chapter 11 creating the consultative sales presentation

CH

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11Creating the Consultative

Sales Presentation

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 11-2

Learning ObjectivesLearning Objectives• Describe the characteristics of the consultative

sales presentation

• Discuss the use of questions to determine needs

• Select solutions 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 PlanSix-Step Presentation Plan

1. Approach (Chapter 10)

2. Presentation

3. Demonstration

4. Negotiation

5. Close

6. Servicing the Sale


The Six-Step Presentation PlanThe Six-Step Presentation Plan

FIGURE 11.1


Four-Part Consultative Sales Four-Part Consultative Sales Presentation GuidePresentation Guide

FIGURE 11.2


Need DiscoveryNeed Discovery

FIGURE 11.3


Value of QuestioningValue of Questioning

Neil Rackham, author of Spin Selling, says that mastering the use of questions can increase one’s success in sales 17 percent.


Types of QuestionsTypes of Questions

• Survey

• Probing

• Confirmation

• Need-satisfaction


Survey QuestionsSurvey Questions

• Information gathering questions designed to obtain 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


Need DiscoveryNeed Discovery

• 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)


Probing QuestionsProbing 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


Confirmation QuestionsConfirmation 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 QuestionsNeed-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


Need Satisfaction:Need Satisfaction:Selecting Presentation StrategySelecting Presentation Strategy

FIGURE 11.5


Listening and AcknowledgingListening and Acknowledging

• Develop active listening skills

• Focus your full attention

• Paraphrase the customer’s meaning

• Take notes


Selecting SolutionsSelecting Solutionsthat Add Valuethat Add Value

FIGURE 11.4


Match Specific BenefitsMatch Specific Benefitswith Buying Motiveswith Buying Motives

• Buying based on need-fulfillment

• Buyers seek cluster of satisfactions

• Focus on benefits related to each dimension of value


Configure a SolutionConfigure a Solution

• Most salespeople have variety of products

• Package solution from your array of products


Appropriate Recommendations: Appropriate Recommendations: Three AlternativesThree Alternatives

• Recommend solution: customer buys immediately

• Recommend solution: salesperson makes need-satisfaction presentation

• Recommend another source


Discovering Customer NeedsDiscovering Customer Needs

Duane Sparks, who developed Action Selling, says, “The success rate of sales calls rises significantly when more than two specific customer needs are uncovered by questioning.”

See theWebsite

http://www.actionselling.com/

http://www.actionselling.com/


CARQUEST: Delivering What CARQUEST: Delivering What Customers NeedCustomers Need

See theWebsite

http://www.carquest.com/

http://www.carquest.com/


Informative Presentation Informative Presentation StrategyStrategy

• Emphasizes facts

• Commonly used to introduce new products and services

• Stress clarity, simplicity, and directness

• Less is more—beware of information overload


Persuasive Presentation Persuasive Presentation StrategyStrategy

• 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 StrategyReminder 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 Developing Persuasive Presentations that Create ValuePresentations 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 forGeneral Guidelines forValue-Added PresentationsValue-Added Presentations

• Demonstration adds strength

• Plan negotiating and closing methods

• Plan customer service to add value

• Keep presentation simple, concise


Time Used by SalespersonTime Used by Salesperson

FIGURE 11.6


Review: Planning and ExecutionReview: Planning and Execution

FIGURE 11.7


Key ConceptKey ConceptDiscussion QuestionsDiscussion Questions

• Describe the characteristics of the consultative sales presentation

• Discuss the use of questions to determine needs

• Describe the process to select solutions that match customer needs


Key ConceptKey ConceptDiscussion QuestionsDiscussion Questions

• List and describe three types of need-satisfaction presentation strategies

• Present general guidelines for creating value-added presentations

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 11-3111-31

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

Copyright © 2010 Pearson Education, Inc. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallPublishing as Prentice Hall

chapter 11 creating the consultative sales presentation

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