Consultative selling - Wilts/Glos/Bristol autumn 2010

Editor's Notes

1. Negative reactions to sales people; WHAT MAKES A GOOD SALES PERSON? – andy – are we doing this here or earlier on? What are the attributes required? Write up on flipchart. Andy – we had both flip charts up so we could compare and use during the programme   Positive attitude Honesty & Integrity Product and industry knowledge Personal organisation Communication ability Questioning skills Listening skills Focus Understanding & awareness Ability to present and propose Persuasion & influencing skills Reliability Follow through Self evaluation   Why are these important? What might happen if these skills/attributes were NOT present?   Understand yourself Understand Others Adapt and connect   Exercise – work in pairs think of a successful client relationship and one where not so good: Are we introducing the effective sales overview for self assessment at this point? Identify what the biggest concerns are – share with group – list and group What ’ s the hardest part of being a sales person for you? Business development dialogue – free flow of flow/meaning – communication skills -EQ Our ability to create environment where clients can think, feel and believe to be true IQ – intellectual – rigorous analysis from a businesses perspective what would add value Need both dimensions – blend – hard questions in a soft way – awareness of what's possible and choices in how to effect these in a mutually benefit way High IQ/low EQ – arrogant and irritating – short life span in relationship High EQ/low IQ – great facilitators ideas, - felt good now what – not enough applied intelligence - how to push them to the next level What causes clients to open up or close down Intent mean more than technique – to you – get done too – feels like when using technique or no technique. Fright/flight /freeze – if question not safe – person will not hear the question Technique – e.g closes – transparent No ability to think through what I want – what information do I need to make an informed decision Questions – biggest determinant – our intent- frame of reference – sub conscious decision – are you helping me or you Before going through the door get intent right – don’t leave intent to chance – take conscious control – hear it feel it then execute it Target/goals/quota – drives us away from our intent – so when we walk through the door – its how can we make the sale! Intent transparent – don’t do it! The more important it is to make the customer more successful – will generate the business – targets etc. Perfect sales person – absolutely nothing to sell – unbiased approach - understand client need with no predetermined need – the ideal – how do we get close to this – check our ego at the door – it will defend position/ posture/act in a way to gain acceptance and approval and run away from rejection – concentrate on the needs of the clients Perfect approach Fearless – nothing to lose Flexible – not attached to the one approach – move any way Fun – outcome of the above
2. Hippocrates was born around 460BC Known as the father of modern medicine – was the first to dismiss the belief that illness was caused by curses, evil spirits or the will of the gods – but by physical problems with the body itself He was also the first to theorise that thoughts and feelings came from the brain and not the heart He also was the first to notice that people had different behavioural traits – which he believed were caused by excesses of bodily fluids. Nothing of Hippocrates writings survive but his work was taken and expanded on by Aristotle and Plato and eventually by a Roman physician called Galen, (AD 190) who came up with the ‘choleric’, ‘sanguine’ etc labels. The Four Humours theories were still believed up until the 1840’s (1865 in America) and blood letting, emetics, blistering, purges etc were used to treat illnesses by attempting to address imbalances in the humours. Human Behaviour Hippocrates saw a basic four behaviours which were adopted and described as Choleric, Sanguine, Phlegmatic and Melancholic. He also grouped together the types of behaviour that these types of people could be predicted to show.   Jung the psychologist picked up on these behavioural types and studied them carefully and it is his work on which the colour model is based.   Which type are you? Fiery Red? Sunshine Yellow? Earth Green? Cool Blue? Or perhaps you see yourself as a combination?   Whichever you are – recognise that your clients may be another type altogether – making their behaviour and reactions very different to your own.
