In the NaperLaunch Academy workshop series, participants learn principles known as Professional Selling Skills. This sales approach could also be called “need-satisfaction” selling. The foundation of the workshop was developed many years ago and is based on scientific observation and analysis of successful salespeople. It was discovered that all successful salespeople automatically perform these basic skills almost flawlessly every time they engage in a sales interaction.
Need-satisfaction selling is a learned process of asking customers questions in such a way that they reveal their needs so that a seller can “support” those needs with a statement of the benefits of a product or service. It is a systematic approach to sales that a seller (or business owner) can easily learn and follow. With practice it becomes second nature and sales effectiveness increases dramatically.
There are 6 basic skills used in this sales approach or process: opening, probing, supporting the need with a benefit statement, handling objections, the trial close, and closing.
- Supporting the Need with a Benefit Statement
- Handling Objections
- Trial Close
- Get the customer saying yes by reviewing each of the needs that have already been discussed and asking for agreement that the customer expressed that need.
- Keep the customer saying yes by confirming acceptance of each benefit that has already been stated in support of each of the needs.
- Help the customer visualize the benefits of using the product or service being offered. If all responses are positive, continue to the close.
The skill of opening a sales interaction focuses on two key goals: building rapport and setting the objectives of the interaction.
At the beginning of every sales interaction, the seller should begin to build rapport with a customer. Rapport is built by showing interest in the customer and the customer’s needs. Getting to know a customer and understanding their situation should actually start before any meeting or call. Sellers should invest time in researching the potential customer to understand their needs and experiences. Effectively building rapport puts the seller in a position of trust with the customer.
Setting objectives for the sales interaction involves clearly stating the purpose and the expected outcome. This only requires a brief statement of what is hoped to be gained by meeting; however, a seller can also confirm acceptance of the purpose and expected outcome by the customer. Starting this way also gives the customer the chance to express specific things they want to know about the product or service, which will be immensely useful to the seller. If there is no agreement on objectives, then the seller should seek a different objective of the call until there is agreement. For example, instead of expecting to obtain an order, the objective might be adjusted to informing the customer about an offering and obtaining a commitment for a follow-up interaction.
Once the opening conversation has introduced the participants to one another, established some rapport, and confirmed the objectives, it is time to proceed.
The next skill is called probing, which simply means asking questions–but not just any questions. Sales probes are intended to help uncover specific customer needs. Answers to sales probes should reveal what the customer really wants or needs, and the best sales probes will help uncover needs that the seller’s offering can solve.
There are two types of probes: open and closed. An open probe gets the customer speaking freely, preferably about their routines and challenges. This may reveal specific needs that can be solved by the seller’s offering. Closed probes are more focused questions that may be answered with a shorter response, possibly a single word–yes or no. Closed probes are used to confirm or clarify the seller’s understanding of what the customer has said; in particular, they are used to confirm a need.
In a sales interaction, a seller’s listening skills are more important than their speaking skills. Sellers must listen carefully to hear what the customer reveals in terms of problems (needs) that the seller can solve. When such a need is uncovered and confirmed, it must be supported with a benefit statement.
A benefit statement describes the value that the customer will receive when using the product. It should not describe a feature of the product or service; rather, it must focus on the benefits of that feature. It should answer the question: What does the customer get?
The first part of the statement generally acknowledges the customer’s need. The second part describes the benefit of the seller’s offering. The statement must specifically address and solve the need the customer has revealed. Lastly, the benefit statement concludes with a closed probe to confirm customer recognition of the need and acceptance of the benefit statement.
If, as shown in Fig. 1, the features of a seller’s coffee pot are its heavy-gauge stainless steel construction and special silicone seals, then the benefits of that coffee pot to the customer are its resistance to rust, breakage, and leaking.
Figure 1. Features and benefits of a coffee pot
In this example, the benefit statement should acknowledge that the customer indicated a need for a coffee pot that is resistant to rust, breakage, or leaking. Then the seller would point out that the superior-quality construction of the coffee pot being offered is such that it actually resists rust, breakage, and leaking. The statement would end with a closed probe: “Does that sound like the kind of coffee pot that you are looking to put into your warehouses?”
In a sales interaction, this 3-step process of probing, uncovering needs, and supporting needs with a benefit statement is repeated continuously until the customer either cannot identify any more needs or exhibits buying signals. Buying signals are responses that indicate customer interest; they are sometimes verbal expressions and other times detected only in customer body language. With mild buying signals, the seller might proceed to a trial close. When strong buying signals are obvious, then the seller should proceed to the close. However, most of the time, some type of customer objection will arise. We will cover handling objections first and then return to the closing skills.
In our experience, all possible types of customer objections to a sales offering fit into one of four categories: skepticism, indifference, misunderstanding, or drawback.
Skepticism means the customer does not believe the seller’s claims about the product or service. The handling skill would include probing to determine the source of the skepticism. Once the source is identified, the seller may be able to offer some form of proof of the claims, such as research findings, third-party authoritative articles, or customer testimonials. This requires the seller to anticipate possible sources of skepticism and prepare valid proofs ahead of time.
Indifference means that the customer is exhibiting no interest in what is being offered. It does not matter what the product or service delivers in benefits because the customer does not perceive any need for that benefit. The sales response is two-fold: First, remind the customer of other needs and their associated benefits that have already been confirmed and supported during the interaction. Second, try to uncover hidden needs that have not yet surfaced by probing. Perhaps the customer does not recognize what the product or service can do and may actually have some needs that have not yet occurred to them.
After reviewing any newly confirmed needs and supporting them with benefit statements, the sales approach is to probe for additional needs by asking the customer to provide more information about their operation or processes. When the review is complete, if new needs are supported, the seller can return to the trial close. On the other hand, if no needs have been confirmed or supported, then the prospect is not a potential customer and the seller can stop wasting time and look for a new prospect.
When a misunderstanding occurs between customer and seller, the basic handling step is to probe to discover the root cause. The misunderstanding can usually be clarified and resolved through discussion. Sometimes the misunderstanding comes from an uncovered need; when the need is revealed, the seller can support it with a benefit statement and move back to the trial close.
A drawback is the toughest objection to handle because it usually means there is some customer need that cannot be supported with benefits from the product or service being offered. In this case, the seller simply cannot meet the need. The only way to overcome a drawback is to support enough other needs to overcome the impact of the drawback. The sales response is to confirm previously supported needs to remind the customer of the other benefits of the sales offering. The seller can also probe for any hidden needs that can be supported.
Once enough benefits have been accepted that the customer accepts the drawback due to the other benefits of a product or service, the seller can return to the close.
When a customer seems to be giving buying signals, a seller can verify agreement using trial close techniques, for example, asking “Do you see any reason we can’t move to the next step?”
If any customer stalls are encountered, a seller should execute the 3 steps to commitment strategy:
If the customer raises any objections to continuing during the trial close, the seller should execute the appropriate handling skill based on the type of objection raised.
At any time in the sales interaction, if the customer signals a readiness to buy or move to the next level, it should not be ignored by the seller. Do not talk yourself out of a sale! When there is clear consensus to move to an agreement on next steps, the seller should move to the close.
Closing is really just reaching agreement on what will be done next. If there has been no trial close, the seller may use the 3 steps to commitment strategy described above to review the needs and benefits of the offering. Then the seller can outline the next steps in placing an order, making the arrangements for delivery of the product, or scheduling the offered service. These agreements should address when, where, and by whom next steps will be taken. Next steps might be setting a follow-up appointment or executing a buy order or similar interaction.
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