Max muscle convention 2009 satruday

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  • fat-loss, and muscle gainTypically 90% of the people who walk through the your doors will be pursuing some form body composition change.Fat-loss not weight lossMuscle gain, not weight gain
  • Whether it be, to lower cholesterol, lower blood pressure, increase energy, prevent diabetes or and other possible disease related to malnutrition and lack of exercise.
  • These are our athletes.
  • Spread your name “branding” in other industriesTypically in these groups they only allow one person of each industry.It is a give and take society.Gaining contacts with small business owners and large businesses.Typically you will find better feedback from the small business owners, unless you get your foot into a large company like COSTCOExamples: My cousin works for costco in the marketing department. Therefore I was able to gain access to their data base.In Marks other stores they were able to get into some if not all of the major gyms.
  • Typically, you can offer them a cut, or what I prefer which is a perceived value (product)One thing all of these people have in common is that they need supplements.Whether they send you people for NP or just supplementation, it is a win/win situation.These all have great benefits, but how do we allow “them” to actually send you people.Provide the service to them first. Do trade with them, offer your time as a nutrition/fitness expert for their services.Good Marketing that is track able is should provide you with the best results.
  • MM is the place to go for your supplements and nutrition/meal plans.We provide all the proper tools to help them reach their goal.
  • First and foremost building rapport is the key to acquiring that first/initial consultation.
  • Offer them free consultations. Put a value on this by telling them it is normally $100.00, but because you are so kind. Or just ask them to do you a favor and volunteer. Trust me people will jump at this opportunity. Your going to have to do this for awhile until you get a reputation.
  • How can you tell if you have good rapport with somebody? This is should be easy to answer…
  • Every new customer is a potential client. Never judge anyone by what they are buying or not buying, Its about finding that “need” they have and meeting that “need”
  • But more importantly be sincere about it. I would hope that because you are in this industry you not only care about yourself, but the well-being of others.
  • We want every customer to know this is the place where you come to get results. And we have the tools and resources to help them.Will touch on the basis of executing a sale.
  • Why do we want to match our clients’ body, breathing, voice, and modalities?And what works more???
  • Why do we want to match our clients’ body, breathing, voice, and modalities?Words represent 7%Tonality represent 38 %Physiology represents 55%
  • Ways to communicate through NLP.I am not certified to teach this nor am I an expert.
  • Ways to communicate through NLP.I am not certified to teach this nor am I an expert.This is not used to manipulate but to help them make a decision that will benefit them
  • Why do we want to match our clients’ body, breathing, voice, and modalities?Define modalities – This will in essence help you speak the same “language”, which will make it easier to communicate.
  • Refer Back to prospectsIMPROVE BODY COMPOSITIONIMPROVE HEALTHIMPROVE PERFORMANCE Away from pain“Loss fat so they wont feel so bad”Towards Pleasure“Lose fat so they can go hiking” or any other kind a activity that induces pleasure “To feel better!”Opportunity“making weight for the military”
  • Have everything ready, the last thing you need is for someone to think you are unorganized and unprepared.
  • Have everything ready, the last thing you need is for someone to think you are unorganized and unprepared.
  • What are they trying to achieve/goals?? Do they want to look like someone else, certain way, improve in performance??This is not said to demean them, but only to inform them.This is a great opportunity to utilize the same communication techniques that got them in the door.
  • Of course you want them to sign up for more.
  • Reasons- 1st-you need to make sure they are on the ball, checking them 1-2 weeks out will keep them motivated and ensure them that you care. 2nd- Your body needs time to respond3rd – they should be on track
  • Reasons- 1st-you need to make sure they are on the ball, checking them 1-2 weeks out will keep them motivated and ensure them that you care. 2nd- Your body needs time to respond3rd – they should be on track
  • There are ways to help you manage what they are doing, and whether they are following the program.
  • You’d be surprised with how much they charge.
  • Max muscle convention 2009 satruday

    1. 1.
    2. 2. Max Muscle Convention <br />Saturday<br />
    3. 3.
    4. 4. Welcome<br />Patrick Sanders<br />
    5. 5.
    6. 6. Keynote Address <br />Aaron Davis<br />
    7. 7.
    8. 8. Break<br />
    9. 9.
