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

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The Circuit was thrilled to feature Bob D'Agnillo at the Regional Entrepreneur Forum. Bob shared some methods and techniques to analyze how effective your sales people are going out making sales calls on executives. Let's take a look at how they call on customers and prospects to see if they truly are in alignment with what the buyer wants to discuss with them. You'll find you don't need to always be out there with them to see how effective they are when they have 30-60 minutes with a prospect. We'll dive into why sales people are more comfortable calling on I.T. type individuals rather than the executives that own the critical business issues that are driving certain companies to look at how they need to change the way they do business in today's very difficult economy.

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<p>Sales Performance Improvement Framework</p> <p> Solution Selling, Inc. 2008</p> <p>How do you know it was a good Sales Call ???Bob DAgnillo</p> <p>December 18, 2009</p> <p> Solution Selling, Inc. 2007 PAGE 1www.solutionselling.com</p> <p>How do you know how the sales person did after a call today?</p> <p> Voicemail to manager?</p> <p> CRM entry?</p> <p> Internal forms?</p> <p> Others? ?</p> <p> Solution Selling, Inc. 2007 PAGE 2www.solutionselling.com</p> <p>Credit and Copyright Information</p> <p>Trademark Notice: The following trademarks and service marks are owned or licensed by Solution Selling, Inc. Any questions concerning the use of these trademarks, whether a name that does not </p> <p>appear on this list is in fact a trademark of Solution Selling, Inc. or comments concerning this manual, workshop or presentation should be referred to Solution Selling, Inc. in the United States at </p> <p>the following address:</p> <p>4720 Piedmont Row Drive, Suite 400Charlotte, North Carolina 28210 USA</p> <p>Phone: 704.227.6500 FAX 704.364.8114</p> <p>Solution Selling and Situational Fluency Prompter, are registered trademarks and service marks of Solution Selling, Inc. Pain Sheets, 9 Block Vision Processing Model, Pain Chains, Pipeline </p> <p>Milestone Worksheet are trademarks and service marks of Solution Selling, Inc. All other referenced marks are those of their respective owners.</p> <p>Copyright Notice: This manual is a copyrighted work of Solution Selling, Inc. This manual may not be reproduced in whole or in part without the prior written consent of Solution Selling, Inc.</p> <p> 1985 - 2007 Solution Selling, Inc. - All rights reserved - Confidential</p> <p>422 MAT</p> <p> Solution Selling, Inc. 2007 PAGE 3www.solutionselling.com</p> <p>Follow up Letter / e-mail</p> <p>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, its easy to see why we were an hour late.(2) My technical expert is trying to understand why our demo system didnt work at your location.(3) My misunderstanding that your company didnt recognize dress down Fridays.Our next steps(4) Hopefully you can call the leadership team together again for another try. At that meeting, well 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. Ill call you on Friday to discuss it further.Sincerely,Clyde Cooper</p> <p>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 wasnt clearly marked.</p> <p> Solution Selling, Inc. 2007 PAGE 4www.solutionselling.com</p> <p>Potential Sponsor Letter / e-mail</p> <p>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:</p> <p>(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</p> <p>(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 </p> <p>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. Ill call you on Friday to discuss it further.Sincerely,Chris Fowler</p> <p>Qualification Components:1 Pain2 Reasons for the Pain3 Buying Vision4 Agreement to Explore5 Bargain for Access to Power6 Next Steps / Proof Step</p> <p> Solution Selling, Inc. 2007 PAGE 5www.solutionselling.com</p> <p>Basic Principle</p> <p>NO PAIN, NO CHANGE</p> <p>Pain = Problem, Critical Business Issue or Potential Missed Opportunity</p> <p>BASIC PRINCIPLE</p> <p> Solution Selling, Inc. 2007 PAGE 6www.solutionselling.com</p> <p>Basis of Pain</p> <p> Increasing Costs Competitive losses Errors Customer complaints Returns Employee turnover</p> <p> Eroding Profits Market share Service quality Growth rate Customer care</p> <p> Compliance Government regulation Industry standard</p> <p>?COMMON </p> <p>DENOMINATOR</p> <p> Solution Selling, Inc. 2007 PAGE 7www.solutionselling.com</p> <p>Getting Pain Admitted Question Examples</p> <p>SITUATION QUESTIONS</p> <p>MENU OF PAIN QUESTIONS</p> <p>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?