you can always sell more how to improve any sales force€¦ · - successful sales reps sell a more...

Present

You Can Always Sell More – How to

Improve Any Sales Force Day 1

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© Copyright 3/2019 Jim Pancero, Inc. Dallas TX www.pancero.com

Advanced Sales & Sales Leadership Tra ining & Consult ing

© Copyright 3/2019 Jim Pancero, Inc. Page 1 UID

ABOUT JIM PANCERO

If you are interested…open… and ready to improve your team’s success, then Jim Pancero has answers for you. The proven selling philosophies, processes and structures Jim shares all have just one goal…to increase your personal “Powerhouse Selling Advantage.” The leading-edged ideas Jim shares have been researched, validated and fine-tuned through his over 30 years influencing and guiding top performers selling higher priced and/or competitively complex distribution materials, large equipment, or business services. Jim has conducted extensive work within the agricultural industry including training over 3,500 John Deere dealer team members in the US and Canada. Even during a sixty-minute keynote, Jim’s combination of humor and real-world examples provides even experienced audience members who think they’ve heard it all before and are convinced there’s nothing new in sales with immediately implementable concepts that work. Jim’s proven concepts center on showing you ways to strengthen the messaging and positioning of your uniqueness and value, gaining more control of your selling processes, and strengthening your leadership team’s abilities to coach and lead in today’s hyper-competitive economy and global marketplace. Jim’s background includes being a top performer selling large computer systems for the Data Processing Division of the IBM Corporation. During Jim's prestigious IBM career he earned several awards including the coveted "Golden Circle" designation annually awarded to the top 5% of their international sales force. Since founding his sales training and consulting company in 1982, Jim has conducted over 3,100 speeches, in-depth seminars or consulting days for more than 600 companies in over 80 different industries. Over 90% of Jim's clients have utilized his ideas and services more than once. Jim has also been recognized by the National Speakers Association having earned their CSP (Certified Speaking Professional) designation and been inducted into their Speakers Hall of Fame. This combined honor has only been awarded to less than 3% of their 3,500 professional members. For more on how to increase your competitive selling advantage visit Jim’s www.Pancero.com website, download his free Apple or Android mobile app, and check out his video clips on YouTube® (YouTube channel “2Sellmore”).

“We know you’re good. Now the only

question is…are you ready to get even better?”

http://www.pancero.com/


TODAY’S AGENDA

SECTION I – Selling (and Sales Leadership) Have Dramatically Changed Today…Have You? SECTION II – Increasing Your Sales Team’s Competitive Advantage by Increasing Your Sales Leadership Skills SECTION III – Improving the Selling Skills of Your Experienced Sales Team SECTION IV – Getting Into “The Coaching Zone” SECTION V – So What Now?


SECTION I

Selling (and Sales Leadership) Have Dramatically Changed Today…

Have You?


FOUR MOST DISRUPTIVE SHIFTS IN SELLING TODAY

Shift #1 – Generational shift – Millennials replacing Baby Boomers - Your age tends to define your philosophy Over 91 - "The Greatest Generation" (Born before 1928) 73 – 90 - "The Silent Generation" (1928 to 1945) 54 to 72 - "Baby Boomer Generation" (1946 to 1964) 38 to 53 - "Generation X" (1965 to 1980) 22 to 37 - "Millennials” (1981 to 1996) Under 22 - "Post Millennials" (1997 to today) - Pew Research Center - Dominant generations that significantly changed (or will change) our culture and the way we do business Over 91 - "The Greatest Generation" (Born before 1928) 73 – 90 - "The Silent Generation" (1928 to 1945) 54 to 72 - "Baby Boomer Generation" (1946 to 1964) 38 to 53 - "Generation X" (1965 to 1980) 22 to 37 - "Millennials” (1981 to 1996) Under 22 - "Post Millennials" (1997 to today) - Now is a time of major change…a changing of the leadership guard - Last 30 years was ruled by Baby Boomers and their leadership philosophies - Next 30 years will be ruled by Millennials and their leadership expectations


WHAT DIFFERENCES DO YOU SEE BETWEEN BABY BOOMERS AND MILLENNIALS?

