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Training for awb bank (2)


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Training Evaluation & Feedback
AWB Direct Sales Training
Selling Skills
Start Understanding Yourself And Others
January 24, 26, 29 2012
Mohamed Abdelnaby
Part A selling skills+ Communication Skills:
Personal Effectiveness
1. Successful Salespeople Skills
2. Verbal Communication (Includes both spoken and written forms)
3. Non-verbal communication (Understanding Body Language)
4. Listening skills (Active, Passive and Reflective Listening)
• Managing Self
o Understanding Self
o SWOT Analysis of Oneself
• Managing Time
o Setting SMART Goals
o Writing Planning and Organizing your time
• Managing Stress
o The Power of Perception
o Reaction to Stress
o Managing Stress
o Ways to develop a positive attitude

Training interactive Methodology:
• Games and Group Activities
• Case Studies
1. Stress Management (Replay every month)
2. Personal vision
Part B Sales Call Etiquette
• Ways to make a Good First Impression.
• Effective Call Handling
• Pre-call Information
• Building Credibility During the Call
• Key Phases of an Outbound/Inbound Call
• Hold Procedure
• Using the Right Tone of Voice
• Tips for Good Telephone Etiquette
• Forbidden Phrases to Avoid
• Body Language over the Telephone
Training interactive Methodology:
• Games and Group Activities
• Case Studies
3. Videos & Role Plays
Part C Build Relationships and Sales Behaviors:
• Stages in the personal selling process
• Steps in the Buying Process
• Making a Good Impression
• Developing a rapport
• New” Model of Selling
• Dealing With Tough Customers

4. Behavior Change Contract (follow up for everyone)
• Part D Negotiation Skills :
• WIN/WIN Approach
• Managing Emotions
• Negotiation Skills
• Assertiveness Skills
• Persuasive Skills
• Pareto Analysis
• SWOT Analysis
• Problem Re-statement Technique
• Videos &Role Plays
• Games and Group Activities
• Case Studies
Recommended Training for the AWB Direct Sales team in future:
1. Sales Telephone Etiquette (Again with same style between all the team)
2. Team Management
3. Leadership Skills
4. Business Email Writing(managerial)
5. Motivational Training
6. Presentation Skills

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Training for awb bank (2)

  1. 1. selling skillsDirect Sales Training AWB Bank By Mohamed Abdelnaby
  2. 2. Agenda • Introduction • Part A Selling Skills • Activities 1 (Stress Management Assessment) • Part B Sales Call • Activities 2 ( Videos and Role plays) • Part C Build Relationships and Sales Behaviors • Activities 3 ( Behavior Change Contract Assessment) • Part D Negotiations Skills • Activities 4 ( Exercises on Negotiations Process And BATNA Cycle )
  3. 3. IntroductionRemember, salespeople arent born, theyre made
  4. 4. Part A Selling Skills Why Learn About Personal Selling? The principles of selling are Personal selling is a useful to everyone, not just person-to-person business activity in which people with the title of a salesperson uncovers salesperson. and satisfies the needs of a buyer to the mutual, Developing mutually long-term benefit of both beneficial, long-term parties. relationships is vital to all of us. People in business use selling principles all the time. Part A-1
  5. 5. Communication Methods Part A-2
  6. 6. Communication Methods (continued) Part A-3
  7. 7. Successful Salespeople Self-motivated Ethical sales behavior Customer and product knowledge Ability to use information technology Communication skills Part A-4
  8. 8. Successful Salespeople (continued) Flexibility and agility Creativity Confidence and optimism Emotional intelligence Part A-5
  9. 9. Activities 1Stress Management Assessment
  10. 10. Reading Nonverbal Messages from Customers  Body angle  Face  Arms  Hands  LegsPositive Underlying tension Power and authority Part A-6
  11. 11. Nonverbal Reactions to Presentation Part A-7
  12. 12. Sending Messages with NonverbalCommunication  Using body language • Muscles of face • Eye contact • Hand movement and hand shaking • Posture and body movements Part A-8
  13. 13. The Role of Space and Physical Contact Part A-9
  14. 14. Appearance Consider the geography • The temperature • The local cultural norms Consider your customers • Their appearance • Their expectations of your appearance Consider your corporate culture • Norms for your industry Consider your aspirations • Top levels of your organization • Dress above your position Consider your own personal style • Wait until you have the halo effect • Be reasonable Part A-10
  15. 15. Communicating via technology Face-to-face conversation • 40 percent: words • 10 percent: voice • 50 percent: nonverbal communications Telephone • Practice • Prepare • Don’t be rushed • Smile as you talk • Active listening • Set objectives • tone Part A-11
