“Conducting  Effective  Distributor  Sales  

Meetings  &  Training  Sessions”    

“2015  Annual  Spirits  Conference”    

 PARTICIPANT  WORKBOOK  

    Presented  By     Robert  W.  Brown,  C.M.C.     Sales  Systems  Development,  Inc.     Two  Worlds  Center,  Suite  71     100  West  El  Camino  Real     Mountain  View,  CA  94040     650  691-­‐9622  Office     650  619  1993  Mobile     email:  bob@salessystems.net     website:  www.salessystems.net  

 

 2  

BOB  BROWN  

Bob  Brown  is  uniquely  qualified  to  conduct  the  American  Distilling  Institute  training  workshop  on   “Conducting   Effective  Distributor   Sales  Meetings   and   Training  Workshops.”   Sales   Systems  Development,  Inc.  and  its  President,  Bob  Brown,  have  been  serving  clients  for  25+  years.  Bob  is  widely   recognized   as   one   of   the   leading   sales   training   and   organization   development  consultants   in   the  beverage   as  well   as   beer,  wine   and   spirits   industry.   Prior   to   that   Bob  was  National   Director   of   Sales   Training   and   Recruiting   for   the   E   &   J   Gallo   Winery.   Bob   has  conducted   over   500   seminars   involving   approximately   10,000   supplier,   distributor   and  wholesaler  sales  and  management  personnel  in  Asia,  Canada,  Central  America,  Europe,  India,  and  the  United  States.  

Bob   has   served   as   selling,  merchandising   and   sales  management   consultant   for   a   significant  number  of  leading  beverage  firms  and  consumer  product  manufacturers  who  are  benchmarked  for   “best   practices.”   Bob’s   clients   have   included   the   largest   global   breweries,   wineries   and  distilleries.   Among   wholesale   distribution   clients   are   seven   of   the   10   largest   US   beer  distributors   and   virtually   every  major  wine   and   spirits  wholesaler.   As   a   result   Bob   is   able   to  deliver   insight   on   the   sales   processes   used   by   major   consumer   package   goods   retail   and  foodservice  organizations  as  well  as  the  full  range  of  beverage  industry  organizations.  

Bob  has  also  been  a  featured  speaker  or  seminar  leader  at  over  20  National  Beer  Wholesalers  Association  annual  conventions  as  well  as  having  been  a  speaker  at  a  number  of  Wine  &  Spirits  Wholesalers  Association  and  other  food  and  beverage  industry  meetings.    

CREDENTIALS  Ü Certified   Management   Consultant   (C.M.C.)   —   the   highest   accreditation   available   in   the  

consulting  field.  Ü American   Society   of   Training   and   Development   —   recipient   of   two   national   “Special  

Appreciation”  awards.  Ü National  Speakers  Association  —  “Professional  Speaker”  designation.  

EXPERIENCE  Ü E  &  J  Gallo  Winery  —  National  Director  of  Sales  Training  and  Recruiting  Ü Kepner-­‐Tregoe,  Inc.  —  Organization  Development  Consultant  Ü Kimberly-­‐Clark  Corporation  —  Consumer  Product  Sales  and  Sales  Management  Ü Commissioned  Officer  —  United  States  Army  

EDUCATION  Ü Post  Graduate  —  Universities  of  Michigan  and  Alabama  Ü M.B.A.  —  Samford  University,  Birmingham,  AL  Ü B.S.B.A.  —  Kent  State  University  

 

