销售技巧(英文版)PPT培训课件教材

1、SellingIngram, Laforge, Avila, Schwepker, and WilliamsMultimedia PresentationsSteven J. Remington, Ph.D.Buena Vista UniversityAugust, 2000Module 1 An OverviewofPersonal SellingEvolution of Personal SellingEarly Origins of Personal SellingIndustrial Revolution Era (1700s Europe; 1850s US)Post-Industr

2、ial Revolution Era (1800s Europe; 1900 US)Canned Sales PresentationThe War and Depression EraProfessionalism: The Modern EraCharacteristics of Sales ProfessionalismCustomer OrientationUse of Truthful and Nonmanipulative TacticsFocus on Long-Term Satisfaction of Customer and Selling FirmCost/Sales Ca

3、ll$80-$242/ callContributions of Personal SellingSalespeople and SocietySalespeople as Economic StimuliSalespeople and Diffusion of InnovationContributions of Personal Selling Salespeople and the Employing FirmSalespeople as Revenue ProducersMarket Research and FeedbackSalespeople as Future Managers

4、Contributions of Personal Selling Salespeople and the CustomerAre honestUnderstand general business and economic trends, as well as the buyers businessProvide guidance throughout the sales processHelp the buyer to solve problemsHave a pleasant personality and a good professional imageCoordinate all

5、aspects of the product and service to provide a total packageIndustrial buyers prefer to deal with salespeople who:Classification Of Personal Selling JobsSales Support PersonnelMissionary SalespeopleDetailerTechnical Support SalespeopleNew BusinessPioneersOrder-gettersExisting BusinessOrder-takersIn

6、sider Sales (non-retail)Direct-to-Consumer Sales (retail)Combination Sales JobsCharacteristics Of Sales CareersJob SecurityAdvancement OpportunitiesImmediate FeedbackPrestigeJob VarietyIndependenceCompensationBoundary-Role EffectsBoundary-Role Effects Role StressRole ConflictRole AmbiguityRole stres

7、s must be dealt with to insure maximum sales productivityQualifications And Skills Required For Success By SalespeopleEmpathyTo see things as others would see themEgo DriveDetermination to achieve goalsEgo StrengthSelf-assured and self-acceptingInterpersonal Communication SkillsIncluding listening a

8、nd questioningEnthusiasmIn general, and for sales as a careerAdditional Characteristics Related to a Given Sales JobManaging the Sales Force(1:26)Module 2Understanding BuyersTypes of BuyersConsumer MarketsBusiness MarketsDistinguishing Characteristics of Business MarketsBuyers are Larger but Fewer i

9、n NumberDerived DemandHigher Levels of Demand FluctuationPurchasing ProfessionalsMultiple Buying InfluencesClose Buyer-Seller RelationshipsSupply Chain ManagementThe Buying Process(Figure 2.1)Determination of Item and Quantity NeededRecognition of the Problem or NeedInitiating the Relationship Gathe

10、ring and Studying Pre-call Information Approaching and Initiating Contact Assessing the Situation and Discovering NeedsSelection of an Order RoutineEvaluation of ProposalsAnd Selection of SuppliersThe Buying Process(Figure 2.1)Acquisition and Analysisof ProposalsRecognitionInitiating the Relationshi

11、pDeveloping the Relationship Select Presentation Explain Features Confirm Benefits Handle Objections Earn and Gain CommitmentSearch and QualificationOf Potential SourcesDescription of Item andQuantity NeededDeterminationThe Buying Process(Figure 2.1)Recognition of the Problem or NeedDeterminationRec

12、ognitionInitiating the RelationshipDescriptionSearch and QualificationProposalsSelection of SuppliersOrder RoutineDeveloping the RelationshipEnhancing the Relationship Follow-up to Assess Customer Satisfaction Take Action to Assure Customer Satisfaction Encourage Critical Encounters Expand Collabora

