Промышленный лизинг Промышленный лизинг  Методички 

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did not even consider telling Joe that he could very well have a problem at some point in time. Harry recognized that the value of his services resided in Joes eyes and not his own. Persuasion is the end, not the means.

ACTION POINTS

4 Questions are to understand. Use questions as tools to help you understand what, why, and how customers think the way they do.

4 Questions are to change someones perspective. Questions are a way of helping someone view a situation differently. But remember, the person may not think any differently immediately after you ask the questions.

4 Questions cause people to think afterwards. Questions tend to cause people to think about the answers long after the conversation is over.

SALES TRUTH 17: The purpose of questions is to change someones perspective and to create value for customers.



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sales trap 18:

A Skilled Salesperson Doesnt Need to Plan Sales Calls

A lot of people believe that when you get good at sales, you dont have to spend time planning a sales call. You can do it naturally in your head. Or go with your gut. Is this true or false?

False. Its a mistake to think that you dont have to plan your sales calls. Professional experience and field research proves this point, as Ill show you here.

First, consider the following scenario:

Mike Bailey, the salesperson from Altix, a high-tech software company, calls for the first time on Sorensen Global Engineering, a prospective client. The sales rep opens his briefcase and demonstrates the cutting-edge, sexy software. The prospect asks how much and gasps at the price. The sale is dead in the water.

Is this an everyday example? You bet. Poor planning often results in poor execution. If they dont plan the sales call, consultants are less likely to learn how they can create value for clients. Mike OConnor, vice president of corporate accounts for Computer Credit, Inc. (CCI), put the problem this way: If you dont know where youre headed, any road will take you there. Sales call planning is your road map on how to arrive at value for you and your client. But it is the managers job to inspect the planning process through her or his inspection, giving feedback and reinforcement.

ASKING TOO MANY SITUATION QUESTIONS

One result of not planning the sales call is that the salesperson seeks too much background or company information that he or she could



have acquired from a Dun & Bradstreet listing or annual report. This can bore the customer, who already knows this information. The salesperson needs to seek more information about the customers issues and needs. Informational questions dont do as much to uncover customers needs as do other kinds of questions. Heres an example:

Steve, a loan officer, called on Phil Campbell, owner of Imago Graphics, a holographic imaging technology business. Since Steve had not spent time preplanning the call, he spent more than an hour and fifteen minutes of his one-hour-and-thirty-five-minute sales call asking the following information-based questions:

A How many employees do you have?

A Who does your design work?

A When do you want to be running?

A Have you executed leases on those new machines?

A As far as ownership of Imago Partners goes, whos involved?

A Is he involved day-to-day?

A How do you fit in?

A What kind of credit terms will you offer your customers?

A Who is your accountant?

A Could your equipment needs change?

As you can see, these are mostly factual questions. Because Steve didnt ask any issue-based questions, he was unable to uncover Phils



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