pp leadership twc_0412

Resolution Selling℠

Sales Leadership: Coaching Your Team to Break Through Barriers, Maximize Sales and Dominate the Competition

Sales Leadership01. Role of Sales Leadership

Sales Leadership Training TimelineSales Leadership Training Timeline

6 Month Program6 Month Program

SALES LEADER TRAINING

3 - Days

ASSESS

Pre-Work

ONLINE REINFORCEMENT

6 Months

1. The Sales Leader


Page 3

Objectives: •Examine personal qualities as a sales leader in order to build on strengths and improve performance

•Identify specific challenges that impact performance of sales leaders and overcome them

•Classify levels of sales leadership to uncover ways to motivate reps at each level


Exercise:

Pipeline Analysis

Page 4


Sales Manager Goal: To have 100% of your sales reps Start, Drive and Complete sales on their own in order to consistently meet and exceed quota.

Page 5


Exercise:

My Sales Leadership Strengths


Exercise:

What is Sales Leadership?

Page 6


Exercise:

Sales Blocks


Level 1 - Supervisor

(LOW LEVEL ISSUES)

Level 2 - Coach

(INTERMEDIATE LEVEL ISSUES)

Level 3 - Partner

(HIGH LEVEL ISSUES)

Three Levels of Sales Leadership

Sales Leader deals with: Sales Leader deals with: Sales Leader deals with:

Parent/Child Relationship Coach/Player Relationship Partner Relationship

• Tardiness• Not following directions• Incomplete paperwork• Lack of participation• Overly defensive• Laziness• Complaining/Gossip• Excessive pessimism/Negativity• Inappropriate language/Behavior• Constant emotional problems• Poor decision making (personal and professional life)

• Time Management• Prospecting• Asking Good Questions• Networking Skills• Positioning• Qualifying• Closing• Following-Up with Prospects• Customer Service• Referrals

• Strategic Planning

• Advanced Sales Development

• Sales Support

• Allocation of Resources

• Presentation Skills

• Advanced Positioning

• Co-Facilitation of Sales Meetings

• Market Penetration

Page 11


Exercise:

Coaching and Motivating for Sales Success

Page 9


Definition of Sales Leadership

Sales Leadership is about bridging the gap between the strategic direction of the company and the tactical implementation in order to achieve predetermined sales goals through your salespeople.

Page 13



Your top priority as a Sales Leader is to hire and develop exceptional salespeople.

Replicating success across your entire sales team through observation, coaching, feedback, and accountability supersedes all other Sales Leader activities.



There is no other activity that you can engage in that compares to the importance of being a coach to salespeople on your team.

Page 13


“The burden of sales success does not fall on the shoulders of the salespeople. It rests on the

shoulders of the Sales Leaders. Their ability to hire, coach and lead their teams is the

determining factor between sales failure and long-term sales success.”

- Barrett Riddleberger

Page 13

Sales LeadershipModule 4: The Sales Champion Battery™

REFLECTAsk yourself, for this module:

1.What did I learn?

2.What does that mean to me?

3.What am I going to do differently?

2. Your Sales Leadership Results

Page 15

Sales Leadership

Objectives:

• State the four behavior styles

• Describe your natural sales leadership behavior style

• Chart your team’s behavior style

• State the seven core motivators

• Describe your primary sales leadership motivators

• Chart your team’s motivators

• Identify your top cognitive strengths and areas of developmentPage 15

Sales Leadership05. Sales Champion Battery

CAN Sell?

Sales Skills

WHY Manage?

Sales LeadershipMotivators

HOW Manage?

Sales Leadership Personality

WILL Manage?

Sales LeadershipMentality

Page 16


Page 17


Bill O’Reilly Oprah Winfrey Donald Trump

• Direct • Aggressive • Assertive• Intense

Decisive Personality Traits

Page 17


Page 17


• Friendly • Charming • Fun• Persuasive

Interactive Personality Traits

Jim CarreyKelly RipaWill Smith

Page 17

http://www.askmen.com/galleries/men/jim-carrey/picture-4.html


Page 17


• Methodical • Easy Going • Calm• Laid Back

Stabilizing Personality TraitsClint EastwoodGwyneth Paltrow Norah Jones

Page 17

http://www.askmen.com/women/galleries/men/clint-eastwood/picture-2.html

http://www.askmen.com/women/galleries/actress/gwyneth-paltrow/picture-3.html


Page 17


• Analytical • Detailed • Reserved• FactualCautious Personality Traits

Bill Gates Steve JobsMeg Whitman

Page 17


Turn to GREEN tab


Turn to BLUE tab


Natural Style (Real Me) Adaptive Style (Me on the Job)


