Solution Selling What Are Your Sales Goal? To create a customer - Peter Drucker To create a customer - Peter Drucker To bring our audience and advertisers

Solution SellingSolution Selling

What Are Your Sales Goal?What Are Your Sales Goal?

““To create a customer” - Peter DruckerTo create a customer” - Peter Drucker ““To bring our audience and advertisers To bring our audience and advertisers

together” - KOMC/KRZK, Branson, MOtogether” - KOMC/KRZK, Branson, MO ““To help people sell more Fords,” -- To help people sell more Fords,” --

Lowry Mays, former CEO of Clear Lowry Mays, former CEO of Clear Channel CommunicationsChannel Communications

ObjectivesObjectives

What are your sales objectives?What are your sales objectives?1 To get results for customersTo get results for customers2 To develop new businessTo develop new business3 To retain and To retain and increaseincrease current business current business

– PresellPresell– UpsellUpsell

4 To increase customer loyaltyTo increase customer loyalty

StrategiesStrategies

What are your sales strategies?What are your sales strategies? To sell solutions to advertising and To sell solutions to advertising and

marketing problemsmarketing problems Complete customer focusComplete customer focus

To reinforce the value of advertising and To reinforce the value of advertising and of your mediumof your medium


To create value for your productTo create value for your product To become the preferred supplierTo become the preferred supplier

To establish, maintain, and To establish, maintain, and improveimprove relationships at all levels of the client and relationships at all levels of the client and agency (keep agency informed)agency (keep agency informed)

To provide the best research, information, To provide the best research, information, and adviceand advice

To be customers’ marketing consultant by To be customers’ marketing consultant by providing solutionsproviding solutions


To innovateTo innovate New packages, new products, new New packages, new products, new

promotionspromotions New creative approachesNew creative approaches New technologyNew technology ““The only functions of an enterprise: The only functions of an enterprise:

marketing and innovation.” Peter Druckermarketing and innovation.” Peter Drucker

Key FunctionsKey Functions

What are a salesperson’s key What are a salesperson’s key functions?functions?1 To position your product to have a To position your product to have a

differential competitive advantagedifferential competitive advantage2 To manage relationships and build trustTo manage relationships and build trust

To create rapportTo create rapport To empathizeTo empathize To persuadeTo persuade To cooperateTo cooperate To build consensusTo build consensus

Key FunctionsKey Functions

3 To solve problemsTo solve problems CreativityCreativity Get resultsGet results

4 To create a sense of urgencyTo create a sense of urgency5 To communicate effectively up, down, To communicate effectively up, down,

and acrossand across Keep your management and coordinator Keep your management and coordinator

informedinformed From the street, bring back market and From the street, bring back market and

competitor knowledgecompetitor knowledge

Old Paradigms Of SellingOld Paradigms Of Selling

AIDAAIDA– AttentionAttention– InterestInterest– DesireDesire– ActionAction

CommitmentCommitment CloseClose

Each step used tricksEach step used tricks

Old Paradigms *Old Paradigms *

Old tricks don’t work anymore.Old tricks don’t work anymore.– Designed in 20s and 30s for one-call, low-Designed in 20s and 30s for one-call, low-

cost, unimportant decisionscost, unimportant decisions Old selling models don’t work in Old selling models don’t work in

today’s highly competitive, interactive, today’s highly competitive, interactive, sophisticated business environment.sophisticated business environment.

* Adapted from Sales Effectiveness Training by Carl Zeiss and Thomas Gordon, Dutton, 1993

Old ParadigmsOld Paradigms

Don’t work because:Don’t work because:– Increased competition, increased need for Increased competition, increased need for

stronger customer loyalty and long-term stronger customer loyalty and long-term relationshipsrelationships

– Increased cost of developing new businessIncreased cost of developing new business Solution selling requires partnering.Solution selling requires partnering.

– Solution selling is all about establishing Solution selling is all about establishing and maintaining relationships and building and maintaining relationships and building trust.trust.


Don’t work because:Don’t work because:– Today’s buyers are more sensitive to Today’s buyers are more sensitive to

traditional sales techniques, manipulation, traditional sales techniques, manipulation, and tricks.and tricks.

– Today’s buyers have a multitude of Today’s buyers have a multitude of complex alternatives they can buy.complex alternatives they can buy.

They need help making decisions.They need help making decisions. They will let you help them only if they trust They will let you help them only if they trust youyou

and our company.and our company.


Don’t work because:Don’t work because:– More, stronger competitors provide buyers More, stronger competitors provide buyers

with more choices – they don’t have to with more choices – they don’t have to deal with anyone who doesn’t satisfy their deal with anyone who doesn’t satisfy their needs or they don’t like or they don’t trust.needs or they don’t like or they don’t trust.


Don’t work because:Don’t work because:– Today’s sellers are unhappy with the Today’s sellers are unhappy with the

pressure and grind of one-shot sales pressure and grind of one-shot sales (Hunters), they prefer long-term (Hunters), they prefer long-term relationships (Farmers).relationships (Farmers).

– Today’s sellers want to get results for Today’s sellers want to get results for clients--more satisfying.clients--more satisfying.