    10. 10. Session One<br />Managing and Measuring Your Customer’s Experience<br />Cory Mathews, Kristin Wood, <br />Shelby Kadyk<br />
    11. 11. Know Thy Customers<br />
    12. 12. Max Muscle Sports Nutrition Changing Lives One Customer at a Time<br />Video Presentation<br />
    13. 13. What Do We Need To Stop Doing, Keep Doing, andStart Doing to Serve Our Customers Better?What works, what doesn’t?If you don’t measure it, you can’t change it.Sometimes you don’t even know it’s happening.<br />
    14. 14. To do all this, you need a system<br />
    15. 15. Why a system? <br />To create the very best in-store experience, building upon what Corporate is already providing us<br /><ul><li>Better understand and serve your customers
    16. 16. Insights on ROI for your marketing money
    17. 17. A system also allows your employees to replicate your approach</li></li></ul><li>Lifetime Value<br />Customer Lifetime Value seeks to maximize profit by analyzing customer behavior and business cycles to identify and target customers with the greatest potential net value over time. (Joe Wells solution….)<br />So what are you doing about it?<br />
    18. 18. Better Understanding Your Customers<br />
    19. 19. Measuring “GREAT” In-Store Experience<br /><ul><li>Testimonials
    20. 20. Surveys (in-store, secret shoppers, online, website comments)
    21. 21. 7/30 day follow-ups
    22. 22. Exercise </li></li></ul><li>Staff Exercise Results<br />
    23. 23. Staff Exercise Results<br />
    24. 24. Staff Exercise Results<br />
    25. 25. Consistent In Store Experience<br />“More customers stop shopping in your store because they have varying customer experience, not because they have one negative experience.”<br />
    26. 26. Staff Training<br /><ul><li>Max Muscle University, Weekly calls, PDS’s, etc.
    27. 27. Product Quizzes
    28. 28. Role-playing
    29. 29. Videos
    30. 30. Research projects</li></li></ul><li>Consistency: Staff Steps for First-time Customers<br />
    31. 31. Consistency: Staff Steps for ReturningCustomers<br />
    32. 32. Consistency: Staff Steps for Free Nutrition Consult Clients<br />
    33. 33. "The definition of insanity is doing the same thing over and over and expecting different results. “<br />-Benjamin Franklin<br />
    34. 34.
    35. 35. Session Two<br />Improving Your Bottom Line Through Multi-Unit Leveraging<br />Greg Jarmin<br />
    36. 36. Greg Jarmin<br />Regional Director for Oregon and Clark County Washington<br />
    37. 37. Multi Unit Stores <br />Do you love your franchise?<br />Do you realize you are capable of doing more?<br />Have you mastered the strategies and tactics of the system and have your stores been profitable for at least 3 months straight with consistent growth every quarter? <br />
    38. 38. Are You Ready For the Next Level ?<br />If you answered yes to these questions then pay very close attention.<br />If you answered no then you need to pay closer attention because this is where you want your business to go. <br />
    39. 39. Why should you consider leveraging your business with another store?<br />The single most attractive benefit of multi-unit franchising is profitability. <br />Reduce your risk as it is absorbed by several units. <br />Access to more cash flow. <br />
    40. 40. Why would you consider leveraging your business with another store?<br />Familiarity<br />operational processes and procedures.<br />you are simply doing what you do now, somewhere else.<br />implement the system and reap the reward.<br />Proximity<br />same franchisee within a close geographic proximity allows you to leverage the power of regional marketing strategies.<br />use multiple sites to create a mini-monopoly within the region and control the promotions that are available in your region.<br />
    41. 41. Why would you consider leveraging your business with another store?<br />Efficiency<br />Discounts by ordering supplies and product not on a store-by-store basis, but on a multi store regional basis.<br />Margin improvement from MMSN volume Discount Program. <br />
    42. 42. Why would you consider leveraging your business with another store?<br />Efficiency<br />Save money by assigning staff to cover more than one location.<br />One person to manage two stores or even three<br />Higher part time employee that can cover two stores and different events for both stores<br />
    43. 43. Why would you consider leveraging your business with another store?<br />Multi-site franchises offer a unique opportunity to shift staff back and forth between stores. <br />Provide advancement opportunities for employees who are interested in pursuing a career track with your company. <br />
