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11'16 Nagarjuna Sales Training
The document outlines the agenda and activities for a training program on business and sales skills, covering topics such as communication, customer service, sales processes, and goal setting. The training utilizes various interactive methods like role plays, simulations, and group discussions to help participants improve their skills in areas like communication, time management, and customer orientation. The overall aim is to enhance the job performance and abilities of the participants.
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11'16 Nagarjuna Sales Training
- 2. Blue Wisdom Business ManagementPvt. Ltd. • Learning and development solutions • OD Consultants • E-Learning Solutions • Experiential Learning • Business Simulations • Psychometric tools • Assessments • Out Bound Training What we do… •90% corporate clients •Fortune 500 companies •Trainers academy •600 Trainers tie up across the globe •1.2 Lakh Participants trained •ISO 9001:2008 Certified •Training Consultants •#bluewisdom Who We’re
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- 5. Adult Learning Methodology Inworkshop style following learning methodologies will be used. Business Simulation Activities and management games Case Studies. Various case studies to deal with and understand external and internal situations. Situations analysis, Group discussion Role Plays. Drill & practice, with focus on skills and on the job coaching. Participants Presentations Assignments Tests
- 6. Individuals or Teams? Team’sname Captain Slogan, Punch Line 50 Marks
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- 8. Accountability Volunteers required Time Manager ScoreBoard Manager Paparazzi - Clicks
- 9. Expectation from theprogram Why are you here today? What you want to learn? What knowledge and skill you want to carry home today? What are the major challenges at work? • What are the related Issues? • How lack of skill effects performance?
- 10. Program objectives Communication, Interpersonal,Presentation and Reporting skills Basic Leadership Skills, Proactivity, Team Building Time Management, Prioritization & Stress Management Customer Orientation Selling Skills, Market Intelligence, Objection Handling, Managing in adverse situations Planning, Contingency Plans & Execution Skills
- 11. What can yousay about this picture? Which one are you?
- 14. Anybody can beemployee, We’re here to be professionals. Focus is on behaviours So Participate You’ll be observed On Applicability of learning
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- 20. 10 Indicators ofSales Aptitude ACTIVITY: IN GROUP LIST SALES ATTITUDE RANK ON THE BASIS OF ITS SIGNIFICANCE
- 21. Here is theanswer… Ranking is: Enthusiasm Well organized Obvious ambition High persuasiveness General sales experience High verbal skills Specific sales experience Highly recommended Follow instruction sociability • Don’t sound like a sales person. • You’re a product specialist. • Solution provider • A Friend…
- 22. BUYING AND SELLINGPROCESS R E E D O D P E C
- 23. Selling Process OPEN A CALL DEVELOPNEEDS PROPOSE SOLUTIONS ELIMINATE DOUBTS CLOSE PRE – SALES PREPARATION POST SALES FOLLOWUP
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- 25. Suspects, Leads &Prospects
- 26. Sales Kit Productliterature Corporate brochure Testimonials from customers Price lists for standard offers Note pad and pen Visiting cards PO copies Components & vendor Literature Templates of validation documentation Site pictures PPT’s & Corporate movie
- 27. Grooming check list DRESS Clean& Ironed Well fitting Shoes Clean & Polished Socks Clean Not torn Elastic not loose Navy Blue / Black Makeup Light Complementing your face Hair Clean & Dandruff free Well combed Jewelry Delicate & minimum Nails Clean Cut & Filed Polish - Men - NO Women - Light & not chipped polish Today did you… Bathe /shower Brush teeth Shave (men) Use deodorant
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- 30. Opening a SalesCall Greeting with a smile Welcome Self introduction Fact finding
- 31. Non – VerbalComponents Smile Grooming Confidence Enthusiasm
- 32. First few minutesmatter… Nonverbal visual cues Your dress. Plan it. Look them in the eye and shake firmly. Smile broadly. Show personal enthusiasm in body language. Pace yourself by customer
- 34. Developing a SalesCall Probing is the skill of questioning to obtain information Probing is to uncover details, needs & facts Change tracks in a discussion Makes the other person think Activity
- 35. Ask Powerful Questions Develop a questioning strategy Prepare your questions Create high impact need dialogues Questions before answers Focus on how skillfully you ask questions And then….. Listen effectively. Listen to learn… Best sales persons are best listeners “The question mark is the most important punctuation mark in sales grammar”.
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- 37. FAB F =Features. What are the main features of your product and what is it designed to do? A = Advantages. What will your product do to solve your prospect’s problems? B = Benefits. How will your product help people gain or avoid problems in the future?
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- 39. Concerns/Objections Typically a naturalpart of any call An opportunity for more dialogue Helps both parties in buying process. “this is a buying process” Customer “indifference” is the killer not active objections
- 40. Handling Objections Listen Agree/restate withoutprejudice Get clear about the real issue Discuss solutions Ask for a commitment
- 41. Buying Signals And ClosingThe Sale
- 42. Close a Sale Itis essential to close a sale by asking the customer to purchase as: The buyer needs a ‘push’ to make that final commitment. She is comfortable postponing the decision, due to apprehensions and is looking for reassurance You cannot go on selling when the customer is ready to buy You have been working for this firm commitment from the buyer
- 43. Buying Signals Buyer’s oftenindicate that they want to buy what you are selling by giving signals, instead of actually saying so These signals are of two kinds : Verbal signals Non-verbal signals
- 44. Closing a Sale SpotBuying Signals Ask for Commitment to prescribe The moment you have spotted clear buying signals, you need to ask for a commitment to buy. This is called CLOSING the sale
- 45. Post Sale Service, service,service. Know your company’s ability Don’t ever oversell Call and write. Creative thanks. Visit again soon after first Sales.
- 46. SALES TRAINING TODAYYOU HAVE LEARNED ABOUT BUYING AND SELLING PROCESSES PRE-SALES PREPARATION PROSPECTING OPENING AND DEVELOPING THE CALL NEED IDENTIFICATION SPIN SALES MODEL FEATURES AND BENEFITS OBJECTION HANDELLING CLOSING TECHNIQUES POST SALES FOLLOW UP MARKET INTELLIGENCE MAPPING TECHNICS
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- 49. How to conductSWOT Analysis?
- 51. 51 What Is CustomerCare? It is simply providing satisfaction by fulfilling customer’s requirement/need consistently The customers get an impression of the company from the moment of their contact with any representative of the company If what they perceive meets their expectations, then they would be more than satisfied
- 52. 52 What Is CustomerService? It is – Systems & Processes –Related to agreement of customer service levels,customer grievances,etc Service Level Agreements – Arising due to interdependencies on departments to resolve customer issues as per customer expectations Customer Responsiveness – Turn around time as expected by the customer and offered by the competition Reports & Analysis – To monitor and maintain the customer service levels
- 53. 53 Customer Care VsCustomer Service Customer Care is an attitude whereas Customer Service is a process Customer Care is personality driven while Customer Service is system and process driven Customer Care takes care of the immediate and short term needs while Customer Service has long term objectives
- 54. 54 Why Customer Care? To maximize customer retention leading to an increase in Sale Service revenue Profits Earning To create or increase loyalty for your product/ brand or service
- 55. 55 Customer Care –The Critical Edge Competition has products and services similar to ours The personal element i.e. YOU are the differentiator You need to address the Emotional needs of customers Remember Customers tell twice as many people about a bad experience over a good one In an average company’s 65% of its business comes from its presently satisfied customers
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- 57. What is areal differentiator in the minds of the customer? Customer Experience
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- 59. Brand Loyalty Four levels: •Devoted • Delighted • Satisfied • Dissatisfied
- 60. Brand Loyalty -Facts………. • A Delighted Customer refers to three others • A Dis-satisfied Customer tells his experience to ten others
- 61. Critical Success Factors •Knowledge • Right Mental Attitude • Approach • Administrative skills, and • Communication skills
- 62. Right Mental Attitude (YouFactor) Success is determined by Attitude (85%) and Skills (15%)
- 63. Why Handle Complaints? •Satisfied customer • Improved procedures • Elimination of service defects • Improved customer service behaviour • High performance standards • Customer focused management
- 64. LEAF Model- HandlingComplaints L Listen E Empathize A Apologize F Fix Problem and Take Feedback
- 66. OVERVIEW OF SESSION TYPES OF COMMUNICATIONS TIPS ON HOW TO BE EFFECTIVE WHEN COMMUNICATING
- 67. Woman without herman is nothing.
- 68. Its not aboutAccent – Its about Clarity R S V P P Rhythm Speed Volume Pitch Pause
- 70. Communication : TheFlow 71 Sender Receiver Message Feedback Channel Perception DeliveryFormulating Response Understanding
- 71. TOTAL COMMUNICATION PROCESS Reading 16% Writing 9%Speaking 30% Listening 45%
- 72. Social Media Focuson Image & Branding Create More Video Content Social Media Marketing Is Going Mobile Make Your Marketing Efforts More Focused Analyze the Success of Your Content Social Media Audiences Love Infographics Content Is Still King
- 74. TYPES OF COMMUNICATION FACE-TO-FACE MEETINGS WRITTEN ELECTRONIC(EMAIL) TELEPHONE
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- 76. Research (findout facts & figures) Prepare (Introduce, Discuss, Conclude) Rehearse Be confident Present Use proper media 77 While Presenting… CommunicationSkills
- 77. FACE-TO-FACE Most people preferto get information face- to-face, especially from their immediate supervisor
- 78. Communication is notover when you finish delivering your message
- 79. Types of Meetings Executive Briefing Informational Meeting with a Sponsor (e.g. Site Visit) Staff Meeting Team-building Informal Others... Let’s Meet
- 80. Why Meet? The primaryreason for meetings are to share or brainstorm information or to develop action steps toward accomplishing a goal
- 81. Meeting “Killers” --why they fail Poor Preparation Ignored agenda Poor time management Lack of participation Strong personalities Lack of leadership Lack of humor and fun No/poor closing
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- 83. The Benefits (written) Createsa permanent record Allows you to store information for future reference Easily distributed All recipients receive the same information Necessary for legal and binding documentation
- 84. Is it clear?Have you hit your target? In written communication most confusion & frustration are caused by failing to be specific ….. Make it clear, brief and concise…..
- 85. Single spelling mistakeled to divorce. A man went to goa and sent sms 2 wife "Having the most amazing and wonderful time I wish you were her."._,_.___ 3 idiots
- 86. EMAIL ETIQUETTES Email isnow the dominant method of communicating in business. It is quick, inexpensive, flexible and convenient
- 87. The biggest differencein the quality of your email messages is made by you
- 88. Telephone Most employees have accessto a phone Using a telephone can be spontaneous and often friendly
- 89. Benefits Immediate accessto audience Communication is direct and timely Takes advantage of tone of voice and language Allows for immediate response to questions, feedback, etc.
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- 91. to receive information tounderstand effectively to enhance clarity to empathize 92 Objective of Listening is… Communication Skills
- 92. 5 Basic reasonswe Do Not Listen Listening is Hard Work Competition The Rush for Action Speed differences (120 wpm v/s 360 wpm) Lack of Training
- 93. 4 Levels ofListening The Non-Listener The Marginal Listener The Evaluative Listener The Active Listener
- 94. Improving Listening Skills By not being Preoccupied Being Open Minded & Non Defensive Minimizing Interruptions Effective Listening is: Hearing, interpreting when necessary, understanding the message and relating to it. By Asking Questions
- 95. Communication Techniques Define Acronyms ReduceJargon Level Objections Use Humor Anecdotes and Stories Ask for feedback Increase your vocabulary
- 96. COMMUNICATION • Words areonly labels and the listeners put their own interpretation on speakers words 7% WORDS • The way in which something is said - the accent, tone and voice modulation is important to the listener. 38% PARALINGUISTIC • What a speaker looks like while delivering a message affects the listener’s understanding most. 55% BODY LANGUAGE
- 97. Body Language Eyecontact Facial expression Postures and gestures Personal biases and prejudices Personal space Orientation
- 98. Activity : Theproper handshake Start with eye contact and a smile. Firm, not strong. Up and down, not back and forth. Adjust duration. Close with eye contact and a smile.
- 99. Final Thoughts A person’scompetence and a person’s effectiveness are based on their ability to communicate effectively Competence isn’t the problem -- How you Communicate is
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- 101. Ganesh Shatabdi JingleDosa Kathak Chennai Kettle Existence Rajdhani Sugar Ethos Delhi Knowledg e December Rat Brahmapu tra Ellora Gulab Wheat Paratha Peter TajMahal Rock Julia Pathos Prosperity Onion Sutlej Himalaya Tabla Ethics Honey Jasmine Ganga Yoga Logos Kolkata Hard Sacrifice Antony Razia Ginger Ayurveda Snow Ambassad or Kaveri Barley Tulsi Kolar Akbar Pepper Mumbai Sitar Roti January Bliss K2 Rohtak Love Set1
- 102. Bollywood Jar GoodnessGeyser Bay of Bengal Gazal Maharaja Champak Cricket Symphony Rani Amul India Gate Post Elephant Signal Sheep Harmony Sari Tinkle Santoor Chirapunji Fiat Horse Shoe Indian Ocean Basmati Synthetic HMV Jugalband hi Zen Jigsaw Big B Truth Qutub Minar Golconda Lassi Banyan Local Kesar Metro Arabian Sea Promise Red Fort Cotton Pepal Jovial Sharbat Talkies Beauty Malai Set 2
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- 106. Teamwork through interpersonalrelationship
- 107. Teamwork through interpersonalrelationship
- 108. Teamwork through interpersonalrelationship
- 109. Feedback UnknownFacadeunaware Self Disclosure Blind spotArenaaware you unawareaware me JOHARI WINDOWPANES I know I do not know group knows group does not know
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- 111. Resolving conflict isan art of communication Use interpersonal communication skills
- 112. Tips for resolvingconflicts Make sure that you remain calm at all times. Speak with a non-provoking tone of voice; quietly, slowly, and calmly. Listen to the other person carefully without interrupting them.
- 113. Tips for resolvingconflicts Respect the other person when voicing your own opinion or point of view. Let the other person know that you understand them fully by asking questions pertaining to his or her understanding and repeating what the person is saying. Use humor if possible.
- 114. Building Relationship Become genuinely interestedin other people Call people by their names Talk in terms of the other person’s interest Smile Listen
- 117. Objectives To understand variousaspects of Leadership so as to Develop sensitivity while Managing People Assess and Hence Develop an Insight into One’s Own Style of Leadership, Style Range and Flexibility. Develop Subordinates by way of Achievement Motivation.
- 118. What Is Leadership? ALeader is a person whom people choose to follow to a place where they wouldn’t go by themselves.
- 119. What is Leadership? A leader articulates and embodies a vision and goals, and enables others to share and achieve them Leadership is a state of mind….leadership is about vision, spirit, and character; getting diverse individuals to work together as a team
- 120. Why Is LeadershipStyle Situational ? Individual behaviour is not consistent Different people behave differently Certain situations may demand a specific style E.g. An Army officer facing attack at the front would need to take an instant decision
- 121. Task/Directive Behavior “ Theextent to which the leader engages in one way communication by explaining what each follower is to do as well as when , where and how , the tasks are to be accomplished.”
- 122. Task/Directive Behavior Activities IndicatingTask Behavior : • Initiate structure / rules & regulation. • Directional. • Set goals / define targets. • Involvement in.... What. How. When. Where etc.. • High concern for task.
- 123. Leadership Styles High Relationshipand Low Task S3 High Task and High Relationship S2 Low Relationship and Low Task S4 High Task and Low Relationship S1 PARTICIPATING SELLING DELEGATING TELLING RELATIONSHIPBEHAVIOUR HIGH LOW TASK BEHAVIOUR HIGH PROVIDINGSUPPORTIVEBEHAVIOR PROVIDING DIRECTIVE BEHAVIOR
- 124. Leadership Styles Participating High relationship/low task Facilitate decisions Able but unwilling Delegating Low relationship/ low task Responsibility Willing employees Selling High task/high relationship Explain decisions Willing but unable Telling High Task/Low relationship Provide instruction Closely supervise
- 125. Leadership Variables Follower Boss Associates/Peers Organization Job Demands Time
- 126. What Is Readiness? “Willingness To Assume Responsibility” Confidence Commitment Conviction “Ability To Assume Responsibility” Education / Training: Knowledge Experience: Skills
- 127. A A W W AA W W
- 128. Ability & WillingnessMatrix
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- 132. What do youwant to learn today? {134} • Principles of time management • How to prioritize tasks • How to balance work & life tasks • How to overcome time management challenges Session 1 Practice Quizzes Post-Assessment Workplace Project
- 133. What does a“clock” represent? {135} The concept of compass Commitment s Appointment s Schedules Activities
- 134. What does a“compass” represent? {136} Clock vs. compass Roles Principles Conscience Direction
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- 136. How is taskprioritized? {138} Urgency Importance Has value & consequence s to your work or life Demands your attention & compels your action Categorizing priorities
- 137. How to categorizepriorities? {139} Time management matrix •Crisis & accidents •Ad-hoc important assignments •Projects nearing deadlines •Planning •Prevention •Relationship Building •Recreation •Interruptions •Unimportant calls/ mails •Some meetings •Activities not relevant to role •Trivia •Junk mails •Time wasters •Gossiping •Day dreaming •“Escape” activities
- 138. Time management matrix {140} Activity4: How did I prioritize
- 140. Situational Analysis A processplanners use, within time and resource constraints, to gather, interpret, and summarize all information relevant to the planning issue under consideration.
- 141. Alternative Goals andPlans Stress creativity and encourage managers and employees to think in broad terms about their jobs. Goal A target or end that management desires to reach Specific, measurable, attainable, relevant, time-bound - SMART
- 142. Alternative Goals andPlans Plans The actions or means managers intend to use to achieve organizational goals Contingency plans sets of actions to be taken when a company’s initial plans have not worked well or if events in the external environment require a sudden change
- 143. Benefits of Planning Focus and flexibility Action orientation Coordination Time management Control
- 144. Strategic Planning Strategicplanning A set of procedures for making decisions about the organization’s long- term goals and strategies Strategic goals major targets or end results that relate to the long-term survival, value, and growth of the organization.
- 145. SWOT Analysis andStrategy Formulation SWOT analysis A comparison of strengths, weaknesses, opportunities, and threats that helps executives formulate strategy.
- 146. Strategy Implementation 1. Definestrategic risks 2. Assess organization capabilities 3. Develop an implementation agenda 4. Create an implementation plan
- 149. Self motivation isthe inspiration behind your behavior and actions. It is an important mechanism that will help you to reach your goal, without external influence. Self motivation improves your confidence and self- esteem, as well as gives you strength to achieve your goal…..
- 150. Self-motivation is amore efficient method. Reading motivational books will inspire you temporarily, If you can motivate yourself, you do not have to depend on any external factors, Self motivation is the best inspirational technique….
- 151. Without having adream, you cannot achieve anything. You must have observed how obsessed great men are with their dreams. Only when you have a dream, you will be determined to follow it and make it real…. Self Motivation Tips
- 152. MAKE CONCRETE PLAN Itis very important to make realistic goals. They should not be extraordinary and unreachable. Firstly, discover your strengths, your fortes and also your limits; only then, set your goals. You should alsoSelf Motivation Tips
- 153. Consistency Steadiness and regularityin your actions is very essential. It is possible that you may get discouraged or tired, after the initial excitement is over. But, you have to self-motivate and be focused. Strengthen your interest and desire to succeed. Do not complain about lack of resources or unsuitable situations. If you are really determined, you will accomplish your goal. You must not let any kind of obstacles affect you or your action plans. Self Motivation Tips
- 154. MOTIVATION & SELFMOTIVATION Objectives • Developing Dealers & Distributors • 40% growth in sales Activities (Qualities) • Regularity • Behavior • Interest • Team work • Knowledge • Skills Result • Success • Failure
- 156.