Presentation on theme: "CONSULTATIVE SALES FOR NON SALES STAFF This was produced as part of the Apprenticeship Staff Support Programme, which was commissioned and funded by The."— Presentation transcript:
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 FoundationThe 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
Self Management Self Awareness Social Awareness Relationship Management Positive impact on others Being the best I can be EMOTIONAL INTELLIGENCE FRAMEWORK
Last year’s village fete was a failure… Plan this year’s
Melancholic conscientious orderly cautious mood changes Choleric appear as natural leaders tough-minded impatient Phlegmatic observe from the sidelines tolerant compliant Sanguine outgoing optimistic fun-loving unpredictable 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 Competitive Demanding Determined Strong-willed Purposeful Driver Sociable Dynamic Demonstrative Enthusiastic Persuasive Expressive Caring Encouraging Sharing Patient Relaxed Amiable Cautious Precise Deliberate Questioning Formal Analytical On a good day…
THE INSIGHTS COLOUR ENERGIES On a bad day… Aggressive Controlling Driving Overbearing Intolerant Excitable Frantic Indiscreet Flamboyant Hasty Docile Bland Plodding Reliant Stubborn Stuffy Indecisive Suspicious Cold Reserved Anger, Denial Blame, Stubborn Withdraw Give up, Dismiss Intolerance Impatience
“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
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
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
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 Features What the product IS or is made of Benefits The 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 up 2. Ask your partner a question – about anything! 3. Clarify your understanding by reflecting back 4. Ask a question about this answer 5. Clarify if necessary 6. Ask a question about THAT answer 7. See if you can make them think/ponder 8. Swap roles 9. Report back
EXERCISE OPPOSITE 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
Weaknesses May lack detail and focus Too casual for some Poor planner Can lose interest Strengths Knowledgeable and detailed Has an air of competence Asks lots of questions Very thorough right to the end Complementary Styles Strengths Quick to build relationships Friendly and sociable Adaptable, imaginative Can see the big picture Weaknesses A bit reserved at first Overlook others’ feelings May be rigid & unimaginative Can focus on unimportant details Sunshine Yellow Cool Blue
Weaknesses Slow to adapt May lack enthusiasm Unsure of themselves Reliant on others Strengths Love challenges Want to get things done Confident of their ability Influence others Fiery Red Strengths Builds deep relationships Natural listener Sincere and warm Patient Weaknesses Can be seen as arrogant Poor listener Can be too cold and pushy May 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 FOUNDATIONTHE EDUCATION AND TRAINING FOUNDATION