– Today’s sellers want to be trusted, Today’s sellers want to be trusted, respected, and not seen as manipulators respected, and not seen as manipulators (old-fashioned sales image).(old-fashioned sales image).

The New ParadigmThe New Paradigm

The customer is not the opponent--not The customer is not the opponent--not someone to be overcome or beaten.someone to be overcome or beaten.

The customer is a partner who needs:The customer is a partner who needs:– A trusting relationshipA trusting relationship– Problems solvedProblems solved– Needs and wants metNeeds and wants met– Concerns addressedConcerns addressed– A win-win, fair agreementA win-win, fair agreement– To get started before a competitor doesTo get started before a competitor does

Solution Selling Is Need-Solution Selling Is Need-Satisfaction SellingSatisfaction Selling

Relationship Rule: Do unto others as Relationship Rule: Do unto others as they would have others do unto them.they would have others do unto them.– Treat people like THEY want to be treated.Treat people like THEY want to be treated.

Uncover and define problems and needs.Uncover and define problems and needs.– Business problems (rational, often ill-defined)Business problems (rational, often ill-defined)– Personal needs (emotional, unconscious)Personal needs (emotional, unconscious)

Need-satisfaction selling is difficult.Need-satisfaction selling is difficult.– Requires emotional intelligence, Requires emotional intelligence,

interpersonal skills.interpersonal skills.

The Needs-Recognition The Needs-Recognition ProcessProcess

UNOBSERVABLE OBSERVABLE

(Unconscious, Semi-conscious)(Conscious)

NEEDS and MOTIVATION BEHAVIOR

Needs Recognition ProcessNeeds Recognition Process

Behavior is observable.Behavior is observable.– Behavior is conscious, purposeful -- people Behavior is conscious, purposeful -- people

behave for a reason.behave for a reason. Motivation is unobservable.Motivation is unobservable.

– Motivation is semi-conscious -- people are usually Motivation is semi-conscious -- people are usually not fully aware of their motivation that drives not fully aware of their motivation that drives behavior.behavior.

Needs are unobservable.Needs are unobservable.– Needs are unconscious, deep seated, changing to Needs are unconscious, deep seated, changing to

get satisfaction -- people are unaware of their get satisfaction -- people are unaware of their needs that drive motivation.needs that drive motivation.

Human NeedsHuman Needs

See List of Human Needs at See List of Human Needs at http://www.charleswarner.us/indexppr.http://www.charleswarner.us/indexppr.htmlhtml


Relationship Rule: People like and trust Relationship Rule: People like and trust people exactly like themselves.people exactly like themselves.

Trust depends on source credibility:Trust depends on source credibility:– TrustworthinessTrustworthiness– CompetenceCompetence– ObjectivityObjectivity– ExpertiseExpertise– Physically AttractivenessPhysically Attractiveness– DynamismDynamism– SimilaritySimilarity

Features, Advantages, Features, Advantages, BenefitsBenefits

FeaturesFeatures: : What you’ve got.What you’ve got.– Channels, splash-screens, impressionsChannels, splash-screens, impressions

Advantages:Advantages: Why what you’ve got is Why what you’ve got is better.better.

Benefits: How what you’ve got solves a Benefits: How what you’ve got solves a problem.problem.– Always remember WIIFMAlways remember WIIFM

The client is asking himself silently to every The client is asking himself silently to every feature you describe, “What’s In It For Me?”feature you describe, “What’s In It For Me?”


Position features, advantages, and Position features, advantages, and benefits as problem solutions.benefits as problem solutions.

Position features, advantages, and Position features, advantages, and benefits according to needs (“We’re a benefits according to needs (“We’re a safe buy,” e.g.)safe buy,” e.g.)– Business needsBusiness needs– Personal needsPersonal needs

See List of Human Needs in the workbook.See List of Human Needs in the workbook.

Benefits MatrixBenefits Matrix

Use a Benefits Matrix to position Use a Benefits Matrix to position features, advantages, and benefits features, advantages, and benefits according to business and personal according to business and personal needs.needs.– See Benefits Matrix at See Benefits Matrix at

http://www.charleswarner.us/indexppr.htmhttp://www.charleswarner.us/indexppr.htmll

Solutions SellingSolutions Selling

Relationship Rule: People don’t care Relationship Rule: People don’t care how much you know until they know how much you know until they know how much you care.how much you care.– The best way to let people know how The best way to let people know how

much you care is to listen.much you care is to listen.

Effective ListeningEffective Listening

The single most important skill in The single most important skill in personal relationships, selling, personal relationships, selling, negotiating, and managing is negotiating, and managing is listeninglistening..

You can’t have a successful You can’t have a successful relationship unless you are firmly relationship unless you are firmly committed to listening a majority of committed to listening a majority of the time.the time.


ListeningListening– 60% in most relationships -The minimum60% in most relationships -The minimum– 80% in some relationships - The maximum80% in some relationships - The maximum

If your partner won’t listen at least 20% of the If your partner won’t listen at least 20% of the time, it is not a two-way relationship it’s a one-time, it is not a two-way relationship it’s a one-way relationship like in theater, movies, print, way relationship like in theater, movies, print, broadcasting, or cable -- you are the audience.broadcasting, or cable -- you are the audience.


Listening is an essential component of communication.

