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The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
The 4 Biggest Challenges Facing All Salesforces
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The 4 Biggest Challenges Facing All Salesforces

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  • When 2,600 sales organizations were asked to evaluate their own talent, 92% agree that they need to improve their skill-set.8% Peak Performers50% Have Scope for Improvement42% Perform below expected standards
  • Interesting fact: 66% of college graduates will enter the sales profession. Less than 1% of colleges and universities have a sales curriculum. So they are entering with relatively no training in sales.In fact, most the sales training for any industry is tribal knowledge, the experienced rep passing it down . . . This is the worse type of training you could possibly have. First, who’s to say that the rep doing the training has conscious competence or that you caught him on a good day. Remember the telephone game, where you would whisper something to one person (you only had one change to say it) and they would take what they thought they heard you say and pass it own, after the message had gone around the room (maybe 15 people) the message had change so much it was unidentifiable. This is the same thing w/Tribal knowledge.Only 29% of sales people think their manager cares about them developing their skills and left to their own initiative, they will not invest in their own learning . . . Less than 10% of the population has what is considered a learning mind-set.
  • Here are the 4 biggest developmental needs, according to the field-management team I interviewed: #1) Differentiating our self, #2) cultivating new business, #3) planning & preparation, and #4) the grand-daddy of them all mastering the sales conversation.
  • So, let’s take a look at each one separately. First, distinguishing yourself from the competition.
  • Sales plans expect to generate new customers by taking market-share. Prospect uses “low bid” as foundation for his bid, then provides “last look” to rep w/relationship. Our sales rep has not figured out “how to establish a better relationship w/the prospect than the incumbent already enjoys”.Most sales people are reluctant to cold-call prospects, to the extent that 40% of established salespeople experience enough call resistance to threaten their livelihood in sales.
  • Since we are talking about “being able to differentiate ourself” . . .If we packed the room full of ideal prospects and asked our sales rep to “pitch the room” what would he say? 99% of them would not know what to say and the other 1% would immediately start selling features and benefits of the product or the company . . . Which is the biggest mistake sales reps make, it just does not work. Most companies leave this critical step, “what to say” up to the rep and the rep does not know how & if he/she did it would not be consistent with the rest of the sales force. This is the essence of what the field management team is saying when they say “we are not differentiating ourselves”, we don’t know how, we don’t know what to say.
  • We are perceived to the be the same. The customer thinks that paint is paint. Our reps can’t seem to breakout of the clutter and differentiate unless it’s on price, and of course, that’s not what we want.
  • 2nd developmental need is cultivating new business.
  • Here is what our rep experiences when trying to establish new business. 1) We are satisfied with our current supplier (meaning they have not given me any reason to want to change . . . And neither have you); 2) You are too expensive (meaning if you want to undercut their price, that’s fine, I still won’t give you the business, but I can leverage my current supplier with it; 3) Lack of trust (means I just don’t know you as well as I do your competitor, people will buy from the one they have the most confidence in & the incumbent has an advantage), 4) Not shopping suppliers (which means if you don’t bring the dialogue for a natural conversation – I will just tell you we are not in the market, it’s like shopping in the mall when asked “can I help you”, always responds “I’m just looking” – which by-the-way only 3% are ready to buy now; and 5) customer just doesn’t know what he doesn’t know
  • The 3rd need is the proper planning and preparation.
  • With everyone that I heard from, every one stated that “we need to more of what we did last year, a deeper dive into sales conversations” . . . We need to achieve Mastery. Mastery is not achieved by doing thousands of things, rather “by doing a few things a thousand times each”. The guys were very direct, we don’t want to do negotiating or something like that (we’re not saying we don’t need it, we’re saying this is the most important area and we need to master this before we move on).
  • Characteristic of not utilizing a selling system: there are few written and documented steps. Or as John Moore, your Memphis RSM, says “what are the words”? The guys need tools to help them (not just tools to evaluate them, but to help them have the words and know-how of what to do). We need our guys to utilize the tools they are provided such as the weekly planner and the account strategy document. Sales professionals need not only be held accountable to the results, but more importantly to the process.
