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SALESPRODUCTIVITY

SUCCESSFULSELLING ESSENTIALS

Master Connection Associates

Content: Master Connection Associates ©2016. All rights reserved No part of this book may be reproduced without permission in writing


It is not your customer’s job to remember you. It is your obligation and responsibility to make sure they don’t have the chance to forget you.


SECTION ONE

SECTION TWO

SECTION THREE

SECTION FOUR

SECTION FIVE

SECTION SEVENSECTION SIX


THE NEW ATTITUDE OF SELLING

BUILDING YOUR BOOK OF BUSINESS

MAKE IT COUNT - PRESENTATIONS THAT STAND OUT

SELLING CREATIVELY TO BEAT THE COMPETITION

YOU HAD ME AT NO

IT’S SHOW TIME - MAKE IT COUNT

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SALES PRODUCTIVITY

08324856

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THE COMPLEX SALE:CREATING STRATEGIC SALES PLANS 64


SALES PRODUCTIVITY


SALES PRODUCTIVITY

SECTIONONE 1

THE NEW ATTITUDEOF SELLING

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SECTION ONE Content: Master Connection Associates ©2016. All rights reserved No part of this book may be reproduced without permission in writing

SALES IS A PROFESSION...NOT JUST A SKILLEveryday, another change causes reaction in business. The turning point in sales changed years ago and the roadmap to success is based on hard work and strategic planning. This session will focus on fresh ideas for smart prospecting and building your base of business.

How many times do you really plan your sales calls? How often are you coached prior to the “big” presentation that could make your quarter? Becoming consciously competent means you actually know why you won or lost the business. Fast order taking has been replaced by pricing and customers buying online. The individual sales person that “sells the dream so the operational team has to service the nightmare” has been put out to pasture. Today it is all about selling the experience and sharing your sales agenda with your clients.

Today’s business climate is fast-paced and reality based. At this point a critical question arises: “Will the skills and sales practices that got me here today take me into the future?” The answer to that question is rooted in the successful basics that have worked for years and too many sales people forgot during the wonder days of the the past. Many sales professionals never really learn the right way to sell, what they did learn, was the right way to handle inquiries. This session will impact your ability to be a top producer - the 20% that make a difference! In order to be successful, everyone must think like an entrepreneur. Let’s face it...when business is good, some people get lazy, so therefore selling a customer a creative solution is not always a priority!

ASK YOURSELF...WHY AM I HERE?

In order to succeed today and in the future you need to change the way you are doing business everyday in order to stay competitive!

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Content: Master Connection Associates ©2016. All rights reserved No part of this book may be reproduced without permission in writing SECTION ONE

REMEMBER...WHY ARE YOU HERE?The “secret” of selling is definable and yet top sales professionals have a difficult time telling us what the “secret” really is. In an attempt to quantify the sales attributes that create a great sales professional, we worked with several talent focus groups that gave us the typical list of attributes that make a great sales person. The one thing that all of this research had in common is that not one top producer used the same “secret” to succeed. They all used a combination of specific sales skills to win the business.

During this learning experience, you will work on a number of concepts designed to help you understand the selling process as it applies to your industry. Additionally, you will practice the use of those concepts as they apply to your own style and sales approach needed for your market segment. This is the style of our sessions and it will make the workshop not only memorable, but also productive for you.

Selling in the future will take on a new meaning. You will need a more focused approach to telemarketing, blitzing, sales calls, sales plans and even every presentation. Selling today is a combination of tactical and strategic sales skills that focus 90% on planning and only 10% on the actual “pitch.”

The real secret lies with what the customers have to say, and today’s customer is an educated vigilante who knows more about our business because of the Internet and won’t deal with unskilled sales professionals. We conduct several client focus groups every year that ask the customers questions about the industry. Here are some of their comments:

In order to increase your productivity, everyone must move up the risk to be successful. The first job you have is to remind yourself and everyone in the company just how high the stakes are. Sales professionals need more energy and enthusiasm than ever before in order to compete, because nobody today is going to just give you the business; you have to earn the customers business each and every day.

Great sales relationships are simply a conversation that takes time to develop. It is about give and take, really “listening” and creating a solution for the customer that has “WOW” written all over it.

Respond faster

Give me what I want

Show creative solutions

Solve my problems

Understand our business

Be different

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SECTION ONE Content: Master Connection Associates ©2016. All rights reserved No part of this book may be reproduced without permission in writing

WHAT CUSTOMERSREALLY BUY

IT IS NEVERJUST ONE SALE

05

• Expectations that are not just met, but exceeded

• Effective communication both internally and externally

• Needs + communication with operations = exceeding expectations

• The higher you get in the organization – the greater your chance for penetrating more business

• Ask the right questions

• Meet the right people

Content: Master Connection Associates ©2016. All rights reserved No part of this book may be reproduced without permission in writing SECTION ONE

Sales people in the future will need high energy and have the ability to energize everyone around them while helping the entire team make their goals. The future belongs to sales people who create an “edge.” Customers look for sales people who can make tough decisions and take action. This workshop will give you the foundational skills to create that edge and make the turn. We will focus on:

Good Luck.

Researching Key & Target Accounts

Prospecting strategically vs. “dialing for dollars”

Probing to find the “hot buttons”

Presenting the experience vs. the features

Overcoming Objections

Closing more effectively everytime

06

Content: Master Connection Associates ©2016. All rights reserved No part of this book may be reproduced without permission in writing07

SALES PRODUCTIVITY


SECTIONTWO 2

BUILDING YOUR“BOOK OF BUSINESS”

08

Content: Master Connection Associates ©2016. All rights reserved No part of this book may be reproduced without permission in writingSECTION TWO09

DIGGING FOR GOLDPROSPECTING TECHNIQUESTHAT WORKGetting extraordinary results from prospecting means that everyone involved in sales be intimately involved in the prospecting process. Sales leaders need to stop focusing on the numbers of calls made and focus more on the quality of calls - who is being called and what the results were. Everyone needs to re-visit the fundamentals of hunting for new business so that they can find new business strategically.

The word “prospecting” means the probability of success, profit or a source of profit in the future. The definition implies that before one starts the prospecting process, he should feel pretty good about his chances of success. That means we need to focus and target the right type of prospects.

First things first. Ask yourself these questions: “Are my accounts accurately updated and does my database (i.e. CRM, etc.) show all current activity for each account? When was the last time I called my customer and when will I call again?”

• Everyone is in the prospecting game• Profile your best clients to go after new ones that fit the profile• First things first...• Make sure the accounts are accurately updated in your data base

Prior to beginning any aggressive prospecting attempt, it is critical to start with existing accounts. Remember that a prospect is anyone who has a need, a budget and the authority to make a commitment.

• What you know about certain accounts/segments, i.e. Oil/Gas, Biotech, Banking, Finance, Insurance & legal, etc.• What you don’t know• Where you will find that information

When deciding on “whom” to call it is critical to get an accurate gauge of your total market place potential. Use data, not “hunches.” Calculate how much business you get from certain segments to begin your prospecting... STOP CHASING BUTTERFLIES! Start with “what you know” and “what you don’t know.” Ask questions that are very broad in their focus and straightforward in their intent, but don’t ask the decision maker. Find this information out before you start your initial sales calls.