 3  

BOB  BROWN’S  CLIENTS  —  PARTIAL  LIST    

Alaska  Distributors  Company  Alliance  Beverage  Distributing  Co.  Allied  Domecq  Spirits  and  Wine  Anheuser–Busch,  Inc.  Atlas  Distributing,  Inc.  Bacardi-­‐Martini  USA,  Asia  Pacific  and  India  Bacardi  Global  Travel  Retail  Beatrice,  Inc.  Ben  Arnold  Sunbelt  Distributing  Co.  Beverage  Specialties,  Ltd.  Borden,  Inc.  Boston  Beer  Company  Brown  &  Williamson  Tobacco  Corp.  Brown–Forman  Corp.  Burke  Distributing  Corporation  Caldbecks  Wine  &  Spirits,  Ltd.      ü  Peoples  Republic  of  China      ü  Hong  Kong      ü  Taiwan  Casa  Pedro  Domecq,  Mexico  Charles  Fradin,  Inc.  Charmer  Industries,  Inc.  Chateau  Ste  Michelle  Vineyards  &  Estates  Churchill  Distributors  Coastal  Distributing  Companies,  Inc.  Columbia  Distributing  OR,  WA  Constellation  Brands  Corby  Distilleries  Ltd.,  Canada  De  Crescente  Distributing  Co.  Diageo  Dr.  Pepper/Seven-­‐Up,  Inc.  Dun  &  Bradstreet  Educational  Services  Empire  Distributors,  Inc.  Faust  Distributing  Company  FIJI  Water  Foodbrands,  Inc.  Frederick  Wildman  &  Sons,  Ltd.  Fresh  Samantha  Juices  Glen  Ellen  Winery  Grolsch  Export  B.V.,  The  Netherlands  Henry  A.  Fox  Sales  Company  Hood  River  Distillers,  Inc.  Houston  Distributing  Co,  Inc.  InBev  USA  Jardine  Wine  &  Spirits,  Inc.      ü  Malaysia        ü  Philippines.  J.  J.  Taylor  Companies,  Inc..  

Kitchens  of  Sara  Lee    La  Choy  Food  Products  Co  L.  Knife  &  Son  Companies,  Inc.  M&M/Mars  Major  Brands,  Inc.  Manhattan  Beer  Distributors  Merrimack  Valley  Distributing  Co.,  Inc.  Mission  Beverage  Company  Mesa  Beverage  Company,  Santa  Rosa  Montgomery  Beverage  Co.  National  Wine  &  Spirits      ü  Indiana        ü  Michigan  Nevada  Beverage  Company  Oak  Beverages,  Inc.  Odwalla  Juices  –  Division  of  Coca  Cola  Pacific  Time  Wine  &  Spirits,  Inc.      ü  Beijing          ü  Shanghai  Paramount  Farms  and  Citrus  Pepsi  Cola  USA  Philip  Morris,  USA  POM  Wonderful  Juices    Premier  Beverage  Co.  Ralston  Purina  Company  Reyes  Holdings,  L.L.C.      ü  Chicago  Beverage  Systems,  L.L.C.      ü  Harbor  Distributing,  L.L.C.      ü  Lee  Distributors,  L.L.C.      ü  Mesa  Distributing  Company,  San  Diego      ü  Premium  Distributors  of  Virginia,  L.L.C.      ü  Premium  Distributors,  Washington,  DC.,  L.L.C.  Rhode  Island  Distributing  Company  Rosarita  Mexican  Foods,  Inc.  Sanderson  Farms,  Inc.  SanPellegrino  Schreiber  Foods,  Inc.  Sidney  Frank  Importing  Company  Sleeman  Breweries,  Ltd,  Canada  Snapple  Beverage  Corp.  Star  Distributors,  Inc.  The  Stroh  Brewery  Company  Sunbelt  Distributing  Corporation  Union  Beverage  Company  United  Liquors,  Ltd.  United  States  Beverage,  L.L.C.  West  Side  Beer  Distributing  Co.  Wonderful  Brands  Young’s  Market  Company  OR,  WA  Zonin  USA  

Associations  &  Trade  Organizations  American  Logistics  Association  Beer  Business  Daily  SUMMIT  2006  Brewers  Association  of  America  Food  Industry  Suppliers  Association  National  Beer  Wholesalers  Association  

Missouri  Beer  Wholesalers  Association  National  Food  Brokers  Association  Ohio  Beer  &  Wine  Wholesalers  Association  Washington/Oregon  Beer  &  Wine  Wholesalers  Assn.  Wine  &  Spirits  Wholesaler  Association  of  America  

 

 4  

SEMINAR  GOALS  

     

1. Learn   a   systematic   six-­‐step   process   for   organizing,  preparing  and  delivering  sales  meetings  and  training.  