    44. 44. Challenges of Multi-Unit Franchises<br />Shedding the desire to micro manage.<br />You have a vested interest in how each store functions but much of the responsibility should be placed on an infrastructure of managers you hire. <br />Hire managers to serve as an extension of you.  <br />
    45. 45. Challenges of Multi-Unit Franchises<br />Allow each manager to assume responsibility of store operations.<br />Staffing is always problematic, but you can improve it by treating your managers and their staff members well.<br />
    46. 46. Multi-Unit Franchising Fundamentals <br />The longest journey begins with the first step, so start right. <br />Build your infrastructure well!<br />First, consider any skills you may have.  <br />An entrepreneurial spirit, store sales, accounting?<br />Build your infrastructure “AROUND” your skills.<br />Plan and design your infrastructure to <br /> umbrella all units. <br />
    47. 47. Multi-Unit Franchising Fundamentals <br />A large infrastructure will help the launch go much more smoothly.<br />To few people will leave you scrambling to meet the demands of a new business franchise. <br />Carefully plan and build the infrastructure slowly. <br />
    48. 48. Multi-Unit Franchising Fundamentals <br />Plan on opening additional stores like you did the first one.<br />Plan on a renewed commitment to your business<br />
    49. 49. Get a firm foundation in the basics<br />What are the best sources for qualified multi unit owners in our system and how do I leverage their experience? <br />What creative financing techniques are growing franchisees using to fund present growth?  <br />What kind of additional training do you and your infrastructure need and from whom? <br />What should your organizational <br /> model look like?<br />
    50. 50. Get a firm foundation in the basics<br />What do your expert business partners think of the idea?<br />Figure out a budget<br />
    51. 51. Get a firm foundation in the basics<br />How does the possible increase in volume discount effect you new Break Even Point<br />What does spreading the expenses...such as legal, accounting, and advertising effect the Break Even Point?<br />
    52. 52. Get a firm foundation in the basics<br />How do you move from a reactive to proactive growth model? <br />There is no one-size-fits-all approach to growth. <br />Successful multi-unit owners agree on one thing: <br />Strategic planning and effective leadership, supported by an efficient, high-performing infrastructure are the foundation to success.<br />
    53. 53. A new and different mindset <br />Delegation becomes paramount to success. <br />Performance reports to manage and grow your organization. <br />“You can’t manage what you can’t measure.”<br />Analyze and integrate this information into daily action and long-range strategic planning.<br />What reports tell the best story about your business ? <br />
    54. 54. Double Your Pleasure<br />STOP PUTTING OFF FEELING GOOD! <br />MAKE IT HAPPEN.<br />OUTLOOK DETERMINES OUTCOME!!!!!!!!!!!!<br />
    55. 55. Fact:   53% of all Franchise stores in America are operated by multi-unit Franchisees*<br />*   International Franchise Association (IFA)<br />
    56. 56.
    57. 57. Lunch<br />
    58. 58.
    59. 59. Session Three<br />Execution of Priorities<br />Colin Armbruster<br />
    60. 60. Putting First Things FirstExecution of Priorities<br />
    61. 61. Why Put First Things First<br />Improved productivity<br />Better performance<br />Improved planning and control of business systems through time based management<br />Better alignment of activities <br />Reduction of stress that arises due to crisis management<br />Increased profitability through better use of human and non-human resources <br />
    62. 62. Foundations<br />THE SEVEN HABITS PARADIGM<br /> Stephen Covey<br />Time Management is covered in Habit 3 Put First Things First. <br />Habits 1 and 2 essential for maximum impact.<br />
    63. 63. Be Proactive<br />Responsibility<br />Response<br />Ability<br />
    64. 64. Be Proactive<br />Stimulus<br />Response<br />Freedom<br />to<br />Choose<br />Self-<br />Awareness<br />Independent<br />Will<br />Conscience<br />Imagination<br />
    65. 65. Begin with the end in mind<br />
    66. 66. Begin with the end in mind<br />Paradigm<br />Mental Creation Precedes Physical Creation<br />Behavior<br />Result<br />
    67. 67. Begin with the end in mind<br /><ul><li>Here is the Fundamental Question that you must answer for yourself (Actively choosing the answer is a Habit 1 trait.)
