sales training presentation

Mohammad Afzal Sales Trainer and [email protected]

Selling Skills – One Day Refresher

WELCOME TO KNOWLEDGE SHARING

EVENT TODAY



Course Objectives:

"To take from the back of our heads the skills we already possess, dust them off, polish them up add in some new skills, blend them all together and put them back in the front of our heads so that we remember to use them more often"



Start 10:00

Personal effectivenessProspecting

Discovering needs

15 min. Break @ 11.00

Proposing solution

1.30 hrs Juma Break @ 13.00Start 2nd session @ 14:30

Objection Handling & Closing

15 min. Tea Break @ 15:30Questions and Answers

Close @ 18:00

Toda

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Gui

delin

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Personal Effectiveness

Selling as a Career

- Why not other careers ?

- Financially rewarding- Personal Satisfaction- Highest Career growth

Manufacturers/Service providers

Customers /End users

Manufacturers/Service providersManufacturers/Service providers

Marketing and SalesDistribution / Retailing / DM / Telemarketing

Products & Services

Revenues / Profits



Mission and Goals

- They lead to Strategy- Makes you productive- Stronger commitment- Sense of accomplishment- Job satisfaction- Career Growth

Time

ExperienceKnowledge


Time:-Plan your year / month / day-Work Breakdown (WBS) Structure

-Mission-Objectives-Activities-Tasks-Interruptions handling-Do not lose focus-Value and respect other’s time

Effective use of Resources

Time

ExperienceKnowledge


TIME ROBBERS

•Bad territory management•Lack of planning•No systematic approach to calls•Writing when a phone call will do•Calling people in where email would suffice•Spending too much time on the telephone/internet•Lunch & Coffee breaks•Starting late•Giving sales presentations/pitch to the wrong people

Effective use of Resources



Partnering with customers:

Sell CONSULT

Implement FACILITATE

Re-act Be PROACTIVE

Tell LISTEN

Your solution THEIR SOLUTION

Costs Cost-Benefit ROI



First Impressions- Be on time- Wear neat, conservative clothes- Be clean and carefully groomed- Know the prospects name & pronounce it correctly- Be alert and pleasant- Let the prospect offer to handshake- Forget about yourself & concentrate on prospect- Avoid smoking or chewing gum

You never get a second chance to make the first impression



What customers like most about sales person :

- have good product knowledge- are presentable- are courteous and polite to all customer staff- are sincere, honest and reliable- Discuss not argue



Listening Skills

- Greatest skill in selling- Two ears one mouth theory- Gets you facts and ideas- Uncovers needs and desires- Acknowledge / take notes- Listen to content / idea, not the type- Don't finish other people's sentences

"The difference between a great company and a mediocre company is its ability to listen to its customers"... Lee Iacocca

"We were given two ears but only one mouth, because listening is twice as hard as talking."



Listening Types:

Competitive or Combative Listening In Passive or Attentive Listening Active or Reflective Listening


Prospecting

Identify & Qualify

PotentialCustomers

Pre-Approach& Call Planning

Identifying prospects:- Present Customers- Former Customers / Competitor's customers- Cold Calling- Spotters- Directories / Mailing Lists- Colleagues / Friends - Customer Referrals- Personal Contacts / Friends- Trade Shows / Exhibits / Seminars- Direct Marketing

Define TargetMarket


Prospecting

Identify & Qualify

PotentialCustomers


Information Sources:oYour office = sales leads client records colleagues, suppliersoClients’ Offices = Receptionists, their suppliers, newsletters, notices,

annual reportsoPress = Trade Journals, local news, clipping servicesoLists = Exhibition attendees, industrial databases, electronic data

servicesoOthers = Trade and professional bodies, embassies, chambers of

commerce, relatives, friends, internet

Define TargetMarket


Prospecting

Qualifying prospects:

Identify & Qualify

PotentialCustomers


" M A N " Methodology

- M oney

- A uthority

- N eed

Define TargetMarket


Prospecting

Identify & Qualify

PotentialCustomers


Making appointments:

oSwitchboard:oBe warm: Can you help me?oVerify decision makers name, title and address

oSecretary:oControl with questions. “It concerns policy regarding X, is she/he in? Do you

keeping his/her diary or should I call back later? What time would be best?”oP.A. to M.D:

o“Would you know who decides policy on X? (then transfer directly …) Miss Jones suggested I spoke with you..”

