11 Selling Today Creating the Consultative Sales Presentation CHAPTER 10th Edition CHAPTER Manning and Reece 11 Creating the Consultative Sales Presentation

Learning Objectives Describe the characteristics of the consultative sales presentation Explain how to determine the prospect’s needs Discuss the use of questions to determine needs Select products that match customer needs List and describe three types of need-satisfaction presentation strategies Present general guidelines for creating value-added presentations

Six-Step Presentation Plan Approach (Chapter 10) Presentation Demonstration Negotiation Close Servicing the Sale 

Strategic Planning Leads to Actions

Strategic Planning FIGURE 11.2

Four-Part Consultative Sales Presentation Guide FIGURE 11.3

Need Discovery FIGURE 11.4

Value of Questioning “The effective use of questions to achieve need identification and need satisfaction is the single greatest challenge facing most professional salespeople. The types of questions you ask, the timing of those questions, and how you pose them greatly impacts your ability to create customer value.”

Types of Questions Survey Probing Confirmation Need-satisfaction

Survey Questions Information gathering questions designed to obtain this knowledge General survey questions Specific survey questions Not to be used for factual information one could acquire from other sources prior to the sales call

Discussion Questions What sort of factual information should you research and understand about the customer’s company before meeting with him/her? From what sources could you derive this information? For suggestions, see Monster.com.

Need Discovery Worksheet Strategically prepare tentative questions before making the sales call Prepare open and closed questions “Tell me a little bit about your investment portfolio?” (open/general survey) “What are your major concerns when managing your financial affairs?” (open/specific survey) See Table 11.2 in the text

Probing Questions Help to uncover and clarify the prospect’s buying problem and circumstances Are referred to as implication or pain questions and used more frequently in large, complex sales Help the salesperson and customer gain a mutual understanding of why a problem is important

Using Probing Questions Probing questions can help a customer realize how a problem (high employee turnover) can have other consequences (undertrained staff, lower customer satisfaction, and less revenue), building more value for the salesperson’s offering (on-site training). What are some questions you could ask to discover the full extent of the following problems? High employee turnover • Slow turnaround Outdated technology • High costs

Confirmation Questions Verify accuracy and assure a mutual understanding of information exchanged Summary-confirmation questions Buying conditions are those qualifications that must be available or fulfilled before the sale can be closed

Need-Satisfaction Questions Designed to move the sales process toward commitment and action Focus on specific benefits Are powerful because they build desire for the solution and give ownership of the solution to the prospect

Listening and Acknowledging Develop active listening skills Focus your full attention Paraphrase the customer’s meaning Take notes

Develop Your Active Listening You can develop your active listening skills Try the suggestions on the following Websites studygs.net iamnext.com mindtools.com

Selecting Solutions that Add Value FIGURE 11.5

Match Specific Benefits with Buying Motives Buying based on need-fulfillment Buyers seek cluster of satisfactions Focus on benefits related to each dimension of value

Configure a Solution Most salespeople have variety of products Package solution from your array of products

Appropriate Recommendations: Three Alternatives Recommend solution: customer buys immediately Recommend solution: salesperson makes need-satisfaction presentation Recommend another source

Need Satisfaction: Selecting Presentation Strategy FIGURE 11.6

Informative Presentation Strategy Emphasizes facts Commonly used to introduce new products and services Stress clarity, simplicity, and directness Less is more—beware of information overload

Persuasive Presentation Strategy To influence the prospect’s beliefs, attitudes, or behavior and to encourage buyer action Used when a need is identified Subtle seller transition from rational to emotional appeals Requires training and experience to be effective

Reminder Presentation Strategy Also known as “reinforcement presentations” Maintains product awareness Good when working with repeat customers Sometimes a dimension of service after the sale

Developing Persuasive Presentations that Create Value Emphasize relationship Sell benefits, obtain customer reactions Minimize negative impact of change Strongest appeal at start or end Target emotional links Use metaphors, stories, testimonials

General Guidelines for Value-Added Presentations Demonstration adds strength Plan negotiating and closing methods Plan customer service to add value Keep presentation simple, concise

Time Used by Salesperson FIGURE 11.7

Review of Strategies

Transactional Buyers Primarily interested in price and convenience May have already done research, used Internet to gather product information Most understand what they need and when they need it Focus on price and delivery