You Can SeLL

You Can Sell
Abhishek Banerjee
IIM-Calcutta

Learning Outcomes
 Understand the roles and responsibilities of the Sales Managers.
 Manage and enhance the sales force productivity and performance.
 Plan and implement an effective sales strategy for their organizations.
 Design and implement distribution channel strategy.
 Manage the Channels efficiency and effectiveness; wholesaling, and
retailing.

Some Ground Realities
 According to a research in US by ES Research Group in 2008:
20% of the sales reps bring in 80% of the business (standard
bell-shaped distribution of sales force performance).
Depending on the industry, 25 to 33% of sales people are
unsuited for their job.
Only 37% of companies report forecast accuracy greater than
50%.
Only 43% of companies responding had a formal sales training
program.
In 2006, 38.5% of salespeople missed their annual objective ,
and the turnover among salespeople last year was 40%.

Some more…
 51% of sales organizations feel that marketing needs to improve the quality and quantity
of the leads they are providing to reps.
 More than 80% of deals lost due either or both of:
 Ineffective qualification
 Lack of sales planning
 Perception of sales being an “art” versus the “science”
 Many sales leaders exhibit competency deficits
 Quarter-by-quarter short-term pressures !
 Most companies look at lagging measures of performance( e.g., YTD, MTD) than leading
indicators (e.g., behavioral measures).

Why is a salesperson important?
 Customers think that a salesperson is more important than product or
price
 Salespersons reduce perceived uncertainty in the buying situation for
the customer.
 Salespersons more important than their firms in sustaining customer
relationships

A Salesperson…
 Acquires new customersAcquires new customers
 Builds relationship with customersBuilds relationship with customers
 Understands customer needs and fulfill themUnderstands customer needs and fulfill them
 Provides information to customersProvides information to customers
 Builds firm and product loyaltyBuilds firm and product loyalty
 Services the distribution channelServices the distribution channel
 Collects competitive intelligenceCollects competitive intelligence
 Brings new product and service ideasBrings new product and service ideas
 Collects dues from customersCollects dues from customers
 Ensures customer satisfactionEnsures customer satisfaction

13%
29%
16%
17%
25%
Selling
Face-to-Face
Service
Calls
Administrative
Tasks
Waiting and
Travel
How Salespeople spend their Time
Selling over
the phone

Selling Skills
 Communication Skills
 Selling Skills
 Listening Skills
 Negotiation Skills
 EQ Skills-Empathy
 Personality Aspects-Drive and Motivation

Personal selling involves the
two-way flow of communication between a buyer and
seller, often in a face-to-face encounter, designed to
influence a person’s or group’s purchase decision.
Personal selling involves the
two-way flow of communication between a buyer and
seller, often in a face-to-face encounter, designed to
influence a person’s or group’s purchase decision.
Personal Selling

Transaction-Focused vs.
Relationship Focused
Transaction-FocusedTransaction-Focused Relationship-FocusedRelationship-Focused
• Short term thinking
• Making the sale has
priority over most
other considerations
• Interaction between
buyer and seller is
competitive
• Salesperson is self-
interest oriented
• Long term thinking
• Developing the
relationship takes
priority over getting
the sale
• Interaction between
buyer and seller is
collaborative.
• Salesperson is
customer-oriented

Classification of
Personal Selling Approaches
 Stimulus Response Selling
 Mental States Selling
 Need Satisfaction Selling
 Problem Solving Selling

Stimulus Response Selling
Salesperson
Provides
Stimuli
Buyer
Responses
Sought
Continue
Process until
Purchase
Decision

Mental States Selling
Attention Interest Conviction Desire Action

Need Satisfaction Selling
Uncover and
Confirm
Buyer Needs
Present
Offering to
Satisfy
Buyer Needs
Continue
Selling until
Purchase
Decision

Problem Solving Selling
Define
Problem
Generate
Alternative
Solutions
Continue
Selling
until
Purchase
Decision
Evaluate
Alternative
Solutions

PERSONAL SELLING PROCESS
 PRE-TRANSACTIONAL PHASE
Prospecting, Qualifying, Precall Planning
 TRANSACTIONAL PHASE
Approach, Needs Discovery, Presentation, Handling
Objections, Closing
 POST-TRANSACTIONAL PHASE
Service and Follow-up

 Prospecting
External Sources
• Direct Inquiries
• Referrals
• Directories
• Cold Canvassing
Internal Sources

PERSONAL SELLING
PROCESS
 Qualifying
Qualified candidates have a need, have the authority to
buy, and can afford to buy

 Precall Planning
What do I want to accomplish?
What do I know about the prospect?
Where can I find information?
What am I going to say?

 Precall Planning--”What do I want to
accomplish?”
determine information on historical inventory
levels.
determine who is involved in the purchasing
decision.
arrange for a follow-up meeting
agreement to a trial-run purchase

 Precall Planning--”What do I know about the prospect?”
Size of business/products sold/markets served
Key personnel
Buying routines/purchasing process
Present supplier(s)/volumes purchased
Future plans

 Precall Planning--”Where can I find information?”
Ask prospect directly
Observe business facilities
Ask other company salespeople
Ask current customers
Ask competitors

 Precall Planning--”What am I going to say?”
The Sales Mix Model
• Presentation Pace
• Presentation Scope
• Depth of Inquiry
• Two-way Communication
• Visual Aids

 Precall Planning--”What am I going to say?”
Implications for managers
•how to structure the presentation
•product, competitive, industry
information
•increase rep confidence

 The Approach
Securing Appointments
Establishing Rapport

 “Why is the approach important?”
It can help capture the buyer’s attention
It can help to establish a harmonious atmosphere
It serves as a good transition to the presentation
It can help in need determination

 The Approach
Types of Approaches
• Introductory Approach
• Assessment Approach
• Product Approach
• Consumer Benefit Approach
• Referral Approach

 Need Discovery
Ascertain buyer benefits
Types of questions: permission, fact finding,
feeling finding, checking

 Presentation Types
Canned
Organized
Customized

 The Presentation
Focus on Benefits, not just Features
Keep it Simple
Talk the Prospect’s Language
Stress Application
Get the Prospect Emotionally Involved
Seek Credibility

 Overcoming Objections
 LSCPA Approach to Overcoming Objections:
Listen to the buyer’s feelings
Share the concerns without judgment
Clarify the real issue with questions
Problem solve by presenting options/solutions
Ask for action to determine commitment

 Closing
Alternative Choice
Summary Close

 Service and Follow-up
Entering Orders
Installation of Product(if reqd)
Training (if reqd)
Handling Billing Problems

You Can SeLL

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