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/ -pt?spcting - the Lifeblood of sllittg Pro-spectino o Flrst.stepin selling process o Identlficationof potentialCustomers . Suspect vs. Prospect o Suspect - a lead (person or orgaflization) that might be a prcspect' . anyoneand everyoneyou know or clme into I may be friends neighbors,relatives,etc o Prospect- quallfledperson/organlzatlon that has potential to buy your good service I All qualiffed leads are prospects ft. . Reasonsfior constantly looking for prcrspects "r6^^^h \-y o To increasesales o to replace customers that will be lo,stover time . To quallry/buy product, prospect aH s must have: ' your tve' H 'veev!' 'vcPr
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o Starilng one write a formal missionstatement . charge dues to ensure commitmenf . Menrbership to only one salesperson from each speclflc field . set up administrative proceduresanctduties to keep the club on track arrdcommitted to its stated mission . estabtisf guidelines for what con$titutesa good lead and track orosl :ct info and effectiveness . group ,eadsby effectiveness so membersso members ian better untierstandwhich l:ads can help the rest. rlro.puct -;il;; r-ists - o_1*lt a, Gsf ;, ' '.-.'i,' .i,u.t lirt * ' are my ideal prospects? ' Who Economic bracketthey usually relongto

Autnority " o Qeslre . sometimes, youoeare producr thedesire foryour

Loatino Lad & QualifuinaPraspects . Sourcesof Prospects dependon service/goodbeing sold r Knowingpeoplein the neighborhood . Acquirlng basicdemographic knowledge of potential customersfor your product

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+ Particular political leanings? + Similar occupations, educatlons,hobbies,illnesses, transportationneeds,or family cr)ncerns? WhereI am most likelyto find the greatest .' Key Question: conglomeration of peoplewho fit my prospectsprofile?

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,,<l,,'o + Buslness dfrectoriescan help generatetists basedon {"Jt I 3[fflr]r,"r, corporateprofiles " . Most businesses have websitesc:ontaining . Kinds of pubiir:ations useful info that likely read by prospectscould be can help decideif a cornpany is a prospect sellinglistsof subscribers . There are also sites offeringsearchfor businesses . Firm dlrectoriesoffer a variety of criterla that can be used as well

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U/ (e.g.door-to-door,te'iephon" caib; : p^ercentage o Based on volume of coldcalls- Certain of ' pproached people thatwillbuy l:1$-|
EndfegcChain CustonnerReferral* lya^aL!.r! crn lX o Referra.l to salesperson of someonbthey know r o 2 Posslbilities for future sales /h . Repeatpuichasefrom customers (V . Referral - recommendation of potential customers o Don'tAsk: Do you knowanyor"? else who coulduse my pmduct? o ASk: Are there others that might be lnterestedin finding out abo-ut my product? . . If thereishesitation,putthemateasebysay'ing:.'Letme y-ou tell what I'm going to do with any namesyou give me. I will make clneBhongcall to each party, indicate that you were nice enoughto give me their namesancl give them a briefttUlI_nC of what we do. If they expr{)ss an interest, we will get togetherand I will give them the same professional serviceI've given you. If no interest is expressedrhen r wir thank rhem for iheir time and never call them again'" . Orphaned customers o ctlstomerswhose salesperson has k:ft the company o grreatprospects o Standard SalesProcedure (SSP) ' Call inactiveaccounts . find out rarhy they don't buy anysple ' what would it take to changethan; ' Reestablish contact ' Turn them into prospestsagain ^ r Safes Lead Ctsbs - o\\+dAlwd e ,V.VWW J qroupof ialespeople group Crganlzed o Cnganlzed laledpeoote'iiietateJ in relatedbut A noiicompet-itive fietds [O v o Sharesleaos and prospecting tips. -x/'^$'u't{' u'td;}"' o blurb on expertise public Exhibitions aindDemonstrators 'r Gives{3xtensive contactwith a large numbersof potential buy"., over a brief tirne c, Frequently at trade showsother types of special interests gatliering' ,' iirms sponsors a boothand then equip it with a sales person ,:)Get contact informationarter qualin/img leads r preparationfortradeshows: , Set up an lntereslng dlsplay to geltpeopleattentions . Write down y.,r, ,u-rsage so that it fits on the back of a buslness card . pracLice comnrunicaflng 2 or 3 key polntsthat get your mes:saqe acro:3s succinitty. Cet it drrwnpat but don,t pltch to make it sound overly g:ltJJ:" vour sales " Makr:a list of the major buyer at the show you want to pursue for cDntacls . Set up to maximizeyour displaysvisibility lrasedon the flow of traffic. . Be assertive irr approaching passers;by. Say + "D'oyou user fproductor servlce]In youroperatlons?,.; o!' + "l.lave you seen [product or servi,ce] if I can show you how to be nrore profitable,would you be interested?" + Next offer tlrem a sample to hanclle,but not to keep. Don't let them take the item and move on without you. talking LdiKr[rg to ',/ou' ' Use lead card to write down prospe,:tinformationfor efficientand eftectivepost-showlb,llow-up. Lt @kf o"u,prospecting. thelifebloodof se[i,rgl1 J"x

o provid-e people information cangelruitrely use ,r Includr: contact information at endof article witha little

