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la vista. Fue una experiencia surrealista, casi increíble. De hecho, si vieras esto en una tira de dibujos animados o en una parodia de presentación en el Saturday Night Live, concluirías que tendría que ser ficticio. Nadie haría lo que Frank hizo ese día. Primero llegaron múltiples diapositivas mostrando imágenes de e... | ventas.pdf |
que estaba pensando: «¿Este es el tipo que gana el viaje del club del presidente cada año?». Tomé una respiración profunda y agradecí al comité por sacar tiempo para visitarnos. Entonces me encogí, ya anticipando la respuesta a la pregunta que estaba a punto de hacer: «¿Se parecía lo que compartimos hoy con lo que esta... | ventas.pdf |
Todos hemos sufrido terribles presentaciones de Power Point a ambos lados de la mesa. Hemos tenido que aguantar discursos interminables de vendedores y hemos sido culpables de hacer lo mismo con otros. Pero seamos claros: el Power Point en sí mismo no es malo. Es lo que hacemos con Power Point lo que es un pecado. Pow... | ventas.pdf |
experiencia al hacer estas preguntas, sino que estamos de nuevo recopilando prospectos sobre cómo adaptar mejor el equilibrio de nuestra presentación. Cuanto más podamos aprender, incluso aquí mismo en medio de una supuesta «presentación», mejor podremos personalizar nuestro tono. Descubrir debe preceder a la presentac... | ventas.pdf |
entiendo completamente su situación particular. Te gustaría mucho pasar tiempo con los prospectos antes de hacer presentaciones, pero en tu mundo, eso no es real. Por ejemplo, eres una pequeña empresa que llama a corporaciones masivas que tienen capas de personal de adquisiciones y páginas de protocolo de compra. La ta... | ventas.pdf |
presentarían para el pitch, pero ahora tratarían la hora como si estuvieran llevando a cabo una versión ligeramente abreviada de la estructura de llamadas de ventas (descrita en el capítulo 11). En otras palabras, si el posible cliente no puede o no se reunirá con nosotros antes de la hora programada para la presentaci... | ventas.pdf |
Puedes apostar a que sí. ¿Te diferenciará y dejará una impresión memorable en el cliente potencial? No hay duda de ello. Romper el molde para diferenciarte Para aquellos que sean altamente relacionales, de bajo conflicto, seguidores de las reglas, estoy seguro de que esta idea de la falta de cumplimiento parcial les ha... | ventas.pdf |
Así que vuelvo a mi pregunta: en las ventas, ¿estás más seguro siguiendo a la multitud y las reglas, con la esperanza de diferenciarte con ligeras variaciones en tu presentación? ¿O es en realidad más arriesgado salir del molde en un intento no solo de diferenciarte, sino también para conectar mejor con tu prospecto? ... | ventas.pdf |
maestros en filosofar y pontificar. Serían los anfitriones perfectos para un show antes del comienzo del Super Bowl de nueve horas: mucha charla sin importancia para llenar espacio, analizando docenas de historias desde todos los ángulos imaginables. ¿Has notado cuántos vendedores sobresalen al hablar de lo que van a h... | ventas.pdf |
coche u hotel. Por fin, recuerda conectarte en línea solo para descubrir que la convención más grande del mundo coincide con tu viaje y no hay un coche o habitación de hotel en cualquier lugar disponible, al menos no por lo que tu compañía te permite pagar. ¿Qué tan familiar es el escenario que acabamos de describir? A... | ventas.pdf |
términos de frecuencia, depende de tus objetivos. Para aquellos que casi no hacen prospecciones ahora, dos bloques de tiempo por semana, cada uno programado para dos horas, podría producir resultados exponencialmente mejores. Para los vendedores con metas significativas de adquisición de cuentas, es concebible reservar... | ventas.pdf |
activos. Particularmente cuando se trata de desarrollar nuevos negocios, el ataque más efectivo es un ataque de alta frecuencia. Hay un montón de herramientas y juguetes que intentan ayudar a los vendedores a predecir qué prospectos están mejor calificados y más dispuestos a comprar. Y estoy a favor de la nueva tecnolo... | ventas.pdf |
donde se identifican las necesidades y creemos que existe una posibilidad de trabajar juntos y tenemos una segunda reunión (tres cuartas partes de esas etapas pasan a la fase de propuesta). 48 prospectos con necesidades identificadas requieren 72 reuniones iniciales (dos tercios de las primeras reuniones pasan a la si... | ventas.pdf |
Número de nuevas cuentas adquiridas Dólares netos de nuevos negocios Dólares de ingresos de cuentas existentes Categoría de productos, ventas cruzadas o nuevos objetivos de producto Objetivos principales para cuentas específicas Objetivos de ingresos personales (obviamente un objetivo privado, pero muchos representant... | ventas.pdf |
