The PowerPoint slides were developed by Mus

Khairy (PhD), Stanford University at

California. Educational ,Social

Psychologists at German University at Cairo (GUC) unless otherwise noted on

specific slides.

CHAPTER 11

CONTENTS OF THE SALES

TRAINING PROGRAM: SALES

KNOWLEDGE AND THE

SELLING PROCESS

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 salesperson’s 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.

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:

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 one’s experiences. Thus, training is part of an individual’s total learning experience.

FIGURE 11.1 THE LEARNING PROCESS INVOLVED IN TRAINING THE INDIVIDUAL SALESPERSON

O r ga n iz a tion a l T ra in in g I n p u t

P la n n in g N eed s A ssessm en t O r ga n iz in g T ra in in g M eth od s T ra in in g P la ce - C la ssroom - O n th e J ob T ra in in g F a ci lity T ra in in g F r eq u en cy - S a les M eetin gs S ta ff in g W h o T ra in s D i rectin g T ra in in g C u ltu r e E va lu a tin g Q u a n tita ti vely Q u a lita ti vely

T ra in in g’s L ea r n in g O bjecti ves

S a les K n ow led ge

S a les S k i l ls

A ttitu d e tow a rd T ra in in g

I n ten tion to U se T ra in in g

O T J B eh a vior

O T J H a b its

I n d ividu a l L ea r n in g

1. Being receptive to new information.

2. Looking forward to future training.

3. Possibly seeking new training.

ON-THE-JOB BEHAVIOR

The positive attitude and the OTJ experience result in the trainee:

RELATIONSHIP OF TRAINING TO LEARNING

Operational and behavioral information:

Operational learning involves sales knowledge development such as new procedures, new product information, how to call in orders, new territorial forms to complete, new technology, and changes in the financial incentive program.

Behavioral training involves the sales skills development area.

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.

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.

CHANNELS OF DISTRIBUTION

Some important information salespeople need includes:

• The likes and dislikes of each channel member’s customers.

• The product lines and assortment each one carries.

• When each member sees salespeople.• Each member’s distribution, promotional,

and pricing policies.• What and how much of a product each has

purchased in the past.

KNOWLEDGE OF TECHNOLOGY

• 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.

Several reasons to train salespeople to use a PC are:

• Increases number and quality of sales calls.

• Improves speed and accuracy in finishing and sending reports and orders to the

company.

• Helps develop more effective proposals and persuasive presentations.

Several reasons to train salespeople to use a PC are: continued

Computers are at the heart of salespeople’s ability to provide top-quality customer service by receiving and sending out information efficiently.

Technology not only helps salespeople increase their productivity but also allows them to gather and access information more efficiently.

SALES AND CUSTOMER SERVICE

ENHANCEMENT

Contact Management – A listing of all the customers contacts a salesperson makes in the course of conducting business.

PERSONAL PRODUCTIVITY

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.

Geographic Information Systems – Allows salespeople to view and manipulate customer and prospect information on an electronic map.

PERSONAL PRODUCTIVITY continued

Computer-Based Presentations – The computer can be a powerful presentation tool.

COMMUNICATIONS WITH CUSTOMERS

AND EMPLOYER

Today's most popular sales force automation systems involve:

• Word processing.

• Electronic mail.

• Fax capabilities and support.

CUSTOMER ORDER PROCESSING AND

SERVICE SUPPORT

The process of obtaining, generating, and completing an order is much more complicated than it may seem.

Salespeople’s Mobile Offices

Salespeople have begun installing small offices directly into vehicles such as minivans.

E-COMMERCE AND THE SALES FORCE

An Internet site can be a help to salespeople in servicing and selling customers.

•Builds customer loyalty.

• Saves customers money.

• Speeds the sales process.

• Improves relationships.

• Lowers sales costs.

GLOBAL TECHNOLOGY

The ability to access information anywhere is a valuable asset.

SALES SKILLS DEVELOPMENT

Involves two key elements:

1. Persuasive communications.

2. The selling process.

•Talking about product benefits to the prospect rather than the product’s

features and advantages.

• Nonverbal body language – learning to recognize a buyer’s nonverbal signs and

how to send out positive nonverbal body signals.

• Questioning or probing skills and courses in listening.

• Using visual aids, drama, and demonstrations in the sales presentation.

Several main persuasive communication skills are:

THE SELLING PROCESS

Most sales trainers believe logical, sequential steps do exist that, if followed, can greatly improve the chance of making a sale.