The Communication Process

Source Message Channel Receiver

Listening

UnderstandingFeedback

Effective CommunicationEffective Communication

Effective communication requires Effective communication requires understanding the elements of the understanding the elements of the communication process and using communication process and using them to enhance your communication them to enhance your communication effectiveness and to power a effectiveness and to power a relationship forward.relationship forward.– More effective communication = stronger More effective communication = stronger

relationshipsrelationships– The goal, destination of a relationship is The goal, destination of a relationship is

agreementagreement..– Relationships, like car engines, are very Relationships, like car engines, are very

complicated.complicated.

The Elements of the The Elements of the Communication ProcessCommunication Process

CommunicationCommunication -The fuel that powers -The fuel that powers a relationship forward.a relationship forward.

TrustTrust - The grease and oil that keeps it - The grease and oil that keeps it running smoothly. running smoothly.

ListeningListening - The foundation, the road on - The foundation, the road on which the process of communication which the process of communication travels toward agreement.travels toward agreement.

Effective Communication Effective Communication Depends On:Depends On:

Source credibilitySource credibility Message strengthMessage strength Channel effectivenessChannel effectiveness Receiver characteristicsReceiver characteristics Listening effectivenessListening effectiveness Responsive feedbackResponsive feedback


Elements that enhance Source Elements that enhance Source Credibility:Credibility:– TrustworthinessTrustworthiness– CompetenceCompetence– ObjectivityObjectivity– ExpertiseExpertise– Physical AttractivenessPhysical Attractiveness– DynamismDynamism– SimilaritySimilarity

““People like and trust people exactly like themselves.”People like and trust people exactly like themselves.”


Elements that enhance Message Elements that enhance Message Strength:Strength:– Two-sided argumentTwo-sided argument– Ordering effectsOrdering effects

Primacy and recencyPrimacy and recency

– KISS (Keep It Simple, Stupid)KISS (Keep It Simple, Stupid) USP (Unique Selling Proposition)USP (Unique Selling Proposition)

– Focus on benefitsFocus on benefits


Channel EffectivenessChannel Effectiveness– Face-to-face most effectiveFace-to-face most effective

Full, two-way verbal and non-verbal communication Full, two-way verbal and non-verbal communication with instant feedbackwith instant feedback

– Video (film, TV, e.g.) next most effective.Video (film, TV, e.g.) next most effective.– Audio (radio, e.g.) next.Audio (radio, e.g.) next.

Video and audio can convey emotion and control Video and audio can convey emotion and control emphasis, even though they are one-way.emphasis, even though they are one-way.

– Print least effective unless the message is Print least effective unless the message is complex.complex.

Can’t convey emotion, one-way. Can’t convey emotion, one-way.


Receiver Characteristics that affect Receiver Characteristics that affect communication:communication:– IntelligenceIntelligence

The receiver can understand and evaluate The receiver can understand and evaluate messages.messages.

– Self-confidenceSelf-confidence The receiver trusts self to evaluate The receiver trusts self to evaluate

communication and make an assured decision.communication and make an assured decision.


Effective Listening is the foundation on Effective Listening is the foundation on which effective communication rests.which effective communication rests.

You can improve not only You can improve not only youryour listening listening effectiveness but also the listening effectiveness but also the listening effectiveness of your partner on the road effectiveness of your partner on the road to agreement.to agreement.

The beginning of knowledge, learning, The beginning of knowledge, learning, relationships, communication, and relationships, communication, and conversation is a conversation is a questionquestion -- an open- -- an open-ended question.ended question.


Ask an open-ended question.Ask an open-ended question. Adopt the proper attitude.Adopt the proper attitude.

– Optimistic, open, confident, trusting, respecting, Optimistic, open, confident, trusting, respecting, non-defensivenon-defensive, and , and non-judgmentalnon-judgmental

Shut up and listen.Shut up and listen. Listen actively: nod, use gestures, Listen actively: nod, use gestures,

smile (Responsive Feedback).smile (Responsive Feedback). Concentrate on the speaker.Concentrate on the speaker.


Do not step on sentences.Do not step on sentences. Do not respond to negatives, Do not respond to negatives,

objections, concerns too quickly.objections, concerns too quickly.– If you do, you appear to be defensive.If you do, you appear to be defensive.

Do not think of a rebuttal.Do not think of a rebuttal.– If you continually rebut arguments, you’ll stop If you continually rebut arguments, you’ll stop

getting them and won’t learn anything.getting them and won’t learn anything.– If you think of a rebuttal while trying to listen, you If you think of a rebuttal while trying to listen, you

can’t receive 100% of the information you hear.can’t receive 100% of the information you hear.


Respect the other side’s statements.Respect the other side’s statements.– Respect and learn about their view of the Respect and learn about their view of the

world.world. Listen for themes.Listen for themes.

– Risk averse, conservative, entrepreneurial, Risk averse, conservative, entrepreneurial, needs recognition, affiliation needs, goal needs recognition, affiliation needs, goal oriented, etc.oriented, etc.

Be very sensitive to emotional cues.Be very sensitive to emotional cues. Listen in synchronization--don’t mimic.Listen in synchronization--don’t mimic.


Concentrate on the speaker (open Concentrate on the speaker (open body language).body language).

