CONSULTATIVE

SELLING
for Lifeline Diagnostics
Supplies, Inc.
May 11 & 12, 2009
6 A’S OF LEARNING

Attitude

Attendance

Active Participation

Adaptation

Application

AHA!
CONSULTATIVE SELLING
The ability to:

• Get yourself in the right place with

the right people at the right time so
you can tactically make the right
presentation.
THE SALES FUNNEL

Prospecting

Appointment
Getting
Pre- Call
Planning
Presentation
Negotiation

CLOSE
THE SALES FUNNEL

Prospecting

Appointment
Getting
Pre- Call
Planning
Presentation
Negotiation

CLOSE
THE SALES FUNNEL

Prospecting

Appointment
Getting
Preparation

Presentation
Negotiation

CLOSE
THE SALES FUNNEL

Prospecting

Appointment
Getting
Preparation

Presentation
Negotiation

CLOSE
THE SALES FUNNEL

Prospecting

Appointment
Getting
Preparation

Presentation
Trial Close
Objection
Negotiation

CLOSE
CONSULTATIVE SELLING
The ability to:

• Determine the prospect’s problems

and improvement areas and help
him see your product as the
solution to his problems and
improvement areas.
 WHY PEOPLE BUY

People buy when there’s a gap between

their present condition and their desired
results.

You have a good probability of getting a

commitment - provided that your proposal
is seen as the solution that will eliminate
the gap.
WHY DO PEOPLE BUY?
Desired
Result

GAP

Present
Condition
 NEEDS AND
OPPORTUNITIES

NEEDS:

Recognized problems and improvement areas

OPPORTUNITIES:

Unrecognized problems and improvement areas

 PROBLEM
Probability of a Sale is High

RESULTS needed

GAP
CAUSE X
PRESENT condition

Does Your Proposal Remove

the Cause of the Problem?
 IMPROVEMENT
Probability of a Sale is High

RESULTS needed
More Quantity -
Better Quality
GAP

PRESENT condition

Does Your Proposal Close the Gap?

 SAME

Probability of a Sale is Low

RESULTS needed

PRESENT condition

Why Rock the Boat Now ?

TOTAL PRODUCT
CONCEPT
GENERIC PRODUCT

EXPECTED PRODUCT
- delivery schedules
- payment terms
- technical support
- spare parts
- packaging convenience

AUGMENTED PRODUCT
- special extras
- special support services
- easy to read statements/
billings
 BETTER
Probability of a Sale is Nil Perceived PRESENT
condition
Your Proposal is Seen as
Negative Impact on
PRESENT Condition
RESULTS needed

“Who Needs Your Proposal?

I’ve Never Had it so Good.”
 CONSULTATIVE SELLING

The ability to:

• Interpret product and service

features in terms of benefits and
advantages to the buyer.
Selling
Benefits
FEATURES What the product is

BENEFITS What the product can do

ES
FEATUR
 BENEFITS & NEEDS

BENEFIT NEED
What the product What the customer
can do wants done
 THE BUYER BENEFITS
E CONOMY - value for money

- freedom from physical harm

S AFETY
- freedom from worry

C OMFORT - convenience; easy to buy or use

A PPEARANCE - how the product looks

P ERFORMANCE - how the product does what

it’s supposed to do

E STEEM - how the product/service makes

you look good to others
D URABILITY - how long the product/service lasts
FEATURE – BENEFIT TABLE
1. Select one (1) product, service or package

