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AFTER THE SALE: BUILDING LONG-TERM RELATIONSHIPS

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Presentation on theme: "AFTER THE SALE: BUILDING LONG-TERM RELATIONSHIPS"— Presentation transcript:

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2 AFTER THE SALE: BUILDING LONG-TERM RELATIONSHIPS
chapter 14 AFTER THE SALE: BUILDING LONG-TERM RELATIONSHIPS SOME QUESTIONS ANSWERED IN THIS CHAPTER ARE: How important is service after the sale? How should salespeople stay in contact with customers? Which sales strategies stimulate repeat sales and new business in current accounts? Which techniques are important to use when handling complaints? Page 360 14-2 McGraw-Hill/Irwin

3 “Each customer expected me to act as if he or her were my only customer.”
~Susan Denny Cisco Page 361 14-3 McGraw-Hill/Irwin

4 The Value of Customers For most salespeople, sales increases from year to year are due to increasing the revenue from ________ accounts. Customers are the primary revenue source for companies. Page 362 14-4 McGraw-Hill/Irwin

5 Selected Expenses for a Small Law Firm Over a 20-Year Period
Page 362 14-5 McGraw-Hill/Irwin

6 Stages of Partnerships
Page 363 14-6 McGraw-Hill/Irwin

7 Exploration Set the right expectations Monitor ordering processing
Ensure ________ initial use of the product or service Pages 14-7 McGraw-Hill/Irwin

8 Follow Up Call to say thank-you and to check whether the product is working appropriately Stay in touch to monitor changing needs or possible problems Follow-up with satisfied customers to promote opportunities for securing references Regular follow-up can be accomplished via: Personal visit Telephone and regular mail Follow-up signals the salesperson is dependable and customer-oriented Pages 14-8 McGraw-Hill/Irwin

9 Handle Customer Complaints
Critical to developing goodwill and maintaining partnerships Encourage buyers to tell their story Determine the facts Offer a solution What is the dollar value of the claim? How often has this customer made claims? How will the action taken affect other customers? Follow through with action Achieve customer satisfaction Page 14-9 McGraw-Hill/Irwin

10 Handling Rude or Irate Customers
Follow the golden rule ________ you listened Don’t justify, excuse, or blame others Do the hard things first Call back if the customer hangs up Give the customer someone else to call, but only in case you are not available Page 368 14-10 McGraw-Hill/Irwin

11 Generating repeat orders
Expansion Generating repeat orders Be present at buying time Catalogs and specialty advertising items Help to service the product Establish a good relationships with service personnel Provide expert guidance Provide special assistance Pages 14-11 McGraw-Hill/Irwin

12 Expansion (continued)
Upgrading Also called ________, is convincing the customer to use a higher-quality product or a newer product Full-line selling Selling the entire line of associated products _______-selling Similar to full-line selling except the additional products sold are not directly associated with the initial products Pages 14-12 McGraw-Hill/Irwin

13 Seven Tips for Effective Cross-Selling
Product knowledge Cross-selling skills Incentives Reasonable quotas or goals Results tracking Timing Performance appraisals Page 376 14-13 McGraw-Hill/Irwin

14 Commitment – Examples of Supplier Criteria
Hard savings Payment terms, such as cash discounts Improve process Cycle time reduction Inventory management Vendor inventory management Quality and innovation Variable reduction Supply chain management Optimal packaging Page 377 14-14 McGraw-Hill/Irwin

15 Commitment – Examples of Supplier Criteria
Soft savings Commercial Global initiatives New markets Improve process Improve safety or environmental procedures Quality and innovation Training Supply chain management Bar coding Page 377 14-15 McGraw-Hill/Irwin

16 Commitment (continued)
Securing commitment to a partnership Commitment must be complete Communication Corporate culture Corporate culture consists of the values and beliefs held by senior management. Pages 14-16 McGraw-Hill/Irwin

17 Direct Communication Between Partners
Page 380 14-17 McGraw-Hill/Irwin

18 Direct Communication Between Partners (continued)
Page 380 14-18 McGraw-Hill/Irwin

19 The Salesperson as a Change Agent
Champions Positioning change Determining the necessary resources Developing a time-based strategy Pages Change agent Person who is a cause of change in an organization. 14-19 McGraw-Hill/Irwin

20 Change and Resistance to Change
Page 381 14-20 McGraw-Hill/Irwin

21 Dissolution Limited personal relationships
Failing to monitor competitor actions Failing to monitor the industry Falling into ________ Conflict Pages 14-21 McGraw-Hill/Irwin

22 Repairing Damage to Trust in a Conflict
Observe and acknowledge what has happened Allow your feelings to surface, but take _________ for your actions Gain support Put the experience in the larger context to affirm your commitment to the relationship Shift the focus from assigning blame to problem solving Implement the solution Let go and move on Page 386 14-22 McGraw-Hill/Irwin

23 Summary Developing partnerships has become increasingly important for salespeople and their firms. Many specific activities are necessary to ensure customer satisfaction and to develop a partnering relationship. The best opportunities to develop goodwill are usually provided by the proper handling of customer complaints. The appropriate solution depends on many factors. It is important that both organizations commit to the relationship from top to bottom. Sometimes relationships break up. Pages 14-23 McGraw-Hill/Irwin


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