Documente Academic
Documente Profesional
Documente Cultură
Being a salesman of a pharma company like Johnson & Johnson which is the no.1 company pharma company in the world you have to be somewhat different. As Johnson & Johnson is a multiproduct company you would have to apply different selling process. As you are a salesman of a pharma company you would have to identify your potential customers. Your customers would not be only hospitals and medical stores but also the doctors who are in private practice. One thing here to be noted is that you cant ignore the patients as they are the ultimate customers who will buy the product.And as Johnson & Johnson manafactures baby products, women healthcare you will have to target on the housewives as they are your prospective customers. You will have to apply different selling process for different products because the prospective customers for each product are different.We will take an insight into the various steps of selling process.
Prospecting
Prospecting identifies potential customers. Lead generation is a step prior to prospecting. A lead is also referred to as suspect. The term suspect indicates that a person is suspected of being a prospect. For every lead (or suspect), a salesman has to ask some questions and satisfy himself that there is chance that he may become a customer. Then that lead is categorized as qualified prospect.
Call Planning
Except in retail counter sales, and selling situations similar to this wherein the customer himself walks up to the salesman, salesman has to meet the prospect and interact with him to offer his product as a solution to the prospects need and want. Getting an opportunity to meet the
prospect is the first step in this process. Cold calling can be tried, but for many items, the prospect may not be able to spare time at the instant the salesman barges in. the practice of making an appointment before calling on a prospect can save the salesperson hours in time wasted in traveling and waiting to see a person who is absent or busy. Appointments are easy to come by if your old satisfied customers talk to the prospect on behalf of you and arrange the interview. A salesperson need not waste time in endless waiting. Once an acceptable amount of waiting time has passed, he can inform that he has another appointment to make and can fix another time for the appointment. The sales call plan has four components. The call objective The customer profile The customer benefit plan Presentation that takes into consideration the call objective, customer profile and the benefit plan.
The presentation that is planned must capture and maintain the prospects attention. It has to lead to prospects showing interest. It then has to increase his desire to own the product. Then only the action to buy will be undertaken by the prospect. The salesperson has to ensure that the presentation/interaction that he has planned has statements, exhibits, and actions that result in attention, interest, desire and action on the part of the prospect.
Presentation
The presentation of the salesmans offer has to follow three essential steps. Step 1. Full discussion of the features, advantages, and benefits of the offer (product or service).
Step 2. Customer value plan: Explanation of how the customer is going to use the product. Step 3. Business proposition: Relating the value of the product to the cost of the product. Listening To The Objections
Goal of Interaction
The main goal of interaction with the prospect many times is to sell the product or service. The first few minutes of the meeting with any customer is spent in determining the prospects mood and situation, his need and effort is made to capture his attention and interest in the conversation that is going to follow about the product or service.
Closing a Sale
Closing is the process of helping people make a purchase decision that will benefit them. Salesmen help people make that decision by asking them to buy. The very fact that a prospect is meeting a seller and having a conversation with him means the prospect has an interest to buy the product. Hence many times the prospect may be ready to make the buying decision very early in the meeting.
requesting a spot on their already overcrowded calendar. When you do set up a meeting with a corporate decision maker, its imperative to make the best use of this hard- earned window of opportunity. Whether you have 15 minutes for a phone conversation or 30 minutes for an online presentation, your prospects must feel that their time with you was well spent. During and after the meeting, they should feel that you truly understand their business needs, genuinely want to make a difference and are a credible resource. When prospects feel that way about you, they want to: Learn more about how your offering impacts their business. Involve others in their company in learning more. Explore and evaluate the potential ROI in making a change. Get the picture? The key to your success is to make that first meeting so engaging that your prospect finds the concept of working with you/your company to be virtually irresistible. In this ebook, youll learn five essential strategies to create those highly effective initial meetings that ultimately lead to sales success. Strategy 1: Ditch the Pitch If youre like most sellers, the less time you have with prospective customers, the more information you feel compelled to share during the meeting. After all, youve been waiting for weeks or even months for a chance to talk to these decision makers. If you dont cover every single detail about your company and your offering, you may never have another chance. Thats why so many initial meetings start with the obligatory overview that typically includes: Company History Office Locations Client List Many sellers feel that its essential for their prospects to know this information about their organization right up front. They also feel that it positions their company as a bona fide competitor in their market space. Theyre wrong. This sales-derailing mistake causes corporate decision makers to start thinking, Another self-serving salesperson. How soon can I end this meeting? They start disengaging from the seller, who is often so busy talking that the prospects disinterest goes unnoticed. After that, they describe their key differentiators with such self-promoting puffery as: Market leader One-stop shopping Quality service Passionate about the business Strong partnership Cost-effective solutions At this point, most sellers launch into a more detailed explanation of their entire product or service offering. However, their prospects have had enough. Its objection time! How Prospects React They have three perfectly gracious ways of bringing the meeting and the potential business relationship to a permanent closure. They ask or state: So how much does this product (service, solution) cost?
