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The Power of YES:
Advertising Sales Planning



     ADVANCED
     MAGAZINE
     TRAINING
      Entire contents © 2012 Sabatier Consulting LLC All Rights Reserved
Strategic Selling, Planning and Prospecting

   Setting Goals

   Short-term and long-term selling

   Develop Client History

   Use Competitive Information

   Develop Editorial and Reader Positioning – what’s your
    story?
Presentations

 Goal: to generate a focused change of ideas…to deepen
 dialogue


 “…it’s hard to have interaction if you are simply giving
 a speech. Bringing visuals along can open a dialogue
 between you and your customer and provide points of
 reference throughout your presentation.”
                                    former publisher & CEO
Presentations

 Four questions to ask prior to creating a presentation

 1. Am I going to talk about something the client is
    interested in?

 2. Has the client heard this before?

 3. Does the presentation fit the client’s needs and the
    allotted time for the meeting?

 4. Will this presentation encourage dialogue?
Presentations

 Preparation is almost as important as the delivery.

 Determine the goal and objective of the presentation.

 Don’t try to cover more than one or two key points.

 Determine in advance how much time you will have
Presentations

 Preparation is almost as important as the delivery.

 Organize the presentation.

 A good sales presentation starts with a quick review of
 the customer’s goals and objectives.
Presentations

 Start by asking a couple questions.

 Grab the client’s attention early.
       Be memorable. Use visuals.

 Get to the point quickly.

 Constantly monitor how attentive your audience is.
Presentations


 Start by asking a couple questions.

 Grab the client’s attention early.
       Be memorable. Use visuals.

 Get to the point quickly.

 Constantly monitor how attentive your audience is.
Proposals


 What is the purpose of a sales proposal? It provides a
 good way of documenting and reminding a buyer:

       1. Of their need to change (the original problem)
       2. How to deal with the consequences of buying
       3. Why they should buy from you (the value)
       4. Why he/she should buy now
Proposals


 What should go into a sales proposal?

 Our understanding of your situation – executive
 summary of conversations that have taken place

 Method and approach (i.e. the solution and benefits)

 Associated timing and costs

 Next steps
Proposals


 Common problems:

 Many proposals are unsuccessful. A poorly developed
 proposal can sink a sale by showing the buyer that you
 don’t really understand their requirements.

 Often sales proposals are presented at the wrong time
 in the buying/selling process or they are done instead
 of closing the sale verbally.
Sales Follow-up
Questions to ask yourself before you write a sales follow-
up:

1. What do you want the client to do as a result of
   reading this communication?

2. What benefit are you offering the client if he does
   what you want him to do?

3. How can you prove that doing what you ask the client
   to do will result in the benefits you have stated?
Sales Follow-up

 1. Build trust.

 2. Get to bona fides, quick.

 3. Make it memorable.

 4. Include a call to action.
The Power of YES:
Overcoming Objections


ADVANCED MAGAZINE INSTITUTE 2012
“Never allow a person to tell you no who
       doesn't have the power to say yes.”




                            ELEANOR ROOSEVELT

                           AMERICAN FIRST LADY




15
The Power of YES:
     Overcoming Objections

              SESSION HIGHLIGHTS


              *BUYER EXPECTATIONS
              *UNCOVER INTERESTS/MOTIVES
              *POWER OF YES STRATEGY
              *POWER OF YES STATEMENTS
              *SELL THROUGH OBJECTIONS
              *YES APPROACH BENEFITS




16
Sale Dichotomy




17
Sales Goal



           INITIATE
           COLLABORATIVE,
           BUSINESS-BUILDING
           DISCUSSIONS THAT
           PRODUCE SOLUTIONS-
           ORIENTED SALES




18
Make Yourself A Valuable Resource

                        Adversarial posture
                        Same old, same old
                        Short-term benefit to
                           you
                          Inflexibility
                          Boilerplate offerings
                          Take it or leave it
                           attitude
                          Retort to previous
                           objections



19
Make Yourself A Valuable Resource

                        An understanding of
                         their business and the
                         issues they are facing
                        Questions that engage
                         the buyer
                        Empathy for hard
                         economic times
                        Shared solutions for
                         beating the system
                         (e.g. you both have
                         competitors)
                           Reasons why a relationship
                            with you is better for them.
                        Platform for future
                        business
20
Make Yourself A Valuable Resource

                        Understand your
                        client’s business
                           Risk and success factors
                           Products and processes
                        Identify needs that
                         client has not
                         articulated
                        Co-create solutions
                         with client
                        Earn the right to ask
                         for the client’s
                         business

21
The Value of Hypothesis


                   IF YOU DON’T KNOW
                   WHAT IS
                   IMPORTANT TO A
                   SPECIFIC CLIENT,
                   HYPOTHESIZING IS
                   A GOOD WAY TO GET
                   THEM TO
                   ARTICULATE THEIR
                   NEEDS, INTERESTS
                   OR FEARS.