Acknowledge, don’t always agree.Acknowledge, don’t always agree.– ““Oh,” “Uh-Uh,” “I see,” e.g.Oh,” “Uh-Uh,” “I see,” e.g.– Don’t say “Good,” or “You’re right,” -- judgmental.Don’t say “Good,” or “You’re right,” -- judgmental.

Do not react emotionally.Do not react emotionally.– Control your emotions.Control your emotions.

Listen with authenticity.Listen with authenticity.– Be yourself, others can tell when you’re not Be yourself, others can tell when you’re not

sincere.sincere.

Non-Verbal CommunicationNon-Verbal Communication

Non-verbal communication conveys Non-verbal communication conveys 65% of a message’s meaning.65% of a message’s meaning.

Look for individual body language.Look for individual body language.– No universal body language.No universal body language.

Use gestures, space, openness, and Use gestures, space, openness, and your body language to:your body language to:– Give the message you care about and like the Give the message you care about and like the

other person.other person.– Match their style and pace.Match their style and pace.

Non-Judgmental ListeningNon-Judgmental Listening

People have a deep need for someone People have a deep need for someone to listen to them and understand them.to listen to them and understand them.

Non-judgmental listening responds to Non-judgmental listening responds to this need.this need.– Interpreting and understanding their entire Interpreting and understanding their entire

message without imposing your message without imposing your preconceived ideas or opinions on it.preconceived ideas or opinions on it.

Non-judgmental listening is Non-judgmental listening is non-non-defensivedefensive listening. listening.

Sales Effectiveness Training, Carl Zaiss and Thomas Gordon, Penguin Books, 1993


Listen, understand and accept other Listen, understand and accept other people’s perception of the world.people’s perception of the world.– Spend time in their shoes.Spend time in their shoes.

Develop a non-threatening, non-Develop a non-threatening, non-confrontational attitude so people feel confrontational attitude so people feel securesecure in opening up, revealing in opening up, revealing personal information.personal information.– Offer personal information first and then Offer personal information first and then

trade it.trade it.– Find something you have in common with Find something you have in common with

the other person.the other person.



Vary your responses, otherwise listening Vary your responses, otherwise listening becomes a monotonous technique.becomes a monotonous technique.

Show genuine concern and caring.Show genuine concern and caring.– ““I don’t care how much you know until I I don’t care how much you know until I

know how much you care.”know how much you care.” Never ask “Why?”Never ask “Why?”

No challengesNo challenges No obvious, manipulating techniques or No obvious, manipulating techniques or

leading questions: “Have you stopped leading questions: “Have you stopped beating your wife?” e.g.beating your wife?” e.g.


Objectives:Objectives:1 To understand the other person’s needsTo understand the other person’s needs

Often, the other person just needs to talk.Often, the other person just needs to talk.

2 To understand another person’s unique To understand another person’s unique perception of their world.perception of their world.


Listening RoadblocksListening Roadblocks

Denying, minimizing, Denying, minimizing, Cheering up, reassuring, encouragingCheering up, reassuring, encouraging Sympathy, indignation, me-tooing, Sympathy, indignation, me-tooing,

story-tellingstory-telling Advising, teachingAdvising, teaching

– Become condescendingBecome condescending


Listening RoadblocksListening Roadblocks

Taking over, rescuingTaking over, rescuing Analyzing, probing, playing detectiveAnalyzing, probing, playing detective Criticizing, moralizing, warningCriticizing, moralizing, warning Arguing, defending, counterattacking Arguing, defending, counterattacking

– All of these responses are judgmental.All of these responses are judgmental.– So the point is to shut up and listen and So the point is to shut up and listen and

acknowledge unemotionally … like a acknowledge unemotionally … like a therapist does.therapist does.



Aggressive behavior - “Getting What I Aggressive behavior - “Getting What I Want.”Want.”– Don’t be aggressive.Don’t be aggressive.

Assertive behavior - “This Is How I Assertive behavior - “This Is How I Feel.”Feel.”– Be assertive.Be assertive.– Know who you are, what you want, and what you Know who you are, what you want, and what you

feel and communicate it.feel and communicate it.

Use “I” messages.Use “I” messages.

Effective Listening: The Effective Listening: The Four StepsFour Steps

1 Listen carefully, actively to other people.Listen carefully, actively to other people.2 Repeat/rephrase their position/objection.Repeat/rephrase their position/objection.

– ““Let me make sure I understand your Let me make sure I understand your position…you feel our CPMs are too high?”position…you feel our CPMs are too high?”

3 Get their agreement that you understand.Get their agreement that you understand.– ““Is that correct?”Is that correct?”

4 Respond with a form of an “I understand” Respond with a form of an “I understand” statement (vary your responses)statement (vary your responses)– ““I understand…,”I understand…,”– “ “Feel, felt, found.”Feel, felt, found.”

““Feel, Felt, Found”Feel, Felt, Found”

Respond:Respond:– ““I understand how you I understand how you feelfeel …” …”

Acknowledges their feelings and honors them.Acknowledges their feelings and honors them.– ““Many advertisers have Many advertisers have feltfelt the same way …” the same way …”

Reinforces and legitimizes their opinions so Reinforces and legitimizes their opinions so they know they aren’t way out, unusual, or silly.they know they aren’t way out, unusual, or silly.

