Job description of a sales manager for pvc window constructions. Learning to sell windows - the secrets of the success of effective companies The procedure for accepting and fulfilling an order, organizational issues

Job description of a sales manager

PVC window frames

1. General Provisions

1.1. The window structure sales manager is a professional.

1.2. The sales manager reports to the Head of the sales department.

1.3. The sales manager must know the organizational structure of the office and the internal work regulations.

1.4. The sales manager must have the following information about products and services:

1.4.1. Profile system - thickness, chamber, number of sealing contours, thickness of glass units. Advantages. Differences from other systems.

1.4.2. Fittings - types and methods of opening, basic properties and characteristics, anti-burglary properties.

1.4.3. Glass unit - structure and characteristics.

1.4.4. Current production time.

1.4.5. The ability to manufacture standard / non-standard products.

1.4.6. Measurement terms.

1.4.7. The procedure for accepting and fulfilling an order, organizational issues.

1.4.8. The order of installation and finishing of slopes.

1.4.9. Warranty service procedure.

1.4.10. Pricing policy, level of discounts provided.

1.5. The manager should know:

1.5.1. The procedure for submitting commercial offers.

1.5.2. The procedure for concluding contracts and invoicing.

1.6. The manager must keep each accepted (or entrusted) order from the moment of preliminary calculations until the moment of manufacture or completion of work. To do this, you need to keep under your own control:

1.6.1. All calculations

1.6.2. Requests for measurement transferred to the Measurer.

1.6.3. Measurements with announced amounts or commercial proposals presented.

1.6.4. Orders in progress.

1.6.5. Receiving an advance payment and additional payments.

1.6.6. Preparation of documents for signature to the Customer and their return.

1.6.7. The fact of order execution.

1.6.8. Received claims for warranty service and their implementation.

2. Job responsibilities(are common).

2.1. Preliminary calculations

2.1.1. Work with the Customer, who first applied to the company (Acceptance of the received application for settlement by phone, by e-mail, when the Customer visits the office, etc.) → The task of the stage is to receive information from the Customer for further work with him about the reason for replacing his windows and understand what is most important for him - price, profile, terms, comfort, location of the company, etc., as well as fix the source of information about the company. It should be borne in mind that the customer's first impression of the company is formed during the first conversation. Method of work - two-way exchange of information with the Customer

2.1.2. Preparing a response or commercial proposal → The task of the stage is to take the initiative of the conversation into their own hands, when talking with the Customer, not only declare him the approximate cost, but also tell him about the advantages of our company, our products and offer the best order option (opening, the presence of additional elements, finishing of slopes, etc.). ). And to convince the Customer of the need for further work with us - calling the Measurer.

2.2. preparation of updated calculations

2.2.1. Acceptance of an application for measurement → The task of the stage is to receive from the Customer complete information about the exact address (street, house number, apartment, entrance, code, floor) or the map, contact numbers (mobile, home, work). It is advisable to have information about the workload of the measurer, but it will be useful to find out the desired date of arrival of the measurer and the time.

2.2.2. Metering control → control of bringing information about the measurement to the Measurer, tracking the time and progress of the measurement, timely receipt of the measurement in the office.

2.2.3. Acceptance of measurement from the Measurer → The task of the stage is to check and accept a correctly executed, signed by the Customer, measurement; pay attention to the accuracy of writing the dimensions. The measurement should contain information about the need for additional work (cutting gratings, brickwork, etc.), about possible difficulties with delivery (there is no exact address, entry with passes, the intercom does not work ...), unloading (no or the elevator does not work , lifting structures on ropes ...) or assembly (no power supply, dismantling while keeping the old frames ...), etc. This information is taken into account when making calculations.

2.2.4. Cost announcement → The task of the stage is to make the final calculation of the order according to the specified dimensions and configuration, and in the event of a significant change in the declared value of the order and preliminary to be able to justify this. Until the moment of signing the contract, keep this measurement under control. In case of making an advance payment by bank transfer, the payment of the invoice is taken under control.