FIGURE 11.2 THE SALES PROCESS

P ro sp ec ting

P reap p ro ach (P rec all P lann ing )

A p p ro ach

P resentatio n

P artic ip atio n D em o nstratio n D ram atiz atio n

P ersuasive C om m un icatio n P ro o f V isualiz ation

T rial C lo se

D eterm in e O b jection s

M eet O b jec tio ns

T rial C lo se

C lo se

F o llow -up and Serv ic e

Salespeople can ask themselves three questions to determine if an individual or organization is a qualified prospect:

1. Does the prospect have the money to buy?

2. Does the prospect have the authority to buy?

3. Does the prospect have the desire to buy?

• Cold canvassing • Public exhibitions and demonstrations

• Endless chain – customer referral • Center of influence

• Orphaned customers • Direct mail

• Sales lead clubs • Telephone and telemarketing

• Prospect lists • Observation

• Get published • Networking

TABLE 11.2 POPULAR PROSPECTING METHODS

Referrals are Popular

1. Leads2. Referrals3. Orphans4. Customers

The prospect pool is a group of names gathered from various sources. The prospect pool is usually created from four main sources:

FIGURE 11.3 THE PROSPECT POOL

L eads

O rphans

Cus

tom

ers R

eferrals

P rospect P oo l

PREAPPROACH IS PRECALL PLANNING

During the preapproach, the salesperson investigates the prospect in greater depth and plans the sales call.

Reasons for planning the sales call:

• Helps build a salesperson’s self-confidence.

• Develops an atmosphere of goodwill and trust with the buyer.

• Helps create an image of professionalism.

• Increases sales because people are prepared.

FIGURE 11.4 STEPS IN PLANNING THE SALES CALL

D eterm ination o f C all O b jectives

D evelop m ent o f C ustom er P rofi le

D eterm ination o f C ustom er B enefi ts

D eterm ination o f Sales P resentation

Developing a Customer Benefit Plan

Step One: Select the features, advantages, and benefits of the product to present.

Step Two: Develop the marketing plan.

Step Three: Develop a business proposition.

Step Four: Develop a suggested purchase order.

The sales opener, or approach, is the first major part of the sales presentation.

The first impression is critical to success.

THE APPROACH – OPENING THE SALES PRESENTATION

• Introductory approach.

• Product approach.

• Customer benefit approach.

• Curiosity approach.

Approach Techniques are Numerous

FIGURE 11.5 THE SALESPERSON’S PRESENTATION MIX IS TYPICALLY DEVELOPED BY SALES MANAGERS AND TRAINERS

Persuasive Communication

Dramatization

Demonstration

Visual Aids

Proof

Participation

Salesperson

The Sales Presentation

Mix

This method assumes that the prospect’s needs can be stimulated by exposure to the product or already have been stimulated because the prospect has sought out the product.

Stimulus-Response Method

Some of the method’s 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.

The salesperson may use a structured series of steps such as the AIDA approach.

Formula Method

Attention

Interest

Desire

Action

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.

THE TRIAL CLOSE

Salespeople may at any time use a trial close like one of these:

• How does that sound to you?

• What color do you prefer?

• If you bought this, where would you use it in your business?

• Are these features what you are looking for?

The trial close involves checking the prospect’s attitude toward the sales presentation.

OBJECTIONS ARE SALESPEOPLE’S

FRIENDS

An objection is opposition or resistance to information or a request.

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.

Techniques for Meeting Questions:

• Postponing objections

• Boomerang

• Asking questions

THE CLOSE

Closing is the process of helping people make a beneficial decision.

Closing Techniques

• The compliment

• The summary

• Minor decision

• Assumptive

RESEARCH REINFORCES

CHAPTER’S 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.

RESEARCH REINFORCES

CHAPTER’S SALES SUCCESS

STRATEGIES

4. Recognize and handle negative customer attitudes promptly and directly.

5. Use a benefit summary and an action plan requiring commitment when closing.

continued

ADAPTING TO GLOBAL

MARKETS

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.

Five rules for successful selling abroad:

THE BOTTOM LINE

Sales training is now defined as part of a salesperson’s overall educational experience.

Training can be divided into two categories: operational and behavioral.

Companies are using and teaching technology more frequently than ever.

Sales skills development includes two key elements: persuasive communications and the selling process.

The selling process is usually seen as a series of steps.

The close is the last step in the actual selling process.