  16. 16. Communicating via technology (continued) “Old” Model of Selling 10% Developing Trust 20% Qualifying 30% “Selling” (Presenting) 40% Closing Part A-12
  17. 17. Communicating via technology (continued) “New” Model of Selling 40% Developing Trust and Rapport 30% Defining Needs & Problems 20% Describing Features & Benefits 10% Closing Part A-13
  18. 18. How outside order-getting salespeople spend their time each week Part A-14
  19. 19. E-Mail Communication Use strong subject lines Put important information in the first few lines Be aware of the ―tone‖ of your email Learn customer preferences for email Avoid sending long emails and large attachments Don’t deliver bad news via email Best time to send an e-mail and get it read: Part A-15
  20. 20. Adjusting for Cultural Differences Salespeople need to recognize that business practices differ around the world Terms have different meanings Time perception Low-context cultures Most of the High-context cultures information that More information is flows between buyer contained in factors and seller is in the surrounding the spoken words communication. themselves. Part A-16
  21. 21. Outlined Presentation Prearranged presentation that usually includes: • Standard introduction • Standard Q&A • Standard method for getting the customer to place an order Effective because it is well organized Part A-17
  22. 22. Customized Presentation Analyze what the customers needs Organize the content of your sales presentation to gain the attention of the customer and create maximum impact improve your delivery skills, especially presentation techniques. Design and use a wide range of visual aids that are appropriate to various selling situations . Interact with customers throughout the sales presentation and handle sales objections that may arise. Part A-18
  23. 23. Knowledge Management Product and company knowledge • Salespeople need to have a lot of information about their products, services, company, and competitors. Knowledge about sales situations and customers Part A-20
  24. 24. Knowledge Management (continued) How to create knowledge • Top company salespeople • Feedback from sales managers Other sources of knowledge • Web • Company sales manuals and newsletters • Sale meetings • Plant visits • Business and trade publications • Competitor displays at trade shows • Viewing competitor’s Web pages Part A-21
  25. 25. VideoActivities 2 (Assess Your Own Skills Assignment)
  26. 26. Part B Sales CallWhat to know before every sales call? Part B-24
  27. 27. The Planning Process Part B-25
  28. 28. Controlling Style and Tone  Write the plan first  Choosing strong words you will say  Select active voice  Straight forward  Pay attention to tone Use a Conversational Tone  Business messages:  Avoid obsolete or pompous language  Be careful with intimacy  Use humor carefully Part B-25
  29. 29. Pre-call Information Good pre-call planning enables you to learn about a prospective customer’s (concerns, business agenda, budget requirements) and key decision makers before the sales call. 3 Steps To Pre-Call Planning Success: 1. Find the best sources: Be aware of all the sources available to you—industry associations, company Web sites, news outlets, online business information resources …etc. 2. Find out what you want to find out:• Know what you’re looking for before you start looking for it. By asking yourself key questions. 3. Find ways to find information faster:• Once you’ve identified what you need to know about your prospect, learn how to mine your sources of information quickly and efficiently. Part B-26
  30. 30. Simple Key Questions for Pre-Call Planning• What are the company’s/industry’s top business concerns• right now?• How is the company positioned to handle those issues?• Who are the key decision makers?• What is my prospect’s market strength? Part B-26
  31. 31. The Prospect/Customer as an Individual Personal • Name (including pronunciation) • Family status • Education • Aspirations • Interests and disinterests • Social style Part B-27
  32. 32. The Prospect’s/Customer’s Organization Demographics • Type of organization • Size, number of locations • Products and services offered • Financial position and its future • Overall culture of the organization Prospect’s customers • Types • Benefits they seek from the prospect’s products and services Prospect’s competitors • Who they are • How they differ in their business approaches • Prospect’s strategic position in the industry Part B-28