13、tive Involvement Add Values and Enhance Mutual OpportunitiesPhase OneRecognition of the Problem or Need: The Needs Gap(Figure 2.2)Desired State Produce 1,250 units/dayActual State Produce 1,000 units/dayThe GapOrNeed250 units/dayComplex Mix of Business Buyer Needs(Figure 2.3)OrganizationalNeedsIndiv

14、idualNeedsFunctionalFunctionalPsychologicalPsychologicalKnowledgeKnowledgeSocialSocialSituationalSituationalPhase TwoDetermination of Characteristics of the Item and the Quality Needed Phase ThreeDescription of Characteristics of the Item and the Quality Needed Phase FourSearch for and Qualification

15、 of Potential SourcesPhase FiveAcquisition and Analysis of ProposalsEvaluating Suppliers and ProductsMulti-Attribute ModelAssessment of Product or Supplier Performance (P)Assessing the Relative Importance of Each Characteristic (I)Phase FiveAcquisition and Analysis of ProposalsMulti-Attribute Model

16、of Adhesives by GM BuyersPhase FiveAcquisition and Analysis of ProposalsEmploying Buyer Evaluation Procedures to Enhance Selling StrategiesModify the Product Offering Being ProposedAlter the Buyers Beliefs about the Proposed OfferingAlter the Buyers Beliefs about the Competitors OfferingAlter the Im

17、portance WeightsCall Attention to Neglected AttributesPhase SixEvaluation of Proposals and Selection of SupplierPhase SevenSelection of Order RoutinePhase EightPerformance Evaluation and FeedbackPhase EightPerformance Evaluation and FeedbackUnderstanding Post-Purchase Evaluation and the Formation of

18、 Satisfaction(Figure 2.4) Complex Mix of Business Buyer NeedsBuyersLevel of Satisfaction63%Level of InfluenceOn Buyers Satisfaction37%Level of InfluenceOn Buyers Satisfaction Psychological Attributes“Delighters” Functional Attributes“Must-Haves”Phase EightPerformance Evaluation and FeedbackUnderstan

19、ding Post-Purchase Evaluation and the Formation of SatisfactionThe Growing Importance of Salespeople in Buyers Post-Purchase EvaluationTypes of Purchasing Decisions Buying SituationStraight Rebuy Buying SituationRoutinized Response BehaviorModified Rebuy Buying SituationLimited Problem SolvingNew Ta

20、sk Buying SituationExtensive Problem SolvingTypes 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 Thre

21、e Types of Buying Decisions(Exhibit 2.6)Organizational Buyer BehaviorBuying CenterInitiatorsUsersGatekeepersInfluencersDecidersPurchasersCurrent Developments in PurchasingIncreasing Use of Information TechnologyRelationship Emphasis on Cooperation and CollaborationSupply Chain ManagementIncreased Ou

22、tsourcingTarget PricingIncreased Importance of Knowledge and CreativityModule 3Building TrustBuyers define trust using terms such as:OpennessDependabilityCandorHonestyConfidenceSecurityReliabilityFairnessPredictabilityWhat is Trust?Trust answers the questions:Do you know what you are talking about?W

23、ill 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 relat

24、ionships based on mutual trust and value-added benefits.How to Earn TrustTrust Builders(Figure 3.1)TrustExpertiseDependabilityRepresentationCompetenceCompatibility/LikeabilityCandorContributionCustomerOrientationKnowledge Bases Help Build Trust and Relationships(Figure 3.2)IndustryServiceProductComp

25、etitionCompanyPrice/PromotionTechnologyMarket/CustomerPossibleKnowledge BasesSales EthicsImage of SalespeopleTelevision, 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-custom

26、er-oriented behavior.Sales EthicsImage of SalespeopleDeceptive PracticesWhen 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 Misre

27、presentationNegligenceSales EthicsImage of SalespeopleIllegal ActivitiesDefraudConMisuse Company AssetsSales EthicsImage of SalespeopleNon-Customer-Oriented BehaviorPushyHard SellFast TalkingHigh PressureSales EthicsImage of Salespeople(Exhibit 3.8)Deceptive PracticesDeceptiveDeceiveHustleScamExagge