    68. 68. Do you live by DEFAULT OR do you live by DESIGN?</li></li></ul><li>Begin with the end in mind<br /><ul><li>To be effective, Leadership MUST precede Management.
    69. 69. Mangers do things right.
    70. 70. Leaders do the right things.</li></ul>Efficient management without effective leadership is…“like straightening deck chairs or polishing brass on the Titantic.” Stephen Covey<br />
    71. 71. Begin with the end in mind<br /><ul><li>Mission Statements.
    72. 72. Personal
    73. 73. Family
    74. 74. Business
    75. 75. In order to make the right decisions on your journey you need to know where YOU want to end up – in detail.</li></li></ul><li>Putting First Things First<br />The ONLY choice you really make is what to do with the time you have..<br />Time is totally perishable and cannot be stored up for later use<br />To have an effective and efficient business, time within an organization must be managed effectively <br />
    76. 76. The Clock and the Compass<br />The Clock<br />Commitments<br />Appointments<br />Schedules<br />Goals <br />Activities<br />What we do and how we manage our time.<br />The Compass<br />Vision<br />Values<br />Principles<br />Conscience <br />Direction<br />What we feel is important and how we lead our lives.<br />
    77. 77. 4 Generations<br />Stephen Covey identified 4 generations of time management<br />1 Notes and Checklists<br />Recognition of the demands on energy & time <br />2 Calendars and appointment books<br />Scheduling with some focus on the future<br />3 Prioritization <br />Comparison of the relative worth of activities <br />4 Self management<br />Realization that time cannot be managed - it is ourselves that we have to manage!<br />The Seven Habits of Highly Effective People: Covey,1989<br />
    78. 78. Time Matrix<br />Urgent<br />Not Urgent<br />Q1<br />Q2<br />Prevention<br />Relationship Building<br />Planning<br />Recreation<br />Education<br />Crises<br />Deadlines<br />Important<br />Q3<br />Q4<br />Interruptions<br />Some Meetings<br />Popular Activities<br />Pleasant Activities<br />Busy Work<br />Time Wasters<br />Trivia<br />Not<br />Important<br />
    79. 79. Quadrant 1 (Procrastinator)<br />Being in Quadrant 1 brings<br />Stress<br />Burnout<br />Crises management<br />Firefighting<br />Focus on the immediate<br />
    80. 80. Quadrant 3 (Yes Man)<br />Being in Quadrant 3 brings<br />Short term focus<br />Crises management<br />Low value on goals<br />Feeling of victimization / lack of control<br />Shallow relationships <br />
    81. 81. Quadrant 4 (Slacker)<br />Being in Quadrant 4 brings:<br />Irresponsibility<br />High dependency on others for basics<br />Short career path or business life<br />
    82. 82. Quadrant 2 (Prioritizer)<br />Being in Quadrant 2 brings:<br />Vision<br />Perspective<br />Balance<br />Discipline<br />Control<br />The Seven Habits of Highly Effective People: Covey,1989<br />
    83. 83. Characteristics of a Quadrant 2 Person<br />There are six basic choices a person makes allow maximum function in Quadrant 2:<br />I choose to be Coherent<br />I choose to be Balanced<br />I choose to be Focused<br />I choose to get on with People <br />I choose to be Flexible when necessary <br />I choose to be Portable<br />
    84. 84. Quadrant 2 Requirements<br />The basic requirements to reach Quadrant 2 are:<br />Clear definition of organizational roles and specifically your own role <br />Selection of and focus on goals that are Specific Measurable Achievable Relevant Timebound (SMART)<br />Development and utilization of schedules <br />The practice of daily adapting in work roles <br />
    85. 85. 74<br />Saying No and Quadrant 2<br />To stay within Quadrant 2, there is a requirement that you must say no to 3 and 4:<br />Unless you have UNLIMITED time, saying NO to something less important means saying YES to something MORE IMPORTANT!<br />“A no uttered from the deepest conviction is better than a yes merely uttered to please, or what is worse, to avoid trouble.”<br />Mahatma Gandhi<br />