BOOMERS Millennials

Sports played as kids Independent neighborhood games

Team games with rules, coaches and uniforms

View of Technology Resistant and unresponsive Center of their life

Communications with friends Infrequent with selected few Ongoing dominated by “group talk”

Project or selling philosophy Gun fighter SWAT Team

Research & Info collection Few but deep Wide but shallow

Success goals at work Win…be the competitive best Be the greatest contributor to team’s success

Expectations of their manager Independence – Left alone until they ask for help

Direction – Pulled into ongoing coaching and planning support


SO HOW DO YOU FEEL ABOUT THEM?

- Boomer's complaints about Millennials - Lazy, unmotivated, waiting to be told what to do, not willing to "Pay their dues" - Privileged, expecting immediate gratification, and immediate promotions - The "Everyone gets a trophy for participating" attitude - Expects to be promoted into a new job at least every 12 months - Wastes hours each day doing "things" on their mobile device - Would rather text than talk face-to-face - Millennials complaints about Boomers - Not a lot of respect for the knowledge, intelligence and experience I have as a Millennial - Resistant to giving up responsibility and control - Resistant to change, especially if that change involves more technology - Not willing to invest the time I need to be trained and coached - Expects me to be successful but can't show me a process or structure of how they expect me to accomplish this success - No consistency - Everything they do seems to be "one off" created just to solve a specific customer's problem


THE GREATEST MOTIVATIONAL DIFFERENCES BETWEEN

“BOOMERS” AND “MILLENNIALS”

BOOMERS MILLENNIALS First candidate questions on a job interview: - “How much money can I make and will you leave me alone to get my work done?”

- “How much time do I get off and who’s going to be my coach?”

Their personal goal joining your sales team: - Make a lot of money by outselling everyone else on the team

- Make a lot of money by contributing the most to the team’s success

As a member of your sales team they most value: - Independence and the ability to make a lot of money

- Being part of a team, receiving coaching guidance, and the ability to make a lot of money while still respecting their personal time

The best contests to motivate new behaviors: - Longer contests with large dollar payouts for a greater win

- More frequent but smaller and shorter duration contests focusing on varying goals

- They would rather win money than an experience (such as tickets for a ball game)

- More motivated by a Friday afternoon off or the excitement of an event (like a ball game) than money

- Contests to boomers are a source of income

- Contests to Millennials are a source of excitement and energy more than income (though they love the money)


FOUR RULES OF EMPLOYEE MOTIVATION

Rule #1 - You cannot motivate anyone to do anything

Rule #2 – Everyone is already highly motivated

Rule #3 – People are motivated for their reasons, their experiences and their culture

Rule #4 – All you can do as a leader is create an environment for each individual to motivate

themselves

- Bill McGrane, Jr. – Cincinnati, OH


YOUR JOB AS A SALES LEADER WILL DEPEND ON YOUR CURRENT SALES TEAM

- WHAT IS THE PHILOSOPHY OF YOU AND YOUR SALES TEAM? - “Independent Gunfighters” – Old school “baby boomer” style of management - Like a gunfighter in the old West, treats each customer or selling situation as a unique selling opportunity or challenge - Each customer gets a unique selling message of value to best fit what they said they wanted (no matter what they said they wanted) - Each customer is sold in a different way or approach…no consistency of their multiple stepped selling process - Nothing is learned or gained from either a win or loss since the next customer will get their own unique approach anyway - Sees themselves in direct competition against all the other reps on their team. - Manager only learns about a new selling opportunity after a proposal or quote is delivered - Wants as little management attention as possible. Only wants to use their manager for special pricing, expediting, problem solving, or customer visits - “Selling SWAT Team” – More competitive “Millennial” style of sales leadership - Sales team defines, and then follows a consistent multiple-stepped selling process and message of value and uniqueness - What is learned through the win or loss of an individual sales provides learning, input and value to the entire sales team helping all make the next selling opportunity even more efficient and successful - Encourages an “Us against the rest of the world” team philosophy so team members encourage and support each other - Manager involved from the beginning of the sales planning efforts so the first positioning efforts are effective and successful - Active involvement with their sales manager to help develop account plans and next best steps to be taking


DISCUSS

- Agree or disagree with Boomer and Millennial observations?

- What do you need to change or adjust as a manager?