22
Uncover Buyer Interests & Motives

                        Make a series of
                         observations about
                         things you both
                         (could) know and
                         likely agree upon
                        Listen carefully
                           What is important
                           Concerns and fears
                           Problems




23
Power of “Yes”


               RECOGNIZE THAT
               SOME INTERESTS
               ARE SHARED AND
               SOME ARE OPPOSED.

               THE ‘POWER OF YES’
               APPROACH
               CONCENTRATES ON
               AREAS WHERE BOTH
               PARTIES CAN AGREE.



24
‘Power of Yes’ Strategy

                    Focus on interests
                    behind positions
                       Shared, opposed,
                        differing
                    Develop options for
                    mutual gain
                       Expand vs. divide
                        existing pie




25
‘Power of Yes’ Strategy

                    Results
                       Helps client become
                        involved
                       Helps client save face
                        (when/if changing
                        historical response)
                       Helps client yield to
                        reason, not pressure




26
‘Power of Yes’ Strategy

  Soft                                     Hard
  Relationship                             Adversarial
   building                                 Goal:
  Goal:                                     winning
   agreement                                Behavior:
  Behavior:                                      Dig Heels in
        Flexible                                 Hold to
        Provide options                           position
        Amicable                                 Confrontation




27
‘Power Of Yes’ Statements

  You compete with ‘xyz’ brand for customers


  Your point of difference vs. your competitors is:
     a)
     b)


  Your customer profile looks something like:
     a)
     b)



28
‘Power Of Yes’ Statements

  You expect to get new customers from
        Greater penetration of same demographic
        Greater penetration of same geographic
        Expansion into new market segment, e.g. _____
        Presenting new benefits to old customers
        Other




29
‘Power Of Yes’ Statements

  You’ve been in business since 19__
        Making you the newest competitor for those interested in
         being innovative
        Giving you the advantage of being oldest, best; one to beat




30
‘Power Of Yes’ Statements

  Your customers consider you #1 (or #2, etc.)

  Your current market share is x%

  Your long-term goal is to _______

  Your toughest competitor(s) is/are _____,
     because _________




31
‘Power Of Yes’ Statements

  Your biggest obstacle for 2011 is _______


  Sales in your industry grew x% last year


  You must be proud that your company was singled
     out for _______ recognition or achievement




32
Process-Oriented ‘Yes’ Statements


  I believe you prefer to work on annual plans, and
     lock in a contract rate and positions all at once.

  I think I remember you need to have your budget
     remain ‘flexible’ and make commitments on a
     month-to-month basis.




33
Power of “Yes”


               RE-STATE WHAT YOU
               BELIEVE THE BUYER
               HAS SAID.

               Clarify and identify.




34
Sell Through Objections

                  While acknowledging
                   the buyer’s objection,
                   identify the potential
                   opportunity within
                   his/her statement.




35
Sell Through Objections

                  We don’t have the
                   budget.
                      Is there no budget, or is that
                       budget already allocated, and
                       if so, how was it allocated?




36
Sell Through Objections

                  We are satisfied with
                   our current schedule.
                      Let’s discuss the next
                       schedule or possible
                       additions/changes to your
                       current schedule.




37
Sell Through Objections

                  Your rates are too
                   high.
                      Would you define too high? If
                       we produce more prospects
                       and/or more sales, does this
                       factor into your definition?




38
Sell Through Objections

                  We already reach your
                   market.
                      Are you interested in
                       exploring whether you are
                       reaching the market in the
                       most effective and/or
                       complementary manner?




39
Sell Through Objections

                  We don’t need more
                   sales right now.
                      Are you interested in
                       producing quality leads for
                       future sales?