  33. 33. The Prospect’s/Customer’s Organization (continued) People involved in the purchase decision • How they fit into the formal and informal organizational structure • Their roles in this decision • Who is most influential • Any influential adversaries • Current problems the organization faces • Stage in the buying cycle Policies and procedures • About salespeople • About sales visits • About purchasing and contracts Part B-29
  34. 34. Setting Call Objectives Review what has been learned from precall information gathering Understand what relationship the firm wished to have with the prospect Call objectives should be developed while taking into account: • The firm’s goals • The sales team’s goals • The salesperson’s goals If you don’t know where you’re going, you may wind up somewhere else Part B-31
  35. 35. Criteria for Effective Objectives All objectives should be: • Specific • Realistic • Measurable Set objectives that require a buyer’s response SMART • Specific • Measurable • Achievable • Realistic • Time-based Part B-32
  36. 36. Setting More than One Call Objective Minimum callPrimary call objectiveobjective The minimum aThe actual goal salespersonthe salesperson hopes to achieve.hopes to achieve. Optimistic call objective Secondary call objectives The most optimistic Remaining outcome the objectives after salesperson thinks the primary could occur. objective. Part B-33
  37. 37. Setting Objectives for Several Calls Keep good records Make necessary adjustments in long-term call objectives Prepare for the next sales call A good primary objective for a first session is to have another chance to visit Consider whom to call on in upcoming meetings Part B-33
  38. 38. Buyers are Setting Goals Also What buyers look for to increase value: • On-time delivery • To-spec quality of products • Competitive pricing • Proper packaging/paperwork • Technical support service • Quality of sales calls • Level of technological innovation • Good emergency response Part B-34
  39. 39. Making an Appointment The right person • Focus of receptivity • Focus of dissatisfaction • Focus of power The right time The right place Part B-35
  40. 40. Telephoning for Appointments Most often used to make the initial appointment The goal is to make the appointment, not sell the product or service Salespeople need to anticipate objections and decide exactly how to respond Part B-37
  41. 41. Additional Planning Plan how to make a good impression Plan how to further uncover the customer’s needs and strengthen the presentation Plan to answer anticipated questions and concerns Practice Seeding Part B-38
  42. 42. Essential Elements of the Sales Call Video Part B-39
  43. 43. Building Credibility During the Call Establish your credibility Honesty and objectivity Awareness of Customers needs knowledge, expertise Confidence and performance Communication style Sincerity Part B-40
  44. 44. Building Credibility During the Call (continued) Demonstrate product expertise Keep it simple Be willing to say, ―I’m sorry, I was wrong on that,‖ or ―I don’t know the answer to that, but I’ll get it to you.‖ Never use a word unless you know the exact definition Part B-41
  45. 45. Build Company Image Be a spokesperson Promote company interests Follow company guidelines Observe experienced for your Company Ask for assistance
  46. 46. Video 1 2 3
  47. 47. Activities 2 Role plays
  48. 48. Part C Build Relationships and Sales Behaviors HOW TO BUILDING THE RELATIONSHIPS? Part C-42
  49. 49. Stages in the personal selling process IdentifyContact Meet Propose Make Sale
  50. 50. Stages in the personal selling process Part C-43
  51. 51. Stages and objectives of the personal selling process Part C-43
  52. 52. Steps in the Buying Process Part C-44
  53. 53. Two-Way Flow of Information The sender The receiver (seller) encodes (buyer) decodes a message. the message.Who then becomes… Who then becomes… The receiver The sender (seller) then (buyer) who decodes the encodes a reply buyer’s message. message. Part C-49
  54. 54. Very First Impressions Making first impression usually results in a prospect who is willing to listen How you dress How you look • Be confident • Smile Modify behavior based on prospect’s state Customer’s name Video First Impressions 1 Video First Impressions 2 Part C-50
  55. 55. Making a Good Impression (continued) Developing a rapport • Should be the goal of every salesperson • Small talk • Office scanning • Consider cultural and personality differences • Share goals or agenda When things go wrong • Maintain the proper perspective and a sense of humor • Apologize • Think before you speak Part C-51
  56. 56. Identifying the Prospect’s Needs: The Power of Asking Questions After buyer’s attention, it is time to identify the buyer’s needs Use transition sentences Don’t be surprised if the buyer is reluctant to provide confidential information Discovering needs is part of qualifying the prospect Part C-52