New from New

New from Old

New from Existing

Content: Master Connection Associates ©2016. All rights reserved No part of this book may be reproduced without permission in writing SECTION TWO 10

PROSPECT

NOTES

Content: Master Connection Associates ©2016. All rights reserved No part of this book may be reproduced without permission in writingSECTION TWO11

STEPS INVOLVED INNEW BUSINESS DEVELOPMENT

OUTREACH STAGE2INITIAL SALES CALL 3

RESEARCH STAGE1

• List all the resources for making your initial calls from websites, directories, membership directories, corporate directories, etc• Plan a list of questions to uncover future potential (see examples later in this section)• Block out time each day to research (internet & telephone) that will yield new prospects• Create mindset and atmosphere to make these calls• The result of calls should be to obtain names to prospect further

THE RESEARCH STAGEToday this phase is so much easier than even a few years ago. With tools such as Hoovers, LinkedIn and many others there is no limit to researching new customers.

1

DISCUSSIONList top five places you go to find prospects


• Block out time EVERYDAY to prospect• Develop an opener to create interest with a potential prospect• Develop 5 Broad Probes to begin the process• Ask for a phone appointment to further probe or sell your product/service• Don’t just say you will send information without completing the probing process• Develop a follow up email to send immediately after the prospecting call• Start a temporary file/database to trace for future follow up until it becomes a “live account”

Position yourself with a goal of getting a phone appointment…not to sell. At this phase you are trying to pique your prospect’s interest to want to talk to you more. So you must give them a compelling reason to want to talk to you. Focus on how you can help them. In order to do this you must know something about them and their business before you call. So your business research in the initial telemarketing phase is critical. Create “value added” attention getters and “new” selling points to “hook” your prospect into giving you some time. There are five hooks that you can use to get your prospects attention:

- Knowledge of the organization- Knowledge of the person- Knowledge of the industry- New offering or new person- Referral

You must demonstrate that you understand their business so that you can show value and differentiate yourself from your competitors. That knowledge and information will give you confidence. What are some things you should know prior to calling on a potential customer?

NOTES

THE OUTREACH STAGE 2

Content: Master Connection Associates ©2016. All rights reserved No part of this book may be reproduced without permission in writingSECTION TWO

PROSPECTING MADE EASYREFERRALS THAT MAKEA DIFFERENCEGood sales people make it a habit to develop several pipelines of people who have a potential to use their product or service. Remarkable sales people are always on the look out for referrals, and at each stage, attempting to find something else out about these clients. The problem is most sales people are too busy with mundane activities (Database entries, administrative duties, meetings, etc.) to get out of the office and say hello to current customers. Don’t forget that there are two types of referrals - internal E-referrals and referrals from clients.

Each sales person should be accountable to get out of the office to work accounts.

Ask questions about the arrival and departures.

Each sales person should document how many referrals they get in a week and by whom.

It must become a habit and a goal to get referrals.

The difference between “good” sales people and “remarkable” sales people is their ability to grow their business from existing business.

Leadership must hold everyone accountable to get more referrals.

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Content: Master Connection Associates ©2016. All rights reserved No part of this book may be reproduced without permission in writing SECTION TWO

ACCOUNTRESEARCHFind out the needs and wants of your customer through research. Effective research will help you offer suggestions and help in problem solving with your customer. It will also demonstrate your partnership with your customer by showing them you know a lot about them and their situation. Start with “what you know” and “what you don’t know.”

WHAT I KNOW WHAT I DON’T KNOW RESEARCH OR RESOURCES NEEDED

14


PROSPECTINGTIPS

Remember to have an objective for every call. Is this a prospecting call, a probing call or a presentation? Share the reason for your call with the customer and try to set up a phone appointment.

Prepare Broad Probes for your prospecting call. Ask yourself “How can I persuade them to take action as a result of asking questions, as opposed to talking?” Remember, people believe more in their ideas than yours.

Treat the gatekeeper as you would the customer. This person determines whether or not you’ll even have a chance to speak to the buyer.

1

2

3Gather as much information as you can from whomever you are able, prior to speaking with your prospect. Busy decision makers get bored when they answer basic dates/rates/space questions. Say to the Gatekeeper, “I hope you can help me, so I’m better prepared when I speak with Mr./Ms. Decision-maker. There’s probably some information you could provide me.”

4

Have a reason for needing to speak with the decision-maker. Be prepared to excite the gatekeeper to pique interest. What they need to be thinking is, “Does this person have anything of interest or of value for my boss?”

5

6 If leaving a message on voice mail, be certain it offers a hint of a benefit/result that sparks curiosity, but doesn’t talk about products/services. Never leave a message for them to call you back. “Mr./Ms. Decision-maker, this is Sue Levin from.. and I will call you later this week to set up a phone appointment to discuss some of the ways we have been able to reduce your overall costs.”

NOTES

15


The objective of your opening is to pique curiosity and interest so that they will willingly and enthusiastically allow you to move to the broad probes. You must be able to answer their fundamental question, “What’s in it for me?”

7 When prospecting, don’t start the call with, “I was just calling people in your area...” People want to feel like they’re the only person you’re calling, not just one of the masses from a list of compiled names. Avoid the typical “Hi this is Mary from......, and I just wanted to know...?”

8

Don’t use your “FAB” list to begin with. Instead, use it after you have completed the probing process.

9

Start with broad probes and then focus in on their answers. You only have a small window of opportunity to gather information.

10After asking questions, be quiet. Resist the urge to jump in if they don’t answer immediately. Don’t be intimidated by silence. They’re likely thinking about what they’re going to say.

11

Be confident in your probing. One reason unsuccessful sales people ramble with too many questions that are all over the place is that they’re not prepared or confident with their broad probes. Prepare your broad questions. Role-play them with yourself if necessary.

12 NOTES

16


Always know where you’ll go with answers. Regardless of the answer.

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1617

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PROSPECTINGTIPS CONTINUED...

14 Quantify any objections or problems with L.E.A.P.® whenever possible. “How often does that happen?” “How much do you think that is costing you?” “How much time does that take?”

Resist the tendency to present too soon. Some sales people get so excited when they hear the slightest hint of an opportunity during prospecting calls that they immediately start selling. Hold off, ask a few more questions, get better information and then either set a phone appointment or ask permission to begin to discuss your products/services.

If you’re going to schedule a follow up call, get a commitment of date/time for the call. If they won’t commit to doing anything, reviewing your literature or coming in to meet with you, they likely have no interest. Move on to the next name on your list.

Objections can be avoided by doing everything else correctly up to this point in the prospecting call. When they do occur, resist the tendency to attack in defense. You must back up and revisit L.E.A.P.® The voiced objection is simply a symptom of the real problem. Start by saying, “Thank you for the feedback, could we talk about that?”

When sending information as a follow up to a prospecting call; know precisely how they’ll evaluate the material. How will you know if they like it? What criteria will they use? This way, you’ll both be clear as to what would need to happen in order for them to begin working with you.

17


You never have to experience rejection again. After all, what is rejection? It’s not an experience, it’s your perception of the experience. So, ensure that you accomplish something on each call, and you can hold your head high with a sense of achievement.

Remember, a decision of any type is better than shadow-chasing someone who will waste your time with wimpy or misleading statements that cause you to believe there’s a chance, when in fact, there’s not.

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A good way to end a call where you don’t accomplish your primary objective (and to never experience rejection) is to plant a seed for the future. Give them something to look for based upon what you uncovered during the call.

“Pat, it looks like we don’t have a fit here today, but I suggest that if you ever find yourself needing a solution in an emergency, give us a call.” Everyone has been surprised by those written-off prospects who later called to book a piece of business. This is a way to proactively make it happen more often.

20 As a sales professional using the phone as your main method of communication, you perform a function that very few people in the world could do well or would even want to try. And that’s persuading someone to take action and make a decision, based almost solely on the words and ideas that come from your mouth.

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NOTES

18


THE PROBINGPROCESSNow you have the appointment or a phone appointment to speak to this new prospect. Do you have what it takes to keep them interested? This is an initial sales call, and later you will create sales presentations. During this call the nature of your communication is based on broad, open-ended questions that get the customer talking about themselves.