40
Sell Through Objections

                  Will think it over. Call
                   me next week (or
                   month, etc.)
                      I will be more than happy to
                       come back and review this
                       with you. What other
                       materials should I bring and
                       what questions should I plan
                       for?




41
Sell Through Objections

                  I don’t have time to see
                   you.
                      What would be a more
                       convenient time?




42
Sell Through Objections

                  The program is locked
                   up.
                      Does that mean the ads have
                       run and the money is spent?




43
Sell Through Objections

                  Your content doesn’t
                   interest our customers
                   or prospects.
                      Can we review the reading
                       interests of your buyers?




44
Sell Through Objections

                 • I don’t see ads for my
                   type of product in your
                   magazine.
                      Is this a criterion for all of
                       your ad placements? Do more
                       competitor ads validate the
                       market for you?




45
Sell Through Objections

                 • Your magazine is too
                   cluttered.
                      What are you looking for in
                       terms of design? We carry
                       many ads because companies
                       desire to reach our market.
                       That is a sign of success.




46
Sell Through Objections

                  • We get a better deal
                    from your
                    competition.
                      I’m sorry we can’t change
                       our rates because there is
                       value attached to our
                       audience. Perhaps we can
                       discuss added value.




47
Sell Through Objections

                  • Business is poor, so
                    we are cutting back.
                      Will cutting back improve
                       the business outlook?




48
Sell Through Objections

                  • There’s only room for
                    one more title in my
                    schedule.
                      What would it take for my
                       publication to be that title?




49
Sell Through Objections

                  • We are not interested
                    in your market this
                    year.
                      When did the criteria
                       change and do you
                       anticipate another change
                       next year




50
Sell Through Objections

                  • We are not ready to
                    move on that right
                    now.
                      I realize that these things
                       take time, but is there
                       something that I can do in
                       the meantime to make the
                       decision easier – more
                       information?




51
Sell Through Objections

                  • The decision is up to…
                      When may I see him/her?




52
‘Yes’ Approach Benefits

  Look for areas of agreement, harmony, being in
     accord

  Provide and gain value from (each) meeting


  Introduce side-by-side problem solving


  Avoid traditional confrontation




53
‘Yes’ Approach Benefits

  Amicable vs. adversarial


  Concentrate on long-term results vs. short-term
     gains (while still encouraging both long and short-
     term decisions)

  Create positive environment more conducive to
     building business (together)

  Lessen resistance/avoidance to future
     calls/conversations


54
‘Yes’ Approach Benefits


                 Build strong and
                 productive relationships




55
Questions




56   Entire contents © 2012 Sabatier Consulting LLC
     All Rights Reserved
Lou Ann Sabatier
     Sabatier Consulting LLC
     607 Greenwich Street
     Falls Church, VA 22046
     703.536.2635/212.213.1550
     louann@sabatierconsulting.com
     www.SabatierConsulting.com



57

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Advertising the power of yes-sabatier

