Sales person

9,245 views

Published on

A sales person is a tool to get your offering out to prospects and/or customers. It’s true we can control the offering and we can shape the message presented. But it’s the Sales person’s style, presentation and skills that will determine how the customer or prospect will feel about usIT’S NOT WHAT YOU SAY IT IS. IT’S HOW THEY SAY IT

Published in: Business, Technology
23 Comments
27 Likes
Statistics
Notes
No Downloads
Views
Total views
9,245
On SlideShare
0
From Embeds
0
Number of Embeds
34
Actions
Shares
0
Downloads
0
Comments
23
Likes
27
Embeds 0
No embeds

No notes for slide

Sales person

  1. 1. SALES Person Make them STAR Stop Firing Start Managing
  2. 2. What You’ll Learn: How to make your current team better The 3 principals of disconnection 1 2
  3. 3. READY?
  4. 4. LET’S START BY DISPELLING SOME MYTHS .
  5. 5. FIRST Sales people are not greedy.
  6. 6. SECOND Sales people are not lazy.
  7. 7. FINALLY Sales people are not self centered.
  8. 8. So what exactly is a sales person?
  9. 9. A sales person is a tool to get your offering out to prospects and/or customers.
  10. 10. It’s true we can control the offering and we can shape the message presented. But it’s the Sales person’s style, presentation and skills that will determine how the customer or prospect will feel about us.
  11. 11. In other words…
  12. 12. IT’S NOT WHAT YOU SAY IT IS.
  13. 13. IT’S HOW THEY SAY IT.
  14. 14. AND THAT COULD BE VERY SCARY.
  15. 15. VERY, VERY SCARY !
  16. 16. DO YOU HAVE THE RIGHT SALESPEOPLE?
  17. 17. WOULD YOU KNOW WHO IS THE RIGHT ONE?
  18. 18. YOU SHOULD KNOW. HJA Human Job Assessment
  19. 19. QUALITIES OF A GOOD SALESPERSON <ul><li>Pleasing personality </li></ul><ul><li>Likes dealing with people. Outwardly </li></ul><ul><li>Produces good vibes, attracts others. </li></ul><ul><li>Is popular among his customers and colleagues. </li></ul><ul><li>Has the right and positive attitude. Cando. Will do! </li></ul>
  20. 20. QUALITIES OF A GOOD SALESPERSON <ul><li>Is polite and has good manners </li></ul><ul><li>Is persuasive </li></ul><ul><li>Hardworking. Honest. Ethical. </li></ul><ul><li>Has the ability to think and plan his work. </li></ul><ul><li>Informed and knowledgeable, qualified –personally </li></ul>
  21. 21. QUALITIES OF A GOOD SALESPERSON <ul><li>Keeps his promises </li></ul><ul><li>Confident and independent in thinking and working. </li></ul><ul><li>Listens to learn – more, and uses the knowledge effectively. </li></ul><ul><li>Speaks direct and to the point. Not unnecessarily verbose </li></ul><ul><li>Fully informed about product/s or services </li></ul>
  22. 22. QUALITIES OF A GOOD SALESPERSON <ul><li>Clear on task and customer needs. </li></ul><ul><li>Researches on customer needs and requirement. </li></ul><ul><li>Manages pressures of the job. </li></ul><ul><li>Good understanding and presenter of facts and his case </li></ul><ul><li>Understands his task and job objectives. Service, technology, and sales skills. </li></ul>
  23. 23. QUALITIES OF A GOOD SALESPERSON <ul><li>Plans ahead, and clear on the path to achieve. </li></ul><ul><li>Takes on initiative and responsibility. And delivers on time and in the right quality. </li></ul><ul><li>Quick in decision making – on options, concessions, compromises. </li></ul><ul><li>Is hands-on in his work. </li></ul><ul><li>Has an ability to write and talk well –at all levels of customers and his own organization. </li></ul><ul><li>Authoritative. Problem solver. Not unduly aggressive </li></ul>