oDecision Maker:oGive full name and check they’re not in a meetingoUse a hook: I read that you have recently …..oMatch your benefit statement to their job function

Define TargetMarket


Prospecting

Use positive and active language with CXOs:

Pay INVEST

Suggest RECOMMEND

Change IMPROVE

Sign APPROVE

IF WHEN

I YOU


The Planned Sales Call

OPENING

Objective Develop two-way communication

Technique Open-ended questions Key on responses Choose an appropriate subject

Measure of Effectiveness Expressed appreciation for time, cooperation Displayed relaxed, business like demeanor Gained complete attention, positively Keyed on responses to open-ended questions conversationally Compliments were genuine, had basis

You never get a second chance to make the first impression


The Planned Sales Call

OPENING THE CALL

PLAN ahead

THINK of good open-ended questions

Use an open-ended RESPONSE

LISTEN intently

Keep the VOLLEY going

ALWAYS start with a POSITIVE STATEMENT

Decide on BUSINESS OR PERSONAL rapport technique

REMEMBER !!You never get a second chance to make the first impression


Identifying Needs

How do we speak our questions ?Home base languages:

- Visual ( the seeing people )- Auditory ( the hearing people )- Kinesthetic ( the feeling people )

P itch. lower voice projects and carries

I nflection. use feelings to express idea/mood

C ourtesy / Clarity. T one. reflects sincerity, confidence and interest

U nderstandability. avoid chewing gum, pens, jargons

R ate. keep the speed varying & interesting

E nunciation. get your Ds, Ts, F & S, P & B right

finally watch the body language of your customer


Identifying needs / pains

Why people buy ?

GainPainCrowdProud

Needs &Desires

All of us do things to gain or get pleasure and avoid pain.

We also like to be part of the crowd and avoid pains of loneliness. We also want to be proud of our acts or acquisitions and have pleasure of that pride


Identifying needs

Do we know what type of questions to employ in SPIN process ?

SPIN will revolve around , OPEN and CLOSED type of questions.

OPEN questions ?

" I keep six honest men,They taught me all I know.Their names are what and why and when,

And how and where and who." Rudyard Kipling

- Open-ended and broad- Encourages customers to talk more- Silence and pauses


Identifying needs

SPIN will revolve around , OPEN and CLOSED type of questions.

What is a CLOSED question ?

- Answers mostly YES or NO, or in two or three words- Data gathering- Specific and directive- Identifying areas of agreement- Bringing the subject of discussions on track


Identifying needs

How do we uncover the NEEDS or DESIRES ?

S ituational questions

Tell me about your company?How many customers do you have?What type of software do you run here?Which offices have DSL?

.


Identifying needs


P roblem questions

Is it frustrating to lose valuable documents?How easy is it to use Binding system?How do you keep track of all your customer's

movements between two offices?When someone goes on vacation, what happens to

the properties that he or she manages?

.


Identifying needs


Implication questions

Problem: Executives cannot monitor performance of property managers

Implication questions: If you cannot effectively monitor what is going on

with each of your properties have you ever had problems from issues that suddenly blew up?

Have you ever suffered because one of your property managers was not performing but you weren't aware of the problem?

.


Identifying needs


Need pay-off questions

How would it help if your offices were connected to a centralized database?Why is it important to get all your employees accounting for their work?Would it be useful if your homeowners made most of their requests without bothering anyone?Is there any other way that this could help you?Do you see the value in knowing which vendors do the most work?

.


Identifying needs


Obviously we will ask Questions, but do we know how we strategies our questions?

S ituational questions

P roblem related questions

I mplications questions

N eed payoff questions

SPIN lets your customer talk more and you do active listening. Develops rapport and makes customer feel comfortable. They uncover many details, it is upto you how you grab them and build your sale.