Distracciones o el departamento de antiventas de la compañía Gestión de cuentas corrientes y cargas de servicio al cliente Problemas personales de salud o familiares 5. Desarrollo personal — Cómo planeas crecer este año. ¿Cuáles son las áreas que te gustaría desarrollar para aumentar tus habilidades, ser más efectivo,... | ventas.pdf |
ciertamente agregó tiempo, complejidad y políticas inanes a nuestra rutina de viaje. Los fabricantes de bolsas de equipaje de mano no tenían idea de cómo se iba a poner su producto de moda. Sin embargo, son las propias líneas aéreas quienes parecen haber eliminado la mayor parte de la alegría y la diversión. Los emplea... | ventas.pdf |
comencé a buscar clientes potenciales en las ciudades donde opera Southwest, y animo a otros vendedores a hacer lo mismo. Mientras viajaba más en aviones de Southwest, empecé también a apreciar la cultura de la empresa y la forma en que sus asociados me tratan. Es la única aerolínea que me hace sentir como un cliente y... | ventas.pdf |
dejamos de trabajar de forma proactiva en nuestras cuentas activas y específicas, sucederán cosas malas en el futuro, sobre todo si no ganamos tantas de esas oportunidades calientes como «esperábamos». Un flujo de ventas saludable tiene tres características: 1. Está lleno. Hay oportunidades en abundancia, y ningún trat... | ventas.pdf |
producir la cantidad de negocio cerrado que deseas? ¿Están tus metas de ventas por escrito? ¿Has articulado tus estrategias para desarrollar nuevos negocios y te has comprometido con ciertas métricas de actividad claves? ¿Cómo te harás responsable de hacer lo que dices que necesitas? Si tu actual flujo de ventas de op... | ventas.pdf |
llorones perpetuos del equipo de ventas. No te están ayudando a lograr tus metas o convertirte en la persona que deseas ser. No hace mucho tiempo estuve en Las Vegas haciendo llamadas de ventas con un cliente CEO. Nos alojamos en Aria, un nuevo gran hotel. Fui a cenar solo y me senté junto a dos mujeres que obviamente ... | ventas.pdf |
cómo algunos restaurantes anticuados todavía tienen televisores de tubo de estilo antiguo colgando en las esquinas o en el bar? Lo que parecía estupendo hace quince años parece absolutamente anticuado hoy. Cuando veo televisores antiguos en un restaurante me hace cuestionar la atención de la propiedad al detalle y el c... | ventas.pdf |
un poco entusiasmado pensando en cosechar el botín de esas pocas victorias. Eso ciertamente puede hacer que valga la pena las diez batallas, incluso si salimos apaleados otras siete u ocho veces. Los ganadores entran pronto a la oficina y en el acuerdo Me preocupa cuando visito la oficina de un cliente temprano por la ... | ventas.pdf |
esas pobres almas que llevaban un buscapersonas. Siempre estaban de guardia y atados a sus empleos en caso de crisis. ¡Ja! Hoy en día miramos rápidamente correos electrónicos de negocios durante la cena con nuestras familias y no lo pensamos dos veces. Nuestro mejor cliente nos mensajea después de la jornada laboral co... | ventas.pdf |
Demasiados vendedores se comportan como personas inconformistas y llevadas de su parecer. Tratan de abordar cada situación con los clientes potenciales por su cuenta. Podría ser por ignorancia, orgullo o cabezonería. En cualquier caso, les perjudica. Individualmente, no tenemos todas las respuestas y no siempre somos ... | ventas.pdf |
de su lista. Créeme, no apreciarán el interrogatorio porque sus respuestas son flojas. Trabajé con un cliente que tenía muchos miembros de la familia en el negocio. Probablemente demasiados. Un hermano del equipo de ventas vivía en una ciudad mientras que la hermana que también vendía vivía en otra. Ambas eran oficinas... | ventas.pdf |
preguntas comiencen a fluir hacia mí: « ¿Cuál es la técnica de cierre más poderosa y garantizada para funcionar en toda ocasión?» « ¿Nos puedes ayudar con la venta a comités compuestos por más mujeres que hombres?» « Cuando el prospecto programa a tres competidores para las presentaciones, ¿es mejor ir primero o último... | ventas.pdf |
de nuevos negocios. A medida que termines con este libro, te recomiendo encarecidamente que vuelvas a revisar el marco del Nuevo Conductor de Ventas y trabajes para clavarlo: EL NUEVO CONDUCTOR DE VENTAS A. Seleccionar los objetivos. B. Crear y desplegar armas. C. Planificar y ejecutar el ataque. Todo comienza con los ... | ventas.pdf |
aspectos de la venta a través del filtro que te obliga a preguntar cómo el comprador te percibe. Tu enfoque, el tono de voz, las elecciones de palabras y el método para llevar a cabo las llamadas de ventas telefónicas y cara a cara, todo esto contribuyen a que los compradores suban o bajen sus escudos defensivos de ven... | ventas.pdf |
people sell more effectively. For one thing, many of our findings were controversial and directly contradicted most existing sales training; for another, we weren't sure whether the methods used by successful professionals would be too difficult for most people to learn. So we kept quiet about our findings for 7 years,... | ventas.pdf |