2. Identify at least 5 Product Features

3. Identify different Buyer Benefits which the

Product Feature can provide to the client

4. Per Buyer Benefit, describe the Specific

Benefit that can be derived from it
 FEATURE – BENEFIT TABLE
Product Feature Buyer Benefits Specific Benefits
16 MB 15 PPM • Comfort • Less waiting time in terms of data x for
2.00 MHz • Economy printing
• Performance • You don’t have to upgrade, save P 6,500
• Faster printing
Compact Design • Appearance • Pleasing to the eyes
• Safety • Environmentally friendly
• Comfort • Can be moved around easily, space saving
Lifetime free service • Comfort • You don’t have to leave your home
• Economy • Save P 3,600 annually
• Safety • Just wait for the technician
Price P 16,800 • Economy • Save P 3,700++ from other brands
• Performance • Savings can be used to purchase other items
• Comfort • Not so painful in the pocket
Toner Capacity • Economy • Can print twice as much as of others and save
• Safety as much as 1,400
• Performance • Less cartridge disposal
• Savings can be used to purchase other
supplies
 FEATURE-BENEFIT-ADVANTAGE TABLE
Product: Brand X Multivitamin
Product Feature Buyer Benefits Specific Benefits or Advantages
1. Contains Vitamins for • Security • Assurance that your vitamins are complete
A to Z • Comfort • Convenient - you only have to take one tablet
instead of many to get your complete daily
requirement
• Economy • It is only 13 pesos per tablet which gives you a
savings of 4 pesos per tablet or P400/ bottle
compared to buying other brands

2. Contains Minerals • Economy • Savings of P15 per tablet or P1500 per bottle
because you don’t have to buy additional
• Comfort mineral supplements
• Avoids the inconvenience of having to drink
additional capsules for iron, zinc or other
minerals

3. Sugar Coated • Appearance • Looks attractive and smooth

• Performance • Tastes good. Makes swallowing the pill a
• Esteem pleasant experience
• Makes customer feel good about taking the
multivitamin. Makes the customer feel he is
healthy and strong.
 FEATURE – BENEFIT TABLE
Product: Time Deposit

Product Feature Buyer Benefits Specific Benefits

1. Comes with a • Comfort • Easy monitoring
certificate of TD • Updates upon maturity
2. Fixed term at 30, • Economy • Earn additional 1.5% interest per month
60, 90 days vs. regular $ savings account
3. Tenor at ___% net
interest rate
(subject to ___%
with tax on
4. Lowinterest
priced earned
at a • Economy • Save $____ vs. other banks $_____
minimum • Esteem minimum deposit placement
placement of
$_____
FEATURE – BENEFIT TABLE
Product / Service :

Product Feature Buyer Benefits Specific Benefits

 CONSULTATIVE SELLING

The ability to:

• Persuade and motivate him to buy

the right kind of quality of product
or service.
 Win over to a belief /
PERSUADE = Induce to a course of action

MOTIVATE = Provide a motive / reason

“…70% of customers’ buying
decisions are based on positive
human interaction with sales
staff…”

Managing in an Economy of Emotion, Not Reason

by Ashok Gopal
Gallup Management Journal
February 12, 2004
SIX JUDGEMENT AREAS
1. Expertise on the subject.
2. Personal commitment to the subject.
3. Personal commitment to the audience.
People don’t care HOW

MUCH YOU KNOW,

until they know HOW

MUCH YOU CARE.

“Research proves what the best
salespeople have known for years:
Sales is about people.

It is about being trustworthy,

diligent, consultative and, at
the highest level, inspiring.”
Discover Your Sales Strengths
by Tony Rutgliano and Benson Smith
The Gallup Organization
2004
SIX JUDGEMENT AREAS
1. Expertise on the subject.
2. Personal commitment to the subject.
3. Personal commitment to the audience.
4. Honest / Trustworthy character.
5. Dynamism and energy.
6. Institution/company represented.
 ATTITUDE

A mental disposition regarding a certain

object, person or situation.
 The IQ factor
contributes 20% in
determining life
success.

Dr. Daniel Goleman

 EMOTIONAL QUOTIENT (EQ)

• Being able to understand and

manage one’s emotions.