  • 1. The Power of YES: Advertising Sales Planning ADVANCED MAGAZINE TRAINING Entire contents © 2012 Sabatier Consulting LLC All Rights Reserved
  • 2. Strategic Selling, Planning and Prospecting  Setting Goals  Short-term and long-term selling  Develop Client History  Use Competitive Information  Develop Editorial and Reader Positioning – what’s your story?
  • 3. Presentations Goal: to generate a focused change of ideas…to deepen dialogue “…it’s hard to have interaction if you are simply giving a speech. Bringing visuals along can open a dialogue between you and your customer and provide points of reference throughout your presentation.” former publisher & CEO
  • 4. Presentations Four questions to ask prior to creating a presentation 1. Am I going to talk about something the client is interested in? 2. Has the client heard this before? 3. Does the presentation fit the client’s needs and the allotted time for the meeting? 4. Will this presentation encourage dialogue?
  • 5. Presentations Preparation is almost as important as the delivery. Determine the goal and objective of the presentation. Don’t try to cover more than one or two key points. Determine in advance how much time you will have
  • 6. Presentations Preparation is almost as important as the delivery. Organize the presentation. A good sales presentation starts with a quick review of the customer’s goals and objectives.
  • 7. Presentations Start by asking a couple questions. Grab the client’s attention early. Be memorable. Use visuals. Get to the point quickly. Constantly monitor how attentive your audience is.
  • 8. Presentations Start by asking a couple questions. Grab the client’s attention early. Be memorable. Use visuals. Get to the point quickly. Constantly monitor how attentive your audience is.
  • 9. Proposals What is the purpose of a sales proposal? It provides a good way of documenting and reminding a buyer: 1. Of their need to change (the original problem) 2. How to deal with the consequences of buying 3. Why they should buy from you (the value) 4. Why he/she should buy now
  • 10. Proposals What should go into a sales proposal? Our understanding of your situation – executive summary of conversations that have taken place Method and approach (i.e. the solution and benefits) Associated timing and costs Next steps
  • 11. Proposals Common problems: Many proposals are unsuccessful. A poorly developed proposal can sink a sale by showing the buyer that you don’t really understand their requirements. Often sales proposals are presented at the wrong time in the buying/selling process or they are done instead of closing the sale verbally.
  • 12. Sales Follow-up Questions to ask yourself before you write a sales follow- up: 1. What do you want the client to do as a result of reading this communication? 2. What benefit are you offering the client if he does what you want him to do? 3. How can you prove that doing what you ask the client to do will result in the benefits you have stated?
  • 13. Sales Follow-up 1. Build trust. 2. Get to bona fides, quick. 3. Make it memorable. 4. Include a call to action.
  • 14. The Power of YES: Overcoming Objections ADVANCED MAGAZINE INSTITUTE 2012
  • 15. “Never allow a person to tell you no who doesn't have the power to say yes.” ELEANOR ROOSEVELT AMERICAN FIRST LADY 15
  • 16. The Power of YES: Overcoming Objections SESSION HIGHLIGHTS *BUYER EXPECTATIONS *UNCOVER INTERESTS/MOTIVES *POWER OF YES STRATEGY *POWER OF YES STATEMENTS *SELL THROUGH OBJECTIONS *YES APPROACH BENEFITS 16
  • 18. Sales Goal INITIATE COLLABORATIVE, BUSINESS-BUILDING DISCUSSIONS THAT PRODUCE SOLUTIONS- ORIENTED SALES 18
  • 19. Make Yourself A Valuable Resource  Adversarial posture  Same old, same old  Short-term benefit to you  Inflexibility  Boilerplate offerings  Take it or leave it attitude  Retort to previous objections 19
  • 20. Make Yourself A Valuable Resource  An understanding of their business and the issues they are facing  Questions that engage the buyer  Empathy for hard economic times  Shared solutions for beating the system (e.g. you both have competitors)  Reasons why a relationship with you is better for them.  Platform for future business 20
  • 21. Make Yourself A Valuable Resource  Understand your client’s business  Risk and success factors  Products and processes  Identify needs that client has not articulated  Co-create solutions with client  Earn the right to ask for the client’s business 21
  • 22. The Value of Hypothesis IF YOU DON’T KNOW WHAT IS IMPORTANT TO A SPECIFIC CLIENT, HYPOTHESIZING IS A GOOD WAY TO GET THEM TO ARTICULATE THEIR NEEDS, INTERESTS OR FEARS. 22
  • 23. Uncover Buyer Interests & Motives  Make a series of observations about things you both (could) know and likely agree upon  Listen carefully  What is important  Concerns and fears  Problems 23
  • 24. Power of “Yes” RECOGNIZE THAT SOME INTERESTS ARE SHARED AND SOME ARE OPPOSED. THE ‘POWER OF YES’ APPROACH CONCENTRATES ON AREAS WHERE BOTH PARTIES CAN AGREE. 24
  • 25. ‘Power of Yes’ Strategy  Focus on interests behind positions  Shared, opposed, differing  Develop options for mutual gain  Expand vs. divide existing pie 25
  • 26. ‘Power of Yes’ Strategy  Results  Helps client become involved  Helps client save face (when/if changing historical response)  Helps client yield to reason, not pressure 26