It was only after we found a consistent failure of sales training to improve results in major sales that we began the long research road that led to the development of the methods described in this book. Before our research, I was happy to think of selling in the traditional terms that our findings now challenge. I was... | ventas.pdf |
reason for this book, is that these techniques work effectively only in very simple low-value sales. Because most writers and training designers have made the inaccurate assumption that what works in a small sale will automatically work in a large one, people have unfortunately come to assume that these traditional tec... | ventas.pdf |
I've made my pitch? How much of what I've said will the customer remember tomorrow after I've gone? Could the customer repeat my smoothly polished presentation to her boss? Questions like these prompted us to do a small study in an office products company, where we found that less than half of the key points the seller... | ventas.pdf |
client, who sold high-cost products, had asked us to advise on whether it was possible to recruit new salespeople whose only previous selling experience had been with cheaper goods. At the point where the project was stopped, we were coming up with some interesting answers. We found that the salespeople who didn't succ... | ventas.pdf |
your lucky day,” he began, “I'm sure you can't wait to hear the deal I've got for you!” Actually, what I couldn't wait to do was to get him out of my office. But his price was good, I needed a projector, and I'd never have to see him again. So I cut short his sales pitch, gave him the order, and sent him on his way in ... | ventas.pdf |
—maybe you've a similar shelf of your own. In all my inappropriate purchases there's been a common factor—nobody else need ever know I've made a mistake. If it was a business decision, I've been able to hide it in my budget somewhere so that even Betty, our eagle-eyed and chronically suspicious budget controller, can't... | ventas.pdf |
person in major-account selling can increase overall sales volume by more than 20 percent by developing improved Investigating skills. 3. Demonstrating Capability. In most calls you will need to demonstrate to customers that you've something worthwhile to offer. Most of us in larger sales are selling solutions to custo... | ventas.pdf |
from the seller and a grunt from the buyer. Sometimes the Investigating stage can take up almost the whole call. In selling consulting services, for example, you would have to find out a great deal about the customer's needs before you could determine whether there would be a basis for a business relationship. I've wat... | ventas.pdf |
other form of verbal behavior. And this is not just in selling. Studies of negotiations, management interactions, performance interviews, and group discussions—to name just a few of the areas studied by Huthwaite and other research teams—have all come up with the same basic fact. There is a clear statistical associatio... | ventas.pdf |
their questions could be answered with a single word. At the other extreme, several of the top people only asked open questions. Some used a mixture of the two. There was no identifiable relationship between success and the use of open or closed questions. We even carried out some studies to find whether successful peo... | ventas.pdf |
of question. This third type is more complex and sophisticated. It's called an Implication Question, and typical examples would be “How will this problem affect your future profitability?” or “What effect does this reject rate have on customer satisfaction?” Implication Questions take a customer problem and explore it... | ventas.pdf |
and experienced sales managers—generally suggested that we should start with Obtaining Commitment, or closing, as they generally called it. Closing, they told us, was the stage of the sale where the most crucial elements of success would be found, so that's where we should begin our research. I was particularly impress... | ventas.pdf |
So there seems to be widespread support for the old selling proverb, “The ABC of selling is Always Be Closing. ” In this chapter I'm going to be asking: How many of these closing techniques actually work? In larger sales, how do such factors as price and buyer sophistication influence the success of closing? What Is Cl... | ventas.pdf |
I started my research into closing in the late 1960s. At the time I was still a university researcher, and the only thing I knew about selling was that it was an interaction between people where money changed hands—and so I reckoned I should be able to find companies who would give me research funds to find out how to ... | ventas.pdf |