    86. 86. Essential Habits<br />Essential habits for good time management are:<br />Know where the hours are going <br />Keep focused on the end result <br />Work to defined priorities <br />Schedule time for important issues <br />Delegate routine tasks and responsibility for them <br />Confront your own indecision and delay <br />Take the stress out of work <br />Keep applying the essential habits!<br />
    87. 87. Busy v Productive Work<br />Just because you are busy does not mean that you are productive <br />Differentiate between<br />Effectiveness -- doing the right things<br />Efficiency -- doing the right things correctly <br />
    88. 88. Busy v Productive Work<br />Problem No 1: Procrastination<br />Putting off doing the things that you should be doing right now!<br />Solution<br />List all tasks that you are currently putting off <br />Remove two from the list by doing them now!<br />Plan and set a schedule for dealing with the rest <br />Reward when tasks are completed <br />Punish when tasks are not completed on schedule <br />
    89. 89. Dealing with Indecision or Delay<br />When faced with a task - decide to deal with it according to one of the following actions:<br />Do it<br />Delegate it<br />Dump it<br />Deadline it<br />Dissect it<br />
    90. 90. Busy v Productive Work<br />Problem No 2: Paralyzing perfectionism <br />This is a failure to recognize the difference between excellence and perfection <br />Excellence<br />Achievable<br />Healthy<br />Satisfying<br />Realistic<br />Perfection<br />Unattainable<br />Frustrating<br />Unrealistic<br />Remember the 80/20 rule<br />
    91. 91. Urgency V Importance<br />Differentiating between <br />Urgent tasks<br />assume importance as they demand immediate attention<br />Important tasks<br />May become urgent if left undone <br />Usually have a long term effect<br />To judge importance v urgency, gauge tasks in terms of<br />Impact of doing them<br />Effect of not doing them<br />
    92. 92. Prioritization<br />The main aim of prioritization is to avoid a crisis or pressure situation.<br />Schedule your Priorities<br />as opposed to<br />Prioritizing your Schedule <br />
    93. 93. Proactive v Reactive Work<br />Reactive work - concentrates on getting things done <br />Handling daily routines<br />Dealing with urgency<br />Resolving crises<br />Handling interruptions<br />
    94. 94. Proactive v Reactive Work<br />Proactive work - concentrates on making things happen<br />Developing plans and schedules<br />Focusing on key tasks<br />Achieving deadlines & targets<br />Managing projects and relationships<br />
    95. 95. Moving into Quadrant II<br />How do I get there?<br /><ul><li>Cascading Plan
    96. 96. Organize Weekly
    97. 97. Review and Execute Daily
    98. 98. Evaluate Regularly</li></li></ul><li>Step 1: Cascading Plan<br />Planning levels should generally cascade as follows:<br />Yearly overview Plan<br />Quarterly Plan<br />Monthly Plan<br />Weekly Plan<br />Daily Plan<br />Note that in the cascade, the time span decreases whereas the level of complexity increases <br />
    99. 99. Step 2: Organize Weekly<br /><ul><li>Most people are always trying to find time in their overflowing Quadrant 1 and 3 schedules
    100. 100. They move, delegate, cancel, and postpone—all in hopes of “putting first things first”
    101. 101. The key is to schedule your priorities, not prioritize your schedule</li></li></ul><li>Step 2: Organize Weekly<br /><ul><li>Identify your primary Roles based on your mission.
    102. 102. We have important roles at work, in the family, in the community, or other areas of our lives
    103. 103. Roles represent responsibilities, relationships, and areas of contribution
    104. 104. List out all the roles in your life that are important to you right now</li></li></ul><li>Step 2: Organize Weekly<br /><ul><li>Set Goals for each Role (These are your Big Rocks)
    105. 105. What is the most important thing I could do for each role this week that would have the greatest positive impact?