Decisive

Interacting

Stabilizing

Cautious


Midline


Common Personality Types


Decisive

Executives

Entrepreneurs


Interacting

Marketing Sales

Training


Stabilizing

Operations Admin

Customer Service


Cautious

AccountingTechnician

Engineering


Extrovert


Drill Sergeant


Friendly Farmer


Introvert


Friendly Analyst


QuietIntensity


How your style may initially react with various styles.

Discomfort Zone

Comfort Zone

Low Comfort Zone

High Comfort Zone

D D D S I D C D

I I S I C I S S

C S C C


Behavior Guidelines

1. Know your ____________.

2. Know your prospect’s _____________.

3. ____________

style

style

Modify


Exercise:

DISC – Where are My Reps?

Page 19


Turn to YELLOW tab


7 Motivators

Mean Score

VALUES GRAPH


Motivated by Art,

Nature & Beauty

AESTHETIC


Appreciate, but Not

Driven by Beauty

AESTHETIC


Money Motivated

ECONOMIC


Not Driven for Money

ECONOMIC


Value their Uniqueness

INDIVIDUALISTIC


Prefer to Work on a

Team

INDIVIDUALISTIC


Power & Control

POLITICAL


Not Driven by Control

or Leadership

POLITICAL


Empathetic & Sacrificial

ALTRUIST


Self Reliance

ALTRUIST


Clearly Defined

Code

REGULATORY


Rules Can be Relative

REGULATORY


Broad Interest in Learning

THEORETICAL


Narrow Interest in Learning

THEORETICAL


Common Value Types


Entrepreneur

Salesperson


ProfessorResearcher

Trainer


Clergy


DesignerTravel Agent

Artist

Nature Lover

Sales Leadership

Page 20

Exercise:

Values – Where are My Reps?


Attribute Index

Turn to the RED tab


Internal Factors


2 Variables1. Score

“Your level of Clarity and Focus”


• 8 - 10 = HIGH• 6.5 - 8 = MODERATE• Below 6.5 = LOW

1. Score2 Variables


2. Bias

“How you feel about that dimension”

1. Score2 Variables


Bias – 3 Options

Negative BiasUndervalue

“Pessimistic”

Neutral BiasBalanced

“Objective”

Positive BiasOvervalue

“Optimistic”


People Dimension

• Uniqueness/Singularity• Emotions• People Perspective

• Relationships

Empathy


• Appreciate others

• Perceive needs of others

• Adapt to different kinds of people

Ability to:

• Understand people

• Be sensitive to and empathize with the life situations of others

Empathy


Practical Thinking

Task Dimension

• Comparisons• Properties• Relative Thinking

• Results


• Pay attention to detail

• Understand the functions of people at work

• Adapt to different situations as they relate to tasks

Ability to:

• Utilize resources

• Understand the work and labor process

Practical Thinking


Systems Judgment

Systems Dimension

• Laws• Policies• Rules

• Procedures


• Understand structure

• Understand authoritative order

• Understand the “big picture” and corporate objectives

Ability to:

• Think and plan

• Understand policies, plans or strategic changes

Systems Judgment


Self Dimension

• Self-Worth• Self-Control

• Self-Awareness

• “WHO am I?”

Self Esteem/Self Belief


• Understand inner worth

• Give yourself credit and respect for the person you are

• Understand knowledge of yourself and your uniqueness

Ability to:

• Understand your reality

• Know the clarity of your personal strengths, weaknesses, accomplishments and potential

Self Esteem/Self Belief


Role Awareness

Role Dimension

• Role Awareness• Role Confidence

• Enjoyment of Job

• “WHAT am I?”


• Understand what I am

• Understand your place in the world

• Identify personal and professional role fulfillment

Ability to:

• Understand your roles

• Create harmony between personal and professional life

Role Awareness


Self Direction

Drive Dimension

• Sense of Mission• Long-Range Planning• Persistence

• Personal Drive

• “WHO & WHAT should I be?”

