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sales sales Presentation Transcript

    • Sales process Training and overview of 2 Day Workshop Products
    • Paper and internet research for approx. 3 days
    • Half day at library to get grounding on topic area
    • Telephone research (similar to very in-depth market research) - past delegates, past speakers, consultants and cold calling
    • Overall 10 days researching time, 8 days on phone
    • Up to 100 calls to relevant target audience
    • Training Courses
    • Renowned and expert course leaders
    • Strictly limited numbers
    • Pre course questionnaire
    • Tailored programme addressing individual needs
    • Practical workshops and worked examples
    • Comprehensive course documentation
    • Training course creation.
    • Research
    • Where do we find leads?
    • Internal Library /magazines
    • Directories & Buyer’s Guides
    • Trade journals
    • Competitve events
    • Internet
    • Past delegates
    • Referrals
    • Newspapers
    • Previous event files
    • Telephone conversations
    • There are two types of leads:
    • Specific
    • Broad
    • The best researchers will gather a mix of the two.
    • Remember:
    • Leads Decision makers emails Deals
    • Lead Research
    • Feature Fact about the product
    • Benefit How is the fact useful to the specific prospect
    • Do Not Tell, SELL.
    • Sell the benefits rather than list the features.
    • Identify and present the benefits most likely to appeal to the specific prospect.
    • Identifying the W.I.I.F.M factor, (What Is In It For Me?)
    • What are the benefits?
    • To learn; to increase or gain knowledge
    • Leading to: Increased revenues / profitability
    • Increased efficiency
    • Gaining a competitive edge
    • Reducing costs
    • Retaining / attracting key staff
    • Networking
    • Establish key industry contacts
    • Generate new business
    • Benchmarking
    • Case studies from industry leaders
    • Top level speakers: industry practitioners
    • Staff motivation
    • Features & Benefits
    • The Golden Rules
    • High call rate
    • Know your Product and Market
    • Only ever present to Decision Makers
    • Always introduce and maintain urgency
    • Always fully Qualify
    • Always Ask be for closing the sale
    • Do not take NO for an answer
    • Set Daily Goals for:
    • Calls made
    • Decision Makers Reached
    • Pitches made
    • Emails sent
    • • Deals!
    • Sales Process
    • 1. Reach the Decision Maker
    • 2. Pitch him / her
    • 3. Introduce urgency
    • 4. Listen
    • 5. Probe / Qualify
    • 6. Verbal commitment
    • 7. Booking form and payment
    • 7 Steps to a Sale
    • Before picking up the phone, you must have a solid belief set:
    • 1. of yourself (always be the equal of the person you’re selling to)
    • 2. of the product
    • 3. of the urgency
    • 4. of the prospect (i.e. that they are the right person)
    • Projecting an image of importance
    • Mention "let me give you my direct telephone number: ________”
    • "What is your direct telephone number so I can call you back to follow up this afternoon.”
    • Mirror image the person you are selling. "I am in a meeting between 1:00 and 3:00. I’ll give you a call as soon as I am out of this meeting…”
    • Belief Set
    • What is a decision maker?
    • Someone who has influence, need, authority, hold on money
    • Start high and work downward
    • The more senior the decision maker the more likely to book multiples
    • Always ask for referrals
    • Secretaries / P.A.’s
    • Be professional
    • Control the conversation - question them straight away
    • Confidence
    • Do not leave messages or phone numbers
    • Never be rude or argumentative
    • Gather information
    • Never pitch or send information
    • Keep it short - the longer the call, the more likely they will remember you
    • Three things that you can say to a secretary; your name, the event name, what it is about (technical statement)
    • Goal
    • Construct where the contact is in the company structure and their decision making power.
    • Reaching decision makers
    • Why is it important?
    • Urgency is a vital part of every sale and must be introduced to every pitch.
    • Urgency is introduced for the basic reason that it generates decisions sooner rather than later. The reason that this is beneficial to us can be
    • explained by the following rule
    • The longer a sale is in progress the less likely it is to result in a sale
    • 1. Credibility
    • 2 important points
    • The situation that you are using to create urgency has to be credible
    • Once the situation has been introduced it has to be maintained, otherwise you lose credibility and with it the sale.
    • Urgency
    • 2. From the very beginning
    • The most important time to generate urgency is at the very beginning of the pitch. It will always sound contrived if suddenly, at the end of
    • the dialogue, you try and convince them that the conference is almost sold out. Put them in the right frame of mind at the start.
    • There will always be those who will be upset by the ‘last minute’ notice. This should not cause you any problems, however. In fact, it can
    • help you generate even more urgency.
