selling skills and selling & buying styles

8/9/2019 Selling Skills and Selling & Buying Styles

1/31

Selling Skills andSelling & Buying Styles

Unit 2 Part A


2/31

A. Communication

B. Listening

C. Confict Mgmnt & Resolution

. !egotiation

". Pro#lem sol$ing

Selling Skills


3/31

Defnition:

Communication is the process of exchanging

information and ideas. . An active process, itinvolves encoding, transmitting, anddecoding intended messages

A C'MMU!(CA)('! S*(LLS


4/31

+o, do you go a#out "sta#lis-ingRaort/

You need Sel-Confdence

You must Understand People

You must be Enthusiastic

You must make Eye Contact

You must be Interested in them


5/31

he !c"s o e#ecti$e communication

1. Completeness

2. Conciseness

3. Consideration

4. Clarity5. Concreteness

6. Courtesy

.

Correctness


6/31

0. Comleteness- he inormation con$eyed in the messa%eshould be complete or the communication to be e#ecti$e&'

2. Concisenessmeans communicatin% (hat you (ant tocon$ey in least possible (ords&

1. Consideration' E#ecti$e communication must takeaudience into consideration by kno(in% the $ie(points) back%round) mind set) educational le$el)

. Clarity - implies emphasi*in% on a specifc %oal or ob+ecti$e

at a time) rather than tryin% to mo$e a(ay rom track&

3. Concreteness- implies bein% particular and clear ratherbein% u**y and %eneral& Sho(s %ood le$el o confdence

4. Courtesy- means bein% polite) kind) +udicious) enthusiastic

and con$incin%

5. Correctness - implies that the correct inormation iscon$eyed throu%h messa%e&


7/31

B Listening

,hat is istenin%.

Listening- the process of receiving,

constructing meaning from, and respondingto spo!en and"or nonver#al messages$ tohear something %ith thoughtful attention.


8/31

Listening $s. +earing

/earin%-physical process$ natural$ passive

istenin%-physical & mental process$active$ learned process$ a s!ill

istenin% is hard0

'ou must choose to participate in theprocess of listening.


9/31

6 keys to e7ecti$e listening

0. 8ind areas o9 interest.

he Poor istener: unes out dry topics&

)-e :ood Listener: Sei*es opportunities: 1,hat2s in it or me.3

2. ;udge content< not deli$ery.

he Poor istener: unes out i deli$ery is poor&

)-e :ood Listener=4ud%es content) skips o$er deli$ery errors&

1. +old your >re

he Poor istener: ends to enter into ar%ument&

)-e :ood Listener: Doesn2t +ud%e until comprehension iscomplete&


10/31

. Listen 9or ideas.

he Poor istener: istens or acts&

)-e :ood Listener= istens or central theme&

3. ?ork at listening.

he Poor istener: Sho(s no ener%y output) akesattention

)-e :ood Listener: ,orks hard5 e6hibitsalertness&


11/31

4. Resist distractions&

he Poor istener: Is distracted easily&

)-e :ood Listener= 7i%hts or a$oids distractions5 toleratesbad habits in others5 kno(s ho( to concentrate&

!& *ee your mind oen.

he Poor istener: 8eacts to emotional (ords&

)-e :ood Listener= Interprets emotional (ords5 does not%et hun% up on them&

6. )-oug-t is 9aster t-an seec-@ use it.

he Poor istener: ends to daydream (ith slo( speakers&

)-e :ood Listener: Challen%es) anticipates) mentallysummari*es) (ei%hts the e$idence) listens bet(een the linesto tone and $oice&


12/31

Content listenin% Understand and retain the speaker9s messa%e

Critical listenin% Understand and e$aluate at di#erent le$els

lo%ical le$el o ar%ument) stren%th o the e$idenceand $alidity o the conclusions

Empathetic listenin% Understand speaker9s eelin%s) needs and

demands

)yes o9 listening


13/31

Confict management= Process o9 identi9ying t-enature o9 t-e confict and taking correcti$e action sot-at t-e confict does not emerge.

Classifcation

C Confict Mgmnt skills

C;


14/31

Comonents o9 confict Interest

Emotions

$alues

Reasons 9or confict 7rustration

=n%er

Met-ods o9 confict resolution Competin%

Collaboratin%

=ccommodatin%

Compromisin%

=$oidin%

Confict Mgmnt skills


15/31

Met-ods o9 confict resolution

Competin%: It means bein% concerned about one9s o(n

%oals (ithout any thou%ht or the others&

=ccommodation: ;ne party helps the other achie$e its%oals (ithout bein% (orried about its o(n %oals&

Compromise: >oth sides %i$e up somethin% to meet mid(ay&

Collaboration: =lso kno(n as a problem sol$in% approach&

ries to ma6imi*e the beneft to both parties (hile sol$in%

the dispute&

=$oidance: Problem is postponed or discussion a$oided&


16/31

Partysattemt

tosatis9yo,nconcerns

Partys attemt to satis9yot-ers concern

Comromising

Colla#orating

Cometing

Accommodating

A$oiding

Met-ods o9 confict resolution


17/31

(he a#ility to successfully resolve con)ict depends on your

a#ility to* Manage stress uickly ,-ile remaining alert and

calm.>y stayin% calm) you can accurately read andinterpret $erbal and non$erbal communication&

Control your emotions and #e-a$iour.,hen you9re incontrol o your emotions) you can communicate your needs

(ithout threatenin%) ri%htenin%) or punishin% others&

Pay attention to t-e 9eelings #eing eressedas (ellas the spoken (ords o others&

Be a,are o9 and resect9ul o9 di7erences.>y a$oidin%disrespectul (ords and actions) you can almost al(aysresol$e a problem aster&


18/31

+egotiation is a process that tries to maximise the#enet to #oth #uyer and seller and ta!es a long termvie% of their relationship.