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timeis toovaluable to waste on non-prospects ,// --!,n tntW+"u'-l,n / . fnterof Center of rnfluence rnfluenc '^ftre"-,^ anf NVct &lhk Dv"er 116) !W?'^ "
\:Z trinrlinn a n.l . !rlti\r2tin. ^o^.lo i n a : n l:ro r r r h n are = e a willfltg"to peo,tle place Finding and cultivating in who

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cooperatein helpingto find prospe,:t r, Peoplein a positionthat incl rdessome fiormof inffuence over othersand infornration allowing for goodprospecl identify f,rv. (irerid.Vvt1 ivrtrvvs o++'^ I Direct Mait .- t$'l Sv"Ar,i, Wl* For largenuntberof prospect for a product " o Advantage: contacting largenumbnlr of people spread acrossextendedgeographical area at relativelylow cost (Ai*! Tefephone and Telemarketing o\ A--to Use of the telephone to approach lerads o Person to personcontactallowinginteraction betweenlead a n dc a l l e r quick lead qualification/rej(rcticln o Enables o Telemarketing . Marketingcommunication systent using telecomm technologyand trained personnelto conductplannedand measurable marketino activitles dlrectedto taroeted groupsol consunrers.

jtESX[la5b.sotngsn-e-[t!]ey 8_ol_l2pttspe_cling-tt_tstlt9_dilbe!_d v!_ oIl'ljls _wh_o_t!U,ght.b e in terested kD,e . c o l dc a n v i a s s i n g ,^hain . elldless cust.omer referral . orphan . custom(lrs . sales lead clubs . publicexhibitions,lNtd demos . center o!' iinfluerrcr: . telephone . networking

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r QrOup of namesgatheredfrom variousl;ources . usually from 4 n'lainsources ,. leads o referrals i orphans - most importantf,Or r touf CrJ!;tomers Future Sales

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o Constantly watchingwhat is lrappening the salesarea o Beingon the lookoutfor information on who needsyour Proclucts h. t-J f i
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=-. o Everyone met maybe a prospect, or provide a prospect that

couldlead to a sale Can be most reliable and effective Peoplewant to do business which rr,:fer business to people they know like and trust CulUvatingthe built network brings sales Positioning/ not exposure, Whenmeetingsomeone . Tell them what you sell ' Ask what they do ' . Exchange business cardsand perlodically contactthe person Tips ior network cultivat'on . Focus people on meetingcenterof influerrce . 990/o of your first conversation shrruld be about their business, not yours. . Ask open ended,feel goodquestieins . Be sure to ask: hort, wouldI know if the personI'm speakingwith is a good prospect? . Get a networkingprospect'sbusinesscard - easiestlvay to follow up with \iour new contact . Senda handwritten thank-younote that day . Sendarticlesfrom the magazine/newspaper you feel yoirr contactcoulduse . Stay on their mind, sendsomething every month . Send leads. Best to receiveis whe,n giving businessand referrerls . Senda handwritten you re{:eive thank you note whenever a lead - regardless if it's a saleor not

