Direct Success Training Launch

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Sales Training Workshop

Introduction & Overview

Time Management

What Is Time?
For what is time? Who is able easily and
briefly to explain it? Surely we understand
well enough when we speak of it. What then
is time? If nobody asks me I know; but if I
were desirous to explain it to someone –
plainly I know not.
~ St. Augustine

What Is Time?
Time is a continuum in which events
succeed one another from Past through
Present to Future.
Webster’s Dictionary

WISDOM: Is knowledge rightfully applied
A BASIC ELEMENT OF TIME IS…
KEY TO MANAGING TIME IS…
To gain control of our life, we must
first gain control of OUR TIME!
Personal Productivity

Time Is Life…
This training is your key to unlocking all the
vital energies and vast potential you possess
vs. effectivenessefficiency

Profile of an Effective
Account Executive
 They know where their time goes
 They focus on outward contribution
 They build on strengths
 They concentrate on the few major areas where
superior performance will produce outstanding
results
 They make effective decisions

Barriers to Planning

Hope Is Not A Plan
Planning Requires You To…
 Review long-range goals & objectives
 Evaluate TIME versus TASK-SETTING
 To have specific objectives
 Anticipate obstacles
 Prioritize tasks

Stephen Covey’s
Time Management Matrix

I.
ACTIVITIES:
Crises
Pressing Problems
Deadline-driven projects
II.
ACTIVITIES:
Prevention
Relationship building
Recognizing new opportunities
III.
ACTIVITIES:
Interruptions, some calls
Some mail, some reports
Some meetings
Proximate, pressing matters
Popular activities
IV.
ACTIVITIES:
Trivia, busy work
Some mail
Some phone calls
Time wasters
Pleasant activities
URGENT NOT URGENTImportant
Not
Important

Ten Steps to Effective
Time Management
1. Unrealistic time estimates
2. Prevent an increasing workload
from fouling up your workday
3. Make meetings effective
4. Controlling interruptions
5. Handling procrastination

Ten Steps to Effective
Time Management
6. Make useless time, productive time
7. Waiting for answers
8. Organize your work space
9. Telephone skills can create time for you
10. Maximize travel time

1. Unrealistic Time Estimates
 Create a timeline with a critical path
 Anticipate obstacles - plan effectively
 Build in buffers to allow for interruptions
 Clearly define tasks
 Negotiate deadlines

2. Prevent An Increasing Workload
From Fouling Up Your Workday
 Effective delegation increases your discretionary time
 Strengthen priority-setting
 Put some items on the back burner
 Don’t reinvent the wheel
 Isolate yourself
 Set aside a block of time for “must do’s”
 “Do I have a perfectionist attitude?”

3. Make Meetings Effective
 Have an agenda
 Clearly define the mission and goals
 Have a “start” and “stop” time
 Have a “time keeper”
 Leave with an action plan
 Establish a follow-up system

3. Make Meetings Effective (cont’d.)
 Be prompt and attentive
 Take notes
 Have the right people in attendance
 Send a subordinate as your representative
 Have a “stand-up” meeting

4. Controlling Interruptions
 Throw up a screen
 Set “will see” periods
 Use the other person’s office
 Don’t sit down
 Use your assistant as a terminator

 Pick up the telephone
 Turn the tables
“I know you’re busy, this will take a few minutes.”
 Be honest
“I’m really busy, can we schedule this for another
time?”
4. Controlling Interruptions (cont’d.)

 Review call - summarize for action
 Schedule specific meeting times with associates
and ask …“Can it wait ‘til then?”
4. Controlling Interruptions (cont’d.)

5. Handling Procrastination
 Develop a written plan
 Identify area of procrastination
 Use affirmations
 Do one priority at a time, and finish it
before doing anything else
 Force the issue

5. Handling Procrastination (cont’d.)
 Look for a different environment
 Create a prioritized daily task
 Use self-discipline - DO IT NOW!
 Keep work space clean
 Use unexpected free moments of time
 Put yourself on record
 Do the ‘thing I hate the most’

6. Make Useless Time, Productive Time
 Plan and prioritize to achieve your mission
 Clip articles from publications and create a
traveling “to be read” file
 Let work contract to fill the time available -
- work on a chapter, not the book
 Link small points of time together

7. Waiting For Answers
 People take your time for granted
 If you don’t value yourself, no one else
will
 Use down time constructively
 Don’t leave your fate and success solely
in the hands of those who may not share
the same priority
 Offer options and possible solutions

7. Waiting For Answers
 Go to a higher authority
 Put it in writing -- set a deadline
 Use the “DONOVAN Fifteen Minute Rule”
 Don’t wait … create

8. Organize Your Work Space
 Create your command center
 Clutter is a major form of procrastination
 Everything on your desk not relevant to the project
is a distraction
 Inventory everything on your desk from A to Z
 Handle each piece of paper once and then decide
to Act Now, File, or Trash It

8. Organize Your Work Space
(cont’d.)
 Create a maintenance drawer
 Create an invisible in box
 Create a pending/to be read file
 When in doubt, throw it out

9. Telephone Skills Can Create Time
For You
 Outline each call, before you start
 Utilize speed dialing
 Set aside a specific time for phone calls
 Avoid answering the phone when others
are in your office

 Stand up when making a difficult call
 Use “egg timer”
 Screen calls
 Eliminate repeat calls -- go for
appointment
9. Telephone Skills Can Create Time
For You (cont’d.)

