The cost of trainings. Active sales Sales training for experienced employees

Sales training. Notes for the trainer.

1. Introducing the trainer to the group members (40 min).

The trainer introduces himself and talks about himself, his experience and what training is (asks if someone has been to the training before, what they liked and what they didn’t - use this information so as not to repeat the mistakes of others), about the purpose and content of this training.

Training goals:

Structuring information about sales techniques

Acquisition of new knowledge and skills

· Training and development of new techniques

Improving existing skills

· Experience exchange

Exploring your individual capabilities to improve the efficiency of working with customers

Summary of the program:

1. Acquaintance. Acceptance of the rules.

2. Setting personal goals

3. The first stage of the sale is establishing a contact.

3.1 The 40 second rule

3.2 Compliment rule

3.3 Customization for the client. Mirroring.

4. The second stage is the identification of needs.

4.1 Types of needs

4.2 Types of questions

4.3 Active listening

5. The third stage of the sale is the presentation of the product (service).

5.1 Features and benefits

5.2 Three-step presentation

5.3 SPIN method

6. The fourth stage of the sale is overcoming objections.

6.1 Algorithm for overcoming objections

6.2 Additional arguments

6.3 Pricing policy

7. Completion of the sale.

8. Market position of my company.

Getting to know participants:

1 option"Tell me about your name." Ask participants to share why their parents named them that way, what their name means, what they like to be called, and what they don't like. The trainer can search in advance for the meaning of the name of each participant and complete his story.

Option 2"Tell me about your neighbor." Participants are divided into pairs, communicate for 5 minutes, and then each introduces his partner.

The next step is for each participant to write their name on the badge. The names do not have to match exactly. That is, if there are two girls in the group with the same name, then one can be Natasha and the other Natalya.

Establishing rules.

Training is the game of life. Here we will try different psychological techniques, which can be applied in the sales process, and discuss the results. In order for this process to be effective, rules are usually introduced in the trainings that facilitate the work of the group.

I suggest you the following rules:

1. Respect for each other (do not insult, do not call names).

2. Speak for yourself (not "we don't like this", but "I don't like this").

3. Speak in turn (agree on a conditional signal “I want to say”).

4. Appeal strictly by the name indicated on the badge.

5. Turn off mobile phones during class.

There are other rules that we can use: the rule of confidentiality, "here and now", show up on time, actively participate, STOP.

Question to the group: what rules do you need to work comfortably?

Acceptance of the rules: each participant says: "I accept these rules and undertake to follow them."

We hang a list of rules on the board.

2. Setting personal goals (20 min).

Exercise in workbooks No. 1:“What do I want to achieve and what am I ready to do for this”

As you know, in order to get some result, you must first make some effort. The next exercise is dedicated to the fact that each participant will try to clearly define what exactly he wants to get from this training and what efforts he is ready to make for this.

For example, you want to learn how to convince a client or overcome objections, and for this you are ready to actively participate in all exercises, ask questions, arrive on time, etc. Participants are given 10 minutes. to complete the sheet. Then each of them reads out what they have written, and the trainer notes for himself which issues are especially important for the participants (they should devote more time to the training).

3. The first stage of sales is establishing contact. (2 hours)

The stage of establishing contact is necessarily present in any negotiations. This stage is necessary for people to switch to new topic, on a new person, distract from extraneous factors.

In telephone conversations, the stage of establishing contact is much shorter. Question to the group: why?

Because the attention of the interlocutor "floats away" faster, because he does not see you,

Because, having picked up the phone, he is already ready to talk,

There are several simple patterns that must be followed in order for the establishment of contact to be successful.

3.1 The 40 second rule.

The first impression is formed during the first 30-40 seconds. It is of great importance:

Appearance: ideally, it matches the style and level of the client: this contributes to the installation of negotiations on an equal footing. Remember the accessories of business success: watch, pen, mobile phone. Demonstration of superiority or vice versa can negatively affect future cooperation.

The first phrases: it is advisable to call the client by name and patronymic and introduce yourself. It is better not to use the phrases "worries", "I will take up very little of your time." Question to the group: which ones to use? (Positive ones, such as “offer cooperation”, and more? ..) You should refer to the agreement, ask if it is convenient for the interlocutor to speak (on the phone) and what time he has.

First steps: act confidently, without fuss, offer your business card; find out where you would like to sit. You should not start a conversation while standing: it gives the impression of uncertainty and haste,

Eye contact. If a person does not look into the eyes, it means that he is hiding something, lying, not finishing.

A handshake characterizes your position in communication.

Exercise for 4 participants: one participant closes their eyes and shakes hands with three people. Then he shares his impressions of handshakes, he can try to guess who was where.

Smile: it is easier and more pleasant to communicate with a friendly person.

Exercise for the whole group: smile at your neighbor on the right, try to do it naturally. The smile goes around and around. The coach can start. For convenience, you can simultaneously say the name of the participant or say “Hello”.

