Creating the Consultative Sales Presentation

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Creating the Consultative Sales Presentation

• Concepts and Practices

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Six-Step Presentation Plan

• Approach (Chapter 10)
• Presentation
• Demonstration
• Negotiation
• Close
• Servicing the Sale

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Strategic PlanningLeads to Actions
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Strategic Planning
FIGURE
11.2
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Four-Part Consultative Sales Presentation Guide
11.3
FIGURE
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Need Discovery
FIGURE
11.4
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Value of Questioning

• The effective use of questions to achieve need
  identification and need satisfaction is the
  single greatest challenge facing most
  professional salespeople. The types of questions
  you ask, the timing of those questions, and how
  you pose them greatly impacts your ability to
  create customer value.

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Types of Questions

• Survey
• Probing
• Confirmation
• Need-satisfaction

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Survey Questions

• Information gathering questions designed to
  obtain this knowledge
• General survey questions
• Specific survey questions
• Not to be used for factual information one could
  acquire from other sources prior to the sales call

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Discussion Questions

• What sort of factual information should you
  research and understand about the customers
  company before meeting with him/her?
• From what sources could you derive this
  information?
• For suggestions, see Monster.com.

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Need Discovery Worksheet

• Strategically prepare tentative questions before
  making the sales call
• Prepare open and closed questions
• Tell me a little bit about your investment
  portfolio? (open/general survey)
• What are your major concerns when managing your
  financial affairs? (open/specific survey)
• See Table 11.2 in the text

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Probing Questions

• Help to uncover and clarify the prospects buying
  problem and circumstances
• Are referred to as implication or pain questions
  and used more frequently in large, complex sales
• Help the salesperson and customer gain a mutual
  understanding of why a problem is important

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Using Probing Questions

• Probing questions can help a customer realize
  how a problem (high employee turnover) can have
  other consequences (undertrained staff, lower
  customer satisfaction, and less revenue),
  building more value for the salespersons
  offering (on-site training). What are some
  questions you could ask to discover the full
  extent of the following problems?
• High employee turnover Slow turnaround
• Outdated technology High costs

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Confirmation Questions

• Verify accuracy and assure a mutual understanding
  of information exchanged
• Summary-confirmation questions
• Buying conditions are those qualifications that
  must be available or fulfilled before the sale
  can be closed

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Need-Satisfaction Questions

• Designed to move the sales process toward
  commitment and action
• Focus on specific benefits
• Are powerful because they build desire for the
  solution and give ownership of the solution to
  the prospect

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Listening and Acknowledging

• Develop active listening skills
• Focus your full attention
• Paraphrase the customers meaning
• Take notes

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Develop Your Active Listening

• You can develop your active listening skills
• Try the suggestions on the following Websites

iamnext.com
studygs.net
mindtools.com
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Selecting Solutionsthat Add Value
FIGURE
11.5
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Match Specific Benefitswith Buying Motives

• Buying based on need-fulfillment
• Buyers seek cluster of satisfactions
• Focus on benefits related to each dimension of
  value

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Configure a Solution

• Most salespeople have variety of products
• Package solution from your array of products

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Appropriate Recommendations Three Alternatives

• Recommend solution customer buys immediately
• Recommend solution salesperson makes
  need-satisfaction presentation
• Recommend another source

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Need SatisfactionSelecting Presentation Strategy
FIGURE
11.6
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Informative Presentation Strategy

• Emphasizes facts
• Commonly used to introduce new products and
  services
• Stress clarity, simplicity, and directness
• Less is morebeware ofinformation overload

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Persuasive Presentation Strategy

• To influence the prospects beliefs, attitudes,
  or behavior and to encourage buyer action
• Used when a need is identified
• Subtle seller transition from rational to
  emotional appeals
• Requires training and experience to be effective

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Reminder Presentation Strategy

• Also known as reinforcement presentations
• Maintains product awareness
• Good when working with repeat customers
• Sometimes a dimension of service after the sale

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Developing Persuasive Presentations that Create
Value

• Emphasize relationship
• Sell benefits, obtain customer reactions
• Minimize negative impact of change
• Strongest appeal at start or end
• Target emotional links
• Use metaphors, stories, testimonials

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General Guidelines forValue-Added Presentations

• Demonstration adds strength
• Plan negotiating and closing methods
• Plan customer service to add value
• Keep presentation simple, concise

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Time Used by Salesperson
11.7
FIGURE
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Review of Strategies
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Transactional Buyers

• Primarily interested in price and convenience
• May have already done research, used Internet to
  gather product information
• Most understand what they need and when they need
  it
• Focus on price and delivery