SHIFT #2 – SALES REPS BROUGHT IN LATER IN THE BUYING PROCESS

Steps of the buyer problem resolution process 1st Step – Agree on pain

- “Is this problem big enough that it needs to be fixed?” - Successful sales reps identify and uncover problems buyers do not know they have (or do not understand the severity/consequences)

2nd Step – Agree on solution direction

- “Is it better to solve this with more automation…or more worker training?” - Successful sales reps develop inside buyer champions to their solution direction before buyers realize they even have a problem that needs fixing

3rd Step – Agree on potential solution providers

- “Who do we want to consider fixing this?” - Successful sales reps position their company, products and services in advance of any bidding so they get the chance to propose and be heard

4th Step – Agree/select final vendor(s)

- “Who is the best choice to fix this?” - Successful sales reps win business by positioning and proving (from the beginning) how you will be a lower risk and lower total cost to your buyers (even when you are a higher price)

5th Step – Agree on solution implementation process, timeframes and responsibilities

- “Who will lead (or support) this solution implementation?” - Successful sales reps sell a more proactive, vendor-led solution to create (and provide) more value, a lower risk, and ultimately a lower total cost to their buyers

6th Step – Agree on who will take responsibility to maintain this solution

- “Who will maintain this solution and make sure it never happens again?” - Successful sales reps position their company as a proactive provider of solutions and support so you will be first-in-mind for any reorders and/or additional solutions

- What can you and your team do to get in front of your buyers earlier in their problem resolution process?

Sell to the challenge and positions Bid to Win Support to maintain and grow

1 2 3 4 5 6


THE CHANGING DEFINITION OF A SALES LEADER

Sales managers spend majority of their time acting as “Head Doer” and little time as

“Head Selling Coach”

- Majority of sales managers are currently carrying some territory responsibilities

- The greater your personal selling responsibilities as a manager…the more reactive you

will be as a coach and leader of your sales team

- Sales managers function more as “Transactional” sales managers than as “Selling Process”

coaches and leaders of their sales team

- Transactional Sales Coaching - Reactive – Starts after proposal is issued – “My door is always open to help” - Major focus is to help close the business with minimal loss of margin - “Cut it to win it” - Selling Process Coaching - Proactive – Starts involvement before rep makes first call on prospect (optimum) – “Get in here and tell me how the Jones account is progressing.” - Major focus is to help define account selling strategy and multiple stepped tactical implementation plan - “Get it set up correctly from the beginning”

Proposal or Price Quote Issued

Selling Process Coaching Transactional Coaching

IDENTIFY CLOSE


SHIFT #3 – THE EVOLUTION OF A COMPETITIVE ADVANTAGE


SHIFT #4 – BUYERS EXPECTATIONS OF THE “COMPETITIVE SWARM” - Because of the Internet… - Buyers know where all the sellers are (so they know they always have multiple options) - Sellers can easily find all the buyers…and are actively trying to contact them - The greater the competitive options available to a buyer…the more price sensitive they tend to become - Buyers restrict your access to them when they have more competitive options than they can consider - What are you doing to utilize multiple connection strategies (telephone,

LinkedIn, e-mail, personal visit) when going after new business?


KEYS TO COMPETITIVE ADVANTAGE AND INCREASED SALES IN TODAY’S DISRUPTIVE ENVIRONMENT

1) Strong response to “Why buy from you?” consistently delivered by your entire team. 2) Defined (and coached to) “Selling Process Best Practices.” - Steps of a Sales Call - “ID to Close” new business selling process. - “1/1 to 12/31” processes to support your best customers. - Operational “Steps of a Sales Call” and “personality flexibility” skills. 3) Proactive “Selling Process” coaching to all team members. - One to four hours a week, (for each assigned sales person), discussing “Future Focused” account and territory planning and strategy. - Free up time to coach. - Each sales person prepares written plan for his or her five most important accounts.


DISCUSS - Agree or disagree with these four shifts? - What do you think you need to do as a sales manager to gain an edge because of these shifts?


SECTION II

Increasing Your Sales Team’s Competitive Advantage by Increasing Your Sales

Leadership Skills


YOU CAN DEFINE YOUR STYLE OF SALES MANAGEMENT BASED ON HOW AND WHERE YOU SPEND YOUR TIME

- Sales managers spend their time reactively supporting their sales team - Sales leaders spend their time proactively leading and coaching their sales team

Are You Investing Your Sales Leadership Time as a Manager or a Leader?