2.3. Conclusion of a contract

2.3.1. Execution of the contract - Tasks by stages:

2.3.1.1. Determination of the final configuration of the order. Before signing the contract, show the Customer samples of finished products, methods of opening the sash. According to the measurement, once again clarify the configuration and the presence of additional elements. To bring to the Customer the main organizational issues related to the replacement of windows (date and time of delivery, options for receiving additional payments, installation procedure, garbage disposal, delivery standard, etc.), as well as questions and rules for further operation and maintenance.

2.3.1.2. Definition of the main clauses of the contract. When concluding a contract, the following main points must be determined: the amount of the contract (in rubles, of course), the amount of the prepayment and surcharge, the moment of receipt of the surcharge is agreed, the approximate date of delivery (readiness) of the products and the date of the start of installation (usually the next day). It is also necessary to find out from the Customer who will accept the work if he himself will not be present at the installation (In this case, the Customer writes a Power of Attorney).

2.3.1.3. Execution of the contract. The contract is drawn up by entering the above issues into a standard form, assigning a number, with the obligatory signature of the contract itself and its annexes (configuration and cost calculation). The entire package of documents is drawn up in 2 copies.

2.3.1.4. Control of prepayment. The payment of the agreed prepayment amount by the Customer is carried out in the office, with the issuance of a cashier's check.

2.3.2. Transfer of paid orders to production → The task of the stage is to transfer to production a well-prepared package of documents and have complete information about the order before its execution.

2.4. Control of order fulfillment

2.4.1. Control over the production of orders put into production → Pay special attention to the readiness of non-standard orders (laminated, arched and trapezoidal, with rarely used additional elements, etc.).

2.4.2. Preparation of reporting documents (invoices, acts of acceptance of works, contracts, invoices) → Prepared on the eve of the delivery of the order in order to transfer to the Customer with a driver-forwarder and return our copy signed by the Customer.

2.4.3. Control of delivery of finished products → Pay special attention to orders with a postponed delivery date.

2.4.4. Delivery and installation notification is made after the planning department has appointed the exact date and time of delivery (installation).

2.4.5. Monitoring the installation of orders delivered to the address → Pay special attention to orders with a postponed installation date.

2.4.6. Transmission of operational information → All information received from the Customer and from the relevant officials about failures in manufacturing, delivery or installation is subject to immediate transfer to management.

2.4.7. Control of execution and return of documents submitted to the Customer for signature.

2.4.8. Completion of the order → After completing all the work, you need to call the Customer and conduct a survey on the quality of the work performed and comments.

2.5. Control of Warranty Service. All incoming applications must be recorded in the Journal with the following information reflected: number and date of the contract, address, phone number, F., a detailed description of the claim. The task of the stage is to receive, record applications for warranty service of windows coming from the Customer and control their implementation.

3. Job responsibilities(personal).

3.1. Xxxx

3.2. Xxxxx

4. Rights

4.1. Make suggestions for improving the production process.

4.2. To request from the heads of departments the necessary information necessary for the performance of official duties.

