Sellers and fear of non-completion: 5 tips for more orders than quotes



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We are moved by the idea to make the world of work more human - without constant pressure for efficiency, stress and fear. As Publisher Best of HR - Berufebilder.de® with podcast, eLearning-on-demand offers and news service we share 15 years of experience with our customers (Samsung, Otto, state institutions). By the Top20 female blogger and consultant Simone Janson, referenced in ARD, ZEIT, Wikipedia .
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Creating offers is for sale. But what goes wrong, if sellers make plenty of offers, but then no orders follow? This question must ask the seller and sales person.

Sellers and the fear of non-closing: 5 tips for more orders than quotes sellers and the fear of not closing: 5 tips for more orders than quotes

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Here writes for you: Oliver Schumacher is sales trainer and speaker. Profile

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Why sellers make hasty offers

Overview

There are many reasons to fulfill the desire for a written offer. Often, the seller simply wants to be present, even if a request is not yet precisely formulated.

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What should the requestor think if we do not send an offer? After all, it's a chance! We should be glad that we are even asked! Such and similar considerations lead to rash written offers.

Initial inquiry and demand are not always congruent

Overview

If there is no response to an offer, it is often the discrepancy between the initial request and the actual need or intended solution. Only when follow-up, it comes to other usable findings.

Often, the customer does not want to buy anymore, because he is in a different price category, or an investment is not yet ripe. The result: the submitted offer is obsolete or must be completely redeveloped.

Avoid duplication

Overview

In order to avoid such duplication of work and, in case of doubt, to reject the desire for a written offer also appreciatively, sellers must find out as early as possible in inquiries what could speak against cooperation.

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Possible critical points from the point of view of the seller, this should openly address, for example, the price range or the estimated delivery time in the initial call. Because the requirements of the customer and the possibilities of the seller are too far apart, usually a written offer can not close this gap.

Needs analysis for targeted offers

Overview

On the other hand, if an offer is to become an order, sellers are not allowed to proceed according to the motto "If the customer so wishes, then I offer him this way!". Rather, they have to work together with the customer to find out what he wants and needs.

This can lead to a smaller or larger solution than originally thought. It is always worthwhile for sellers to find out the goals and wishes, but also the expectations and fears of the customer on the basis of a needs analysis.

This is how sellers can improve their offer

Overview

  1. Requests provide valuable information: "You want the model A. How do you plan to use it?" Or "Prima. There are many alternatives here. What exactly do you want to do with it? Perhaps there are even better options for you. "Questions like these cause the customer to divulge valuable information that makes a more accurate offer possible
  2. Clarify different price expectations in good time: There are always customers with completely different price expectations. Here a little packaging helps: "We have different solutions for your request. The one solution is about x Euro. With that, you can reach A and B. The other variant for y Euro can also be C and D. Which solution do you think is better? "If a provider confidently accuses the price, the customer notices that it is priced - and is more willing to give his own ideas.
  3. Recognize different perspectives in time: The needs analysis for a solid offer basis should clarify which concrete goals, wishes and expectations the customer has. Put yourself in the position of your counterpart. Because salespeople or customers see everything only from their own perspective, much is lost in communication. The interlocutors require certain things that the other does not fulfill - and do not talk about it, the attention span of those involved is not big enough or too little visualized.
  4. Empirical values ​​and their satisfiability: In order to know how the customer is ticking and what experience he has already gained in the industry of the provider, there is also a question to ask: "What experience have you gained so far in this field?" There is a high probability that one or the other negative will come here Point to the language and clearly signals to the seller the desires, values ​​and requirements of himself. Even if a hired salesman is bound by instructions and has to sell, he should, as soon as he realizes that he can not meet the requirements, rather refuse and on the Refrain from offering.
  5. Use demand analysis for additional offer: As a rule, a customer expects advice and recommendations from the provider. Not he is the expert, but the seller. So if there are any points left to this, so that the customer gets an even better solution, then he has to offer them as well. Salespeople who are not engaged in thinking and really working for the best solution from the customer's point of view, are increasingly displaced by the Internet competitor.

Salespeople can improve supply management.

Overview

  • Get involved with statistics: how many offers are needed until an order is placed? For what reasons, did not it come to an order?
  • Think about how yourselves Company From the beginning of the tendering process to staging better and the customer can convey the feeling: "If I do not buy here, I make a mistake!"
  • Make sure that offers are handled professionally. If you do not follow offers, you have to ask yourself why he / she has written an offer at all, if he / she obviously does not care about the job.

Salespeople and salespeople must devote their valuable time to potential sales or profitable activities. Before any proposal is made, a needs analysis should be carried out to assess whether there is any prospect of the offer also following an order.

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