what I now know about success in the larger sale, I see closing techniques as both ineffective and dangerous. I've evidence that they lose much more business than they gain. What made me turn against methods that seemed so important to my own success? The rest of this chapter describes the series of studies that finall... | ventas.pdf |
closing could be traced back to this study. For example, I noticed a distinct antagonism from some customers, especially professional buyers, when any closing technique was used beyond simply asking for the order. In one of the calls, the seller and I were thrown out by an angry customer after an interchange like this:... | ventas.pdf |
In order to find the attitude of the 38 members of the sales force, my colleagues and I measured their level of agreement (or disagreement) with 15 key statements about closing. The method we used is what's commonly called a Lickert Scale. If you're the kind of person who likes to test yourself, you'll find that I've ... | ventas.pdf |
Did sellers close more often after the training than before it? Was there a relationship between increased closing and sales success? We were delighted to be presented with another opportunity to test the contribution of closing to sales success. We went out on 86 calls with a group of 47 sellers before the training t... | ventas.pdf |
that it didn't contain anything new or different. In fact, it used a considerably less sophisticated approach than the one we'd been evaluating. So I made contact with the company and challenged it to show me the evidence supporting its claim that training in closing could bring a 30 percent increase in sales. As it ha... | ventas.pdf |
that sold cheap goods, such as films, tapes, and accessories. The next day the same person would move to one of the counters where more expensive goods were sold, such as high-priced cameras, hi-fi equipment, and videos. We had the perfect way to control for the impact of decision size on closing success. When the stor... | ventas.pdf |
Figure 2. 5. Closing and price: high-value goods. Two Conclusions How should we interpret these results? The first finding is that, with both high-and low-value goods, the average transaction time is reduced as the number of closes is increased. So we can draw the conclusion: By forcing the customer into a decision, cl... | ventas.pdf |
purchasing agents or senior executives. These people see dozens of sellers each week and may even have been through sales training themselves. Could it be that a closing technique that might work on a less experienced buyer would be ineffective or even have a negative effect on customers who were more sophisticated? My... | ventas.pdf |
Closing and Post-Sale Satisfaction In Chapter 1, I pointed out that one of the characteristic differences between small and large sales is that larger sales usually involve some form of ongoing relationship with the customer. Your job doesn't just end with the order. So it's an important question to ask what effect clo... | ventas.pdf |
History is full of stories about researchers whose ideas aren't recognized at first, but it wasn't the rejection that worried me. My concern was that it didn't seem possible that I was right and so many others were wrong. Experienced salespeople, their managers, their trainers, and the experts who write books on how to... | ventas.pdf |
closing, I've sometimes been described as its assassin. But that's not quite fair. In low-value sales, given unsophisticated customers and no need to develop a continuing customer relationship, closing techniques can work very effectively—and I've no criticism of their use. But I'm assuming that, as a reader of this bo... | ventas.pdf |
Sales training, over the years, has clearly put much too great an emphasis on closing. But it would be equally unfortunate if we let the pendulum swing so far the other way that we began to teach people never to close at all. There's hard data to support the conclusion that an absence of closing can be a real danger. ... | ventas.pdf |
refusals that could be called No-sales. All his calls were somewhere in between. They made slow but modest progress toward his ultimate goal—an order in several years' time. In most major-account sales forces, fewer than 10 percent of calls result in an Order or No-sale. In these larger sales it becomes more difficult ... | ventas.pdf |
sellers from rationalizing away their failed calls. But it wasn't a perfect system. I remember one person telling me in advance that the objective of her call was “detailed exploration of the customer's organization structure. ” At the start of the call, the customer unexpectedly revealed that, as a result of an evalua... | ventas.pdf |
