The Creative Selling Process


Although it may look easy, creative selling is not a simple task. Of course, some sales are made in a matter of minutes. But others, particularly for large organizational purchase, can take years to complete. Salespeople should follow a carefully planned process from start to finish.

Step 1: Prospecting: Prospecting is the process of finding and qualifying potential customers. This involves three activities:

  • Generating sales leads. Sales leads are names of individuals and organizations that might be likely prospects for the company’s products.
  • Identifying prospects. A prospect is a potential customer who indicates a need or a desire for the seller’s product.
  • Qualifying prospects. Not all prospects are worth investing sales time in. some may not have the authority to buy, and others won’t have enough money. The ones who do have both the authority and the available money are called qualified prospects.

Step 2: Preparing: With a list of hot prospects in hand, the salesperson’s next step is to prepare for the sales call. Without this preparation, the chances of success are greatly reduced. Preparation starts with creating a prospect profile, which includes the names of key people, their role in the decision-making process, and other relevant information such as the prospect’s buying needs, motive for buying, current suppliers, income/revenue level, and so on.

Next, the salesperson decides how to approach the prospect. Possible options for a first contact include sending a letter or cold calling in person or by telephone. For an existing customer, the salesperson can either drop by unannounced or call ahead for an appointment, which is generally preferred.

Before meeting with the prospect, the salesperson establishes specific objectives to achieve during the sales call. Depending on the situation, objectives can range anywhere from “getting the order today” to simply “convincing prospects top accept the company as a potential supplier.” Following that, the salesperson prepares the actual presentation, which can be as basic as a list of points to discuss or as elaborate as a product demonstration or multimedia presentation.

Step 3: Approaching the Prospect: Positive first impressions result from three elements. The first is an appropriate appearance—you wouldn’t wear blue jeans to call on a banker, and you probably wouldn’t wear a business suit to call on a farmer. Appearance also covers the things that represent you, including business cards, letters, and automobiles. Second, a salesperson’s attitude and behavior can make or break a sale. A salesperson should come across as professional, courteous, and considerate. Third, a salesperson’s opening lines should include a brief greeting and introduction, followed by a few carefully chosen words that get the prospect’s attention and generate interest. The best way to accomplish this is to focus on a benefit to the customer rather than on the product itself.

Step 4: Making the Presentation: the most critical step in the selling process is the presentation. It can take many forms, but its purpose never varies: to personally communicate a product message that will convince a prospect to buy. Most sellers use of two methods: The canned approach is a memorized presentation (easier for inexperienced sellers, but inefficient for complex products or for sellers who don’t know customer’s needs). The need satisfaction approach (now used by most professionals) identifies the customer’s needs and creates a presentation to specifically address them.

Step 5: Handling Objections: No matter how well a presentation is delivered, it doesn’t always conclude with an immediate offer that might move the prospect to buy. Often, the prospect will express various types of objections and concerns throughout the presentation. In fact, the absence of objections is often an indication that the prospect is not very interested in what the salesperson is selling. Many successful salespeople look at objections as a sign of the prospect’s interest and as an opportunity to develop new ideas that will strengthen future presentations.

Three basic approaches to overcoming objections include asking the prospect a question, giving a response to the objection, or telling the prospect that you will need to look into the matter and address it later.

Step 6: Closing: So far, you haven’t made a dime. You may have spent weeks or months—years in some cases—to bring the customer to this point, but you don’t make any money until the prospect decides to buy. This stage of the selling process, when you persuade the customer to place an order, is referred to as closing.

How should you ask for the order? Closing techniques are numerous; here are some of the more popular. The alternative proposal close asks the prospect to assumptive close, you simply proceed with processing the order, assuming that the prospect has already decided to buy. Another alternative is the silent close, in which you finish your presentation and sit quietly, waiting for the customer to respond with his or her buying decision. Finally, many salespeople prefer the direct close, where you just come right out and ask for the order.

These closing techniques might strike you as tricks, and in the hands of unethical salespeople, some closing approaches certainly can be. But the professional salesperson uses these techniques to make the selling process effective and efficient—not to trick people into buying when they aren’t ready.