    106. 106. They can be either an area of focus or a specific activity
    107. 107. Consider the Primary relationships for each role
    108. 108. Review a “perhaps” list for ideas
    109. 109. Identify the steps that need to be taken to achieve long-term goals
    110. 110. Allocate and Schedule the appropriate times in your calendar for your Roles/Goals</li></li></ul><li>Step 2: Organize Weekly<br /><ul><li>Now Review your Master Task List and schedule high priority tasks for the week on the specific days that you will work on these tasks
    111. 111. Choose which tasks are high priority based on your Mission and Cascading Plans
    112. 112. The Master Task List is your bucket. The one and only place that you record tasks and activities that you can choose to accomplish</li></li></ul><li>Step 3: Execute Daily<br /><ul><li>Review your Mission Statements
    113. 113. Preview your schedule—get your bearings:
    114. 114. Review your compass (Roles and Quad 2 Goals for these roles)
    115. 115. Look at the day in the context of the week
    116. 116. Renew your power to respond to changes in a meaningful way</li></ul>YES DO THIS EVERY DAY<br />
    117. 117. Step 3: Execute Daily<br />The Daily Plan should cover three main areas:<br />Scheduled activities for the day showing time allocated to each <br />Identification of key tasks for the day to allow them to be prioritized <br />Indication of who you need to contact or delegate to during the day to allow you to complete tasks <br />
    118. 118. Step 3: Execute Daily<br />When setting out the daily plan pay attention to the following points:<br />When do you perform best, suit your bio-rhythm<br />Build in planning time at the start and end of the day <br />Prioritize actions into “musts, shoulds and coulds” and focus on the ‘musts’ (you can use A, B or C’s)<br />Leave room for the unexpected<br />Don’t stack meetings back to back <br />
    119. 119. Step 3: Execute Daily<br /><ul><li>Execute Integrity in the moment of choice
    120. 120. Integrity to yourself, your principles and your mission
    121. 121. Should I carry out my plan or make conscience directed changes?
    122. 122. Making and keeping promises
    123. 123. Remember to focus on importance NOT urgency</li></li></ul><li>Step 4: Evaluate<br /><ul><li>To be successful, you must make successes of one week the foundation for the next. At the end of the week, ask yourself (and/or your team) some questions:
    124. 124. What goals did I achieve?
    125. 125. What did I learn from the week as a whole?
    126. 126. Am I setting goals that are realistic but challenging?
    127. 127. Have I been effective in work related communications?
    128. 128. What challenges did I encounter?
    129. 129. What decisions did I make?
    130. 130. Did I keep “first things first?”</li></li></ul><li>Tips: Time-logs<br />A time-log is an effective way to see where your time actually goes to during the working day. Record the information for about 2 weeks to get a representative picture of time spent <br />By logging activities and the time taken to complete them, the time-log provides useful information that can identify<br />Accuracy of estimating time for tasks<br />Time stealing activities<br />Level of interruption<br />Loading during the day <br />Crises points / tasks<br />
    131. 131. Tips: Quality Time<br />Quality time is where you can plan to do the most important high priority tasks <br />It allows for deep concentration through eliminating interruptions <br />It imposes a structure on work <br />It allows you to move away from reactive work to proactive work <br />
    132. 132. Tips: Dealing with Documents<br />Document handling can steal a vast quantity of time from our working day <br />Improve your document handling by:<br />Handling documents only once by :<br />Act on what is required by the document <br />File the document for reference later <br />Dump the document<br />
    133. 133. Tips: Dealing with Documents<br />Have a good system for handling your documents that allows you to:<br />Define what you need to keep and for how long <br />Allows you to file materials easily and logically <br />Facilitates access to materials <br />Purge the files on a regular basis<br />
    134. 134. Tips: Managing Interruptions<br />Try to reduce the number of interruptions by applying the following techniques:<br />Create a visual barrier at your workspace to reduce the incidence of ‘drop-in’ visits <br />Don’t have extra chairs in your workspace - people do not hang around as long if they must stand <br />For important work - move to another space so the potential interruptors can’t find you!<br />Tell people that you are busy, explain why and arrange to contact them at a more suitable time <br />
    135. 135. Tips: Managing Your Workspace<br />How our workspace is organized has an impact on how efficient we are - try the following to improve efficiency <br />De-clutter your desk by clearing it at the end of each working day <br />File documents once they have been used <br />Purge files regularly<br />Organize a work flow system in your space <br />
    136. 136. Tips: Managing Your Phone<br />The telephone can be responsible for eating vast quantities of time - control the phone by using:<br />Batch your outward calls <br />Delegate calls that you don’t have to make personally to one of your team <br />Terminate calls once the business has been done <br />Set up a rotation in your team for handling incoming calls <br />
    137. 137. In Closing<br />Be Proactive – CHOOSE your responses and your life<br />Begin with the End in mind – KNOW your own desired outcomes<br />Put First Things First – <br />Don’t procrastinate or waste time – MANAGE YOUR SELF<br />Define and use periods of quality time in your schedule <br />Learn to say No with deep conviction <br />Stay away from perfectionism and aim for excellence <br />Build in timefor planning and personal development <br />
    138. 138.