• Behaviors:
- Handle frustrations.
- Get along with others.
 EMOTIONAL QUOTIENT

Includes the ability to:

Be optimistic when
faced with adversity
and uncertainty.
 EMOTIONAL QUOTIENT
Includes the ability to:

Be self-motivating
and self-disciplined
when attempting to
achieve a goal.
ATTITUDES THAT HINDER
PERSUASION
My product is expensive.
My product brings benefits that far outweigh the
cost.
 THE PRICE MYTH
CRITICAL FACTORS IN SELECTING A
VENDOR: (percentages that contribute to the
overall satisfaction of a Buyer)

•39% - Salesperson’s competence

•22% - Total customer solution
•21% - Product or Service Quality
•18% - Competitive Price

The 25 Most Dangerous Sales Myths

by Stefan Schiffman
2004
ATTITUDES THAT HINDER
PERSUASION
My products are not competitive.
My product brings specific benefits to our clients.

There are too many obstacles.

That’s how champions are made.

Rejection is failure.
Giving up is failure! The best salespeople get
rejected half the time.
 DON’T GIVE UP
•Thomas Edison – 10,000 failures before he
invented the light bulb
•Babe Ruth – 714 home runs but 1330 strike outs
•Hank Aaron (who beat babe Ruth’s record) –
755 home runs but 1383 strike outs

The 24 Sales Traps

by Dick Canada
2002
ATTITUDES THAT HINDER
PERSUASION
If he becomes my friend, he will buy.
Not all friends buy. Some of those who buy are not
friends.
THE RELATIONSHIP MYTH

The best salespeople influence

people…they don’t just make
friends… Gaining customers
requires more than just making
friends.
Discover Your Sales Strengths
by Tony Rutgliano and Benson
Smith The Gallup Organization
2004
ATTITUDES THAT HINDER
PERSUASION
If he becomes my friend, he will buy.
Not all friends buy. Some of those who buy are not
friends.

If I beg hard enough, he will buy.

Persuasion is power. Focus on customer benefits and
competitive advantages.
If I force him, he will buy.
Persuasion is about helping them decide.
ATTITUDES THAT HINDER
PERSUASION
I got low grades in school so I can’t sell.
It’s not all about brains.
 THE EDUCATION MYTH
We found that most of the
individuals in the top quartile did
not have advanced degrees. In fact,
most of the best performers had not
achieved a high grade point average
in college.
Discover Your Sales Strengths
by Tony Rutgliano and Benson
Smith The Gallup Organization
2004
ATTITUDES THAT HINDER
PERSUASION
I got low grades in school so I can’t sell.
It’s not all about brains.

I’m not a born salesperson.

Salespeople are made not born.

Customers want something more than what my

product can offer. We’re not as good as the others.
Quality is what the customer says it is. Our job is to
communicate our product’s specific benefits to
our customers.
ATTITUDES THAT HINDER
PERSUASION
I was just assigned to marketing.
I should do my best wherever I am assigned.

I am ill-equipped and unprepared for this job.

I should study, do research and get the assistance
and support of experts.
I lack confidence in presenting our products.
I should be prepared and take pride in my products
and services.
ATTITUDES TOWARD MY
JOB
I don’t have to share everything that I know to
everyone. I prefer to keep things to myself.
I am here in (name of company) for a purpose. I was
hired for my expertise, knowledge and talent. I am
here to make a significant contribution in the
professional development of my co-workers and. I
do this with the end in view of maximizing
profitability for the organization. If the company
grows, I grow and profit from it as well. I must have
a sense of ownership.

______________________________
ATTITUDE TOWARDS
OTHER DEPARTMENTS
They can’t move without me.
We were hired for each other. None of us
can move without each other.

That’s their problem.

What happen to one, happens to all.

They’re too demanding.

These demands are customer’s demands.
 ATTITUDE TOWARDS SELF

 This is how I am. I can’t change.

☺ People are not static. I can change especially
if I want to. I can be what I want to be.

 I’m better than everyone else.

☺ I’m human – like everyone else.
I have my own strengths and so do others.
 ATTITUDE TOWARDS SELF

 I have too many weaknesses.

☺ Weaknesses can be future strengths –
if I start working on them now.

 I don’t have the time to think about this.

