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Topic 6: Professional Sales Skills – Handling Customer Objections

Sales representatives often encounter various questions during customer visits.

· For example: “You are the general distributor, why is your price higher than wholesalers?” · “Why should I sell your new product? How do I know it will make money?” · “Why should I arrange the shelves according to your method?” etc.

Whether objections can be answered quickly and appropriately often determines the success of a transaction, and it also severely impacts the professional image and authority of the sales representative.

Every salesperson has their own set of experiences and ways to answer these questions, each with their own “wisdom.”

The value of a supervisor is to fully mobilize the human resources of their subordinates, enabling them to serve the company better. For common and sensitive issues in customer objections, hold sales meetings to summarize each employee’s “wisdom” and organize “standard response scripts” for everyone to learn. For veteran employees, learning from colleagues’ experiences helps them improve further; for new employees, they may recite the scripts verbatim, but that is better than being tongue-tied when facing customer questions without experience or preparation. Over time, they will develop their own style and break away from the scripts.

Script summaries can help novices quickly become skilled, and skilled workers quickly become experts. They pool wisdom to improve sales skills, foster a positive learning atmosphere to boost morale, and enhance employee cohesion.

Example: A beverage distributor’s response scripts for retail store objections:

I. Script for First Visit to Retail Store

Background: The distributor has just started building a direct sales network, and a direct sales representative is visiting a retail store for the first time. Principle: The key to business negotiation is to highlight the benefits you can provide to others, not to ask for benefits from them. Script: On first meeting, the owner has no trust in the salesperson and may even be exclusive. At this point, you should get straight to the point, talk about the benefits you can provide, and quickly build rapport. Hello boss, sorry to disturb you. My name is ××, I’m a salesperson from ×× Wholesale Department, located in ×× Wholesale Market. Here is my business card. The products ××, ××, ×× you have here are all distributed by us. Today I came to see how sales are going. I’ll give you some promotional materials! (Note: First, state your identity and the products you distribute. When the owner sees that many products on his shelves are distributed by you, and given the brand awareness of these products, the owner will immediately “respect” you. Second, when you mention giving him a few posters, he will feel grateful.) While putting up the posters, chat with the owner to distract him and place the posters in the best positions. Our company previously sold through wholesalers, but now we have just established a direct sales team. From now on, I will visit once a week, and the general distributor will serve you directly. Have you ever found empty bottles, underfilled bottles, or poorly sealed bottles when you previously stocked up? When dealing with the general distributor, for any quality issues with products purchased from us (as long as they are not expired), keep them and I will replace them for you. Quality is guaranteed. (Most well-known products rarely have quality issues, and store owners rarely keep damaged goods, so this is just a gesture to show “I provide you benefits.”) I will come once a week to re-paste posters and replace them with new ones, ensuring your store’s promotional posters are always fresh. Additionally, when you stock our products, I will help you put them on the shelves. I will come every week to wipe your shelves and arrange our products neatly. Our company has a set of shelf arrangement methods, distilled from training content from Coca-Cola, P&G, and other manufacturers. These methods are specifically designed to boost sales. When I come, I will arrange and clean according to that method; you don’t need to worry. I will organize your inventory. Each time I come, I will go through your stock, put earlier-dated products in front and later-dated products in the back, ensuring that the products you sell are always fresh and not expired. I will come weekly to note down the goods you need for the week, and the next day someone will deliver them to your door. You don’t need to go out to stock up; from now on, you can just sit here and collect money. I will replace damaged goods, arrange shelves, clean, deliver goods, and put up and replace posters – you don’t have to worry about any of it. You just collect the money. Note the implication in the last two paragraphs: ordering and delivery are just our basic services; I replace damaged goods, arrange displays, put up promotional materials, and do cleaning – all benefits I provide to you! If you used a different approach: “Hello, I’m a salesperson from ×× Company. Today I’m here to sell you ×× product (asking for your money). Can I rearrange the products on your shelf? Can I put up a poster in your store?” (Why would I let you mess up my store?) The effect is predictable.