– ““But we have But we have foundfound that higher CPMs are based on that higher CPMs are based on three things: highly targeted inventory, high three things: highly targeted inventory, high demand, and high renewal rates.”demand, and high renewal rates.”

Effective Listening ExerciseEffective Listening Exercise

Find a partnerFind a partner– One is the salesperson, the other the clientOne is the salesperson, the other the client

Client says, “your price is too high.” Salesperson Client says, “your price is too high.” Salesperson then goes through the four steps of Effective then goes through the four steps of Effective Listening.Listening.

– Practice repeating the phrases.Practice repeating the phrases. ““Let me make sure I understand what you Let me make sure I understand what you

are saying.”are saying.” ““Is that correct?”Is that correct?” ““I understand how you feel, others have I understand how you feel, others have

felt the same way, but we have found …”felt the same way, but we have found …” Switch roles after three attempts.Switch roles after three attempts.

Solutions SellingSolutions Selling

Position features, advantages, and Position features, advantages, and benefits benefits positivelypositively as solutions to as solutions to advertising and marketing problems.advertising and marketing problems.

Don’t knock the competition.Don’t knock the competition.– You can’t sell what they You can’t sell what they don’tdon’t have. have.– You can only sell the features, advantages, You can only sell the features, advantages,

and benefits you have.and benefits you have.

When you knock, you:When you knock, you:– Waste time.Waste time.– Lose credibility (not objective).Lose credibility (not objective).– Lower your image (stay above it).Lower your image (stay above it).– Open up areas you can’t control.Open up areas you can’t control.

Client/buyer may like competitive salesperson.Client/buyer may like competitive salesperson.– Build competitors’ image.Build competitors’ image.

Bring them up to your level.Bring them up to your level. Rolex doesn’t advertise that’s it’s “better than a Rolex doesn’t advertise that’s it’s “better than a

Timex.”Timex.”

Don’t Knock the Don’t Knock the CompetitionCompetition

Don’t mention the competition if you Don’t mention the competition if you don’t have todon’t have to -- -- ignore them.ignore them.

If you have to mention them or are If you have to mention them or are asked a question about them:asked a question about them:– Compliment the competition.Compliment the competition.– Talk first about your strengths (don’t Talk first about your strengths (don’t

answer the question directly--like answer the question directly--like politicians do).politicians do).

– Expose generic weaknesses.Expose generic weaknesses. ““Yahoo has very high-traffic and is the best of Yahoo has very high-traffic and is the best of

the portals, but portals aren’t very sticky.”the portals, but portals aren’t very sticky.”

Ways of Dealing with the Ways of Dealing with the CompetitionCompetition

The Six Steps of SellingThe Six Steps of Selling

ProspectingProspecting Identifying Problems (discovery)Identifying Problems (discovery) Generating Solutions (research and Generating Solutions (research and

strategy)strategy) PresentingPresenting Negotiating and ClosingNegotiating and Closing ServicingServicing

Set Objectives for Each StepSet Objectives for Each Step

Criteria for Criteria for MADCUDMADCUD objectives:objectives:– MMeasurableeasurable– AAttainable (accepted)ttainable (accepted)– CConsistent with company goalsonsistent with company goals– UUnder the control of the personnder the control of the person– DDeadlinedeadlined

MADCUDMADCUD goals must be flexiblegoals must be flexible

GoalsGoals

Motivation

Goal DifficultyVery Easy Very Hard

Peak Motivation

Goals and ObjectivesGoals and Objectives

The purpose of goals (long term) and The purpose of goals (long term) and objectives (short term) is to make objectives (short term) is to make people feel like winners.people feel like winners.

Must be bottom-up, not top-downMust be bottom-up, not top-down– Budgets and quotas are not motivational Budgets and quotas are not motivational

for all people.for all people.

GoalsGoals Set time-spent goals for the five steps Set time-spent goals for the five steps

of selling. For example:of selling. For example:– ProspectingProspecting 10% 10%– Identifying problems (discovery) 15%Identifying problems (discovery) 15%– Generating solutionsGenerating solutions

(research,strategy) (research,strategy) 15% 15%– PresentingPresenting 40 % 40 %– ClosingClosing 20% 20%

– How much time spent on each varies according the How much time spent on each varies according the the experience of the person, type of account list, the experience of the person, type of account list, etc.etc.

Set Activity GoalsSet Activity Goals

Calls/ContactsCalls/Contacts MeetingsMeetings

– Critical skills:Critical skills: Building rapport and trustBuilding rapport and trust PresentingPresenting Solving problemsSolving problems Overcoming objectionsOvercoming objections Addressing concernsAddressing concerns

Set Activity Goals As Well Set Activity Goals As Well As Revenue GoalsAs Revenue Goals

OrdersOrders– Critical elements:Critical elements:

Creating valueCreating value– Selling an ideaSelling an idea

Selling the proposalSelling the proposal NegotiatingNegotiating ClosingClosing

Set Activity Objectives As Set Activity Objectives As Well As Revenue ObjectivesWell As Revenue Objectives

Set activity and revenue objectivesSet activity and revenue objectives– Revenue objectives don’t work for everyone.Revenue objectives don’t work for everyone.– Calls, appointments, and presentations lead to Calls, appointments, and presentations lead to

sales, which lead to revenue – imperative to sales, which lead to revenue – imperative to make the connection.make the connection.