  • Here are the 4 biggest developmental needs, according to the field-management team I interviewed: #1) Differentiating our self, #2) cultivating new business, #3) planning & preparation, and #4) the grand-daddy of them all mastering the sales conversation.
  • What to look for in a sales-training organizationA Customized Sales Methodology.Interactive Instructional Design.Facilitator preparation and presentation experience.Facilitator’s professional experience.Ability to measure and support after-the-event.
  • 21 years as sales director with world’s 2nd largest paint company1 of 7 executives (out of 33,000 employees) on the Sales Leadership Team shaping the platform for sales development and executionDirected managed 12 Regional Sales Managers and 150 sales professionals (all direct employees)Team Achieved best performance each of 8 years I was in the leadership position
  • Transcript

    • 1. The 4 Biggest Hurdles Facing the Salesforce
      Considering the best ways to help your salespeople? Here’s what you need to know
    • 2. Areas Covered
      2
      • Amazing trends uncovered in the sales profession
      • 3. The 4 challenges, to profitable growth, facing every salesforce
      • 4. Critical skills every organization must master in order to thrive
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
    • 5. Researched and produced as a service to our industry
      Sponsored by:
    • 6. Some Industry Trends
    • 7. HR Chally Research of 80,000 B2B Customers
      5
      Salesperson is customer’s #1 buying criteria
      39%
      22%
      18%
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
    • 8. 6
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
      One in 1,000 salespeople rated World-Class
      • 80,000 B2B customers ranked 7,200 sales forces:
      • 9. Only 18 rated World-Class
      • 10. 1 rep in 1,000 World-Class
      Source: HR Chally Research
    • 11. 7
      Source: Nightingale Conant Study of 2,663 Sales Organizations
      Sales Managers agree their teams need help
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
    • 12. 8
      Source: Speed Of Trust Covey & Achieve Sales Excellence Stephens & Kinni & Harvard Business Review
      Why sales training is needed . . .
      • 66% college grads enter sales
      • 13. 1% colleges have sales program
      • 14. Tribal knowledge dominates
      • 15. 29% believe manager cares
      about developing their skills
      • Only 10% of population has learning mind-set
    • 9
      ES Research Group & Nightingale Conant Study of 2,663 Sales Organizations
      Effectiveness of Sales Training
      • 92% of reps have scope for improvement
      • 16. 90% of organizations report 40% increase 1-year after training
      • 17. Best reps (1 in 5) outperform others by 286%
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
    • 18. 4 Hurdles of Salesforce
    • 19. The 4 Biggest Hurdles
      11
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
    • 20. 1st Hurdle:
      Establishing Trust Quickly
      12
    • 21. 13
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
      Reps are inadequate @ establishing trust
      • 16% of annual sales expected from new customers
      • 22. Competitors have incumbent relationship w/customer
      • 23. 40% reps have call reluctance
      Source: Sales Executive Council & Behavioral Science Research Press
    • 24. 14
      Copyright 2011 Program on Persuasion
      Increased credibility reduces clients fears
    • 25. 15
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
      Salespeople are ill-prepared to gain trust
      • What would your rep say to a room full of prospects?
      • 26. Most don’t have a strategy
      • 27. Biggest mistake salespeople make is pitching too soon
    • 16
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
      What should be the strategic sales objective?
      Develop Rapport
      Establish Trust
      Deliver value
      Build Credibility as Expert
    • 28. 2nd Hurdle:
      Creating Customer Urgency
      17
    • 29. 18
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
      Customers don’t realize their own problems
      If they did, they would already have taken action.
      Just because a salesperson says something is so, doesn’t make it so.
      Salespeople’s job is helping customers discover their own problems themselves.
    • 30. 19
      Copyright 2011 Program on Persuasion
      Biggest mistake of salespeople
      Salespeople tend to offer their features & benefits too soon.