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The Referritl Cycle r Providesguidelinesfor salesperson to atik for referralsin each phase . Ask professionally at each phaseof the refur ol cycle - 4 . Referral can be askeddurlng4 commonlyfacedsituations Phases in the referralcycle ,' Pre-approach . when planningto make phonecallsto leads,referrals, orphans, customers . Effectiveness of approachwill be th,edecidingfactor in delermining whetheryou can malce a salespresentation or nOt . Mentionthat arr acquaintance you can help reconrmended - peopleare m(lrewillingto listerr longerif they know someone they trust is the reasonfor this contact ,i Presentaltiorl . Also k, cwn as: meetinE,appointfnrnt of interview . Have Ereatestc'pportunityto i rfluenceprospect ffort to me'ltion the referring person " Make a conscious . Initial contactplantsthe seedfor berginning of parallel referral sale . 10 to 15minsto build rapport- to discussion of the product being offered . Take a momentto explainwhat urilloccur ,r Productdelivery . The prccisemoment that your pr()drJct becomesof value to your customer o Service and follow-up . Customer service- perforniance of any helpfulwork or activity ' Provldes with ongoingopportunities to maintaincontact with clients,thus chancefor referrcl PatallelefuralSalcsr Key to referralcycle:sell productand sell prospect on providingreferral o Thereshouldbe equalemphasis Consider abiections wben asking for refetlirE;tlients e Are afnrid of upsettingfriends and relatives . Do not want friendt;to think they talk about them . May believein product but not in salesperrson r Fearsales;person may not be around years after . Do not feel they can benefit from giving referrals eA!_Beluc@-{LE c It is when one does not want to contactii prospectur customer . Causeof losinga sale Leakino B,ycfu7!-.1Cggta.&eL concept . 'New customerscofne into the top and hlave a hole in the bottom f the bucket' e Lossof an Xyoof saies/customers per year " Easierto sell to satisfiedcustomersthanrto acquire new ones new cusrtomers " Thereis a high cost to acquiring r Keepin rnind: Servi,:e and Follow-up arr very important.
(i rorrp Orre: Prospecting - il-reLifeblocrclof lielling 2 |

ProsnectingGuidelines best prospecting method " Crlteriaused in develclping o Customize/clroosea prospe,iting method that fits the specificneedsof your individualfirrn. Don't copy, Adag!. o Concentrate on high potentialcustomersfirst; those of lower potentialare letftfor later o Alwayscall backon prospects who did not buy. Vvith a new product,d0 not restrict yourselfto presentcustomers. . To maximizelong term salesand income- always keep knocking on your prospects and customers door to help them solvetheir problemthrcughpurchase of your product

PlanningTheTreeof Business Life

The Gap

Strategic: refers goalsand problems to programs, of greatimportance to customers. Strategic customer relationship: a formal relationship with the customer, the purpose of whichisjoint pursuit of mutualgoals. Strategic Needs:it is importantto know the full range of the customer's needs to provide a product solution that helps progress the customer more efficiently. (a)a customized Creative Solutions: version or application of the product/service or (b) a mix of goodsand services. People needto be creative problemsolvers. Mutuallybeneficial agreements: Salespeople and customers mustwork togetherto develop a common understandin og f issues at hand. B e n e f i to sf P l a n n i n g . Planning aidsin building self-confidence . Knowledge prospect of a and concern for their needs demonstrate a sincere interest and is rewardbd with an attitudeof goodwillfrom the prospect tt reflects professionalism . l t g e n e r a l liy n c r e a s es sa l e s b e c a u st e he salesperson understands the prospects needs Selling Objective . Main purpose of contact

Youmust askyourself thesequestions: o Whot om I going in herefor? o Whot is the result l'm trying to moke hoppen? . If they give me the opportunity, what am I going to recommend? The more specific the objective, the better: o Whot need of this prospectcon I serve? o Which good or serviceis bestfor this occount? o How lorge an order shouldI suggest? Seta SMART objective $pecific Measurable Achievable Realistic Timed Customer Profile Provides Insight r Guidefor determining the appropriate strategy to usein contacting each customer o Must haveadequate information about the firm, buyer,and individuals who ' influence the buying decision to properly develop a customized presentation o Customer profile: o Whomakes the buying d e c i s i o in n - individual the organization or committee? o What is the buyer's background? The background ofthe buyer's company? The buyer's expectations you? of o What are the desired business termsand requirements of the account, suchas delivery, credit, and technical service? o- What competitors successfully do business with the account? Why? o What are the purchasing policies sf t h e a c c o u n t ? a n d p r a c t i c eo o What is the history of the account? Steps in creating a Customer Benefit Plan(CBP): (features, 1. FAB advantages and benefits) - whyshould t h e y b u yy o u rp r o d u c t ?

G r o u p 2| T h e P r e a p p r o aIc hL

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Themainreason the prospect to buy shouldbe that the benefits fulfillcertain needs or solveproblems. 2. 2 . Develop a marketing plan.lt includes how the retailer shouldpromotethe productthroughdisplays, advertising, proper s h e l fs p a c e p o gn d a n d s i t i o n i na pricing. 3 . Develop your business proposition, whichincludes price,percentmarkup, 3. profit per squarefoot of forecasted shelfspace, returnon investment and p a y m e np t lan. 4. Develop purchase a suggested order based o n a c u s t o m eb r enefip t lan. This you to justifyto the prospect allows what productand/or how muchto *r..* -0. p ur c h a s e . ,,^rr'{.' crt

. Distractions, time, lackof interest o Planwhat to sayand how to sayit Interestwhen prospects listento and enter into a discussion with you r Determine their important buying motives o Linkyour product's benefits to prospects' needs Desirewhen prospects express a wishor wanting for a product . Bringprospects from lukewarm interest to a boiling desire for product Anticipate objections and provide i n f o r m a t i ot n o maintain t h e i rd e s i r e Convictionwhen no doubtsremainabout the Product Purchasing

presentation TheSales Procedures: 1. Developing skiils on handring objections.