  57. 57. Discovering the Root Cause of the Need Part C-53
  58. 58. Asking Open and Closed Questions Open questions require the prospect to go beyond a simple yes-or-no response Closed questions require yes, no, or short ―fill-in- the-blank‖ type response In most cases salespeople need to ask both open and closed questions Summarize the prospects needs Part C-54
  59. 59. Offering Value: The Solution to the Buyer’s Needs Relating features to benefits • Feature: quality or characteristic of the product or service • Benefit: the way in which a specific feature will help a particular buyer • FEBA (feature, evidence, benefit, agreement) Part C-57
  60. 60. Assessing Reactions Using nonverbal cues Verbal probing • Allows the salesperson to stop talking and encourages two-way conversation • Lets the salesperson see whether the buyer is listening and understanding what is being said • May show that the prospect is uninterested Making adjustments • Changing direction • Collecting additional information • Developing a new sales strategy • Changing the style of presentation Part C-57
  61. 61. Selling to Groups Groups behave like groups, with group standards and norms and issues of status and group leadership. Salespeople should discover (for each prospect group member): • Member status within the group • Authority • Perceptions about the urgency of the problem • Receptivity to ideas • Knowledge of the subject matter • Attitude toward the salesperson • Major areas of interest and concern • Key benefits sought • Likely resistance and ways to handle it Part C-58
  62. 62. Selling to Groups (continued) Salespeople should also discover the ego involvement and issue involvement of each group member Develop objectives and plan Learn the names of group members and use them when appropriate Listen carefully and observe all nonverbal cues Part C-59
  63. 63. The Goal is to Build Relationships and Sell Value Proper attitude is shown by: • Answering sincerely • Welcoming objections Salespeople must assume the attitude of helper, counselor, and adviser. Objections present sales opportunities Don’t argue; listen and understand Part C-60
  64. 64. Value: The Relationship Between Costs and Benefits Part C-61
  65. 65. Behaviors of Successful Salespeople Anticipate objections • Prepare helpful responses Forestall known concerns • Raise objections before buyers have a chance to raise them Forestall • Very important in Prevent by doing something ahead of written proposals time. Part C-62
  66. 66. Dealing With Tough Customers Sellers need to maintain a positive attitude, even with rude, hard-to-get-along with prospects The buyer’s culture often dictates their response to a seller Part C-64
  67. 67. How to Successfully Obtain Commitment Maintain a positive attitude Let the customer set the pace Be assertive, not aggressive Sell the right item in the right amounts Part C-65
  68. 68. Bringing the Interview to a Close Most sales take several calls to complete Leave with a clear plan for all parties • Review what you will do next • What the customer will do next • When you will meet again Follow-up promptly with a thank-you and reminder note Part C-68
  69. 69. Activities 3 Behavior Change Contract Assessment And Role plays
  70. 70. Part D NEGOTIATION SKILLS Part D-69
  71. 71. CONTENTS• What is Negotiation?• Features of Negotiation• Why Negotiate ?• Types of Negotiation• Distributive Vs Integrative Negotiation• Negotiation Process• BATNA• Bargaining Zone Model of Negotiation• Negotiating Behavior• Issues in Negotiation• Third party Negotiations• How to achieve an Effective Negotiation• Negotiation Tips Part D-70
  72. 72. Where do use this skill?• Everything is negotiated. • Family and personal • “ Where should we go for dinner?” • “ Can I borrow the car?” • Academic research • “ Fund my project.” • “ Publish my paper.” • Business ventures • “ I want a raise.” • “ Invest in my company.” • “ Pay me a license fee or I’ll sue you.” Part D-71
  73. 73. FEATURES OF NEGOTIATION• Minimum two parties• Predetermined goals• Expecting an outcome• Resolution and Consensus• Parties willing to modify their positions• Parties should understand the purpose of negotiation Part D-73
  74. 74. Why do we NEGOTIATE ?• To reach an agreement• To beat the opposition• To compromise• To settle an argument• To make a point Part D-74
  75. 75. TYPES OF NEGOTIATION• Distributive Negotiation• Integrative Negotiation Part D-75
  76. 76. DISTRIBUTIVE VERSUS INTEGRATIVE NEGOTIATIONS Characteristic Distributive Integrative Outcome Win-lose Win-win Joint and individual Motivation Individual gain gain Different but not Interests Opposed always Opposite Relationship Short-term Longer or Short-term Issues involved Single Multiple Ability to make Not Flexible Flexible trade-offs Solution Not creative Creative Part D-76