Future


• Understand “ideal” self

• Develop a path to reach the ideal self

• Understand the present and its impact on the future

Ability to:

• Self organize

• See unity with your “future self”

FutureSelf Direction

Sales LeadershipModule 1: Introduction

Sales LeadershipModule 1: Introduction

Exercise:

Role Play – Motivational Conversations

Page 22


REFLECTAsk yourself, for this module:

1.What did I learn?

2.What does that mean to me?

3.What am I going to do differently?

3. Sales Coaching Model

Page 23

Sales Leadership

Objectives: •Explore how the Coaching Model can help achieve the Sales Leader’s Goal

•Apply the Coaching Model to improve reps’ sales success

•Produce a calendar to help effectively schedule weekly activities

Page 23

Sales Leadership03. Sales Coaching Model

4 Primary Questions to Answer:

• WHY is this salesperson NOT meeting quota?

• WHY IS this salesperson meeting or exceeding quota?

• WHAT needs to CHANGE?

• WHAT was the RESULT?Page 24


GOALS of the Sales Coaching System

1. Self-evaluate their performance

2. Self-prescribe their development

3. Self-motivate

To help your Salespeople:

Page 24


Sales Coaching Process1. Observe

2. Define

3. Develop

4. Coach

Page xx


Step 1: Observe

FieldCoaching

• Observe salespeople in the field and on the phone in order to identify specific strengths and areas of development.

• Acquire sufficient information about salespeople’s performance to coach them to meet and exceed their sales quota.

Page xx


Page xx

Exercise:

How Often Should I Be in the Field Coaching My Sales

People Each Month?


How often should you be in the field coaching your salespeople each month?

Sales Calls: ??(Set Appointments)

Prospecting: ?? (Door Knocking & Phone Calls)

Enterprise Sales:

Page xx


How often should you listen to your sales reps phone calls each week?

Phone Calls: 2x per week per Rep(Set Appointments)

Inside Sales:

Page xx


Step 1: Observe

SalesMeetings

Page xx


If Sales Meetings were NOT required, who would show up

or listen in?Page xx


What should be the PRIMARY focus of the sales meeting each week?

Sales Development (Reinforce Sales Process)

To help the sales reps make more $$$

Page xx


Step 1: Observe

1-on-1 Sessions

Page xx


What should be the PRIMARY focus of the One-on-One Sessions?

• Qualification of pipeline• Forecasting sales opportunities• Sales strategy/Performance improvement

• WHY sales rep IS/IS NOT performing

Page xx


• Encouragement• Disciplinary• Motivational• Ideological• Training• Coaching

Step 2: Define

• Define the type of conversation you will have with your salesperson.

What type of conversation will you have?

Page xx

Sales Leadership

Exercise:

Defining Coaching Conversations

Page xx


What is a Contact?

• How do you define a “contact”?

•Before your sales rep makes a phone call, knocks on a door, attends a trade show or networks at a business event, make sure you have defined and agree on what a legitimate contact really is.

Page xx


What is a Contact?Examples:

A CONTACT is a:

Door knocked on by a sales rep.

Door knocked on by a sales rep that was opened by a prospect.

Door knocked on by a sales rep that was opened by a prospect where the rep got to talk

with an Influencer.

Doors knocked on by a sales rep that were opened by a prospect where the rep got to

talk with the Decision Maker.

Business card.

Phone call.Page xx


What is a Contact?Examples:

A CONTACT is a:

Phone call where the sales rep spoke with someone in the company.

Phone call where the sales rep spoke specifically with an Influencer.

Phone call where the sales rep spoke specifically with the Decision Maker.

Phone call where the sales rep left a voice-mail.

A conversation with an influencer at an event or trade show.

A conversation with the decision maker at an event or trade show.

Referral.

Page xx


What is a Contact?Example: If the outside sales rep knocks on a door, talks to an employee (regardless of their position) and gets a business owner’s name, is that considered a contact? What happens when the sales rep goes back to the office and then calls that business owner on the phone? Is that considered one or two contacts?

•Regardless of how you define the word “contact,” you and your sales reps need to know what a contact is so you can determine the sufficient quantity for that rep to achieve their sales quota.

•Once that is established, measuring and coaching your reps about their prospecting activities becomes much clearer.

Page xx


Exercise:

What is a Contact?