To begin with, I will stand up for the managers, despite the fact that the article itself involves "exposing" the sellers selling PVC windows. The way the salespeople work is not their fault. The problem is in the entire system of education and training of employees, which operates in the current market.
I propose to see how the training of most of the employees is going. For the first time, a person gets a job as a window salesman, naturally he has no experience in sales. First, he is put on the table to study a pile of literature: technical documentation, brochures, etc ... "Study!" And so he sits and tries to understand the essence of this study. But for a beginner, this is difficult to do, because as a rule, he is not shown the production of PVC windows, and even more so the installation and installation. You can only imagine this if your imagination is well developed. Soon, the employee begins to pronounce some of the complex terminology. Understands the difference between a three-chamber profile and five, and in general, what it is. And, a month later, having learned the brochures practically "from cover to cover", become an "experienced" seller.
But, if the newcomer is lucky, he will be sent for training, which is carried out by partner companies: double-glazed windows, fittings, profile makers. There, the knowledge of a newbie employee will be supported by technical information, and at the trainings conducted by profile specialists, they will also tell you “How to sell profile A correctly”.
And as a result, we get:
Managers offer only a profile
If you call any store and ask: "What is the price for a window?" Almost every store will answer you: "What profile do you want a window from: from a five- or three-chamber?" or "Which profile do you like" Salamander "or" KBE "more?" The first impression is formed, despite the fact that I do not understand at all in profile systems, that the main thing when choosing a window is from which profile it is made. And now I will annoy all my friends and sellers with questions: "Is this profile high-quality?" "Which profile is better?"
But the main thing when choosing a window should be a double-glazed window, and accessories, and its installation. In addition, having successfully completed the transaction, the seller thus brings such a client to competing firms that produce windows from a similar profile, but the quality of all other components is significantly inferior.
They don't talk about this at trainings by profile companies. This is understandable.
Managers do not offer USP (Unique Selling Proposition) to their company
The main “product” on sale is USP. This does not mean that if everyone offers customers standard white windows, our company will sell non-standard blue ones. This means that we are positioning our exclusivity and originality in this market. It can be either an additional service or quality workmanship. In other words, what others cannot do.
I thought for a long time about what is the responsibility of the seller. And I came to the conclusion that the seller is the “face” of the company, the main force of its promotion. The function of the seller is the ability to accurately convey to the buyer the goals of the company, and why their company is better than others.
But the managers, as if hypnotized, repeat about one thing: profile, fittings, double-glazed windows ... But what about the company?
Agree, this is not their fault. This was not mentioned at the trainings, it was not described in brochures. Sometimes, even the heads of companies selling PVC windows themselves do not know what is their exclusivity, what USP they have. They see that they produce the same thing as everyone else, and they cannot explain why customers should buy from them. But they really want it. And this is also understandable.
Managers only use technical information
For many buyers, except for those who know well the market for the sale of PVC windows, the technical terminology sounds like something "not in Russian". Terms: chambers, sealant, drainage system, clamp, drip, etc. - all this raises only new questions and a desire to clarify what it all means. The complexity in these words creates a sense of panic.
Imagine the situation now. The wooden window is rotten and won't open (and it's best not to try to open it). And you made the decision to put a new window, but before that you have never encountered plastic windows. First, you decide to find out the cost of the window. Having called the store that you have found, for example, on the Internet, you ask the question: "What is the cost of a window?" In response: "And what profile are you interested in in a three- or five-chamber?" You: "What's better?" “Look, the three-chamber does not have high thermal insulation compared to the five-chamber. But, if your apartment is warm, then a three-chamber profile is quite suitable. But in design, the five-chamber looks more interesting, tk. it has a gray plastic seal and will last longer. ”
As a result, at least six more questions will arise:
1) "Where are these cameras and what are they?"
2) "Where is the seal and what is it?"
3) "What can replace a plastic seal?"
4) "What do other plastic seals look like?"
5) "Do I need to buy a window with increased thermal insulation?"
6) “If you buy with softer thermal insulation, then by how much? How will this affect the room temperature? "
As a result, instead of clarification in this matter, as a buyer, I will get additional questions and a feeling that I need to figure it out myself. This is what many buyers do. And then, with the air of a connoisseur, they bombard managers with technical questions: "What kind of reinforcement are you installing?", "And what is the coefficient of heat transfer resistance in your profile?"
This characteristic of the work of managers is quite understandable. It's all the fault of the technical documentation! Plus, they weren't taught how to lure customers rather than repel him with technical terminology.
Managers use tips from the brochure
When we present a product to customers, it is important to use the language of benefit. This is discussed at trainings by profile companies. And it is imperative that at such training events, methodological manuals are issued to sellers, which describe in detail how to use the language of benefit correctly and prepare answers to different situations. Many managers very often use these brochures when communicating with a customer on the phone.
Here are the options from such ready-made answers: "Thanks to the rigid reinforcement, the anti-burglary functions of your window increase, which means that the safety of your home is increased" or "This profile uses a gray seal and therefore you get an impeccable appearance." And also such "Due to the increased coefficient of thermal insulation of the profile, you will keep the warmth and comfort of your home."
And then you can start to object: “And what's wrong with that? And the language of benefit is evident! Competently constructed sentences! ". I answer. Visit the websites of some well-known profile manufacturing companies. The description of the profile systems on them is absolutely the same. Their profile is the safest, characterized by excellent appearance, keep warm and, of course, the most environmentally friendly. This is because all profiling companies have developed a certain stereotype of identifying themselves in this market.
As a result, we end up with salespeople trained by profile partners speaking the same terms. When the buyer is constantly and everywhere told: environmentally friendly, comfortable, warmth of your home, safe, then at a certain moment he will begin to accept all these terms as a background, interference ("white noise").
Therefore, it is better to use a lively, publicly available and understandable language. Let's say: “Due to the fact that the gray seal is practically invisible in the window, one very interesting optical phenomenon appears. Visually, the window appears larger, and there is a feeling that the room is illuminated by a lot of light "or" Due to the good thermal insulation characteristics of the profile, we assure you that your home will be warm, regardless of the weather outside. And you won't need heaters anymore. "
Again, I want to stand up for the sellers. What they are taught is what they say. And what they don't teach, they don't say, because they don't know.
Price managers don't work
I already talked about this in one of my articles. Managers do not know how to correctly explain the price of their product to the buyer. And this is the basis of all sales. The buyer will pay more if he is explained why. In many cases, talking about cost is the most embarrassing moment for the seller. Because they themselves do not understand why the company set such a price on the window, and they do not know how to explain this to the client.
The price depends not only on the brand of fittings, profile and double-glazed windows, but also on additional services: production, measurement, delivery and installation. This also includes the cost of the work of the company's specialists: sales managers, measurers, production workers and installers. The quality of the installed window is 80% dependent on these people.
These points need to be explained to the buyer. At the seminars of profilists, of course, this is not told about it?
We can talk for a long time about the main mistakes made by sellers, but in this article I talked about the main ones. In conclusion, I can say the following, it is not only the fault of the managers that they do not work well. This is due to the entire system of selection, training and incentives for employees. Only by changing this system, you can get the expected result. Trying to let everything "take its course", we get the initial results.
As an independent expert, I tell you, do not fully rely on the training offered by partner-profilingists. They will not solve all the problems of your company: they will not teach managers to sell your PVC windows, they will not tell you how they will increase the volume of YOUR sales, YOUR income. In fact, they are sincerely trying to help you, but by doing so they increase the sales of their company. Therefore, the trend today is as follows, every year more and more competing companies are opening. Nobody will explain to you how to increase your sales at their expense. And it is right. Because in this business, with numerous competitors, the time has come when you need to make decisions on your own.