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S t e p is nplanning: a) nccompiish thestepin prospecting b) Determine sales callobjective c) Review profire customer d) Know customer benefits o

AVOT O O 0tecttons Reverse objections

Develop strong belief . thatthe fA^r( ALe ,' ' specific needs hzt +#{ 5. purchase or Action
o Onceconvinced, planthe most

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checklist: '/ Determine yourprecall objectives

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sequence of events in a salespresentatior, (handshake) 1. Approach product 2. Discuss 3. present marketing plan proposition 4' Business rW 5. Purchase order(Exchanging gafn business cards/5 '(-lf6. close(handshake) \"* 7. Exit Prospect's FiveMentalSteps '

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'/ Ailention i_'$ interesr t.j$ Cesire t-t:' Corrr;ctior i-.$ lurchase 1. Attention . capture a n dm a i n t a i n Quickly prospect's attention

'elevantinformation as possible regarding the firm, the buyerand the individuals who influence buying decision Develop a customer benefitplanknowing customer benefits are keyto your sales presentation; by finding out the features, advantages to present to your prospect, you candevelop"your plan,your business marketing proposition and suggested purchase order Develop your sales presentation

G r o u p 2l T h e P r e a p p r o a|c h2

HANDLING OBIECTIONS Top 3 thingsto know about Obiections: 1, Smile when you get tJlem! Customerswho object are actuaily . showing that they're interested enoughto know what it is ' exactly you'rc selling them. 2. Obiectionscan happen at any time during your salescall* whether you're just about to say your name,or when you're already trying to whip out a contract for them to sign. 3. A successful salesman is one who can handleobiections smoothly and effi ciently. Pointsto considerin meetingobjections 7. Planforobjections Considerreasonswhy your customer will or will not want to buy the producl Presentyour product in a way that minimizes its disadvantages, Anticipate possible objections and develop way6 to overcomethem, 2. Anticipate and foresall Disars possible objections before the prospect even thinks about or raises iL Considerobjections that are often raised and acknowledgeit though launching a positive angle immediately afterwards. this is so thatyou will not appear to be too defensiveofyour product when the customer is the one to bringup the flaws.If possiblg take inspiration from Helnzand turn the producfs weaknessinto a salesbenefit or trademark feature. Handleobjectionsas they arise It is soltrotimesstrategic to preempt obiections or to postpone addressingthem till the very end. However, it is best that obiections are tacHed right away becauseprospectsmay: a. Stoplisteningundlyou addressthe objections b, Think you alsoconsideithis as a problem c, Feelyou are tryingto hide something d. Feelthatyou cannotanswerbecause you do not know the answer e. Feglthatyou are notinterested in the prospect's opinion Be positive Usepositive body languagesuch as a smile. Never treat an objection with hostility; it is important to show jnterest in the prospec/s opinion by keeping a welcome and friendly mood. Onething to rememberis that being positivedoesnot equate to being fake. Sincerity is key to maintaining a good-natured ambiancewhen dealing with prispects, b.

. Psychological.-resisance to spending money, resistanceto domination, predetermined beliefr, negative image of salespeople,dislikes making bulng decision 7. Meetthe objection There are six major category ofobjections: a. The Hidden Objecrion Prospectsare unwilling to discusstheir objections or may not limow why they are unwilling to buy. to ask: Questions o What would it take to convince vou? . What causesyou to say that? . I.et's consider this, supposemy product would.(do what prospectwants)... . Tell me, what's really onyour mind? StallingObjections When prospect says,"l,ll think it overp,or.l'U be ready to buy on your next visif, you rnust determine iftlrc statement is the truth or if it is a shlling tactic. StallingExample1: ProspecLI'm too buqr to seeyou now. Salesman: Whenwould be a goodtime to comeback today? StallingExarnple 2: Prospect: I'U have to get apptuval from my boss. Salesman:Ifyou had the authority, you wluld go ahead with the purchase,wouldn't you? StallingExample3: Prospect:I've got to think it over. Salesman:What are some of the issuesyou have to think about/Would you share with me some of the things holdingyou back? No-needObiections No-needobiections rnay be real, but often they may con-tainhidden or stalling objections, No-needExample1r Prospect:I'm not interested. Salesman:May I ask why? you are not interested now or forever/Some of my best customers first said that...but that was before they discovered... No-needExample2: Prospect The...I have is still good, Salesman:Goodcompa.red to what? No-needExample 3: ProspecElam satisfied with whatt have now. Salesman:Satisfiedin what waylWhat do you like most about what you have now? (Then compare to your producr) d. .MoneyObjections Money objections are among the most easily nrade, especiallyin struggling or recessionaryeconomies.They are also very often used to concealthe real obJectionthe prospecthas. MoneyExample 1: ProspecuYour price is too higlr. Salesman:How much do you think it would cost?llf it were cheaper, would you want it? MoneyExample 2: Prospect: I can't afford it Salesman:If I could show you a way to afford this purghase,would you be intersted/you can't afford to be witiout it! The cost ofnot having it is greater than the cost olhaving it You ll love it! you,ll wonder howyou,ve gone without it!

