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Situational Selling: Who Am I? Who Are They? PowerPoint Presentation
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Situational Selling: Who Am I? Who Are They?

Situational Selling: Who Am I? Who Are They?

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Situational Selling: Who Am I? Who Are They?

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  1. Situational Selling:Who Am I? Who Are They?

  2. Situational Selling Two Keys To Presentation Success: • Adjusting Our Personality Style To Match Our Clients • Different Clients Require Different Approaches 94% RevenueIncreaseTwelveMonths!

  3. Why Learn Situational Selling? • Salespeople work hard, not smart • Not understanding personalities cost revenue • Lose sales because we identify with only “us” • We “pitch” how we want to be “pitched” to • Salespeople don’t know how to build “intimacy” • Most personality programs are too analytical

  4. Situational Selling Benefits • Make more money and work less • Close sales normally missed • You’ll identify with all types of clients • “Pitch” how the client wants to be “pitched” to • Build “intimacy” with clients • Sales Distinctive - easy program – unlike others

  5. Situational Selling Affects You Personally as well as P R O F E S S I O N A L LY!

  6. Situational Selling: Martson’s Model You can motivate people. • People do things for their reasons. • An overextension of one's strength becomes a weakness. • If I understand you better than you understand me, then I can control the communications. • If I understand you better than you understand yourself, then I can control you.

  7. Make The Best Out Of Situational Selling • Open mind – be flexible • Take notes -interact & participate • Master mostof the content • Implement what you learn • Use “Talk” to Chuck @ www.chuckbauer.com • Thankful

  8. Situational Selling INSANITY Keep doing what you have been doing and expect things to change.

  9. Who Am I? Who Are They? • Four Distinct Personalities • Directors • Socializers • Relaters • Thinkers

  10. Celebrate The Differences In All People • Left brain - right brain • Logic & ego versus feelings • Handshake or hug? • Sit shoulder to shoulder? • Sit across? • Say "think" or "feel” • Tellsvs. asks? The Secret Question?

  11. Who Am I? Who Are They? - Quick Glance • Director- Controls / Tell / Ego • Pres. Bush / Geo Steinbrenner • Primary Question? What?15% • Socializer- Tell / Feelings • Richard Branson / Princess Di • Primary Question? Who?15% • Relater- Asks / FeelingsOprah / Kofi Annan • Primary Question? Why?60% • Thinker- Controls / Asks-Tell / Ego • Greenspan / Mozart • Primary Question? How?10% •

  12. Situational Selling: In House Exercise Director Socializer Relater Thinker Name: Style? Clues? Strength? Improve?Unique?

  13. Director Traits • Strength's: Leaders • Weakness: Impatient • Decisions: Decisive • Fear: Hustled • Needs: What/When/Costs • Movement: Options • Satisfaction: Record (2)

  14. Socializer Traits • Strength's: Persuading • Weakness: Disorganized • Decisions: Spontaneous • Fear: Rejection • Needs: How it enhances status • Movement: Incentives • Satisfaction: Regular contact

  15. Relater Traits • Strengths: Listening • Weakness: Indecisive • Decisions: Together • Fear: Sudden changes • Needs: Personal affect • Movement: Personal assurances • Satisfaction Regular Contact

  16. Thinker Traits • Strength's: Organization • Weakness: Perfectionist • Decisions: Deliberate • Fear: Mistakes/Criticism • Needs: Justify it logically • Movement: Data and documentation • Satisfaction Specific timetables/clarity

  17. Mix & Match Exercise The purpose of this activity is to talk with as many people as possible within a 10 minute time period and gather as many clues as possible in an effort to determine their own styles.

  18. Director Sales Strategies • Focus on task; be prepared & organized • Explore results & time restraints • Compliment them on accomplishments • Let them take the lead • Argue w/ conviction: Remember “Geronimo” • Back up everything w/ facts

  19. Socializer Sales Strategies • Show enthusiasm, let them set the pace • Explore their dreams • Tell personal stories • Emphasize uniqueness • Involve as many senses as possible • Help them make a spontaneous decision

  20. Relater Sales Strategies • Talk warmly & informal - build trust • Explore their work & needs • Use open ended questions • Emphasize harmony, safety, teamwork • "How do youfeel about...?" • Provide direction and assurance • Make collaborative decisions

  21. Thinker Sales Strategies • Avoid socialtalk, appeal to “Greenspan” • Explore expertise, objectives, concerns • Ask "bullet" questions • Emphasize accuracy, reliability • Provide documentation on options • Make deliberate decisions • Present worst case scenario

  22. Quick Glance/Traits • Thinker Organizer Perfect Deliberate Mistake Logically Data Timetable • Socializer Persuading Disorganized Spontaneous Rejection Status Incentives Contact • Relator Listens Indecisive Together Changes Personally Assurances Contact Trait Strength: Weakness: Decisions: Fear: Needs: Move: Satisfied: • Director Leader Impatient Decisive Hustled What Options Record Tell me about you?

  23. Situational Selling • Self Assessment

  24. Situational Selling: Additional Tools • Quick Glance Charts • Closing Strategies Sheets • Behavioral Flexibility Chart

  25. Situational Selling • Question • Debrief