28、rateWithholdBluffNon-Customer-Oriented BehaviorPushyHard SellFast TalkingHigh PressureIllegal ActivitiesDefraudConMisuse Company AssetsModule 4Communication SkillsSales Communication as a Collaborative ProcessRelational Sales Communication A two-way and naturally collaborative interactionAllows buye

29、rs and sellers toDevelop a better understanding of the need situationWork together to best provide for the customers needsVerbal Communication:Questioning Types of Questions Classified by Amount and Specificity of Information DesiredOpen-end or Nondirective Questions free responseWhat happens when?H

30、ow do you feel?Describe theClosed-end Questions response limited to a few words.Are youHow manyHow oftenDichotomous/Multiple-Choice Questions directive forms of questioningWhich do you prefer, the _ or the _?Verbal Communication:Questioning Types of Questions Classified by Strategic PurposeProbing Q

31、uestions designed to penetrate below generalized or superficial informationRequesting 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?”Ve

32、rbal Communication:Questioning Types of Questions Classified by Strategic PurposeProbing 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?”“Wh

33、at do you think?”Verbal Communication:Questioning Types of Questions Classified by Strategic PurposeProbing Questions Evaluative QuestionsTactical 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 Communi

34、cation:Questioning Types of Questions Classified by Strategic PurposeProbing Questions Evaluative QuestionsTactical 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

35、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 DesiredChoice fromAlternativesDiscussion andInterpretationConfirmation andAgreementExplore and Digfor DetailsGain Confirmation&

36、DiscoverAttitudes/OpinionsChange Topics orDirect AttentionFollow-UpPreviously ElicitedStatementsAmount of and Specificity of Information DesiredOpen-end QuestionsDesigned to beProbing in NatureClosed-end QuestionsDesigned to beProbing in NatureDichotomous orMultiple-choice QuestionsDesigned to bePro

37、bing in NatureOpen-end QuestionsDesigned to beReactive in NatureClosed-end QuestionsDesigned to beReactive in NatureDichotomous orMultiple-choice QuestionsDesigned to beReactive in NatureOpen-end QuestionsDesigned to beTactical in NatureClosed-end QuestionsDesigned to beTactical in NatureDichotomous

38、 orMultiple-choice QuestionsDesigned to beTactical in NatureOpen-end QuestionsDesigned to beEvaluative in NatureClosed-end QuestionsDesigned to beEvaluative in NatureDichotomous orMultiple-choice QuestionsDesigned to beEvaluative in NatureVerbal Communication:Strategic Application of QuestioningGene

39、rate Buyer InvolvementProvoke ThinkingGather InformationClarification and EmphasisShow InterestGain ConfirmationAdvance the SaleVerbal Communication:SPIN Questioning SystemSituation Questions solicits general background information and descriptions of the buyers existing situation“Who are your curre

40、nt suppliers?”“Do you typically purchase or lease?”“Who is involved in the purchasing decisions?” Verbal Communication:SPIN Questioning SystemSituation Questions Problem Questions follow and relate to situation questions probing for specific difficulties, developing problems, and areas of dissatisfa

41、ction“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 SystemSituation Questions Problem Questions Implica

42、tion 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 p

43、roductivity 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 SystemSituation Questions Problem Questions Implication QuestionsNeed-payoff Questions used to propos

44、e 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

45、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 informati

46、onAssessment Questions Questions probing information gained in assessment Seeking to uncover problems or dissatisfactions thatcould lead to suggested buyer needs Open-end questions for maximum informationDiscovery Questions Show the negative impact of a problem discovered in the discovery sequence D

47、esigned 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 solutionProjection Questions Confirms interest in solving the problem Transitions to presentatio

48、n of solutionTransition QuestionsVerbal Communication:Listening(Figure 4.2)EffectiveActiveListeningPayAttentionMonitorNon-VerbalsParaphraseand RepeatMake NoAssumptionsEncourageBuyer to TalkVisualizeVerbal Communication:Using Different Types of ListeningSocial ListeningSerious ListeningActive Listeni

