CONSULTATIVE SALES FOR NON

SALES STAFF

This was produced as part of the Apprenticeship Staff Support Programme, which was commissioned and funded by The Education and Training Foundation

Alison Sumpter

October 2014

OBJECTIVES OF THIS WORKSHOP Using the Insights Discovery model to understand one’s

self and appreciate one’s own unique set of behavioural attributes and the effect that these may have on others

Understanding of the Insights Discovery colourful model of behaviour and how it can be an effective tool in developing and managing key relationships

Application of the Insights model throughout the 6 stages of the employer engagement cycle, from before the relationship begins to maintaining the relationship as a trusted adviser

Understanding personal style and be motivated to adapt behaviour to suit different circumstances

Explore team dynamics and how best to work effectively within that team as well as with external clients to maximise sales.

INTRODUCTIONS

Your name Your organisation Your job role The best thing about your role? One thing you would do if you were

invisible for the day

EMOTIONAL INTELLIGENCE FRAMEWORK

Let’s play cards

Last year’s village fete was a failure…

Plan this year’s

Melancholicconscientious

orderly cautious

mood changes

Cholericappear as natural leaderstough-mindedimpatient

Phlegmaticobserve from

the sidelines tolerant

compliant

SanguineSanguineoutgoingoptimisticfun-lovingunpredictable

FOUR HUMOURS / FOUR TEMPERAMENTS

~where we prefer to focus our attention

~how we are energised

Introversion & Extraversion~how we make decisions

Thinking & Feeling~what kind of information we prefer to pay attention

to

Sensing & Intuition

Psychological Types - 1921

Carl Jung 1875 - 1961

three pairs of preferences

THE INSIGHTS COLOUR ENERGIES

CompetitiveDemandingDeterminedStrong-willedPurposefulDriver

SociableDynamicDemonstrativeEnthusiasticPersuasiveExpressive

CaringEncouraging

SharingPatient

RelaxedAmiable

CautiousPrecise

DeliberateQuestioning

FormalAnalytical

On a good day…

THE INSIGHTS COLOUR ENERGIES

On a bad day…

AggressiveControllingDrivingOverbearingIntolerant

ExcitableFranticIndiscreetFlamboyantHasty

DocileBland

PloddingReliant

Stubborn

StuffyIndecisiveSuspicious

ColdReserved

Anger, Denial

Blame, Stubborn

Withdraw

Give up, Dismiss

Intolerance

Impatience

What Can You See From YOUR Mountain?

PERCEPTION

“WE SEE THE WORLD NOT AS IT IS, BUT AS WE ARE.”

STEPHEN COVEY

Perception: Key Learning Points

• Perception is not always reality

• I see myself and others based on who I am

• My perception of myself is not always the same as how others perceive me

• It can be difficult to change initial perception

• More than one perception may be valid and invaluable

Profiles

8 Types

16 Types

MEASURING OUR PREFERENCES

Persona(Conscious)

1.04

17%

3.24

54%

4.88

81%

4.72

79%

37.2%

3

0

Persona(Less conscious)

1.12

19%

1.28

21%

4.96

83%

2.76

46%

6

3

0

Preference Flow

100

0

100

50

50

6

72 Types

Team Wheel

FOUR COLOUR ENERGIES: KEY LEARNING POINTS

We are a mixture of ALL four colour energies We will have a preference for one Each energy has both strengths and weaknesses No one colour energy is better or worse than

another We tend to find our opposites most challenging We must value the differences to build more

effective relationships The colours DESCRIBE our behaviour – they don’t

DEFINE us

Different Styles

...clash or complement..?

KNOWING YOU, KNOWING ME!

LUNCH

WELCOME BACK

WHAT DON’T YOU LIKE ABOUT SALES PEOPLE

What Do You Want In Your Salesperson

WHAT DON’T YOU LIKE ABOUT SALES PEOPLE

What Do You Want In Your Salesperson

WHAT DO YOU WANT IN A SALES PERSON

WHAT MAKES A GOOD SALESPERSON?

Understand self

Understand others

Adapt and connect

DYSFUNCTIONAL SELLING HAS LED TO DYSFUNCTIONAL BUYING

“A salesman? Tell him I’m too busy – we have a battle to win!”

CONSULTATIVE SELLING IS ‘HELPING CLIENTS SUCCEED’

I want an exact solution to your/my needs

SELLING PROCESS

Rapport Adapt and connect with the person/people

Relationship Build trust and credibility by asking appropriate questions

and listening

Result Match product/service to identified needs

DEVELOPING RAPPORT

How do you develop rapport with a client?

DEVELOPING RAPPORT

Mirroring the Other Person (Postural Echo)

Engaging Eye Contact Matching Speech Patterns Actively Listening Encourage the other Person.

RECOGNISING COLOUR ENERGIES IN ACTION

It is possible to spot clues to

your customers’ colour

preferences by observing their

behaviour.