Identifying needs

Good questioning technique uncovers:

- Awareness- Qualification- Authority- Ability to buy- Needs or Desires


Proposal / Solution

SOLUTION

ObjectivesProvide your solution that addresses the customer needsObtain value judgments from the customer

TechniquesOverview solution with pencil sell/sales aidUse FAR (Feature, Advantage, Reaction) or Use FAB (Feature, Advantage, Benefit)

Measure of EffectivenessOverview was brief, but created conceptual understanding of the solutionPencil sell/sales aid included information to illustrate how solution

will work for the customerUsed reference(s) to add credibility and instill confidence in the

conceptual approachAddressed all informational and/or operational needs using FAR/FABAsked for value judgments with multiple reaction questions


Proposal / Solution

SOLUTION OVERVIEW

TELL HIM WHAT YOU ARE GOING TO TELL HIM

Educate the individual to the point where he will be able to understand the FAR / FABs that follow:

What are the components ?, Where will they be ?How does it generally work ?, What are the significant features ?What can this system do that my current system cannotFrom an application viewpoint, how will it workFrom a company viewpoint, how does it integrate into his operational

and business strategy

Level of detail must be appropriate for the individual you arecalling on

Keep the jargon out with non-technical peopleKeep focus on solution and NOT ON TECHNOLOGY

Fill him as if 'He will be your spokesperson'

Proposal / Solution

Look for cost-benefits in the following areas:

HIGHER LOWER

Working capital Productivity Revenue Profit

Costs Aged debt Staff attrition


Proposal / Solution

Proposal Team

ProposalLeader

ExecutiveManagement

TechnicalExpert

GraphicsDesigner

Subject MatterExpert

Buying Organisation

Stakeholders

SELLING ORGANISATON

The Power of TEAM, recognized by XEROX, IBM, AT&T, CISCO etc


FAR TECHNIQUE

ObjectiveProvide a logical roadmap

- Describe a feature of your solution- Clearly state how the feature addresses the customer's

needs / requirements- Ask an appropriate question to solicit a positive response i.e get feedback re-enforced

Should relate to the customer's: - goals- objectives- strategies- or needs

Proposal / Solution


F A BFEATURES

Performance Characteristics- Availability, Response time…

Apparent Facts- Small size, High resolution display …

Inherent capabilities- Reliable , Maintenance ….

ADVANTAGESResult from the featureShould create a positive contrast to current process (timeliness, accuracy)Motivate customer to buy

BENEFITSDetermine impact of the features and advantageWhat it does for the customer and how

Customers don't buy features, they don't even buy the advantages - what they buy is what the product's features and advantages will do for them, which in selling parlance is called the benefit

Proposal / Solution


FAB

What is a feature? What is a benefit?Feature: fact or description of a product or serviceBenefits: what that fact of product or service will actually do for the

customer

Feature B e n e f i t s

Once you have uncovered the Needs, relate the benefits of your product / service features to customer needs or desires. Sell results not products or services.

" People buy fire not match boxes, holes and not drill bits"


The Presentation

Closings

CLOSEGETTING THE COMMITMENT

Surveys show marketing reps spend 80% of time sellingClosing is a smaller percentage

CLOSING is what WHAT SELLING is all aboutPrior LSP activities place you in a position to ask for commitmentPreparation is essential, you must ask for the orderBe persistent - NOT JUST ONCE

Why do we have difficulty closing ?Salesreps make call after call and never ask for the order

- Fear of RejectionHow do you know when to close

- Buying signals ?- Body language- Verbal signs

What if there are no signs ? How can you determine buying signals ?- Use trial close


The Presentation

Closings

TRIAL CLOSE

Type of trial close

FeelerSelf - CommitmentSoft commitment

The use of a trial close will:Indicate if a prospect is readyHelp shorten the sales cycle


Closings

CLOSING STRATEGY

Plan for three levels of commitmentExpectedMaximumMinimum

How do you ask for the order during a presentationShow customer order/letter/contract. give it to him to signNeed to get physically close, make it hard for him to say no

AFTER THE CLOSE

Thank the customer and LEAVEFollow-up/Agree to meet to develop meaningful plan of action

Get the ball rollingProtect against buyer remorseGive appearance of being in control


Closing Techniques

"If you can talk......you can tell.If you can close .... you can sell"

Closing: A culmination of salesperson's "MAN" "SPIN" "FAB" selling efforts.

