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Selling Resources

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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

Selling Resources Selling Resources Presentation Transcript

  • The 4 Biggest Hurdles Facing the Salesforce
    Considering the best ways to help your salespeople? Here’s what you need to know
  • Areas Covered
    2
    • Amazing trends uncovered in the sales profession
    • The 4 challenges, to profitable growth, facing every salesforce
    • Critical skills every organization must master in order to thrive
    Copyright 2011 Program On Persuasion
    ProgramOnPersuasion.com
  • Researched and produced as a service to our industry
    Sponsored by:
  • Some Industry Trends
  • 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
  • 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:
    • Only 18 rated World-Class
    • 1 rep in 1,000 World-Class
    Source: HR Chally Research
  • 7
    Source: Nightingale Conant Study of 2,663 Sales Organizations
    Sales Managers agree their teams need help
    Copyright 2011 Program On Persuasion
    ProgramOnPersuasion.com
  • 8
    Source: Speed Of Trust Covey & Achieve Sales Excellence Stephens & Kinni & Harvard Business Review
    Why sales training is needed . . .
    • 66% college grads enter sales
    • 1% colleges have sales program
    • Tribal knowledge dominates
    • 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
    • 90% of organizations report 40% increase 1-year after training
    • Best reps (1 in 5) outperform others by 286%
    Copyright 2011 Program On Persuasion
    ProgramOnPersuasion.com
  • 4 Hurdles of Salesforce
  • The 4 Biggest Hurdles
    11
    Copyright 2011 Program On Persuasion
    ProgramOnPersuasion.com
  • 1st Hurdle:
    Establishing Trust Quickly
    12
  • 13
    Copyright 2011 Program On Persuasion
    ProgramOnPersuasion.com
    Reps are inadequate @ establishing trust
    • 16% of annual sales expected from new customers
    • Competitors have incumbent relationship w/customer
    • 40% reps have call reluctance
    Source: Sales Executive Council & Behavioral Science Research Press
  • 14
    Copyright 2011 Program on Persuasion
    Increased credibility reduces clients fears
  • 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?
    • Most don’t have a strategy
    • 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
  • 2nd Hurdle:
    Creating Customer Urgency
    17
  • 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.
  • 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
  • 20
    Copyright 2011 Program on Persuasion
    Cost-of-problem before cost-of-solution
  • 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
  • #3 Need:
    Making Persuasive Presentations
    22
  • 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
  • 24
    Copyright 2011 Program on Persuasion
    Most presentations only convey data
    Presentations should persuade
    Most are data dump
    Persuasive means “no brainer”
  • 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
  • 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
  • #4 Need:
    Executing on Lead Activities
    27
  • 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
  • 29
    • Strategies are easy to set
    • Human behavior is not
    • New Sales initiatives require accountability
    Copyright 2011 Program On Persuasion
    ProgramOnPersuasion.com
    Strategies & initiatives fail due to execution
  • 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
  • The 4 Biggest Hurdles Summary
    31
    Copyright 2011 Program On Persuasion
    ProgramOnPersuasion.com
  • However, there are steps and strategies that lead to major breakthroughs
    32
  • 4 Steps to Success
    33
    Copyright 2011 Program On Persuasion
    ProgramOnPersuasion.com
  • Step #1
    Design Rapport & Trust Vehicle
  • 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
  • 36
    Copyright 2011 Program on Persuasion
    Specifically educate them on their market
    • Immediately gain interest
    • Position rep as expert
    • Develop a natural rapport
    • Deliver value to client
    Dig your well before you need it
  • 37
    Copyright 2011 Program on Persuasion
    Educational briefings raise rep credibility
    • Educate, don’t push product
    • Market research, not features
    • Buyer focused, not benefits
    • Creates dialogue, not solution
    “As rep’s credibility goes up,
    customer’s apprehension goes down”
  • Step #2
    Questions that create urgency
  • 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
    • Most reps ask poor questions
    • Do NOT offer a solution
  • 40
    Copyright 2011 Program on Persuasion
    Proper questions move customers to urgency
  • Step #3
    Learn to Present Persuasively
  • 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
  • 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
  • 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
  • Step #4
    Retention is execution key
  • 46
    Copyright 2010 Your Company
    Without on-the-job coaching, retention fails
  • 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
  • 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”
  • 4 Steps to Success Summary
    49
    Copyright 2011 Program On Persuasion
    ProgramOnPersuasion.com
  • Experts recommend outsourcing to 3rd Party….
    50
  • 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
  • 52
    Probability of achieving a new initiative
    • Hear an Idea = 10%
    • Decide to adopt = 25%
    • Schedule it = 40%
    • Plan how to do it = 50%
    • Commit to another = 65%
    • Account to another = 95%
    Copyright 2011 Program on Persuasion
  • Introducing . . .
    Achieving remarkable sales results for your paint company
    JimMcBrayer@ProgramOnPersuasion.com
    (678)610-6509
    ProgramOnPersuasion.com
    Copyright 2011 Program On Persuasion
    53
  • History
    • Founded by paint executive
    • Customers include largest paint companies
    • We speak paint
    Copyright 2011 Program On Persuasion
    ProgramOnPersuasion.com
    54
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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