3. Issue four colour cards Delegates to place in order.
4. Hippocrates was born around 460BC Known as the father of modern medicine – was the first to dismiss the belief that illness was caused by curses, evil spirits or the will of the gods – but by physical problems with the body itself He was also the first to theorise that thoughts and feelings came from the brain and not the heart He also was the first to notice that people had different behavioural traits – which he believed were caused by excesses of bodily fluids. Nothing of Hippocrates writings survive but his work was taken and expanded on by Aristotle and Plato and eventually by a Roman physician called Galen, (AD 190) who came up with the ‘choleric’, ‘sanguine’ etc labels. The Four Humours theories were still believed up until the 1840’s (1865 in America) and blood letting, emetics, blistering, purges etc were used to treat illnesses by attempting to address imbalances in the humours. Human Behaviour Hippocrates saw a basic four behaviours which were adopted and described as Choleric, Sanguine, Phlegmatic and Melancholic. He also grouped together the types of behaviour that these types of people could be predicted to show.   Jung the psychologist picked up on these behavioural types and studied them carefully and it is his work on which the colour model is based.   Which type are you? Fiery Red? Sunshine Yellow? Earth Green? Cool Blue? Or perhaps you see yourself as a combination?   Whichever you are – recognise that your clients may be another type altogether – making their behaviour and reactions very different to your own.
5. Ask delegates what a business is PRIMARILY interested in doing. Any activity is either able to be positioned under one of these headings – or is the privilege of an already profitable business. i.e. develop their staff, (why?), so that morale will increase, (why is that important?), we want a happy place to work in (what effect will that have on the business? Less staff turnover (saving cost), more effective people (more money in), higher commitment (efficiency) etc etc.
6. Negative reactions to sales people; WHAT MAKES A GOOD SALES PERSON? – andy – are we doing this here or earlier on? What are the attributes required? Write up on flipchart. Andy – we had both flip charts up so we could compare and use during the programme   Positive attitude Honesty & Integrity Product and industry knowledge Personal organisation Communication ability Questioning skills Listening skills Focus Understanding & awareness Ability to present and propose Persuasion & influencing skills Reliability Follow through Self evaluation   Why are these important? What might happen if these skills/attributes were NOT present?   Understand yourself Understand Others Adapt and connect   Exercise – work in pairs think of a successful client relationship and one where not so good: Are we introducing the effective sales overview for self assessment at this point? Identify what the biggest concerns are – share with group – list and group What ’ s the hardest part of being a sales person for you? Business development dialogue – free flow of flow/meaning – communication skills -EQ Our ability to create environment where clients can think, feel and believe to be true IQ – intellectual – rigorous analysis from a businesses perspective what would add value Need both dimensions – blend – hard questions in a soft way – awareness of what's possible and choices in how to effect these in a mutually benefit way High IQ/low EQ – arrogant and irritating – short life span in relationship High EQ/low IQ – great facilitators ideas, - felt good now what – not enough applied intelligence - how to push them to the next level What causes clients to open up or close down Intent mean more than technique – to you – get done too – feels like when using technique or no technique. Fright/flight /freeze – if question not safe – person will not hear the question Technique – e.g closes – transparent No ability to think through what I want – what information do I need to make an informed decision Questions – biggest determinant – our intent- frame of reference – sub conscious decision – are you helping me or you Before going through the door get intent right – don’t leave intent to chance – take conscious control – hear it feel it then execute it Target/goals/quota – drives us away from our intent – so when we walk through the door – its how can we make the sale! Intent transparent – don’t do it! The more important it is to make the customer more successful – will generate the business – targets etc. Perfect sales person – absolutely nothing to sell – unbiased approach - understand client need with no predetermined need – the ideal – how do we get close to this – check our ego at the door – it will defend position/ posture/act in a way to gain acceptance and approval and run away from rejection – concentrate on the needs of the clients Perfect approach Fearless – nothing to lose Flexible – not attached to the one approach – move any way Fun – outcome of the above
7. If you show someone a training course and they say – “That’s Expensive”. You must find out to what are they comparing.
8. If you show someone a training course and they say – “That’s Expensive”. You must find out to what are they comparing.
9. This is customer service. You are developing a relationship. Appropriate contact may be to the client’s preference. Whenever possible, take responsibility for the next contact.