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Listen-hear them out Let the prospect finish what they want to say before you start trying to haudle objections. It will show them t}at you are not too ail<ious and nervous about selling them the product and that you genuinely value their opinion. lt will also saveyou from the embarrassmentof mhkinga wrongassumptionabout what obiection &e prospect was about to raise or from the . confusion of bringing up an objection that the prospect hadn,t . even thought about 6. Understandobjections When customers object, they do one of the severalthings: a. Requestfor informadon - many times, prospects appear to be making objections when they are actually requesdng for rnore information or clarificadon on some poinS ofdiscrssion.This is an objectionthat shouldbe taken positively, for it signals interst or even conviction from the prospect . b. Give a condition - sometimes,prospects give conditions that must be met Thsearc not objections,but are actual limitations orrequirements on behalfofthe prospectthat must be met beforea saleis to be.made. c. Givepractical or psychologicalobjections - practical obiections ar overq while psychologicalobjection:i are hidden in nature. . Practical objecdons include - price, product not needed, prospect has an overstock of product already, detivgry schedulesmismatch

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MoneyExample3: Prospect: Giveme a 10olo discountand I'll order today. Salesman: We build our product up to a certainquality and servicestandard-not down to a certainprice.This is a provenproduct that gives 100y0satisfuction, not 90ol0. MoneyExample4: Prospect: You'vegot to do better than that. Salesman: Definebetter. e. ProductObjections At times,most buyershavefearsabout risks associated with bulng a product-they are afraid that the product will not do what the salespersonsaysit will do or that the product is not worth either the time and enerry required to use it or the actual cost. ProductExampleL: Prospect:Your competitorJsproduct is better. Salesman: You'rekiddingl/Better in what way? ProductExample2: Prospece The machinewe haveis still good. Salesman: I understandhow you feel.Manyof my customers have said that before they switched over. (Tell them whyJ ProductExample3: Prospect: I'll buy a usedone. Salesman: Whenyou buy a usedproduct,you take a high risk You buy somethingthat someone elsehasusedand probably abused. Do you want to pay for the other people'smistake? ProductExample4: Prospect: I dont want to take risks. Salesman: What can I do to makeyou feel more secure? f, SourceObjections Prospects often discuss their like for a presentsupplier or salesperson. They maketell you that they do not like your company, Seldom, however,will someone directly say,"l don't want to do business with vou." SourceExample1: Prospecb I'm sorry, I won't buy from you. Salesman: Is tlere anything about me that prevents you from doing business witi our company? SourceExample2: Prospect: I wantto work with a more established I've beendoing business with.,.for five years. " compady. Why should I change? Salesman: I understandhow safeyou feel about a relationshipthatgoes backfive years.And yel I sawyour eyes light up when you looked at our products. I can see that you're giving seriousconsideratlontodiversity. ulr. TechniquesforMeetingobiections:{ lh t-"Lt':h .1O \ : il 1; Dodge ('q trhwr,r Yf z. Passup the obiecfion 3, Rephrase the obJection asa question il 4, Postponetheobjection 5, Boomerangtheobjection 6, Ask quesrionsregardingtle objection 7. Directlydeny the objecdon B, Indirectlydenytheobiection 9, Compensate for the obJection 10. Obtaina third-party answerto the objection 1. The Dodge Very professional techniquethat neither denies,answers,nor ignoresthe obiection,but'Gmporarily dodges it Canuseit by itself or with passup, rephrase postpone, boomerangor third party