II. How to Persuade Retail Stores to Let You Arrange Shelves?

  1. Raise the question: What do retail store owners use to make money? Money and shelf space – these are your capital for making money. If shelf space is not fully utilized, you waste your resources. Coca-Cola, P&G, and many other large daily-use manufacturers have sold for hundreds of years and have summarized scientific shelf arrangement methods. We have all these materials, and we have combined them with local conditions to develop a more useful set of methods.
  2. Start instilling good merchandising concepts: · 70% of beverage purchases are impulse purchases, not planned purchases. Beverages are not like clothes; people plan to buy clothes. A person buying a drink might walk past your door on a hot day, see the prominently displayed drinks on your shelf, and that stimulus makes him thirsty. Some are not even thirsty; they just crave it and buy a bottle. No one plans at home, “Today I’ll go out and buy a drink on ×× street.” · Some people might come to buy towels or milk powder, but when they see the drinks prominently displayed, it catches their attention. It’s only two or three yuan, so they casually buy a bottle. · Arranging shelves is to stimulate passersby who didn’t plan to buy, or people buying other items, to buy an extra bottle of drink. A well-arranged shelf definitely speeds up sales. There’s a saying in Chinese business: “Goods piled high sell fast,” which illustrates this point.
  3. Establish a professional image, create suspense, enhance persuasion, and brainwash the customer.

There are several major principles for shelf arrangement: · Chinese trademarks facing outward, so everyone can recognize them. · Centralized placement, brand vertical, packaging horizontal, to attract more attention. · Best-selling products placed in the best positions, fully utilizing your shelf space to make money.

Don’t stop arranging just because a product sells well. If you do, you can only sell to planned buyers – those who know what they want before entering. You lose the 70% of sales from impulse buyers. Products not on the shelf don’t sell well; that’s a truth!

Centralized placement, brand vertical, and packaging horizontal are important. People can see at a glance what they want to drink. If you place them separately, it looks messy, and passersby get dazzled; no product stands out, so they often can’t think of what to drink, and they don’t think of drinking at all. Thus, impulse purchases don’t occur.

III. Why Is the General Distributor More Expensive Than the Wholesale Market?

  1. It’s not that our price is high. We have negotiated a set price with the manufacturer for each product. In the wholesale market, wholesalers are undercutting each other, driving prices down to no profit. Wholesalers now make only 0.2 yuan per box of drinks, making it impossible to sell. The general distributor’s task is to stabilize prices so everyone can make money. The general distributor can’t join the price war, right? If we did, wholesalers would be finished.
  2. Retail stores don’t care about a few cents difference in purchase price per box. The manufacturer’s price is not cheaper than others, but it is stable and firm. Unless the factory price changes, our price won’t change, so you can feel secure when stocking up.
  3. We can provide a series of services: replacement of damaged goods, door-to-door ordering, delivery, shelf cleaning, inventory organization, and regular replacement of promotional materials (see the first visit script for details). These services are worth the price difference.
  4. We often run promotional activities with the manufacturer. Previously, we did this through wholesalers, but we found that most promotional items fell into wholesalers’ hands and never reached retail stores, so we didn’t achieve our goals. Now the general distributor runs promotions directly. If you order from us, you get the promotional items.
  5. The manufacturer has phased promotional campaigns. For example, this week they might focus TV ads on Product A, and we concentrate on putting up posters for A. Then A will sell faster this month. The general distributor knows this information best. Follow us, and you’ll sell faster. For example, with Little Tiger Team instant noodles, the free gifts started with whirlwind cards, then star cards – first the French team, then the Brazilian team, then the All-Star team, and finally a magic card. If you follow us, when new items come out, we’ll tell you, “It’s time to stock the Brazilian team; order less of the French team.” That way, you won’t get stuck with excess stock. Otherwise, you might just stock the Brazilian team when the All-Star team comes out, and your stock will be stuck.
  6. By cooperating with us, we visit you weekly, and we keep records of your inventory and orders. After two or three weeks, I’ll know what sells fast, what doesn’t, and what you could sell but aren’t. Additionally, our company has a set of standardized methods for inventory management, shelf display, and promotions, which are based on the experience of world-leading companies like Coca-Cola and P&G, adapted to local conditions. Since we deal regularly, I can advise you on various aspects. Together, we can discuss how to make your business thrive. If you sell well, I get more orders. Our interests are aligned; I won’t deceive you by making you stock up fully and then you can’t sell, and you won’t order from me again. I’ll always order just enough for you to sell out, make a profit, and not have excess stock. That’s long-term cooperation.

