Displacement Selling Part I

By | February 14, 2018

Having tried ‘normal’ sales approaches there are often people/accounts who fail to respond. Displacement Selling explores other reasons and approaches to increase market share or penetrate a new market. Participants are asked to bring problem accounts with them.

Overview
We must fight for market share. This means we must use excellent selling skills and effective strategies. Customers’ being friendly does not mean we have improved market share. We must ensure agreements result in real action. This requires additional skills.

We must ensure orders are placed when we are not there. This means classic closing approaches have limited effectiveness. Prospects may ‘agree’ with you, only to change their minds after the meeting has finished. We must therefore ensure real agreement.

This practical and thought-provoking course provides participants with the key strategies and skills they need.

Who Should Attend
All salespeople with at least six months experience.

Duration
2 Days

Displacement Selling I – Course Objectives

Participants will learn:

Displacement Selling complements their existing knowledge

    • how to analyse underlying Displacement issues
    • how to understand the key issues of the ‘real’ competitor
    • how to obtain difficult data
    • new perspectives and advanced techniques in Displacement
    • how to ensure agreement that is carried through into action

 

Displacement Selling I – Course Outline

Where Does Displacement Selling Fit In?
Use with other sales approaches
Marketing Warfare Models
Displacement Selling Steps
Marketing concepts in the sales process

What Is Really Being Displaced?
Other issues apart from product/service
Common pitfalls

Who Is Really Being Displaced?
Not just the obvious competitor
Competitor analysis
Common pitfalls
Missed opportunities

Gathering Difficult Data
Advanced questioning techniques
Delicate questions
Question design for participant’s accounts

How To Displace
Segmentation concepts
Beating on existing criteria
Changing priorities
Personal Benefits

Ensuring Real Agreement
Common causes of false agreement
Advanced ‘low-key’ closing techniques
‘Low-key’ objection handling techniques
Personal account action plan

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