Sales
Three Sources of Product Knowledge
Whether you sell for the product producer or are distributor
for a product line, these three sources can make you an expert on the
products you sell:
Customers. If they are using the product(s) you
sell, they will know what they like and don’t like about them. Ask
them, then use that information—and not only to sell to others. Share
the information with product development to improve the products. As a
sales rep, you should be familiar with your firm’s product information.
Suppliers. If you distribute for a firm, be familiar
with its product literature, too. Talk to the firm’s sales reps;
listen to the language they use to sell these items to you. Use these
same phrases to sell to your customers.
Trade sources. Attend trade shows, join
trade associations, read trade journals. All contain information you can
apply in making a sale.
Customer Resistance
Sales objections come in two categories: product-knowledge
questions and barrier-to-sale questions. The first are easier to handle;
all you need to do is explain features more fully and describe the benefits.
They actually make it easier to make a sale.
Barrier-to-sale questions reflect hesitations or objections.
Follow this three-stage process to handle these:
First and foremost, don’t get angry. You’ll
never make up the lost ground if you lose empathy with the customer.
Next, really listen to the customer’s question
or concern. Od your head; use phrases like, “I see your viewpoint.”
Third, and finally, clarify with questions. Probe for
the reasons behind the prospect’s resistance. If the customer offers
generalities, work to break these into specific issues that you can handle
one by one.
Selling Your Services
If you need to submit a business proposal
to sell your firm’s or your services, remember that the proposal
should contain the following:
Cover letter. This letter can either
be found as part of the proposal or be attached to the cover. It should
briefly describe the project and benefits from working with you and/or
your firm.
Executive summary. This summarizes
the project—generally, in fewer than three paragraphs.
“Deliverables.” These
are the results, written to play up the benefits to the client.
Process description. How will the
benefits be achieved?
Schedule/milestones. This is the
project timetable by which progress will be measured.
Price. Here you explain payment
terms and conditions.
Critical Questions to Ask
You don’t want to waste your time
trying to sell to people who will not buy. A prospect’s answers to
these questions will tell you how likely it is to close the sale.
- Does your prospect need what you have to offer? If you need
approval from more than one individual, determine the viewpoint of all.
You might have to get an okay from six people before the sale is closed,
and only discover this fact after much effort—and also learn one
of the six see no need for your product or service.
- Is the individual with whom you are speaking the decision maker?
If he or she isn’t, you can’t close. He or she might say no,
but he or she can’t say yes. Press for a meeting with that person
who can say yes.
- Does he or she have money budgeted for the purchase. If there’s
no money, then you won’t hear yes, no matter how much the need.
If there is a need, however, don’t leave before you find out when
money might be available.
- Is he or she politically able to buy from you? A prospect might
be in a position to say yes, but corporate policy may override his or
her desire. For instance, an executive may want to outsource a specific
service rather than depend on the services of an overworked, understaffed
internal department.
Closing the Sale
You know that the customer is ready to
buy by tone of voice, nature of questions or posture or facial expressions.
When a prospect asks about delivery and installation, then, too, you are
close to closure. It’s time to ask for the sale. If the customer
raises an objection, you may have to return to question-and-answer mode
again. Once you’ve removed that concern, try to close again. Here
are seven tried-and-true closing techniques:
- Close on a small choice: “Would you like those by the dozen or
by the case?” or “Would you want only this software program
or the whole package?”
- Close via small affirmations: “Would you like to see a larger
size?” or “Would you like me to fax the agreement to you?”
- Close on a bargain opportunity. For instance: “These are selling
fact—we won’t have them long at this price.”
- Close on joining the club. “We’re selling to lots of executives
like you.”
- Close on a method of payment: “Will that be cash or charge?”
Or, “I’ll invoice you.”
- Close on approval. “Would you like to try this in your office
for a month?” Or, “Would you like to take this home and try
it? We guarantee satisfaction or money back.”
- Close by asking for the order. “We can begin work as soon as
you sign here on the contract.”
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