IV. Why Should You Stock a Full Range of Products?

  1. Retail stores make money by offering a wide variety. You’re not a wholesaler moving dozens of cases at a time. You sell retail, so with small volumes, you need to diversify. The goal is to have everything a customer might want, so you can earn money from everyone who comes in. Of course, this is within the limits of your capital and space.
  2. Not every product will sell or make money in your store, but you should try. Order a small quantity to test. If it doesn’t sell, you won’t have much excess stock. If it does sell, you’ve found another way to make money. Think back: weren’t most products hard to open the market initially, and then they went from not selling to becoming hot?
  3. Don’t wait until a product becomes hot before you start selling it. More than half of a retail store’s business comes from repeat customers. If you start early, your regulars will know you carry this product, and over time they’ll get used to buying it from you. By the time the product takes off, your path is already paved. Otherwise, if you wait until it’s hot, it’s too late to stock up.
  4. Our company distributes dozens of products and has over a decade of operating history. We definitely have our own methods for selecting products; we don’t distribute products we’re not confident about. Look at the market now: ×× and ×× are new products we launched, and they’ve all taken off.
  5. Manufacturers produce different packaging, flavors, and brands for different purposes.

For the same drink, why are there glass bottles, cans, plastic medium bottles, and large bottles? Each has its purpose: · Cans are for portability and look classy when drinking, giving a psychological enjoyment. They are for people who pursue quality of life or enjoy “psychological pleasure.” But cans have a drawback: once opened, you must finish them, and they’re not convenient to carry. · Medium bottles are for drinking while walking or riding. You can take a few sips, twist the cap back on, and carry it without dripping – very convenient. Hence the medium bottle’s slogan: “Cool feeling to go.” · Large bottles are for meals. Five or six people around a table; if each has a medium bottle, it costs 10-20 yuan. A large bottle is only 5 yuan. · Glass bottles have good cooling effect, and the bottles can be recycled, so costs are low. They cost about 1 yuan, and are for drinking with meals or while sitting and chatting.

Each packaging meets a specific need. If you stock all packaging types, consumers have more choices when they come to you. You can also recommend a specific packaging, giving you another chance to make money. If you don’t stock large bottles or glass bottles, people eating at banquets or those thirsty on the go won’t buy from you – you lose sales opportunities!

Topic 7: Daily Work Process for Pre-Sales Representatives

The selection requirements for pre-sales representatives are not high, and often newcomers with no sales experience join. The biggest fear for newcomers is: “What is sales?” “How do you do sales?” “Can I do it well?”

Defining the routine steps for customer visits and dividing the day’s work into time-based actions is not only a good management tool – enforce compliance, punish violations – but also a good training tool, especially for newcomers: a sense of direction means motivation.