• Never sell on the first call or the first part of the call• It is easier to sell someone what they want• Establish rapport

Your job on this call is not to sell, but to uncover the customer’s needs, build rapport and begin to develop a relationship with this customer for future business. Before we begin to discuss the actual call, it is important to focus on your mindset.

The first four seconds of your initial sales call sets the tone for the meeting. These three elements must work together to capture your prospect’s attention. Most sales people have a good attitude, but there are a few that still get by with a marginal level of attitude and energy. Don’t forget R.O.V.: Risk, Originality and

Virtuosity. Your presence speaks for your company, make this call a great call.

• Acknowledge the customer by showing you know about their business when you call them• Let them know the reason you are calling: to gather information, not sell

• On an inquiry, take charge of the call as a consultant would by asking questions first• Develop rapport by setting up the call right the first time

Attitude - Energy - Appearance

19


THE PROBINGPROCESS

BROAD PROBES FOCUSED PROBES FINALIZED PROBES

GET THE CUSTOMER TALKING

OPEN-ENDED

CONSULTATIVE OVERVIEW QUESTIONS

ESTABLISHES CLIENT GAP

UNCOVERS TRUE ISSUES

DETERMINES IMPLIED/SPECIFIC NEEDS

BRINGS CLOSURE

MOVES TO NEXT STEP

MOVES TRANSITION TO SELLING

THE PROBING PROCESS

POSITIVE OPENINGWarm Greeting

Customer AcknowledgmentReason For Calling

BROAD PROBESOpen-Ended

Get the customer talkingConsultative overview questions

GAPFOCUSED PROBESConversational Based

Focus On What Was SaidHeighten Customer Awareness

FINALIZE PROBESTake Customer To

Next StepPrepare to Sell

Check ForUnderstanding

Before closing off the funnel, make sure you know:

1) The gap2) The criteria to make the decision3) What success will look like

PROBINGFUNNEL

During the initial probing process, you are looking for broad, big picture data; explicit information about the company. All of this will help you gain the knowledge you will need to qualify the prospect, but it alone has little real value to you. This broad and explicit information tells you little about the nature of the business or the implied needs of the person that you are talking to even if they are the one with buying authority. You should always dig deeper!

20


BROAD PROBEEXAMPLES“When looking for a product or service, what is most important to you?”“How has (competitor) won your loyalty?”“All things being equal (cost not an issue) what are the top three factors you are considering as you make a decision?”“With your last product or service, what are some of the things that you liked?”“What are some things that you didn’t like so much that you would like to avoid?”

“Help me to understand what you mean by…”“Can you be more specific about…”“Please share with me…”“Please elaborate on….”

“Now that I understand what is most important to you, may I take a few minutes and tell you about our products/services?”

FOCUSED PROBEEXAMPLES

FINALIZING PROBEEXAMPLES

NOTES

21


THE PROBING PROCESS

POSITIVE OPENINGWarm Greeting

Customer AcknowledgmentReason For Calling

BROAD PROBESOpen-Ended

Get the customer talkingConsultative overview questions

GAPFOCUSED PROBESConversational Based

Focus On What Was SaidHeighten Customer Awareness

FINALIZE PROBESTake Customer To

Next StepPrepare to Sell

Check ForUnderstanding

“Could you tell me a little about the people involved?”

“If you have any special needs when choosing a product or service, may I take a moment and share with you?”

“Let’s talk about service. Help me understand what you mean by service?”

“With your last product or service, what are some of the things that you liked?”

“Now that I understand what service means to you, could I take a few minutes and tell you about our products/services?”

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• Attitude

• Energy• Appearance


EXAMPLES OFBROAD PROBESIt is very important to create a foundation for making prospecting calls so that the Sales Managers come across as professional and knowledgeable as possible. Below is a guideline to begin the process of making prospecting calls productively.

“HELLO, THIS IS ........... WITH ............”

It is very important to create a foundation for making prospecting calls so that the Sales Managers come across as professional and knowledgeable as possible. Below is a guideline to begin the process of making prospecting calls productively.

1) I know you’re the person who plans the events for your company/division and I would like to schedule a time to discuss you how we could help with your future needs.2) We have exciting new things going on at XXXXX and I would like to schedule a time to tell you a little bit about them.3) I know you have just undergone some layoffs/mergers etc. and I would like to schedule a time to discuss how we could help you for your future needs.4) I spoke with (NAME) and they had referred me to you to discuss etc.

DECISION MAKING FACTORS:

5) What are the most important factors in deciding on a product/service?6) Since you haven’t been with us in a while, what are some of the things other companies have done for you that you really liked?7) On the other hand, what are some things that you want to change in the future?8) Are there any other individuals in your organization that we should speak to about their needs?9) What other companies would you or are you considering and why?10) Is our company still a consideration when selecting?

11) In addition to yourself, who else will be involved in the decision making process and what are their roles?12) Which is your favorite company and why?

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BUSINESS INFORMATION:

13) With the changes in the economy, what are your new requirements?14) Can you tell me a little about the scope of your business?15) Which divisions are still purchasing?16) What is important to the people that do the purchasing?17) Can you talk about the planning process?18) Do you know of any other associated businesses or subsidiaries that we might contact?19) How can we work together to win your business?20) What effect is the economy having on your programs?21) When will you make a decision?22) What have you paid in the past?

OBJECTIVES:

23) What are your goals?24) How will you measure success?25) Can you tell me a little about the people involved?26) What else can you tell us about the users of this product/service?27) What is the most important thing to you in regards to this product/service?28) What are the key factors that will influence your final decision?29) What are your key goals within your organization?

NOTES

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An assertive, take-charge person that tends to be task-oriented. Others have no trouble knowing what a Driver thinks or requires. Drivers focus on results and are generally hard-driving individuals, with high expectations for themselves and others. They are self-controlled, confident, decisive, and action-oriented. Words associated with the Driver style are:

STYLE - DRIVER

SELF CONFIDENCE

PERSISTENT PERSUASIVE IN CONTROL

DECISIVEPOWER-ORIENTED ACTION-ORIENTED

INDEPENDENT COMPETETIVE RISK TAKER

DISCIPLINED

25

This person:1. ...is hard working and committed to the job at hand2. ...likes to be in charge and takes initiative easily3. ...is quick to move in and seize an opportunity, or make one 4. ...probes and presses to get at hidden resistance5. ...is quick to act and pushes others to be productive6. ...enjoys the challenge of difficult situations

WHEN DEALING WITH THE DRIVER STYLE:• Demonstrate competence• Be direct• Be prepared for meetings• Stress opportunities for action• Convey your awareness: they are in charge• Talk about probabilities of various options• Tell what you can do to achieve goals• Show enthusiasm for furthering the company • Respond quickly• Be responsive to their results• State point quickly with confidence• Make suggestions for productivity• Keep focused on the “bottom-line”• Be businesslike at all times• Use time efficiently• Assist with their objectives

DO NOT:• Make excuses• Try to second-guess• Expect friendship• Expect compliments• Make assumptions• Focus on “how” and “who”


A communicative, stimulating person that loves to dialogue and keep a conversation going. Expressive people talk openly, share feelings, state opinions, and ask for input. They enjoy the give and take of collaboration and want to “hear” and “be heard.” They respond openly when it comes to sharing feelings rather than hiding their true reaction to given circumstances. Words associated with the Expressive style are:

This person:1. ...has a warm personality and loves to talk2. ...makes an effort to get other people to express their opinions and feelings 3. ...is straightforward about his ideas and feelings and will express them4. ...keeps people thinking about goals, purposes, and the big picture5. ...works until mutually satisfying solutions are found6. ...plans actions that will support dreams and intuitions

