Jul 7, 2016

POSITIVE INFLUNCES OF SALE


HOW THE SALESPERSON POSITIVELY INFLUENCES THE SALE?

Ability to sell first.

Taking the long view and controlling the account, and thereby, the order throughout the entire project development and decision process.

Identify the decision makers early.

Determinedly and persistently stay close to the decision makers.

Developing rapport and relationship with all the decision makers, influencers and all the concerned departments.

Demonstrating you know what the customer needs and wants.

Knowing more about the job than the customer.

WHAT STRONG SALES PEOPLE DO?

They sell more. This is so obvious it often missed or forgotten. Sales people either get the order or they don’t. Winning sales people get the orders more often than not. They do not need or use any good, legitimate, real, touching offered to explain poor performance.

They listen more than talk. They discipline themselves to be quiet.

They ask questions more than they tell.

They only call on qualified buyers.

They only call on decision makers. They do not deliberately or unconsciously, sell at lower levels where decisions are not made, and where rejections usually do not takes place. They build in-depth account relationships particularly at the highest possible levels in the company.

They go for substantial closes and high potential development accounts. And they know that the selling process is the same regardless of the size of the sale..

They make more quality sales calls than their colleagues. (see the sales call). They may not make more sales calls, but they make more quality sales calls. It is rare that the great salespersons makes a call on someone who is not qualified decision maker.

They have a pre-planned written sales objective for every sales call.

They have pre-planned written questions prepared for every sales call.

They practice selling. They practice asking questions, smiling, answering objections and everything else. Only 5% of sales people practice.

They sell before business hours, during lunch and on Saturday afternoons….always with appointments.

They set monthly, weekly and daily goals. They set their sales goal based on annual income annual target goals. They also set quotas for activities that leads t to sales, such as prospecting.

They prepare a monthly sales plan that details the target account, decision makers, and precise sales objectives.

They spend more time in planning their sales calls than they do actually selling. It is not unusual for a great salesperson to spend one hour planning a 15 minute sales call.

They plan their work, and work their plan.

They always ask for something on every sales call. They either ask for order , or they ask for a commitment for something that will lead to an order. Note: 90% of sales people never ask for an order and never try for a commitment.

They sell benefits not products, features or technology. They sell cost reduction, not particular component. They sell holes not drills. They constantly work on improving their inventory of benefits for each of their products.

They are always listening to tapes on selling, reading books on selling, going to seminars and comparing notes with other good sales people.

The winning salespeople do not stay in the office. Their office is their car: their desk is their briefcase.

Effective sales people don’t play to the home office. They don’t do the marketing department's job, and they don’t send lot of memos. They just sell.

SALES PEOPLE DON’T SELL WHY?

An irony of selling is that the act of closing the sale is easier than many sales people think. Understanding that closing is easier than is generally thought is the first step in becoming a better closer … to improve one’s batting average.

Understanding the various reasons why salespeople don’t close is also a prerequisite to improvement. What we understand we can fix. Each of the following barriers to closing can be overcome with proper training, correct communication and good attitude. Following are the few common examples that sales people do.

Not asking for the order: - Salespeople may not know how to ask, they may be timid, or feel it is unworthy to them to ask.

Not listening: Talking too much.

FEAR OF REJECTION:

Many salespeople hate rejection. No one likes to here ‘NO’. But fear of rejection is normal. Knowing that you and every other sales person experiences this feeling, is psychologically helpful. It doesn’t matter if you here fear of rejection. You still have to ask.

FEAR OF BUYER CRITICISM:

So what if you fear a buyer’s criticism. Ask anyway.

NOT PROBING FOR OBJECTIONS:

If you do not uncover and handle all true hidden objections, you will not close. When the great salesperson sees the customer frowning, with arms folded, he stops. The salesperson stops his presentation and says: I can see that something is bothering you. What is it?

Not knowing how to close?

Not knowing how to build agreements during the sales call.

SEE CLOSING AS HAPPENING AT THE END OF THE SALES CALL:

You should attempt to close after handling any important objection regardless of when it occurs during the sales call. Some time a customer has done prior investigation and asks his most important question early. If satisfactorily answered, it is important to ask, ‘If that answers your question, how would we like to proceed?’

See customer hesitation as a negative: - Some salespeople ask a question, and cannot wait for the customer to respond. They think the customer has misgivings, and they verbally jump back in. The key is to wait, let the customer think, and listen to his response.

Can’t handle objections.

Not truly believing in the product.

Not truly believing in the price of the product: - Salespeople have to first learn how and how much their products benefits their customers before they can skillfully and consistently sell.

Not able to recognize buy signals.

Not knowing how to keep the account closed.








































































































































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