% of time

spent now?

% of time needed in the future

REACTIVE/SUPPORT EFFORTS

Paperwork, administrative, performance analysis

Acting as a sales rep to your own accounts

Solving problems – fighting fires

Product ordering – Inventory management

Talking to customers as a manager to solve problems - A "History" and "Today" focus - "How can we make you happy about this?"

Other non-sales focused responsibilities or assignments

PROACTIVE/GROWTH EFFORTS

Coaching and training to improve selling "Best practices"

Leading sales reps through account planning

Riding with sales reps to observe and coach

Talking to customers as a manager to improve service - A "Future" focus - "How can we make working with us even easier and better?"


THE JOB OF A SALES MANAGER

“The job of a sales manager . . . is to help every one of your people achieve more than they would have achieved if just left alone”

- Are You Investing Your Sales Leadership Time as A Manager…Or A Leader? - Reactive “Management” Functions 1) Personal sales territory responsibility 2) Special pricing 3) Expediting orders 4) Problem solving 5) Paperwork, internal reports and budget/quota analysis 6) Customer “suck up” calls (“Thanks for the business”) 7) Hiring/firing - Proactive “Leadership” Functions 1) Managing and motivating your people 2) Coaching/training to improve selling skills 3) Managing/coaching/leading account planning and selling strategy 4) Defining, teaching and monitoring selling “best practices”


WHERE DO YOU FOCUS YOUR COMMUNICATIONS?

Future – “So what can you do so we don’t have this problem again?” - Forecasts and quotas - Message of uniqueness development - How to gain a ‘competitive advantage’ meeting

Today – “So what do you plan to do to fix it?” - Status reports - Call planning meetings - Customer sales calls - Problem resolution activities History – “So what happened?” - Call reports - Expense reports - "What happened?" meetings


ARE YOU A SALES LEADER OR JUST A SALES MANAGER?

Proactive Leadership Focused

Fu

ture

Fo

cuse

d

Reactive Support Focused

- Call report analysis - Industry and competitive analysis

- Coaching and Training - Defining and improving “Selling Best Practices”

- Special pricing - Problem/crisis management

- Help close sales - Equipment acquisition and expediting management

Histo

ry &

To

da

y F

ocu

sed

“Transactional” Sales Manager - Asks “what” and “who” questions that focus on winning the transaction - “What’s it going to take to close that proposal?” - “Who else do you think will close this month?”

"Sales Process" Sales Coach and Leader

- Asks "how" and "why" questions that focuses on improving the selling process

- "How are you planning your next selling steps with this buyer?" - "Why aren't you also talking with their financial buyer?"


HOW TO STRENGTHEN YOUR "SELLING PROCESS" COACHING LANGUAGE

“Transactional” Sales Managers Coaching Language

• Tell/Lecture

• Focus on the negatives to fix and

improve performance

• Think and plan for your “next best” move

• Focus on “history” and “today” issues - “What did you do?” - “How are you going to fix this?” - “What can you do to close this?”

• Follow the “Golden Rule” as a coach

- “Treat others as you want to be treated”

“Selling Process” Coaches and Leaders Coaching Language

• Ask questions

• Focus on the positives and efforts to

fix and improve performance

• Think and plan more moves ahead than either your customer or competitors

• Focus on “future” focused issues - “What did you learn?” - “What do you plan to do next?” - “What else can you do to increase your competitive advantage?”

• Follow the “Platinum Rule” as a

coach - “Treat others as they want to be treated (forgetting about yourself)”


TO BE A MORE ‘SELLING PROCESS’ COACH

- You can’t do their job, you can only coach and advise them on how to improve how they do their job - How much water will you allow them to swallow before you jump in to save them? - You can only coach someone if you see “more” than they do - More awareness - More structure and/or process - More moves ahead - Effective coaching is based on successful questioning and challenging skills in a positive environment - Challenge their planned structures or processes - Do they understand the structure/process being discussed? - Have they defined their planned structure/process? - Challenge how many moves ahead they are thinking and planning? - Challenge if they are focusing their efforts on solving symptoms instead of real problems - Challenge their goals, expectations and timeframes - Successful coaching requires patience - A successful coach understands coaching is a process of “baby steps” - Do you have the patience to allow imperfect behavior? - Do you have the patience to allow someone you are coaching to discover on their own what you already know?