– By focusing on activities that lead to revenue, By focusing on activities that lead to revenue, the control of the goal stays with the the control of the goal stays with the salesperson.salesperson.

Salespeople can’t always control the size of the order Salespeople can’t always control the size of the order they get.they get.

But they can control how many calls they make and But they can control how many calls they make and effective their sales presentation is.effective their sales presentation is.

Set Activity and Revenue Set Activity and Revenue ObjectivesObjectives

There must be a well-organized There must be a well-organized system for tracking and reporting on system for tracking and reporting on calls, meetings, presentations, calls, meetings, presentations, opportunities, and orders.opportunities, and orders.– And details on why opportunities were And details on why opportunities were

won or lost.won or lost.

Prospecting: Creating Prospecting: Creating OpportunitiesOpportunities

Developing new business: finding Developing new business: finding prospects who have advertising and prospects who have advertising and marketing problems.marketing problems.– No one is completely satisfied with their advertising.No one is completely satisfied with their advertising.

Make contacts:Make contacts:– Write out your telephone pitch in advance.Write out your telephone pitch in advance.– Use the prospect’s name, introduce yourself and Use the prospect’s name, introduce yourself and

your organization.your organization.– Use a referral if possible. (“Jeff Bezos suggested I call Use a referral if possible. (“Jeff Bezos suggested I call

you.”)you.”)

ProspectingProspecting

– State the purpose of the call is to set up State the purpose of the call is to set up an appointment, not to sell anything.an appointment, not to sell anything.

– Mention a motivating benefit (“special Mention a motivating benefit (“special reason” or “special idea”).reason” or “special idea”).

– The word “idea” is magic, consultative.The word “idea” is magic, consultative.


Pacing is the key on the telephone.Pacing is the key on the telephone.– Get to the point quickly.Get to the point quickly.– Pause often.Pause often.– Match prospect’s style and pace.Match prospect’s style and pace.

Put a mirror on your desk and stand Put a mirror on your desk and stand up.up.– More animated, friendly, dynamicMore animated, friendly, dynamic


On the phone, be persistent (but not On the phone, be persistent (but not obnoxious).obnoxious).

If you get a “yes,” reconfirm the time If you get a “yes,” reconfirm the time and day.and day.– ““Do you have your Blackberry handy?”Do you have your Blackberry handy?”– Generally, don’t reconfirm the day of the Generally, don’t reconfirm the day of the

appointment unless it’s out of town.appointment unless it’s out of town. In town, have your assistant call and say, “She’s In town, have your assistant call and say, “She’s

on her way for her 10:00a.m. appointment.”on her way for her 10:00a.m. appointment.”


If you get the “don’t-come-see me” If you get the “don’t-come-see me” stopper:stopper:– Ask “why”Ask “why”– Compliment their business.Compliment their business.– ““If one of your salespeople...”If one of your salespeople...”

Appointments are imperative.Appointments are imperative.– Getting appointments is the most difficult Getting appointments is the most difficult

part of selling new business and requires part of selling new business and requires creativity and, most of all, persistence.creativity and, most of all, persistence.


Prospecting success ratios:Prospecting success ratios:– By telephoneBy telephone 66% 66%– Cold callingCold calling 92% 92%

Play the odds, use the telephone.Play the odds, use the telephone. Use voice mail effectively. Use voice mail effectively.


On cold calls never say:On cold calls never say:– ““May I have a few minutes of your time?”May I have a few minutes of your time?”– ““I just happened to be in the I just happened to be in the

neighborhood?”neighborhood?”– ““I’m sorry I interrupted you.” I’m sorry I interrupted you.”

On cold calls always state the purpose On cold calls always state the purpose of the call and how long it will take.of the call and how long it will take.

Prospecting MethodsProspecting Methods

By Current Advertisers in Other MediaBy Current Advertisers in Other Media By SeasonBy Season By CategoryBy Category By Geographic RegionBy Geographic Region By Inactive AdvertisersBy Inactive Advertisers By Current AdvertisersBy Current Advertisers By Business, Civic, and Other By Business, Civic, and Other

OrganizationsOrganizations

Persistence in ProspectingPersistence in Prospecting

The key to prospecting, in fact, to all The key to prospecting, in fact, to all selling is persistence.selling is persistence.– Never, never, never, never, never give up.Never, never, never, never, never give up.– Every client has at least one problem Every client has at least one problem

(perhaps they are unaware of it) that is (perhaps they are unaware of it) that is searching for a solution.searching for a solution.

The Process of Preparation: The Process of Preparation: Identifying ProblemsIdentifying Problems

Set objectives.Set objectives. Ask Discovery Questions:Ask Discovery Questions:

– ““What is the age, sex, and lifestyle of your What is the age, sex, and lifestyle of your best customers?best customers?

– ““What problems do you expect interactive What problems do you expect interactive to solve for you?”to solve for you?”