    • 3. Control the Sale
    • If we have something that the prospect wants then we are in control of the sale. Urgency is most effective once interest has been firmly
    • established. It is no use telling someone who has no interest that they must book today if they have no interest because they will not
    • respond.
    • Urgency
    • A decision maker does not need much time to decide whether to attend a workshop. They will, however, take as much time as you allow
    • them.
    • Never ask: "How much time do you need?" or "When will you know?"
    • Retain control by setting the pace yourself.
    • Always start with a short time frame so that even if it is extended it is still a quick decision.
    • A morning pitch should be set up for an afternoon call back, with the option of the next day.
    • An afternoon pitch should be set up for the next morning with the option of the afternoon or the next day.
    • You must also be able to fully justify why the decision needs to be made within the time frame you set
    • Urgency
    • 4. Extending deadlines
    • If a prospect needs more time and has genuine interest it may be appropriate to extend the deadline. You can gain commitment by offering
    • to put a place on hold until the next call, after which it must be resolved either way.
    • 5. The 'Blow Out'
    • In order to retain credibility it is often necessary to explain that the event has sold out or that registrations have closed. This is needs to be
    • explained in a firm and professional way.
    • "I have tried to keep this on hold for you beyond tomorrow but am unable to. As long as we receive confirmation by 5pm tomorrow we
    • will be OK, otherwise we will have to let it go to someone else."
    • Giving someone a firm deadline will result in a sale if the client has sufficient interest, as the deadline will be the stimulus needed to break
    • procrastination. It will ensure they speed up their process to avoid missing out.
    • If the deadline is missed we would probably not have made the sale anyway, at anytime.
    • Urgency
    • 6. Leaving the door open
    • With the above scenario we are always able to return to the prospect with a later opportunity if we 'leave the door open'.
    • "I am able to put you on a waiting list of interested parties that I will contact should we have any additional places to offer nearer the time.
    • Would you like me to do that? How many places should I look out for?"
    • REMEMBER THE RULE: THE LONGER A DECISION IS IN PROGRESS THE LESS LIKELY IT IS TO RESULT IN A SALE.
    • If you believe in the rule you will realise that by using urgency in the correct way you are increasing your chances of closing sales. If you
    • fear the loss of the sale you will mistakenly allow prospects as much time as they request and lose sales. You will also run the risk of
    • becoming a nuisance by repeatedly calling to see if a decision has been made yet.
    • Urgency
    • Make it on time all the time
    • Be positive, excited and focused on the end result.
    • Always assume
    • "How many people will you be sending?"
    • "How many seats are you taking?"
    • Reposition the product
    • Speaker quality
    • Speaking companies all leaders in the areas
    • Audience already booked in
    • Close
    • Ask for the registration
    • Use TBA (To be announced)
    • Do not accept no
    • Call Back
    • A prospect must make a commitment to read the fax pack before your next call
    • The next morning, get necessary approval, etc.
    • If you hear, "We have the info, we’ll look it over and if we want to go, we’ll go," regain control of the situation and re-emphasize the
    • urgency.
    • Important
    • Do not fear the loss of the sale. Rather have the client fear the loss of missing out. Stay in control of the sales process.
    • Never ask the prospect how long they will need, always set the timeframe yourself. If someone says they need 2 weeks to decide they are
    • probably not interested.
    • Attempt to set decisions for the same day or the next day, not 1 week away.
    • Remember the rule: The longer a decision is in progress the less likely it is to be a sale.
    • Be prepared to blow out
    • Why ask questions?
    • Interaction: we aim for at least a 50:50 conversation
    • Build rapport
    • To uncover needs
    • To qualify
    • To grab attention
    • Uncovering Needs
    • What are the NEEDS of our customers? They are the Needs of any Business.
    • Increasing profits, Cutting costs, Increasing Productivity, Increasing Efficiency, Greater Sales/Revenue, Improving Performance, Recruiting and
    • Retaining Employees, Increasing Market Share, Improving Shareholder Value, Increasing ROI, etc etc
    • What Benefits of your product satisfy these needs?
    • How to uncover the specific needs of your prospect
    • Questioning techniques
    • Who?
    • What?
    • Why?
    • Where?
    • How?
    • When?
    • Be fully prepared with a list of questions you can ask to different prospects. Being prepared will increase your confidence and
    • professionalism.
    • OPEN QUESTIONS
    • Qualifying
    • What is it?
    • A process to determine how likely is this person to be a sale.
    • Why?
    • Saves time
    • Deals up front with potential objections
    • Reduces rejection
    • What do we qualify?
    • We qualify factors that are fundamental to a sale happening
    • 1. Topic / relevance
    • • “ What is your area of responsibility?”
    • • “ How important is this issue?”
    • • “ How large is your team?”
    • • “ How long have you been in this area?”