☺ This is about me! It affects all areas of my life.
 ATTITUDE
Charles Swindoll
The longer I live, the more I realize the impact
of attitude on life. Attitude, to me, is more
important than facts.
It is more important than the past, than
education, than money, than circumstances, than
failures, than success, than what other people think
or say or do. It is more important than appearance,
giftedness, or skill. It will make or break a
company… a church… a home.
Attitude is the single force that keeps me going
or retards my progress. It fuels my fire or assaults
my hope. When my attitude is right, there’s no
barrier too high, valley too deep, dream too
extreme, or challenge too great.
 ATTITUDE
Charles Swindoll

The remarkable thing is we have a choice

everyday regarding the attitude we will
embrace for that day. We cannot change our
past… we cannot change the fact that people
will act in a certain way. We cannot change the
inevitable. The only thing we can do is play on
the one string we have, and that is our attitude.
I am convinced that life is 10% what
happens to me and 90% how I react to it.
And so it is with you ….. We are in
charge of our attitudes.
 ATTITUDE

Watch your attitudes

They become words

Watch your words

They become actions

Watch your actions

They become habits
 ATTITUDE

Watch your habits

They become your
character

Watch your character

It becomes your
destiny
The
The Sales
Sales Funnel
Funnel

Prospecting

Appointment
Getting

Preparation

Presentation
Negotiation

CLOSE
 PROSPECTING
The continuous and deliberate search for new
prospects or new needs of present customers.

?
?
?
METHODS OF PROSPECTING
P ersonal Observations
R eferred Leads
O ffice Leads
S pouse
P ublic Exhibition
E ndless Chain
C old Canvass
T hrough Your Associates
I nfluence Centers
N ames on List
G roups
WHO ARE YOUR
PROSPECTS?

A. Brand Users

B. Competitors’ Users

C. Non-users
 TWO STEPS IN
PROSPECTING

• Collecting suspects

• Qualifying prospects
QUALIFYING SUSPECTS
AS PROSPECTS

A bility to Pay

W ant or Need

A uthority to Buy

R easonably Approachable

E ligible to Buy
SOURCES OF QUALIFYING
INFORMATION
• Referrals

• Newspapers

• Other salesmen

• Associates of the prospect

(e.g. Telephone Operators, Secretaries, etc.)

• The prospects
WHO ARE THE DECISION
MAKERS?

Purchasing
User
Man

Technical Ultimate
Man Decision Maker
 DECISION MAKERS
USER
ROLE: To make judgments about impact on job
performance.
People using or supervising use of your
product or service.
Personal, since user will live with your
proposal.
Direct link between user’s success –
success of your product or service.
FOCUS: The job to be done.
ASKS: “How will it work for me?”
 DECISION MAKERS
TECHNICAL MAN
ROLE: To screen out.
Judges measurable, quantifiable aspects
of your proposal.
Gatekeeper
Makes recommendations.
Can say yes
Can say no – often does.
FOCUS: Product per se.
ASKS: “Does it meet specifications?”
 DECISION MAKERS
PURCHASING MAN
ROLE: To screen out
 Judges the financial aspects of your
proposal
 Gatekeeper
 Makes recommendations
 Can say yes – sometimes
 Can say no-often does

FOCUS: Price performance

ASKS: “Is it the cheapest?”

 DECISION MAKERS
ULTIMATE DECISION MAKER

ROLE: To give final approval to buy.

Direct access to money

Releases money
Discretionary use of funds
Veto power

FOCUS: Bottom line and impact on organization

ASKS: “What kind of return will get on this

investment?”
 EFFECTIVE
PROSPECTING
• Record new suspects and qualifying information
daily

• Organize prospecting activities into regular habits.

• Schedule bulk prospecting/qualifying during non-

peak hours.

• Collect referred leads from every contact.

 EFFECTIVE
PROSPECTING

• Train yourself to eliminate china eggs.

• Rank prospects according to area/potential.

• Use card files for qualified prospects.