In the previous article, we carried out a detailed analysis of how our window sales managers communicate with clients and identified the main mistakes. In this publication, we will try to describe as much as possible the sales algorithm that will allow your managers and, accordingly, your company to be more effective.

Establishing contact

The mandatory items for the assessment were:

1. How quickly the manager responds to the call.
Pick up the handset after 2-3 rings.

2. How the manager introduces himself at the beginning of the conversation.
For example, you need the following phrase: "Super-Windows Company. Hello."

3. Inquire about the name of the client.
From the very beginning of the conversation, many managers usually begin to argue and give "their" arguments without asking the name of their interlocutor. And here it should be noted that in Europe there is no such point in sales training. Ask: "Why?" The answer is simple: Germans from the cradle know that a conversation between people can take place only when the interlocutors know each other's name. Perhaps this is not necessary in our country? Then why are we so envious of a prosperous and well-fed Europe?

So, at the beginning of the conversation, it is imperative to ask (and remember!) The client's name in order to use it throughout the entire dialogue. However, we ask the name of the interlocutor only after we have introduced ourselves. A conversation might look something like this:

Manager:"You called the Super-Windows company, hello!"

Customer:"Hello, please calculate the cost of a window" or: "How much do your windows cost?"

Manager:"I will gladly calculate their cost now. We have a large assortment, so let's first figure out what kind of windows you need. My name is Irina, but what is the best way to contact you?"

Avoiding the question of price. This is a very delicate moment in sales, and often managers are subject to what the client wants, i.e. do what he asks. Of course, the client's desires should be at the center of attention, but read again the example of the dialogue above. The manager very competently avoids announcing the price, because he understands that the client needs to name the price only after he understands what he will pay his money for.

We assessed calls from managers according to the school system, so they all received from one to five points. The results of the stage of establishing contact with all customers are displayed in the diagram:

The diagram shows what impression the managers made on the client at the first contact. Agree, only 4% out of 100 is a very low result. Perhaps business leaders are pondered by the wisdom: “It only takes 30 seconds for us to make a first impression — and sometimes the rest of our lives to fix it.”

