10-1 For the Salesperson What Is the Approach?  The time from when the salesperson first sees the buyer to the beginning of the discussion of the product.

10-2 The Approach Could last seconds or minutes involving:  Meeting  Greeting  Rapport Building  One of the approach communication techniques discussed in this chapter

10-3 Caution Salespeople  Take the approach seriously  Some feel this is the most important step in helping someone  If unsuccessful, you may never have opportunity to move into presentation  If you can not tell your story how will you make the sale?  The approach is extremely important

10-4 The Approach Step of the Sales Presentation  Is over when you begin discussing the product itself

10-5 The Right to Approach  You have to prove you are worthy of the prospect’s time and serious attention by:  Exhibiting specific product or business knowledge  Expressing a sincere desire to solve a buyer’s problem and satisfy a need  Stating or implying that your product will save money or increase the firm’s profit margin  Displaying a service attitude

10-6 The Approach—Opening the Sales Presentation  A buyer’s reactions to the salesperson in the early minutes of the presentation are critical to a successful sale  Your attitude during the approach  Common for salesperson to experience tension in various forms when contacting a prospect  Be confident – you have prepared well!

10-7 The First Impression You Make Is Critical to Success  Your first impression is projected by  Appearance  Attitude  You only have one chance to make a favorable first impression

10-8 Exhibit 10-4: Five Ways to Remember Prospect’s Name 1. Be sure to hear the person’s name and use it: “It’s good to meet you, Mr. Firestone.” 2. Spell it out in your mind, or if it is an unusual name, ask the person to spell the name. 3. Relate the name to something you are familiar with, such as relating the name Firestone to Firestone automobile tires or a hot rock. 4. Use the name in conversation. 5. Repeat the name at the end of the conversation, such as “Goodbye, Mr. Firestone.”

10-9 To Make a Favorable Impression  Wear business clothes that are suitable and fairly conservative  Be neat in dress and grooming  Refrain from smoking, chewing gum, or drinking in your prospect’s office  Keep an erect posture  Leave all unnecessary materials outside the office  If possible, sit down

10-10 To Make a Favorable Impression cont…  Be enthusiastic and positive toward the interview  Smile!  Do not apologize for taking the prospect’s time  Do not imply that you were just passing by  Maintain eye contact  If the prospect offers to shake hands, do so with a firm, positive grip while maintaining eye contact  Learn how to pronounce the prospect’s name correctly

10-11 Approach Categories  Opening with a statement  Opening with a demonstration  Opening with a question or questions

10-12 Exhibit 10-5: Approach Techniques for Sales Presentation Methods

10-13 Objectives of Both Statement and Demonstration Approach Techniques  Attention  Interest  Transition

10-14 Objectives Of Using Question Approach Techniques  Uncover needs and problems  Fulfill needs  Solve problems  Have prospect tell you about  Needs  Problems  Intention to do something about them

10-15 Exhibit 10-6: Approach Techniques for Opening the Presentation

10-16 Opening With Statements  Introductory approach  Complimentary approach  Referral approach  Premium approach

10-17 Demonstration Openings  Product approach  Showmanship approach

10-18 Opening With Questions  Most common openers  Customer benefit approach  Curiosity approach  Opinion approach  Shock approach

10-19 Multiple Question Approach  Situation  Problem  Implication  Need-payoff questions  Remember product not mentioned in SPIN!

10-20 Electric Motors, Inc. Producer of heavy-duty electric motors.

10-21 SWOT Analysis  5% greater efficiency.  Requires less maintenance.  Will last 20 vs. 15 years Strengths  Costs 25% more.  Costs 10% more to install. Weaknesses

10-22 Electric Motors, Inc. Situation:  How many motors do you currently have operating?  200  How often do your maintenance people service the motors?  Every month.  How many people are on your maintenance crew?  50  What is the lifespan of your current motor?  15 years

10-23 Electric Motors, Inc. Problem:  Have maintenance costs gone up as wages have risen?  Yes!  Have operating costs gone up as electricity prices have risen?  Wow! Have they ever!  I’ll bet it’s expensive to replace these every 15 years – in installation expenses - right?  Yes

10-24 Electric Motors, Inc. Implication:  You’re spending a lot on electricity – have you considered trying to find a more efficient motor?  Yes, but they’re expensive compared to our current motor.  Yes, but what if these motors have lower maintenance?  Hmm, could be. But most are more expensive to install.  But what about the increase in lifespan of the motors?  Oh, I guess I was always concerned with up-front cost – I didn’t think about longer-term savings.

10-25 Electric Motors, Inc. Need-payoff:  If I’m understanding you correctly, what you need is a solution that will save you money – either from a lower purchase price, or one that will save you money over the life of the motor – is that right?  Yes, I guess that’s true.  And that’s easier and cheaper to maintain?  Yes.  Maybe one that requires so little maintenance that you could send some of your maintenance people to other departments?  Yes, I’d be a real hero around here!

10-26 Electric Motors, Inc. Lead in to Presentation:  I’d like to show you the specs on the Elmo I think you’re going to be pleased with the money you’ll save over the life of this motor!  Would that be of interest to you?

10-27 Super Service Contract, Inc. Provider of maintenance services.

10-28 SWOT Analysis  On call 24/7/365.  Reps trained by us.  Factory parts – meeting all specs, and 100% in stock.  Equip only 10 years of 20 year lifespan, but maintenance is more expensive with time. Strengths  Contract costs $10,000 per year.  Factory parts 10% more than generics.  Equipment usually reliable.  New equipment coming down in price. Weaknesses

10-29 Super Service Contract, Inc. Situation:  How many of your staff currently maintain equipment?  10 full time staff  Do they receive training on this type of equipment?  When they start – sort of spotty after that; mostly in- house.  How often does the equipment get serviced?  About twice a year unless there are problems.

10-30 Super Service Contract, Inc. Problem:  Has the frequency of down-time been pretty consistent?  It’s broken down twice this year – before it was about once a year.  Has your staff been able to handle repairs?  Yes, except when the frammeter blew a modulator, then we had to special order parts.  When do breakdowns generally happen?  Ha! Sunday night at about 9:00PM when the system kicks back in to get the building heated up for Monday morning.

10-31 Super Service Contract, Inc. Implication:  Whew! Does that cost a lot of overtime?  I’ll say!  Do you have the spare parts you need in those cases?  Sometimes – usually just the small parts.  What happens if the building doesn’t get warmed up by Monday morning?  The tenants, and my boss, are pretty annoyed.

10-32 Super Service Contract, Inc. Need-payoff:  If I’m understanding you correctly, the equipment has begun to require more maintenance, which has increased operating costs. Is that correct?  Yes.  So if I can show you how to save money on maintenance – and how to keep the tenants, and your boss, warm on Mondays – that would be of interest?  Yeah, I guess it would!  And would it also be nice to increase effective useful life of the equipment 3 to 5 years?  Yes, that would definitely make my boss happy!

10-33 Super Service Contract, Inc. Lead in to Presentation:  Would it be of interest to you to see how our service contract can accomplish these goals?