WHEN DEALING WITH THE EXPRESSIVE STYLE:• Show support/work for their dreams • Let them take as much credit as they desire • Watch for what they find interesting • Talk about your options and hunches • Tell them about actions of prominent people• Offer stimulation in a fast-moving way• Show appreciation for their creativity• Look for options you can share with excitement• Be willing and ready to dialogue • Respond enthusiastically• Take initiative to handle details • Ask how you can further their ideas

DO NOT:• Argue• Rush a discussion or conversation• Expect them to focus on details• Downplay the “big picture”• Forget to pin down specifics• Focus on “how”

STYLE - EXPRESSIVE

DECISIVE COMMUNICATIVE

ENTERTAINING WARM

RECEPTIVE OUT-GOINGSTRAIGHT-FORWARD COLLABORATIVE

BIG PICTURE MULTI-INTERESTS RISK TAKER

26

Warm

Entertaining

BigPicture

Receptive


Those that exhibit the amiable style enjoy social interactions and are interested in others. Theyenjoy belonging to groups and are good team players. Although these persons display feelingsopenly, they are not as quick to be assertive. They are agreeable, friendly, and supportive of others.Words associated with the Amiable style are:

STYLE - amiable

ATTENTIVE

RELAXED FLEXIBLE SUPPORTIVE WARM

ANIMATED FRIENDLY EASY GOING

SOCIALLY SKILLFUL

EMPATHETIC

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This person:1. ...uses personal charm to win people2. ...is genuinely interested in the welfare of others3. ...is quick to adapt to new ideas and ways4. ...is empathetic and a good listener5. ...is able to interact easily and fit in with all kinds of people 6. ...is sensitive and aware of other’s feelings and needs

WHEN DEALING WITH THE AMIABLE STYLE:• Show interest in them personally • Spend plenty of time listening • Emphasize the importance of the team • Show willingness to compromise • Take time developing the relationship • Let them know there is support from others• Don’t overstate what you can realistically do• Give suggestions how to get others involved and interested• Show your approval of their ideas • Be friendly and informal• Be flexible• Share your personal feelings • Display a sense of humor

DO NOT:• Disagree too openly (hurt feelings)• Make promises you can’t keep• Dismiss small-talk• Seem uncooperative• Keep your preferences quiet• Ignore their uncertainty (reassure)

GOODLISTENER


The person with the analytical style pays attention to detail and has serious, methodical workhabits. It can be said that tasks and form are the focus of this style. A self-controlled person, theanalytical is practical and patient. He can be counted on to follow through and stick with the taskuntil the job is completed. A good organizer, this person is consistent and diligent, whatever thetask. Words associated with the Analytical style are:

STYLE - ANALYTICAL

PRACTICAL RESERVED

THOROUGH RATIONAL ECONOMICAL

PERSEVERING FACTUAL

CONSISTENT

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$2377.40

This person:1. ...thoroughly examines and studies situations2. ...is methodical and consistently follows policies and procedures3. ...likes to work with the tried and true and enjoys getting the job done within the policy guidelines4. ...is disciplined about time5. ...outlines alternatives and examines the pros and cons of each option6. ...is good with detail and is persistent with follow through

WHEN DEALING WITH THE ANALYTICAL STYLE:• Tie new things to the old (tried and true) • Give yourself time to “prove yourself” • Focus on step-by-step timetable • Prepare written recommendations • Give plenty of lead time for decision • Document your decisions with data• Stick to the facts• Do your homework• Do what you say you will do Be systematic• Move ahead slowly• Be organized

DO NOT:• Surprise• Try gimmicks• Talk of high risk• Talk “off the top of your head”• Stress opinions and hunches

$3660.00

$3361.00

$4089.70

$2842.80$2991.00


YOUR STYLEIN EXCESS

CONTROL

EMOTE

TELLASK

ANALYTICAL DRIVER

AMIABLE EXPRESSIVE

Elaborate Data Bound

Tunnel Vision Stubborn

Analysis ParalysisCritical

Plodding

Domineering Coercive

Detached Overwhelming

Impatient Exaggerates

Gambler

Childlike Inconsistent

PassiveLow Self-Esteem

Avoids Confrontation Manipulative

Non-Decisive Impractical

Easily Bored, BluntWants the Spotlight

Disregards Deadlines Overcommitted

How do you deal with your own style when you are in excess?

29


WHICH STYLE ARE YOU?


SALES PRODUCTIVITY


SECTIONTHREE 3MAKE IT COUNTPRESENTATIONSTHAT STAND OUT

32

SECTION THREE Content: Master Connection Associates ©2016. All rights reserved No part of this book may be reproduced without permission in writing

The moment of truth has arrived. You have spent a great deal of time looking for new business and now it is time to present your great ideas to your potential clients. You have gathered a lot of information during the probing process of your call. Before meeting with the customer either at their office or yours or even speaking on the telephone, make sure you know:

• Implied and Explicit Needs - what is the gap?• What issues are important to the customer?• What will cause them to decide on you?• What special needs do they have that you can fulfill?• Who else is involved in the decision making process?• What will they base their decision on?• What do you hope to achieve as a result of this event?

Now you have the necessary information you need: implied & explicit needs and you prepared your sales strategy. Before you begin to “sell,” review their needs one more time to make sure things haven’t changed.

Right after you completed the probing process with your client and obtained the necessary information you need to develop a meaningful sales strategy and plan for your presentation to the customer. To accomplish this you must review with the customer everything they told you about their needs. While reviewing their needs in writing, review what their EXPLICIT needs were in addition to IMPLIED (what they are really making their decision on) needs.

We call this The Verification Process. When the sales process is put in motion, time becomes very important. The longer the time between each element in the sales process (probing to selling), the more opportunity the customer has to respond to other sales presentations. It is very important to keep your presence and professionalism in front of them as much as possible without being obtrusive. In the case of a sales call where the customer and the sales person make a future appointment to meet, the sales person should respond to the customer within the next 24 hours.

33

SECTION THREEContent: Master Connection Associates ©2016. All rights reserved No part of this book may be reproduced without permission in writing

EXPLICIT NEEDS

IMPLIED NEEDSTHE VERIFICATION PROCESS

After you completed the probing process and obtained the necessary information from your customer, you need to develop a meaningful sales strategy and plan for your presentation to the customer. To accomplish this you must review with the customer everything they told you about their needs. While reviewing their needs in writing, review what their EXPLICIT needs were in addition to their IMPLIED needs (what they are really making their decision on).

• Time is very important• The longer between the initial call and a proposal, the greater the chance is to lose the business• Immediately make note of what your customer told you during the probing process• Decide how you will verify that information with the customer

• Communicate back to the customer within 2 hours regarding their needs • It can be a separate letter or incorporated into the proposal• Provides an atmosphere of partnering with your customer

• It also provides you with a valuable tool of communication• People forget what they said, this creates a common bond between the first conversation and now

THE DECADE OF “I DIDN’T SAY THAT”

VERIFICATION PROCESS

‘JIT SELLING’

34


The verification process is usually in the form of an email and sent to the customer within 24 hours of the probing process call. The verification letter actually performs two functions for the customer and you. For the customer, it plays back what they told you their needs were. It reinforces their impression that you understand their needs and you are a true professional that is concerned about their business and your relationship with their company.

For you, it provides an even more valuable service. First, it gives an opportunity to review the customer’s implied and explicit needs immediately after the call. Secondly, it provides a platform for both you and the customer to talk in an atmosphere of partnering and mutual understanding. This is valuable to both of you.