Identifying needs

It will be correct if, after the stage of establishing contact, the manager identifies the needs or problems of the client. Many managers miss this stage because do not see the need for it. This is also called unconscious incompetence, in other words, “I don’t know what I don’t know”.

For the analysis of the stage of identifying needs, we include:

1. The presence of this stage in the work of the manager.

2. Having the right questions.
And the right ones are all the questions that make it possible to get the client to talk, to help him talk about his problems: "I can't decide which windows are better", "I want windows like a neighbor's", "I am doing home repairs", "So many companies, and they all tell the same thing. "

3. Active listening.
Learning to listen and hear attentively is an urgent problem in our society. Many, unfortunately, have not yet learned this - after examining the work of dozens of window companies, we were convinced of just such a disappointing result. So, for example, to the question frequently asked by clients: "What is your company better?", The manager replies: "Let me calculate the windows for you."

Sales process management- unfortunately, a concept that is still poorly understood for a "modern" seller. It means that the manager does not answer the client's questions - the manager manages the conversation by asking the client the correct, pre-prepared questions and showing his interest, because only with the help of logically arranged questions can you figure out what arguments the manager should give next. You also need to be generous with the client.

A diagram of the needs identification phase, the results of which, unfortunately, leave something to be desired:

Presentation

Unfortunately, many managers believe that the more they tell the customer about the window, the faster they will be able to persuade him to make a purchase. However, it is common knowledge that he who talks a lot is boring. Naturally, a lot depends on what exactly we are going to say to the client. It is necessary to conduct an accessible story in the language of benefits and benefits, and not say that the windows have a gray seal, five chambers and fittings with a special coating - after all, the client, most likely, will not understand anything about this, and if he tries to understand, then this is would be his misinterpretation. It is important to make it clear to the client what benefit this or that window advantage will bring to him. For example, a gray seal will make the windows more elegant and modern in a European way, as well as visually increase the skylight due to the absence of a black frame. The client will also save on the replacement of seals, since the service life of gray seals, unlike black ones, is 30 years, and thanks to the innovative component composition, their shape and color will remain for many years.

Thus, at the presentation, the manager needs to:
1. Be able to convincingly communicate the benefits that the customer will receive from the product.
2. Give the client expert advice.
3. To be able to identify the basic needs of the client, and not to talk about everything that the manager knows, but not about what really bothers the client.
4. Competently inform the client about discount programs. When asked by a client about discounts, we had to repeatedly witness the following statements of managers: "And I have already counted the discount for you. 25%"
5. Competently explain the price of the product, but in no case should it be named without reasoning.

Our analysis of the presentation phase is also depicted in the diagram. Only 20% of the total number of calls turned out to be capable. Unfortunately, at this stage of the work of managers with clients, everything is not as successful as we would like.

Work with objections

When examining the stage of working with objections, it turned out that managers are the most professionally prepared in this. It should be noted, however, that professional managers generally do without objection.

At the stage of working with objections, the following are very important:
1. The manner of communication of the manager.
2. The presence of objections.
3. Application of the technique of working with objections.

We dwell on the topic of working with objections in great detail during our seminars, where managers practice the technique of working with such typical statements of clients, such as, for example: "Very expensive", "It is cheaper in a neighboring company", "I will go and consult with my husband", etc. etc.

End the conversation

In our research, we were upset to note that there is a huge difference between the recommended "end of the conversation" (option 2) and how managers actually behave at the conclusion (option 1). Compare yourself:

Option 1

Client: "... Well, okay, I'll think about it then."

Manager: "Okay, think about it - call."

Client: "Goodbye."

Manager: "Goodbye."

Option 2

Client: "... Okay, I'll think about it then."

Manager: "Marya Petrovna, I understand very well that buying a window is a very serious decision for you. Apparently, something confuses you?"

Client: "To be honest, I just need to consult with my husband."

Manager: "I also always consult with my husband, but what do you think will be the most important thing for your husband when choosing a window?"