Page xx


Step 3: Coach

Determine WHY your salesperson IS or IS NOT meeting quota and WHAT you both need to do in order to improve performance.

Use the One-on-One Coaching Guide to answer the question:

Why is my salesperson NOT meeting their Sales Quota?

Page xx


Exercise:

Open-Ended vs. Closed Questions

• If you ask an open-ended question, you should get an open-ended answer.

• If you ask a closed question, you should get a specific (e.g., “yes” or “no”) answer.

Page xx


1RESOLUTION Selling®

Contacts

1st Appointments

2

Proposals

3

Closes4

• Quantity• Quality

• Qualify• Quantify

Page xx


• One-on-One Action Plans

• One-on-One Coaching Guides

Page xx


Coaching Principles:1. Your goal is to answer the question – “Why is this sales rep NOT meeting quota?”

2. Define the CONVERSATION TYPE at the beginning. “The purpose of this conversation is…”

3. Stay on the ROAD OF REALITY – Don’t get pulled into the weeds!

4. PAUSE – Take time to think about your question.

5. Don’t ask two questions at the same time.

6. Don’t answer your own question.

7. When possible, keep your questions short. Page xx


Coaching Principles:

8. Keep your questions direct.

9. Don’t INTERRUPT! Don’t try to HELP! Let them THINK!a. Silence = Thinking; Thinking = Growth

10. Allow your sales rep to develop their improvement plan. You want them to take OWNERSHIP of it.

11. Don’t be too quick to agree with their argument/defense/complaint.

12. Be prepared to RUN THE PLAY over and over again.

13. Know the line between coaching and therapy… and don’t cross it.Page xx


Words/Phrases:

1. “That’s not what I asked you.”

2. “We’ll get to that later. Right now let’s stay on topic.”

3. “That’s not relevant to this conversation.”

4. “Let’s try that again.”

Page xx


Exercise:

Pipeline Analysis, Part 2

Page xx


Page xx

Exercise:

Coaching Calendar


Coaching Discussion

• What is causing a “roadblock” for my salespeople?

• Do they have enough time to actually do their job successfully?

• What needs to change?

•What can I do as the Sales Leader to help them improve their time and priorities?

Page xx


Page xx


Step 4: Develop

•Create an Action Plan for development.

•Prioritize the specific next steps you and your salesperson will take in order to improve performance.

Page xx


Step 4: Develop

ISSUE TO FIX/IMPROVE (Be specific) OWNERSHIPRep/SM/Org

Bucket #1 - Insufficient # of contacts. Only making 50 contacts per week.

Rep

Bucket # 2 - Failing to fully qualify every sales opportunity.

Rep

Insufficient # of coaching call observations. SM

This is a SAMPLE from the One-on-One Action Plan

Page xx


ACTION PLAN (S.M.A.R.T. Objectives) START DATE

EVALUATION DATE

I will improve my prospecting activity by increasing my number of contacts from 50/week to 80/week in the Primary Care vertical on Tuesday and Wednesday mornings from 9am-12pm each day.

2/17 2/24

I will qualify new prospects on every 1st appointment by filling out the Qualified Prospect form and then reviewing it with my Sales Manager in our 1-on-1 sessions.

2/17 2/24

I will increase the # of coaching calls to 1/week until <rep name> achieves quota.

2/21 3/30

Step 4: Develop

This is a SAMPLE from the One-on-One Action Plan

Page xx


Page xx

Exercise:

ISSUES TO FIX/IMPROVE – What are the specific issues that need to be fixed or improved in order for your sales rep to achieve and exceed their sales quota? List them one per box. OWNERSHIP – Identify who is responsible for this issue. Is it the Salesperson, Sales Leader or the Organization?

ACTION PLAN – What S.M.A.R.T. objectives will you and your rep set?


Page xx

4. Resolution Selling Overview and Qualifying Prospects

Page xx

Sales Leadership

Objectives: •Introduction to Resolution Selling

•Apply the characteristics of a qualified prospect

•Differentiate between a qualified pipeline and an unqualified pipeline

•Practice the qualifying conversation in order to coach your sales reps

Page 23


Sales Model

Page xx

1. Prospect

2.Build Trust

3.Analyze Needs

4.Present

5.Close


Sales Model

1. ProspectLead generation and pre-call planning.

Page xx


Sales Model

2. Build TrustEstablishing an environment of credibility

and receptivity between you and your prospect.