3.2 The compliment rule.

Most people enjoy being complimented. An appropriate compliment wins the interlocutor towards you. Let's look at what you can compliment in business communication:

Everything that a person flaunts: certificates, diplomas, awards, flowers in pots;

Interior and exterior decoration of the premises;

Scientific, public and social activity client;

Employment, demand, significance of a person (“only you can solve this issue”, “everything depends on you”, positive reviews superiors or partners);

Photos with famous people;

Personal compliments (only with well-known clients).

The main thing: compliments must be sincere!

Exercise number 2 in workbooks: Try to come up with as many compliments as possible for each situation. Each participant works independently, then we discuss the results in the group.

3.3 Customization for the client.

To adapt to the client means to become like him. People unconsciously trust and choose those who are similar to them. The purpose of adjustment is to influence the subconscious of a person, showing that "I am the same as you."

You have probably noticed that people who communicate with each other for a long time have similar expressions and words, they adopt gestures from each other, keep pace. Intimate conversations are usually conducted in an undertone with the same pace and volume among the interlocutors.

We can go from the opposite: first adapt to the client, and then as a result of this, get his location and trust.

To do this, you need to carefully observe his behavior, pace of speech, speed of movement, gestures, listen to his words, maintain a comfortable distance for him.

Exercise for the whole group: Three people please stand in the inner circle and three in the outer one. Now those standing in the outer circle must first move away, and then approach their partner and find the optimal communication distance for him. At the same time, you can talk on any neutral topic.

Discussion: how did you manage to find this distance, what did you notice in the behavior (posture, speech) of your partner?

Mirroring is an adjustment in gestures and posture. That is, their imperceptible copying. Speech adjustment - you need to speak with the same volume or a little quieter, at the same speed. Use the same words and expressions that your interlocutor uses. Mirroring works on the principle of “we are alike, we speak the same language.”

Exercise for the whole group.

1 option. Half of the participants leave, the rest are quietly given the task of copying the posture, gestures, volume and speed of speech of their future interlocutors. Interlocutors enter, everyone sits in pairs. Sample topic for a conversation - how I spent the summer, time - 5 minutes. Discussion: what are the feelings of the conversation among those who went out? What happened / did not work for the mirrors?

Option 2"Scouts". For each participant, the coach says or writes the name of the person he will mirror. Then a topic for communication is given, each participant speaks in turn. During the "general story" you need to mirror the one whose name you received, and try to notice who is mirroring you. Ideally, by the end of the exercise, everyone is sitting in the same position.

4. The second stage of sales - identifying needs (2 hours).

Each person, buying something, tries to satisfy his need, to achieve his goal. And therefore, when choosing a product or service, some specific qualities are important for him. The secret is to first find out what exactly is important to him, and then make a presentation of your product in accordance with the client's request.

A person buys only what he needs for some reason. You can try to guess what drives a person when choosing a product, or you can determine what he needs, i.e., identify his needs. This is done with the help of an open question, since this question involves a detailed answer, gives the client the opportunity to “talk”. There is an important rule: the more general the question, the more effective it is. For example: “What features of the phone are you interested in?” or “What is important to you in the phone?”. A more general question involves a more free answer and prioritization: the client will name the most important feature for him first. If a person limited himself to a one-word answer, you can ask a clarifying question: “What else would you like?”. Remember the sequence in which he listed his needs (conditions). The response presentation should be done in the same sequence, then you will have a better chance of convincing the client. In addition, it is desirable to use the same words and formulations, to speak with the client "in his language."

Exercise number 3 in workbooks: what is important to my clients? Think of two or three of your clients with "special" requests and describe. What exactly was important for them when choosing a product?

4.1 Types of needs.

In the psychology of sales, 4 groups of needs are conditionally distinguished.

material gain. If you feel that the client is trying to save money or wants to be entrepreneurial, buy at the lowest (favorable) price, then you can play on this.

Safety. If it is found out that the client seeks, first of all, to protect himself (for example, from theft, getting into an uncomfortable situation), then in your presentation you should put forward the guarantee, reputation, and reliability of the recommendation in the first place. If the client is a conservative, then you need to focus on the traditional character of the brand, time-tested.

Comfort. The client wants convenience and high service - give it to him!

Prestige. There is a category of people who react only to prestigious novelties. They do not like to watch old films, things for them lose interest with the advent of something new. If you need to play on a sense of pride, then talk about prestige, exclusivity, brand.

Needs can be identified in two ways: listening and asking, or better both. Question to the participants: why should they be identified?

Pair exercise: try selling your partner a pen. To do this, first find out what is important to him in the pens. And then describe the pen so that he likes it (almost in his own words).

4.2 Types of questions

Open.

It is impossible to simply answer "Yes" or "No" to open-ended questions; they require a detailed answer; often begin with the words "What", "Where", "When", "How much", etc. Purpose: to get the client talking, to get information. They are used to clarify the situation in order to better understand the client.

Closed.

Closed questions can only be answered with "Yes" or "No"; often begin with a pronoun or verb; for example: "Do you like to read?! Purpose: to obtain consent or confirmation. Used for finding out facts.

Alternative questions ("illusion of choice").

Purpose: to obtain the consent of the client. This is a question that has two answers, both of which nudge the customer in the right direction. “Would it be more convenient for you to call in the morning or in the afternoon?” or “Do you prefer red or black?”