In none of these cases has the buyer agreed to a specific action, s there's no concrete sign that the sale has progressed. In our studies, we classified calls that closed with Continuations as unsuccessful. This may strike you as a little unfair. After all, it seems harsh to say that a call has been closed unsuccessful... | ventas.pdf |
INTERVIEWER: And were you trying to get a specific action from the customer? JOHN C. : No. Like I say, it was mostly building a relationship and finding facts. INTERVIEWER: In your judgment, how successful was the call? JOHN C. : Quite successful, I think. INTERVIEWER: Why do you say that? JOHN C. : Well, for example,... | ventas.pdf |
technical people. Now that takes the sale a step forward—and it would also mean that while he was talking with us he wouldn't be spending time with the competition. INTERVIEWER: And was the call successful? FRED F. : Yes and no. I didn't get their chief engineer because of some internal issues. So in that sense I fail... | ventas.pdf |
But however well you set your call objectives, you've still got to gain the customer's commitment and acceptance. Huthwaite's studies of success in the major sale show that effective salespeople use rather simple and straightforward ways of obtaining commitment. We found that there are four clear actions that successfu... | ventas.pdf |
By using closing techniques, it's true that the seller has brought the customer's concern to the surface. But was it necessary to do so in such an antagonistic way? A more successful seller would have checked that all key concerns were covered before trying to bring the call to a conclusion. For example: SELLER: (check... | ventas.pdf |
How do you know which commitment to propose? Put simply, there are two characteristics of the commitments proposed by successful salespeople: 1. The commitment advances the sale. As a result of the commitment, the sale will move forward in some way. 2. The commitment proposed is the highest realistic commitment that t... | ventas.pdf |
screwdrivers, a knife, and a device for extracting mysterious objects from unlikely places. It came in a neat little leather pouch and it cost about $15. Within 2 seconds of seeing it I was reaching for my wallet. My need developed all the way from nothing to the point of purchase in a lot less time than it takes you t... | ventas.pdf |
defined a need as: Any statement made by the buyer which expresses a want or concern that can be satisfied by the seller. Incidentally, some writers have made great play of the distinction between a need and a want. A need, they say, is an objective requirement— you need a car because there's no other form of transport... | ventas.pdf |
simple way to express this series of stages. We decided to divide needs up into two types (Figure 3. 3): Figure 3. 3. Implied and Explicit Needs. Implied Needs. Statements by the customer of problems, difficulties, and dissatisfactions. Typical examples would be “Our present system can't cope with the throughput,” “I'm... | ventas.pdf |
Needs are buying signals in small sales, but not in large. Figure 3. 5. Implied Needs do not predict success in larger sales. What does this mean? Our interpretation is that, in larger sales, the sheer quantity of Implied Needs—or customer problems—that you uncover doesn't have much influence on the outcome of the call... | ventas.pdf |
is a basis for a successful sale. The price of a product or service is usually lower in simple sales. As a result, the size of the perceived needs on the other side of the equation doesn't have to be so great. That is, the Implied Needs may be quite sufficient to justify a purchase in the case of a small decision, such... | ventas.pdf |
they usually give more weight to Explicit Needs as buying signals in judging how successful a call has been. Less experienced people put too much weight on Implied Needs. For example, here's an inexperienced seller in the telecommunications industry. Notice how he puts great emphasis on the Implied Needs he has uncover... | ventas.pdf |
are a better signal than Implied Needs. Would that be right? SELLER: Yes. You can't just rely on problems, you've got to have something stronger. That's why I think that the big skill in selling isn't so much getting the customer to admit to problems. Almost everyone I call on has problems, but that doesn't mean they'... | ventas.pdf |
You would need to understand how my business was operating, so you might ask questions like: What equipment are you using at present? How long have you had it? Is it purchased or leased? How many people use it? What's the common factor in all these questions? Each one collects facts, information, and background data a... | ventas.pdf |