– ““What advertising are you doing now?”What advertising are you doing now?”– ““What do like best, least about your What do like best, least about your

current advertising?”current advertising?”

Identifying Problems, Needs Identifying Problems, Needs (Discovery)(Discovery)

The best questions are follow-up questions.The best questions are follow-up questions. Discovery requires solid detective work.Discovery requires solid detective work.

– Information is power.Information is power.– The more information you get, the more The more information you get, the more

problems you uncover, the more objections and problems you uncover, the more objections and concerns you uncover, the more precise and concerns you uncover, the more precise and helpful your solutions will be. helpful your solutions will be.

See Discovery Questions at See Discovery Questions at http://www.charleswarner.us/indexppr.htmlhttp://www.charleswarner.us/indexppr.html

Generating Solutions Generating Solutions (Research and Strategy)(Research and Strategy)

The process of preparationThe process of preparation– Research prospect’s category.Research prospect’s category.

Advertising and marketing expenditures.Advertising and marketing expenditures. Category growth profileCategory growth profile

– Research prospect’s industry.Research prospect’s industry. Rank order of players and their market share.Rank order of players and their market share. Media expenditures of playersMedia expenditures of players Creative campaigns and approaches of playersCreative campaigns and approaches of players Marketing strategy of playersMarketing strategy of players


– Research prospect company’s marketing and Research prospect company’s marketing and advertising goals, strategies, and problems in advertising goals, strategies, and problems in achieving these goals.achieving these goals.

Prioritize problems.Prioritize problems.– Research prospect company’s customers.Research prospect company’s customers.– Research prospect’s strengths and weaknesses.Research prospect’s strengths and weaknesses.– Research prospect’s major competitors’ strengths Research prospect’s major competitors’ strengths

and weaknesses.and weaknesses.– Research prospect’s Research prospect’s current creative approachcurrent creative approach..


– Create ideas that will solve the prospect’s Create ideas that will solve the prospect’s problems.problems.

TargetedTargeted Maximize reachMaximize reach Receptive audienceReceptive audience

– Brainstorm to generate several solutions.Brainstorm to generate several solutions.– Order, anchor, and frame solutions Order, anchor, and frame solutions

effectively.effectively.


– Anticipate your competitors’ attacks on you Anticipate your competitors’ attacks on you (what they say about you to prospects).(what they say about you to prospects).

– Anticipate prospects’ objections and Anticipate prospects’ objections and prepare appropriate answers.prepare appropriate answers.

– Keep your sales objectives in mind at all Keep your sales objectives in mind at all times.times.

– Create an account-entry strategy.Create an account-entry strategy.– Create an overall sales strategy – a detailed, Create an overall sales strategy – a detailed,

step-by-step plan of attack (who does what step-by-step plan of attack (who does what when).when).

Generating SolutionsGenerating Solutions

– Create a killer presentation.Create a killer presentation. See “Checklist for Customized, Solutions-Based See “Checklist for Customized, Solutions-Based

Presentations” at Presentations” at http://www.charleswarner.us/indexppr.htmlhttp://www.charleswarner.us/indexppr.html

PresentingPresenting

Confidence is everything!Confidence is everything! Confidence is an attitude, which you Confidence is an attitude, which you

control:control:– OptimismOptimism– Positive goals (winning, not avoiding a loss)Positive goals (winning, not avoiding a loss)– VisualizationVisualization– Mental RehearsalMental Rehearsal– Do the right thing (honesty)Do the right thing (honesty)

Presenting: Call StructurePresenting: Call Structure

GreetingGreeting– Set tone of the meeting and build rapport Set tone of the meeting and build rapport

New informationNew information– Provide new, relevant information to enhance your Provide new, relevant information to enhance your

source credibility and expertise. source credibility and expertise. OpeningOpening

– A well-planned statement to pique interest in your A well-planned statement to pique interest in your proposal and solutionproposal and solution

Recap and purposeRecap and purpose– Recap what challenges and problems you will be Recap what challenges and problems you will be

addressing and state the purpose of the call.addressing and state the purpose of the call.

Call Structure (Continued)Call Structure (Continued)

DiscussionDiscussion– Move prospects from desire to conviction Move prospects from desire to conviction

that your solution is the best one.that your solution is the best one.– Dealing with objectionsDealing with objections– ConditionsConditions– Discussion tacticsDiscussion tactics

Summary and closeSummary and close– Summarize key points – no more than Summarize key points – no more than

three – and ask for the order or for Next three – and ask for the order or for Next Steps. No ask; no order.Steps. No ask; no order.

Dealing With ObjectionsDealing With Objections

No objection; no saleNo objection; no sale Figurative and literal objectionsFigurative and literal objections

– Figurative are not real – they are negotiating tactics Figurative are not real – they are negotiating tactics and can be ignored.and can be ignored.

– Literal objections are real and must be addressed.Literal objections are real and must be addressed.

Probe to understand.Probe to understand. Compliment, restate, and get agreement.Compliment, restate, and get agreement. Empathize, reassure, and support (“feel, Empathize, reassure, and support (“feel,

felt, found”).felt, found”).