    139. 139. Break<br />
    140. 140.
    141. 141. Session Four<br />Nutrition Plans A-Z<br />Matt Lazar and Mark Sarale<br />
    142. 142. Selling Nutrition Plans<br />
    143. 143. Prospects for Nutrition Plans<br />
    144. 144. Who is a prime candidate for a nutrition plan?<br />Prospects for Nutrition Plans<br />
    145. 145. Who is a prime candidate for a nutrition plan?<br />Improve body composition <br />Prospects for Nutrition Plans<br />
    146. 146. Who is a prime candidate for a nutrition plan?<br />Improve body composition<br />Improve Health<br />Prospects for Nutrition Plans<br />
    147. 147. Who is a prime candidate for a nutrition plan?<br />Improve body composition<br />Improve Health<br />Improve Performance <br />Prospects for Nutrition Plans<br />
    148. 148. Networking<br />
    149. 149. Networking<br />Networking<br />Join Networking Groups<br />Build contact lists<br />Companies<br />How many employees <br />Addresses<br />Emails<br />Phone numbers<br />
    150. 150. Networking<br />Attend Health Fairs<br />Gets the MM brand out there<br />Allows you to elaborate on the NP’s on a personal basis<br />Puts a face with the company<br />
    151. 151. Networking<br />Networking <br />Establish Partnerships<br />Personal trainers<br />Gym management<br />Gym sales associates<br />Personal training studios<br />Yoga Studios<br />Pilates Studios<br />Chiropractors<br />Rehabilitation Centers<br />Massage Therapist<br />
    152. 152. Marketing<br />
    153. 153. Marketing <br />Market Nutrition Plans as you would your Products<br />Certain products appease certain people just as certain NP’s will appease certain people. <br />Prospects<br />Improve body composition<br />Fat-loss, Muscle Gain, <br />Improve Health<br />Reduce blood lipids, increase insulin sensitivity<br />Improve Performance<br />General, Athletic, <br />
    154. 154. Marketing<br />Once contacts are established<br />Free consultation “coupons”<br />Ads that contain perceived value<br />Buy Core 4 and receive a free nutrition plan<br />Buy Test-Boosting Stack get free consult<br />Buy Fat-burning stack get free consult<br />Put Expiration dates on coupons and Ads<br />This will force the to have a sense of urgency<br />
    155. 155. Marketing<br />All Marketing for the store should integrate the NP’s<br />This gives Perception<br />Potential customers/clients will know Nutrition Plans are a part of what MM does and represents <br />
    156. 156. Building Rapport<br />
    157. 157. Building Rapport<br />Building rapport is key to acquiring that first consultation.<br />
    158. 158. Building Rapport<br />Building rapport is key to acquiring that first consultation.<br />Start with customers that you already have rapport with.<br />
    159. 159. Building Rapport<br />Building rapport is key to acquiring that first consultation.<br />Start with customers that you already have rapport with.<br />How can you tell if you have good rapport with someone?<br />
    160. 160. Building Rapport<br />Building rapport is key to acquiring that first consultation.<br />Start with customers that you already have rapport with.<br />How can you tell if you have good rapport with someone?<br />Customers that only come in when you are working.<br />The ones that purchase everything you tell them to get.<br />Friends and family.<br />
    161. 161. Building Rapport<br /><ul><li>New customers</li></li></ul><li>Building Rapport<br /><ul><li>New customers </li></ul>Basic<br /><ul><li>You can gain 30-45 sec. to make gain a customers rapport when they step through the door.</li></li></ul><li>Building Rapport<br /><ul><li>New customers </li></ul>Primary objective <br /><ul><li>Sell supplements with nutrition plans
    162. 162. Educate customers with our knowledge
    163. 163. Help them attain their goals</li></li></ul><li>Communication <br />
    164. 164. Communication<br /><ul><li>Three Forms of Communication </li></ul>Words influence ones behavior<br />Tonality (voice quality) <br />How to use your voice will affect ones behavior<br />Physiology<br />The way you use your body <br />
    165. 165. Communication<br />
    166. 166. Rapport through Physiology <br />Pacing a persons behavior non-verbally<br />Mirroring - Looks like they are looking into a mirror<br />Matching - Opposite of a mirror<br />Crossover – Pacing with a different part of the body all together.<br />