 Basic Information to Gather
• Name of Prospect Company
• Complete Address
• Telephone Numbers
• Contact Person
• Designation of Contact Person
HOW MANY PROSPECTS
TO ADD

Replenish your prospect base

according to your closing
ratio…and you’ll make sales
slumps a thing of the past.
The 25 Most Dangerous Sales Myths
by Stefan Schiffman
2004
 THE VALUE OF
PROSPECTING
Part of the problem is that salespeople tend to
look at prospecting as a chore to be
avoided…Avoiding the prospecting stage is
senseless; prospecting is the first crucial stage
in the development of new customers.

The 25 Most Common Sales Mistakes

by Stefan Schiffman
2004
BENEFITS OF PROSPECTING

Effective use of the

Salesperson’s Time

Higher sales & income

P

Replacement of
lost Customers
The Sales Funnel
Prospecting

Appointment
Getting
1.Physical
Preparation 2. Mental

Presentation (The Probe)

Negotiation

CLOSE
PHYSICAL APPEARANCE

a. Facial Expression
b. Hair
c. Hands/nails
d. Clothes
e. Shoes and socks/stockings
f. Equipment
 SOME DRESS RULES
• If you have a choice, dress affluently. Dress as well or
better than the prospect.

• Always be clean.

• Dress more – rather than less - conservatively than

normal if you aren’t sure of the circumstances / selling
situation.

• Never wear any item that identifies any personal

association or belief unless you are absolutely sure the
prospect shares those beliefs.

e.g. School rings, political buttons,

religious symbols, etc.
 SOME DRESS RULES

 Always carry a good pen – not the cheap,

chunky ones.

Although a folder would be better, a good

attaché case will do if needed.

 Never take off your suit jacket/tie unless you

have to. It weakens your authority.

 Whenever possible, look in the mirror before

you visit a client.
 SOME DRESS RULES
 Never put anything on your hair that makes it
look shiny or greasy.

 Never wear glasses that change tint as the

light changes.

 Never wear jewelry that is not functional.

Keep it simple.

e.g. Avoid: big rings

jangling bracelets
big dangling earrings
TOOLS IN FACE-TO-FACE
COMMUNICATION
Words
Words
7%
7%
7%

Body Language
Body Language Voice
55%
55% 38%
 SELF - PRESENTATION
STRONG WEAK
EYE Looks directly at Looks away,up,
CONTACT the prospect down, sidewards

Warm and relaxed Cold and tense

FACIAL
EXPRESSION

POSTURE Stands erect, Stands with

facing the prospect awkward,
drooping posture,
turning his trunk
away from the
prospect
 SELF - PRESENTATION
STRONG WEAK
DISTANCE Stands 3 to 4 feet Stands 5 or more
from prospect feet away from the
prospect

Speaks distinctly, Speaks in a low

VOICE with appropriate monotone,
volume and mumbling his
inflection words

GESTURES Emphasizes Distracts with

statements with gestures
gestures
 OPENING
The preliminaries, including introductions
and beginning the conversation.
 THE ONE MINUTE
CHALLENGE

The First Minute with the Prospect

will often make the difference

between a meaningless contact and a

productive sales call.

“Most of us form quick
impressions. We often… decide
whether we like people, feel good
about them, or want to do
business with them in those first
few seconds of contact”
-Ron Willingham
Author
“Hey, I’m the Customer”
MECHANICS OF THE
OPENING

• Use his name correctly.

• Use your name correctly.

• The handshake.

• Sitting down.

• Speak clearly and convincingly.

 A PROPER HANDSHAKE

• Is firm, but not bone-crushing

• Lasts about three seconds

• May be “pumped” once or twice from the elbow

• Is released after the shake, even if the

introduction continues

• Includes good eye contact with the other person

WE DON’T WANT HIM TO

• Make notations

• Open the mail

• Talk on the phone

• Think about their last or next appointments

 WHEN WE GET THE
PROSPECT’S ATTENTION, WE
WANT HIM TO:

STOP. . . Stop what he or she is doing

LOOK. . . Look at us and our material

LISTEN. . . Listen to what we are saying

 GENERAL TIPS ON
OPENING

• Observe time language.