Styles o ne%otiations: I (in) you lose

>oth o us (in

You (in) I lose

>oth o us lose

Strategy o9 rinciled negotiation

Separate people from the problem

In$ent options or mutual %ains

Insist on ob+ecti$e criteria

!egotiation


19/31

@& >uyer is all po(erul) holdin% all the cards&@& 7act: Aery rare situation

B& >uyer kno(s (hat he (ants&@& 7act: sometimes he does5 sometimes he doesn2t

& You (ill make the sale solely on the basis oprice&

@& 7act: Price is most o$errated (ord in ne%otiation

& Your competition is all around you (ith betterproducts and better prices&

@& 7act: this is almost ne$er the case

Assumtions $s 8acts


20/31

&You (ould close more sales i you had more authority&

7act: In most cases) you (ould be better o#

(ith less authority&

F&Your only (eapon is the ability to lo(er the price&

7act: Price cuttin% is only one o do*ens one%otiatin% tools at your command and many aremore e#ecti$e than price cuttin%&

Moral= we underestimate our own power and

overestimate the power of the buyer

Assumtions $s 8acts< contd


21/31

Should act as a problem sol$er and as aconsultant to the customer&

Problem sol$in% process:

e>ne t-e ro#lem

:enerate alternate solutions

ecide t-e solution

(mlement t-e solution"$aluate t-e solution

" Pro#lem sol$ing skills


22/31


23/31


24/31

Adotion Process

he acceptance and continued use o a

product by a consumer is reerred to as Gadoption9&


25/31

Adoter categories

(nno$ators

"arly Adoters

"arly MaEority

Late MaEority

Laggards


26/31

(nno$ators

hese are the people (ho are undamentally committed to ne( technolo%y

on

the %rounds &

"arly Adoters

hese are the true re$olutionaries in business and %o$ernment (ho (ant touse the discontinuity o any inno$ation to make a break (ith the past andstart an entirely ne( uture& heir e6pectation is that by bein% frst to e6ploitthe ne( capability they can achie$e dramatic and insurmountablecompetiti$e ad$anta%e o$er the old order&

"arly MaEority

hese people make the bulk o all technolo%y inrastructure purchases& heydo not lo$e technolo%y or its o(n sake) so are di#erent rom the techies)(hom they are careul) nonetheless) to employ& Horeo$er) they belie$e ine$olution not re$olution& they are interested in makin% their companies2systems (ork e#ecti$ely and look to adopt inno$ations only ater they ha$eestablished a pro$en track record&


27/31

Late MaEority

hese consumers are pessimistic about their ability to %ain any $alue romtechnolo%y in$estments and undertake them only under duress -- typicallybecause the remainin% alternati$e is to let the rest o the (orld pass them

by& hey are $ery price-sensiti$e) hi%hly skeptical) and $ery demandin%&8arely do their demands %et met) in part because they are un(illin% to payor any e6tra ser$ices) all o (hich only reconfrms their sour $ie(s o hi%htech&

Laggards

his %roup deli%ht in challen%in% the hype and pu#ery o hi%h-techmarketin%& hey are not so much potential customers as e$er-present critics&=s such) the %oal o hi%h-tech marketin% is not to sell to them but rather tosell around them&

)-e Marketing Strategy

,ith these customer se%ments in mind) the typical approach is to seed ne(

products (ith the inno$ators so they can help educate the early adopters&,hen the early adopter2s are interested) do e$erythin% that is possible tomake them happy as they (ill then ser$e as reerences or the early ma+ority(hich is the %roup (here most o the money is made rom a ne( product orser$ice& hen le$era%e the success (ith this lar%e %roup so that the productmatures and stabili*es enou%h to be o interest to the late adopters& =ll the

(hile) i%nore the la%%ards and their skepticism&


28/31

!ormal distri#ution o9 adotercategories

ey

@- Inno$atorsB- Early adaptors- Early ma+ority- ate Ha+ority

- a%%ards2

1

0 3


29/31

Selling & Buying Styles :rid8rame,ork

Concern 9or sale

Concern

9orcustome

r

0


30/31

Systems & Processes designed around t-e customers= to %i$e them hi%h $alue products and ser$ices Deli$er more satisaction 8etain customers

)raditional $s Modern sales Mgmnt transaction

relationship $s Customer relationship

Industrial sector: cross unctional teams 8eorient the strate%y to build relationship

Product dri$en $s tec-nology dri$en $s system dri$en

Satisfed customer more proftable than acJuisition Use o technolo%y

Sales strategy


31/31

The only way a relationship will last

is if you see your relationship as aplace

that you go to give, and not

a place that you go to take.

Quote

selling skills and selling & buying styles

Documents