5. sales training making professional presentations


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5. sales training making professional presentations

  1. 1. Making Professional presentations Dr Earl Stevens, October 2009 <br />5. Sales Training<br />10/08/11<br />1<br />
  2. 2. Sales Presentation Checklist<br /> <br />I have...<br />Scripted (in writing) my standard presentation(s)<br />Outlined my scripted presentation as a guide for the actual presentation<br />Scripted (in writing) responses to any probable questions or objections that may arise<br />Delivered my standard presentation(s) to at least two different people who have offered me feedback<br />Prepared appropriate standard presentation material for my expected audiences and forums (e.g., auditorium, small round table, conference room, hallway, etc.) <br />10/08/11<br />2<br />
  3. 3. A Professional's Presentation...<br />My presentation...<br />Focuses on the benefits of my offering as they relate to solving the specific problems of the prospect<br />Begins with the most important benefits and continues in descending order of importance, including only pertinent benefits<br />Has no unneeded statements (zero fluff-- ask, "does it really matter?")<br />Includes a very brief company background discussion only if it adds credibility to the product or service or if it's anticipated that the audience would like it addressed<br />Includes appropriate, customized and easy to understand illustrations where applicable<br />Includes opportunities for prospects to engage<br />Includes a powerful conclusion which clearly illustrates the benefits my prospect will receive as a result of buying my solution now<br />Is 10% shorter in terms of time than would be expected for a presentation which discusses a solution of its relative complexity <br />10/08/11<br />3<br />
  4. 4. A Professional's Presentation...<br />I will be sure to...<br />Minimize the preparation work on the part of the prospect (e.g., acquisition of projectors, flip charts, markers, etc.)<br />Confirm all individuals necessary to purchase my solution will be present<br />Be enthusiastic and transfer my enthusiasm to the individuals in the room<br />Avoid reading directly from any slides<br />Avoid reading directly from my scripts and outline<br />Avoid using industry jargon unless I'm absolutely sure the attendees will understand it<br />Share my attention with all individuals in the room-- not only the primary decision maker<br />Confirm the next action steps with all appropriate parties at the conclusion of the presentation <br />10/08/11<br />4<br />
  5. 5. Being Professional - Prepared<br />1.    What are your strengths as an individual or as a company?<br />As you prepare to compete, you want to play from a position of strength. You wouldn’t want to go out into the market leading with gymnastics when your strength is swimming.<br />2.    What is your competition doing? <br />This question is not being asked so that you can do what they are already doing.  It is so you can decide what they are not doing—or not doing well—so you can do it, and do it better. Understand their strengths and weaknesses so that you can be prepared to go after them intentionally and aggressively, yet professionally.<br />3.    Where and how is your current business growing? <br />Get the data intelligence. This is above and beyond running reports, but rather looking at trends by market segments and time frames. You want to understand where to put your focus for retention or perhaps the “plug” for the leakage. Establish your immediate plan of action and decide what activities are going to have the greatest impact on the business growth. <br />10/08/11<br />5<br />
  6. 6. Being Professional - Prepared<br />4.    What are your customers wants and needs?<br />Your customers are evolving and changing and becoming more demanding and more technical.  Think about what they want and need from you, not what you want to sell them.<br /> <br />5.    Do you know what you don’t know? <br />A critical part of preparation is the conditioning and training you need so that you can be the best that you can be.  The first step in development is awareness. As a sales rep, do you know what you need to know to be prepared to compete as a professional?  Professionals don’t just show up. <br />10/08/11<br />6<br />
  7. 7. Do you Know what you don’t Know?<br />Know how to pre-plan the sales call to be prepared and to uncover client needs.<br />Understands the amount of sales activity required for appointments, presentations and closing new business. <br />Know how to uncover needs through probing questions and creating rapport.<br />Know how to diagnose, handle and overcome objections. <br />Be Proficient in the e-Commerce offering and capabilities to demonstrate and sell it.<br />Strong financial acumen and understanding of profit margin and what you can do to impact margins for the company. <br />Understand the importance of business reviews, and how to perform them.<br />Thorough understanding of what the company’s expectations are for business growth.<br />Understanding of how to write and present a proposal, other than price.<br />Thorough understanding of bid strategy, pricing and quotation processes.<br />Know how to build an individual sales plan for each account.<br />Know the importance of CPR—Conversion, Penetration and Retention activities—in each account and within your territory. <br />Being prepared is knowing what you need to know about yourself and your business so that you can be the consummate professional, just like the Olympic athlete who is mentally and physically conditioned to win. <br />10/08/11<br />7<br />
  8. 8. 10 Biggest Mistakes Sales Representatives Make<br />26% - Didn’t follow client’s buying process<br />18% - Didn’t listen to the client’s needs<br />17% - Didn’t follow-up<br />12% - Were pushy, aggressive or disrespectful<br />10% - Didn’t explain solutions adequately<br /> 6% - Made exaggerated or inaccurate claims<br /> 4% - Didn’t understand the client’s business<br /> 3% - Acted too familiar<br /> 2% - Didn’t know or respect the competition<br /> 2% - Other (such as charged high prices) <br /> (SOURCE: Harvard Business Review 2006, Atkinson and Koprowski)<br />10/08/11<br />8<br />
  9. 9. END<br />