In a selling activity, no matter whatever they maybe, we need extract a sale as smoothly, as painlessly and professionally as possible, so that our customer enjoys the experience and looks forward to our next visit


Closing Techniques

When to Close ?- KLOS and KLOZ!Timing has to be very appropriate.Too early --------------> overly aggressiveToo late --------------> customer starts losing interest

Look or Listen for Buying Signals:They are like clues in a mystery novel.

Name some Verbal buying signals ?Name some Non-verbal buying signals? Use Trial Close.....

Extreme Interest

Strong Interest

Fair Interest

Losing Interest

Lost Interest Asleep


Closing Techniques

Closing techniques collection?

The "Straight or Direct" Close:- As easy as asking for order, with courtesy and comfort.

The "If" Close:- This is normally used to answer customer questions or objections, and making your positive response as a condition to close. It also helps qualify an objection or question. Replace " Yes" with "If".

The "Alternative" Close- Best known close. Either, or of the choices. The beauty is that this close assumes the sale being closed.

The "Assumptive" Close- Depending on buying signals and verifying with trial close. Start preparing the order form / agreement "May I

have your signature". The "Gift" Close- A reward for customer when ordering. If you order today, I am certain for delivery by ......./ or some add ons.."

The "Action" Close- Assisting the decision maker in arranging next step of his action.

The "Enough" Close- Important six letter word close. After discussing all the FAB issues, you go ahead and inquire if the size, quantities, training and delivery using the word "Enough".


Closing Techniques

The "Hurt & Rescue" Close:- Widely used. Frighten with first statement and rescue with second soft statement. "This option may not be available, but let me check and I can try to arrange one for you.."

The "Testimonial" Close:- "If I was able to bring in this room six other Managing Directors (or the level of DM), and they were able to say to you they had tried the products/services and were extremely satisfied with their decision, would you believe them and go ahead?"

The "Oh, well" Close- "When were you thinking of placing the order, in three months, six months.."

The "Impending event" Close- Just making the customer aware if they do not make a decision today some impending event will change the

factors relating to products or services. It could be price, taxes or currency fluctuations. Make sure it is truthful . The "Benjamin Franklin or Winston Churchill" Close- "Mr. Customer, we are close to finalising our arrangements, may I suggest that in order to make sure we are moving in the right direction we take a balance sheet approach to our proposal and list the "Fors" and "Againsts" for going ahead today?. You then prepare the "Pluses" or "Fors" column with all hot positive points which the customer ;ikes, then pass the sheet and pen to the customer to fill out the "minus" or "againsts" points . Do not assist the customer at all , just adding the phrase 'and you can be the judge'

The "Summary" Close. Also known as Corridor Close.-Making a list of all what is discussed about your products and services and going over one by one with agreement at every stage and then finally asking for order.


Closing Techniques

The "Fence Sitter" Close:- "Let us discuss and decide together what is the best to do. If it is right obviously we go ahead and if it is not then we don't. Mr. Customer do you see anything wrong in this solution/ configuration suggested in this agreement/order"

The "Colombo" Close:- The suspect gave away more facts at the door. This is the final attempt of close. Pick up all your stuff, thank the customer for his time and patience and leave for the door. Holding the door, ask one last question. This time the customer is relaxed knowing that you are leaving and has resisted your charms, ask "Mr. Customer, one last question, tell me the reason why you did not go ahead with the order today"

The "Mathematical Extension" or "Pencil Selling" Close- When price becomes the major problem before any order being placed or customer's final decision.- Breakdown the price of your services or product over a relevant "use" period.- Compare it with the customers returns in terms of time or money savings. - If we are talking about profits remember to Gross it up and if we are talking about the costs reduce it to the ridiculous minimum.

The "Puppy Dog" Close- Very often used in selling. Ideal when the product or services conveniences allow.- This is basically also know as "Try and buy" close.- Ideal for small equipment or Software sellers..

Finally remember whenever you ask a closing question to customer, observe SILENCE.- Give customer time to decide, therefore "SHUT UP"- You could interrupt a "YES" in process- Puts pressure on customer to decide.