• Observe space language.
• Use visual aids but retain control.
• If the prospect is doing something –
keep quiet.
• Stop hand mannerisms.
The Sales Funnel
Prospecting

Appointment
Getting
1.Physical
Preparation 2. Mental

Presentation (The Probe)

Negotiation

CLOSE
GATHERING THE RIGHT
INFORMATION
90% of the sales that fail after we
make a formal recommendation fail
because we didn’t gather the
right information.

The 25 Most Dangerous Sales Myths

by Stefan Schiffman
2004
Lack of right information
Buy Don’t
Buy

Inconvenience

Cost of Effort to
Seriousness of Problem Change

Cost of Solution
Having the right information
Don’t Buy
Buy

Cost of Effort to
Low Morale Change
Low Customer
Satisfaction
Lost Customers
Cost of Solution
Lost Profit
Lost Opportunity
for Growth
Seriousness of Problem
HOW DO WE GATHER
INFORMATION?

ASK
THE
RIGHT
QUESTIONS
MENTAL PREPARATION
(Research: Gathering the right data)

a. Prospect and personality

b. Prospect’s needs/history
c. Prospect’s benefits / desired results
d. Your product, policies, procedures
e. Competitive products
f. Complaints and objections
 QUESTIONS TO ANSWER
BEFORE THE
PRESENTATION
1. Who is the ultimate decision-maker?

• Status in the community

• Position in the organization
• Background (prejudices, homelife, sports, etc.)

2. Who influences the decision-maker?

 QUESTIONS TO ANSWER
BEFORE THE
PRESENTATION
3. Why do they need my product?
• Type and volume of business
• Present supplier
• Common/specific concerns
4. What benefits do they get from my product?
• What features give these benefits?
• What is the best product to offer?
• Improvements to prospect’s situation
 ADVANTAGES

What the product can do versus the competitor’s

product.
 WORKSHOP:

Planning Table
(Creating your competitive edge.)
 PREPARING FOR THE
PRESENTATION
I. What is the Prospect’s Present Condition?

Buying Motives Now After Improvement

Economy
Safety
Comfort
Appearance
Performance
Esteem
Durability
PRE-CALL PLANNING TABLE
1. What is the Prospect’s Present Condition?
BUYING NOW AFTER IMPROVEMENT
MOTIVES
1. ECONOMY • 11.5 % • 9.75% • (+) 1.75% savings or
P1.666
2. SAFETY • Fixed • Repriceable every • (-) Clients are
Interest for year protected from a rate
25 years increase for 25 yrs

3. COMFORT • Fixed • Flexible Payment • (+) Revolving CL –

Monthly Scheme Ready Credit
Amortization - PrePay Anytime
-Draw from Paid Up
Portion • (-) 1% off in your 1st
• 2 months year if you don’t get
results in 5 days
PRE-CALL PLANNING TABLE
1. What is the Prospect’s Present Condition?
BUYING NOW AFTER IMPROVEMENT
MOTIVES
1. ECONOMY • Initial Dep of • Initial Dep of $ 100 • (+) savings of $100 for
$200 initial deposit and
• Maintaining Bal • Maintaining Bal of maintaining balance
of $200 $100 • (+) additional .5 %
• .5 % at $400 • 1% at $500 interest more
maintaining
2. SAFETY • PDIC Insured • PDIC insured • (-) Clients are protected
from a rate increase for 25
yrs
3. COMFORT • 38 Branches • 46 branches • (+) more branches to
• Bank open till 5 • Open until 3 pm serve customers needs
pm • (-) shorter banking hours
 PREPARING FOR THE
PRESENTATION
II. What is the prospect’s key buying motive?
III. What are the major problems, disadvantages or
weaknesses of the prospect’s existing condition?
IV. How will your product solve these problems,
weaknesses or disadvantages?
V. What are the other benefits that the prospect may
want in addition to the key buying motive?
VI. What are your prospect’s possible objections and
how would you handle them?
VII. How will you close the sale?
INFORMATION GATHERED
+
PRODUCT FEATURES
& BENEFITS