Page xx


Sales Model

3. Analyze NeedsDiscovering the business objectives and

issues that the prospect wants to address.

Page xx


Sales Model

4. PresentProviding an on-target solution that matches

your prospect’s specific objectives and issues.

Page xx


Sales Model

5. CloseFinalizing the transaction.

Page xx

Sales Leadership02. Qualifying Prospects

Who Are Fully Qualified Prospects?

7. Fit your TARGET MARKET & PRICE POINT

6. Willing to LISTEN to what you have to say.

5. Your prospect TRUSTS you and your organization.

4. Have a sense of URGENCY about the decision.

2. Have the legitimate AUTHORITY.

1. Have a NEED for your product/service and are AWARE of it.

Seven Characteristics of a Qualified Prospect

3. Have the ABILITY to buy. (Budget and willingness)

Page xx


7. Target Market & Price Point

6. Listen

5. Need and Aware

4. Ability ($)

3. Authority

2. Urgency

1. Trust

FOUNDATIONALQUALIFIERS

PREMIUMQUALIFIERS

ULTIMATEQUALIFIER

Page xx


Page xx


QUALIFICATION OF THE PROSPECT

90%

70%

50%

30%

10%

Will close this month

Will close, but not this month

Urgency/Authority/Budget(Must have 2 out of 3)

Willing to listen; Need and Aware

Fits Target and Price Point

“Qualified Pipeline”

“Unqualified Pipeline”

QUALIFIED PROSPECT

VERBAL

CONTENDER

PROSPECT

LEAD

Page xx


1. COMPANY – “What is the name of the Company?” “Is it serviceable?”2. QUALIFICATION - “How qualified is this prospect?” (10%, 30%, 50%, 70% or 90%)

3. CONTACT – “Who is you primary contact?” title; role in the decision; behavior style4. NEED/WANT – “What do they Need, Want?” “Are they Aware of that?”

• “How do you know they need that?”5. AUTHORITY – “Who is the decision-maker?”

• “Who else is participating with <name> in making this decision?”• If your rep doesn’t know, then ask them if they asked the prospect: “Who else

is participating with you in making this decision?”6. BUDGET – “Have you and the prospect talked numbers (price)?”

• “What is their budget range for this initiative?”• “Did you ask them if you could review a bill from their current provider?”• “Did you ask the decision-maker as well?”• “Does your internal advocate and the decision-maker both agree on the

budget/price for this?

THE QUALIFYING CONVERSATION

Page xx


7. URGENCY – (This is where they mess up a lot, so focus your attention here)• “What date do they want it installed?” (Don’t settle for: ASAP, right away,

soon, immediately, etc.)• “What is driving that date?”• “What happens if they don’t meet that date?”• “How flexible are they with that date?”

8. TRUST• “On a scale of 1-10, how much does ______ trust you?”• “On a scale of 1-10, how much do you trust _______?”

9. LISTEN – “Were you able to get a meeting with the decision-maker?”10. TARGET – “Does the prospect fit our target market & price point?”11. QUALIFICATION (revisited) – “How qualified is this prospect now?” (10% - 90%)

12. NEXT STEPS – “What are the next steps?”


Page xx


Principles:1.Go through each qualifier thoroughly; one at a time2.Make your sales rep “prove” their answers3.Ask your sales reps the same questions you want them to ask the prospect to REINFORCE what you want them to do on every sales call.4.Put a check mark next to each qualifier that is fully satisfied5.Put a question mark next to each questionable qualifier6.This process will take time the first time you do it. If you continue to follow this process, several good things will happen:

• Your sales reps will begin to ask qualifying questions on sales calls (changed behavior)

• Your conversations about their pipelines will become shorter and more effective• Your sales reps’ forecasting will improve• Your sales reps closing ratio’s will improve (they won’t waste time attempting to

sell to unqualified buyers)


Page xx


Exercise:Role Play

In groups of three and conduct a Qualifying Conversation.

Here are the roles:

1.Sales Rep – Play the part of one of your sales reps. Use one of their prospects to qualify. Take on your reps’ persona just as they would in a one-on-one session.2.Sales Manager – You will facilitate the Qualifying Conversation using the format on the previous page. Your goal is to help the sales rep determine the ACTUAL qualification of their prospect.3.Sales Director – You will observe your Sales Leader evaluate their performance and provide feedback after the role play.