2. Learn  ideas  and  skills  on  how  to:  Ü Motivate  Distributor  Group  at  Sales  Meetings  Ü Organize  Information  and  Activities  Ü Improve  Platform  Speaking  Group  Communication  Skills  Ü Manage  Participation  and  Involvement  Ü Use  Visual  Aids  —  PowerPoint™  &  Flip  charts/  boards  Ü Effectively  Use  Role-­‐Playing  to  Develop  Skills  

 ACTIVITY   REASON  

Presentation  and  discussion   Exchange  ideas  and  experiences;  define  principles  and  techniques  

Group  projects  and  exercises   Clarify  concepts  and  provide  opportunity  to  practice  

Note-­‐taking  outline     Reinforce  learning  and  maximize  retention  

 

 5  

SIGNIFICANCE  OF  EFFECTIVE  SALES  MEETINGS  &  TRAINING    

The   ability   of   a   distiller   to   effectively   present   their   portfolio,   and  educate   &   motivate   distributor   sales   organizations   has   a   significant  impact  on:  

Ü Sales  results  in  the  marketplace  Ü The  credibility,  reputation  and  image  of  their  people  &  brands.    

Poor  supplier  sales  meeting  presentations  are  a  common  complaint  by  distributor  management  and  salespeople  as  well.  

On  the  other  hand  suppliers  who  are  able   to  effectively  communicate  their  distillery  and  brand  story,  and  provide  information  that  distributor  salespeople   can   retain   understand   and   use   when   talking   with  customers  will  have  an  edge.  

Causes  Poor  Sales  Meetings     Effective  Sales  Meetings    Ü    

Ü    

Ü    

Ü    

Ü    

Ü    

Ü    

Ü    

Ü    

Ü      

Definition  of  Training          

A  planned  process  of  interaction  that  results  in  an  individual  or  group    

gaining  specific  knowledge  and  skills.  

Unprepared  

Boring  speaker,  monotone  

No  participation/involvement  

Poor  visuals,  terrible  PowerPoint™    

Too  much  information,  not  relevant  

Engaging,  participation,  involvement  

Effective  speaker  

Appropriate  use  of  visuals  

Organized,  prepared  

Useful,  practical  information  

 

 6  

GROUP  COMMUNICATION  GRID  

   

The  Characteristics  of  an  Effective  Trainer…  1.      2.      3.      4.      

Key  Principles  of  Learning  1.  Small  Steps  2.  Reinforcement  

Ü Repetition  Ü Reward  —  two  types  

3.  Active  Participation  

4.  Application  

Openness  and  warmth  Organization  Enthusiasm  Indirectness  

 

 7  

GROUP  COMMUNICATION  &  TRAINING  PROCESS        

  Six-­‐Step  Group  Communication  Process  1. Establish  Communication  &  Training  Goals  &  

Objectives  2. Motivation  

Ü Initial  Ü Continuing  

3. Communication  Ü Information  and  Activity  Organization  ü Process  Steps  ü “Communication  Wheel”  

Ü Platform  Speaking  Skill  ü Anxiety  Issues    ü M.V.G.  

Ü Mix  of  Communication  Techniques  4. Test  comprehension  5. Practice  —  Three  Criteria  6. Feedback  —  Process  and  Application  

 

 8  

STEP  1  —  ESTABLISH  COMMUNICATION  &  TRAINING  GOALS  &  OBJECTIVES  

1. Determine  the  key  “take-­‐aways”  Ü What  is  the  group  to  know,  understand  and  be  able  to  do  as  a  result  of  

the  sales  meeting,  presentation  or  training  session?  Ü Identify   the   S.T.A.R.s   (“Something   They   (will-­‐should)   Always  

Remember”)  

2. Organize   the   content   outline   using   the   principles   of  information  organization  

3. “Less  is  More”  Ü Minimize  “filler”  content  Ü Allow  time  for  interaction  and  discussion.  

4. Avoid  “going  digital”  too  soon  

 

 

 9  

STEP  2  —  MOTIVATION    

A  person’s  motivation  to  learn  and  a  manager’s  motivation  to  train  are  prompted  by  different  goals.    