Remember this is NOT a sales letter, but a letter that only reviews the needs to make sure you understood exactly what was important to the customer. YOU WILL NOT USE THIS OPPORTUNITY TO SELL! THAT COMES NEXT. The content of this letter should include the following:

• Review customer’s explicit needs• Review customer’s implied needs• Appropriate comments to any implied needs identified• A next step closing comment with an invitation to the customer to contact you immediately if anything is not correct in your verification letter

NOTES

35


BENEFITS

ADJECTIVES

FEATURES A NEW TWIST TO MEET THECUSTOMER’SNEEDS

• Pre-visit planning• Never sell first• Link the client’s needs to the features of what you are selling• Make high impact presentations• Close more sales• Save time and energy• Meet the client’s time restraints• Creatively sell

“F.A.B.’s” are the one way you will be able to link those positive attributes of what you are selling with the fulfillment of the customer’s needs. Remember that the customer generally doesn’t want to hear everything you know about what you are selling, they just want to know about the things that are important to them and will meet their needs.

Features are nothing more than facts or attributes about your products and services. These facts are important because they are the anchor on which we will tie the adjectives and benefits. Chances are that your knowledge of your products are rather extensive and is the result of a great deal of study and research.

FAB

FEATURES - What it is that you are selling

ADJECTIVES - Description of the Feature

BENEFITS - What it means to the customer

FEATURES SELL NOTHING ALONE

• Describe your features• Benefits are what people buy• Without the Probing Process you would not know the client’s needs• The client’s needs = the benefits

36


FEATURENEED BENEFITADJECTIVE

THE FEATURES, ADJECTIVES & BENEFITS

PLANNING is considered critical to success in selling. The weaker the plan, the weaker the sales presentation and the greater the chances of failure. Being prepared for a sales presentation, appointment, or site visit will make each more meaningful for the prospective client and will increase your chances of eventually closing the sale.

37


You might have already discovered that the selling process is quite structured. It requires a great deal of planning, preparation and follow-through. You might have thought that there is too much time spent planning and organizing the sale, and not enough time actually selling. You probably know a lot of successful sales people who don’t go through this process every time they make a sale. You’re right! With the exception of a very few, many sales people are getting away with using a less structured process.

Remember the RULE OF PARETO, which states (and has been proven) that 80% of all sales are made by 20% of the people selling. Think of it this way: 80 sales people out of 100 are getting by making only one-fifth of all sales anywhere. This is not a workshop for those 80%. It was developed to help those who want to be in the TOP 20 PERCENTILE - YOU!

90% is in the planning, while 10% is in the presentation, the “pitch” itself. Your job is to paint the pictures and bring your ideas alive.

NOTES

38


PRESENTATION FUNNELWORKSHEET

OPENING:

L - LISTENE - EMPATHIZEA - ASKP - PRODUCE

L.E.A.P

LOOK AND LISTENFOR BUYING SIGNALS!

RESPONSE PROBES AFTER EACH SELLING STATEMENT IF APPROPRIATE.

REVIEW OF NEEDS “GAP”:

PROPOSAL “F.A.B.’S”:

SUMMARY:

CLOSE:

ONE LAST FEATURE:

RESPONSE PROBES

39


THE SALESPRESENTATION90% IS IN THE PLANNING

PAINT THE PICTURE

INCREASING YOUR CLOSINGRATIO (80/20 RULE)

THE OPENING

10% IS IN THE PRESENTATION ITSELF

Take a look at the sales presentation funnel. The elements of the sales presentation process include the following:

• Positive Contact• Acknowledge the Customer• Warming Up Period• Know Something about the Person or Organization

• Review the “Gap”• Verify the implied/explicit needs• This is your last chance to gain information before beginning the sales process

Reviewing the customer needs is an important aspect of the sales presentation, because it anchors the prospect’s needs to the proposal that follows. There are three powerful aspects of this strategy:

1) The customer will hear you restate their most important needs at the beginning of the process.2) You demonstrate that you are familiar with their needs and will respond to each of these, point by point.3) This will be one last chance for you to gain additional information about the prospect’s needs in the event that you have inadvertently missed something.

REVIEW CUSTOMER NEEDS

Every meeting with the prospective customer should begin with a “warming up” period. This time is important because it gives you a chance to put the client at ease and help them relax. If you have done your homework, you should be able to show the client that you are interested in them during this time. Acknowledge their company, association or organization interests, recent life events etc.

40


THE PROPOSAL OF F.A.B.’s• Solution to the Needs• Features - Adjectives - Benefits• Benefits must equal needs

After each need is listed and the prospect has agreed to them, they will be included in the proposal with the recommended solution. It goes without saying that this is the place in the selling process that the appropriate FEATURE, ADJECTIVE, and BENEFIT will be linked to the specific needs.

REMEMBER THAT AFTER EACH NEED/SOLUTION STATEMENT, THERE MUST BE A PROBE TO ELICIT A RESPONSE FROM THE PROSPECT. A RESPONSE CHECK.

• Trial Close • Review what has been discussed • Ask for input before closing • Follow the rule - Tell them what you told them

Prior to the actual close of the sale and after the presentation of the proposal, a brief summary will wrap up the elements of the sale. With the RESPONSE CHECK, the prospect will have one more chance to clarify any additional objections that he might have. IF THERE ARE NO FURTHER OBJECTIONS, ask for the business. Most likely the objections will arise at this point, if you haven’t already covered these earlier.

• Remember, without the close there is no sale! • Always ask for the business - it is your job! • It's better to close too soon, rather than too late • Be prepared with a close, and be ready to change it if you have to

The first thing to remember is that the close is an integral part of the sale. If you have any problem asking for the business, you should NOT be selling. With that behind us, let’s concentrate on the dynamics of the CLOSE itself.

During the sales presentation, the customer will act and make various statements that will give a strong indication that he is ready to buy. These are called buying signals. The process is to listen and watch for these, and when they are given, try to close or ask for the business. If the customer says “no,” all you can do is continue to sell until the time is right to try a close again. There is nothing wrong with your use of a probe that would clarify his reason for saying “no.”

THE SUMMARY

THE CLOSE

41


A CLOSE FOREVERY OCCASION

DIRECT

ASSUMPTIVE

MINOR CHOICE

CONCESSION

LAST CHANCE

SIMILAR SITUATION

THIS FOR THAT

NEXT STEP

This close is simply asking for the business.

“Will you sign this contract?”

This close close assumes that the sale has been made in the mind of the prospect.

“If you want to give me the name of the procurement officer, I’ll get with them

and work out the details.”

This technique gives the prospect the opportunity to make a decision that tells

you they have bought.“Do you prefer Proposal A or Proposal B?”

In using this close, you are trying to induce the prospect to decide to buy now.

“I can provide a 20% discount if you can sign today.”

This is the close that places another time limit on the prospect in order to get an

additional discount or inducement.

“I will only be able to offer you that price until next Friday. At that time, our price will

increase by 16%.”

This close uses the desire of individuals to ride on the success of others and reduce

the risk to themselves.

“The Association of Foot Specialists used us for a similar event and they were a huge

success both in the city and with their members. Would you be interested in using

something similar?”

In this close, you acknowledge to the client that a commitment to book now will ensure the rate and all other parameters.

“If we can confirm this at this price, can we get a commitment today?”

This close is used when working with third parties.

“I appreciate the fact that you cannot make the decision today because you have to

take the information back to..........., but if you could make the decision today, would

you pick our company?”

TYPE OF CLOSE DIRECTIVE OF CLOSE EXAMPLE OF CLOSE

One final point about closing. Try to keep at least one last FEATURE to present in the event that all else fails. This will give you one more chance to keep selling and possibly make the sale.

We have discussed the importance of the close and how to do it. There is no reason you cannot close the business at anytime you feel ready - It does not need to be the last thing you do. Remember - it is our job to ASK FOR THE BUSINESS. You MUST ask for the sale or you run the risk of losing it. The customer can be reluctant to just hand you the business - you need to be confident and ask for it.