Page xx

5. Prospecting into Verticals

Page xx

Sales Leadership

Objectives: •Apply the Vertical Prospecting Strategy

•Create great prospecting questions in order to arm your reps for sales success

•Generate a Satisfied Customer Sheet that features customer testimonials

•Coach your reps to improve their prospecting efforts

Page xx

Sales Leadership04. Prospecting into Verticals

VERTICAL PROSPECTING STRATEGY

The Objective is to leverage a salesperson’s knowledge and positioning in order to improve their sales advantage when prospecting, selling, gaining referrals and penetrating a particular market.

LeveragabilityPage xx



Page xx


5. Practice Scripts and Approach – Practice your cold call approach with your sales leader … 100 times.


Page xx


Example: Vertical: MEDICAL

Sub –Verticals:• Radiologist• Chiropractor• Psychiatrist• Dentist• Veterinarian

• Optometrist• Primary Care Physician• Dermatologists• Obstetrician• Anesthesiologist

Page xx


Vertical: MEDICAL

Sub –Verticals:• Radiologist• Chiropractor• Psychiatrist• Dentist• Veterinarian

• Optometrist• Primary Care Physician• Dermatologists• Obstetrician• Anesthesiologist

Page xx


DentistTotal in Market Customers Non-Serviceable Potential

200 50 50 100

Page xx


Trends1. Convert to electronic records2. Large files transmitted between office and lab3. Mobility for Dentists

Dentist

Page xx

Sales Leadership

Exercise:

Vertical Prospecting Strategy

Page xx

Sales Leadership

Exercise:

Vertical Prospecting Questions

Page xx


What You Need to Know About a Vertical

1. What are some major trends occurring within the vertical right now?

2. How do they use telecom in their business?a. How do they primarily use voice communications?

b. How do they use the internet?


Customer relations? Inter-office communication?

Outbound calls? In bound calls?

In-bound email communication? Outbound email communication?

Upload files? Download files? Research?

Page xx


3. How can a telecommunications salesperson bring value to their organization/industry?

4. What is the best way for someone like me to approach business owners and decision makers in their industry?

5. What are some of the primary challenges business owners/ decision-makers in their organization/vertical face with telecommunications?

What You Need to Know About a VerticalVERTICAL PROSPECTING STRATEGY

Page xx


6. What associations do they belong to?

7. What industry publications do they read?

8. Who else do they know in their industry that could benefit from our services?

9. Can I use their name on our marketing collateral?

What You Need to Know About a Vertical

• Trends• Challenges• Opportunities• Changes• How they use our services

• Associations• Referrals

VERTICALS


Page xx


1. Update/Upsell

2. Vertical Prospecting Questionnaire

3. Referral

4. Testimonial

5. Reference

6. Quote

6 – Step Referral Process

Page xx


50 Dental CustomersJohn Doe – Account Executive

[email protected]

1. Uptown Dental CareDallas, Texas“Since transferring my telecommunication services to Time Warner Cable,

we now experience faster internet speeds and their customer service is excellent!” - Dan

2. Bear Creek Family DentistDallas, Texas

3. Marye G Robert DDSDallas, Texas“I am extremely pleased with my internet and phone services since

switching to Time Warner Cable.” - Marye

4. Nguyen Phuong DDSDallas, Texas

Page xx

Example: Satisfied Customer Sheet


Market Segmentation

•What SEGMENT is the caller in?1.“How many locations do you have?”2.“How many full-time employees (FTEs) do you have?”3.“How many years have you been in business?”4.“How many remote access employees do you have?”5.“Do you have a domain name for your e-mail?”

Page xx


5. Practice Scripts and Approach • Practice with your sales reps their cold call approach

minimum of 100 times per sales rep• Run the play over and over• Practice:

• During Sales Meetings• During One-On-One Sessions• On your way to a sales call• Prior to getting on the phone to cold call• Before going to a networking event

Page xx


6. Map Your Route & Sell! – Help your sales reps select the companies to cold call; have them bring their satisfied customer sheets and then hit the road!

One of the most profitable endeavors for Sales Managers is to consistently practice selling skills, especially cold calling, with their reps.

