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Accidental sales for be meeting 11.11.2010
Accidental sales for be meeting 11.11.2010
Accidental sales for be meeting 11.11.2010
Accidental sales for be meeting 11.11.2010
Accidental sales for be meeting 11.11.2010
Accidental sales for be meeting 11.11.2010
Accidental sales for be meeting 11.11.2010
Accidental sales for be meeting 11.11.2010
Accidental sales for be meeting 11.11.2010
Accidental sales for be meeting 11.11.2010
Accidental sales for be meeting 11.11.2010
Accidental sales for be meeting 11.11.2010
Accidental sales for be meeting 11.11.2010
Accidental sales for be meeting 11.11.2010
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Accidental sales for be meeting 11.11.2010

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  • Just because you’ve done everything on your checklist doesn’t mean the buyer has done everything on theirs.There is not enough depth in the typical sales process for you to evaluate how you are progressing in the sale. It also allows too many opportunities for the prospect to become disconnected from the process – leaving you on the outside looking in.Why we hit the wall:They’re not a buyer (Dealing with an unqualified prospect)Needs poorly developedNo moneyNo authoritySales process problemOut of sync with the buyerUnstructured sales engagement (no plan of activities for advancing the sale)
  • The mature process:Designed to require prospect to self–examine and stay in contact with their painRequires continuous time commitment from the prospectResults in continuous qualification/validation of the dealGives the prospect a framework for conducting their evaluationGives the seller a framework for presenting their solution within the context of the buyer’s problem
  • While we are going through our traditional sales process our prospects are going through their own process to make a purchase.
  • This is a new view of the sales process that aligns better with the buying process.Advancement – what is each side doing to advance the deal? If sales process and buying process are in alignment and your solution is viable the buyer will be working as hard as the seller to advance the deal.Align and Reinforce steps are where most sales activity occurs. Activities may vary some from deal to deal. Examples:Discovery – detailed surveys with multiple staff. Walk-throughs.DemosPresentationsProposal iterationsCost justificationReferencesOffice Visits
  • Transcript

    • 1. The Unintentional Salesperson Barry Thomason November 11, 2010
    • 2. Agenda • Not Magic, a Discipline • What is Sales/What is Marketing • Sales Process – Two Views • Buying Process • Combining Selling and Buying • Principles • Homework • Resources
    • 3. Marketing Sales CustomerSuspect Buyer Acquiring a Customer
    • 4. Typical Sales Process Initial Meeting Demo or Presentation Proposal Follow up calls Negotiate Agreement
    • 5. Mature Sales Process Background and Preparation Problem Definition/Solution Value Initial Demo or Presentation Estimate Presentation Discovery Targeted Demo(s) Final Proposal Presentation Follow-up Q & A Sessions Value Analysis/ROI Office Visit/Executive Meeting Facilitate Reference Checks Negotiate Agreement
    • 6. The Buying Cycle Operations Recognition Evaluate Resolve Concerns Commit
    • 7. Awareness Discover/ Magnify Align Selected Reinforce Operations Recognition Evaluate Resolve Concerns Commit Buyer Seller Continuous MarketingNothing. Daily Operations Educating the prospectDeciding to change Distinguishing our offerTrying to choose Providing proofOvercoming fear Working detailsWorking details
    • 8. Awareness Discover/ Magnify Align Selected Reinforce Operations Recognition Evaluate Resolve Concerns Commit Buyer Seller Continuous MarketingNothing. Daily Operations Educating the prospectDeciding to change Distinguishing our offerTrying to decide Providing proofOvercoming fear Working detailsWorking details Background and Preparation (D/A) Problem Definition/Solution Value (D/A) Initial Demo or Presentation (D/A) Estimate Presentation (D/A) Discovery (A) Targeted Demo(s) (A) Final Proposal Presentation (A) Follow-up Q & A Sessions (A) Value Analysis/ROI (R) Office Visit/Executive Meeting (R) Facilitate Reference Checks (R) Negotiate Agreement (S)
    • 9. Tips/Principles 1. Liar, Liar, Pants on Fire! 2. Set the rules 3. Slow down 4. Who’s side are you on? 5. Add value 6. “You’re Fired” 7. “Telling ain’t selling” 8. Own it 9. Price 10. Closing
    • 10. Homework 1. Document your current sales process. Are you asking the prospect to invest time with you in activities that will give you the opportunity to present your company and your offer as the best solution? 2. Make a list of 4-5 go-to questions that you always ask that will get the prospect to talk about their problem(s)/opportunities and why they are worth solving/pursuing. 3. Identify a potential champion inside each target opportunity. Ask them to help you.
    • 11. Resources •SPIN Selling – Neil Rackham •Major Account Sales Strategy – Neil Rackham •Strategic Selling – Robert Miller, Stephen Heiman, Tad Tuleja •Questions That Sell - Paul Cherry •Selling the Invisible – Harry Beckwith •Positioning – Al Ries, Jack Trout •Harvard Business Review – Articles •Newsletters, Tips, Formal Training •www.huthwaite.com •www.millerheiman.com

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