Why  Train?   Why  Learn?  Ü    Ü    Ü    Ü    Ü    

Ü    Ü    Ü    Ü    

     Two  Types  of  Group  Motivation  —  “Initial  &  Continuing”  1. Initial  —  get  started,  capture  attention  

Ü Purpose                        

Ü What  Motivates?    

ü    ü    ü    ü    

2. Continuing  How  can  group  interest  and  motivation  be  sustained?                  

Establish  Relevance  of  topic  to  group  What  does  group  stands  to  gain  PERSONALLY  

from  listening  People  learn  for  personal  not  company  

reasons  “Make  a  Promise”    

Challenge  Competition  “Avoider”  Failure  Reinforce  prior  learning  Desire  to  build  relationships  

Return  on  investment  Sell  more  Motivate  sales  team  Be  competitive  Retain  employees  

Earn  more,  increase  income  Better  customer  relationships  Promotion,  recognition  Make  job  easier,  get  more  done  in  less  time  

By  participation  and  involvement  —  activities  that  change  the  pace  of  the  presentation  so  group  is  not  just  listening  to  speaker.  Learning  itself  is  a  key  factor  in  sustaining  group  motivation.  Did  the  speaker  deliver  what  was  promised  in  the  initial  motivation?  

 

 10  

STEP  3  —  COMMUNICATION  

The  processes  of  management  are  implemented  primarily  through  communication.  

 

     

1.  Effective  Information  and  Activity  Organization  

 

+    

2.   Platform  Speaking  and  Delivery  Skills  (MVG)  

 

+    

3.  Appropriate  Mix  of  Communication  Techniques  

     

 

                     

=  

 

   

       

Effective  Group  Communication  

     

 

 

 11  

THREE  INFORMATION  ORGANIZATION  PRINCIPLES    

Overview    Ü Purpose                      

Ü Structure  —  two  elements          

Importance  of  Summarizing  &  When                              

1. Separate   Complex   Ideas   into   Simpler   Component  Parts.  

2. Determine  Logical  Sequence  and  Segment  Structure.  3. Provide:  a. Overview  of  total  program  and  each  segment  b. Presentation/details  c. Summary  for  each  segment  and  overall.  

 

1. Focuses  group  on  what  is  important  2. Provides  big  picture  —  mental  framework,  roadmap  3. Anticipation  of  what  will  be  learned  motivates  4. Build  application  anxiety  (they  may  have  to  do  it)  5. Is  a  personal  statement  of  your  organization  

Ü Reinforcement  ü Repetition  ü Reward  

Ü Test  understanding  –  Step  Four  Ü Crystallize  and  clarify  key  points  Ü Provide  opportunity  for  questions  Ü Reinforce  initial  motivation  benefits  Ü Provides  transition  

 

1. Key  content  2. Activities  

 

 12  

ACTIVITY  ORGANIZATION  

he   second   aspect   of   organization   that   increases   retention   and  understanding   of   the   ideas,   techniques,   etc.   presented   at   a   sales  

meeting  and  training  session  is  to  plan  activities.  

Pace  =  Rate  at  Which  Ideas  and  Activities  Are  Introduced  Types  of  Activities  Ü Written  participation   Ü   Quizzes  Ü Group  discussions   Ü   Case  Studies  Ü Projects  –  individual  and  group     Ü   Role-­‐plays    

Communication  wheel  “Bring  It  All  Together”    

 

T  

Overview

Initial Motivation Summary

Details  Content  Activities  

 

 13  

COMMUNICATION  WHEEL  “BRING  IT  ALL  TOGETHER”  

   

Segment Motivator

Segment Overview

Segment Summary

Segment Summary

Segment Motivator

Segment Overview

Segment Overview Segment Motivator

Overview Initial Motivation Summary

3   1  

2  

 

 14  

STEP  3  —  COMMUNICATION    

     

1.   Effective  Information  and  Activity  Organization  

 

+    

2.  Platform  Speaking  and  Delivery  Skills  (MVG)  

 

+    

3.  Appropriate  Mix  of  Communication  Techniques  

     

 

                     

=  

 