42


NEVER LEAVE A SALES PRESENTATION WITHOUT ASKING FOR THE SALE - NEVER!Remember that although you are closing off this sales presentation, you are opening the door to future business with this customer.

These questions will allow you to stay in touch with the customer during the presentation. They reinforce the customer’s perception that your position is more consultative and collaborative than a facts only presentation.

Remember not to give all your comps away at the beginning of the sales presentation. This way, if the customer still says no, you will need one last feature.

RESPONSE PROBES

ONE LASTFEATURE

NOTES

43


There is one rule that you must never break in the selling process: THE PROPER FOLLOW-UP! We have discussed situations that involve direct communication with the customer.

• The initial call (when you first talk to the prospect)• The office appointment• The meeting when the sale is actually closed• The meeting when the sale is not closed - for the next step

The first part of the follow-up process is to NEVER, EVER send a form letter to the prospect with a contract for him to sign after the first call. You must remember that you should not start the selling process until you have completely probed for further understanding. Generally, you’re doing fact-finding on the first call. A follow-up letter is appropriate after the first call, and in it you should personalize the message to assure the prospect you were listening to what he was saying. This follow-up letter could contain the set-up for the next meeting with the client.

After the first appointment or where a sales presentation was made and a close was attempted but no sale was made, there is a critical opportunity to reinforce your sales presentation and give the prospect an opportunity to consider your proposal again. This letter must contain a brief review of the prospect’s stated needs and the sales presentation with a closing statement asking for the business in writing. Proper crafting of this letter can save the sale. REMEMBER - NEVER, EVER send a form letter with a contract in place of a personalized letter outlining the needs and presentation.

FOLLOW-UP AFTERTHE PRESENTATION

44


PROPOSAL AUDIT Do you have a personalized opening?

Do you review the needs of the customer up front?

Are you feature dumping or do you link your solutions to the customer’s specific needs using FABs?

Do you summarize your main points before you close?

Does your close move the customer to do something?

Do you ask for the business (or next step)?

Do you initiate follow-up with the customer?

Are your attachments meaningful to the customer and add value to your presentation?

45


NOTES

46


SALES PRODUCTIVITY


SECTIONFOUR 4

SELLING CREATIVELY TOBEAT THE COMPETITION

48

SECTION FOUR Content: Master Connection Associates ©2016. All rights reserved No part of this book may be reproduced without permission in writing

Often, the barrier to the sale will be something the prospect needs that falls outside of the norm with respect to the operation of your business. This is probably one of the major reasons some sales people lose as many sales as they do; they stick with the ordinary. Think of it this way - all of the operational policies of your organization were written and developed to keep the operation running smoothly. Smoothly doesn’t necessarily mean out of the ordinary. We all have to work harder to walk off the path. Breaking out of these norms often creates more work for everyone, but will win you a great deal of revenue when you begin to think more creatively.

Selling creatively is possibly the most exciting part of selling to a customer and fulfilling their needs. When done effectively, it will bring more referral business because you will get the reputation of putting the client’s needs first and creating new ways to run their programs.

• Be different, be brave!• Have fun with your customers• Make your job exciting for you and your clients• Explore New Horizons!• Be a “Purple Cow”• Set yourself apart from the competition by truly being different• Allow the customer to remember you and your product• Make your proposal stand out• Brainstorm with diverse groups of people for new ideas

CREATIVITY

NOTES

49

SECTION FOURContent: Master Connection Associates ©2016. All rights reserved No part of this book may be reproduced without permission in writing

INNOVATIONWHEN SELLINGTo sell creatively requires that you move your mind beyond the normal framework in which you live every day. This is called your PARADIGM (PARA-DIME). A paradigm exists in your family, your everyday life, how you do your work, how the office operates and how your company operates. Another word that is used to broadly describe the same set of conditions is culture. The most significant difference is that a culture is the result of a number of individual paradigms.

If you could recognize just what your paradigm is, there is a good chance you could move outside of it to increase your ability to be innovative and creative as you move through the data gathering and probing process. How you apply the information you gather will be the measure of how innovative and creative you can be.

Shifting your paradigm to become more innovative in the selling process has two potential dangers that you must recognize. First, shifting your paradigm means that you accept change. That in itself is not comfortable for all of the people you will be working with. PEOPLE JUST DON’T LIKE CHANGE. Second is the fact that you will be alone without the security of others’ thinking at the outset. Later on, they will join you. Reflect on this quotation from the Nobel Prize winning physicist Albert SzentGyorgyi:

“Discovery and innovation consists of looking at the same thing as everyone else and thinking something different.”

50


An example of this in practice is the case of Nolan Bushnell, who in 1971 sat watching his TV set and thought, “I don’t like just looking at the TV, I’d like to be able to play with it and have it respond to me.” Soon after, he developed the “PONG” game and started the video game revolution.

We’re not interested in having you invent an earth-shaking, show-stopping event. What we’d like to have you do is apply the innovative process to your sales activity. When you have discussed the needs of the prospect and have time to review what he revealed to you during the data gathering process, try to think of AS MANY WAYS AS POSSIBLE THAT HIS NEEDS COULD BE MET.

51

NOTES


Selling creatively is possibly the most exciting part of selling to a customer and fulfilling their needs.

52

COMPETITIVEADVANTAGESEXERCISE


How you apply the information you gather will be the measure of how innovative and creative you can be.

SPINNING YOURWEAKNESSESEXERCISE

53


Go ahead, make some notes!

54


SALES PRODUCTIVITY


SECTIONFIVE 5

YOU HAD MEAT NO

56

SECTION SIX Content: Master Connection Associates ©2016. All rights reserved No part of this book may be reproduced without permission in writing

HANDLING CUSTOMER BARRIERS - PERCEPTION IS REALITY

This statement has been said hundreds of times in the sales arena. The one problem is that most sales professionals still don’t completely understand it. It is much easier to see things your way and what’s best for your company than to take off the blinders and see it your customers way.

Many things blind our vision and perception. There are two ways to see any one point - selective or objective. Objective Perception sees reality, while selective perception views the situation one way -your way.

To create an interdependent position, you must develop:

Once you have developed Trust, Credibility and Rapport, it is much easier to solve the objection. Objection handling requires understanding of the customers:

BASED ON EGO JUDGEMENTAL BLINDED

BASED ON REALITY ABILITY TO SEE BOTH SIDES OTHER PERSON FOCUSED

SELECTIVE

OBJECTIVE

“There is no problem that can’t be solved if we can define the barrier.”- Edwin Land - Polaroid

DEPENDENT VS. INTERDEPENDENT

TRUST CREDIBILITY RAPPORT

PROBLEMS PERCEPTION CREATIVITY

57


BLINDED

OTHER PERSON FOCUSED

RAPPORT

CREATIVITY

PROBLEMS =UNMET EXPECTATIONSIt takes creativity to close the gap of unmet needs. Ask questions of your customers. If you don’t ask questions of the customer, you may tend to react, which is a self-centered response. This reaction will reduce your chances to overcome the customers objection. On the other hand, if you do ask good questions and focus on the other person, you are being objective - seeing the problem through your customers eyes.

Objective perception requires:

By listening and asking good questions you can bridge the gap of the customer’s problems.

