CAPÍTULO V. INGENIERÍA DEL PROYECTO
5.4 Resguardo de la calidad
5.4.3 Medidas de resguardo de la calidad
Section 8.3 Sales To Avoid
CHAPTER EIGHT
Know How To Close The Sale
Section 8.1: The Closing Point
At the Closing Point
Once the buyer has shifted, go for the close
If the salesperson has ascertained needs and presented a reasonable solution
– They have a 50% chance of closing
If they are timid about closing
– They have a _____% chance of losing the sale
Customers expect to be asked for their business
– Don’t disappoint them
— “10 Steps to Sales Success”
Trial Closing Principles
The trial close is an opinion-asking question:
– “What is the most important aspect of our offering? – “Where do we go from here”
It tells you what you need to adjust to get the sale The actual close is a decision-asking question:
– “When would you like us to start delivery?”
Top-Ten Closing Approaches
(Decision-Asking Questions)
Direct (50% of the closes) Assumptive
Alternative I recommend Pilot project
Use of the “If or When” phrase Test it out first
Window of opportunity The timeline technique Return-on-investment
“THIS IS THE PART THAT ALWAYS GETS TO ME ... WHEN THEY ASK FOR THE ORDER.”
Direct
KEY When all needs have been identified and all solutions are explained, use a statement that helps make the prospect comfortable enough to close the deal.
EXAMPLE: “Linda, it looks like we’ve got a nice match between what you need and what we are offering. Restate their needs, our solution and the price, and ask “Would you like to
go ahead with this?”
Assumptive
KEY In this close, the seller lays out the scenario and proposes a course of action based on a strong
sense that the client wants to buy, but just doesn’t know how to say it.
EXAMPLE: “I’d propose installing my automated maintenance system on two of your helicopters. I’ve got several existing maintenance contracts in place already with your organization. Which one would work best for you, Jill?”
I Recommend
KEY If clients sense that you really understand their needs, they will follow your recommended course of action, especially if they trust you.
EXAMPLE: “In order to add this functionality to your algorithm, we’ll need a contract modification of about $20,000.
I recommend that we get started right away in order to meet your schedule. How does that sound, Joe?”
Alternative
KEY There is the implied assumption that it is not a question of whether or not the client will buy, but what will be bought.
EXAMPLE: “Bob, would you want to start with
the sales training or with the strategic planning facilitation”
Pilot Project Close
KEY You select one small part of a project as a means of getting started and providing a chance to establish an initial working relationship.
EXAMPLE: “Sam, I suggest we start with a pilot project
with 10 users to test out our CRM system. We can be ready to start as early as next Monday. How does this sound to you?”
Use of “When” or “If”
KEY You have the capability to modify your product or service to satisfy the buyer’s objection(s).
EXAMPLE: “So, if we include Global Positioning System functionality into our algorithm will you be ready to include it in your avionics upgrade package?”
The Timeline Techniques
KEY Offer the prospect choices as to the timing of the initial project.
EXAMPLE: “Usually we need around two months lead time to order materials in order to be ready to start on the first of June — or do you need to start
Test It Out First
KEY The client agrees to use a small portion of your service on a pro bono basis.
EXAMPLE: “We will be pleased to provide you and the
CEO with a Blackberry for one month on a trial basis.
When would you like to have them delivered?”
P.S. This is sometimes called the “puppy dog” close.
Giving Product Demonstrations
Many prospects want proof before they decide
– Samples – Small assignments – Product trials Product evaluations – Demonstrations – Beta tests
– Test results – Pilot projects
Always attempt to get a commitment in return: “If the demo is successful, will you be ready to go ahead with the project?”
Usually get one of two responses
– Unresolved issues (which you can resolve) – Agreement
Always be there and closely involved with the demo/ trial/testing
Window of Opportunity
KEY The client realizes that if they do not buy now, they will lose the opportunity.
– Have you heard this technique “today only” from your friendly car dealer?
EXAMPLE: “The next quarterly computer simulation training class starts next month.
If you are going to participate, I really need your commitment by the end of next week.”
Return-on-Investment
KEY You have demonstrated a compelling “hard” ROI.
EXAMPLE: “Will you look at the numbers and decide for yourself if they make sense?”
– By agreeing to decide for herself, the option of not deciding is eliminated. She must look at the numbers and decide!
– If she rejects the solution, she must admit that she
can’t decide for herself (which most people do not want to do) and since the ROI is compelling, she must buy.
Intermediate Closes
If you cannot get the actual close, get agreement for something that keeps the sales process moving (sometimes called the objective of the call)
– Meet again
– Review product literature/presentation – Accept a bid or proposal
– Participate in a demonstration
– Talk with others who use the product or service – Use the product or service on a trial basis
– Arrange a meeting with a decision maker
Ask, “What is the next step?”
— “Developing and Leading the Sales Organization”
Closing Principles
After you ask for the business, say nothing until the buyer responds
– You want the buyer to say “Yes,”
“No,” or
“No because ...” (the objection you’ve been looking for) – He who speaks next “loses”
– Technical as well as sales people need to be trained to be silent at the closing point
Stalls and Objections
If you get an objection(specific reason) handle it as previously discussed (page 94)
If you get a stall (no particular reason) say:
“I understand”
– Restate the features the customer liked and add an additional feature
• (e.g. best warranty in the industry; two years) – “Would you like to move ahead?”
• Second attempt to close
After the Close is Complete, STOP SELLING
– You may sabotage the sale!
All customer-interface people need to be trained to stop talking at this point
Buyers are busy—it is time to go!
Confirm The Sale
“Buyer’s Remorse” can set in once the Buying Decision is made
– Buyers may suffer from FUD Fear
Uncertainty, and Doubt
Counter FUD by:
– Assuring the customer that their decision was a good one “ I am really pleased as my experience tells me that
our product/service is a perfect match for your needs” – Thanking the customer for their business
“ Thank you for your showing such confidence in our product/service”
– Schedule the next event
“ I suggest that we schedule the kick-off meeting for your people and mine early next week. How does Tuesday look?”
— “Action Selling”
Additional Closing Opportunities
Closing can provide other immediate opportunities
– Ask why you won and use the information – Up sell (more quantity at a lower price) – Cross sell (other related products/services) – Get a long-term contract
– Meet with other buyers in same organization
– Meet with more senior buyers/executives in same organization
– Referrals to other organizations in their supply chain
When You Lose a Sale
Compliment the customer on their choice (grin and bear it!)
– Never bad-mouth the competition It makes you look small
It insults the prospect’s judgment
Ask for a debrief from the prospect
– Use lessons learned to improve your sales processes and bid strategies
Send a thank you note that says “Thanks for letting us bid [make a
presentation]. I’m sorry
we couldn’t help you this time. Please keep us in mind for future projects.”
Offer to qualify as a backup supplier with 10% of the business Ask for a referral Check in with the
prospect periodically
– Mention your new offerings or improvements to existing offerings
Section 8.3: Sales To Avoid
Consider Walking Away From These Sales
The time and energy the prospect will require as a customer does not justify the potential gain
The prospect is buying your offering based on price alone The prospect wants you to invest up front, but is
unwilling to do so themselves
The buyer asks for too many modifications that makes you uncomfortable with your resultant offering
The buyer will put too many unnecessary, stressful demands on your fulfillment team
The product/service will not work well for the customer Margins are unacceptably low or nonexistent, and there is
no strategic potential from “buying in” The buyer demands a kickback or bribe
The buyer abuses/bad mouths your company, your co-workers, or the product/service
You have a gut feeling that the relationship will not work — “Close The Deal”