  24. 24. QUALITIES OF A GOOD SALESPERSON <ul><li>Prepares himself well for the calls on customers. Databank and details. </li></ul><ul><li>Is able to convert difficult situation to his advantage. </li></ul><ul><li>Achieves a good and positive strike rate – productivity </li></ul><ul><li>Is organized. Clean and neat in work. </li></ul><ul><li>Has good contacts. Good networker. </li></ul>
  25. 25. QUALITIES OF A GOOD SALESPERSON <ul><li>Has good leadership qualities. </li></ul><ul><li>Builds good relationships – all round. </li></ul><ul><li>Has the ability to work in a team and trains/develops his colleagues. </li></ul><ul><li>Has the ability to define goals, targets, and the growth prospects of products andhis company. </li></ul><ul><li>Manages his and others time efficiently. </li></ul><ul><li>Desires to evolve, and grow with the company. </li></ul>
  26. 26. SO WHAT CAN YOU DO? Know your team. Don’t leave hiring up to chance. Work on strengths not weaknesses. Build a well rounded team. Never stop training. 1 2 3 4 5
  27. 27. FIRST Know their Personality.
  28. 28. SECOND Know their skills.
  29. 29. FINALLY know what they are saying.
  30. 30. YOU NEED TO KNOW .
  31. 31. EVEN IF IT DOESN’T LOOK GOOD .
  32. 32. DON’T WORRY, IT USUALLY DOESN’T LOOK GOOD .
  33. 33. LET’S GET TO KNOW YOUR TEAM .
  34. 34. READY?
  35. 35. WHAT ARE THEY LIKE? Assertive Driving Competitive Forceful Inquisitive Direct Self Starter Influential Persuasive Friendly Verbal Communicative Positive Compliant Careful Systematic Precise Accurate Perfectionist Logical Dependable Deliberate Amiable Persistent Good Listener Kind Dominance (Power) Influence (People) Compliance (Policy) Steadiness (Pace)
  36. 36. WHAT DO THEY LIKE TO DO? Cold Call (Prospect) Network (People) Negotiate (Complex Sale) Support (Existing Business)
  37. 37. WHAT DO THEY LIKE TO DO? Cold Call (Prospect) Network (People) Negotiate (Complex Sale) Support (Existing Business) WHAT DO YOU WANT THEM TO DO?
  38. 38. Salesmanship is a Skill .
  39. 39. Product Knowledge Selling Skills Objection Handling They Don’t Have a Clue WHAT SKILLS DO THEY HAVE? Spin Selling Cold Calling Needs Assessment Primary Selling Industry Training School of Hard Knocks
  40. 40. If you do not believe In Sales Training
  41. 41. and it is working, do nothing
  42. 42. else Start Training !
  43. 43. There is only one place to evaluate a sales rep.
  44. 44. In the field.
  45. 45. Then you will know what you are paying for.
  46. 46. Fix
  47. 47. Before you Fire !
  48. 48. ANY SALES TEAM CAN BE GREAT.
  49. 49. EVEN YOURS !
  50. 50. Don’t be afraid to hire new reps.
  51. 51. HOW DO YOU FIND THE RIGHT ONE?
  52. 52. THERE ARE SO MANY CANDIDATES HOW DO YOU CHOOSE THE “RIGHT” ONE?
  53. 53. Your gut instinct?
  54. 54. Their likeability?
  55. 55. Your pocketbook?
  56. 56. In other words…
  57. 57. You guess !
  58. 58. What’s even worse…
  59. 59. THE PERSON YOU ARE SEEKING MAY NOT BE THERE .
  60. 60. IF THEY ARE, YOU MAY BE DOING A LOT OF SEARCHING TO FIND THEM.
  61. 61. YOU NEED TO KNOW WHERE TO LOOK .
  62. 62. AND YOU NEED CLARITY .
  63. 63. TO FIND THEM. .
  64. 64. HOW DO YOU KNOW WHEN YOU FIND THE RIGHT PERSON?
  65. 65. TEST . PPA PERSONALITY PROFILE ASSESSMENT
  66. 66. PPA PERSONALITY PROFILE ASSESSMENT HJA Human Job Assessment = THE RIGHT PERSON.
