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Consultative Selling Presentation

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The document outlines the principles of consultative selling. It discusses defining the client's problem and desired result, creating a unique selling proposition to address the gap, and presenting a proposed solution focused on delivering value. It also covers creating rapport with clients, using benefits over features to explain what matters to the client, and effectively handling objections.

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Principles of Consultative Selling Ohio University Innovation Center June 16, 2011
Ed Burghard Retired P&G Harley Procter Marketer OBDC Executive Director BA – State University of New York @ Potsdam in Mathematics MBA – Syracuse University in Innovation Management and Marketing Retired Procter & Gamble Harley Procter Marketer 33years in Procter & Gamble Member of the Association of Ohio Commodores Past Board Member Arthritis Foundation Past Marketing Committee Member Dan Beard Council BSA Founder & CEO The Burghard Group LLC
Agenda Consultative Selling Model Benefits versus Features Effective Objection Handling
Consultative Selling Model Determines how to lower the client’s costs and/or Determines how to increase the client’s revenues
Process Steps Do your homework and prepare for the meeting Create a rapport Define the problem Define the desired result Create your unique selling proposition to close the gap Present your proposed solution with a focus on the value it will deliver Deliver on your promise
Create Rapport Find out what you have in common. Make it a priority to get to know the person as a person. Learn the language and speak it. Listen twice as much as you speak. Take notes on personal information (e.g. spouse name, children’s names, hobbies)
Define The Problem What is the problem? What other problems is this causing and for whom? How long have you had this problem? What have you already tried that did not work? Why did it fail? What will happen if the problem continues?
Define The Desired Result What do you want instead? (benefit drivers) How will you know when you get it? (evaluative metrics) What will the benefits be to the Company for resolving the problem? (visioning future state) Who will be affected by the solution and who will be judging if it was effective? (insight into internal politics)
Problem Statement Template The problem we are having is ________ and this causes these problems _______ for these (people/departments) _______. If the problem continues, this will happen _________________________. In fact, this problem has already limited us from getting ___________________.
Define Your USP The problem is: (insert the specific problems) This causes you not to get: (insert expected results) What we will do is: (insert your tactic/solution) Success will be measured by: (insert their criteria)
Present Your Proposal Answer these questions for the evaluators: What is in it for me? Why are you in business? What is the problem? How will you solve it? How will I know?
Benefits vs. Features Features explain what your product or service is. Benefits explain why it matters.
Feature or Benefit? ATMs available in over 1,000 locations No blackout dates America’s #1 supplier of pumps 30% reduction in your Company’s energy bill Business news for multi-taskers EPA certified
5 Whys Model Why does that matter? Why does that matter? Why does that matter? Why does that matter? Why does that matter?
5 Whys Example Made of steel Why does that matter? Won’t break Why does that matter? Don’t have to replace as often Why does that matter? Purchasing doesn’t have to place as many orders Why does that matter? Lower operating cost Why does that matter? Improved profit margin
Effective Objection Handling
Examples I didn’t realize your product was able to do that, I’ll have to keep it in mind. I am sure for some companies that is important. I’ve heard your product service isn’t very good. I can see how that would be helpful.
Review Consultative Selling is a process and focuses on creating clients versus customers Attitudes can be easily handled if you characterize them correctly and follow a proven process Features tell, benefits sell
Question & Answer

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Consultative Selling Presentation

  • 1. Principles of Consultative Selling Ohio University Innovation Center June 16, 2011
  • 2. Ed Burghard Retired P&G Harley Procter Marketer OBDC Executive Director BA – State University of New York @ Potsdam in Mathematics MBA – Syracuse University in Innovation Management and Marketing Retired Procter & Gamble Harley Procter Marketer 33years in Procter & Gamble Member of the Association of Ohio Commodores Past Board Member Arthritis Foundation Past Marketing Committee Member Dan Beard Council BSA Founder & CEO The Burghard Group LLC
  • 3. Agenda Consultative Selling Model Benefits versus Features Effective Objection Handling
  • 4. Consultative Selling Model Determines how to lower the client’s costs and/or Determines how to increase the client’s revenues
  • 5. Process Steps Do your homework and prepare for the meeting Create a rapport Define the problem Define the desired result Create your unique selling proposition to close the gap Present your proposed solution with a focus on the value it will deliver Deliver on your promise
  • 6. Create Rapport Find out what you have in common. Make it a priority to get to know the person as a person. Learn the language and speak it. Listen twice as much as you speak. Take notes on personal information (e.g. spouse name, children’s names, hobbies)
  • 7. Define The Problem What is the problem? What other problems is this causing and for whom? How long have you had this problem? What have you already tried that did not work? Why did it fail? What will happen if the problem continues?
  • 8. Define The Desired Result What do you want instead? (benefit drivers) How will you know when you get it? (evaluative metrics) What will the benefits be to the Company for resolving the problem? (visioning future state) Who will be affected by the solution and who will be judging if it was effective? (insight into internal politics)
  • 9. Problem Statement Template The problem we are having is ________ and this causes these problems _______ for these (people/departments) _______. If the problem continues, this will happen _________________________. In fact, this problem has already limited us from getting ___________________.
  • 10. Define Your USP The problem is: (insert the specific problems) This causes you not to get: (insert expected results) What we will do is: (insert your tactic/solution) Success will be measured by: (insert their criteria)
  • 11. Present Your Proposal Answer these questions for the evaluators: What is in it for me? Why are you in business? What is the problem? How will you solve it? How will I know?
  • 12. Benefits vs. Features Features explain what your product or service is. Benefits explain why it matters.
  • 13. Feature or Benefit? ATMs available in over 1,000 locations No blackout dates America’s #1 supplier of pumps 30% reduction in your Company’s energy bill Business news for multi-taskers EPA certified
  • 14. 5 Whys Model Why does that matter? Why does that matter? Why does that matter? Why does that matter? Why does that matter?
  • 15. 5 Whys Example Made of steel Why does that matter? Won’t break Why does that matter? Don’t have to replace as often Why does that matter? Purchasing doesn’t have to place as many orders Why does that matter? Lower operating cost Why does that matter? Improved profit margin
  • 17. Examples I didn’t realize your product was able to do that, I’ll have to keep it in mind. I am sure for some companies that is important. I’ve heard your product service isn’t very good. I can see how that would be helpful.
  • 18. Review Consultative Selling is a process and focuses on creating clients versus customers Attitudes can be easily handled if you characterize them correctly and follow a proven process Features tell, benefits sell

Editor's Notes

  1. Example #1 Feature Example #2 Feature Example #3 Feature Example #4 Benefit Example #5 Feature Example #6 Feature
  2. Example #1 Non-committal (unsure if it is seen as a valuable benefit to solve an existing problem) Example #2 Indifference (didn’t internalize the benefit as meaningful to their problem) Example #3 Objection Example #4 Acceptance