    167. 167. Rapport through Physiology <br />Pacing a persons behavior non-verbally<br />Mirroring - Looks like they are looking into a mirror<br />Matching - Opposite of a mirror<br />Crossover – Pacing with a different part of the body all together.<br />Whole body – pace the other persons stance or overall position<br />Part body- pace any consistent behavior shrugs, gestures, head nods, or any other types of shifts in their behaviors<br />Half body- pace upper or lower portion of persons body<br />Breathing – pace depth and/or speed<br />
    168. 168. Verbal Rapport<br />Verbal<br /><ul><li>Voice – tonality, tempo, volume, intensity, intonation patterns
    169. 169. Modalities- visual, auditory, kinesthetic
    170. 170. Visual- “I see, it looks…”
    171. 171. Auditory- “I hear, it sounds…”
    172. 172. Kinesthetic – “I feel, it feels…”</li></li></ul><li>Thought Process<br />By assessing how one communicates verbally, and non-verbally should lead us to understanding ones thought process<br />
    173. 173. Thought Process<br /><ul><li>Motivation</li></ul>Motivation direction<br />Away from Pain <br />Towards Pleasure<br />Motivation decision <br />Opportunity<br />Necessity<br />
    174. 174. Performing the Consultation<br />Have all material for presentation ready prior to consult<br />
    175. 175. Performing the Consultation<br />Have all material for presentation ready prior to consult<br />Paperwork <br />Calipers<br />Tape-measure<br />Computer<br />
    176. 176. Performing the Consultation<br />Take weight<br />Measure body fat %<br />Take body-part measurements<br />
    177. 177. Performing the Consultation<br />Ask them what their ideal weight/body-type is.<br />Explain to them what the ideal/healthy body fat % is.<br />Puts things into perspective<br />Time frame<br />How much they can actually gain/lose<br />
    178. 178. Closing the Sale <br />By establishing the rapport through their mean of “communication” (speaking their language) should make them more inclined to sign with you<br />
    179. 179. Closing the Sale <br />By establishing the rapport through their mean of “communication” (speaking their language) should make them more inclined to sign with you<br />This is also where you discuss the necessities of supplementation.<br /><ul><li>High quality and clean source of protein
    180. 180. Extra vitamins and minerals
    181. 181. EFA balances</li></ul>(Note: use the communication techniques to be on the same level as them)<br />This will give you a better chance at closing your sales. <br />
    182. 182. Closing the Sale <br />How many sessions do they need?<br />Do not pressure them, let them feel that they are still in control.<br />You are just here to help them make a decision that will benefit them and yourself.<br />This is the time that I emphasis the importance of consistency.<br />
    183. 183. Managing your Schedule<br />How do I schedule their follow-ups<br /><ul><li>1st session after consultation should be 1-2 weeks max after meeting
    184. 184. 2nd session should be 2-3 weeks after 1st
    185. 185. 3rd session and on should be 3-4 weeks after 2nd</li></li></ul><li>Managing your Schedule<br />Initial consultation should last 30-45mins<br />Follow-ups should only take 30mins max<br /><ul><li>Allow your-self to have a 5-10min buffer in-between clients to ensure you will be prepared</li></li></ul><li>Managing your Schedule<br />30min consultations consist of<br /><ul><li>Body fat %
    186. 186. Weight
    187. 187. Measurements</li></ul>Check progress <br /><ul><li>If progressing then continue as is
    188. 188. If regressing; decrease/increase calories or make recommendation to type of exercise
    189. 189. If fat-gain; decrease calories and increase cardio
    190. 190. Most of the time this happens when they are not following the program</li></li></ul><li>How much to Charge <br />Price out companies<br /> Jenny Craig<br /> Weight-watchers<br />Local gyms<br />Dieticians/RD’s<br /><ul><li>This will give you a base-line of how much you can charge per-session/package deals.</li></li></ul><li>How to collect payment<br />Always collect payment up-front in full before giving them their program.<br />This will ensure they are fully committed<br />
    191. 191. Utilization of Program<br />
    192. 192. Questions ?<br />
    193. 193.
    194. 194. Nutrition Panel<br />

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