  78. 78. PREPARATION1. Firstly understand what it is you want?2. What do you think your opponent wants?3. What would happen if you didn’t do a deal?4. Do you know who the decision maker is? Are you negotiating with them? If not what affect does that have?5. Are there concessions you can build into the negotiation?6. Know your product / service inside out? What standards are there in the market place?7. Know your price points?8. What issues do you think you’ll need to overcome?9. Prioritize!10. Practice! Part D-78
  79. 79. INFORMATION SHARING1. Company activities and market position2. Opinion on entry points3. What elements are clearly off the table or not up for discussion and why4. Opponents attitude and commitment5. Motivational factors (―I want this price because…‖)6. Stakeholders and importantly decision makers7. Problems, issues or risk8. An order/structure for proceedings Part D-79
  80. 80. BARGAINING • Bargaining has two basic parts – Debating – Proposing Part D-80
  81. 81. DEBATING• To be successful in negotiation you must build relationships and trust• You need to avoid the following- • Point scoring – “Your company is always late with deliveries so I’m not paying that!” • Insults – “If you insist on that price you must be stupid” • Provocation – “Keep talking like that and see where it gets you!” • Threats – “You just wait until your other customers hear about this”• Instead try- • Building a relationship – It will make your negotiation much easier • Sticking to an agreed agenda – This will help avoid destructive discussions. • Share information and ask questions – What do you want – what do they want • Try and be positive and listen – What do they want and why – look for areas of win/win or easy compromise. Part D-81
  82. 82. PROPOSING• When proposing your offer consider • Consider both your entry and exit – This could include all or some of your wants, and your opponents entry and exit points • Consider how you will phrase your proposal • Consider what will motivate your opponent into making the deal • Consider the likely response – Think about the “if I do that then they will do that” • Are there alternative proposals? – Once an initial response has been made are you happy or do you need to offer up something new. • Remember the key thing is to propose – don’t argue and try and remain realistic, and invite a response from your opponent. Part D-82
  83. 83. FINALIZING THE DEAL• So when closing the deal consider • Do you have what you want? • Do they have what they want? • Do you both understand the potential non deal by not closing or reaching agreement? • Document the agreement quickly and share it with your opponent and get agreement on the details of the deal. • Agree the measures that will be applied to record fulfilment of the deal. Part D-83
  84. 84. BATNABATNA is an acronym for:B estA lternativeT oaN egotiatedA greement Part D-84
  85. 85. BATNA• ―Best Alternative to a Negotiated Agreement‖• Develop “your” BATNA • - List your alternatives • - Evaluate your alternatives • - Establish your best as your BATNA• Consider “their” BATNA• Have a Reservation Point – the least you will accept• List their alternatives – their BATNA Part D-85
  86. 86. EXAMPLE Part D-87
  87. 87. NEGOTIATING BEHAVIOURGavin Kennedy describes 3 types of behaviour that wecan display and encounter when in a negotiatingsituation. RED BLUE PURPLE Part D-88
  88. 88. RED Behaviour Aggressive Intimidation Always seeking the best for you No concern for person you are negotiating with Taking Part D-89
  89. 89. BLUE Behaviour • Win win approach • Cooperation • Trusting • Pacifying • Relational • Giving Part D-90
  90. 90. PURPLE Behaviour• Give me some of what I want (red)• I’ll give you some of what you want (blue)• Deal with people as they are not how you think they are• Good intentions• Two way exchange• Purple behaviour incites purple behaviour• Tit for tat strategies• Open• People know where they stand• Determination to solve problems by both sets of criteria of the merits of the case and/or the terms of a negotiated exchange Part D-91
  91. 91. EFFECTIVE NEGOTIATION• Successful relationships are built on communication and trust.• Lack of trust leads to ―win-lose‖ or ―lose-lose‖ result.• Negotiation is one way of creating trust – or deciding whether trust is justified. Part D-93
  92. 92. SKILLS FOR EFFECTIVE NEGOTIATION• Preparation and planning skill• Knowledge of the subject• Ability to think clearly under pressure• Listening skill• General problem-solving skills Part D-94
  93. 93. Activities 4 Exercises on Negotiations Process And BATNA Cycle
  94. 94. Summary
  95. 95. Where to Get More Information +201111777904 =tab_pro!/profile.php?id=693 695375!/Mo_Abdelnaby