sharpen-magazine-issue-16

34 • SHARPEN
Take for instance an Account
Executive in a PR firm, who is tasked
to convince his or her colleagues to
opt for a particular public relations
strategy — one, which the team has not
practised in the past. Although there is no
product or service being sold, the Account
Executive is still in the midst of selling —
only in this scenario, he or she is trying to
persuade the team to buy in on a new and
untried concept or idea.
It is crucial to point out that with a daunting
responsibility, such as the one mentioned
above, the person trying to actualise the
pitch can be susceptible to the various
pitfalls in sales, such as overselling or
even aggression. With this said, one must,
indeed, be wary.
Consultative selling is a sales
model, which can proactively
deflect the risks stated
above, and which even nonprofessional
sales people can
practise. This sales model
requires more intuitive and
organic sales skills, and is built
upon existing or potential
relationships between
colleagues, or employees
and customers. The
core design of this sales
model is based on the
consultation process,
which is a way to explore
current needs and possible
solutions.
1. Determine
the audience
Do you need to zero in on an individual
such as your immediate superior, or an
existing and highly valuable client, or do
you need to tap the support of various
stakeholders in the organisation?
2. Determine
key motivators
Sales skills, in relation to consultative
selling, should translate to keenness
toward what your audience or partner
plans, or projects. Are you required to
map out strategies in congruence to a goal
driven by specific numbers or qualifiers?
Here are the preparations and sales skills
integral to consultative selling.