InnoValor > Ruud Kosman > AI & Customer Interaction > DigitalWe
Ch05 - Customer Interaction Management
-
Upload
api-3706464 -
Category
Documents
-
view
276 -
download
4
description
Transcript of Ch05 - Customer Interaction Management
Part IIPart II
SALES FORCE ACTIVITIESSALES FORCE ACTIVITIESPart IIPart II
SALES FORCE ACTIVITIESSALES FORCE ACTIVITIES
Chapter 5:Chapter 5:
Customer Customer Interaction Interaction ManagementManagement
Improving Your Improving Your Chances of SuccessChances of Success
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 SellingPersonal Selling
The Selling ProcessThe Selling Process
PRE-PRE-INTERACTIONINTERACTION INTERACTIONINTERACTION
POST-POST-INTERACTIONINTERACTION
Skills:Skills: Skills:Skills: Skills:Skills: Pre-Call Planning Relating
Need discovery Advocating Closing
Supporting Implementing Dealing with
dissatisfaction Enhancing the
relationship
Customer InteractionCustomer Interaction
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?
Figure 5-2: Some Important Pre-transactional Information
Customer InteractionCustomer InteractionWhat 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?
Anticipate Buyer Questions
1. What are you selling?
2. Why do I need it?
3. Who is your company?
4. How much will it cost?
5. Who else is using it? Are they satisfied?
6. What kind of person are you?
7. How does your solution compare to alternatives?
8. Is price competitive?
9. Why do I need it now?
10. Your record for support & service?
Customer InteractionCustomer Interaction
Customer InteractionCustomer Interaction
Pharmaceutical Reps Run the GauntletPharmaceutical Reps Run the GauntletIf 100 sales reps call on a physician…
100 85 57 20 88 reps speakto physicianand are remembered
…15 depart office before reaching receptionist’s desk
…28 drop off samples at receptionist’s desk
…37 drop off samples at samples closet
…12 speak to physician but are not remembered later
Other reps waiting
Restricted access signs
Physician unavailable
Physician unavailable
Harried physician
Poor communication
Harried physician
Message not memorable
Figure 5-3: Successful Versus Less Successful Salespeople
Customer InteractionCustomer Interaction
Successful Salespeople
Research prospect background
Use referrals for prospecting
Open by asking questions
Use needs-satisfaction type presentation
Focus on customer needs
Let prospect make purchase decision
Less Successful Salespeople
Do little background research
Use company generated prospect lists
Open with a product statement
Use standard presentations
Focus on product benefits
Close by focusing on the most important customer objection
Customer InteractionCustomer Interaction
Means of Reducing Relationship AnxietyMeans of Reducing Relationship Anxiety
PROPRIETY Show buyer respect; dress appropriately
COMPETENCEKnow your product/service; third-party references
COMMONALITY Common interests, views, acquaintances
INTENTReveal purpose of call, process, and payoff to the buyer
New Discovery SkillsNew Discovery Skills
One initial rapport is established with the prospect, it all about understanding.
Understanding is achieved by:– Identifying motives– Questioning– Advocating skills
Presenting the solutionAddressing concerns
Task MotivesTask Motives
PRODUCTIVITYPRODUCTIVITY MONEYMONEY
More Outputor Quality
Less Cost
Less Effort More Profit
Customer InteractionCustomer Interaction
Customer InteractionCustomer Interaction
Personal MotivesPersonal Motives
Respect Power
Approval Recognition
Customer InteractionCustomer Interaction
Needs Discovery: Types of Questions
1. Permission Close-ended
2. Fact-finding Factual information
3. Feeling finding Open-ended questions
4. Checking questions Confirm understanding
Figure 5-6: Key Differences in Practices Between Relationships
TRANSACTIONALTRANSACTIONALRELATIONSHIPSRELATIONSHIPS
CONSULTATIVE ANDCONSULTATIVE ANDENTERPRISE RELATIONSHIPSENTERPRISE RELATIONSHIPS
Practices: Practices: Focuses on closing sales
Limited call planning investment
Spends most contact time telling account about products
Conducts “product-specific” needs assessment
“Lone wolf” approach to the account
Proposals and presentations based on pricing and product features
Sales follow-up is short-term, focused on product delivery
Focuses on customer’s bottom line
Considers call planning a top priority
Spends most contact time attempting to build a problem-solving environment
Conducts discovery in the full scope of the account’s operations
Team approach to the account
Proposals and presentations based on profit-impact and on strategic benefits.
Sales follow-up is long-term, focused on long-term relationship enhancement
Customer InteractionCustomer Interaction
Customer InteractionCustomer Interaction
Sales Proposals – General Format
Problem Analysis
Solution
Product Specifications
Cost-benefit Analysis
Contract
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 commitment
Customer InteractionCustomer Interaction
Pseudo-Concerns
““I’ll have to talk it over with Frank.”I’ll have to talk it over with Frank.”
““I’ll get back to you.”I’ll get back to you.”
““I’m too busy right now.”I’m too busy right now.”
““Our budget is tight this year.”Our budget is tight this year.”
““We have no room to store it.”We have no room to store it.”
Customer InteractionCustomer Interaction
Closing TechniquesCustomer InteractionCustomer Interaction
IMPORTANCE BY PRODUCTIMPORTANCE BY PRODUCT
Selling Technique Industrial Consumer
Direct Ask for the order in a straight-
forward manner 1 1
Summary Summarize the benefits already
covered in the presentation 2 2
Single
Objection
Asks for the order if last obstacle is overcome 3 4
Assumption Assume readiness to buy and
focus on the transaction details 4 2
Choice Focus on version to be ordered 5 5
31%31%
63%63%
87%87%
11%11%
32%32%
62%62%
3%3%
22%22%
59%59%
8%8%
26%26%
58%58%
16%16%
34%34%
49%49%
Most Profitable Return
Top 3 Rankings for Growth
Rated Very Important to Growth
Quality of service to customers
Product improvements or extensions
Information technology
Advertising and sales promotion
Development of entirely new product lines
Customer InteractionCustomer Interaction
Figure 5-7 : The Role of Customer Service
Figure 5-8: Servicing the Sale: The Four Pillars of Sales Support
Customer InteractionCustomer Interaction
Sales SupportSales Support
Supportthe
BuyingDecision
Managethe
implementation
Dealwith
dissatisfaction
Enhancethe
Relationship
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
Customer InteractionCustomer Interaction
Deal with Dissatisfaction Empathize with the buyer
Respond to problems – use objection handling techniques
Anticipate buyer concerns and expectations
Reinforce the Benefits
Customer InteractionCustomer Interaction
Pillars of Sales Support
Enhance the Relationship
Be a resource for info, help and ideas
Grow the business internally
Ask for referrals
Be available
Arrange continuedpersonal communications
Maintain quality of products/services
Provide ongoing updates and progress reports
Customer InteractionCustomer Interaction
Pillars of Sales Support
Constant Selling
Neglecting Customer Problems
Talking Too Much
Stretching the Truth
No Thank-Yous
Ways to Anger Customers
Customer InteractionCustomer Interaction