Part 5

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 An Overview of 12 Selling
Models

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 Personal Preparation Models.(1-4) These
focus on the salesperson's personality.

1. 5-P Sales Model: This basic model was

defined as "Product Pushing through
Personality, Persistence and Price." This was
the land of the "born salesman." These
people had an engaging personality and
relentless persistence.

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 With a low price and playing a
simple numbers game, they could
make sales. Even today, people
wake up in the morning and decide
to go into selling with few or no
skills. For them, mental conditioning
is a must.

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2. Mental Conditioning Sales Model:
People in sales hear the word "no"
more often in a few months than
people in other occupations do in an
entire lifetime. When salespeople
lose their excitement and
enthusiasm for what they sell, their
prospects respond likewise.

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 Mental conditioning is to selling as
physical conditioning is to sports.
Significant advancements have been
made from the short-lived motivation
sessions. Today Psychological
Kinesiology and other methods are
available to build stamina.

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3. Relationship Sales Model: This
model was based on building a
relationship by calling on the same
prospect repeatedly over an
extended period of time. The
salesperson and the buyer got to
know each other better on both
professional and personal levels. At
the core of this model is the ability to
cross boundaries, but not violate 7
4. Personality Styles Sales Model: The
importance of relationships in selling
fostered the use of psychological
assessment instruments to identify
key personality characteristics.

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 Based on the recognition that
different personality types prefer
their own particular style of
interaction, this model provides
structure to the interaction and
relationship-building components of
selling.

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 Presentation-Based Models (5-8)
These focus on using the
presentation portion of the sales
interaction to do the actual selling.

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5. Closing Sales Model: Introduced in
the 1950s, heavy emphasis was
placed on presentation skills, trial
closing and overcoming objections,
then going for the final major closing
sequence. In its pure form, this
model was, and still is today, most
commonly used in high-pressure
sales.
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6. Problem-Solving Sales Model: In the
early 1960s, sales professionals were
taught to ask open- and closed-
ended questions to probe for
problems. Once discovered, solutions
were then presented. In today's
highly competitive markets, this
model has a tendency to extract the
"price" objection.
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7. Value-Added Sales Model: This
model emerged in the late 1960s to
counteract the tendency of the
Problem-Solving Model to elicit a
price objection. When the price
objection is anticipated, incentives
are "added on" to the basic
product/service as a means to make
up the difference in customer
perceived value versus price. 13
8. Consultative Sales Model: This
model was introduced in the early
1970s. The focus was to determine
how the sales professional could
lower the customer's operating costs
and/or increase the customer's
ability to generate revenues.

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 This model requires that you have
an extensive track record and strong
proof of results. Consequently, it had
limited application for new
companies, new products or new
services.

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 Applications Models (9-11) Fully
developed primarily during the
1980s in response to special selling
situations these are more strategic in
nature and assume the salesperson
already knows how to sell.

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9. Partnering Sales Model: The
partnering model is not a "legal"
partnership. Rather it is a part of the
"Total Quality Management" process
many companies are now pursuing.
Partnering is usually done at the
highest levels within the seller's and
customer's organizations.

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 To successfully partner, the
salesperson must understand the
needs of the "customer's
customers." Collectively, the seller
and customer build and exchange
business plans related to the
product/service.

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10. Team Selling Model: Although it
has been around for many years, it is
just now becoming popular with
sales organizations. This process
involves a number of people at
various levels interacting with a
similar group at the same level at
the prospect company.

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 The sales professional is primarily
engaged in a communications-
coordinating "quarterback" role.
Roles, boundaries, authorities,
procedures and communications are
necessary for this model.

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11. Complex Sales Model: Long lead times
and big ticket items, coupled with
multiple decision makers, both internal
and external to the client company, i.e.,
banks, citizens groups, governments,
etc., characterize the profile of a selling
organization utilizing the "complex sales
model." The primary focus is to define
the strategic approach to the account.

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 Value Selling Matrix Models (12) In a
value selling process the actual
selling is done during the interview
phase of the sales interaction, rather
than the traditional presentation
phase.

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12. Value Selling Model: This relatively
new model introduced in the late
1980s was developed as the result of
reduced product/service
differentiation, competitor-induced
increased pressure on price, new
products and services that have no
track records,

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 as well as flatter organizations
staffed with people who no longer
have the time to listen to sales
presentations. Value selling is
designed to prevent the price
objection by establishing the value of
the solution using the prospect's
data.

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 The criteria-driven version of this
model uses an "irrefutable logic
stream" so that proof of performance
is not necessary and sets the seller's
unique selling points as criteria to
select a supplier in order to rule out
the competition.

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 Top 10 Sales Techniques
Sales techniques are used in
majority of sectors such as
marketing right to Finance and IT,
selling everything from software, a
service or a product.
These top ten tips sales techniques
gives an overview of the type of
skills you need to use to gain new
business and build and maintain 26
 (1) Prepare
Before you make your first initial
contact with the potential client,
make sure you research their
business thoroughly, understand
their industry and take a look at
what their competitors are doing.
Also, do a little web research on the
person you''re going to be talking to
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 (2) People skills
Some people find meeting new people
easy as it comes naturally to them, but
others find it difficult. Remember you're
face and personality of your company.
Develop your people skills and cover
areas such as questioning and listening
skills, giving and receiving criticism and
praise and using assertive behaviour.

