Como você treina seus representantes de vendas internas para vender valor e não recursos ou preço?

First, start out by finding out specifically what brought the prospect to the call. Don’t settle for a surface level answer here, dig deep to uncover the specific circumstances that brought them to the call. Getting clear here sets the tone for the whole call. If it stays surface level and you don’t establish trust from the beginning your prospect will try to avoid pain points through the conversation.

Being an ISA in the Real Estate Industry, you find out in a hurry that the house nor the money is most important. The 4 most common reasons people decide to buy/sell a house is Divorce, Death, Birth, or Marraige. On either side of the equation, good or bad, how the sellers house doesn't work for their life is no motivation. When a seller tells me they are looking to downsize, the next question has to be why. By digging deeper, building report, and truly caring to understand your client, you find the larger motivation hiding behind "I need to downsize". In my office our motto is "Providing real estate solutions to people's problems". People > Profit

Antes de tudo, ensino meus representantes a entenderem profundamente os problemas e necessidades dos clientes. Usamos perguntas abertas para entrar no mundo deles, ouvindo atentamente e mostrando empatia. Isso ajuda a identificar como nosso produto ou serviço pode resolver seus problemas de forma única.

Finding out through a needs analysis, it will quickly put you in the right direction to solve a client's problem. You may have multiple solutions but you need to know which one will solve their problem. An example could be the "sell me this pen" exercise. For example, you go through describing that this pen is the most beautiful pen with the smoothest ink and that it will raise their status etc. However, you later find out that the prospect needed a pen to use for their iPad. Functionally, it needs to serve their purpose to solve their problem. An easy question to ask is what they have used before. From there, asking what they have liked and disliked about it

Avant toute chose, il est essentiel de bien connaître son prospect. Je ne parle pas ici de connaître sa vie personnelle, ses passions ou ses motivations personnelles, mais plutôt de comprendre son entreprise et les finalités de celle-ci. Trop souvent, les commerciaux essaient de séduire une personne au lieu de saisir les véritables enjeux d'un échange. Il est primordial de savoir ce qu'il désire, mais surtout ce dont il a réellement besoin. Pour cela, une formation à la découverte générale est essentielle. Cela nécessite une méthodologie, un questionnement, des validations et surtout des règles. Il est primordial de ne jamais anticiper les besoins du client, de ne jamais partir avec une incertitude et de confirmer chaque information.

Once you have asked your discovery questions and found out what the pain points are for your prospect, the next step is offering the solution. I like to keep to the 80/20 rule. You may have a lot of features to offer. However 2 things. 1. Not all features and benefits are going to solve their problems. Only raise to them the points that will help them. If you bring up anything that doesn't serve them, it will create friction with the sale and show that you weren't listening 2. Explain things slowly and stagger it out. You may know your products/service inside out, but it is the first time your prospect is learning it all so the 1st priority is to ensure they understand what you are talking about. Once they do, move on to the next one

Il est inutile d'aligner des avantages qui ne répondraient pas à des besoins que le client n'a pas mentionnés auparavant. Si lors de la phase de découverte et de questionnement, vous n'avez pas réussi à lui faire exprimer ces besoins, il pourrait percevoir cette information supplémentaire comme une remise en question de sa propre réflexion.

A well-known pitfall is for a salesperson to come up with solutions far too quickly. First let the prospect specify what he actually thinks he needs.

Get to know your ideal clients common objections. - I'll have to speak with my partner. - I'm going to have to take some time to think on it. - Now might not be the right time. Any objection you recieve is immediate feedback that you did not align with your client well enough. To avoid "I'll have to speak with my partner", ask if there is someone else who should be a part of the conversation. Anticipate your objections and address them before they are even asked. Study your ideal client, they will tell you exactly what they need, so just listen, then provide value through your service.

1) Emphasize selling value over features or price : -Focus on benefits and outcomes for the customer 2) Understand customer pain points -Tailor responses to address specific needs 3) Practice active listening and empathy -Showcase unique value proposition 4) Highlight success stories -Provide product demonstrations -Offer solutions rather than pushing for a sale 5) Build trust and credibility -Foster meaningful conversations -Increase sales through value-driven approach

I have found that it is useful to acknowledge the objections and then mention a past client that had a similar concern and how they have now had their issues resolved through my solution. This builds more credibility by threading a case study into the conversation to show that: 1. This solution works 2. It has worked for others before Knowing what objections usually come up, it is also best to prepare how to prevent the objections in the first place by either giving case studies beforehand or explaining any guarantees involved.

Si les deux premières étapes ont été correctement respectées, la réponse aux objections se trouve dans la phase de découverte et de proposition.

There is absolutely no point in rebutting over objections if you don't know whether an objection is genuine or false. One may simply not like you, have no budget or even be unauthorised. Besides, it helps to isolate an objection first by asking "if we can remove this objection do we have a deal?". A false objection will create a new barrier each time.

When going into my close I like to use a simple structure. 1. Acknowledge their needs. 2. Align with their needs. 3. Ask. I'm in the real estate industry so I'll use an example from there. "So [Seller], I understand that you're wanting to get your house sold by April in time for your daughter's wedding. Although, you're a little tentative to move so quickly without having another home lined up. Alot of our similar clients appreciated sitting down and game planning how to sell and buy at the same time. How about I come over tomorrow at 6:30pm so we can put together a game plan we can execute to get this done?

The most important step seems to be left out of this process. What are the benefits for the customer? And how does the solution adress not only his business issues but maybe even solve some personal issues (reduce stress or overtime etc)

This is the most important step to the whole sales process. This final step will help tell you how you did in your sales presentation. If you did your presentation correctly, got all reasons out of the way that may cause your client to say no, then the close should be seamless. If youre close didnt end with a commitment you need to see where your presentation lacked meeting the prospects needs.

What works for the best is to really establish long term relationships. This means you have to build trust, be genuinly interested, provide value to your customer even in the prospect phase. Share, give, engage, build a community and invest in your network.

Contrary to popular belief, the sale is not over at the end of the close or even after the check clears. Your clients dont want to feel they were sold. Providing ongoing customer support helps retain the client and also offers the opportunity to get refferals. You know whats tougher than the original sale? Trying to save the sale from canceling due to poor customer support.

A sales team should be role playing every single morning with a specific goal to incorporate, improve, connect. The biggest mistake I notice is sales teams not actively searching deeper into their prospects clients. Prospect says they have XYZ problem. There better be a response that us digging deeper. Tell me more about that. How has that been affecting you? What have you tried already? Why do you think those didn't work? The value is found in solving their problem. The more you know about their specific problem, the more value you can bring.

the model in which this is describing is SPINS selling. I like to tag onto SPINS as part of the close. I call them YES stairs, the more times you can get the customer to agree with you the more likely you are to close. When offering the solution instead of saying "I can do this for you" Say: SALES REP: "Mr customer you said if a company/ product could do X, it would do Y for you, is that correct?" CUSTOMER: "yes" SALES REP: "If that business/ product was also Z, this would benefit you?" CUSTOMER "yes" SALES REP: "If one business were to do all that, and add value by doing A, B, C - you would move your business" CUSTOMER: "yes" REP: "Well I'm delighted to be able to say I can offer you those solutions here and now"