Part II
SALES FORCE ACTIVITIES
Chapter 5:
Customer
Interaction
Management
Improvi ng Your
Cha nce s of Suc ces s
1. Build awareness
2. Get on the short list
3. Demonstrate how your proposal
meets company needs
4. Directly address decision maker’s
personal needs
5. Be prepared for “buyer remorse”
Personal Sel ling
The Selling Process
PRE- POST-
INTERACTION INTERACTION INTERACTION
Skills: Skills: Skills:
Setting Objectives Relating Supporting
Knowledge Need discovery Implementing
Management Advocating Dealing with
Information Closing dissatisfaction
Gathering Enhancing the
Rehearsal relationship
Cus tomer Interacti on
Pre-Call Planning
What do I want to accomplish?
What do I know about the prospect?
Where can I find the information?
What am I going to say?
Customer Interaction
What is the size of the business?
What product lines do they sell and what markets do they serve?
Where, how, when, why, and by whom will the products be used?
Who are the prominent executives and other key personnel?
Who are their competitors and on what basis do they compete?
Do they have any previous experience with our company?
What are the prospects for future sales volume and what is the
upside potential?
Figure 5-2: Some Important Pre-transactional Information
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Anticipate Buyer Questions
2. What are you selling?
3. Why do I need it?
4. Who is your company?
5. How much will it cost?
6. Who else is using it? Are they satisfied?
7. What kind of person are you?
8. How does your solution compare to alternatives?
9. Is price competitive?
10. Why do I need it now?
11. Your record for support & service?
Customer Interaction
Pharmaceutical Reps Run the Gauntlet
If 100 sales
reps call on
a
physician…
100 85 57 20 8
8 reps speak
to physician
and are
remembered
…15 depart …37 drop off …12 speak to
…28 drop off
office before samples at physician but
samples at
reaching samples closet are not
receptionist’
receptionist’s remembered
s desk
desk later
Other reps Physician Physician Poor
waiting unavailabl unavailable communicati
Restricted e Harried on
access signs physician Harried
physician
Message not
memorable
Customer Interaction
Successful Salespeople Less Successful
Salespeople
Research prospect
background Do little background
research
Use referrals for prospecting
Use company generated
prospect lists
Open by asking questions
Open with a product
Use needs-satisfaction type statement
presentation
Use standard presentations
Focus on customer needs
Focus on product benefits
Let prospect make purchase
decision Close by focusing on the
most important customer
objection
Figure 5-3: Successful Versus Less Successful Salespeople
Cus tomer Interacti on
Means of Reducing Relationship Anxiety
PROPRIETY Show buyer respect; dress appropriately
Know your product/service;
COMPETENCE
third-party references
COMMONALITY Common interests, views, acquaintances
Reveal purpose of call, process, and
INTENT
payoff to the buyer
Cus tomer Interacti on
Task Motives
PRODUCTIVITY MONEY
More Output
Less Cost
or Quality
Less Effort More Profit
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Personal Motives
Respect Power
Approval Recognition
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Needs Discovery: Types of Questions
3. Permission Close-ended
4. Fact-finding Factual information
5. Feeling finding Open-ended questions
6. Checking questions Confirm understanding
Customer Interaction
TRANSACTIONAL CONSULTATIVE AND
RELATIONSHIPS ENTERPRISE RELATIONSHIPS
Practices: Practices:
Focuses on closing sales Focuses on customer’s bottom line
Limited call planning investment Considers call planning a top priority
Spends most contact time telling Spends most contact time attempting to
account about products build a problem-solving environment
Conducts “product-specific” needs Conducts discovery in the full scope of
assessment the account’s operations
“Lone wolf” approach to the account Team approach to the account
Proposals and presentations based on Proposals and presentations based on
pricing and product features profit-impact and on strategic benefits.
Sales follow-up is short-term, focused Sales follow-up is long-term, focused
on product delivery on long-term relationship enhancement
Figure 5-6: Key Differences in Practices Between Relationships
Cus tomer Interacti on
Sales Proposals – General Format
Problem Analysis
Solution
Product Specifications
Cost-benefit Analysis
Contract
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Handling Concerns
Listen to the buyers feelings
Share concerns without judgment
Clarify real issue with questions
Problem-solve present options and solutions
Ask for ACTION to determine commitmen
Cus tomer Interacti on
Pseudo-Concerns
“I’ll have to talk it over with Frank.”
“I’ll get back to you.”
“I’m too busy right now.”
“Our budget is tight this year.”
“We have no room to store it.”
Cust omer Interacti on
Closing Techniques
IMPORTANCE BY PRODUCT
Selling
Technique Industrial Consumer
Ask for the order in a straight-
Direct forward manner
1 1
Summarize the benefits already
Summary covered in the presentation
2 2
Single Asks for the order if last
obstacle is overcome
3 4
Objection
Assume readiness to buy and
Assumption focus on the transaction details
4 2
Choice Focus on version to be ordered 5 5
Customer Interaction
31% Most Profitable Return
Top 3 Rankings for Growth
Rated Very Important to Growth
63%
11%
16%
8%
3%
32%
87% 22% 26% 34%
62% 59% 58% 49%
Quality of Product Information Advertising Development
service to improvement technology and sales of entirely
customers s or promotion new product
extensions lines
Figure 5-7 : The Role of Customer Service
Customer Interaction
Sales Support
Support Manage
Deal Enhance
the the
with the
Buying implementatio
dissatisfaction Relationship
Decision n
Figure 5-8: Servicing the Sale: The Four Pillars of Sales
Support
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Pillars of Sales Support
Support Buying Decision Reduce buyer anxiety
Make a follow-up call
Ask for feedback
Manage the Implementation
Assist w/ approval process
Introduce support resources
Monitor & report progress
Cus tomer Interacti on
Pillars of Sales Support
Deal with Dissatisfaction Empathize with the buyer
Respond to problems –
use objection handling
techniques
Anticipate buyer concerns
and expectations
Reinforce the Benefits
Cus tomer Interacti on
Pillars of Sales Support
Enhance the Relationship
Be available Be a resource for info,
help and ideas
Arrange continued
personal Grow the business internally
communications
Ask for referrals
Maintain quality of
products/services
Provide ongoing updates
and progress reports
Customer Interaction
Ways to Anger Customers
Constant Selling
Neglecting Customer Problems
Talking Too Much
Stretching the Truth
No Thank-Yous