can't sell without them. What the research shows is that successful people don't ask unnecessary Situation Questions. They do their homework before the call and, through good pre-call planning, eliminate many of the fact-finding questions that can bore the buyer. As sellers become more experienced, their behavior chang... | ventas.pdf |
sit up and take notice. My calls improved. Soon I was spending more and more of the call asking about problems and less time uncovering interminable details of the situation. Most experienced people I've talked to can remember a very similar transition in their own selling. Problem Questions in the Larger Sale It's tru... | ventas.pdf |
able to do an adequate job of asking Situation and Problem Questions. Unfortunately, this is where most people's probing stops. In small sales you can be very successful if you uncover problems and then demonstrate that you can solve them—so a selling style based only on Situation and Problem Questions can be very effe... | ventas.pdf |
can use them, doesn't that create work bottlenecks? BUYER: (still seeing the problem as unimportant) No, it's only when a Contortomat operator leaves that we have trouble while we're waiting for a replacement to be trained. SELLER: (Implication Question) It sounds like the difficulty of using these machines may be lea... | ventas.pdf |
quality and getting late deliveries. BUYER: When you put it that way, those Contortomat machines are creating a very serious problem indeed. What effect has the seller had on the buyer's value equation? A small problem has now grown so much larger—and so much more costly—that a $120,000 solution no longer seems unreas... | ventas.pdf |
shipped? NEIL: Yes, that's a worrying thought. You know, I'm beginning to wonder whether the time's come for me to change. What would you recommend in terms of a new medium-size car? A car sale is certainly tiny in comparison to the larger sales we've been talking about. But as you can see, Implication Questions build... | ventas.pdf |
been talking to decision makers after a call and heard them comment favorably on salespeople who asked them Implication Questions, saying things like “that person talked my language. ” Implications are the language of decision makers, and if you can talk their language, you'll influence them better. A more curious rese... | ventas.pdf |
question to build up the positive elements of a solution that prevents any unfavorable perception from customers. We call these positive solution-centered questions Need-payoff Questions (Figure 4. 8). Basically, they ask about the value or usefulness of solving a problem. Typical examples include: Figure 4. 8. Need-pa... | ventas.pdf |
help? BUYER: Umm... No. I think accountability is the main thing. SELLER: (Need-payoff Question) Well that's certainly important... but don't you think it might also be important to know how long it takes to answer incoming calls and the total number of calls that go through each extension? BUYER: That could be really... | ventas.pdf |
material that creates the reject rate. There are lots of other factors, such as processor temperature and developer oxidation. No. Don't give me all this stuff about easy-to-use material. What's happening here? The buyer is raising an objection because the seller's solution deals only with one facet of a complicated p... | ventas.pdf |
a material that was so easy to handle that an assistant could set it up, then the technician could spend more time on the processing stages, which could make a big impact on some of the processor problems we're getting. Hey, I like it. In this example, the seller's use of Need-payoff Questions has allowed the buyer to... | ventas.pdf |
percent. BUYER: Because of this automatic audit thing? SELLER: Yes. And by controlling your seasonal peaks, we could do even better here. You'll let him know this, won't you? BUYER: Um... tomorrow may be a bad day for him... the meeting's about a downtown property issue. I'll see what I can do. Even if this buyer does... | ventas.pdf |
BUYER: About $250,000 a year. If you've got a way to help us do this, I'll try to get 15 minutes with our V. P. before the meeting. Notice that in this example the seller uses Need-payoff Questions to get the buyer to describe Benefits. In doing this, the seller achieves several things: The buyer's attention is now fo... | ventas.pdf |
closely standardized agreement between us that's needed for this kind of research. During one of these discussions, the 8-year-old son of a team member came into the office to collect his father from work. We were in the middle of a lengthy argument about the examples on the board, trying to agree which were Implicatio... | ventas.pdf |
Predictably, as the call progressed, the buyer first became bored, then became impatient, and finally asked us to leave. Afterward, as we rode down in the elevator, the seller asked me for advice. “I was trying to ask more open questions during this call,” she explained. “Do you think I succeeded?” I was forced to repl... | ventas.pdf |