10. Maximize Travel Time
 Carry a tape recorder or dictating machine
 Listen to tapes in car
 Carry folders with articles to be read and tasks to
be completed
 Plan trips for maximum effectiveness
 Use a good daily planner

The Sales Funnel

The Sales Funnel
 Above Funnel: Data suggests a possible order or fit
 In Funnel: Data verifies a possible order
 Best Few: Close

The Ideal
Customer Profile

Suspects vs. Prospects
 Do they have a problem you can solve?
 Do they have the desire to solve the problem?
 Do they have the authority to buy?
 Do they have the willingness or ability to pay for a
marketing campaign on your station?
 Do they have the authority to make a decision
within a certain time period?

Qualifying
 Multi Function
 High Volume
 High Ticket Item(s)
 Highly Specialized Business

PREParation
Plan
Rehearse
Edit
Psych

when asking for a meeting
L B RAlways have an

 Never do an introductory call
 Try to sound like you’re already on
the inside
 Use Confusion ?????
Dealing With Screeners

Don’t sell the Receptionist.
Leave the L B R and a scheduled time
you’ll get back.

The Appointment Book
 Always be booked up
 Always be able to
move something
 Schedule your return
calls

The Client Who Will NOT See You
 Be persistent without becoming a nuisance
 Don’t give up too soon
 Don’t pass judgment on a prospect that has passed
judgment on you
 Don’t leave messages
 Send a letter

The Client Who Will NOT See You
 Call early in the AM or late in the PM
 Stop asking like a sales person
 Worship their assistant
 Stop calling for awhile
 Get creative!

Goal Setting

Goals - Two Natural Laws
1. We tend to gravitate to our comfort zone
2. To reach a goal we must leave a comfort
zone

Keys to Effective Goal Setting
 Must own the Goal
 Must be clearly and specifically
defined written down
 Time dimensioned and measurable
 Realistically assessed obstacles
 Visualization – experience the success

Customer
Focused
Selling

Sales Philosophies
 Face reality as it is, not as it was or as
you wish it were
 Change before you have to
 Control your own destiny or someone
else will

What Elements Drive Demand?

Questions Must be
Open-Ended
 Large number and type of potential replies
 Close-ended questions are a yes-no,
multiple choice, etc.

Questions Must be
Easy to Answer
 Questions … Focused, Limited
 Specific questions are easier to answer

Questions Must
Enhance Your Credibility
 Every question you ask will either
enhance or detract from your
credibility
 Do your homework
 Be knowledgeable of their business

Questions Must be
Non-Threatening
 Avoid these topics: Finances, Personal
Information, Competitive Strategy, Trade
Secrets, etc.
 Threatening questions require long,
comprehensive answers

“Contract” through Threatening
Topics
 People like to know where they are going
 Be careful of touchy areas, explain yourself

Be Flexible
 Allow the client to take the conversation
into areas of their interest
 Go with the flow

Be Sincere & Genuine
 Questions always sound better when you
really are interested
 Be yourself
 Be natural

Question Structuring
Structure your questions
around the
customer’s behavioral style

Maintain a Consultative
Atmosphere
 Be conversational
 Avoid rapid-fire questions

Break the Mold
 Be more than just another
media sales rep
 Be a credible problem
solver

Effective
Listening

TEN
Keys to Effective Listening

Ten Keys to
Effective Listening
1. Listen for ideas, not facts
2. Judge content, not delivery
3. Listen optimistically
4. Adjust your note-taking to the speaker
5. Don’t jump to conclusions

Ten Keys to
Effective Listening
6. Concentrate
7. Thoughts break the sound barrier
8. Keep your mind open … hold emotion in
check
9. Work at listening
10. Exercise your mind

80% of all sales calls
are made after the fifth call

48% of all sales people
give up after the first call

give up after the second call

give up after the third call

5% of sales people give
up after the fourth call

Only 10% of sales people will
make that fifth call and end up
with 80% of the sales!

The Art of
Negotiation

 Strategies
 Tactics
 Concessions
Negotiating Strategies

How Your Job Works Against You
 Jobs train us to be poor negotiators
 Knocks our aspirations down
 Most of our time, not making the sale
 How do you change it?