KEY COACHING LANGUAGE AND COACHING TERMS TO ASK - "And then what?" - To help your reps think and plan more moves ahead - "Who else can you be calling on and improving your relationship?" - To help your reps get higher, wider and deeper within a customer or prospect - "Is this the best thing to be working on…or are there better investments of your time and attention?" - To help your reps focus on the "next best" most important opportunities to be pursuing - "Who else on your team can be helping you or doing this activity for you? - To help your reps stop doing everything themselves, to help them use their entire team and to become more efficient and effective in their selling efforts - "Are these coaching and planning sessions helping you and your selling efforts?" - To provide you with feedback from your rep as to the effectiveness of your selling suggestions and coaching help - "What else can your company and your support team be doing to help you sell more (at higher margins)?" - To help your reps identify how they can better use your support team to increase their selling effectiveness and results


DISCUSS

- What can you do to become more of a “selling process” coach and leader of your team?


SECTION III

Improving the Selling Skills of Your Sales Team


WHAT GIVES YOU A COMPETITIVE ADVANTAGE? (The Evolution of Selling)

Sales teams have always worked to gain a competitive advantage. Each decade the majority of sales teams invested all of their selling efforts, tricks and techniques on one major focus, usually as a direct result of buyers rejecting sales rep’s earlier efforts, tricks and techniques. 1960’s – Product demo as a competitive advantage - Manipulating your product demo so your product performance looked better than reality 1970’s – High pressure selling as a competitive advantage - When buyers realized the tricks utilized in product demos, so sales reps switched to utilizing manipulative, high pressure tactics to close the sale 1980’s – Relationship selling as a competitive advantage - When buyers learned all the pressure tricks being used on them, sales reps switched to a “No more pressure, no more hassles, friends buy from friends, want to do lunch?” approach. Lots of gifts, entertaining and free tickets were given to help close the sale 1990’s – Consultative selling as a competitive advantage - Because so many gifts were being given by so many competitors, buyers were no longer significantly influenced by friendships (and free gifts) so sales reps switched to developing business (vs personal) friendships. Free services (and even free products) were offered to win favor and to build a business relationship that would hopefully provide a competitive advantage.


Evolution of Selling (Continued) 2000’s – Negotiated partnerships as a competitive advantage - Buyers realized they could get a bunch of free products and services from several competitors and still put their business out to competitive bid. Sales reps tightened up their free offers now requiring more of a buyer’s commitment of interest or advantage before committing to a bunch of free stuff. 2010’s – Speed, simplicity and ease of use as a competitive advantage - As buyers gained more access to all sellers (through the Internet), product quality and strong service were no longer considered a competitive uniqueness to buyers. So speed, simplicity and ease of use became the major differentiators allowing Amazon (founded in 1994) to become the dominant competitor to everyone. Today – Connectivity and information control as a competitive advantage - As all competitors continue to improve their service and support levels, the competitive advantage is now gained by providing (and controlling) the information platform for the buyer offering chat rooms with other buyers as well as offering additional information and buyer training.


TABLE DISCUSSION

- How many of these selling phases have you personally experienced? - What levels are you using now as your “competitive selling edge?”


SELLING SKILLS REQUIRED FOR SELLING SUCCESS

Strategic Focus and Positioning

− Communicating your philosophy and market position − Test #5 – Answering the question "why, based on all of the competitive alternatives available to me, do i want to buy from you?"