49、ngConcentrationCognitionVerbal Communication:SIER Hierarchy Active Listening(Figure 4.3)SensingInterpretingEvaluatingRespondingVerbal Communication:Giving InformationUnderstanding the Superiority of Pictures over WordsImpact of Grammar and Logical SequencingNonverbal CommunicationFacial ExpressionsE

50、ye MovementsPlacement and Movements of Hands, Arms, Head, and LegsBody Posture and OrientationProxemicsVariation in Voice CharacteristicsSpeaking Rate and Pause DurationPitch or FrequencyIntensity and LoudnessCommon Nonverbal Clusters(Exhibit 4.8)Cluster NameCluster MeaningBody Posture & Orientation

51、Movement of Hands, Arms, & LegsEyes & Facial ExpressionOpennessOpenness, flexibility and sincerity Moving closer Leaning forward Open hands Removing coat Unbutton collar Uncrossed arms & legs Slight smile Good eye contactDefensivenessDefensiveness, skepticism, and apprehension Rigid body Crossed arm

52、s & legs Minimal eye contact Glancing sideways Pursed lips Tilted headEvaluationEvaluation and consideration of message Leaning forward Hand on cheek Stroking chin Chin in palm of hand Dropping glasses to lower noseDeceptionDishonesty and secretiveness Patterns of rocking Fidgeting with objects Incr

53、eased leg movement Increased eye movement Frequent gazes elsewhere Forced smileReadinessDedication or commitment Sitting forward Hands on hips Legs uncrossed Feet flat on floor Increased eye contactBoredomLack of interest and impatience Head in palm of hands Slouching Drumming fingers Swinging a foo

54、t Brushing & picking at items Tapping feet Poor eye contact Glancing at watch Blank stareWritten Communication:Sales ProposalsThe Seven Deadly Mistakes of Proposal WritingNot writing a proposal.Not fully understanding the customers business.Missing the buyers deadline.Producing a proposal with littl

55、e “drive-up” appeal.Not saying anything that really makes a difference.Using a standardized boilerplate approach.No one owning the responsibility or having the authority to create quality and effective proposals.Written Communication:Sales Proposals5 Common Parts of a ProposalExecutive SummaryNeeds

56、and Benefits AnalysisCompany DescriptionPricing and Sales AgreementSuggested Action and TimetableModule 5Self-Leadership and Teamwork SkillsFive Sequential Stages of Self-Leadership(Figure 5.1)SettingGoals &ObjectiveTerritoryAnalysis &AccountClassificationDevelopment &ImplementationOf Strategies &Pl

57、ansTappingTechnology& AutomationAssessment&EvaluationStage 1Stage 2Stage 3Stage 4Stage 5Effective Self-LeadershipStage One: Setting Goals and ObjectivesWhat makes a good goal?Realistic, yet ChallengingSpecific and QuantifiableTime SpecificWorking with different levels and types of goalsPersonal Goal

58、Territory GoalAccount GoalSales Call GoalEffective Self-Leadership Stage Two: Territory Analysis and Account ClassificationTerritory AnalysisWho are prospective buyers? Where are they located?What and why do they buy?Who has the authority to buy, who influences the buying decision?What is the probab

59、ility of selling this account?What is the potential share of account that might be gained?Effective Self-Leadership Stage Two: Account ClassificationClass of AccountSchema One:InquisLogic, Inc.Schema Two:Web Resource Associates, LLCSchema Three:Federal Metal Products“A” AccountsAccounts with highest

60、 potential (20% of accts; 80% of sales) Annual # of calls = 24Accounts with highest potential (20% of accts; 80% of sales) Annual # of calls = 52High volume current customers (20% of accts; 80% of sales)Annual # of calls = 48“B” AccountsMedium potential accounts (80% of accts; 20% of sales)Annual #