"Tailed" questions.

Guaranteed "Yes" question: "In selling services, trust is very important, isn't it?"

Purpose: To obtain confirmation or agreement from the client on very important benefits and to ensure that the client is involved in the conversation: "Isn't it?". "Really?", "Really?", "Do you agree?", "Really?"

Alternative offensive (counterattack).

Purpose: to push the client to make a deal. "Will you have time to transfer the money by the end of the month?", "If we guarantee this to you, are you ready to sign the contract now?"

Suggestive.

Purpose: to imperceptibly push the client to the positive feature of the product, for example: "Probably, your children will also use a computer?"

Leading questions help the client to understand that he needs our product, is profitable, convenient, etc.

· It is necessary to suggest a problem situation in which the client would need our product (service).

· Obtain confirmation that such a problem exists.

· Suggest that our product (service) solves this problem.

Clarifying.

They are used if it is very difficult or undesirable to answer a direct question from a client. "How much does it cost?" - “And for what amount?”; "What exactly?";

"Will it suit me?" - "And for what purposes?"

Checking readiness to conclude a deal.

"What did you like?". "What do you think of it?". "Do you want to buy?"

Exercise number 4 in workbooks: Come up with 2 questions of each type to sell your product or service.

4.3 How to listen correctly or active listening techniques.

There are several ways to actively listen. They allow you to “talk” a person, that is, give him the opportunity to speak out and be heard. These techniques can become your reliable assistants not only in the sales process, but also in everyday life.

1. Nodding, use of interjections “aha”, “uh-huh”, “yes”, posture of attention and interest (slight inclination towards the interlocutor, open or neutral posture, eye contact).

2. Repetition of a word or phrase of the interlocutor: “It is important for us to do this as quickly as possible” - “As quickly as possible”

3. Clarification: “What do you mean?”, “What exactly is important to you?”, “Explain this, please”, “Tell me more about this”

4. Reformulation: “That is ...” “If I understand you correctly, ..”

5. Reflection of emotions: “This is really offensive”, “Yes, terrible”, “You must have been very happy”, “Unpleasant situation”.

6. Summary: “So we agreed that…”, “So…”

Pair exercise: one speaks and the other actively listens. Question to the second: did you get the feeling that you are really being listened to?

5. The next stage is the presentation of a product or service (2.5 hours)

Question to the participants: which presentation is better and why:

A presentation structured like a monologue, with the salesperson talking most of the time.

The presentation is like a structured conversation, while the seller engages the client in a mini-dialogue, discussing successively all the main points of the presentation.

In the process of conducting a presentation, it is necessary to remember the effect of the "edge": the total impression of the presentation is 80% determined by how we start and end our presentation. Speak slowly, in short sentences. According to research, half of adults are unable to grasp the meaning of spoken phrases if the phrase contains more than 13 words. In addition, when a phrase lasts more than 6 seconds without a pause, it is understood abruptly. However, it has been noticed that experienced salespeople still use long phrases, but very often they use the prepositions “and”, “or”, with their help a person plunges into a mild hypnotic state, and the degree of customer confidence increases.

Brainstorming for the whole group:"Harmful words" (you can write on the board)

1. It is better to replace the particles “not” and “no” with a positive wording or an alternative in questions and statements.

It is not harmful to health.
You will not prompt?
What do you not like?
We cannot make such a discount.

2. The word "if": replaced by the word "when"

You must place cookies on these shelves.
You will have to carefully monitor the expiration date of the cakes.

4. Replace the words "expensive", "cheap", "buy", "sell" with synonyms.

6. Difficult terms should be deciphered for the buyer.

	Clear explanation

7. Replace the negative words “problem”, “difficulty”, “does not suit” with a positive wording.

Exercise number 5 in workbooks: How can the same product be presented to customers with different needs? Complete the table for 4 positions.

Goods, service	material gain	Safety
Grilled chicken	Finished product, does not require additional investments	Cooked in a special oven	Ready to eat, still hot.	Grilled food is all the rage right now.

5.1 Features and benefits

A characteristic is an objective property of a product or service. For example, size, shelf life, price, delivery, consultation. A feature in itself is neither good nor bad. Her client may perceive neutrally: “Well, yes, round. So what?".

Therefore, it is always necessary to translate the characteristic into a benefit. Benefit is the benefit that the customer can derive from this feature.

Such a benefit appears due to such and such a characteristic;

This characteristic gives you such and such a benefit;

Leading question - yes, we need such a benefit - confirmation by characteristics.

Brainstorming for the whole group: "Features and Benefits"

Characteristics
Small box	It is easy to lose, easy to carry away imperceptibly, and count for a long time.	Compact, takes up little space, saves warehouse space.
Delivery	You need to wait for the car, be tied to the time, and who will unload, and suddenly it’s not right or scrap	Save freight costs and your time, our forwarder will unload
Pickup

5.2 Three-step presentation

As you know, a person has a mind and feelings. He can make a purchase because he "needs", based on rational motives, or because he "wants", based on their emotional attitude to the product. A three-stage presentation allows you to influence not only the rational side, but also the emotional side.

