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Begin a product presentation, covering features and benefits, and then attempt to uncover another need and then give more product talk, etc. Research shows that sales presentations like this are 25 percent less effective than those in which a thorough needs assessment is followed by a summary of all of the customer's needs. You are now prepared to make that sales presentation in a far more powerful way by focusing directly on issues the customer already has agreed upon as vital problems or opportunities. In The Field: Financial consultant Brad Martin describes his experience with the Action Selling approach to needs identification as a revelation and a radical departure from the way he was originally trained. Martin works for a large financial services company. Article: Salespeople know that they're supposed to sell to the customer's needs. Here is the classic--and tragically wrong--way they usually learn to do it: Uncover the first need. start a product presentation, covering features and benefits, and then make an attempt to uncover of a sort need and then give more product talk, etc. Research shows that sales presentations like this are 25 percent less effective than those in which a thorough needs correction is followed by a summary of all of the customer's needs. You will be far more successful if you spring by uncovering and congruent on at least three relevant needs that the customer perceives as important. Only then should you spring a product presentation tailored to doings those needs. Never present your product until you have settled on at least three important and relevant needs. Here's how to do that: 1. Ask sales questions designed to draw out the customer's needs--specifically, problems or opportunities that can be best addressed by the unique capabilities of your side partner or your products. 2. Take notes while the customer talks. This shows that you're a good listener and that you really-truly care. 3. Summarize and reach readiness on needs. When you credit you have uncovered at least three strong and relevant needs, summarize them and baulking your understanding with the customer. In this way, you reach amalgamation on the customer's needs. Use this format to gain agreement: 'As I understand it, you are looking for a way to _____, ______, and ______. Is that correct? If the customer says no, ask more questions and do more listening. Only in virtue of the customer agrees that you correctly understand those three important needs should you set out to present the capabilities of your conduct and your product. You are now prepared to make that sales presentation in a far more powerful way by focusing directly on issues the customer by this time has settled upon as vital problems or opportunities. In The Field: Financial consultant Brad Martin describes his experience with the clash Selling apply to to needs identification as a revelation and a radical departure from the way he was originally trained. Martin works for a large financial services company. Like many salespeople, he was taught to respond to each customer need as quickly as he was able to uncover it. So he would spot a need, present a product feature and exhibit to handshake it, and then fish for different story need. 'That sales technique worked all right,' Martin said, 'but sometimes I ran into trouble by presenting capabilities that didn't quite match the prospect's needs when they were considered as a whole. This meant I later had to deal with many more sales objections than necessary.' The problem is that customer needs do not exist individually, in a vacuum. They are interrelated.
Martin learned in Act 4 of the vigour Selling Sales Training Program to uncover and acquiesce on at least three needs in front of presenting his solutions. 'Now my sales presentations are much deform focused, and fewer objections surface,' he said. 'I am conclusion a significantly higher percentage of my prospects.' |
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