COMPETITIVE
EDGE
 Building your
COMPETITIVE EDGE
Translate your product’s features into benefit
statements that your customer can appreciate
Ask PROBE questions that will direct your
conversation toward your product’s strengths and
veer away from its weaknesses
Structure your PROBE questions to build a logical
sequence of thoughts that will prime your
customer’s mind for the “BUY”
Prepare your answers to any possible objections
Once your have solved his problems and shown
your competitive edge, go in for the close.
The
The Sales
Sales Funnel
Funnel

Prospecting

Appointment
Getting
Preparation

Presentation
Negotiation

CLOSE
 OBJECTIVES OF THE
PRESENTATION

• Establish the fact that the prospect has a

NEED for the product or service.

• Make the prospect WANT this need

fulfilled.
 OBJECTIVES OF THE
PRESENTATION
• Convince the prospect that the salesman’s
product or service will fill the need to the
prospect’s satisfaction or more to this
satisfaction than COMPETITIVE products
or service.

• Motivate the prospect to buy the product

or service NOW.
 GENERAL
CHARACTERISTICS OF
SALES PRESENTATIONS
It must . . .

• be COMPLETE

• eliminate COMPETITION

• be CLEAR

• win the prospect’s CONFIDENCE

PRESENTATION

CREATIVE OPENING FEATURES

PROBLEM BENEFITS

SOLUTION CLOSE
 THE CREATIVE OPENING

The opening of the sale where the sales person

attempts to gain favorable attention of the

prospect in order that he would be willing to

listen more about the proposition.

 A GOOD CREATIVE
OPENING DOES THREE
THINGS

• It gets the prospect’s attention.

• Immediately inspires interest in hearing
more about the proposition.
• Makes an easy transition into the
presentation.
PRESENTATION

CREATIVE OPENING FEATURES

PROBLEM BENEFITS

SOLUTION CLOSE
 Planning Table

Buying Present After Improvement

Motives Condition (Solutions) (Need-Payoff)
(Escaped) (Problems/Needs)
The
The Sales
Sales Funnel
Funnel

Prospecting

Appointment
Getting
Preparation
Presentation
Trial Close/
Handle Objection
Negotiation
CLOSE
 Ask
for the
Order
 A.S.K.
Analyze your right to close:
•Ask yourself if you have earned the right to
close:
 Have you positioned yourself as a partner to
your customer?
 Have you learned about your customer’s needs
and problems?
 Have you made a thorough presentation, and
presented the appropriate benefits?
 Have you answered and handled objections?
 A.S.K.
Seize opportunities to close:
•Watch for buying clues.

•Ask a closing question anytime your customer

agrees with you and every time he or she shows an
interest in buying.
 BUYING CLUES
• Cost

• Financing

• Timing

• Payments

• References

• Demonstration
BUYING CLUES
• Installation

• Trial Run

• Training

• Pilot Program

• Administration

• Tests
 BUYING CLUES
• Conversion

• Validation

• Servicing

• Spec measurements

• Credit

• Logistics

• Terms
 A.S.K.
Know the techniques for closing:
•Ask the right closing question, the right way at
the right time.

•Practice the techniques, until they become second

nature to you.
 DIRECT QUESTION

Simplest and most direct technique-

• “May I have your OK on this placement?”
• “ Should we have the deposit picked up this
afternoon?”
• “ Should we transfer your funds this morning?”
• “Will you give us your approval to go ahead?”
 TRIAL (OR TEST) CLOSE

• Create an opportunity to close with a trial (or test)

close, if the customer hasn’t offered any clear
buying clues.
• The best lead – in to the trial (or test) close is to
offer a BRIEF REVIEW of your original
presentation before asking for the order.
• Be sure that your review PRESENTS THE
BENEFITS of your product or service that are most
valuable to each customer.
 IF . . . . THEN CLOSE
•Used when the customer offers a closing opportunity
in the form of a request or a wish that you know you
can grant.