So, it consists of 3 stages: characteristic, benefit, figurative picture.

For example: "Alenka" - chocolate, reminiscent of childhood. Therefore, it is always in demand and sells well. Every 5th buyer, coming to the store, is looking for Alenka's face in the window.

A figurative picture is an emotionally colored image that is pleasant for the listener.

It can be based on one of the five senses: sight (see how ...), hearing (hear how ...), smell (smell ...), touch (you can feel, touch ...), taste (sweet, tender, creamy). For example: "melts in your mouth, not in your hands." It can also be based on humor, color perception (blue as the sky), numbering (statistics), etc.

Exercise number 6 in workbooks: Make a three-step presentation for any of your products. Discussion of the resulting presentations.

5.3 SPIN method

Aggressive selling methods are more suitable for small sales, and for large sales it is better to use active listening and competent questions.

SPIN is the art of asking the right questions in the correct sequence.

FROM- situational: "what's what?" - collecting information about a person and his business. They can be set to other representatives of the company who are ready to communicate.

P– problematic: “what are the difficulties?” - identification of problems, shortcomings, difficulties.

And- extracting: "What terrible consequences can this lead to?" - extraction of possible negative consequences found problems.

H– guides: “how will our offer help you?” - suggesting a solution to the problem.

How long ago did you buy this car?
Surely because of the long service life, it often stalls? When it stalls, are you sure you're late for an important meeting?
Can being late to a meeting cause a deal to fall through? And when deals are broken, does the family budget suffer?
How will the situation change if you have a new car? How exactly? What will you win?

Exercise number 7 in workbooks: Make up SPIN questions for some situation from your practice.

6. The fourth stage of the sale - overcoming objections (2 hours).

Is objection a bad or a good sign? This is both doubt and interest.

Question to the group: What is a typical response to a client objection? "No, it's not." Give examples. What is the client's reaction? When people argue, they do not hear each other, everyone is trying to prove their case or even that the opponent "does not understand anything at all." Therefore, our task at the stage of objections is not to argue, but to agree. Only not with the whole objection, but with a small part of it.

6.1 The algorithm for overcoming objections consists of 5 steps:

1. Listen to the client, i.e. give him the opportunity to object

Sometimes it is necessary to give the client the opportunity to fully express himself in order for the objection to “resolve”. So, for example, by repeating the last word of the client, you contribute to his efforts to specify his objection.

For example, in response to a typical customer objection: "It's very expensive." - you can ask again: "Expensive?". After that, you need to pause and allow the client to speak.

2. Psychological attachment to the objection.

You give the client to understand that his objection is reasonable and has the right to exist. This can be achieved through a conciliatory statement: "This is very important question", partial agreement: "Yes, this is really a very expensive car" or a compliment: "Interesting remark. You are the first to pay attention to this."

3. Clarifying questions.

You ask a series of questions that allow you to clarify the essence of the objection. For example, the response to a typical customer objection "It's too expensive" might look like this: "Compared to what?", "How much do you think it should cost?". As a result, the objection may turn out to be objective, doubt (lack of information) or substitution (behind it lies another real objection). Depending on the clarified information, we conduct an argument.

4. Argumentation.

At this stage, we formulate the benefit of your proposal in a few sentences based on the information received in the process of asking clarifying questions. You give a specific answer (explanations why).

5. Call to action.

Responding to an objection, you gently call for a deal.

All of the above does not mean that you must go through all 5 steps every time. But knowing these steps gives you the freedom to choose one or another way to work with objections, depending on the specific situation. Some steps can be skipped, except for the psychological attachment step, which is always appropriate and will always work. The secret is that you do not argue with the client, do not confront him, as he expects this, but stay with him "on the same side of the barricades."

6.2 Additional methods of persuasion.

· Influence of the law, rules. "It's the way it should be...", "According to... you should." Coercion of the law is therefore a conditionally effective method in the Russian Federation, as it causes opposition. Effective for people who do everything "the right way" or "the right way." Question to the group: with which of your clients can this method be used?

· Influence of mutual agreement. “As we agreed…” Equality of the parties, joint decision-making. Effective if an agreement exists and if the person is responsible. Which of your clients can and cannot use this method?

· Influence of group norms. “It’s customary for us,” “It’s customary in this business.” For people who respect written and unwritten norms or for those for whom you are an authoritative organization. With which of your clients can this method be used? And what are the pros and cons of the phrase "everyone does it"?

· Expert influence. Expert opinion on this matter. You can act as an expert yourself, a statistician or a third party. “I have come across this situation and I suggest…” Which of your clients can and cannot use this method?

· Influence of remuneration. Accepting your offer will bring the following benefits to the customer. As a feature and benefit. “You will do it that will give you…” It is important to know what benefit this particular client needs. Give examples from your practice: clients who value different benefits (criteria).

· Influence of coercion. Ultimate method. "If you don't, you won't be able to grow any further." The effective ratio of reward and coercion is 70% to 30%.