What are Objections?

- a question or concern which needs answering- a sales resistance- disguised request for additional information- a sign that prospect is interested, therefore an opportunity to close- an error in logical sales process- result of a missing buyer beliefs- result of a competitor

When do these objections occur ?

At any time during the entire selling process, i.e, SPIN, FAB and Specially during Closing.

Try to convert every objection into an opportunity to CLOSE.

Closing Techniques / Objections


OBJECTIONS

How do we feelEmptyCold feetCold sweatFear of RejectionPanic

What does an objection represent

'The selling begins when the customer says NO'


When you get an objection, it's no fun; BUT when you don't; THERE'S NO SALE


The Presentation

WHAT DOES AN OBJECTION REALLY MEAN ?

INTEREST +ve

THINKING +ve

ATTENTION +ve

MORE INFORMATION +ve

AFRAID -ve

UNCERTAIN -ve

DOUBTFUL -ve

SKEPTICAL -ve

Positive indicators wants to be sold

Negative indicators needs to be sold



The Presentation

TYPES OF OBJECTIONS

Half BakedSomething read/heard and misunderstood

TrivialMeaninglessPossibly irritating

Put-OffTo delay or avoid making a decision

HiddenSmoke screen, the true objection is not fully understood

Real-GenuineSomething customer considers a valid reason for not buying

PrejudiceSuggests inconsistency with other actions

HopelessSomething the customer feels cannot be overcome



The Presentation

OBJECTION HANDLING TECHNIQUES

Softening RebuttalShow empathy for the customer's concernDon't use 'Yes, but....'

QuestioningTo understand more

RestatingProvides time to think and reflect on an answerClarifies the concernEnhances credibility

OutweighingAgree with it, and give off-setting advantages

ReversingTurn objection around to become the driving force for the sale

MinimisingExplain the concern in a more favorable perspective



The Presentation

GENERAL RULES FOR OBJECTION HANDLING

Anticipate Develop/practice several replies for each type of objection

Listen & UnderstandMake sure you are both on same wavelength

Show interestVoice & facial expressions

Ask questions Clarify & understand

Avoid 'I' Leave out personal feelings

Don't guess or AssumeAdmit you don't know the answer, but you will get it

Don't argue


After handling objections, close again - Objections are nothing more than 'An opportunity to

sell'


Objections Handling (examples)Type of objections and relationship with prospects missing beliefs:

Missing beliefs

Don't need it. Already have someone. Too busy to take time to look now. Not interested.

That a NEED exists (failure in identifying it and customer awareness)


Objections Handling

Missing beliefs

That's not my area. I'm only interested n how it will impact my area. That has value, but not for me.

Sharing the RESPONSIBILITY to fill the need (SPIN process failure)


Objections Handling

Missing beliefs

I'll never get it through the system. We are cutting back now and my boss won't authorise anything.

Sharing the RESPONSIBILITY to fill the need (SPIN process failure)


Objections Handling

Missing beliefs

No one is paying much attention to that area. Not interested. We will manage with what we have got now.

Realisation of the DISCOMFORT or PAIN the NEED is causing. (SPIN failure)


Objections Handling

Missing beliefs

Not a priority right now. Too many other things ahead of this one. Call me in six months.

Realisation of the severity of PAIN the NEED is causing. (SPIN failure)


Objections Handling

Missing beliefs

Your solution does not look like any different then what we have now. We are conservative and do not want to venture anything new.

That your solution meets the NEEDs any different then others (failure of FAB selling)


Objections Handling

Missing beliefs

I just don't think you have the capability to handle a job this size. I don't think your track record is strong enough.

That your company's CREDITABILITY is not satisfactory or give comfort..


Objections Handling

Missing beliefs

We have got to look at other vendors. I do not see any difference is what you are offering.

That your FEATURES & BENEFITS are better than others.


Objections Handling

Missing beliefs

Your price is too high. Can't afford it. Not in the budget. I can get it cheaper from your competitor. Your competitor is lot lower than you.

