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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.' |
More Articles:1. Objections: Are Your Customers Playing Hard to Get? By Tom Richard Summary: Remember, the things that make your product and your company truly valuable are likely NOT the things that you have been trained to regurgitate to the customer.The true value of the product lies in how well it solves the needs of the customer or makes the customer more profitable or productive at work. Because most customers only take a few hours to make a decision on a product they want to use for years, focus on the longevity of your… 2. The Keys to the Kingdom: Finding Pain Summary: Many times I have asked a salesperson after a call 'How do you think that went?' To this they reply, 'I though it went great.' Then I will ask, 'Why do you think so?' Full of excitement they will say, 'Well, it seemed like they really liked the frame relay we discussed, and the Internet, and the long distance, and local services, etc.' Then I'll ask, 'Who do you think was in control of this appointment?' Once again, with excitement, they… 3. Sales: Asking The Right Questions By Wendy Weiss Summary: On an introductory call, how do you gather all of the information that you need from a prospect? So, how do you gather enough information to qualify your prospect and, at the same time, set up the meeting?First, make a list of all the information that you would like to gather from your prospect. If your prospect is brusque or to-the-point, ask the questions you need to ask, set the meeting date and save the rest of your questions till t… 4. Why We Buy - to Avoid PAIN! By Mark Smock Summary: The sales representative ultimately attempts to educate the potential buyer about how costly it is to them of NOT having his product or service to eliminate their pains.Many times in a buy/ sell situation the buyer does not know what his pains are, just the symptoms of the pain. (They may not know!)2) Can I, my product or service effectively eliminate the pains defined?3) Is the buyer truly motivated to eliminate his pains?4) Does the b… |