      Customers must be lead to discover their problems first
      Failure to understand cost of problem leads to price squeeze
    • 31. 20
      Copyright 2011 Program on Persuasion
      Cost-of-problem before cost-of-solution
    • 32. 21
      Copyright 2011 Program on Persuasion
      95% of rep’s questions are not powerful
      Sales questions are designed into 4 categories
      95% of Rep’s questions fall into the least persuasive category
      Rep’s must learn to replace offering solutions with asking powerful questions
    • 33. #3 Need:
      Making Persuasive Presentations
      22
    • 34. 23
      Copyright 2011 Program on Persuasion
      Top 5 sales presentation mistakes
      No clear purpose
      No audience benefit
      No clear flow
      Too much detail
      Too long winded
      Top 5 errors
    • 35. 24
      Copyright 2011 Program on Persuasion
      Most presentations only convey data
      Presentations should persuade
      Most are data dump
      Persuasive means “no brainer”
    • 36. 25
      Copyright 2011 Program on Persuasion
      No differentiation means lower price
      Presentations that don’t differentiate are commodities
      If you don’t contrast, you might as well sell for the competitor
    • 37. 26
      Copyright 2011 Program on Persuasion
      Reps don’t prove their claims
      70% of presentation is proof
      There are 4 ways to prove it
      Most reps don’t prove any
      That’s when price prevails
    • 38. #4 Need:
      Executing on Lead Activities
      27
    • 39. 28
      Copyright 2011 Program on Persuasion
      No one is focused on the lead indicators
      Marketing generates leads
      Management is focused on #s
      Sales reports are lag indicators
      Who focuses on lead activities
    • 40. 29
      • Strategies are easy to set
      • 41. Human behavior is not
      • 42. New Sales initiatives require accountability
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
      Strategies & initiatives fail due to execution
    • 43. 30
      Copyright 2011 Program on Persuasion
      Low retention of sales training
      87% of training is lost in 1st 30 days
      On-the-job coaching is key
      Fewer than 20% measure beyond 1-page smiley sheet
    • 44. The 4 Biggest Hurdles Summary
      31
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
    • 45. However, there are steps and strategies that lead to major breakthroughs
      32
    • 46. 4 Steps to Success
      33
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
    • 47. Step #1
      Design Rapport & Trust Vehicle
    • 48. 35
      Copyright 2011 Program on Persuasion
      When we start selling we break rapport
      Don’t sell features & benefits
      Customer’s are not interested
      They’re interested in themselves
      Educate them on their market
      Education builds rapport
    • 49. 36
      Copyright 2011 Program on Persuasion
      Specifically educate them on their market
      • Immediately gain interest
      • 50. Position rep as expert
      • 51. Develop a natural rapport
      • 52. Deliver value to client
      Dig your well before you need it
    • 53. 37
      Copyright 2011 Program on Persuasion
      Educational briefings raise rep credibility
      • Educate, don’t push product
      • 54. Market research, not features
      • 55. Buyer focused, not benefits
      • 56. Creates dialogue, not solution
      “As rep’s credibility goes up,
      customer’s apprehension goes down”
    • 57. Step #2
      Questions that create urgency
    • 58. 39
      Copyright 2011 Program on Persuasion
      Most customers don’t know their own needs
      Selling too soon is fatal
      When rep asks right questions . .
      • Customer discovers problems
      • 59. Most reps ask poor questions
      • 60. Do NOT offer a solution
    • 40
      Copyright 2011 Program on Persuasion
      Proper questions move customers to urgency
    • 61. Step #3
      Learn to Present Persuasively
    • 62. 42
      Copyright 2011 Program on Persuasion
      You must grab attention in first 90 seconds
      Grab ‘em with opening remark
      Claim your unique value
      Prove it!