I. Example of Pre-Sales Visit Work Process

  1. Arrive 5-10 minutes early.
  2. 8:30-9:00 Morning meeting; routine content: · Report work: number of visits, number of customers closed, closing rate, volume, and value. · Supervisor announces inspection results: yesterday’s inspection of sales rep A’s route, score, specific situation, and gives criticism or praise. · Supervisor announces today’s specific work arrangements and changes in pricing policy; asks if there are difficulties, suggestions, and discusses scripts.
  3. Prepare to go out (pen, notebook, promotional materials, cloth, business cards, materials, order forms, tools for hanging banners, etc.).
  4. Customer visits:
  1. Content of customer visits: · Fixed person, fixed route, fixed period, fixed time visits. · Inventory management (FIFO, front-line/back-line management; maintain shelf fullness; prominent display, centralized placement, all product Chinese trademarks facing outward; correct brand order, packaging order, and warning for near-expiry products). · Order taking (getting orders) and order transfer (drawing a route map with order customers and handing it to the driver) actions. · Increase distribution rate. · Develop new customers, improve customer data. · Promote new products, execute designated promotional activities. · Collect market intelligence (including competitor signs: price, sales, promotions, merchandising, new products, customer feedback; and our product’s sales, post-use feedback, any price chaos, cross-region sales? inventory, merchandising, distribution rate, etc.). · Make reasonable suggestions, summarize effective scripts, and fill out relevant forms.
  2. Customer visit action flow: · Before entering, check the customer data card to know the owner’s name, purchase, sales, and inventory situation, and the last customer request and its resolution. · Tidy up appearance. · Check outdoor advertising. · Greet the customer, introduce yourself (be careful not to neglect the customer’s employees). · Ask about the delivery of the last order and the handling of customer complaints. · Put up posters, tidy merchandising equipment (note the clarity of price labels). Understand inventory. · Point out areas where shelf arrangement is not standardized and affects sales, while organizing front-line and back-line products, cleaning shelves, arranging, and emphasizing to the owner the importance of display for sales, instilling merchandising concepts (note: maintain fullness; FIFO; centralized placement, prominent position, Chinese facing outward, correct brand order, packaging order; warn about near-expiry products). · Show today’s ordering policy and prices, let the customer consider order quantity and items. · Based on the customer’s purchase, sales, and inventory records, the principle of full product range, the 1.5x inventory principle, and the company’s promotional and advertising opportunities, propose reasonable order suggestions and write the order. · Understand market dynamics (including competitor signs: pricing, sales, promotions, merchandising, packaging, new products, customer feedback; and our product’s sales, post-use feedback, any price chaos, cross-region sales, inventory, merchandising, distribution rate, etc.). · Reconfirm the order quantity is correct, agree on the next visit time, thank the customer, and leave.
  1. Reflect on the store’s value and supplement the customer data card with any valuable relevant information.
  2. Go to the next sales point and repeat the above until finished.
  3. Return to the company to fill out reports (report daily performance and market dynamics), and submit to the supervisor for review.
  4. Draw the delivery route map for the day. Hand the orders to the driver.
  5. Think about whether there is anything to prepare for tomorrow’s work.

Topic 8: Professional Sales Skills – Summary of Practical Sales Tips

Why is it that in the same company, some people become supervisors or managers after two years, while others remain old sales reps after ten years? The only difference is the willingness to learn and the ability to summarize.

Positive people continuously summarize, learn, and think in their work, rapidly improving professional skills.

Negative people just muddle through, working for a living, and after many years still have no skills. They see their former subordinates now as leaders, and looking back, they have gained nothing.

How to improve learning and summarization ability?

The simplest and most direct way is to keep a work diary. Practice during the day, review and think at night. Learn from your own work, from others’ achievements or lessons. Every move is a practical summary.

Even the smallest insights and techniques should be recorded. Over time, you become an experienced expert.

Example: Basic sales tips

· For customer relations, do customer management. Instill good display, inventory, and ordering concepts, not just personal connections or gang loyalty. · Don’t neglect the customer’s employees; treat them well. These people can often influence your business success. · You only have one chance to make a good first impression, showing respect for others. · When facing a customer complaint, the first thing is to show sympathy. Never argue with the customer; start from common ground. · The unchanging principle: create profit for the customer.

When customers deal with you, your politeness, reliability, honesty, and trustworthiness indeed give a good impression, but what customers need most is profit. If you make them feel you can create profit for them, they will respect you.

Therefore, when you need to perform your duties such as display, merchandising, and inventory management, analyze from the perspective of creating profit for the customer. The customer will not only cooperate actively but also feel grateful. When helping customers order, always think from their interests. Achieve no overstocking and no stockouts. If you introduce a new product category, be sure to do display and merchandising, closely monitor the customer’s sell-through speed, and help your customer sell the goods quickly. This lays the foundation for the next order. Otherwise, the product you introduced will become slow-moving, and next time they won’t trust you.

· Play your role well to establish your authority.

Be punctual. Keep the agreed visit time unwaveringly.

Keep promises. Salespeople should not make promises lightly; otherwise, you become a “heartbreaker,” making your customer wait eagerly and then never trust you again. Once you make a promise, be sure to fulfill it promptly.

Adhere to the principle of creating profit for customers, especially when ordering. Based on the customer card, climate, and specific promotional policies, make practical and reasonable suggestions, truly thinking for the customer.

I am a professional consultant, not an order taker.

Dress, speech, and demeanor should be steady and dignified.

Comprehensive product knowledge, anticipate market opportunities and risks, and understand the constraints of customer operations.

In daily training, reading, and work, record anything valuable, categorize it, and learn from every experience. Only then can you improve quickly.

Professional operational standards, such as merchandising skills.

