Download - How Do You Know if it was a GOOD Sales Call???

© Solution Selling, Inc. 2008

How do you know it was a good Sales Call ???Bob D’Agnillo

December 18, 2009

© Solution Selling, Inc. • 2007 PAGE 1www.solutionselling.com

How do you know how the sales person did after a call today?

Voicemail to manager?

CRM entry?

Internal forms?

Others? ?

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the following address:

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422 MAT



Follow up Letter / e-mail

Dear Steve,Thank you for arranging the meeting with the executive team at XYZ corporation. Once again I would like to apologize for the following:(1) The misunderstanding of the time of the meeting. With you being in Indiana and with all of the changes to the time zones, it’s easy to see why we were an hour late.(2) My technical expert is trying to understand why our demo system didn’t work at your location.(3) My misunderstanding that your company didn’t recognize “dress down” Fridays.Our next steps(4) Hopefully you can call the leadership team together again for another try. At that meeting, we’ll show you some things from our system that YOU NEED. I am confident you will like what you see and introduce our company to the rest of your organization. I’ll call you on Friday to discuss it further.Sincerely,Clyde Cooper

P.S. I am attaching a citation I received from your security department for parking in a handicapped spot. I sent them an email with a picture showing it wasn’t clearly marked.



Potential Sponsor Letter / e-mail

Dear Butch,Thank you for your interest in TNB Card Services. The purpose of this letter (email) is to summarize my understanding of our meeting and our action plan.We discussed the following:

(1) Your primary critical business issue is your lack of cardholder and loan balance growth.

(2) The reasons you are having this critical business issue are: Your products are not competitive with national issuers and other credit unions You lack card expertise and platform flexibility Members are unaware of card offerings

(3) The capabilities you said you needed to resolve this situation are: The ability to offer the right card that would be competitive in your market The ability to offer multiple options of credit line, interest rate, rewards, and fee combinations on one card type To have competitive turnkey marketing programs to choose from focused on acquiring new cardholders and

growing balancesOur next steps(4) You agreed to move forward with our company (5) and said if we succeed in proving we can give you these capabilities, you will introduce me to Mike Bellotti, VP Lending. You mentioned he/she is not happy with the impact that your critical business issue is having upon his/her ability to grow high yield loans.(6) I would like to propose a conversation between you and a Card Manager at another Credit Union who has converted to TNB Card Services and grown his cardholders and loan balances with our help.I am confident you will like what you see and introduce our company to the rest of your organization. I’ll call you on Friday to discuss it further.Sincerely,Chris Fowler

Qualification Components:1 Pain2 Reasons for the Pain3 Buying Vision4 Agreement to Explore5 Bargain for Access to Power6 Next Steps / Proof Step



Basic Principle

NO PAIN, NO CHANGE

Pain = Problem, Critical Business Issue or Potential Missed Opportunity

BASIC PRINCIPLE



Basis of Pain

Increasing Costs Competitive losses Errors Customer complaints Returns Employee turnover

Eroding Profits Market share Service quality Growth rate Customer care

Compliance Government regulation Industry standard

?COMMON

DENOMINATOR



Getting Pain Admitted Question Examples

SITUATION QUESTIONS

MENU OF PAIN QUESTIONS

“Today, when one of your customers wants to place an order on a day their salesperson is not going to call them, what do they do?”

“Today, how do your customers get notified of new products or promotions?”

“When a prospect calls a salesperson to ask a FAQ, how is that call handled?”

“How do your salespeople get referrals from existing customers today?”

“What bad thing happens because of the situation you described?”

“The top three difficulties we are hearing from CIOs these days include: Difficulty implementing new technologies Inability to meet users' technology demands Trouble keeping up with technology change

…are you facing any of these issues today?” OR

…are you curious how we have helped our customers deal with these issues?”



Situational FluencyWhat Buyers Should Expect from Salespeople

Situational Knowledge

Capability Knowledge

People Skills

Selling Skills

How Do We Integrate?

Situational Fluency: Integration of knowledge and skills by the salesperson for “eagle” performance



Conceptual Sales Territory

Power person driving evaluation Business issues defined Requirements documented Evaluation team in place

*

Not Looking

Active *

Of all the people who could benefit from your offering…What % are actively evaluating?



Basic Principle: There are Four Levels of Buyer Need

Level One: Latent Pain

Level Two: Admitted Pain

Level Three:Vision of a Solution

Level Four:

Active Evaluation

BASIC PRINCIPLE



How Organizations Evaluate and Buy

Not Looking Active Requirements Company A Company B Company C



Shifting Buyer Concerns

Phase I:Determine Needs

Phase II:Evaluate Alternatives

Phase III:Evaluate Risk

Needs

Cost

Solution

Risk

Risk

Price

Solution

Needs

Buying Phases

Time

Leve

l of C

once

rn

“What doI Need?”

“What meetsmy needs?”

“Am I paying too much?”

“But whatif……?”



Key Selling Skills

PLAN CREATE QUALIFY DEVELOP PROVE NEGOTIATE CLOSE

Sales Process Steps

Prospecting

Developing Needs

Developing and Delivering Value

Managing Proof

Accessing Power

Qualifying / Disqualifying

Controlling the Process

Aligning

Negotiating / Closing



Crossing the Chasm

Early Market

New AccountsLate Market

Early Majority

Late Majority

Laggards

- Early Adopters

- Innovators



Basic Principle

YOU CAN’T SELL TO SOMEONE WHO CAN’T BUY

BASIC PRINCIPLE



Approval Types and Roles

Informal: Opportunity Level Sponsor

Cannot make the buying decision

Provides information

Conducts internal selling

Provides access to power

Power Sponsor (a.k.a. “VP of Change”) Enough influence (regardless of title) and authority to get it if they want it, even if unbudgeted

Can and will take you anywhere in the organization you need to go

Can and will negotiate the steps leading to a buying decision

Beneficiary Adversary End user

Formal: Account Level Legal / Technical / Administrative (Purchasing) Financial Ultimate Authority



Potential Power Sponsor Letter / e-mail

Dear Mike,Thank you for meeting with Butch Davis and me earlier today. I believe it was time well spent for both organizations. We discussed the following:(1) Your primary critical business issue is lack of high yielding loan growth resulting from an inability to grow cardholders and loan balances . (2) The reasons you are having this critical business issue are: Your products are not competitive with national issuers and other credit unions You lack card expertise and platform flexibility Members are unaware of card offerings

(3) The capabilities you said you needed to resolve this situation are: The ability to offer the right card that would be competitive in your market The ability to offer multiple options of credit line, interest rate, rewards, and fee combinations on one card type To have competitive turnkey marketing programs to choose from focused on acquiring new cardholders and

growing balances(4) You said if you had these capabilities that you could grow high yielding loans, resulting in Urban Meyer (CFO) increasing ROA, and Pete Carroll (CEO) could grow the membership.Our next steps(5) When I told you I was confident that our organization can help you increase high yielding loans, you agreed to take a serious look at our ability to do so. (6) Based on my knowledge to date, I am suggesting an evaluation plan for your further exploration of our organization’s capabilities. Look over the plan with Butch and I will call you on Fridayto get your thoughts. Sincerely,Chris Fowler

Attachment: Draft Evaluation Plan

Qualification Components:1 Pain2 Reasons for the Pain3 Buying Vision4 Organizational Impact5 Agreement to Explore6 Evaluation Plan Set-up


Download - How Do You Know if it was a GOOD Sales Call???

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