  67. 67. THE PERSON PERSONALITY PROFILE ASSESSMENT THE JOB Human Job Assessment = AGAIN IN ENGLISH.
  68. 68. DOES YOUR CURRENT TEAM MATCH?
  69. 69. PROBABLY NOT.
  70. 70. and that’s OK .
  71. 71. REMEMBER : YOU’RE BUILDING A TEAM
  72. 72. YOU WOULDN’T WANT ALL QUARTERBACKS.
  73. 73. A STRONG TEAM.
  74. 74. @ SCHOOL
  75. 75. WE WERE TAUGHT: WORK ON THEIR WEAKNESSES.
  76. 76. WHY NOT: ENCOURAGE THEIR STRENGTHS.
  77. 77. NOT ALL PEOPLE ARE GOOD AT ALL TASKS.
  78. 78. FIND THE TASKS THAT THEY ARE GOOD AT.
  79. 79. AND MAKE THEM BETTER .
  80. 80. STRENGTHS NOT WEAKNESSES.
  81. 81. Before you Fire
  82. 82. FIX !
  83. 83. TRAIN !
  84. 84. TRAINING MAKES PEOPLE BETTER .
  85. 85. MYTH: GREAT SALES PEOPLE ARE BORN THAT WAY.
  86. 86. FACT: A PERSON IS BORN A GOOD SALES PERSON, AND TRAINS TO BE A GREAT ONE .
  87. 87. = + PPA PERSONALITY PROFILE ASSESSMENT AS All Star T TRAINING
  88. 88. DISCONNECT PERSON DOES NOT MATCH THEIR JOB.
  89. 89. BE FLEXIBLE .
  90. 90. CONNECT CHANGE THEIR JOB
  91. 91. DISCONNECT THE JOB DOES NOT MATCH THEIR COMPENSATION.
  92. 92. BE FLEXIBLE .
  93. 93. CONNECT CHANGE THEIR COMPENSATION.
  94. 94. DISCONNECT THE TASKS DON’T MATCH THEIR GOALS.
  95. 95. BE FLEXIBLE .
  96. 96. CONNECT CHANGE THEIR TASKS AND/OR THEIR GOALS.
  97. 97. THE KEY IS FLEXIBILITY .
  98. 98. AS ALL STAR = DT DAILY TASKS + RC RIGHT Compensations' G GOALS THE FLEX EQUATION.
  99. 99. It is better to have a well rounded team than one that only thinks and acts one way.
  100. 100. REMEMBER-TEAM.
  101. 101. PROBLEM In most companies, Flexibility Is subordinate to Standardization
  102. 102. Standardization . Easy to administer Easy to manage Does not allow creativity Adversely affect moral
  103. 103. Flexibility . Attract All Stars Increase Productivity Goal Focused Result Driven Time Consuming Difficult to Manage Promotes individuality
  104. 104. MAKE YOUR TEAM Better .
  105. 105. MAKE THEM BETTER INDIVIDUALS .
  106. 106. The Sum is greater than
  107. 107. the Parts !
  108. 108. Question: What is most important to sales people?
  109. 109. Hint: It is the same kind of things that are important to your customers.
  110. 110. The first motivator is MONEY .
  111. 111. TIME is equally as important .
  112. 112. And let us not forget RECOGNITION. .
  113. 113. THE PRIMARY NEEDS. FINANCIAL IMAGE EFFICIENCY 1 2 3
  114. 114. Question: What is most important to YOUR sales people?
  115. 115. Answer: If you don’t know , you need to ask them.
  116. 116. Sales people will work for less money if you pay them in other ways Enough money Too Much Money There is a minimum amount of money people will work for, once that is reached they need more to make them happy Living expenses
  117. 117. What makes sales people seem lazy? Question:
  118. 118. It begins with a Hint: C
  119. 119. Commission based compensation. Answer:
  120. 120. Work hard when you start off and then all you have to do is maintain the customer. Why? Because that is what you are telling them to do.
  121. 121. Why Not? Set a goal and pay them for achieving it.
  122. 122. Paying on Achievement . In the long run you and the sales person are happy with the results. You pay more in the beginning.
  123. 123. Upper Management Management Sales Person Goal OLD WAY OF SETTING EXPECTATIONS
  124. 124. Upper Management Management Sales Person Goal NEW WAY OF SETTING EXPECTATIONS
  125. 125. You NEED TO BE INVOLVED !
  126. 126. YOUR TEAM NEEDS TO BE INVOLVED !
  127. 127. EMRAN MALIK

×