· Remember customers’ names. When visiting, call them by name and greet them; they will feel like VIPs. · Work to improve your expression skills. Sell yourself first through language, then sell the product. · Smile from the heart. · Understand needs, show concern, confirm service is in place, and respond to everything promptly. Most customers are not moved by your display, merchandising, inventory registration, orders, or distribution actions; they even think these are troublesome and that you do them for your own company. But timely replacement of damaged goods, rebate fulfillment, and other small actions can make them extremely grateful. This phenomenon is not scientific, but it exists, so it’s reasonable!

Example: Pre-sales route visit tips

· Look at inventory to know customer strength; look at batch numbers to know product flow speed. · When observing the market, don’t be like a county magistrate on tour, waiting for people to block the road and complain before getting off the sedan. Think proactively about what can be done better. · Adjust your mindset: customers are not good or bad; they are just different. You must use different communication methods for different customers, and you cannot avoid difficulties. · Any background knowledge you have about customers will bring convenience to future work. · When the company runs promotional rewards, don’t start by talking about today’s order rewards. Over time, your customers will form a habit; next time without gifts, they won’t order. The correct approach is: first organize the goods, propose a reasonable order suggestion based on the 1.5x inventory principle, and after the customer initially decides to order, then discuss the promotional policy to encourage the customer to increase the order quantity (but be careful not to increase too much to prevent near-expiry). · Set your own goals for sales, distribution rate, and customer development. Anyone under pressure works harder than without pressure. · Sales should have focus; segment customers. Classify customers into different levels: A-level customers visit twice a week, B-level once a week, C-level once every two weeks. · Pay attention to full product range and improve distribution rate to avoid neglecting one for another. · Professional sales skills: start from topics the customer cares about (such as last complaint, damaged goods replacement, areas for improvement in the customer’s store management). If you want to fish, first ask what it wants to eat; then you get its attention. · On busy streets, distribution rate and merchandising must not lose to competitors. Sales points in busy areas have the greatest influence, highest sales, best image, and often the strongest consumer desire. Gaining competitive advantage here is significant for enhancing brand image, stabilizing market position, and curbing competition. · Supermarkets and other key accounts have the following advantages: · Large actual sales volume. · Stable prices. · Better image. · High foot traffic and strong influence. · New products are key to promoting and building brand image. · For key accounts, you must invest effort to do thorough work; it is extremely beneficial for creating competitive advantage and curbing competition. With these customers, quickly build friendships with key personnel such as purchasing managers, cashiers, and financial managers. Superficial business contact is fragile. · Without approval from superiors, don’t easily make promises to customers (such as returns, damaged goods replacement), otherwise you become a “heartbreaker,” making your customer wait eagerly. It’s better to give them a surprise when you are fully confident; they will feel you are authoritative in the company. · Joint promotions with customers must be precisely communicated in advance to minimize disputes, such as photo agreements for display rewards. · Preparation leads to success. Prepare profit stories, talking points, arguments, responses to previous objections, and today’s key recommendation scripts. Before entering, check the customer file to know the owner’s name, distribution blind spots, inventory, cooperation level... If you make these preparations for every visit, how confident you will be. · Try to follow the visit steps to give customers an impression of standardized work. · Sales work should strive for perfection, but also have a good attitude (basketball law). Problems will occur in work; if there are no problems, then the work itself is problematic. What matters is your attitude. Ignore objective difficulties and only consider subjectively: what more efforts can I make? This is called “seeking from oneself.” Have good endurance; not all problems can be solved immediately. But you must do your best. · Objections = opportunities. Customer objections are the most valuable source of information. Customer needs are diverse; if we can’t meet them, others will. · Customer inventory registration is suitable for sales points with relatively large sales volume. For small mom-and-pop stores, don’t insist on purchase, sales, and inventory statistics – it’s a waste of time.

Topic 9: Launch and Management of Pre-Sales System

I. Market Research

  1. Purchase a local map. Based on the map and your practical experience, draw a traffic plan of the local market.
  2. Divide the map into blocks, numbered “Zone 1, 2, 3, 4...” Each salesperson is responsible for market research in different zones.
  3. Organize salespeople to survey sales points by block.
  1. Mark the location of each sales point on the map and number it. For example, “1-10B” means the 10th store in Zone 1, surveyed by sales rep B.
  1. The supervisor collects the market research data from salespeople daily for review, finds the responsible person based on the number, and severely punishes false reports.
  2. Compile and summarize the customer distribution map and customer registration form.