    • Try and avoid yes / no questions. The goal is to have the prospect talk about themselves and what they do. This will tell you whether the topic
    • is relevant and allow you to target the most relevant aspects.
    • Asking: "Is this of interest?" may not tell you much.
    • Qualifying
    • 2.Decision Maker
    • Rather than ask: “Are you the decision maker?” you can find out by asking other questions.
    • “ You sound like the right person for this event, are you also the person that decides on attending?”
    • “ Do you have your own budget for attending conferences?”
    • “ Are you considering attending in person or will you be sending some of your team?”
    • 3. Dates
    • “ The conference is being held on the 3rd and 4th of May, which is a Wednesday and Thursday. Are those dates free in your diary at the
    • moment?”
    • Qualifying
    • 4. Budget
    • Only discuss price when you are ready. This means after you have discussed a number of benefits and established interest.
    • 5. Location
    • This increases in importance the further from the conference venue the prospect is.
    • 6. Numbers of Attendees
    • This is not fundamental to the sale being made but by discussing the idea of groups or teams of people attending you will make more multiple
    • delegate bookings, which obviously makes it easier to reach targets.
    • • Mention the other companies (ideally competitors) that have already signed up more than one delegate.
    • • Discuss price breaks for multiple bookings.
    • Qualifying
    • 7. Call Back Time and Reason
    • This is your final qualifying question. The call back time and reason should be set up in the same way that you would set up a face to face
    • meeting with someone.
    • Qualifying
    • Confidence
    • Know your product
    • Enthusiasm
    • A sale is a transference of enthusiasm from salesperson to prospect.
    • You must believe in your product
    • Energy
    • Volume
    • Stand Up
    • Urgency
    • Not just what you say but how you say it
    • Pausing
    • Adds emphasis to key selling points
    • Speed
    • As you speak not as you read
    • Delivery of Pitch
    • Mirror your prospect
    • Build Rapport
    • Create a dialogue, have a conversation
    • Be interested in your prospect
    • Humour
    • Clarity
    • Clear diction
    • Be clear in what you want, i.e. the prospect to attend the event.
    • Be relaxed and natural
    • Believe in what you are saying
    • Modulation – use your voice, it is a powerful tool
    • Use adverbs – (obviously, naturally, unfortunately)
    • Listen for reactions – (buying signals, closing opportunities, use trial close questions)
    • Stay focused on the end result – the sale!
    • Delivery of Pitch
    • The 10 Step Sales Pitch
    • 1. Greeting
    • • Confident/Energetic/Authoritative
    • • Don’t sound like a Salesperson
    • 2. Introductory Statement
    • • Briefly explain the reason for the call
    • • Summarize a couple of key features
    • • Build excitement
    • • Use Competitors/Colleagues/Associates
    • • The goal is to quickly and effectively get their attention and peak their interest
    • 3. Urgency
    • • Must occur at the outset.
    • • Establish that it needs to be a priority and set it up for a quick decision
    • 4. Pre-Qualifying Questions
    • • Through a mixture of open and closed questions (pre-prepared), establish that you are speaking to the right person and that the subject
    • matter is relevant
    • • Questioning must be Assumptive
    • The 10 Step Sales Pitch
    • 5. General Content
    • • The Meat of the pitch
    • • Brand and position DINANMITE training course
    • • Discuss in more detail the key features of the conference (particularly those that equate to the job title and company of the prospect)
    • • Boldly explain the advantages and benefits for each key feature.
    • 6. Probing
    • • Ask strong open questions (pre-prepared) in order to engage the prospect in discussion.
    • • Try to discover specific issues/needs
    • • Take precise notes
    • 7. Specific Content
    • • Match the agenda to the specific needs of the prospect discovered in step 6
    • • Reiterate the obvious value/benefit in the event for the prospect
    • them begin to seriously consider being there
    • The 10 Step Sales Pitch
    • 8. Trial Close
    • • Ask for the sale (Example: Great! This sounds like a conference you need to attend. How many seats will you need? I have a block of
    • three and a block of five available.)
    • • The point is to make them begin to seriously consider being there
    • 9. Qualify
    • Dates/Calendar
    • Investment/Budget
    • Authority to sign the contract and approve the funds
    • 10. Arrange the Call Back Time
    • Must be a specific time
    • Reiterate urgency
    • Never longer than 24 hours, preferably follow the AM/PM, PM/AM rule
    • The 10 Step Sales Pitch
    • Listen for the buying signals
    • A buying signal is something said or intimated by your prospect, which suggests that they have a genuine interest in the sales proposition
    • and even in you. A prospect will rarely say "I want it", instead they will say things that signal interest and may even present you with
    • closing opportunities:
    • "We were thinking about the…"
    • "Do you really…"
    • "They do business with you – do they?"