  • 27. ‘Power of Yes’ Strategy  Soft  Hard  Relationship  Adversarial building  Goal:  Goal: winning agreement  Behavior:  Behavior:  Dig Heels in  Flexible  Hold to  Provide options position  Amicable  Confrontation 27
  • 28. ‘Power Of Yes’ Statements  You compete with ‘xyz’ brand for customers  Your point of difference vs. your competitors is: a) b)  Your customer profile looks something like: a) b) 28
  • 29. ‘Power Of Yes’ Statements  You expect to get new customers from  Greater penetration of same demographic  Greater penetration of same geographic  Expansion into new market segment, e.g. _____  Presenting new benefits to old customers  Other 29
  • 30. ‘Power Of Yes’ Statements  You’ve been in business since 19__  Making you the newest competitor for those interested in being innovative  Giving you the advantage of being oldest, best; one to beat 30
  • 31. ‘Power Of Yes’ Statements  Your customers consider you #1 (or #2, etc.)  Your current market share is x%  Your long-term goal is to _______  Your toughest competitor(s) is/are _____, because _________ 31
  • 32. ‘Power Of Yes’ Statements  Your biggest obstacle for 2011 is _______  Sales in your industry grew x% last year  You must be proud that your company was singled out for _______ recognition or achievement 32
  • 33. Process-Oriented ‘Yes’ Statements  I believe you prefer to work on annual plans, and lock in a contract rate and positions all at once.  I think I remember you need to have your budget remain ‘flexible’ and make commitments on a month-to-month basis. 33
  • 34. Power of “Yes” RE-STATE WHAT YOU BELIEVE THE BUYER HAS SAID. Clarify and identify. 34
  • 35. Sell Through Objections  While acknowledging the buyer’s objection, identify the potential opportunity within his/her statement. 35
  • 36. Sell Through Objections  We don’t have the budget.  Is there no budget, or is that budget already allocated, and if so, how was it allocated? 36
  • 37. Sell Through Objections  We are satisfied with our current schedule.  Let’s discuss the next schedule or possible additions/changes to your current schedule. 37
  • 38. Sell Through Objections  Your rates are too high.  Would you define too high? If we produce more prospects and/or more sales, does this factor into your definition? 38
  • 39. Sell Through Objections  We already reach your market.  Are you interested in exploring whether you are reaching the market in the most effective and/or complementary manner? 39
  • 40. Sell Through Objections  We don’t need more sales right now.  Are you interested in producing quality leads for future sales? 40
  • 41. Sell Through Objections  Will think it over. Call me next week (or month, etc.)  I will be more than happy to come back and review this with you. What other materials should I bring and what questions should I plan for? 41
  • 42. Sell Through Objections  I don’t have time to see you.  What would be a more convenient time? 42
  • 43. Sell Through Objections  The program is locked up.  Does that mean the ads have run and the money is spent? 43
  • 44. Sell Through Objections  Your content doesn’t interest our customers or prospects.  Can we review the reading interests of your buyers? 44
  • 45. Sell Through Objections • I don’t see ads for my type of product in your magazine.  Is this a criterion for all of your ad placements? Do more competitor ads validate the market for you? 45
  • 46. Sell Through Objections • Your magazine is too cluttered.  What are you looking for in terms of design? We carry many ads because companies desire to reach our market. That is a sign of success. 46
  • 47. Sell Through Objections • We get a better deal from your competition.  I’m sorry we can’t change our rates because there is value attached to our audience. Perhaps we can discuss added value. 47
  • 48. Sell Through Objections • Business is poor, so we are cutting back.  Will cutting back improve the business outlook? 48
  • 49. Sell Through Objections • There’s only room for one more title in my schedule.  What would it take for my publication to be that title? 49
  • 50. Sell Through Objections • We are not interested in your market this year.  When did the criteria change and do you anticipate another change next year 50
  • 51. Sell Through Objections • We are not ready to move on that right now.  I realize that these things take time, but is there something that I can do in the meantime to make the decision easier – more information? 51
  • 52. Sell Through Objections • The decision is up to…  When may I see him/her? 52
  • 53. ‘Yes’ Approach Benefits  Look for areas of agreement, harmony, being in accord  Provide and gain value from (each) meeting  Introduce side-by-side problem solving  Avoid traditional confrontation 53
  • 54. ‘Yes’ Approach Benefits  Amicable vs. adversarial  Concentrate on long-term results vs. short-term gains (while still encouraging both long and short- term decisions)  Create positive environment more conducive to building business (together)  Lessen resistance/avoidance to future calls/conversations 54
  • 55. ‘Yes’ Approach Benefits Build strong and productive relationships 55
  • 56. Questions 56 Entire contents © 2012 Sabatier Consulting LLC All Rights Reserved
  • 57. Lou Ann Sabatier Sabatier Consulting LLC 607 Greenwich Street Falls Church, VA 22046 703.536.2635/212.213.1550 louann@sabatierconsulting.com www.SabatierConsulting.com 57