II. Establishing Areas

Definition: An area refers to a group of retail points concentrated in a small geographic region.

Method:

  1. Divide areas on the compiled customer distribution map.
  2. When determining areas, note: (1) Balance the number of sales points. (2) Use existing boundaries (such as railways, main roads, etc.). (3) Consider restrictions on delivery vehicle types (e.g., commercial centers may not allow delivery vehicles, and high density of sales points is not conducive to truck delivery, so make the area smaller and use handcarts). (4) Determine different business methods for different areas: van sales areas, telephone visit areas, pre-sales areas.

III. Establishing Routes:

Definition: Within an area, divide customers into several routes according to certain principles, and determine the order of customer visits on the route to effectively conduct customer visits and services.

Principles for determining routes: Improve efficiency: · Maximize the standardized daily number of customer visits per salesperson. · Provide necessary service frequency. · Reduce delivery costs.

A salesperson’s daily work time is broken down as follows:

Time | Determining Factor Morning meeting time | Supervisor’s efficiency Evening report time | Supervisor’s efficiency Time from company to first customer on route | Overall route design Time between stores | Route design order Time in store | Route design

Finding ways to increase the time salespeople spend in stores is the shortcut to improving route efficiency.

Specific methods:

  1. Scientific route order, avoid “unnecessary detours.” As shown in the figure below:

Obviously, the route planning shown above is inefficient.

  1. Check if the route time is appropriate.
  1. Determine employee working hours, e.g., 7 hours.
  2. 7 hours = time from company to route (trunk time) + route visit time + time from route back to company (trunk time).
  3. The designer must have an objective understanding of these three times, especially the route visit time, which cannot be simply measured by the number of sales points because different channels take different visit times.
  1. Final result: Employee working time = round-trip trunk time + route visit time Route visit time = number of A-channel customers × average visit time for A-channel customers + number of B-channel customers × average visit time for B-channel customers + C...

Note: Special customers (small customers who don’t need weekly visits and large customers who need multiple visits per week) should also be considered for their impact on employee working time.

  1. Principles for ordering stores within the same route:
  1. Avoid passing the same street twice.
  2. Avoid repeating loops.
  3. Go from far to near to reduce the possibility of missed visits.
  4. Use the shortest route.
  5. Follow traffic rules: small turns to the right, large turns to the left.

IV. Numbering:

Number according to the redefined areas and routes. “A130” means the 30th store on the first route (visited on Monday) in Area A. Match area numbers with sales reps one-to-one. Thus, A130 becomes the 30th store that rep A visits on Monday.

V. Team Distribution

Establishing a pre-sales system, recruiting new people, and team distribution is an excellent method to lay a solid market foundation and train employees: · Team distribution creates a big presence, making it easier to close deals. Distribution rate improves rapidly, and employee morale is boosted. · On-site distribution and on-site training greatly benefit the practical skills of new employees. · Terminal customers are impressed that “×× distributor starts direct sales from today.”

VI. Personnel Management

Terminal direct sales representatives have relatively low job difficulty, face the most customers, and have the most trivial work, so they need meticulous management. Otherwise, employees may: · Miss visits: The route has 50 points, but they only visit 20 and go home. · Miss orders: Not working seriously, low order volume. · Report false orders: Collude with drivers to report fake orders. · Split large orders into small ones: Go to the wholesale market, find a big customer, place an order for dozens of cases, then come back and split those dozens of cases into dozens of fake retail store orders. · Overstock: Pursuing sales volume, they force customers to stock up, damaging customer relations and causing near-expiry products. ...

The focus of managing direct sales personnel is process monitoring. Through strict business report forms, monitor their work process to achieve the effect of “the law’s eye is everywhere” (see Chapter 6, Topic 3: Institutionalized Management for specific practices).

— Be wary of salespeople “the devil is in the details,” reporting false forms. · The direct sales supervisor’s diligent inspection is key to eliminating false forms. · Techniques for identifying false forms. · Create a management style in the company that “wrong information is more terrible than no information,” and anyone who intentionally falsifies data is “severely punished.”

This article is excerpted from Teacher Wei Qing’s: “Complete Manual for Distributors.”

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