    • "Is that a fact?"
    • Such signs of interest are all buying signals.
    • Buying signals are your confirmation that there is genuine interest on the buyer’s side, but often such signals are missed.
    • BEWARE: Unless you listen you will not hear them.
    • Try to spend 80% of the time listening and only 20% talking. Let the buyer do the talking and he / she will often show you the road to a
    • Buying signals and Listening
    • Buying signals are for you to use for your advantage, but do not "jump the gun" too early. If you have real interest, but you have only
    • been talking to the prospect for two minutes you may scare them with a premature attempt to close!
    • Buying signals also allow you to turn features into benefits. Trial closes are a good way to test the water here.
    • Several buying signals in a conversation are an invitation to close in any one of several closing methods available.
    • How to use buying signals
    • When the client appears to be completely indifferent to what you are suggesting or offering, they most probably do not see the need for
    • what you are offering.
    • Your strategy should be to probe in order to uncover unrealised needs.
    • Remember – nothing you will say will turn them, unless they realise a need.
    • Provide some helpful advice which could help them realise they have an important need.
    • Handling indifference
    • General
    • Remember one of the "Golden Rules": Do Not Take No For An Answer.
    • If someone is saying "No" you need to find out the real reason why.
    • A genuine objection is a good sign. If you can overcome it you should have a sale.
    • Be understanding and show empathy. Attempt to help the prospect to find a solution. Do not argue or contradict.
    • Objection handling
    • 1.Understand / Empathize
    • Listen to the prospect’s objection and understand the reason why it concerns them. If you feel it’s a genuine objection, such as "all
    • budgets have been set" then you can almost agree with them since budgets are usually set a year in advance with most companies we
    • speak to.
    • 2. Isolate / Separate / Clarify
    • Clarify what they mean by "the budget is set", determine when the budget is set, what they spent, and what’s available, etc. "Apart from
    • the budget issues is there any other reason why you are not reserving the package today?"
    • 3. Condition
    • Establish if we can overcome their objection, then there should be no reason why we can’t get the package reserved for them.
    • 4. Close
    • Once you overcome their objection with a condition close, … ASK FOR THE SALE!!!
    • The four steps to overcoming an objection
    • We will go through a number of objections with you.
    • You should be comfortable with your responses to such general objections as:
    • “ Too expensive”
    • “ Too busy”
    • “ Need more time”
    • “ I have been called by you before”
    • “ Send me something in the post”
    • You will encounter specific objections relating to your event. The sooner you become familiar with each event the easier it will be for you to
    • overcome these.
    • Objection handling
    • Closing
    • Trial closes
    • When you feel that you may scare off your client with a direct close attempt early in the game, test the water with trial closes.
    • A trial close is usually a statement or question based on an assumption that a decision to buy has been made.
    • Summary close
    • Summarising the benefits that they have agreed is beneficial
    • Alternative close (option close)
    • "I am going to be in a meeting between 1:00 and 3:00. Should I give you a call at 12:30 or 3:30 for your initial reaction?"
    • Closing
    • Conditional close
    • Most common way of overcoming an objection:
    • "If we can do that, would you go ahead and reserve this package now?"
    • Direct close
    • If our first call has been thorough we should only have one question to ask on our call back:
    • “ Are you coming to the conference on (topic)?” should be our first question.
    • Average sales people fear rejection and will often ask safe questions instead, such as:
    • “ Did you receive my email?”
    • “ Have you had chance to read it?”
    • “ What did you think?”
    • Closing
    • Important
    • 1. Always be closing
    • Never forget it! Always be nudging your prospect into a buying commitment. They will probably close themselves but not without your
    • help.
    • 2. After the close be calm!
    • When you have asked a closing question, do not say another thing!
    • You must not speak first. Let the pressure of the silence weigh upon your prospect and not on you.
    • 3. Once a deal is done or blown, always ask for referals!
    • "Could you suggest to me anyone you may feel will be in a position to benefit from this situation?"
    • Closing
    • Creating Accurate Client Expectation
    • The successful salesperson is one who describes the features and benefits of a product where the client is enticed to buy and is clear on
    • what to expect. Never exaggerate or embellish features of the product to make a sale. You will misrepresent the company and sacrifice
    • your credibility.
    • Misrepresentation will result in disciplinary action
    • Look beyond the short-term financial gain. Focus on the client company name you register onto an event, not just the dollar value. Regard
    • them as a new client with the potential to develop them into a long-term repeat customer.
    • Client Relations Management
    • Well done on your first sales overview and process training!
    • We look forward to your success by working hard, staying positive and driving this process to develop long term client relationships.