Page xx

http://findicons.com/files/icons/82/iphone/128/map.png


Scenario #1: “My purpose for coming by today is to let you know that we work with 50 Dentists in the city providing them with their telecommunications – voice, data and cable TV services. So I wanted to meet you to find out if we can be of service. I don’t know if we can or if this is the right time. In order to find out if we can be of service, how can I get connected with the person who handles your telecommunications?”

Cold Calling Scenarios


Page xx


Scenario #2: “I wanted to let you know that we work with 50 Dentists in the area. We provide them with voice, data and cable TV services. Here’s a list of our current customers. My purpose for coming by today is to meet you, introduce myself and to find out if we can be of service. I don’t know if we can or if this is the right time. In order to find out if we can be of service, how can I get connected with the person who handles your telecommunications?”



Page xx


Scenario #3: “I wanted to let you know that we work with 50 Dentists in the area. We provide them with voice, data and cable TV services. We’ve learned that ensuring reliable service and fast internet speeds are critical with the volume and size of files you transmit back and forth with your lab. I don’t know if we can be of service, but in order to find out, how can I get connected with the person who handles your telecommunications?”



Page xx

Sales Leadership

Exercise:


Page xx

6. Field Coaching

Page xx

Sales Leadership06. Coaching

Page xx

Sales Leadership

Objectives: •Practice coaching skills to improve performance

•Increase your awareness about your coaching skills

Page xx


Scenario 1

Salesperson

Company: Richardson Dental

Contact: Mary Johnson

Title: Office Manager

Lead Source: Cold Call

Interest Level: She took a few minutes to listen to you when you cold called two weeks ago. She indicated that she would like to take a look at your service offerings because there may be a need. She agreed to an appointment. Currently she has phone with one provider and internet and video are through a different provider.

Page xx


Scenario 2

Salesperson

Company: Sportime Fitness

Contact: Jim Smith

Title: Assistant Manager

Lead Source: Chamber of Commerce Event

Interest Level: High. He was very excited to talk with you at the Chamber of Commerce meeting. They have very slow internet and their phone system is outdated. He wants to make a decision right away. He quickly agreed to an appointment.

Page xx


Scenario 3

Salesperson

Company: American Grill

Contact: Gary Wade

Title: Owner

Lead Source: Cold Call

Interest Level: Gary was very busy when you cold called on him last week but he did say that he wants to talk so he agreed to an appointment this week. You saw that he had 5 large projection TV’s and 10 smaller flat panels located around the restaurant. You know from experience that the American Grill is focused on catering to the sports crowd. It is a relatively new restaurant, having been opened for only about 2 years now.

Page xx


Scenario 4

Salesperson

Company: Woodall Paper, Inc.

Contact: Kevin Fields

Title: IT Manager

Lead Source: Existing Customer

Current service(s): Internet

Perceived Interest: HighYou called Kevin and told him about your phone services. He was very glad to hear from you and quickly set an appointment with you to discuss your voice options. They already have Internet they bought a year ago from you and are happy with your service.

Page xx


Page xx

7. Forms

Page xx

Sales Leadership07. Forms

1. Have an agenda for the sales meeting?

Did your Sales Manager:

2. Start the meeting on time?

3. Hold accountable any salespeople who were late?

4. Communicate or provide a copy of the agenda?

5. Use the online Sales Meetings and handout from SalesChampion.tv?

6. Allow salespeople to get “off topic” and discuss irrelevant issues?

7. Finish the meeting on time?

8. End the meeting on a positive note?

Yes No

Rank your Sales Manager using this scale:

Sales Manager: __________________________

Evaluated By: __________________________

Sales Meeting Topic: __________________________

Date: __________________________

How well did your Sales Manager:

N/A

Yes No

Yes No

Yes No

Yes No

Yes No

Yes No

Yes No

5-Excellent 4-Good 3-Average 2-Fair 1-Poor

N/A

N/A

Page xx


Page xx


Date: ___________________Salesperson: _______________________________________ Sales Manager: _____________________________________

ISSUE TO FIX/IMPROVE (Be specific) OWNERSHIPRep/SM/Org ACTION PLAN (S.M.A.R.T. Objectives) START

DATEEVALUATION

DATE

Salesperson: _______________________________________________Sales Manager:_____________________________________________

4 BUCKETS

TIME FRAME

CALLS 1ST APPTS CONTRACTS CLOSES AVG. SIZE OF SALE

CURRENT

ADJUSTED

QUOTA

THIS MONTH PREVIOUS MONTH YTD

QUOTA

ACTUAL

%

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

__________

1 2 3 4

Page xx


SAY: “The purpose of this conversation is for us to determine why you are/are not meeting quota and what we can do together in order to improve your results.”