      Explain why they should care
    • 63. 43
      Copyright 2011 Program on Persuasion
      We are programmed to recognize contrast
      Buyers decide by comparison
      Boldly claim your difference
      Demonstrate how it cures pain
      Make it memorable
      People are hard-wired to recognize contrast
    • 64. 44
      Copyright 2011 Program on Persuasion
      70% of presentation is dedicated to proof
      There are 4 powerful proofs
      Most reps use one to none
      Rep must validate claims
      1st proof - 3rd party validation
    • 65. Step #4
      Retention is execution key
    • 66. 46
      Copyright 2010 Your Company
      Without on-the-job coaching, retention fails
    • 67. 47
      Copyright 2011 Program on Persuasion
      Specific lead activities change lag indicators
      Leading sales indicators . . .
      Move lag indicators
      Leads are predictable
      Acting on leads gets results
      Execution program is key to achieving sales results
    • 68. 48
      Copyright 2011 Program on Persuasion
      Accountability to lead indicators
      Weekly accountability to leads
      Insures no one gets stuck
      Mastery is not doing 1,000 things
      Mastery is doing 4 things 1,000 times
      “That which is easy to do, is also easy not to do”
    • 69. 4 Steps to Success Summary
      49
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
    • 70. Experts recommend outsourcing to 3rd Party….
      50
    • 71. 51
      Source: ES Research Group
      What to look for in sales-training company
      Customized Sales Methodology
      Interactive Instructional Design
      Facilitator Preparation & Presentation Experience
      Facilitator’s Professional Experience
      Ability to Measure and Support After-The-Event
    • 72. 52
      Probability of achieving a new initiative
      • Hear an Idea = 10%
      • 73. Decide to adopt = 25%
      • 74. Schedule it = 40%
      • 75. Plan how to do it = 50%
      • 76. Commit to another = 65%
      • 77. Account to another = 95%
      Copyright 2011 Program on Persuasion
    • 78. Introducing . . .
      Achieving remarkable sales results for your paint company
      JimMcBrayer@ProgramOnPersuasion.com
      (678)610-6509
      ProgramOnPersuasion.com
      Copyright 2011 Program On Persuasion
      53
    • 79. History
      • Founded by paint executive
      • 80. Customers include largest paint companies
      • 81. We speak paint
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
      54
    • 82. What our clients are saying . . .
      “Feedback from the team was that your presentation and role-playing were the best they had ever been a part of. We look forward to more REAL training in the future”
      Steve Carrillo
      Sr. Sales Manager PPG – Dallas, Texas
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
      55
    • 83. What our clients are saying . . .
      “There is only one word to describe Jim McBrayer’s training course . . .WOW! Instant credibility from the start . . . Best training in 30 years in the industry. The follow-up is what differentiates and is the key to the success”.
      Dean Worley, VP
      – Single Source Inc
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
      56
    • 84. What our clients are saying . . .
      “We doubled our sales one year after we went through the training. Like most, we were reluctant to set aside the time to train, but we are so much better off that we did.
      Andy Robbins
      A&K Painting Charlotte, NC
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
      57
    • 85. What our clients are saying . . .
      “This training was the shot in the arm we needed, we now have an edge over our competition. We landed the largest contract in our 20+ year history using what we learned!”
      Terry Mathison
      - Specialty Finishes Inc
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
      58
    • 86. What our clients are saying . . .
      “Since we implemented the sales techniques that we learned . . . Sales have increased 15%! I would recommend Program On Persuasion to anyone that wants to improve the results of their sales team”.
      Fred Chapman
      Baker Paint
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
      59
    • 87. What our clients are saying . . .
      I attended the “Program on Persuasion” presented by Jim McBrayer in December of 2009. It wasn’t about talking anybody into anything. It was all about how to really understand others, and how to listen to their needs. It will not only improve your sales performance, but will improve your relationships, both business and personal. It is the best investment you can make of both your money and your time.Tony Collins Chairman EonCoat
      Wilson, North Carolina
      Copyright 2011 Program On Persuasion
      ProgramOnPersuasion.com
      60
    • 88. Take our Free Sales Assessment
      Achieving remarkable sales results for your paint company
      JimMcBrayer@ProgramOnPersuasion.com
      (678)610-6509
      ProgramOnPersuasion.com
      Copyright 2011 Program On Persuasion
      61

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