Tactical Tools and Controls

− How to utilize the rest of your team in your selling process − Test #4 – How to call "higher and wider" within a customer's organization − Test #3 – Understanding and controlling your “January 1st to December 31st” existing customer support plans − Test #2 – Understanding and controlling your new business "id to close" selling process

Operational Skills and Abilities

− Test #1 – Steps of a sales call − Personality awareness skills ("Why people buy") − Product and industry knowledge

Attitude & Energy


INCREASING YOUR SALES TEAM’S SELLING SKILLS

- What to expect from strengthened strategic selling skills - The ability of your sales team to sell at higher margins because they understand you are not in a price driven market - The ability to answer persuasively a customer asking them “why, based on all the alternatives available to me do I want to buy from you?” - What to expect from strengthened tactical selling skills - Sales professionals planning their daily and weekly activities or travel schedules in advance and in a logical way that is visible to everyone within your sales team. - Sales professionals better able to answer where any customer currently is and what they have planned to maintain or grow their business - Sales professionals being more proactive and initiating competitive protection activities sooner and with a higher degree of effectiveness - More ongoing new business prospecting efforts

- What to expect from strengthened operational selling skills - A more consistent and persuasive sales professional able to handle a wider range of customers, their concerns, their needs and expectations. - A sales team who will come across to your customers as more customer focused, more professional and of more value than your competition. - What to expect from strengthened attitude and energy selling skills - A sales team who has earned customer's loyalty due to their proven professionalism, values, and commitment to helping. - A more energized, excited and harder working sales professional. - A "coachable" sales team open to your suggestions and guidance.


THE FIVE SKILLS TO SELLING SUCCESS SALES TOOLS NEEDED TO LEAD A SALES TEAM

(Tomorrow’s Program) 1 – Steps of A Sales Call – Operational selling structures to help each sales professional increase their sales consistency and selling professionalism. 2 – New Business Selling Plan – Multiple-stepped plan to proactively strategize and implement when selling to a new prospect or selling a new business opportunity to an existing customer.

Identify Close 3 – Maintain and Grow An Existing Customer Plan – Multiple-stepped plan to proactively maintain and grow an existing customer.

January 1st December 31st

4 – Political Strategy – Having a plan for each important account of how your sales team can get “Higher, Wider and Deeper” within the political structures of your largest customers. 5 – Message of Uniqueness – Having a brief message of strategic competitive uniqueness and value being consistently delivered by all members of your sales team.

“Why, based on all the competitive alternatives available to me do I want to buy from you?”


SECTION IV

Getting Into “The Coaching Zone”


THE LANGUAGE OF “THE COACHING ZONE”

- The “Coaching Zone” occurs when you keep your coaching conversations... - Tactical - Strategic - Future focused

Future

- Forecasts and quotas - Strategic planning - Coaches team “what to do” before anything is done

Today

- Status reports - Call planning meetings - Customer sales calls - Problem resolution activities

History

- Call reports - Expense reports - "What happened?" meetings - Only complains about what wasn’t done after the fact

Strategic Focus and Positioning

- Communicating your philosophy and market position - Answering the question "why, based on all of the competitive alternatives available you?"

Tactical

Tools and Controls

- Understanding and controlling your "id to close" selling process - How to call "higher and wider" within a customer's organization - How to utilize the rest of your team in your selling process - Time and territory management skills - Effective negotiation skills

Operational

Skills and Abilities

- Steps of a sales call - Personality awareness skills ("why people buy") - Persuasive communication skills - Product and industry knowledge

Attitude & Energy


WHY WOULD ANYONE REJECT YOUR COACHING ASSISTANCE? - Most likely reasons experienced sales professionals might reject your coaching assistance:

- Large ego (“I don’t want you to think I need help in my territory”) - Fear planning session will be a negative experience or make them look stupid - Fear of the unknown - Lack of awareness - Lack of vision of where they are going with their accounts - Lack of positive impact from their sales manager doing the coaching


HOW TO DEAL WITH PROBLEM TEAM MEMBERS - Explain why these coaching sessions are being implemented and why all sales reps are required to participate no matter what your experience, current sales levels, or seniority - Be careful not to blame your company – It will just give your problem person more power to resist your coaching help - Persuade…don’t hammer - …unless nothing else is working - Separate the person from their actions - Your problem is with their choice of actions…not them as a person - Remind them that your goal is to help them increase their sales and profitability so everyone makes more money - Use the success with others to help you hold your ground that all team members must participate in coaching sessions - “Don’t let them see you sweat” - Coaching is a normal part of any sales manager’s job (or at least it’s supposed to be) - If they think they have you stumped, or uncomfortable, they will use this as a reason to skip your coaching sessions - Ask for help if still getting resistance.