ProspeceYour price is too high Salesman: Beforeyou decideto buy let me tell you the valuethat goes with it 2. Pass up Sometimesyou need to disregard.anobjection and say something that allows you to moveinto your presentationlike usingihe customir benefit approach But ifyou passup an objection and the prospect mises it again,then treat it as an important one and usequestioningskills to uncoverconcenns 3. Rephrase as questions Natural since it is easier to answer a question than overcome an objection Examplesof procedures for rephrasing: Factsare Incorrect 1. Acknowledgeviewpoint 2. Rephrasetheobjection 3. Obtainagreement 4. Answer questionproviding info supportedby proof_ a third party 5. Askforpresentviewpoint 6. Returnto sellingsequence Factsare Incomplete L. Acknowledgeviewpoint 2. Rephrase the objection 3. Obtainagreement 4. Answer question providing complete facts 5. Askforpresentviewpoint 6. Returnto sellingsequence Factsare Correct 1. Acknowledgeviewpoint 2. Rephrase the objection 3. Obtainagreement 4, Answer question, outweigh with benefits 5. Askforpresentviewpoint 6. Returnto sellingsequence Basedon BadpersonalExperience 1. Thankthe prospectfor tellingyou 2. Acknowledgeviewpoint 3. Rephrasetheobjection 4. Obtainagreement 5. Answerquestion 6. Returntosellingsequence Prospect:Your price is higher than others' Salespenson: I can appreciate that. you want to know what pafticular benefitsmy product hasthat makeit worth lts slightly higher prlce.ls that correct? Prospect: Yeg that's right (Discuss benefitsvs price then attempt a trial close) Salesman: Do you seehow the benefitsmakeit worth,the price? Variation ofthis sequence: FFF Feel-Felt-Found Method-Bruce Seagel I know how you feel,I felt the sameway, but I found that... 4. Postpone When the prospect skips aheadand asls a question that you address later in the presentation Price is the primary objectionto postponeifyou had not discussedthe benefits Prospect: Your price is too high Salesman: In iust a minute,I'll show you why this product is reasonably priced basld on the savingsyou will receive comparedto whatyou presently do. That's whatyou're intgrested i4 savings,right?

Salesman: Well,it may sound like llot of money.But let's considerthe final price whdn we know the modelyou need.OK? Salesman: Thereare severalways we can handleyour co5ts. If it's all right, let's discuss them in just a minute.Firs! I want to show you.,. Saleshan:I'm gladyou brought that up, because we want to carefully examinethe costin tust a minute.OK? Salesman: High?Why, in a minute I'll show you why it's the best buy in the market In hct, I'll bet you a Cokethat you will believe it's a great deal for your company. Is it a deal? 5. Boomerang Turn an objection into a reason to buy by convincing them that the objectionis a benefit Requiresgood timing and quickthinhng Attributes for successfuI useofthis: 1. Experience in a particular sellingfield 2. Knowledgeofyourprospect's.needs 3, Positiveattitude 4, Willingnessto standup to the oblection Prospect:They look nice but the tops seemhard to remove Salesman: Yes,they are hard to remove.We designedthem so that children will not get into the medicine.lsn,t that a great safetymeasure? Prospect The price is too high Salesman: We[ that s the very reasonyou shouldbuy it Prospect: Why? Salesman: For iust 10 percentmore,you can buy what you really want and need 6, Askquestions Technicalquestions- showsyou lsrow the business Questionsrelated to a prospect's business- concernedmore with their needsthan makinga sale Intelligent questions - impresses because you lcrow what to ask and how to ask Prospect: This is not as niceas the one I was shownyesterday Salesman: Would you tell me why? Prospect:This doesnot have the feature I want Salesman: If it did, would you be interested? ProspechI dont like the price Salesman: Will you baseyour decisionon price or on the product offered l you at a fuir price? Five-Question Sequence Methodof Overcoming Objections: Question1: Theremust be somegoodreasonwhy you,rehesitatingto go ahead now. Do you mind if I ask what it is? Question2: In addition to that, is there any other reasonfor not going ahead? you could convinceyourselfthat...Then you,d Question3: fust supposing want to go aheadwith it? (If positive response,go back to selling; if . go to Question4)' negative, Question4: Then there must be someother reason.May I ask what it is? (After a response,return to Question2, You can go directly to euestion s or complete the sequence1 or 2 more times before gding to euestion S) Question5: What would it take to convinceyou? 7, Denial Direct denial basedon facts,logic and politeness Makethe customerright so that thelr mlnd staysopento your explanation Prospect: No, l'm not going to buy. The salespersonsaid they break down aftera fewmonths.