                     

Effective  Group  Communication  

 

 

     

 

 

 15  

SHARPENING  PLATFORM    SPEAKING  AND  DELIVERY  SKILLS  

Importance  of  Platform  Speaking  Skills  1. Builds  self-­‐confidence  —  fine-­‐tunes  verbal  &  non-­‐verbal  skills  2. A  career  asset  —  necessary  dimension  of  leadership  ability  3. Foundation  of  being  able  to  “multiply  yourself”  4. Enables  a  person  to  “make  a  difference”  in  business  or  community  

Speakers  Fear  Tension  and  Anxiety  

______%  of  all  speakers  experience  some  degree  of  anxiety  or  nervousness.  

 Hamilton  2008,  Communicating  for  Results  

95  

Group  Communication  is  Amplification  of  One-­‐On-­‐One  Communication.  

 

 

 16  

TIPS  FOR  DEALING  WITH  “STAGE  FRIGHT”    

ublic  speaking  skills  can  be  acquired.  All  of  us  have  the  potential  to  live,  relate  and   connect   with   each   other   better   through   public   communication   and  

leadership.   Confidence   is   one   of   the  most   powerful   tools   that   you   can   have   in  order  to  be  an  effective  public  speaker.  The  very  nature  of  public  speaking  is  that  it  tends  to  be  a  group  presentation  situation.  You  can  also  apply  public  speaking  skills  to  a  one-­‐to-­‐one  situation.  The  only  difference  is  the  size  of  your  audience.  

Techniques  for  Coping  with  Anxiety  1. View  physiological  excitement  as  positive,  not  negative  –  there  is  

little  difference  between  excitement  and  fear.  2. Energetic  Relaxation,  have  a  natural,  balanced  posture.  3. Realize  you  don’t  have  to  be  “perfect”  to  be  high  impact.  4. Never  tell  the  audience  you  are  nervous.  5. Remember,  you  are  not  a  good  judge  of  how  nervous  you  are.  6. Remember,  “silence  is  a  powerful  persuader.”  

 

 

P  

 

 17  

DEVELOP  PLATFORM  SPEAKING  SKILLS    

 

Movement                                  

Voice                      

Gestures              

—   standing   and  moving   with   authority   can   be   the   difference  between  an  outstanding  or  mediocre  presentation.  

Ü Attracts  audience  attention.  Ü Dissipates  nervous  energy  and  relieves  physical  tension.  Ü Enhances  understanding  of  your  message.  

Energetic  movement  Ü Movement  converts  tension  to  energy.  Ü Walking  in  silence  is  an  act  of  assertion.  

Pauses  are  effective  for  emphasis  —  silence  can  breed  tension,  or  generate  energy.  

Ü Raise  voice  one  level  to  demonstrate  energy  and  emphasis.  Amplify  to  a  level  suited  to  size  of  group.  If  a  person’s  voice  is  too  loud  at  least  they  can  be  heard  and  might  be  considered  "passionate!”  However,  if  the  voice  is  too  soft,  there  will  be  a  failure  to  effectively  communicate  to  a  number  in  the  group.  

Ü Slow  down,  people  listen  more  slowly  than  we  can  talk.    

Ü Clarify  and  support  words  and  dramatize  ideas.  Ü Lend  emphasis  and  vitality  to  words.  Ü Stimulate  audience  participation.  

 

 18  

EVALUATE  YOUR  BODY’S  SPOKEN  IMAGE  

 

 

 19  

STEP  3  —  COMMUNICATION    

     

1.   Effective  Information  and  Activity  Organization  

 

+    

2.   Platform  Speaking  and  Delivery  Skills  (MVG)  

 

+    

3.  Appropriate  Mix  of  Communication  Techniques  

     

 

                     

=  

 

                     

Effective  Group  Communication  

 

 

     

 

 

 

 20  

FIVE  COMMUNICATION  TECHNIQUES    

   …of  what  we  Read      …of  what  we  Hear      …of  what  we  See      …of  what  we  See  and  Hear      …of  what  we  Discuss  With  Others      …of  what  we  Experience  Personally      …of  what  we  Teach  Others    1. Direct  Statements  2. Examples  3. Demonstrations  4. Visual  Aids  5. Discussions    

Direct  Statements  Are  the  Foundation  Ü Where  is  an  Example  needed?  