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 (3) First impressions really
count
If you are having your first meeting,
first impressions are really
important. Majority of people make
their first impression in 15 seconds
of meeting you. To feel confident,
you need to look confident. Make
sure you look you clean, tidy and are
dressed appropriately. 29
 (4) Starting a client
relationship
Once you've made the first contact,
you need to build on the relationship.
It is important to listen and
understand their business needs.
Once you've built that relationship,
shown you understand, and earned
their trust, you are on the right track
to making them a regular customer. 30
 (5) Relationship
Building
To build on the relationship it is
important to maintain regular
contact with the client. If you don't
then they will either go to your
competitor or lose trust in you. Make
sure they know that they can contact
you on your email, work number and
mobile. 31
 (6) Listening to your client
Your client might mention a problem
that they are currently experiencing
at work. If you can solve this
problem, don't be afraid to give them
your professional advice, even if
they don't ask for your help. You
have to be confident in finding
solutions to their work.
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 (7) Sell the benefits
Sell the benefits of your product or
service. Remember that your product
or service is benefiting their business
needs. You are helping them gain a
flexible work schedule to make their
work life a little easier on them.

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 (8) Don't rush the sale
Never let your customer feel like
they are being rushed into a sale.
This is important especially if you're
still building the relationship. If you
can make them feel that they are in
control of the relationship, you won't
risk losing the client to a competitor.

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 (9) Remember a promise is a
promise
If you promise to do something,
perhaps a favor relating back to your
services/product, make sure you
follow through. If there is a deadline,
make sure it reaches your client at
least a day before. If you're forced to
extend the deadline, contact the
client straight away and let them 35
 (10) You're the expert
Never forget that you're the expert
in your field, make sure the client
knows that they can turn to you for
advice. You understand the industry
and have the knowledge to provide
expert advice and share good
practice.

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 There are three distinctly different
sales techniques:

Transactional Sales.
Consultative Sales.
Enterprise Sales.

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 Transactional
Sales
Transactional sales are those in
which straight transactions occur. A
consumer, for example, is seeking a
good price on a name-brand hair
dryer. The hair dryer is located on an
ecommerce site, paid for by credit
card or a transfer service such as
PayPal, and thats the end of the 38
 There is no need for a salespeople
in this environmentsites such as
Amazon have created a buying
experience that requires no human
interaction.

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Where is the trust factor in
transactional sales?

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 The trust in this sales technique is
completely in the product and the
brand. The consumer has heard,
seen or read enough on that
particular productor has personal
experience with itthat there is trust
in it.

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 Although not as common, trust can
also occur with a particular
ecommerce site, if consumers have
routinely had an excellent buying
experience there (Zappos or
Amazon as an example). In that case
the trust is earned through excellent
delivery and customer service.

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 Enterprise Sales
In enterprise sales, the trust in an
institution. It is a company that has a
long-standing reputation for
providing products and services that
are outstanding in the field and in
whom a company can place its faith.

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 In enterprise sales, there is also a
considerable future factor involved;
a company is entrusting a part of
their future in the hands of the
institution.

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 Due to the complexity of enterprise
products and services and the long
list of options involved, a human
salesperson is required. It requires
an enterprise salesperson to have
mastered the sales techniques of
insight selling, so that the customer
is serviced to the maximum degree
possible and that trust is well-
earned. 45
 Consultative Sales
Consultative sales also requires a
human salesperson and likely always
will. With consulting sales, a
company is placing their trust in a
person and their recommendations
and advice, as opposed to a product
or a brand.

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 More than in any other category,
the sales techniques of insight
selling are particularly vital here. A
consultant must possess a keen
perception and understanding of a
companys issues and needs, and
provide the best possible
recommendations for solutions to
them.
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 When a trusted consultant advises
a company to buy a certain product,
theyre likely do to so even when the
company has never heard of that
product.

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 In addition to professionals working
as consultants per se, under this
category would fall salespeople
selling products or services that
buyers or prospect companies are
largely or somewhat unfamiliar with.

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 The salesperson in this category
has a tough challenge, but one which
can be met with the right skill: the
sales rep of this sales technique
must become, to a greater or lesser
degree, a trusted consultant for that
company. Once again insight sales is
the key.

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 Sales Insight
According to Forrester Research,
64% of senior executives believe
that the sales person does not know
enough about their buyers business
to bring any value to a meeting. In
fact only 25% of them are prepared
to take a second meeting.

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 Meaning, three out of every four
sales meetings are a waste of time
and money both for the seller and
for the buyer.

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 Two Categories of Insight
Selling
Sales winners employ two types of
insight selling:

Opportunity insight.
Interaction insight.

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 Opportunity Insight: Focuses on
selling a particular idea that is likely
to lead to a sale. To do this, sellers
must bring up the idea proactively.
Its up to the seller to create the
opportunity and communicate it so
that the buyer says (or thinks)
something like, "Very interesting

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 Opportunity insight also creates
customer loyalty.
Researching shows, that buyers
were three times more loyal to
sellers who proactively brought
opportunities to their attention.

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 Educating buyers not only shares
the seller's expertise, but also
demonstrates the seller's willingness
to collaborate with the buyer. That's
the second type of insight selling.

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 Interaction Insight: Provides
value in the form of sparking ideas,
inspiring "AHA! moments" and
shaping strategies based on
interactions between seller and
buyer. You're not just there to sell
them something; you're there to
shape ideas and inspire changes that
could benefit their business.
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 These winning sellers help buyers
think outside the box by asking
tough questions, pushing them out
of their comfort zones and
challenging their assumptions. When
they do, buyers often come to
insights on their own.

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 The net effect is that the buyer
wants to keep that seller around. To
do that, they buy from that provider
more often.

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 Opportunity insight and interaction
insight work together to build
customer loyalty and earn repeat
sales. Whether presenting the buyer
with a new opportunity, or simply
collaborating with them, insight
sellers drive change with ideas that
matter.

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