Power is What You Think It Is
 We underestimate our
power and overestimate
the power of the buyer
 Everyone is a source of
power

Power Your Competition Gives You
 What is the main reason we lower our prices?
 Are all spots the same?
 A spot is a spot is a spot, they’re all the
same to me
 I need the lowest price

The Buyer Will Always ….
Want to buy the most reliable
product from the company with
the best reputation, but at the
price of the most unreliable
product from the most unreliable
salesperson.

The Power of Commitment
Five Types of Commitment
1. Your industry
2. Your product
3. Your personal goals
4. Your customer’s organization
5. Customer focus … customer satisfaction

The Power of Legitimacy
 The printed list
 Standard forms
 Contracts
 Standard terms and conditions

The Power of Legitimacy
 Published procedures and policies, such as
your web site
 Use these powers to your advantage in
negotiations.
 Candid Camera

The Power of Wooing
I don’t need,
but I want
your business.

 The more you’re willing to risk
 The more you stand to gain …
 Be more willing to take risks, it
pays big dividends
The Power of Taking Risks

The Power of Knowledge
 Your product
 Your company
 Your competition
 Buyer and their company

The Power of Time
 Time is money
 The more time you take, the more money
you end up with
 Time is the ultimate power

Time is an Ally
 Realize your sources of power
 Helps you spot and identify tactics
 Helps you discover what the buyer
really wants

Pricing
 Price is always on the table, but is it the
most important issue?
 Almost always appears to be … but, rarely is

Buyer Satisfaction
The buyer wants to:
 Feel competent
 Avoid risk and trouble
 Look good in their organization
 Get it over with
 Be considered fair and nice
 Add to their knowledge

Buyer Satisfaction
The buyer wants to:
 Relief from unnecessary work
 Help in making hard purchasing decisions
 Help if they get in trouble
 A good explanation
 Not to feel boxed in
 To be listened to

Negotiation Assumptions
 The buyer is all-powerful, holding all the
cards
 The buyer knows what they want
 You’ll make the sale solely on the basis of
price

Negotiation Assumptions
 Your competition is all around you with
better products and better services
 You’d close more sales if you had more
authority
 Your only real weapon is the ability to
lower price

Strategic Concessions
 Start your negotiations with your highest
expectations in price and conditions
 Leave yourself room to compromise
 Avoid making the first major concession …
you can be the first to concede on a minor
issue

 Don’t assume that the same kind of
concessions will be necessary; things
may have changed
 When you start negotiations with a
prospect, free yourself from the
bonds of your past experiences

 Don’t assume that the you have to
match the customer’s concessions one
to one
 Measure the value of your concession
against theirs
 Don’t give a concession away for
nothing. Always try to trade one
concession for another
 Make sure the customer understands
the value of the concession

 Don’t assume that the prospect will
understand the benefits of your concession
 Emphasize the benefits in the form of cost
savings, quality, time savings and even
personal prestige
 Make concessions in small amounts

 Studies show that the negotiation losers
tend to give away too much in each
concession
 Too large a concession tends to tell the
prospect that there is more to be trimmed
if we just hold out

 Don’t concede too grudgingly, but express a
little pain as you do
 Make at least the appearance of carefully
weighting the costs

 Don’t jump at the customer’s first
concession, unless it is to accept your offer
(as is)
 The odds are they’ll go higher
 Don’t jump at the “Let’s split the
difference” offer
 Clarify as to what that means exactly

Handle the Ridiculous
 Handle the ridiculous offer with care Keep
cool and polite, this could be just another
buyer tactic
 Don’t advertise your willingness to make
concessions

 Get all the customer’s demands out on the
table before you make any concessions
 Before making a concession, get the
commitment to buy from the customer. “If
I do this do we have a deal?”

 Don’t begin the negotiations by signaling
there’s room to negotiate
 Understand all the requirements before you
start making concession

 Keep track of your concessions. Be ready to
remind the customer of them at any given
time
 Be prepared to withdraw any concession you
made before the final sale. Concessions are
just bargaining chips

 Don’t over evaluate your desire to be like
when making concessions
 There comes a time in the sales negotiation
where the desire to be liked must be
evaluated against dollars and cents

 Be willing to admit mistakes and make
corrections.
 Even after a contract is signed and legally
enforceable, adjustments can often be
made in the interest of fairness

Remember, no one values
that which comes too easy.

Negotiating a Price Increase
 Give customers as much advance notice as
possible
 Use the power of legitimacy
 Present increases to key accounts face to
face
 Keep higher authority away from your
customers at this time
 Ask questions

Target
Product
Position
Strategy

Six Trends in Selling
1. More decision makers
2. Longer sales cycle
3. Random events
4. Custom solutions
5. Higher level, longer term customer
relationships
6. Death of the product solution

What do we do for the
customer beyond the product.

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