buyer talking about how the benefits you could offer would help meet this need. Or sometimes, when you're exploring a problem or its implications, you may have to ask Situation Questions to give you more background facts. But in most calls the questioning naturally follows the SPIN sequence. Many experienced salespeopl... | ventas.pdf |
I'm not alone in finding it useful to list problem areas before each call. An experienced seller from a division of Kodak wrote me, “I've been selling for more than 20 years, and when you suggested making a list of problem areas before each visit, I thought the idea was too simple to be worth the effort. But I tried i... | ventas.pdf |
surprise to me that in almost half the calls we studied the sellers didn't use any Need-payoff Questions at all. It seems that, as with Implication Questions, people find them hard to ask. Even worse, when the average seller does use a Need-payoff Question it's often at the wrong point in the call. So let's look first ... | ventas.pdf |
meet the need. Yet, ironically, this is when most people seem least likely to ask a Need-payoff Question. If the seller in the example above had a machine that offered double-sided copies, do you think she'd have asked the Need-payoff Question? Probably not. In our studies we found that when customers raised needs that... | ventas.pdf |
Practice these first in safe situations like this exercise. Then try them in real calls. I think you'll be surprised at their effectiveness. 5 Giving Benefits in Major Sales We've seen in Chapter 4 how the SPIN Model provides a strong probing framework for the Investigating stage of the call. In this chapter, I want t... | ventas.pdf |
sales). But this difference is small enough for us to conclude that the conventional wisdom is right—Features are neutral. They don't help the call, but they don't harm it much either. In small sales there's a slight positive relationship between the use of Features and call success, so the calls higher in Features ar... | ventas.pdf |
calls that succeeded and in calls that failed. After this initial testing of a half-dozen different definitions, we chose two for our major research test: Type A Benefit. This type shows how a product or service can be used or can help the customer. Type B Benefit. This type shows how a product or service meets an Expl... | ventas.pdf |
Advantages are more powerful in simpler sales than they are in the larger sales that are the subject of this book. Figure 5. 3. Features, Advantages, and Benefits. Figure 5. 4. Advantages (Type A Benefits). Almost certainly, you'll experience some confusion between the definition of Benefit that we're using here and th... | ventas.pdf |
way you develop needs. When my colleagues and I at Huthwaite run training programs, we are often asked for advice on how to use more Benefits. Our reply is simple: “Do a good job of developing Explicit Needs and the Benefits almost look after themselves. ” If you can get your customers to say, “I want it,” it's not dif... | ventas.pdf |
Why Do Advantages Run Out of Steam? To be honest, I'm not sure why Advantages are more effective early in the cycle than late. It's one of those findings which the Huthwaite research team still argues about whenever we get together. Possibly it's because, at a first meeting, the customer expects to hear about the produ... | ventas.pdf |
The Bells-and-Whistles Approach When a product is new, how does product marketing generally communicate it to the sales force? The marketing people call the sellers together and tell them about what an exciting new product is coming. They explain all the Features and Advantages—all the bells and whistles. And what do t... | ventas.pdf |
averaged a 54 percent higher level of sales than the rest of the sales force during the product's first year. This research on new products also gave me an explanation for something that had puzzled me for many years. Some of the people with the best records for selling new products are the most cynical about product l... | ventas.pdf |
payoff Questions—before you offer solutions. Presenting capabilities too soon is one of the most common mistakes in large accounts. It's made worse because many customers will encourage you to present solutions in the absence of any information about needs. “Just come and make a presentation about your product,” they t... | ventas.pdf |
Preventing Objections During a visit to the training center of a leading multinational company, I was invited to watch some sales training in progress. Instead of choosing the Advanced Systems Selling class, as my hosts had perhaps expected, I asked instead if I could sit in on a typical basic-skills program for new s... | ventas.pdf |
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