| ="bottom-link"> | | | | to _____, ______, and ______. Is that |
| Salespeople know that they’re supposed | | | | correct? If the customer says no, ask more |
| to sell to the customer’s needs. Here is | | | | questions and do more listening. Only after the |
| the classicand tragically wrongway they | | | | customer agrees that you correctly understand |
| usually learn to do it: Uncover the first need. Begin | | | | those three important needs should you begin to |
| a product presentation, covering features and | | | | present the capabilities of your company and your |
| benefits, and then attempt to uncover another | | | | product. You are now prepared to make that |
| need and then give more product talk, etc. | | | | presentation in a far more powerful way by |
| Unfortunately, that's part of the reason why the | | | | focusing directly on issues the customer already |
| sale won't be closed. | | | | has agreed upon as vital problems or |
| Research shows that presentations like this are | | | | opportunities. |
| 25 percent less effective than those in which a | | | | In The Field: |
| thorough needs assessment is followed by a | | | | Financial consultant Brad Martin describes his |
| summary of all of the customer’s needs. | | | | experience with the Action Selling approach to |
| You will be far more successful if you begin by | | | | needs identification as a revelation and a radical |
| uncovering and agreeing on at least three relevant | | | | departure from the way he was originally trained. |
| needs that the customer perceives as important. | | | | Martin works for a large financial services |
| Only then should you begin a product presentation | | | | company. Like many salespeople, he was taught |
| tailored to address those needs. | | | | to respond to each customer need as quickly as |
| Never present your product until you have | | | | he was able to uncover it. So he would spot a |
| agreed on at least three important and relevant | | | | need, present a product feature and benefit to |
| needs. | | | | address it, and then fish for another need. |
| Here’s how to do that: | | | | That worked all right, Martin said, but |
| - Ask questions designed to draw out the | | | | sometimes I ran into trouble by presenting |
| customer’s needsspecifically, problems | | | | capabilities that didn’t quite match the |
| or opportunities that can be best addressed by | | | | prospect’s needs when they were |
| the unique capabilities of your company or your | | | | considered as a whole. This meant I later had to |
| products. | | | | deal with many more objections than |
| - Take notes while the customer talks. This | | | | necessary. |
| shows that you’re a good listener and that | | | | The problem is that customer needs do not exist |
| you actually care. | | | | individually, in a vacuum. They are interrelated. |
| - Summarize and reach agreement on needs. | | | | Martin learned in Act 4 of the Action Selling sales |
| When you believe you have uncovered at least | | | | training program to uncover and agree on at least |
| three strong and relevant needs, summarize them | | | | three needs before presenting his solutions. |
| and check your understanding with the customer. | | | | Now my sales presentations are much better |
| In this way, you reach agreement on the | | | | focused, and fewer objections surface, he |
| customer’s needs. | | | | said. I am closing a significantly higher |
| Use this format to gain agreement: | | | | percentage of my prospects. |
| As I understand it, you are looking for a way | | | | |