· Sale of shortcomings. Nothing is perfect, every company has flaws. You can talk about a disadvantage that is IMPORTANT to the client, and after that - about the benefits that are significant for him. Revealing your shortcomings will demonstrate your honesty to the client, and you will win him over even more. What are the shortcomings of your product, service, you could voice customers?

· Shift to the future or "fitting effect". A detailed discussion of future cooperation, as if a decision had already been made about it. For example, to calculate the potential profit or increase in the number of buyers. You can create a figurative picture: "In this dress you will be the queen of the evening." How can you use this technique?

"The best of the worst." Everyone has this disadvantage. Other options are even worse.

Let's summarize the scheme for overcoming objections:

1. Consent (liquidation of the dispute)	With the fact of the objection: "Yes, this is a really important point" With part of the objection: "It's really unpleasant"
2. Clarification (what exactly does not suit)	Accordingly, the objection may turn out to be objective, doubt or substitution.
3. Argument (corresponding to the true reason)	Influence of the law, rules. Influence of mutual agreement. Influence of group norms. expert influence. Influence of reward. The influence of coercion. Selling flaws. Shift into the future or "fitting effect". "The Best of the Worst"
4. Summarizing (summarizing)	Thus, we have agreed that…

Exercise number 8 in workbooks: Write down typical objections from your customers or ones that you find especially difficult to deal with. Write an algorithm for working with them. Play in pairs.

6.3 Pricing policy.

Discussion for the whole group: what do your customers mean by expensive?

The main methods of working with the price:

The words cheap and expensive can be replaced with ...

First, form the value of the goods, deals for the client, then negotiate the price

At the beginning of the meeting, it is better to answer that there is a large range of prices from and to

Find out if the budget is limited

Find out what price segment the client is targeting

The price must be called confidently and clearly, without apologizing or regretting. The price matches the product and services.

Consensus: price is an important parameter

Clarification: what is expensive for the client (price for the end user, price as an opportunity for a quick turnaround, price as an opportunity to make a good margin, price as a factor in promotion costs and staff time)

Reasoning: breakdown of the amount by installment days

Additional service: free shipping, accepting returns

Discounts (Last)

Leading question: if somewhere is too cheap, what could be the reason for this?

8. The last stage is the completion of the sale (1 hour).

There are several ways to complete a sale:

1. Make a direct offer and pause.

It is said that only one way of putting pressure on the buyer is justified, namely, in the form of a pause, which the seller must keep after direct offer about the purchase. There is an opinion that the first one who breaks the silence is less likely to have a favorable outcome for him. It should be said that the ability to pause is important in all five stages of the sales process. It is true, however, that pausing takes more courage than speaking.

2. Create a rush.

For example: "Last 10 tickets left..." Customers seem to be terribly fond of one phrase, and for them it is really quite safe: "I need to think" or "I'll come back later." Make the client think that he often regrets his indecisiveness. Let your client feel that if the purchase is postponed until tomorrow, then he will not be able to enjoy it today.

There are a number of stories that experienced salespeople tell customers to encourage them to buy. The peculiarity of metaphors and stories is that that they relax, give emotional impulses and are well remembered.

3. Give a "try"

There are several channels of perception: visual, auditory, tactile. According to the dominant way of perceiving people are conditionally divided into visuals, auditory and kinesthetics. To convince a person, you can not only tell, but also show, tell, let touch (try, smell).

The Xerox company rented out its copiers, and. As it turned out, people then bought them. In order to make a client fall in love with your product, you need to give him this product to touch, hold, try on, let him feel with all five senses. This method is often used by owners of shops where animals are sold. They allow you to take the animal for a certain period of time, so that later, if you want, you can buy it permanently (although in relation to animals, many find this way of selling too inhumane). As a rule, during this period, customers - and especially their children - have time to get used to a live acquisition.

4. Presumption of the fact of the transaction.

The seller builds a dialogue with the client based on the assumption that the decision to purchase has already been made by him and it remains only to clarify some details of the purchase. For example, he asks: "Will you pay in cash or by credit card?"

Thus, the seller tries to place the client in the zone of inevitability of purchase. The salesperson doesn't say, "If you buy this car," but instead says, "After you buy this car."

5. Completion through five questions.

Question 1. There must be a good reason for your refusal. May I know what it is?

Question 2. Are there other reasons besides this one?

Question 3. Suppose you could make sure that ... Then you answer yes?

(If the answer is negative - question 4 or 5)

Question 4. So there must be some other reason. May I recognize her?

Question 5. What could convince you?

In any case, whatever the outcome of the sale, the salesperson's task is to summarize the meeting and end on a positive note. If the client has made a purchase, remember about the "after-sales" service, thank for the purchase, give a compliment, see the buyer off. A salesperson who immediately loses interest in a customer after payment leaves a negative impression.

Discussion for the whole group: how do you usually end the sales process and why? What other ways would you like to try?

9. The company I work for (40 min)

This block is dedicated to market orientation. The seller must know his competitors well, their advantages and disadvantages, as well as his company's place in the market.

Exercise number 9 in workbooks: competitive advantages my company.

Exercise number 10 in workbooks: our competitors, their advantages and disadvantages

10. Completion of the training (30 min)

Feedback on the results of the training. Summarizing.