ü Establish  or  strengthen  relevance  ü Bring  an  idea  to  life  ü Highlight  a  distributor  or  customer  opportunity  

Ü Where  is  a  Demonstration  needed?  ü Provide  an  imitable  model  ü For  group  to  see  how  to  do  it  

Ü Where  are  Visual  Aids  needed?  ü Emphasize  key  points  ü Increase  retention  ü Facilitate  understanding  

Ü Where  are  Discussions  needed?  ü Change  pace  ü Learn  what  the  group  is  thinking  ü For  productive  collaboration  

 

HIGH IMPACT!

10%  20%  30%  50%  70%  80%  90%  

 

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COMMUNICATION  TECHNIQUES    

4. Visual  Aids  Purpose  of  Visual  Aids  Ü Control  attention  and  manage  focus  Ü Facilitate  understanding  Ü Reinforce  and  emphasize  key  ideas  

 

PowerPoint™  Projection  

 PowerPoint™  is  NOT…  

Ü ____________________________  Ü Intended   to   introduce   __________   and   _________________   to   slide  

information  at  the  same  time  Ü A  ________________________  for  reams  of  text    

ü No  paragraphs,  or  worse,  pages  of  text  ü Too  much  information  on  slides  overloads  people’s  cognitive  systems  

Ü A   demonstration   of   ________________   _______________   —   use  animation,  audio  and  video  sparingly;  avoid  overuse  of  special  effects.  

Ü A  _________________  for  group  communication  &  platform  speaking  skills.        

Every  Slide  should  have  a  _____________  –  ________  

A  teleprompter  Group   speaker  

platform  

technical   wizardry  

substitute  

therefore   what  

 

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POWERPOINT™  PROJECTION  

Copy,  Text  &  Font  Recommendations  Ü Use  outline  format  —  easier  to  follow  and  understand,  no  full  paragraphs.  Ü Avoid  complete  sentences,  except  for  definitions  and  quotes.  Ü Use  photos  and  images  —  “picture  worth  a  thousand  words.”      Ü Font  size:  40  or  larger  for  titles/headers,  minimum  30  for  copy—  use  bold  

Ü Avoid   gimmicky,   decorative   fonts   unless   there   is   a  purpose     (comic sans, marker felt, etc.).  

Ü Use   upper   and   lower   case.   Avoid   ALL   CAPS   —   OK   for   headers   and   to  emphasize  key  words  or  phrases.  

Ü Avoid  all  italics  —  OK  for  emphasis  and  quotations.  Ü Don’t  underline  —  cuts  off  letters  with  descending  lines  (p  and  g).  Ü No  “Eye  Charts”  

 

 ____x____  Guideline  6   6  

 

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POWERPOINT™  SURVEY      

Rating  PowerPoint™  Annoying  Elements     2013   2011   2009  The  speaker  read  the  slides  to  us   _____%   73.8%   69.2%  

Text  so  small  I  couldn’t  read  it   _____%   51.6%   48.2%  

Full  sentences  instead  of  bullet  points   _____%   48.1%   48.0%  

Slides  hard  to  see  because  of  color  choice   _____%   34.0%   33.0%  

Overly  complex  diagrams  or  charts   _____%   28.8%   27.9%  

No  clear  purpose   _____%      

Poor  flow  of  ideas   _____%      

Source:  Results  from  the  “2013  Bi-­‐annual  Annoying  PowerPoint  Survey”  by:  Dave  Paradi.  