Step 7: Following Up: Most salespeople depend on repeat sales, so it is important that they follow up on all sales and not ignore the customer once the first sale is made. During this follow-up stage of the selling process, you need to make sure that the product has been delivered properly and that the customer is satisfied. Inexperienced salespeople may avoid the follow-up stage because they fear facing an unhappy customer. However, an important part of a salesperson’s job is to ensure customer satisfaction and to build goodwill.

In order to improve the odds of keeping a satisfied customer after the sale, salespeople should remember to:

  • Handle complaints promptly and pleasantly
  • Maintain contact with customers
  • Keep serving the customers
  • Show appreciation.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

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Openness to Criticism


Criticism of any decision not only reflects on the actual appropriateness of the decision itself, but also on the decision-maker as well. When making a difficult decision, it is very  tempting to quickly move past it in order to avoid the questions and doubts the disapproval causes. However, the failure to adequately engage the objection becomes its own ethical dilemma with costs to both the individual and the organization when the ethical dimension is ignored. Openness to the criticism and the lessons it contains can be a key indication that the professional is actively integrating ethics and value reflection into his or her professional life.

When one’s decisions are criticized, one needs practical tools and processes to effectively learn from the reproach and to engage the ethical issues the disapproval presents. there are four fundamental steps in such examination described per herebelow:

  1. Accept the discomfort of the criticism and honestly confront the temptation to ignore it. An important incentive for this honest self-reflection is an understanding of the negative consequences of ignoring the ethics of one’s decisions and their consequences.
  2. Identify personal core values, listing them and examining them in light of the criticism being encountered.
  3. Cultivate openness to the ethical dimension of the business life and of business decisions. The role of the moral imagination and reflection will be examined.
  4. The need for practical tools to identify and audit the core values at work in the decision-making process will be reviewed.

These elements will enable the professional to effectively engage the ethical dimension of decisions and their aftermath. Openness to criticism, developing the moral imagination, having practical tools for ethical decision-making, and understanding the need to integrate one’s values into business goals, perspectives, and decisions are fundamental ingredients in integrating both vision and reality.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Commitment to Plan


Management commitment to plan is a difficult concept to define and probably the most difficult area to probe. At the same time, it is in many respects the most crucial area. A deep-rooted sense of commitment is why certain management teams are able to overcome all obstacles and still achieve planned results. It is the same ingredient that enables a team to win against tough competition even though their best players are injured or all the breaks in the game go against them.

Without attempting to be a psychologist, there are several things to look for to determine whether this sense of commitment exists. What has been the track record of those submitting the plan? It is a positive sign if they have a history of fulfilling commitments. Conversely, if the group has not met its commitments in the past, it is essential to find out what has changed to make their commitment to the current plan any more meaningful. Is this evidence that individuals understand how a failure to meet their personal or functional commitments would jeoperdize the ability of the whole group to accomplish its plan? Is there any indication that anyone in the group feels that function has overcommitted or that they have been pressured into making commitments that are unrealistic?

 It is unikely that anyone will admit they are not committed to a plan they developed and recommend. But questions directed to each functional area about the certainty or difficulty of achieving their part of the plan help everyone see what musdt be done to successfully implement the plan. Such questioning helps to establish the importance of each individual’s personal commitments not only to the plan but to the rest of the organization. In a sense, it helps to develop a form of peer pressure, which is just as important in the execution of the business plan as it is in other walks of life. No one enjoys being in the position of having let teammates down.

 My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Organizational Compassion


Although little, if anything can be done to avoid certain disasters, fortunately, there is something that leaders and managers can do to help everyone involved return to business as usual. Specifically, company officials should create an environment in which people can express their emotions in which they can do something to alleviate their own and others’ suffering. In other words, they should express organizational compassion.

 

To be as compassionate as possible, organizational officials should pay attention to the four dimensions: greater scope, more generous scale, more rapid speed, and greater specialization of response are indications of an organization’ compassion competence. This is important insofar as it helps employees heal emotionally when times are tough. For example, an organization would show compassion when it (1) treats an ill employee by doing lots of things to help, such as sending flowers, delivering meals, providing financial support, helping with child care, and so on (broad scope); (2) does these things generously, such as providing the amount of help needed as opposed to only limited amounts (extensive scale); (3) acts quickly, such as by leaping into action to provide help right away (rapid speed); and (4) specializes its action, such as by catering to the unique needs of this particular sick individual instead of offering a fixed, standard package of benefits (greater specialization).

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight