7. 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
10. 1 rep in 1,000 World-ClassSource: HR Chally Research
11. 7 Source: Nightingale Conant Study of 2,663 Sales Organizations Sales Managers agree their teams need help Copyright 2011 Program On Persuasion ProgramOnPersuasion.com
29. 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.
30. 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
31. 20 Copyright 2011 Program on Persuasion Cost-of-problem before cost-of-solution
32. 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
34. 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
35. 24 Copyright 2011 Program on Persuasion Most presentations only convey data Presentations should persuade Most are data dump Persuasive means “no brainer”
36. 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
37. 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
39. 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
42. New Sales initiatives require accountabilityCopyright 2011 Program On Persuasion ProgramOnPersuasion.com Strategies & initiatives fail due to execution
43. 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
44. The 4 Biggest Hurdles Summary 31 Copyright 2011 Program On Persuasion ProgramOnPersuasion.com
45. However, there are steps and strategies that lead to major breakthroughs 32
46. 4 Steps to Success 33 Copyright 2011 Program On Persuasion ProgramOnPersuasion.com
48. 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
62. 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
63. 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
64. 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
66. 46 Copyright 2010 Your Company Without on-the-job coaching, retention fails
67. 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
68. 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”
69. 4 Steps to Success Summary 49 Copyright 2011 Program On Persuasion ProgramOnPersuasion.com
71. 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
78. Introducing . . . Achieving remarkable sales results for your paint company JimMcBrayer@ProgramOnPersuasion.com (678)610-6509 ProgramOnPersuasion.com Copyright 2011 Program On Persuasion 53
82. 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
83. 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
84. 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
85. 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
86. 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
87. 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
88. 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
Editor's Notes
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
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