Discussion for the whole group: open your "What I want to achieve and what I am ready to do" sheets. Have you achieved your goals? Have you fully contributed?

What are your impressions of the training: what did you like and what did you not like? What are the wishes?

Please fill out the final forms

Thank you for your work. It was a pleasure and pleasure for me to work with you.

Training program

Active sales training has a specific structure. This basis is based on the information obtained during pre-training to training company employees. They will study the following topics.

1. Psychology of the seller, the influence of cognitive attitudes and emotions on the outcome of a conversation with a client. The stage is aimed at working with stereotypes and limiting beliefs of the staff. Also, attention is paid to negative emotional manifestations that are common among sales managers.
2. Establishment of trusting contact, initiative in communication with the client. Here, the importance of emotional adjustment, mirroring the posture, facial expressions and timbre of the interlocutor's voice in order to achieve the set goals is analyzed in detail. A separate block of information is associated with mastering the technique of active listening and holding the initiative.
3. Company and product presentation. The module includes working out a scheme for identifying the needs and values ​​of the client, which becomes the basis for an effective product presentation.
4. End of sale. Managers learn about the importance final stage conversations, work out the tools that will help transform potential client in permanent. Special attention is paid to the techniques of leading the client to the transaction.

Topic 1. Personality of the seller: qualities and values.

• Why do some achieve high sales figures, while others are content with little?
• Personal characteristics of the seller that help to sell effectively.
• The basic sales scheme and its modifications depending on the type of services or goods sold.
• Work with internal installations that interfere with selling.
• What are you selling: product or value?
• Goal setting as a starting point in sales. Effective Planning Skills
• How to win over a client and impress a confident sales manager?
• Identifying and eliminating fears that increase sales discomfort.
• What is a successful salesperson?
• Work with the acceptance of oneself as a seller, a change of position in relation to the company and the products sold.
• Getting rid of the position of the victim, setting a positive attitude.

Topic 2. First impression and contact with the client.

• The impact of the first contact on closing the deal and further cooperation.
• Techniques to facilitate contact.
• Body language: how to use in the work of the seller
• Methods of emotional adjustment that work in person and during a telephone conversation.
• We learn to understand the client through the technique of active listening.
• Setting trust: techniques and rules.
• We take the initiative into our own hands.

Topic 3. Work with the identification of the client's values.

• Why does a salesperson need to know about the customer's values?
• Needs and values: differences and ways to identify.
• How to use knowledge of values ​​in sales?
• We ask the right questions.
• Technology for determining the value orientations of the client.

Topic 4. Effective Presentation: rules and techniques

• What determines the success of any presentation? Effective tools.
• We use knowledge of the client's values ​​to correctly present a product or service.
• Detachment from competitors.
• Secrets of successful sales managers.

Topic 5. Closing objections and closing the deal.

• Types of objections and the main principles of working with them.
• What makes the customer object?
• Tools and techniques that allow you to close complex objections and change the client’s position from “no” to “yes”.
• Boosting methods, or how to convince a client to make a deal?
• Features of negotiations with secretaries that prevent a meeting with a potential client.
• Leader or follower: the position of the seller in the transaction.
• What tools to use to make the client come back to you again?

The combination of an individual approach and long-term expertise of the company " Necessary people» makes the proposed program effective and efficient. We will help you achieve a new level of profit through competent work with staff and training them in modern and effective sales techniques. If you are interested in developing your business, then order our active sales training. The course is available for companies in Moscow, as well as other cities in Russia and the CIS.

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It takes a lot to learn to know a little

Charles Louis Montesquieu

For successful sales, you need to be enthusiastic about your business, but often random people come into the trade who could not realize themselves in other areas.

Therefore, it is not surprising that most sellers approach the business without any interest and initiative, and the level of sales practically does not increase.

In order to improve the efficiency of sales managers, training "sales manager" is best suited.

Motivational part

To increase the motivation of a manager, coaches, as a rule, use several methods in the sales process. First, the manager needs to come to terms with the existence of various problems, because career It just involves the solution of more complex and voluminous tasks at each next stage.

The world around us is changing rapidly, and with it the mood and needs of consumers. And it is completely in vain to cherish the hope of finding ready-made sales techniques that can guarantee success in any situation once and for all.

A successful salesperson must be ready to constantly change and adapt in a new way to a changing world, since yesterday's successful technologies are losing their relevance today.

At present, it is absolutely necessary to be able to work with a situation where most of its terms are unknown and to find a new one every time. effective solution. Failure is by no means a reason for panic, but new opportunities that you need to use to achieve your goal.

The second way to increase motivation used by coaches is to feel useful to others. And this is not at all about the situation when the desire to please others leads to the fulfillment of all their desires to the detriment of their own interests.

The task of the coach is to make the manager understand that he does not just sell his product, but helps consumers meet their needs in a certain area.

The third way involves practical exercises during the training, namely training and honing your skills in the field of sales. Even after one seminar or training, the manager significantly improves his communication skills with clients and receives efficient technologies sales, which allow him to significantly increase the effectiveness of his activities.