Dealing With Objections Dealing With Objections (Continued)(Continued)

Use trial closesUse trial closes Forestall objectionsForestall objections Use “Yes, but…” and compare.Use “Yes, but…” and compare. Use case histories (case studies).Use case histories (case studies). Use “coming to that…”Use “coming to that…” Pass on objectionsPass on objections

Dealing With the Price Dealing With the Price ObjectionObjection

Hope it comes up; otherwise you’ve Hope it comes up; otherwise you’ve underpriced your product.underpriced your product.

Always talk quality.Always talk quality. Break price into smallest possible units.Break price into smallest possible units. Talk value, not price.Talk value, not price. Refer to investments, not costs.Refer to investments, not costs.

– Advertising is an investment in future Advertising is an investment in future profitsprofits

Use “you get what you pay for.”Use “you get what you pay for.”

ConditionsConditions– Can’t be overcome; they are legitimate Can’t be overcome; they are legitimate

reasons for not buying.reasons for not buying.– Leave as a friendLeave as a friend

Discussion TacticsDiscussion Tactics

Vary your style.Vary your style.– ContrastContrast– MovementMovement– NoveltyNovelty

Use equivalencies to dramatize numbers.Use equivalencies to dramatize numbers. Narrow down objections and reconfirm Narrow down objections and reconfirm

understanding.understanding. Change the basis for evaluation if necessary.Change the basis for evaluation if necessary. Reassure doubts.Reassure doubts. Continually evaluate reactions and adjust.Continually evaluate reactions and adjust.

Summary and CloseSummary and Close

Summarize Summarize three three key pointskey points CloseClose

– Ask for the orderAsk for the order No ask; no order.No ask; no order.

– Move the sale along.Move the sale along.– Get a commitment for Next StepsGet a commitment for Next Steps

PresentingPresenting

You’re a marketing solutions provider, You’re a marketing solutions provider, not a “seller.”not a “seller.”– Always keep in mind your #1 sales Always keep in mind your #1 sales

objective: To get results for customers.objective: To get results for customers.– Don’t sell customers stuff that won’t work.Don’t sell customers stuff that won’t work.

Don’t sell them something Don’t sell them something theythey like just to get like just to get an order. Sell them what works best -- you’re an order. Sell them what works best -- you’re the expert.the expert.

– Don’t sell them more than they need – no Don’t sell them more than they need – no gouging, they won’t renew.gouging, they won’t renew.

ClosingClosing Help buyers make the right decision.Help buyers make the right decision. Create a sense of urgency.Create a sense of urgency. Use a variety of closes:Use a variety of closes:

– The Clincher CloseThe Clincher Close– The Assumption CloseThe Assumption Close– The SRO CloseThe SRO Close– The Minor-Point CloseThe Minor-Point Close– The T-Account CloseThe T-Account Close– The Pin-Down CloseThe Pin-Down Close

ClosingClosing

Ask for a decision.Ask for a decision.– Letter of Intent (LOI)Letter of Intent (LOI)– Commitment to send IOCommitment to send IO

48-hour hold48-hour hold– ““What else is left?”What else is left?”– ““If I can resolve these issues, do we have an If I can resolve these issues, do we have an

agreement?”agreement?” Once you reach an agreement, scram!Once you reach an agreement, scram!

– Don’t be around when buyer’s remorse sets Don’t be around when buyer’s remorse sets in.in.

ClosingClosing

Be careful about trying to close too Be careful about trying to close too aggressively.aggressively.

You can create a sense of urgency, but You can create a sense of urgency, but the timetable has to be theirs.the timetable has to be theirs.– Too much pressure can kill a prospective Too much pressure can kill a prospective

sale.sale. High pressure raises suspicion.High pressure raises suspicion. People want to buy, they don’t like being “sold” People want to buy, they don’t like being “sold”

or “closed.”or “closed.”

ServicingServicing

YouYou are the unique competitive are the unique competitive advantage.advantage.

Set servicing and business increase goals.Set servicing and business increase goals.– ““You never ‘close’ a sale, you open a long-term You never ‘close’ a sale, you open a long-term

relationship.” Dennis Waitleyrelationship.” Dennis Waitley– Which order is the most important one – first Which order is the most important one – first

or second? or second? – TangibilizeTangibilize

Send notes (more personal than e-mails), cards, Send notes (more personal than e-mails), cards, small gifts, etc.small gifts, etc.

ServicingServicing

– AlwaysAlways say “thank you” memorably. say “thank you” memorably.– Don’t forget anyone (review your account Don’t forget anyone (review your account

list regularly).list regularly).– Always present new ideas – increases.Always present new ideas – increases.– Pre-sellPre-sell– Handle complaints immediately and Handle complaints immediately and

honestly (see them as an opportunity to honestly (see them as an opportunity to prove how good you are at servicing and prove how good you are at servicing and managing an account).managing an account).

SummarySummary

Solution Selling is:Solution Selling is:– Managing relationships based on trustManaging relationships based on trust– Creating valueCreating value– Making proposals that will get results for Making proposals that will get results for

customerscustomers– Tracking results and making adjustmentsTracking results and making adjustments– Getting enthusiastic renewals at larger Getting enthusiastic renewals at larger

investmentsinvestments

Documents

Solution Selling What Are Your Sales Goal? To create a customer - Peter Drucker To create a customer - Peter Drucker To bring our audience and advertisers