Understanding customer needs Focusing on the other person Listening

Include customer in problem solvingDefine their goals and barriers Brainstorm with the customer creative options

NOTES

58


BIASES

FEAR PAST HISTORY

MORALSVALUES DISPOSITION

BUILDING BLOCKSOF PERCEPTION

NOTES

59


Stop focusing on yourself Do not react Selfish reactions reduce productivity

SELECTIVE PERCEPTION

Selective Perception is focused on yourself

SELECTIVE PERCEPTIONObjective Perception is focused on the customer

Objective Perception requires understanding, customer focus and a “can do” attitude

The techniques that are used in the successful communication process involve the creation of a dialogue with the customer which gives them the opportunity to do as much of the talking as possible. The role of the sales person is to process what is being said by the client or customer and, using the proper reply, convince them that the sales person heard what they were saying. The use of this technique in the development of a strong consultative bond is very effective, especially when handling objections. The process involves essentially four elements. All effective dialogue must embody all four of the elements to work effectively.

1) The first element involves the skill of actively LISTENING to what the customer is saying. During the process of exploring for information or dealing with a problem, you must listen carefully to what is being said by the customer.

2) The second element in the process is the reason you must listen so carefully. You must EMPATHIZE with what has been said by the customer. This will give them the confidence that you really heard and understand what they said.

3) In the third element, you ASK for greater understanding of what the customer is saying. This is a critical element in the process because it gives the customer another opportunity to state their issue and you an opportunity to gain a better understanding of what they are saying.

4) In the fourth element, you will have to take some action and PRODUCE results on behalf of the customer. This could take many forms. During the exploration process, you might need to provide service solutions while in a problem-solving situation. You will have to take direct action to solve it.

THE KEY TO THIS PROCESS IS LISTENEING

60


SOLVE

LISTEN EMPATHIZE

PRODUCE ASK

The diagram above shows the elements of the communication process and how they interact with each other. There will be some cases where there will be no need to ASK for more information and the sales person can move to PRODUCE and take action.

L.E.A.P.®

61


LISTEN EMPATHIZE

PRODUCE ASK

LISTEN EMPATHIZE ASK PRODUCE

Shows empathy Active listening

Care

Shows sensitivityAcknowledges what

was heardSupport and concern

Clarify understanding Explore options

Ask for client’s help

A solution Recommendation

Next step

L E A P

AVOID JUDGMENTAL BEHAVIOR

INSISTING DIRECTING TELLING

AVOID HOSTILE BEHAVIOR

ARGUING CRITICIZING SCOLDING

62


SALES PRODUCTIVITY


SECTIONSIX 6

THE COMPLEX SALESTRATEGIC SALES PLANS

64


THE COMPLEXSALEA solid complex sales approach involves:

• Quality planning• Creating objectives for each sales call• Conducting a meaningful sales call with the customer• Telemarketing, prospecting and getting enough appointments to make your goals• Using your time effectively with good time management skills

In order to make the sales call engaging for the customer, you need to plan your sales activity and know what you want to accomplish after each activity. An example of this is making telemarketing calls. The result of telemarketing calls is to qualify names to go back and prospect. Once you prospect these qualified lists, the objective is to get an appointment either in person or a telephone appointment. Remember, your clients are busy, so therefore we must:

• Meet the time restraints of your customers• Plan each activity• Understand the customer’s needs before selling

With the demands of producing greater results in the form of increased sales and incremental revenue with fewer resources available and no increase in time, sales professionals have to be more efficient. One common problem unsuccessful sales people share is their inconsistent use of the time they have to do their jobs. Many seem to go through the motions of selling, but never understand why they don’t succeed.

Their lack of sales and success didn’t occur because of their product or enthusiasm. It generally stems from their inability or unwillingness to develop a workable strategic selling plan. After reviewing hundreds of account profiles, it is still amazing how little information is in the data base and how few accounts actually have a proactive sales plan that is being put to work. Most sales plans consist of a record of actions - reactive actions.

Understand the customer’s need before selling.Tip...

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SECTION SIXContent: Master Connection Associates ©2016. All rights reserved No part of this book may be reproduced without permission in writing

When deciding which sales plan to begin, first identify and profile your best customers and which type of market segment they represent. Keep in mind that your particular company may refer to these by another name. For the examples in this session, we will refer to these as:

KEY ACCOUNTS - “A OR B”Pareto Rule

20% of the accounts that give you 80% of your revenueThese accounts must be profiled and worked aggressivelyKEY PROSPECTS

The key accounts of your competition is where you should start prospecting

Who is calling on your key accounts? Do you even know?

How do you take care of key accounts and search for new business?

OTHER ACTIVE ACCOUNTS - “C”

The 80% that produce 20% of the revenueWho is calling on these accounts?

Don’t spend too much time on these accounts and ignore your Key Accounts or Key Prospects

NOTES

66


DEVELOPING THE S.M.A.R.T.®STRATEGIC SALES PLANTargeting the right customer is so critical, because the market place is oversaturated with people calling on the same customers. Profiling your best clients and then prospecting in that segment is one of the best ways to differentiate you from others. Getting leads has always been an issue and even rep firms are having difficulty digging up new clients, so focusing the sales person’s approach is important. The Strategic Sales Plan will help you in this endeavor.

The first step is to select your accounts or define the market segment you would like to prospect in. Once you have selected your account, decide what you would like to achieve with it.

• Develop short and long term goals for the account or territory• Use the S.M.A.R.T.® Process for planning your goals• Re-visit these goals and plan accordingly for future business

SMART

SPECIFIC

MEASURABLE

AGGRESSIVE

REALISTIC

TIME SPECIFIC

NOTES

67


The first step is to plan your S.M.A.R.T.® Goal for the account. Define this goal as a short or long term goal followed by the strategy and action steps.

STEP ONE: Define the S.M.A.R.T.® goal

• A concrete, measurable result to be achieved by a specific date• Not a “wish”• Specific - Measurable - Time specific• S.M.A.R.T.®

STEP TWO: Define the strategy for successfully selling this account. This strategy must include a broad scope of direction. The strategy is defined by asking yourself this question: “How will I achieve this goal?”

• The macro course of action to get you to the short and long term goals• The general direction you need to take• The big picture• Make sure you know the differences between you and the competition• Be different - try new ideas - don’t copy the competition• Brainstorm ideas with other people in your organization

STEP THREE: Create the Action Steps to support the strategy and help you achieve your goal. To define action steps ask yourself this question: “What do I have to do to support this strategy and make the goal?”

• Sales call record• Objective for each call or step - why are you calling, writing or inviting?• Others involved in accomplishing each step• Question old methods• Break out of your paradigms• Take risks• R.O.V. - Risk - Originality - Virtuosity

Examples of action steps are sales calls, entertainment, getting to meet people in higher positions, site visits and presentations.

Client meetings

Pre-planning visits

Presentations

Sales calls Service meetings

Post/pre follow up

Research

68


EXERCISE

1. SHORT TERM S.M.A.R.T.® GOAL:

2. STRATEGY FOR SHORT TERM S.M.A.R.T.® GOAL:

3. ACTION STEPS TO SUPPORT SHORT TERM GOAL:

DATE: ACTION STEP OBJECTIVE FOR ACTION STEP OTHERS INVOLVED

69


4. LONG TERM S.M.A.R.T.® GOAL:

5. STRATEGY FOR LONG TERM S.M.A.R.T.® GOAL:

SMART

SPECIFIC

MEASURABLE

AGGRESSIVE

REALISTIC

TIME SPECIFIC

70

NOTES


SALES PRODUCTIVITY


SECTIONSEVEN 7

IT’S SHOWTIMEMAKE IT COUNT

72

SECTION SEVEN Content: Master Connection Associates ©2016. All rights reserved No part of this book may be reproduced without permission in writing

The “Moment of Truth” boils down to your ability to present your product, your ideas and solutions to the customer in a way that inspires them to choose your product over the competition. Remember, a presentation can be in the form of a proposal letter, a site visit, a phone conversation, in front of a few people or 25 people. Using the Presentation Funnel will help you communicate your ideas professionally and powerfully. You will receive respect and recognition and while producing higher results because of your ability to present more effectively than your competition.