In addition, during practical training, the trainer brings to the attention of the participants technologies, the use of which develops in the manager the desire to do his daily work as efficiently as possible. And this will accordingly increase the efficiency of the results obtained and remuneration.

Structure and features of sales

For real effective sale outwardly resembles a play in which each action has a specific purpose and occurs at the right time. The trainer offers the training participants a variety of scenarios for starting a conversation that is guaranteed to interest the client.

In addition, the training teaches how to correctly work with arguments that allow you to reinforce everything said by the manager and make his offer truly tempting and beneficial for the client. Work with objections occupies a significant place in the training program, because they confuse many managers.

During the course, various situations with objections are repeatedly worked out, and managers learn how to properly respond to them. This allows the training participant to feel as confident as possible in a practical situation in the future and quickly find counterarguments that will convince the buyer of the expediency of the purchase. If a manager does not feel completely confident at each of these stages, then it is advisable for him to attend trainings for sales managers.

During the training great attention is given to the preparatory stage, without which it is very difficult to conduct a successful sale. The coach teaches managers how to start a conversation that will immediately interest a potential client.

Also at the training, managers are taught the technique of active listening, which always contributes to the sale, as it allows you to work with the client's objections and allows you to learn about his needs in order to fully satisfy them.

In addition, the program necessarily includes the most effective methods presentations, because the process of selling today must necessarily include a visual demonstration of the product and its benefits. An integral part of the sales system are the goals that the manager strives to achieve and his career growth.

What methods of work are used in the trainings?

The modern education system actively uses active methods, and training courses for managers were no exception. Experienced trainers have developed many methods and technologies that have proven themselves in practice. These include role-playing, business, situational and simulation games, presentations, brainstorming, NLP technologies and other exercises.

At the same time, for the most effective perception of the material, practical exercises constantly alternate with each other, which ensures high level listeners' interest. Theoretical material is presented by trainers in a compressed form of small and well-illustrated blocks and is immediately consolidated by practical exercises. Groups are formed from a small number of participants, which allows the trainer to consolidate theoretical knowledge during practical exercises with each student.

What is special about this kind of training?

The peculiarity of the training is that with its help, in a short time (two or three days), a manager can get a whole set of techniques, methods and techniques that will allow him to improve his qualitative and quantitative indicators at work literally the next day.

Moreover, these sales trainings for managers bring undeniable benefits to both newcomers to sales and experienced managers. After all, they receive basic technologies and practical skills that allow them to significantly improve their ability to communicate with customers and increase sales.

Thanks to the theoretical and practical knowledge acquired during the training, managers will be able to create such commercial offers that customers simply cannot refuse.

What determines a successful outcome?

The effectiveness of sales manager training depends on a combination of several factors. First of all, this is the level of professional training of the coach himself. Also of no small importance is the qualification of its participants, the system of remuneration for their work and the existing motivations.

In addition, much depends on the company itself, in which the manager works, in particular, on the competitiveness of the products and their life cycle, qualifications of the head of the sales department, his leadership qualities and the ability to develop their subordinates.

Vera Bokareva,
Business coach, sales, marketing and personal effectiveness consultant, Ph.D.
Author website: verabo.ru

Now there is a wide variety of formats and topics for training sales managers on the market: corporate and open trainings, courses, webinars, business games, literature…

Customers choose among areas of study, training companies and private trainers and consultants. But then they are often dissatisfied with the result of this choice.

And all because they choose spontaneously, intuitively or under the pressure of not always objective factors. In many Russian companies training of salespeople is carried out without a systematic approach and setting clear goals and objectives.

How is the decision to train a sales manager made?

Here are three typical training and specialist decision-making patterns that create chaos.

1. The boss said!

The owner or director himself attended the training, he liked it and he sent employees to it.

I know an example when the owner was inspired by the topic of emotional intelligence, and having paid for all employees of the commercial service to participate in a similar training, he was waiting for a wave of enthusiasm, some special team unity, the main thing is that this would affect sales.

But nothing has changed in the behavior and, most importantly, the results of the employees. Not a single rationalization proposal was made to the company's activities. The boss was upset and for more than a year he has not sent businessmen to any training or conference.

Often, owners or directors, inspired by a coach or a topic, mobilize a team to study it not out of authoritarianism, but simply out of desperation. They understand that it is necessary to develop, time is running out, but there is no route map of how this will happen. Here they take everything into their own hands.

2. Bigger and cheaper.

notorious following the principle of "quantity more important than quality": "Teach as many people as possible on as many topics as possible."

But a lot is not always useful. For example, to cook a good borscht, you need a list of ingredients that everyone can understand. And if you add dessert, fish, berries to it, then there will be little edible burda. This is what remains in the minds of employees who take a series of express courses in short time in the absence of an individual approach and post-support.

More than once I met examples when a manager bought such a “multifunctional set” for a small budget, but at the end of the year, without seeing the results, he again began to look for trainings on the same topic. This time with a more thoughtful approach.

It is important to take into account the possibility of "customizing" the material to the specifics of the company, the format of training, implementation activities and post-support.

3. Extreme point.

The decision to conduct training is made in case of some big failure.