Client: "I am sure he is very worried that we will not be deceived, because there are so many one-day companies around ..."

Manager: "Marya Petrovna, I understand you very well, and indeed, today many of our clients are afraid of exactly this. Therefore, you need to pay attention to whether the company has its own production, how long it exists on the market, which suppliers it works with, whether there are she has recommendations, as well as large glazed objects. And one more thing: it is very important to see how the employees work. You can be convinced of their professionalism by visiting the office, where you will be offered to calculate the window or call the expert for measurements. "

Client: "Understood, thank you very much for the advice. I will think" (we got the client talking, but he does not leave and continues to insist on his own).

Manager: "I can give you one more piece of advice. You will significantly save your time if you immediately call our master of measurements. This will not oblige you to anything, but he will be able to give you more on the spot. best advice and also consult your husband. "

Client: "And how much does it cost to call a measurement expert?"

Manager: "The call is completely free. What time is it convenient for you to see our technician, maybe tomorrow, before or after lunch?"

After specifying the date and time of the visit of the technical specialist, the manager must once again aloud repeat and even write down on paper the agreed terms of the measurement and pass it on to the client (this will help the client not forget the time of the measurement and realize the importance of this stage of work). And only after that the manager can politely say goodbye to the client.

Obviously, after reading these lines, many managers sighed heavily, because we are still very far from this level of service ...

This example is directly related to the previous stage - working with objections (the manager dispels all the doubts remaining with the client).

However, returning to the topic of ending the conversation, it must be emphasized that at this stage very important:
1. Clarify contacts.
2. Make a commitment.
3. Say goodbye politely.

Business etiquette

While conducting research, we often came across a strange phenomenon: despite the fact that the managers conducted interviews with us practically “perfectly”, we still had unpleasant impressions from what we heard. After analyzing the reasons for their occurrence, we were able to determine another necessary condition for the sale of windows - the etiquette of business communication between managers. It includes:

1. Customer focus in conversation.

2. Providing information about competitors.
In this case, it is necessary to adhere to the rule: an expert does not speak badly about competitors. To the question: "What are your windows better than the windows of the company N?" - the manager's answer should be of the following character: "These are also good windows. Why are you interested in this particular system?"

3. A clear formulation of thoughts.

4. Behavior during conversation: friendly and interested communication, not rude and passive.

5. Be sure to refer to the customer by name.

6. It is necessary to clarify the source of information about your company.
Our colleagues from the marketing agency consider this point to be one of the most important. We agree that this information is important both from the point of view of analytical marketing and from the point of view of sales marketing - it often helps to get the client talking, enliven the conversation, find common points of contact, especially if the client came to your company on someone else's recommendation.

However, in real sales, there was an almost complete lack of these skills among managers:

So, let's summarize the results of the study. Unfortunately, gentlemen, managers, we cannot console you with its positive results - the lack of many of the skills we have listed among managers leads to low sales volumes, and therefore to colossal losses of your funds.

And even if your company brings you good turnover, we are confident that by educating qualified managers, you will be able to double and even triple your finances. To prove this, we present the following diagram:

The empty space between the red and blue indicators is not only lost hryvnia or dollars, it is also an understated image of your company. In other words, this is your future profit (or lack thereof) and the points of your growth in order to become even more attractive to customers.

OknaPlan trainings provide a unique methodology for training managers, which includes not only narrowly focused classes on products, psychology, communication rules, but also the opportunity to look at sales through the eyes of customers, which will allow you to achieve maximum return on every call or personal appeal.

Benefits from training:

1. Increased staff motivation. I would like to note that staff training at corporate trainings increases the motivation of the employees themselves, which, of course, is a strong incentive for further successful work.
2. Team building. The development of any company is directly related to the team building of personnel; often managers work in different offices and do not know each other. Corporate trainings "OknaPlan" is a tool with which you can achieve the most effective work of the entire team.
3. Safe practice of the skill. The training of sales managers is accompanied by a lot of practical exercises. Sales techniques are worked out in specific situations, which allows you to simulate the behavior of employees in a real situation. Employees learn from simulated situations, not real clients.

After completing the OknaPlan sales training, employees of your company will be able to confidently and efficiently make sales and get the most out of every call.