You will also work on giving and receiving feedback during this exercise. Each person here will provide observable feedback to a partner and learn how to receive feedback from peers. This will help you in many ways. It will help you be more open to giving feedback that will actually help someone get better and assist you in being more acceptable to receiving feedback from your peers. PRACTICE, PRACTICE, PRACTICE!

DON’T FORGET TO


L.E.A.P

THE PRESENTATION FUNNEL

OPENING

REVIEW OF NEEDS

F.A.B.’S

SUMMARY

CLOSE

ONE LASTFEATURE

FOLLOW UP

NOTES



O B J E C T I O N

SLink solutions to needs - FAB’s linked to needs

73


PREPARINGAND PRACTICING

FEEDBACKPRINCIPLES

• Feedback is the breakfast of champions• Answer the question: Will the skills that got you here today take you into the future?• Receive observable feedback from your peers• Learn the presentation process

• Based on Data• External Behavior• Based on the Presentation Process Funnel

• Evaluating Data• Internal Standards

The goal of this exercise is to practice the presentation process funnel and to watch others using the process. By watching several people practice the process, and by giving and receiving feedback on your use of the process, you will remember it much better.

SMART

SENSITIVE

MEANINGFUL

ACCURATE

REINFORCING

TIMELY

OBSERVING

JUDGMENTAL

Feedback based on judgement does not work. It causes people to change in unpredictable ways! Use our S.M.A.R.T.® Feedback Process to ensure that the feedback you give is meaningful.

NOTES

74



OPENING:


L.E.A.P





SUMMARY:

CLOSE:

ONE LAST FEATURE:

RESPONSE PROBES

75



L.E.A.P


OPENING:


L.E.A.P





SUMMARY:

CLOSE:

ONE LAST FEATURE:

RESPONSE PROBES

76


SALES PRESENTATIONFEEDBACK FORMSales Person’s Name ......................................................... Feedback Given By: .......................................................

1. How did the opening meet our criteria?

2. What were the needs of the customer?

1.

2.

3.

4.

3. How did the features meet the needs of the customer?

Features Adjectives Benefits

1.

2.

3.

4. How did the sales person summarize and handle any objections?

Listen

Empathize

Ask

Produce

5. What close did the sales person use and how effective was it?

6. Is there anything the sales person could improve on?

77


SALES INQUIRYWORKSHEETWARM GREETING:• Appropriate greeting• Good Morning, Ms./Mr., how can I help you today?

CUSTOMER ACKNOWLEDGEMENT:• Who am I speaking to?• What company/group are you with?• Can you tell me a little about your company?• What does your organization do?• Where are you located?

LET’S TALK ABOUT YOUR EVENT:• Understand that you need to have a (event) in (month) .• May I get some additional information to ensure that I completely understand your requirements?

Correct Spelling of Name:Organization/Company:Phone/Fax/E-mail:Address:City/State/Zip:Event Name:Specific date(s) in mind?Dates Flexible? Y / NAlternate Dates:Need Guest Rooms? Y / N# of Rooms?Arrival?Departure?

PATTERN:

DATE:

NUMBER OF ROOMS

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PURPOSE OF EVENT:• What brings your group to (city)?• Has the group been to (city) before? o If so, have you stayed at our hotel? o If so, what was your experience like? o If no, how did you hear about us• What is the nature of the event?• Who are the primary attendees?

HISTORY• Do you have this event regularly?• Where has the event been held in the past?• What did you like most about working with the ?• What did you remember from working with that you would not want to repeat again?

NEEDS:• Tell me about your event?• What type of space will you need?

DESCRIPTION OF EVENT:

• What are your AV needs?• What are you planning for the evenings?• What is most important to you about this event?• What will make this event a success? o (Note specific needs on next page)

DAY/DATE TIME EVENT SET-UP #PPL

Clarify all needs by asking focus probing questions!

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SALES INQUIRYWORKSHEETHOT BUTTONS (SPECIFIC OR IMPLIED):• Always clarify each need – ask focus probing questions.• If location...clarify...what is most important about the location? (Near office, near airport, “away”)• If rate...Holding a cost effective event is so important...will you be evaluating based on total costs including the Food and Beverage or just rates?

COMPETITION:• What other companies are you considering?• Have you worked with “xx” before?• If yes, what did you like most about the “xx”?

BUDGET:• Do you have a budget?• What have you paid in the past?

DECISION PROCESS:• When do you expect to make a decision?• Other than yourself, who else will be involved in making this decision?• When should I follow up? Offer to host planning meeting / do a site visit.).

PRESENTATION OF PROPOSAL:• Thank you for all this great information. Based on our discussion our product would be the ideal solution for...• Let me just review what you said was important to you? (review all needs discussed)• Have I missed anything?• Let me tell you what we have to offer...

CUSTOMER NEEDS FEATURE - Identify features that meet the customer’s needs

ADJECTIVES - Use adjectives to describe the benefit

Benefit - How does this feature meet the customer’s needs?

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QUOTING RATES: DID YOU SHOW VALUE?• This represents a savings from our normal rates .

IF RESISTANCE: L.E.A.P.® – Listen, Empathize, Ask, Produce• I certainly know the importance of getting the best possible rate.• I can certainly understand that keeping the cost down is important to you.• What have you paid in the past? What should the rate include?• Because you are a first time client, I can offer an introductory rate of .• Because you are a repeat client, I can offer you our welcome-back rate of .• I’m sorry, this is the best rate I can offer for this time period. We often offer lower rates during other time periods. Could we explore other dates when our pricing and availability may be a little more flexible?

IF YOU NEED TO GAP:• I’d like to consult with my team because we are getting ready to roll out some new packages that may be ideal for your group. May I forward a proposal to you or call you back in 15 minutes?

OTHER OBJECTIONS: L.E.A.P.® - Listen, Empathize, Ask, Produce• Listen and acknowledge their concern• Demonstrate empathy - “I can see that is a concern”... “I understand that is important to you...”• Ask questions to clarify their concern• Produce a solution• Check in with the client – “Will that work for you?”

SUMMARY & CLOSE:• As we discussed, we offer... (summarize your features and benefits as it relates to their needs)

CHECK-IN:• “Have I missed anything?”• “Do you have any further questions?”• “Based on our conversation, do you feel that we would meet your needs?” o If no, probe further...

CLOSE: Based on decision making timeframe...• Can we send a contract for your signature? (Y / N)• If no and you’ve addressed all their concerns, etc....• May I send a proposal or other information to assist you in making your decision?• When can I follow up with you to see how we can make your upcoming event a success at the ?

NEXT STEPS: Outline specifically how you or another sales person will follow-up with them.

TAKEN BY: SENT TO: DATE:

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NOTES

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MASTER CONNECTION ASSOCIATES WORKSHOP EVALUATIONWORKSHOP NAME: ..................................................................... DATE: .............................

I will be able to integrate the workshop content into my daily routine.

Please tell us why?I will be able to do my job better because of what I learned in the workshop.

Please tell us why?The workshop subjects will contribute to my growth and development.

Please tell us why?The balance between the lecture and participation was appropriate.

Please tell us why?The workshop experience was worth the time invested.

Please tell us why?What changes or comments, if any, would you make to this workshop?

Contact Name ____________________ Telephone ____________________ Organization _______________________

Your Name As reference Person ___________________________ Email Address ______________________________

Sales Reinforcement or Elearning

Leadership Presentation Skills

Just-In-Time Coaching

Sales Consulting Services

Customer Services

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If you or someone you know may be interested in learning more about our additional services and workshops, please check off the areas of interest below and list contact information.Referrals

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