RECOGNISING COLOUR ENERGIES IN ACTION

Body language

Verbal style

Environment

CLUES TO BODY LANGUAGE

Formal

Direct eye-contact

Firm handshake

Upright posture

Relaxed

Open/responsive

Facial expression

Physical contact

Detached

No physical contact

Still

Little facial expression

Warm smile

Some eye-contact

Gentle handshake

Few gestures

CLUES TO VERBAL STYLE

Businesslike

Faster pace

Responds quickly

Direct

Animated

Expressive

Spontaneous

Talkative

Little tonal variation

Questioning

Thoughtful

Quiet

Soft tone

Enquiring

Slower pace

Diplomatic

CLUES TO WORK ENVIRONMENT

Orderly

Efficient – easy access to every- thing they need

Gadgets to hand

Unstructured

Busy (Messy!)

Photos of friends and family on display

Organised

Neat

Information and reference books

at hand

Comfortable

Personal

Family photos/plants

on display

SALES PROCESS

STEP 1 - BEFORE THE SALE BEGINS

What should happen / be in place?

STEP 1 - BEFORE THE SALE BEGINS

Confidence of staff Understanding of product / service Staff training and skills development Research – market intelligence Planning the visit / call

What are the objectives of the visit or telephone call?

What specific questions do you intend to ask?

What objections do you anticipate? How will you build the relationship?

Have a clear objective.

Prepare the key points to focus on.

Set a time and be clear how long your meeting

will take.

Prepare a flexible agenda and be prepared to go with the flow.

Create a positive and personal connection.

Send details and information in advance.

Prepare thoroughly.

Do your research.

Find out about the person.

Prepare questions that elicit both facts and feelings.

Choose a comfortable environment to meet.

USP – UNIQUE SELLING POINT

Why Apprenticeships? What is the value added? What are the client’s

alternatives?

FEATURES AND BENEFITS

FeaturesWhat the product IS or is made of

BenefitsThe customer gets what they WANT

STEP 2 - IDENTIFYING NEEDS

What types of questions are useful to get people talking?

When are other questions useful?

This is the greatest opportunity to build rapport!

THE FUNNEL QUESTIONING TECHNIQUE

Open

Clarifying

Probing

Closed

STEP 2 - IDENTIFYING NEEDS(BASIC QUESTIONS)

Connect with the energy So how’s business?

Agree interpretations What do YOU mean by that?

Move away from solutions What led you to that conclusion?

IDENTIFYING NEEDS(VITAL QUESTIONS)

Find out about the issue What are the problems you want solving/goals

you’re looking to achieve?

Ask questions about answers How do you know? How does that show up? Who else is affected? What evidence is there? What happens if it’s not addressed? What difference will that make? What else?

IDENTIFYING NEEDS(ADVANCED QUESTIONS)

Resources in place? Time: when? People: who? Money: budget?

Decision Making Units How will the decision be made and by whom?

YOU WILL END UP WITH

Issues Goals. What will please them

Problems. What pains them

THE ‘THREE QUESTION’ EXERCISE

1. Pair up2. Ask your partner a question – about

anything!3. Clarify your understanding by reflecting

back4. Ask a question about this answer5. Clarify if necessary6. Ask a question about THAT answer7. See if you can make them think/ponder8. Swap roles9. Report back

Toe To Toe

EXERCISEOPPOSITE INFLUENCING

Get into pairs (or line up face-to-face)

You are attempting to influence the person in front of you who will take on a different colour dominance (by holding a colour card)

Be yourself but be aware of their ‘new’ colour dominance!

OPPOSITE INFLUENCING

Sell a car to the dominant RED person in front of you

CHANGE: Sell a holiday

OPPOSITE INFLUENCING

Influence the dominant GREEN to decide which restaurant to eat at tonight

CHANGE: Help them choose what to wear

OPPOSITE INFLUENCING

Persuade the dominant YELLOW to put you up for a few nights

CHANGE: Persuade them to have a quiet night in

OPPOSITE INFLUENCING

Get the dominant BLUE to buy your house

CHANGE: Get them to come to a wild party with you tonight

WeaknessesMay lack detail and focus

Too casual for somePoor planner

Can lose interest

StrengthsKnowledgeable and detailedHas an air of competenceAsks lots of questionsVery thorough right to the end

Complementary Styles

StrengthsQuick to build relationships

Friendly and sociableAdaptable, imaginativeCan see the big picture

WeaknessesA bit reserved at firstOverlook others’ feelings May be rigid & unimaginativeCan focus on unimportantdetails

Sunshine Yellow

Cool Blue

WeaknessesSlow to adapt

May lack enthusiasmUnsure of themselves

Reliant on others

StrengthsLove challengesWant to get things doneConfident of their abilityInfluence others

Fiery Red

StrengthsBuilds deep

relationshipsNatural listener

Sincere and warmPatient

WeaknessesCan be seen as arrogant Poor listenerCan be too cold and pushyMay not let others finish speaking

Earth Green

Complementary Styles

IN BETWEEN WORK…. Have a read of the Effective Sales

Chapter

Identify which stage/s you feel most comfortable with and those you feel less comfortable with

Be ready to discuss examples of a positive and negative experience with the group tomorrow

END OF DAY 1

THIS WAS PRODUCED AS PART OF THE APPRENTICESHIP STAFF SUPPORT

PROGRAMME, WHICH WAS COMMISSIONED AND FUNDED BY

THE EDUCATION AND TRAINING FOUNDATION