For example, an employee was rude to a client, and the director witnessed all this. Or conversion rates for cold calls began to fall catastrophically.
But learning is not resuscitation. Education is therapy and vitamins, which must be given in doses, carefully checking their quality.

A magic pill that will immediately close the gap in the skills of employees, organizational structure does not exist. If there was a glaring situation, then it was provoked by some systemic actions or inaction.

In order not to repeat all these mistakes, it is important:
- act comprehensively and consistently in the development of different topics,
– focus on developing the professional qualities of sellers, and only then - personal,
- evaluate the experience and skill level of different employees and select training that is adequate to their level,
- do not spray, but gradually focus on 1-2 directions,
- pay great attention to consolidating learning outcomes in practice,
- link the motivation of employees with the implemented training system.

Algorithm for planning the training of sales managers

I always use a simple and affordable algorithm "Analysis of competencies for functionality". it simple steps actions that can be implemented both by a large HR team and by one specialist or manager. Here is the algorithm:

1. Formulating the main tasks of the company's sales managers.

The main task is to fulfill the sales plan and increase the company's profit. Many others are associated with it: work with documentation according to the standard, control of receivables and others.

2. Compilation of a list of managerial skills needed to achieve this goal.

In 95% of cases, the manager is required to achieve this main task: search potential buyers, processing incoming calls, conducting business negotiations, concluding deals, conducting presentations, increasing customer loyalty, stimulating repeat sales, updating client base, taking part in projects, development, forming a plan, strategy, studying information about the market, maintaining documentation, filling out reports.

Some of these responsibilities, such as working with documentation, familiarization with the specifics of the company's reporting, are mastered in the course of mentoring within the company, studying job descriptions. In this material, we are talking about the professional competencies of the seller as such: calls, negotiations, meetings, finalization of the deal, and so on.

It is for the development of this functionality that you need to take courses, attract trainers, consultants, and read literature.

A separate block is to highlight the personal qualities that a manager needs: stress resistance, sociability, self-organization, organization and planning of working time, creativity and others.

3. Assess the level of proficiency in each skill.

It is important for each employee to make an honest table with estimates. Add rating below personal qualities. In my work with clients, I use a 10- or 5-point scale.
It turns out a plate with 5-7-10 professional competencies and 3-5 personal qualities.

4. Determination of training priorities.

When you have a complete picture before your eyes, it becomes clear who and what needs to be taught in the first place. Within the framework of the year, it is important to highlight 2-4 key ones. It is unprofitable to teach everything at once, and it is more difficult to measure the result.
Practice shows that in 70-80% of the department the priorities for the development of professional skills converge. Therefore, training in training formats, business games, updating standards, case studies are suitable for almost everyone.

5. Choosing a trainer and drawing up a work plan.

Of course, at least buy books or listen to free courses.

But the involvement of a specialist from outside allows you to look at the situation more objectively, implement the project as a whole, and in some cases adjust priorities.
How to choose? Watch videos, read publications, communicate. If you understand that the author understands the topic you need, his point of view is close to you, then you should start discussing the details and budget.

There is another way - to compose and select the topics of open trainings and master classes for this. But in the course of them, an individual approach and assistance in implementation will hardly be guaranteed to you. But the budget will still have to spend.

One of my clients, who specializes in the sale of water heaters, voiced his observations. An individual training program on several topics with post support from a mid-level trainer cost his company 3 times cheaper than attending an open training with a TOP-10 speaker, and helped increase sales in the next quarter by 20% plus there were useful standards for work. Whereas the mass training, apart from raising the mood for a couple of days, did not bring anything else.

TOP 6 mandatory trainings for a sales manager

A sales manager is a multi-tasking profession that requires a wide range of skills and developed personal qualities.

But a must-have for every professional salesperson is possession of the TOP-6 skills:
1. Cold calls / cold sales / active sales,
2. Conducting negotiations,
3. Conducting presentations,
4. Identification of needs,
5. Dealing with objections,
6. Retaining customers and increasing customer loyalty.

Depending on the specifics of the business, the distribution of areas of responsibility within the company, the topics of sales to the first persons, increasing conversion, automating work, and a number of others are relevant for many.

When evaluating the competencies of sales personnel and setting priorities, start first with these TOP-6.

With regards, such as the ability to organize working time, stress resistance, ability for leadership, creativity, teamwork, emotional intellect and a number of others, they are also important for the seller. But still, the priority remains for pumping professional skills. The rest are in addition.

When developing a training plan for key topics, it is important to consider the following:
— Even if the manager has an impressive work experience and knows the industry well, upgrading these skills is necessary. Something to refresh in memory, something to fix.

- Every 3 years, many sales approaches and techniques become obsolete, require improvements or study in a new way. For example, there are still trainings in which the main trick is called the “it’s convenient for you at 5 or 7” technique.

- If the level of competencies is strikingly different, then weaker managers can be pulled up separately. Only then can they be trained together from a certain level.

“It is important to have a comprehensive program. One pumped skill will not seriously affect the overall result.

The key to training salespeople is systems approach, the sequence of actions and concentration on the pumping of professional skills. Only with this approach can you get a result in the form of increased sales.

Video:

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