Customer I wish you had told me earlier. Your

service sounds good, but I’ve already
spoken to three banks and my deadline is
next week.Maybe next time.

You If I can get a presentation ready by

the end of next week, then would you
consider us for the service?
 TAKE – IT- FOR –
GRANTED CLOSE
• Effective when your prospect is INDECISIVE.
• Prospect has no objections to your proposal, but also
offer no commitment to buy, either.
• To move the decision-making process forward, you
can simply assume that the prospect will accept your
offer. Move directly to the close by assuming you’ll
get a “yes” answer.
 “How do you want to do the schedule?”
 “When would you like us to start with the service?”
 EITHER. . . OR CLOSE
•Doesn’t ask “IF” the customer will buy, but
rather WHAT, WHEN, and HOW the customer
will buy.
•Offers a positive choice between two
alternatives.
•“So, what do you think, we begin with
P150,000 or P500,000??”
•“…it’s up to you. Which would you prefer,
the dollar or peso account?”
 FACTS TO REMEMBER
ABOUT CLOSING
• The salesman is there to help the customer buy
what he wants.

• A prospect must sacrifice something else in

order to buy your product. Therefore he must be
convinced that the benefits outweigh the
sacrifice involved.
 FACTS TO REMEMBER
ABOUT CLOSING
• Effective closing depends upon skill. And
skill depends upon practice.

• There is no one method of closing which

will be satisfactory in all circumstances.
The
The Sales
Sales Funnel
Funnel

Prospecting

Appointment
Getting
Preparation
Presentation
Trial Close/
Handle Objection
Negotiation
CLOSE
Handling
Objections
 OBJECTION
A behavior by the prospect that appears to
oppose an affirmative buying decision.
KINDS OF OBJECTIONS

1. Price

2. Product

3. Service

4. Company
KINDS OF OBJECTIONS

5. Time

6. Competition

7. Personal

8. Lack of need
 BENEFITS OF
OBJECTIONS
1. Discover the real needs of the
prospect.

2. Offer more information.

3. Clarify sales presentation points.

4. Gain a favorable buying decision.

 BASIC PRINCIPLES OF
HANDLING OBJECTIONS
• Maintain the proper attitude.

• Get at the real problem.

• Time your reply.

• Answer briefly.

• Tailor your reply.

 BASIC PRINCIPLES OF
HANDLING OBJECTIONS

• Maintain control.

• Don’t argue.

• Capitalize on the objection.

 BASIC GUIDELINES IN
HANDLING OBJECTIONS
• “Restate before you rebut.”
 collect thoughts
 show you understand

• Inquire before you rebut.

• Concede before you rebut.
• Stop rebutting when you’ve made your point.
• Rebut only when you need to rebut.
 METHODS FOR
HANDLING OBJECTIONS
• Yes – But
 METHODS FOR
HANDLING OBJECTIONS
• Yes – But

• Boomerang
 METHODS FOR
HANDLING OBJECTIONS
• Yes – But

• Boomerang

• Question
 METHODS FOR
HANDLING OBJECTIONS
• Yes – But

• Boomerang

• Question

• Counter Balance
 METHODS FOR
HANDLING OBJECTIONS
• Yes – But

• Boomerang

• Question

• Counter Balance

• Direct – denial
 METHODS FOR
HANDLING OBJECTIONS
• Demonstration

• Trial Sale
 METHODS FOR
HANDLING OBJECTIONS
• Demonstration

• Trial Sale

• Third Party
 METHODS FOR
HANDLING OBJECTIONS
• Demonstration

• Trial sale

• Third party

• Create Doubt
 METHODS FOR
HANDLING OBJECTIONS
• Demonstration

• Trial sale

• Third party

• Create Doubt

• Failure – to- hear

The
The Sales
Sales Funnel
Funnel

Prospecting

Appointment
Getting
Preparation
Presentation
Trial Close/
Negotiation

CLOSE