DISCUSS

- What can you change or improve that will allow you to spend more time in “The Coaching Zone?”


SECTION V

So What Now?


FOUR KEYS TO YOUR EFFECTIVE SALES LEADERSHIP MOVING FORWARD

1) Defined "Selling Process" tools and processes (with performance tracking)

- Goals - Accelerate change / Improvements - Increase selling consistency and effectiveness - Maintain and improve established skills and "selling best practices"

- Tools needed

1) One-minute message of value and uniqueness - "Why buy your company’s products?" - Proactive positioning of "Higher price - Lower total cost" message and approach - Measure by testing ("Tell me why I'd want to buy from you?") 2) Steps of a sales call - Lower resistance / Questions / Present / Close / Agree-Set up next contact - More control of sales calls under any processes - More effective sales calls getting value and uniqueness messages delivered and agreed to by buyers - Measure by observing reps during "Ride-With's" 3) Steps of your selling process - New business opportunities - Defined "Identify to close" stepped process - "Success factors" identified for each step - Ideas or actions that, if performed during this step, would greatly increase your chances of winning the business - Promotes better "More moves ahead" thinking and selling - Allows an effective tool to track sales rep focus, efforts and progress - Existing important customers - Defined "January 1st to December 31st" plan to maintain/improve customer satisfaction and to grow the business (and profitability) - Defined selling and service proactive support and selling efforts - Improves support (and stability) of most important accounts - Helps communicate selling plans to support team and upper management - Helps rep approach most important accounts in a more organized and proactive way thinking and planning more moves ahead - Provides management a backup to future selling plans and efforts if your current rep leaves - Improves account stability by helping your rep get "Higher, wider and deeper" within their important accounts


FOUR KEYS TO YOUR EFFECTIVE SALES LEADERSHIP MOVING FORWARD…

2) More involved "Selling process" management through One-on-one account planning - One-on-one Account Planning: - Provides a vehicle to continually improve team's selling efficiency and effectiveness - Helps reps think and plan with a more tactical, strategic and future focused approach to their next several selling steps - A vehicle to keep upper management informed, updated and with an easy way to provide suggestions and guidance to the entire sales team - Provides way for front line sales managers to impact their team member's selling efforts from the beginning, not just cleaning up after the proposal was given trying to help close the business and save margin - Involves conducting regular one-on-one and team discussions and coaching sessions - Weekly with entire support team - Once/twice a month with outside reps - Each meeting involves reviewing progress with existing plans plus the development of a new plan for an existing customer or prospect - Monthly upper management briefings with front line sales manager (one-on-one) - Half time reviewing what accomplished with team last month - Half time briefing on what you plan to work on this next month

3) More active training and coaching to improve selling processes, tools and skills

- More active training and coaching provides better: - "Selling process" discussions within sales teams helping them better understand how to think and plan more moves ahead - Awareness of the need to shift as a team from "Independent Gunfighters" to more of a "Selling SWAT Team" - Awareness of the need to move from the current "Independent Silo" business model to more of a "Single Enterprise" - Using "we and us" terms instead of "they or them" - Provides more opportunities for sales reps to voice opinions, discuss trends and market changes as well as providing feedback to their management - Critical to satisfying your millennial employees


FOUR KEYS TO YOUR EFFECTIVE SALES LEADERSHIP MOVING FORWARD… 4) Single performance dashboard to measure selling process progress and success - The four coaching levels of change 1st - Measure change in attitude 2nd - Measure change in effort 3rd - Measure change in progress 4th - Measure change in results - Improve performance tracking by adding one additional question to all financial and technical customer (or prospect) discussions - "What step are you on with this account?" for any new business opportunities - "What step are you on with your plans to generate new interest or growth opportunities within this existing account?"


USING “THE PROBLEM SOLVING CUBE” TO HELP SOLVE PROBLEMS INSTEAD

OF JUST SYMPTOMS

• Is this just a symptom?

• Where is our customer’s pain?

• What are the components?

• Can we be proactive?

• Can we get upstream?

• What else can we say?

“What is causing this challenge?”

“Why are they so unhappy?”

“Can we improve individual pieces?”

“Can we initiate instead of just responding?”

“What can we do earlier?”

“Communicate earlier or better?”


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