This can be a total showstopper for sellers who have blathered on and on about their offering. Without an understanding of needs, issues, goals and challenges, theyre unable to articulate the business value and any price they quote seems way too high. Can it do (fill in the blank)? No? Thats important to us. Because prospects are so busy, theyre often looking for reasons to rule you out. Even minor, insignificant details can be used as objections and derail your sales initiatives.
Thats really interesting (unique, incredible). I bet you sell a lot. When sellers get this response, decision makers are dismissing them in the kindest of ways. However, theyve omitted the final part of the sentence, But not here. Clearly these arent the responses you or any seller wants to hear. But theyre the logical outcomes of a one-way presentation focused on your company and your product, service or solution. To have a highly effective first meeting, its imperative for you to ditch the pitch.
customers understand the business impact and value of your offering right away. This is critical for your ultimate sales success. 10
mind in the heat of the sale (they wont!), be proactive. When you prepare questions prior to your meeting and lead the conversation, youll significantly enhance your sales success.
enhance your credibility. Without planning, theres a good chance youll miss the opportunity to subtly, but competently, stand out from the crowd. Strategy 5: Effortlessly Advance. The final way to build credibility and increase your initial meetings effectiveness is for you to suggest a logical next step. Rather than asking your prospects how theyd like to proceed, make a recommendation. Based on my experience, here are some common ways to effortlessly advance your sales process. Follow-up Meetings: Often, because of time constraints, there is still much more to be explored and discussed with your initial contact. Its likely youll need some time to think about what youve learned and come back with ideas or more questions. Meetings with Others in Their Company: Most corporate decisions involve multiple people. Depending on what you sell and who is interested in it, you might suggest meetings with your contacts boss, colleagues, direct reports, financial executives or technology evaluators. Meetings with Your Colleagues: Other people in your own company can bring significant value to the sales process. A logical next step might be a meeting with your executive team, industry specialists or technical experts. Meetings with Your Customers: Sometimes the logical next step is for you to arrange a conversation with one of your customers who faced a similar situation. These outside testimonials can have a major impact on your sales success. What matters most is that you know what the logical next step is and then propose it. In most cases, closing for the order after one meeting is premature and only creates obstacles.Your goal, after the initial meeting is to keep the process moving, one step at a time, to its natural conclusion. When you suggest whats next, you demonstrate to your prospect that youve done this before, that you know it takes multiple meetings and you respect the process. As we know that the job of salesperson is a very tough and demanding job the management ned to motivate his sales people. Your sales force -- and the revenue it brings in -- is the lifeblood of your business. When sales are up all is rosy; when they're down businesses wither and sometimes die. If your business relies on a team of salespeople to generate revenue, it's worth your time and effort to understand what motivates them. One effective way to motivate salespeople is with an incentive program, but devising one isn't as simple as defining a series of goals which, when met, reward people with a monetary payout. If money were the only ingredient for an incentive program, salespeople would simply sell more without additional incentives. Therefore, begin by understanding what each salesperson is hoping to achieve: Is to be the highest-selling person for the quarter? To best a personal sales record?
A good incentive program must be understandable, measurable, and achievable. Any program that doesn't include all three of these critical components will quickly become confusing and therefore counterproductive. As a business owner or team manager, it's your job to state the sales incentive program in clear terms and put it in writing. Hold a meeting to make sure each member of your sales team understands it in its entirety. Next, make sure that you only reward measurable, monetary results. If you choose to measure profits, make sure you measure gross profits and not net profits, because net profits often contain hidden costs such as overhead. When it comes time to decide on what the reward will be, make sure it's in relation to the sales goal. Higher goals deserve higher rewards. An all expenses paid, seven-day trip for a family of four to the Caribbean might seem costly to you, but if its cost is a mere fraction of the generated sales, it will have paid for itself from increased revenue. Smaller rewards can include tickets to concerts or sporting events, extra vacation days, or restaurant gift certificates. Find out what each person's personal interests are and use that information to come up with creative ideas.
10
Maintain an open-door policy:- If your salespeople don't feel they can air their grievances with you, those grievances will fester and lower morale. Make yourself available for any salesperson that needs to check in from time to time to share concerns or ask for constructive feedback.