developing and managing sales sales is the life blood of an organization

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Developing and Managing Sales Sales is the life blood of an organization

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Page 1: Developing and Managing Sales Sales is the life blood of an organization

Developing and Managing Sales

Sales is the life blood of an organization

Page 2: Developing and Managing Sales Sales is the life blood of an organization

Sales Force Terms

Personal Selling Order getting

Order taking Rational buying Motives

Irrational Buying Motives Customer Benefits

Buying Process Prospecting

Selling Process Closing Techniques

Objections Suggestive Selling

Approach Presentation

Quota Call reports

Forecast Definition of a Sale

Commission Strait Salary

Page 3: Developing and Managing Sales Sales is the life blood of an organization

A Sale is

A solution to someone’s problem

Page 4: Developing and Managing Sales Sales is the life blood of an organization

Personal Selling

Is an oral presentation made by a salesperson to help the customer make a decision.

Page 5: Developing and Managing Sales Sales is the life blood of an organization

There is two types of salespeople

Order Takers and Order Getters

Page 6: Developing and Managing Sales Sales is the life blood of an organization

Order getting is also know as “Creative Selling”

Order Getters seek out buyers and give organized thought-through presentations. Order Getters are highly desired by organizations and are often paid well for their sales skills.

Page 7: Developing and Managing Sales Sales is the life blood of an organization

In Contrast, Order Takers

Do little, but stand at a cash register and complete a sales transactions (Retail clerks).

Page 8: Developing and Managing Sales Sales is the life blood of an organization

Traits of a good sales person

Knowledgeable Organized

Punctual Energetic

Empathic Prompt

Able to solve problems Honest

Page 9: Developing and Managing Sales Sales is the life blood of an organization

Interpersonal Skills

The reason most people will buy from a salesperson is that they liked him or her.

Friendly, outgoing people make good salespeople.

Page 10: Developing and Managing Sales Sales is the life blood of an organization

Skills & Knowledge for Selling

Product Knowledge

Company Knowledge

Customer Knowledge

Interpersonal Skills

Page 11: Developing and Managing Sales Sales is the life blood of an organization

Product Knowledge is:

Knowing the benefits of the product from personal knowledge of having used the product. Also salespeople need to know the competitor’s products, their product’s benefits, as well as products’ shortcomings.

Page 12: Developing and Managing Sales Sales is the life blood of an organization

Company Knowledge

Sales people need to know the organizational policies, procedures, values and interests.

Page 13: Developing and Managing Sales Sales is the life blood of an organization

Customer Knowledge

Customers buy for rational and emotional (irrational) motives (reasons). Every Target Market (TM) for every product has different customer buying motives.

Page 14: Developing and Managing Sales Sales is the life blood of an organization

Rational Buying Motives could include:

Dependability Quality

Saves money Service

Comfort Saves Time

Safety

Page 15: Developing and Managing Sales Sales is the life blood of an organization

Emotional Buying Motives could include:

Social approval Power

Recognition Prestige

Page 16: Developing and Managing Sales Sales is the life blood of an organization

The Buying Process is:

Five Steps1. Realizing there is a problem2. Defining the problem3. Search for solutions to the problem4. Making the decision5. Evaluating the decision

Page 17: Developing and Managing Sales Sales is the life blood of an organization

Ten steps Selling Process

1. Prospecting: is looking for customers. Cold canvassing is a form of prospecting. Cold canvassing is making contact with a customer without sales leads.

Page 18: Developing and Managing Sales Sales is the life blood of an organization

2. Pre-approach

Research the customer, do a credit check or gather information about their needs.

Page 19: Developing and Managing Sales Sales is the life blood of an organization

3. Approach

This is the first contact with the customer and should make a good impression in order to gain the trust of the customer.

Page 20: Developing and Managing Sales Sales is the life blood of an organization

4. Determine the customer’s needs

Listen carefully and ask questions about wants and needs

Page 21: Developing and Managing Sales Sales is the life blood of an organization

5. Presentation

This could be a demonstration or just telling the customer what benefits your product offers

Page 22: Developing and Managing Sales Sales is the life blood of an organization

6. Overcoming Objections

Objections are customer reasons not to buy. Good salespeople anticipates these and provide additional information about the product or service.

Page 23: Developing and Managing Sales Sales is the life blood of an organization

7. Closing the Sale

Closing refers to completing the sale and getting the customer to say “Yes”.

Page 24: Developing and Managing Sales Sales is the life blood of an organization

8. Suggestion Selling

Once apparent that the customer will buy, suggest additional items that complement the sale. “Would you like fries with that?”

Page 25: Developing and Managing Sales Sales is the life blood of an organization

9. Completing the sale

This is writing up the order or ringing up the sale.

Page 26: Developing and Managing Sales Sales is the life blood of an organization

10. Follow-up

A sale is not complete until the customer is satisfied. The goal of good salespeople is to establish long-term relationships for repeat sales.

Page 27: Developing and Managing Sales Sales is the life blood of an organization

When evaluating your sales people

Monitor the number of leads given to the sales person and determine how many sales were made from those leads (%).

Page 28: Developing and Managing Sales Sales is the life blood of an organization

When paying Salespeople

• They can be paid by Commission, % $ of amount sold.

Page 29: Developing and Managing Sales Sales is the life blood of an organization

Strait Salary is:

$ predetermined amount annually, monthly or weekly

Page 30: Developing and Managing Sales Sales is the life blood of an organization

Most Salespeople

Are paid by a combination of both salary and commission.

Page 31: Developing and Managing Sales Sales is the life blood of an organization

Call Reports

Have the salespeople create “Sales Call Reports”. On these reports, how much time was spent with customers, miles traveled, days worked, new prospects and how likely those potential customers will buy should all be included.

Page 32: Developing and Managing Sales Sales is the life blood of an organization

Establish Quotas (goals) for each salesperson,

from the Call Reports and Industry Analysis

Page 33: Developing and Managing Sales Sales is the life blood of an organization

Sales Forecasting and Sales Budgeting also should be tied

To the Sales Call Reports. “Nobody knows what is selling unless they try to sell it.”