That the ROI from your solution is worthwhile or the cost of meeting the needs is higher than others


Objections Handling

Missing beliefs

Change is tough around here. I don't think we'll get anybody to use it. This is too high risk.

That your IMPLEMENTATION PLAN is weak or does not give them comfort.


Objections Handling

"If you sincerely try to understand the prospect's point of view, then he or she becomes psychologically obligated to try to understand your point of view"

63% of sales are made after the fifth objection. Of sales people, 75% quit after the first objection, which is why 25% of most sales force produce 95% of the business. Let us make sure you are part of that 25%.


Traditional versus IT Sales Process

Traditional Products

Suspect

Prospect

Questioning

Presentation /Proposal

Close

TargetAccount

CompetitiveAnalysis

InitialCommunication

ValueAnalysis

Interviews

ProposalDevelopment

TechnicalEvaluation

Negotiations / Contracting

Account Management

Technology Solutions


Profiling the Target Account

Major Account Profile (MAP)

Project or Opportunity NameDescription of Opportunity (include customer background, business pains, technical pains, and your solution)Estimate of Opportunity Size and timing (Initial / when?, Total $ potential / timeframe)What is the overall strategy to address this opportunityMajor Road blocks / showstoppers / IssuesSeller / Account Owner:Internal Team involved in the opportunity:Team members names, contact info and roles/resp.Tactics / Plans / Next Steps Action Plan – Owners / Responsibilities



Customer Stakeholders

Buying Organisation

FinancialStakeholder

ChampionStakeholder

End UserStakeholder

Cost EvaluatorStakeholder

Technical EvaluatorStakeholder

They are like long-tailed cats in a room full of rocking chairs



Financial Stakeholders (CXOs)

Buying Organisation


ChampionStakeholder

End UserStakeholder


Technical Evaluator

Stakeholder•Say “YES”•Funds appropriation•Write cheques •Short in time and strong “egos”

•Quantifiable business objectives•Market Share•Revenues vs Expenses•Sustaining competitive advantage•Product Management•Proof of concept



Champion Stakeholder

Buying Organisation


ChampionStakeholder

End UserStakeholder


Technical Evaluator

Stakeholder•Professionals/Staff Managers•Internal Cheerleaders•Advocates

•Reciprocity •Increase job security or political power•Clear Expectations



Technical Evalutator Stakeholder

Buying Organisation


ChampionStakeholder

End UserStakeholder


Technical Evaluator

Stakeholder•Ability to say “NO” No authority to say YES•Technical arm of CXO• Knowledgeable & Friendly

• Exchange technical information• Feature level discussions only• Time-wasters / Interference• Usually lack initiative• Contact / referral by CXO is the best



Cost Evalutator Stakeholder

Buying Organisation


ChampionStakeholder

End UserStakeholder


Technical Evaluator

Stakeholder• Typical Buying Managers• Pricing or price performance• Competition inviter• Non-technical

• Involve them early in the process• Keep them posted• Share knowledge and value of your solution to the organisation



End User Stakeholder

Buying Organisation


ChampionStakeholder

End UserStakeholder


Technical Evaluator

Stakeholder• Large group• Actual users of your solution• Concerned about their work performance• Usually if they are not sold - “NO SALE”• Critical for successful implementation

• NOT to be Ignored • Marketing efforts

• Trade Shows / Seminars• Networking Seminars• Demos / Trials

Buying Organisation Stakeholder Assessment

1. I discuss topics that are not work-related with this stakeholder.

2. This stakeholder recognises the value that my solution brings to the buying organization.

3. This stakeholder introduces me to others in the buying organization that have an interest in my solution.

4. This stakeholder has business strategy for implementing my solution

5. I am the supplier of choice with thisstakeholder

6. This stakeholder discusses key internal business strategy and inside information with me.

7. This stakeholder relies on me for key business and technology information and treats me like a peer.

8. This stakeholder can articulate my company's long-term strategy for building a relationship with his or her company.

9. This stakeholder contacts me.

10. I feel that I me developing a personal friendship with this stakeholder

75 to 100 - Buying Ally (BA) 50 to 75 = Advocate (A) 25 to 50 = Neutral (N) 0 - 25 = Enemy (E)

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