Selling (for non-salespeople)

SELLING.
Janice Fraser
janice@twotopLabs.com
Haas Graduate School of Business
March 19, 2010

People buy because they believe that you
understand them and trust that your
recommendations will be in their best interest.

(c) 2010 janice fraser
janice@twotopLABS.com 2

HOW HUMANS BUY
Jane identifies a problem (or several)
and wants to solve it.

She explores as many options
as possible...too many options!

Eventually she turns a corner and starts to
dump options. She wants to understand
and feel confident.

She will only buy when she’s confident that she
understands, and when she trusts the solution will
meet her needs.

UNDERSTAND THE NEED
+ Ask more questions
+ Spend more time listening
+ Make fewer assumptions
+ Understand the customer’s reasons for buying (“Why?”)
It’s a conversation, not a presentation.

Less-successful salespeople

- Do most of the talking
- Give more product information
- Submit proposals earlier

ASK QUESTIONS
IN A CERTAIN ORDER


A customer sends an RFP. They have an approach
RFP in mind, and are focused on a speciﬁc thing to be
changed.

Figure out why.
Why is this project important?
Why spend your money on this? Why now?

1. You’ll hear about lots of problems.
2. Listen for NEEDS.
3. Write them down!


NEEDS.
A NEED is an expressed desire to solve a problem. You can
recognize a need when you hear the words:

wish need

looking for want

interested in would like

Each buyer will make a decision when they perceive that you
have met their top three needs, so write them down!


HERE’S WHAT IT LOOKS LIKE
What companies
The customer comes they’re talking to
at you with a range of
problems and
assumptions about the
solution, approach, and What approaches
you. It’s messy. they want to use

What solutions they
expect to get

BACK UP, SORT OUT NEEDS.


BACK UP, SORT OUT NEEDS.
“What I really want...”
“This thing is a nightmare.”


1.
2. Is that about Yep. You
3. right? sure do
: ) understand.

: )


“PROGRESSIVE
AGREEMENT”
+Ask for clarification until you understand.
+Reflect their situation back to them.
+List top three needs.
+Confirm with closed-ended questions “Is that accurate?”


“PROGRESSIVE
COMMITMENT”
Every time they ask you for something,
you must ask for something in return.

+an introduction to another buyer
+sample documents
+set up the next meeting
+etc


EXPLORE OPTIONS

+ Help buyers understand options
+ Inﬂuence buyers’ perception of your product by
referring back to the three needs

- Describe solutions
- Make a “pitch”

MOVE FORWARD ON
TWO TRACKS
NEEDS

Impact
Reframe the problem
Match needs to products Value
Price


Address needs when the buyer trusts that
you understand.

You even
helped me
understand it
better

: )
Both of you are
increasing conﬁdence,
trust and understanding.


ELIMINATE OPTIONS

+ Welcome objections & concerns
+ Use objections to further clarify the customer’s
deeper motives for buying

- Try to avoid or divert the
customer away from objections
- Become anxious


TRUST BELIEVE UNDERSTAND

• No faking

• No hyperbole

• No persuading


BUYERS


BUYERS

Financial Sponsor
Has the authority to redirect the budget
Is your advocate inside the organization.
to another problem. Can answer impact
Willing to make key introductions. Can be
and value questions. Often appears late in
either user or ﬁnancial buyer.
the sales process.

Detail
User Has the power to kill the deal on a
The person/people who will use the technicality. Could be IT, legal,
product. Often the person who “has the procurement, Financial Buyer, or any
budget”. Usually involved in developing number of other people. Can remain
the approach. hidden throughout the sale unless you
work to identify them.


WHAT DO THE BUYERS CARE
ABOUT?
• Financial buyer:

• User buyer:

• Sponsor buyer:

• Detail buyer:


FRUSTRATING BUT TRUE
• If a sale goes wrong at the end, it’s usually because you missed
something at the beginning.

• An objection = an unidentiﬁed or unmet need. It is a request for
more information.

• Jumping to a solution prevents the customer from going through
their process. It doesn’t work.

• Every buyer has their own NEEDS.

• Any time a new person shows up late in the buying process, it’s
probably the ﬁnancial buyer.

• For them, this is the FIRST sales call.

MAINTAINING THE
BALANCE OF POWER


• Get progressive commitment.

• Every sales call is a transaction.

• You run the process.


SALESPERSON’S BILL OF RIGHTS
• You have the right to kill the deal.

• You have the right to be treated with respect in every interaction.

• You have the right to meet any person who will affect the buying
decision.

• You have the right to tell the truth.

• You have the right to ask questions until you understand.

• You have the right to ask the prospect to do things for you throughout
the sale as an expression of their growing commitment.

• You have the right to say no to free consulting.

PROSPECT’S BILL OF RIGHTS
• You have the right to kill the deal.
• You have the right to be treated with respect in every interaction.
• You have the right to thoughtful conversations that examine your needs and challenge
your assumptions.

• You have the right to sales meetings free from persuasive rhetoric and competitive
posturing.

• You have the right to a product or service that fits your needs.
• You have the right to great value for price.
• You have the right to prompt notification if the [selling company] is not the best fit for
your needs.

• You have the right to expect more value from [selling company] than from any other
potential partner.

THANK YOU!

JANICE FRASER
JANICE@TWOTOPLABS.COM


Selling (for non-salespeople)

Recommandé

Recommandé

Contenu connexe

Plus de Janice Fraser

Plus de Janice Fraser (20)

Dernier

Dernier (20)

Selling (for non-salespeople)

Notes de l'éditeur