Spontaneous  Flip  Charts/Whiteboards  

Ü Control  focus  through  ___________________    _________________    Ü Record  for  later  reference  Ü Emphasize  a  point  or  idea  Ü Show  or  compare  relationships  Ü Summarize  Ü Provide  recognition  and  encourage  participation  

Guidelines  —  Spontaneous  Flip  Charts/Whiteboards  

Ü Always  put  a  ____________________  on  your  chart  Ü Use  dark  colors  for  copy,  lighter  colors  for  emphasis  Ü To  emphasize  ideas  use  different  colors,    

underline  and  circle  to  draw  attention  Ü Post  important  pages  on  the  wall  Ü Make  it  legible  —  but  not  work  of  art    Ü Abbreviate  where  possible  

progressive   disclosure  

heading  

72.0  50.6    

48.4    25.8    30.8  22.1  21.0  

 

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#5  DISCUSSIONS  —  FACILITATION  SKILLS  

5. Discussions     Advantages   Disadvantages  

Time  goes  faster   Could  threaten  Forces  concentration   May  confuse  simple  issues  Establishes  credibility   Get  off-­‐track  Recognition/motivation   Requires  time  

Four  Methods  for  Directing  Questions  to  the  Group  1. Overhead  

Ü Initiate  involvement  Ü Stimulate  open  discussion  

2. Specific  —  Direct  Ü Gain  information  from  a  particular  person  Ü Test  understanding  of  an  individual  Ü Gain  involvement  from  a  specific  participant  

3. Referral  Ü Have  group  make  points  Ü Maximize  group  involvement  Ü Develops  “depth”  and  quality  of  discussion  

4. Reverse  Ü Bring  out  opinions/concerns  &  help  individuals  to  clarify    Ü Develops  “depth”  and  quality  of  discussion  

 

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FOUR  TYPES  DISCUSSION  &  FACILITATION  QUESTIONS  

1. Discovery  —   broad,   open-­‐ended   questions   that   encourage  responses  Ü Get  information  —  ideas,  opinions,  experiences,  situations  Ü Stimulate  discussion  of  how  to  achieve  program  objectives  of  plan  

2. Developmental  —  “explanatory”  and  “justifying”  questions  expand  depth  of  the  discussion  Ü Use  to  encourage  elaboration  and  gain  additional  clarification  Ü Learn  logic  or  reasoning  behind  an  idea  

3. Closed   —   obtain   a   specific   answer,   validate   a   point   or   to  check  facts  Ü Usually  solicits  very  factual,  specific  answers  Ü “So,  you  felt  the  program  was  a  success…”  

4. Clarifying   —   reflective   listening   to   summarize   or   confirm  understanding  Ü “If  I  understand  you  correctly…”  Ü “So  what  we  (you)  are  saying  is…”  

 

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STEP  4  —  TEST  COMPREHENSION    

Why  Test  Comprehension?  Ü Participants  check  learning  Ü Leader  checks  communication  effectiveness  Ü Reinforcement  

ü Repetition  ü Reward  

Ü Provides  opportunity  for  questions  Ü Transition  

 

STEP  5  —  PRACTICE  —  Role  Play  Role-­‐Plays  Should  be  Done  Correctly  or  Not  at  All!!!  

Three  Elements  1. Positioning  

Ü Time  to  prepare  Ü Buyers  must  be  reasonable  Ü Define  objections  in  advance  Ü The  purpose  is  learning  

2. Structure  Ü Everybody  does  it  

3. Evaluation  Ü Everyone  responsible  for  providing  feedback  Ü Provide  feedback  formats  

 

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SALES  PRESENTATION  ROLE-­‐PLAY  FEEDBACK  FORM    

NAME:      OPENING:              QUESTIONING  &  ACTIVE  LISTENING:          STYLE  RECOGNITION  AND  RESPONSE:          PROPOSAL  (use  of  features,  benefits  and  evidence):              HANDLING  QUESTIONS,  CONCERNS  AND  OBJECTIONS:              CLOSE:                   STRENGTHS   OPPORTUNITIES  TO  IMPROVE              

 

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STEP  6  –  FEEDBACK  Feedback  Process  

 

Feedback  Critique  Do’s  And  Don’ts    

DO  Ü Be  specific  Ü Stress  the  positive  Ü Start  with  strengths  Ü Build  confidence  Ü Focus  on  priorities  

DON’T  Ü Be  vague  Ü Focus  on  the  negative  Ü Begin  with  mistakes  Ü Make  assumptions  Ü Overwhelm  

   

 

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BOB  BROWN  TRAINING  PROGRAMS  &  

SALES  MEETING  PRESENTATION  TOPICS    

“Building  Brands  Through  Distributors”  Training  designed   to  provide  brewery,  winery  &  distillery   sales  personnel   the   sales  management   processes   &   skills   needed   to   effectively   gain   the   support   from  distributor  as  well  as  understand  how  distributors  are  organized,  operate  and  want  to  work  with  supplier  sales  personnel.  