In order to sell a product in a highly competitive environment, you need to understand what the customer really cares about!

In our trainings, we pay special attention to identifying customer needs!

The logic of building a training

The trainings are based on lectures, discussions, business games and exercises that simulate the real conditions of the professional activity of employees:

1. About 70% the training time is allotted for business games and exercises that allow you to gain practical experience in the application of the studied methods and techniques.
2. About 20% time is allotted for group discussions, increasing the degree of participants' involvement in the development of theoretical material, providing a mutual exchange of experience.
3. About 10% during the training, they are devoted to mini-lectures and the work of participants with materials that allow you to streamline the conceptual apparatus, consolidate the experience gained during the training, and form clearer and more grounded ideas in the studied area.

SEQUENCE OF WORKS

Below is a typical sequence of work that we offer for each of the training projects. It can also be adjusted in accordance with the requirement of the Customer.

Based on the results of each training a report is drawn up, which contains a brief description of the group members (activity, understanding of the topics under consideration, motivation for learning, etc.); information on the topics of greatest interest. This report can be used to assess training participants, as well as to plan further training and development of employees in this category. Also included is a block of knowledge assimilation, according to which you can evaluate the effectiveness of the training.

In this publication, we will try to describe as much as possible the sales algorithm that will allow your managers and, accordingly, your company to be more effective.

Establishing contact

1. Pick up the handset after 2-3 rings.

2. For example, you need the following phrase: "Super-Windows company. Hello."

3. Inquire about the name of the client.

From the very beginning of the conversation, many managers usually begin to argue and give "their" arguments without asking the name of their interlocutor. And here it should be noted that in Europe there is no such point in sales training. Ask: "Why?" The answer is simple: Germans from the cradle know that a conversation between people can take place only when the interlocutors know each other's name. Perhaps this is not necessary in our country? Then why are we so envious of a prosperous and well-fed Europe?

So, at the beginning of the conversation, it is imperative to ask (and remember!) The client's name in order to use it throughout the entire dialogue. However, we ask the name of the interlocutor only after we have introduced ourselves. A conversation might look something like this:

Manager: "You called the Super-Windows company, hello!"

Client: "Hello, would you please calculate the cost of a window" or: "How much do your windows cost?"

Manager: "I will gladly calculate their cost now. We have a large assortment, so let's first figure out what kind of windows you need. My name is Irina, but what is the best way to contact you?"

Avoiding the question of price. This is a very delicate moment in sales, and often managers are subject to what the client wants, i.e. do what he asks. Of course, the client's desires should be at the center of attention, but read again the example of the dialogue above. The manager very competently avoids announcing the price, because he understands that the client needs to name the price only after he understands what he will pay his money for.

Identifying needs

It will be correct if, after the stage of establishing contact, the manager identifies the needs or problems of the client. Many managers miss this stage because do not see the need for it. This is also called unconscious incompetence, in other words, “I don’t know what I don’t know”.

For the analysis of the stage of identifying needs, we include:

1. The right questions are all questions that make it possible to get the client to talk, to help him talk about his problems: "I can't decide which windows are better", "I want windows like a neighbor's", "I am doing house repairs", "So many companies, and they all tell the same thing. "

3. Active listening.

Learning to listen and hear attentively is an urgent problem in our society. Many, unfortunately, have not yet learned this - after examining the work of dozens of window companies, we were convinced of just such a disappointing result. So, for example, to the question frequently asked by clients: "What is your company better?", The manager replies: "Let me calculate the windows for you."

Management of the sales process is, unfortunately, a concept that is still little understood for a "modern" seller. It means that the manager does not answer the client's questions - the manager manages the conversation by asking the client the correct, pre-prepared questions and showing his interest, because only with the help of logically arranged questions can you figure out what arguments the manager should give next. You also need to be generous with the client.