Salesperson: ____________________________________ Sales Director:___________________________________

Review Date:____________________________________Sales Manager: __________________________________

ASK: “Why do you think you are/are not meeting quota?”

• Fill in the all of the data in the QUOTA box first. [Quota, Actual, % (This Month, Previous Month, YTD)]• Fill in just the Time Frame in the 4 BUCKETS box. (ex: per day, per week, per month, etc.)

1. Bucket #1 (Current) “How many new CONTACTS are you making each <time period>?” (ex. each week?)

2. Bucket #2 (Current) “How many 1st APPOINTMENTS are you getting each <time period>?” (ex. each week?)

3. Bucket #3 (Current) “How many PROPOSALS are you submitting each <time period>?” (ex. each week?)

ONE-ON-ONE ACTION PLAN (Use a blank One-On-One Action Plan form for this session)

4. Bucket #4 (Current) “How many CLOSES are you getting each <time period>?” (ex. each week?)

5. Avg. Size of Sale (Current) Calculate their average size of sale by dividing total sales by the number of sales.• Example: If they sold $5,000 last month and made 10 sales, then their Average Size of Sale would be $500.

Ask your rep the following questions in order to fill in the rest of the 4 BUCKETS boxes.

BEFORE THE MEETING:

1. “Do you feel this is a sufficient number of new contacts to meet quota?” Yes No

3. “How are you making these contacts?” Face –to-Face Phone Networking Referrals Other: _______________

PROSPECTING ISSUES (BUCKET #1: QUANTITY)

Your next objective is to determine IF your sales rep needs to adjust their numbers in the CURRENT boxes.• Using the questions on the next two pages, update the numbers accordingly and write them in the ADJUSTED boxes.

2. “If no, how many contacts do you think you need to make in order to achieve quota?“ Page xx


Page xx


You have completed the first two phases of the training process:Phase 1: AssessmentPhase 2: TrainingPhase 3: 12 Coaching Sessions


NEXT STEPS12 Session Online Coaching ProgramNow that you have completed your training, you will begin a 12-session follow-up coaching program. This will help you reinforce the concepts you learned in the training and improve your performance. This will include:•Pre-Work prior to your “live” coaching call•Live call with a coach to review and reinforce the concepts from each session’s objectives

The following pages show you exactly how to proceed with the most important part of your development experience: follow-up coaching and reinforcement.

Please read the instructions carefully to maximize your investment of time and energy into this powerful next phase of the process…


STEP 1: RECEIVE EMAIL You will receive a calendar meeting request from: [email protected] which will contain the following information: (Please check your spam/junk email folders)

•Subject Line: Online Coaching Call •Location: www.SalesChampionUniversity.com•Username & Password•Dial-In info

- Phone #: ________________________- PIN #: _______________________

• Scheduled Coaching Call dates

It is imperative for you to ACCEPT the coaching call meeting request to place all 12 sessions on your calendar

mailto:[email protected]

http://www.SalesChampionUniversity.com/


STEP 2: LOG-IN Please go to www.SalesChampionUniversity.com•Click on MY CURRICULA•Click on <your class>

• Example: “Sales Leadership Coaching”•Click on Start Course beside the session for that week

http://www.saleschampionuniversity.com/


STEP 3: COMPLETE SESSION #1Complete Session # 1 at least 24-hours BEFORE your 1st Coaching Call

1. WATCH VIDEO – Note - not all sessions have a video2. COMPLETE HOMEWORK 3. PRINT HOMEWORK - Bring it to your coaching call4. TAKE QUIZ - Note – not all sessions have a quiz5. ATTEND COACHING CALL - Your attendance will be RECORDED

and REPORTED to management6. FOLLOW YOUR COACH – Listen to your coach for instructions on the

next 11 sessions


Problems? Please contact Resolution Systems:•E-mail: [email protected]•Phone: 866.350.4457 (8:30am – 5:00pm EST)

When contacting us, please let us know the day and time of your coaching call so we can assist you more quickly.

mailto:[email protected]