“Group  Communications  and  Training”  HOW  TO  CONDUCT  EFFECTIVE  DISTRIBUTOR  SALES  MEETINGS  AND  TRAINING  The   ability   of   a   distiller   to   effectively   present   their   portfolio,   educate   &   motivate  distributor   sales   organizations   has   a   significant   impact   on   sales   results     &   the  credibility,  reputation  and   image  of  their  people  &  brands.  Suppliers   learn  platform  speaking   skills,   how   to   motivate,   organize   information,   use   visual   aids,   such   as  PowerPoint™  &  generate  participation.    

"Professional  Selling  and  Merchandising  Skills"  A  six-­‐module  Training  on  how   to  plan  and  make  a   sales   call,   deliver  effective   sales  presentations,  handle  objections,  sell  displays  &  new  on  &  off-­‐premise  distribution  as  well  as  effectively  manage  shelf  space.    

“Managing  &  Developing  People”  Leading  edge  training  for  sales  managers  on  how  to  effectively  plan,  organize,  direct  and   control   sales   personnel.   Techniques   and   processes   are   provided   on   how   to  recruit  &  select,  train,  coach  and  deliver  the  motivation  and  leadership  that  produces  high  performance  sales  teams.  

Key  Account  Selling  &  Category  Management  Understand  how  major  chain  accounts  are  organized  and  operate  —  primary   retail  sales   and   marketing   goals.   Learn   the   information   key   accounts   want   from  salespeople  and  practical  ideas  on  how  to  present  to  buyers.  Obtain  format  to  use  on  selling  new  distribution,  displays  and  feature  ads.  Gain  an  understanding  of  concepts  and  application  of  category  management.    

The   training   &   development   programs   described   can   be   conducted   by   Sales  Systems  Development  or  provided  to  an  in–house  client  trainer.  

 

 30  

 

NEW!!!!  “PROFESSIONAL  NEGOTIATION  SKILLS”  

Blended  Online  E-­‐Learning  Program  

Ü Multi   Media   Video,   Slide   &   Audio  Instruction  

Ü Your  people  learn  at  the  time  and  pace  of  their  choosing  

Ü Low   cost   —   no   trainer   fees   or   T&E  Expense  

Ü Participant  Workbook  Ü Bob   Brown   e-­‐mail   Support   for  Questions  

&  Clarification  Ü Five  hours  of  Training  with  5  Modules  &  4  

Tests  to  Validate  Learning  Ü Certificate   Upon   Completion   &  

Communication   to   You   or   your   learning  management  system  (LMS)  

Key  Negotiation  Content  ü Increase  results  and  ROI  from  distributor,  customers  &  vendors  ü The  difference  between  selling  and  negotiating  ü Behaviors  and  skills  of  effective  negotiators  ü The  four-­‐step  negotiation  process  ü Five  negotiation  styles  or  approaches  —  including  self  assessment  ü How  to  build  “perceived  value”  vs.  “price  only”  negotiating    ü Seven  concession  management  guidelines  and  techniques    ü Eight  “negotiating  tactics”  —  how  to  recognize,  use  and  counter  ü Effective  negotiation  under  pressure  —  handling  the  “give  &  take”  

 

Cost  $270  per  participant.  To  participate  in  the  program  or  learn  more  go  to  https://salessystems.digitalchalk.com,  click  “New  Account”  button  to  create  an  account,  click  the  “catalog”  tab,  choose  the  course  and  pay  with  credit  card.  More  information,  go  to  http://www.salessystems.net.    

Lower  costs  further,  inquire  for  team  and  group  rates  at  Sales  Systems  Development,  Inc.  –    www.salessystems.net  or  email:  bob@salessystems.net