The document discusses several concepts related to improving sales and business processes: 1) It discusses the concept of "zero-based thinking" and evaluating whether you would get into a current business situation again from scratch. 2) It provides tips for boosting sales such as addressing potential client objections by explaining processes simply and building understanding. 3) It outlines a business improvement model involving determining processes, designing them, training employees, and monitoring implementation.

1. Boost Your Sales!

2. Zero-Based Thinking Brian Tracy uses this concept in most of his books and seminars. To evaluate a situation one considers the following question. Knowing what I now know, would I get into this business/job/situation again? If the answer is yes, then continue your evaluation of the situation and make relevant changes. But, if the answer is no, then the next step should be to get out of the situation as fast as possible, i.e. going back to zero to before the situation started to the topmost square of the snakes and ladders game and starting from scratch; start afresh.

3. Boost Your Sales! Sometimes it's hard for a potential client to understand how what you have to offer works. Sometimes they think they understand how it works when they really don't. In either case their understanding may lead to objections. You're the expert in whatever it is you do. You understand how things work. Those things are easy for you. Yet, in all likelihood your potential clients don't understand how things work, and when you explain it sounds very hard to them.

4. Business Improvement Model IMPLEMENTATION What processes are involved to move training from the classroom to workplace? What assessments and confirmation processes are in place? How are line managers involved in implementation? MONITOR AND TAKE ANY APPROPRIATE REMEDIAL ACTION. SEEK CONTINUOUS IMPROVEMENT TRAINING Is the training provided sufficient to ensure effective implementation of the process? Is the skill-set required realistic for the population involved? Is the timescale for skills learning/ knowledge acquisition realistic? Does the training include workplace induction? TRAIN PEOPLE IN THE PROCESS, TRAIN MANAGERS IN COACHING TECHNIQUE PROCESS What is the supposed process? How do we want people to implement the process? What is the actual process? Is there any difference? How is the actual process being implemented? Does the actual process work? Could it work better? Will this process suffice for the future? DETERMINE/ DESIGN PROCESS

6. What we learned was that professionalism with these people is about: P ROCESS - P lanning - P reparation P HYSICAL P ERFORMANCE - P ractice & re P etition - im P rovement - -

7. PROFESSIONAL PROCESSES MODEL SELF CONFIDENCE AND BELIEF (not suppression of personality) C O N S I S T E N C Y RULES BASICS (including use of tools) I N F L E X I B I L I T Y THE COACH OBSERVES, ANALYSES & PROVIDES FEEDBACK

8. S E R V E R E T U R N Whether the return is what you expect depends upon the quality of the serve.

9. Attitude Winners: CAN DO WANT TO WILL DO Winners see the Point of Sale (POS): P roblems as O pportunities for S olutions Enthusiasm is the cause not the result of success

10. Ten steps to account development Prioritise objectives List suspects List prospects Qualify want Fact-find Commit to change Fix buy criteria Propose Close Build

11. Throughout the sales process the Sales Professional should be continually…. Asking questions Listening Qualifying Discovering hot buttons (WIIFM) Building rapport Establishing trust Developing credibility and developing a valuable relationship

12. Throughout the sales process the Sales Professional should be continually…. Addressing concerns Confirming understanding Planning next action steps Asking for referrals Seeking additional opportunities to serve and sell Evaluating responses and results (positive/negative) Affirming decisions Positively expectant

13. Partnering tactics Your strategy should ensure a win-win result for both parties. Tactics : Focus on big issues Offer quantified financial benefits Install controls to measure benefits Treat them as unique

14. Partnering tactics (continued) Talk their language Don’t oversell Be a problem-solver Keep contact with the top decision-maker

15. Partnering Move from : To: Sell Consult Implement Facilitate React Be proactive Tell Listen Your solution Their solution Costs Cost-benefits

16. Focus on the benefits and features: F eature It is…………… A dvantage It does………….. B enefit It does for you………………

17. Remember your p’s & q’s Prioritise: How important is it? Quantity: How much will it save? Develop benefit statements related to their interests. Give them ‘you’ appeal. Appeal to: Personal wants prestige, fear or loss Company needs more profit, lower costs Their job-related goals

18. Objection handling Reply to possible objections with ‘suppose’ statements: No budget: ‘ Suppose it paid for itself, you’d be interested, wouldn’t you?’ Too busy: ‘ Suppose we fixed a time next month when we’re both free?’ Send me literature: ‘ Suppose we saved you 30 minutes’ reading time instead.’ No need to change suppliers: ‘ Suppose we gave you better value ….’ Ask for appointment – without pausing

19. Use positive, active language Use positive, active language to create the right atmosphere: Avoid: Use: Pay Invest Suggest Recommend Change Improve Sign Approve If When I You

20. Face to face objections Most objections are implied needs: Before responding, check your body signals and think Reply confidently Ensure objection is resolved before moving on If benefits not yet established, shelve it

21. Major and minor objections For major objections: Prioritise - How important is that? Re-state as a need - So what you’ve looking for is …? Test close - Is there anything else you need to consider before going ahead? For minor objections use feel, felt, found: ‘ I understand how you feel….’

22. Negotiating - Preparation Make a list of: Your highest and lowest acceptable objectives Their essential wants and needs Their desirable wants and needs Agreed cost-benefits Minor concessions you can trade

23. Negotiating - Opening Establish rapport confirm your commitment to their goals ask permission to take notes Agree objectives and the follow-up process Summarise their agreed position to date commitment to value not price their priorities their stated buying criteria on your offer benefits of operations and cost savings

24. Negotiating - Middle State your highest objective as a minimum Say you have no room to manoeuvre Soften ‘No’ with a logical preface Use the passive tense to depersonalise sensitive issues Use testimonials

25. Negotiating – End Negotiations should by now have moved to price. When price is asked desire is implied. State price confidently Concede reluctantly in money not percentages Counter-balance with benefits Give only minor concessions Test close on concessions Make them feel like winners

26. Last resorts to break deadlocks Make a time break Go off the record informally Suggest someone more senior replaces you Refer upwards on their side Appeal for their help

27. Closing A lways B e C hecking attitudes and reactions

28. Obtaining commitment Test close Do you have all the information on which to make a decision. Assume close When/Where will you want delivery? Alternative close Shall we deliver this month or next? Justify why now After asking for the order, shut up!

29. Ethics Provide choices without pressure Customers should feel they have bought, not been sold Avoid withholding relevant information Be open about limitations

30. CUSTOMER’S TOP 10 PRIORITIES Overall quality of the products/ service Friendliness of staff Handling of problems and complaints Speed of service Helpfulness of staff Handling enquiries Being treated as a valued customer Competence of staff Ease of doing business Being kept informed Source: Customer priorities: what customers really want. Institute of Customer Service. 2007