Salesman: You know,you're right to be concerned. Let me explain.The salespersonis not aware of the fa"cts t,m ah-aid.My company producesthe finestlawn mowers... 8, Indirectdenial. Initially appearsaqan agreementwith the customey's objecdonbut then movesinto a denial of the fundamentalissuein the objectlon Softer, ntore tac6rl more courteous Usejudiciously,only to diiconfirm especially damaging mlsinformation 'Yes, but" "l agree,but" "Sure,but" 'Your point is well taken, but" "I appreciate how you feel, but" 9. Compensation CounterbalanceMethod Severalreasonsfor buying must exist to justify or compensatefor a hegative aspectofmaking a purchase ProspectrI can rnake 5 pe.cent more profit with the stainle's line and it is high quality Salesman: Yes,you are right However, you can have exclusive distributorship on the Supremeline and still have high quality merchandise.You dont need to worry about Supremebling discounted by competitors.What do you think? 10. Thirdparty U_sing someoneelse'sexperienceas proof of testimony Ifusing a personorcompany'sname,getapprovatfirit "l'm glad you asked.Here is what our researchhas shown,, If still unsure e-ven after secondarytestimony from reliable or reputable source,ask to contact a c-urrentuser directly, Only use this version when certain that prospect is unsatisfied with the answer and positive proof will probably clinchthe sale. Salesman:I still haven't answered your entire question, have I? Prospect: Not really. Salesman: Let'sdo this. Here,isa list of sogpal peoplecurrently usingour producr I want you to call them up rigtn lCg ln4gsk them that same question.l'll pay for the calls t: WhatNext? 1. Prospectraisesanobjection 2. Respondtotheobiection 3. Useatrialclose Que3tionsto ask: That clarifies the point entirely, don t you agree? That's the answer you're looking for, isn,t it? With that quesdonout of the way,we cango ahead- don,tyou think? Do you agr.ee with me t}tat we,ve covered the question you raised and given yor/re a way to handle it? Now that's settled entirely, isn,t it? That solvesthe problem, doesnt it? 4. Moveinto yow presentationORClosethe sale

Step4 | Presentqtion ond Demonstroiion

Product Use- youcanappeal to theirsenses: sight, sound, touch, smell andtaste; senses are keysto ,Jevelcni ng ei-i..rtionaI aOirea !s
3 "F r . l : f ,Proof Slafemenfs - an answer to the buyer's challei-rge

of "prove itl" by proving to thethemthattheproduct's proposal benefits andthesalesman's is legitimate; it builds believability andcredibility

6.Demonstration . An effective method of convincing andproving to the prospect thatthe product is needed . A partof thedramatization andfunof your p:"ese,':tation . Sesffc showtheproduct andlet theprospect useit (useaf pictures, models,videotapes, filmsor s/ides can be usedas alternatives) Guidelines for using visual aids, dramatics & demonstrations: a. Practice & rehearsals b. Customizing themto thesales callobjective c. Makeit simple, clear andstraightfonruard d. Be sureyoucontrol theflowof thepresentation e. Make themtrueto life prospect participation f. Encourage g. Incorporate trialcloses(questions) after showing or demonstrating the FABto determine if the prospect believes the presentation and considers it important SalesPresentation Model . lt willhelpyoudecide whether to usesomeor allof thesalespresentation youneedto mixingredients, answer thesesixquestions: 1. Whatis yourobjective? 2. Whois youraudience? yourpresentation? 3. Howwillyoustructure 4. Howwillyoucreate impact? 5. Howyoudesign anddisplay visual aids? . 6. Howwillyoustage yourpresentation? *Three presenting: mainproblemswhen 1) interruption, your competition, 2) discussing and 3) makingthe presentation in a lesslhan-ideal situation

Technioues: - theuseof pastsalesas proof . PastSa/es statements; showthe prospects thatthe datacan helppredict thefuture -a powerfulproof . Guarantee gives technique; assurance to the prospects thatif theyare dissatisfied withtheirpurchase, the salesperson/company willstandbehind theirproduct - useof pastcustomer . Testimonials feedback on the product's FAB;an excellent method to build trust t andconfidence - useof the company's . Company ProofResulfs sales datasuchas testmarket information, performance data, current sales data,etc. - prooffromsources . lndependent Research Resu/fs outside thecompany; morecredible thancompanygenerated data * Fortheeffective useof independent research results, it should have: 1) a restatement of the proving benefit it, 2) the proofsource and relevant factors or figures about the product, and3) expansion of thebenefit 4.VisualAids - devices r Visuals thatappeal to the prospect's vision, withtheintent of producing mental images of theproduct's FAB;thebestvisual aid is theactual product Purpose of visuals: a. Increase retention. b. Reinforce the message c. Reduce misunderstanding d. Create a unique & lasting impression e. Show thebuyer thatyouarea professional photographs e.g.product image, charts & graphics, & videos, models or mock-ups, salesmanuals, product catalogues, letters of testimony, copyof the guarantee, posters, flipboards, sample advertisements, etc. 5.Dramatics o Thedramatization/theatrical presentation of products; talking or presenting in a the product striking, showy or extravagant manner r Dramatics should onlybe incorporated in the presentation whenyouare 100% surethatit will workeffectively