</p> <p>Today, how do your customers get notified of new products or promotions?</p> <p>When a prospect calls a salesperson to ask a FAQ, how is that call handled?</p> <p>How do your salespeople get referrals from existing customers today?</p> <p>What bad thing happens because of the situation you described?</p> <p>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</p> <p>are you facing any of these issues today? OR</p> <p>are you curious how we have helped our customers deal with these issues?</p> <p> Solution Selling, Inc. 2007 PAGE 8www.solutionselling.com</p> <p>Situational FluencyWhat Buyers Should Expect from Salespeople</p> <p>Situational Knowledge</p> <p>Capability Knowledge</p> <p>People Skills</p> <p>Selling Skills</p> <p>How Do We Integrate?</p> <p>Situational Fluency: Integration of knowledge and skills by the salesperson for eagle performance</p> <p> Solution Selling, Inc. 2007 PAGE 9www.solutionselling.com</p> <p>Conceptual Sales Territory</p> <p> Power person driving evaluation Business issues defined Requirements documented Evaluation team in place</p> <p>*</p> <p>Not Looking</p> <p>Active *</p> <p>Of all the people who could benefit from your offeringWhat % are actively evaluating?</p> <p> Solution Selling, Inc. 2007 PAGE 10www.solutionselling.com</p> <p>Basic Principle: There are Four Levels of Buyer Need</p> <p>Level One: Latent Pain</p> <p>Level Two: Admitted Pain</p> <p>Level Three:Vision of a Solution</p> <p>Level Four:</p> <p>Active Evaluation</p> <p>BASIC PRINCIPLE</p> <p> Solution Selling, Inc. 2007 PAGE 11www.solutionselling.com</p> <p>How Organizations Evaluate and Buy</p> <p>Not Looking Active Requirements Company A Company B Company C</p> <p> Solution Selling, Inc. 2007 PAGE 12www.solutionselling.com</p> <p>Shifting Buyer Concerns</p> <p>Phase I:Determine Needs</p> <p>Phase II:Evaluate Alternatives</p> <p>Phase III:Evaluate Risk</p> <p>Needs</p> <p>Cost</p> <p>Solution</p> <p>Risk</p> <p>Risk</p> <p>Price</p> <p>Solution</p> <p>Needs</p> <p>Buying Phases</p> <p>Time</p> <p>Leve</p> <p>l of C</p> <p>once</p> <p>rn</p> <p>What doI Need?</p> <p>What meetsmy needs?</p> <p>Am I paying too much?</p> <p>But whatif?</p> <p> Solution Selling, Inc. 2007 PAGE 13www.solutionselling.com</p> <p>Key Selling Skills</p> <p>PLAN CREATE QUALIFY DEVELOP PROVE NEGOTIATE CLOSE</p> <p>Sales Process Steps</p> <p>Prospecting</p> <p>Developing Needs</p> <p>Developing and Delivering Value</p> <p>Managing Proof</p> <p>Accessing Power</p> <p>Qualifying / Disqualifying</p> <p>Controlling the Process</p> <p>Aligning</p> <p>Negotiating / Closing</p> <p> Solution Selling, Inc. 2007 PAGE 14www.solutionselling.com</p> <p>Crossing the Chasm</p> <p>Early Market</p> <p>New AccountsLate Market</p> <p>Early Majority</p> <p>Late Majority </p> <p>Laggards</p> <p>- Early Adopters</p> <p>- Innovators</p> <p> Solution Selling, Inc. 2007 PAGE 15www.solutionselling.com</p> <p>Basic Principle</p> <p>YOU CANT SELL TO SOMEONE WHO CANT BUY</p> <p>BASIC PRINCIPLE</p> <p> Solution Selling, Inc. 2007 PAGE 16www.solutionselling.com</p> <p>Approval Types and Roles</p> <p>Informal: Opportunity Level Sponsor</p> <p> Cannot make the buying decision Provides information Conducts internal selling Provides access to power</p> <p> 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</p> <p> Beneficiary Adversary End user</p> <p>Formal: Account Level Legal / Technical / Administrative (Purchasing) Financial Ultimate Authority</p> <p> Solution Selling, Inc. 2007 PAGE 17www.solutionselling.com</p> <p>Potential Power Sponsor Letter / e-mail</p> <p>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</p> <p>(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 </p> <p>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 organizations capabilities. Look over the plan with Butch and I will call you on Fridayto get your thoughts. Sincerely,Chris Fowler</p> <p>Attachment: Draft Evaluation Plan</p> <p>Qualification Components:1 Pain2 Reasons for the Pain3 Buying Vision4 Organizational Impact5 Agreement to Explore6 Evaluation Plan Set-up</p> <p> Solution Selling, Inc. 2008</p> <p>If you want any follow up:Bob DAgnillo</p> <p>bobd@fuse.net513-703-664</p> <p>Slide Number 1How do you know how the sales person did after a call today?Credit and Copyright InformationFollow up Letter / e-mailPotential Sponsor Letter / e-mailBasic PrincipleBasis of PainGetting Pain Admitted Question ExamplesSituational FluencyWhat Buyers Should Expect from SalespeopleConceptual Sales TerritoryBasic Principle: There are Four Levels of Buyer NeedHow Organizations Evaluate and BuyShifting Buyer ConcernsKey Selling SkillsCrossing the ChasmBasic PrincipleApproval Types and RolesPotential Power Sponsor Letter / e-mailSlide Number 19</p>