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Chapter11 100115024705 Phpapp01
Chapter11 100115024705 Phpapp01
Chapter11 100115024705 Phpapp01
CHAPTER 11
CONTENTS OF THE SALES
TRAINING PROGRAM: SALES
KNOWLEDGE AND THE
SELLING PROCESS
Copyright 2001 by Harcourt, Inc. All rights reserved.
LEARNING OBJECTIVES
The training of a salesperson makes all the difference between a
successful sales career and an unsuccessful one. This chapter
should help you understand:
The connection between training and learning.
The importance of sales knowledge and how such knowledge
is developed.
The use of computer technology to make the salespersons job
easier and to provide better customer service.
That persuasive communication is a fundamental aspect of
sales skills development.
The selling process as a vital tool for the salesperson and the
importance of each step.
That quality customer service is a necessity.
The research that reinforces the sales success strategies
discussed
in this chapter.
Copyright 2001 by Harcourt, Inc. All rights reserved.
SHOULD IT BE CALLED
TRAINING OR EDUCATION?
Learning is a relatively permanent change
in behavior occurring as a result of
experience. Training is included in ones
experiences. Thus, training is part of an
individuals total learning experience.
T r a i n i n g s
L ea r n i n g
O b j e ct i v es
P la n n in g
N e ed s A s s e s s m e n t
S a les
K n o w l ed g e
O r ga n iz in g
T r a in in g M eth o d s
T r a in in g P la ce
- C la ssr o om
- O n th e Job
T r a i n i n g F a ci l i t y
T r a i n i n g F r e q u en c y
- S a l es M ee t i n g s
S t a ff i n g
W h o T ra in s
I n d iv id u a l L ea r n in g
S a l es
S k ills
A ttitu d e to w a rd
T ra in in g
I n ten tio n to
U se T ra in in g
D i r e ct i n g
T r a in i n g C u ltu r e
E v a lu a tin g
Q u a n tita ti v ely
Q u a lita ti v ely
Copyright 2001 by Harcourt, Inc. All rights reserved.
O TJ
B eh a v i o r
O TJ
H a b its
RELATIONSHIP OF TRAINING TO
LEARNING
ON-THE-JOB BEHAVIOR
The positive attitude and the OTJ
experience result in the trainee:
1. Being receptive to new information.
2. Looking forward to future training.
3. Possibly seeking new training.
Copyright 2001 by Harcourt, Inc. All rights reserved.
SALES KNOWLEDGE
DEVELOPMENT
Company knowledge.
The sales role.
Product knowledge.
Prices.
Advertising and sales promotion.
Channels of distribution.
Customers.
Competition, industry, and economy.
Territorial management skills.
Copyright 2001 by Harcourt, Inc. All rights reserved.
PRODUCT KNOWLEDGE
Product knowledge may include these technical
details:
Performance data.
Physical size and characteristics.
How the product operates.
Specific product features, advantages, and
benefits.
How well the product is selling in the
marketplace.
Copyright 2001 by Harcourt, Inc. All rights reserved.
CHANNELS OF DISTRIBUTION
Some important information salespeople need
includes:
The likes and dislikes of each channel
members customers.
The product lines and assortment each one
carries.
When each member sees salespeople.
Each members distribution, promotional,
and pricing policies.
What and how much of a product each has
purchased in the past.
Copyright 2001 by Harcourt, Inc. All rights reserved.
KNOWLEDGE OF TECHNOLOGY
Several reasons to train salespeople to use
a PC are:
More effective management of sales leads and
better follow-through on customer contacts.
Improves customer relations due to more
effective follow-ups.
Improves organization of selling time.
Provides more efficient account control and
better time and territorial management.
Copyright 2001 by Harcourt, Inc. All rights reserved.
PERSONAL PRODUCTIVITY
Contact Management A listing of all the
customers contacts a salesperson makes in the
course of conducting business.
Calendar Management The management of
time.
Automated Sales Plans, Tactics, and Ticklers
Sales strategies often involve a sequence of
events that can be identified and plotted.
PERSONAL PRODUCTIVITY
continued
GLOBAL TECHNOLOGY
The ability to access information anywhere is a
valuable asset.
P re a p p ro a c h
( P r e c a ll P l a n n i n g )
A p p ro a c h
P a rtic ip a tio n
D e m o n s tra tio n
D ra m a tiz a tio n
P re s e n ta tio n
P e r s u a s iv e C o m m u n ic a tio n
P ro o f
V i s u a li z a t i o n
T ria l C lo s e
D e t e r m in e O b j e c t i o n s
M e e t O b je c tio n s
T ria l C lo s e
C lo s e
F o llo w - u p a n d S e r v ic e
Cold canvassing
Center of influence
Orphaned customers
Direct mail
Prospect lists
Observation
Get published
Networking
Leads
Referrals
Orphans
Customers
P ro s p e c t
Pool
O rp h a n s
R e f e r r a ls
C u s to m e rs
L eads
D e te rm in a tio n o f
C a ll O b je c tiv e s
D e v e lo p m e n t o f
C u s t o m e r P r o fi le
D e te r m in a tio n o f
C u s t o m e r B e n e fi t s
D e te r m in a tio n o f
S a le s P r e s e n t a t i o n
Step Two:
Persuasive
Communication
Participation
The Sales
Presentation
Mix
Demonstration Salesperson
Dramatization
Copyright 2001 by Harcourt, Inc. All rights reserved.
Proof
Visual Aids
Stimulus-Response Method
This method assumes that the prospects needs
can be stimulated by exposure to the product or
already have been stimulated because the
prospect has sought out the product.
Some of the methods shortcomings are:
Talks about product features not important to
buyer.
Uses same pitch for different people.
Assumes salesperson is in total control.
Has little prospect participation, making it
difficult to uncover needs.
Copyright 2001 by Harcourt, Inc. All rights reserved.
Formula Method
The salesperson may use a structured series of
steps such as the AIDA approach.
Attention
Interest
Desire
Action
Copyright 2001 by Harcourt, Inc. All rights reserved.
Need-Satisfaction Method
The need-satisfaction method is different from the
stimulus-response and the formula approach in
that it is designed as an interactive sales
presentation.
Types of Objections
Real objections are tangible. Prospects will
sometimes give an excuse to keep objections
hidden. Prospects will usually not purchase until
these hidden objections are answered.
THE CLOSE
Closing is the process of helping people make a
beneficial decision.
Closing Techniques
The compliment
The summary
Minor decision
Assumptive
RESEARCH REINFORCES
CHAPTERS SALES SUCCESS
STRATEGIES
1. Ask questions to gather information and
uncover needs.
2. Recognize when a customer has a real need
and how the benefits of the product or
service can satisfy it.
3. Establish a balanced dialogue with
customers.
Copyright 2001 by Harcourt, Inc. All rights reserved.
RESEARCH REINFORCES
CHAPTERS SALES SUCCESS
continued
STRATEGIES
4. Recognize and handle negative customer
attitudes promptly and directly.
5. Use a benefit summary and an action plan
requiring commitment when closing.
ADAPTING TO GLOBAL
MARKETS
Five rules for successful selling abroad:
1. Be prepared and do your homework.
2. Slow down.
3. Develop relationships and trust before
getting down to business.
4. Learn the language and its nuances, or get
a good interpreter.
5. Respect the culture.
Copyright 2001 by Harcourt, Inc. All rights reserved.