1,u $,y

*-X,o'i*t" -.. .^15^nf ,,,,4

CLOSING BEGINS THE RELATIONSHIP makea decision people of helping Closing-theprocess

that will benefit them. lf,/henshouldI bob the auestion? -\X/hen the prospect is teady = conviction stage of the mental buying process -Most of the time, it comes aftet the ptesentation. ReadiryBrgring Signah Buying signals- anything that prospects say or do (verbal ot nonverbal) indicating they are ready to buy. Examples: '.'\X/hat'sthe 7. Ask questions- "How much is it?" eatliest time that I can receive it?" 2. Ask anothet petson's opinion- (prospect to wife) 'qWhat do you think about it?" 3. Relax and become friendly 4. Pull out a putchase order form 5. Carefully examine merchandise 6. Pull outpurchase order form cloftr? What nakes a sood r Have strong desire to close each sale o Flave a positive attitude about products'beneFtts o o r o r Flave knowledge of their customers' profiles Always ptepared Good observant and listenet Ask inlslligent questions Closins techniauet 1,. Alternative-choice close- ask prospect one or how many items they want to buy -buying none at all is not an option! 'qMhich do you ptefer- one or 2 neck ties Ex: to go with yout suit?" 2. Assumptive close- assumes the prospect will boy Ex: "I'll have this shipped to you tomoffow." 3. Compliment close -for someone with a big ego or in a bad mood or with low self-esteem. 4. Summary-of-Benefits close- most popular; use FAB to close deals. 5. Continuous yes close- generating positive fesponses 6. Minot-points close- similar to #1 in terms of giving options to prospects however, this kind of close asks the prospect to make a lowrisk decision on a minor, usually low-cost element of a single ptoduct such as delivery dates, features, colof, size, payment terms of order quantity. 7. T-account close- weighing the cons against the pros 8. Standing room only close- if they do not act now they may not be able tg buy in the future. Ex: "My customers have been buying all we can produce. I'm not sure if I have any left to sell you." 9. Ptobability close- permits prospects to focus on their real objections. Once you have a real objection, convert that objection with a persuasive sales argument. 10. Negotiation close- frndingways for everyone to have a fak deal. Ex: 'qW41y don't we compromise? You know I can't give you a discount but I could defer billing until the end of the month. That's the best I can do. How does that sound?" 11. Technology close- use of bars and gaphs in showing the buyer past purchasesand sales trends.

Persistent o Always Be Closing (ABC) *NOTE: \X/hen asking for the otder, it is important to be silent. How maryvtines thouldJtouclose? -At least 3 trials. maximum 5 Difrirulties with Cloinp 1. Not confident in one's ability to close 2. Making the decision for the prospect 3. Not worked hard enough in developing a customer profile and customer benefrt plan resulting in a poor presentation Esrentials of cloing takt o Be srffe prospect understands what you say o Tailor your close to each prospect (choleric, sanguine, melancholic and phlegmatic) o Consider customet's POV o o r o Nevet stop at the Ftst NO Leam to recognize buying signals Before you close, ask a ffial close Aftet asking for the order, be silent

Sy | 1 Alran, Del Rosario,Mendoza,Ptesillas,

ues on different situations

Customer has predetermi ned bel-iefs

xNumbers specifiedabove correspondsto the respectiveclosing technique aforementioned

Conrron mi$aket 1. Tells instead of se[s; doesn't ask enough questions -the salesperson does most of the talking) forces the customer into the passive role of listening to details that may not be of interest. 2. Ovet controls the call; asks too many closed-end questions -overcontfolling salesperson steers the conversation to subjects that he wants to talk about w/o regard to the customer J. Doesn't respond to customer needswith benefits -the more need-related benefits cited, the greater the probability of success 4. Doesn't recognize needs; gives benefits prematurely -the customer is not concerned enough to want to solve the problem 5. Doesn't recognize or handle negative attitudes effectively - the salesperson fails to recognize the customer's statements of objection, indifference or skepticism 6. Makes weak closing statements; doesn't recognize when or how to close -salesperson fails to recognize buying signals lYhen youdan'l make thevle -You can't always sell to everyone -Don't take the buyer's denial persona\, -Be cheerfi;l and courteous -Be grateful for the opportunity to discuss your ptoduct -There's always tomoffow

Alran, Del Rosario, Mendoza, Presillas, Sy | 2