfaction Notaseriousissueforthisretailer-notconfirmedStoremanagerputshugeemphasisonproductfreshness-confirmedbenefit TechnicalSupportpersonnelforacomputersystem Assistanceininstallation,maintenance,andexpansion Supportisneeded-confirmedbenefit1StepsinDevelopingtheRelationship1AnticipatingandNegotiatingConcernsandResistanceReasonsWhyProspectsRaiseObjections Theprospectwantstoavoidthesalesinterview. Thesalespersonhasfailedtoprospectandqualifyproperly. Objectingisamatterofcustom. Theprospectresistschange. Theprospectfailstorecognizeaneed. Prospectlacksinformation.1AnticipatingandNegotiatingConcernsandResistanceTypesofObjectives Forestalling PriceisTooHigh ProductObjection CompanyObjection NoNeed1AnticipatingandNegotiatingConcernsandResistanceListenAcknowledgeAssessRespondConfirm1StepsinDevelopingtheRelationship5:361StepsinDevelopingtheRelationship1SecuringCommitmentandClosingGuidelinesforEarningCommitment “GreenLight”statementsinclude: Ilikethatsize. Thatwillgetthejobdone. ThepriceislowerthanIthoughtitwouldbe. Ididn’trealizeyoudeliveredeveryday. TrialCommitments Anefforttoelicithowfaralongtheprospectisinhis/herdecisionmaking. “RedLight”statementsinclude: I’mnotsurethatwillwork. ThepriceishigherthanIthoughtitwouldbe. Yourdeliveryscheduledoesnotworkforus. Idon’tseetheadvantageofgoingwithyourproposal. Closingearlyandoftenandhavingaclosingquotaforeachsalescallarenotlikedbybuyers.1SecuringCommitmentandClosingTechniquestoEarnCommitment AskfortheOrder/DirectCommitment LegitimateChoice/AlternativeChoice SummaryClose/SummaryCommitment T-AccountorBalanceSheetCommitment SuccessStoryCommitment1StepsinDevelopingtheRelationship6:151SalesPresentationChecklist(Exhibit8.10)ProspectInformationKeyPersonInformationOtherInfluencesonthePurchaseDecisionNeedsand/orOpportunityAnalysisStatementofprospect’sproblemand/oropportunityasrelatedtosalesofferingBriefdescriptionofproductorservicethatwillmeettheprospect’sproblem/opportunityProspect’sBuyingMotivesCompetitiveSituationSalesPresentationObjectivesSalesPresentationPlanningSpecificFeatures/BenefitsInformationtoSupportClaimsReinforcingVerbalContentFirstFewMinutesTheADAPTMethodQuestionsandObjectionsProspectCommitmentFollow-upAction1StepsinDevelopingtheRelationship1EventheBestPlannedCallsMayNotResultinaSale4:091Module9ExpandingCustomerRelationships11Relationship(Exhibit9.1) Enhancers Detractors FocusonLong-TermDelivermorethanPromisedCallRegularlyAddValueKeepCommunicationsLinesOpenTakeResponsibilityforProblems FocusonShort-TermOverPromise-UnderdeliverCallSporadicallyShowUpforAnotherOrderCanNeverReachSalespersonLie,Exaggerate,BlameSomeoneElse1HarnessTechnologytoEnhanceFollow-upandBuyer-SellerRelationships1.InterestTheFourSequentialComponentsofEffectiveFollow-up1RelationshipEnhancementTakingActiontoAssureCustomerSatisfaction(Exhibit9.2)SalespersonResponsibilityPartnershipEnhancementActivities1AProceduretoHandleComplaints Buildtherelationshiptothepointyoucustomersarecomfortablecomplaining Listencarefullyandgetthewholestory Askthecustomerwhats/hewouldlikeyoutodo Gainagreementonasolution Takeaction;educatethecustomer Followthroughonallpromises—addvalue1ProvidingQualityCustomerService“Serviceisadvertised…Serviceistalkedabout…Buttheonlytimeservicereallycounts…Iswhenitisdelivered…AndWepromiseyourexperiencewithuswillbeoutstanding.”Asigninasmall-townbusinessreads,1CustomerExpectations WarmthandFriendliness Reliability Helpfulness/Assistance SpeedorPromptness Assurance Follow-through Empathy ResolutionofComplaints,Mistakes,orDefects Tangibles1ChecklistforDevelopingaServiceStrategy Whatisourbusiness? Whoareourcustomers? Whatdoourcustomerswantandwhatisimportanttothem? Howareourcustomers’needsandperceptionschanging? Howaresocial,economic,andpoliticalfactorsaffectingcurrentandfuturecustomerneedsandourabilitytorespondtothem?Howarecompetitorsrespondingtothesefactors? Howdothecustomersrateusintermsoftheirexpectations? Whatarewebestknownfor? Whatdowedobest? Whatcanwedobetter? Howcanwepositionourselvesinthemarkettodifferentiateourservices?1CustomerServiceDimensions Communication,communication,communication… Resilience…thesalesperson’sabilitytokeepgoing,evenwhentimesaretough Salesperson’smotivationtoservicehis/hercustomers2367814255565551910111213169101112131415212231111