Presentation

Unfortunately, many managers believe that the more they tell the customer about the window, the faster they will be able to persuade him to make a purchase. However, it is common knowledge that he who talks a lot is boring. Naturally, a lot depends on what exactly we are going to say to the client. It is necessary to conduct an accessible story in the language of benefits and benefits, and not say that the windows have a gray seal, five chambers and fittings with a special coating - after all, the client, most likely, will not understand anything about this, and if he tries to understand, then this is would be his misinterpretation. It is important to make it clear to the client what benefit this or that window advantage will bring to him. For example, a gray seal will make the windows more elegant and modern in a European way, as well as visually increase the skylight due to the absence of a black frame. The client will also save on the replacement of seals, since the service life of gray seals, unlike black ones, is 30 years, and thanks to the innovative component composition, their shape and color will remain for many years.

Thus, at the presentation, the manager needs to:
1. Be able to convincingly communicate the benefits that the customer will receive from the product.
2. Give the client expert advice.
3. To be able to identify the basic needs of the client, and not to talk about everything that the manager knows, but not about what really bothers the client.
4. Competently inform the client about discount programs. When asked by a client about discounts, we had to repeatedly witness the following statements of managers: "And I have already counted the discount for you. 25%"
5. Competently explain the price of the product, but in no case should it be named without reasoning.

Work with objections

When examining the stage of working with objections, it turned out that managers are the most professionally prepared in this. It should be noted, however, that professional managers generally do without objection.

At the stage of working with objections, the following are very important:
1. The manner of communication of the manager.
2. The presence of objections.
3. Application of the technique of working with objections.

We dwell on the topic of working with objections in great detail during our seminars, where managers practice the technique of working with such typical statements of clients, such as, for example: "Very expensive", "It is cheaper in a neighboring company", "I will go and consult with my husband", etc. etc.

End the conversation

Option 1

Client: "... Well, okay, I'll think about it then."

Manager: "Okay, think about it - call."

Client: "Goodbye."

Manager: "Goodbye."

Option 2

Client: "... Okay, I'll think about it then."

Manager: "Marya Petrovna, I understand very well that buying a window is a very serious decision for you. Apparently, something confuses you?"

Client: "To be honest, I just need to consult with my husband."

Manager: "I also always consult with my husband, but what do you think will be the most important thing for your husband when choosing a window?"

Client: "I am sure he is very worried that we will not be deceived, because there are so many one-day companies around ..."

Manager: "Marya Petrovna, I understand you very well, and indeed, today many of our clients are afraid of exactly this. Therefore, you need to pay attention to whether the company has its own production, how long it exists on the market, which suppliers it works with, whether there are she has recommendations, as well as large glazed objects. And one more thing: it is very important to see how the employees work. You can be convinced of their professionalism by visiting the office, where you will be offered to calculate the window or call the expert for measurements. "

Client: "Understood, thank you very much for the advice. I will think" (we got the client talking, but he does not leave and continues to insist on his own).

Manager: "I can give you one more piece of advice. You will significantly save your time if you immediately call our master of measurements. This will not oblige you to anything, but he will be able to give you even better advice on the spot, as well as consult your husband. ".

After specifying the date and time of the visit of the technical specialist, the manager must once again aloud repeat and even write down on paper the agreed terms of the measurement and pass it on to the client (this will help the client not forget the time of the measurement and realize the importance of this stage of work). And only after that the manager can politely say goodbye to the client.

Obviously, after reading these lines, many managers sighed heavily, because we are still very far from this level of service ...

This example is directly related to the previous stage - working with objections (the manager dispels all the doubts remaining with the client).

However, returning to the topic of ending the conversation, it must be emphasized that at this stage it is very important:
1. Clarify contacts.
2. Make a commitment.
3. Say goodbye politely.

Business etiquette

While conducting research, we often came across a strange phenomenon: despite the fact that the managers conducted interviews with us practically “perfectly”, we still had unpleasant impressions from what we heard. After analyzing the reasons for their occurrence, we were able to determine another necessary condition for the sale of windows - the etiquette of business communication between managers. It includes:

1. Customer focus in conversation.
2. Providing information about competitors.
In this case, it is necessary to adhere to the rule: an expert does not speak badly about competitors. To the question: "What are your windows better than the windows of the company N?" - the manager's answer should be of the following character: "These are also good windows. Why are you interested in this particular system?"
3. A clear formulation of thoughts.
4. Behavior during conversation: friendly and interested communication, not rude and passive.
5. Be sure to refer to the customer by name.
6. It is necessary to clarify the source of information about your company.