Download as PDF, PPTX
Uploaded byRussell Cummings
Lowes Sales Workshop
This document outlines a sales training workshop conducted by Russell Cummings. The workshop covered various topics related to high performance sales such as the changing sales environment, spot buying trends, the challenger sales model, building trust and resilience. It also provided exercises for participants to assess their own sales competencies, time management, and creating an action plan. The workshop emphasized developing a growth mindset and emphasized the importance of teaching customers, tailoring the message to individual needs, and taking control of the sales process.
More Related Content
Similar to Lowes Sales Workshop
Lowes Sales Workshop
- 1. Lowes Sales Training RussellCummings www.shifft.com.au 10 October 2018
- 2.
- 3.
- 4. Step #1: Definethe Customer Issues Step #2: Brainstorm potential elements Step #3: Use these to create a unique product, service or offer Product Surround
- 5. Your Personal BrandEquation
- 6.
- 7. Anatomy of a Sales Visit 90Day Sales Canvas
- 8. Agenda • The Environment •Spot Buying • Mindset Changes • Tool Set Changes • Skills Changes • Sales Resillience
- 9.
- 10.
- 11. What are weseeing in the current environment?
- 12. Exercise: Business Environment Analysis SuppliersOur Industry Channels/Direct Customers End Consumers What changes are occurring in your sector that we need to be aware of moving forward into 2019?
- 13. “If organisations, thatdepend on B2B Selling to be successful, continue to utilise out-dated Sales models they will fail to realise their full potential and will, in many cases, face extinction.” Quote from Sales Shift 2020 from Banjar Group The Shift in Sales
- 14.
- 15. • Greater businesscomplexity and uncertainty is driving a shift in the way customers buy • Shift from Solution selling to Insight selling and beyond What is the Shift in Sales?
- 16. Rise of the‘Challenger’ salesperson Source: Straligence, Adapted from CEB, The Challenger Sale, Arlington VA, 201
- 17. (44 attributes weretested) 1. Offers unique perspectives 2. Strong two-way communicator 3. Knows customer’s value-drivers 4. Knows the economic drivers 5. Confident in talking money 6. Can diplomatically pressure the customer Challengers Key Attributes
- 18. • 19% ofloyalty comes from your brand / company • 19% of loyalty comes from service delivery • 9% of loyalty comes from price/value • 53% of loyalty comes from the sales experience B2B Customer Loyalty
- 19. 1. Teach – Challengeassumptions – Provide fresh insights about their market – Genuine interest in the market 2. Tailor – Knows customers value drivers – Communicate the sales message to the context of the customer and individual you are dealing with 3. Take Control – Understand risk aversion of customers but still provide a clear process for making a decision – Spread relationships wider in an organisation to influence decision making – Comfortable discussing money Challenger Sales person defined by 3 behaviours
- 20. Spot Buyers How canwe address this emerging trend?
- 21.
- 22. Exercise: Spot Buying? Reasons Outcomes Why? 1. What reasonsdo our clients give or have for moving to a spot buying approach? 2. What outcomes are they expecting? 3. Why are they doing this? What is their underlying motivation? Use 5 Why’s technique to answer the last the Q3 – the Why question.
- 23. How do we respond? •What is our thinking? • Why? • What are the gaps?
- 24. The current gapsin sales CSO Insights Report 2018 The growing Buyer-Seller Gap
- 25. A. Sellers meet -don't exceed expectations B. Sellers not valued as problem solvers C. Seller not engaged until needs identified and options refined D. I see only a little difference between Sellers E. Seller meets buyers expectations Trapped in an apathy loop
- 26. Understand my business. Knowme Demonstrate excellent communication skills Give me insights and perspective Focus on post-sale What Buyers want
- 27. We must SHIFFTor get trapped on price?
- 28.
- 29.
- 30.
- 31. TRUST = Credibility+ Reliability + Intimacy Self Orientation Trust Equation
- 32. TRUST = Credibility+ Reliability + Intimacy Self Orientation Trust Equation
- 33. Dealing with thevolume of customers • “Not all customers are equal” so grade them and service accordingly • Different “Call Cycles” or “Contact Programs”: • A Customers – more personal contact. Regular calls and/or visits • B Customers – less personal, more electronic e.g. Personal Video • C Customers – minimal personal, more group electronic
- 34. High Performance Sales What salestools do we need?
- 35. • 19% ofloyalty comes from your brand / company • 19% of loyalty comes from service delivery • 9% of loyalty comes from price/value • 53% of loyalty comes from the sales experience B2B Customer Loyalty
- 36. Why Lowes? Why shouldyou buy from us?
- 37. • 19% ofloyalty comes from your brand / company • 19% of loyalty comes from service delivery • 9% of loyalty comes from price/value • 53% of loyalty comes from the sales experience B2B Customer Loyalty
- 38. Exercise: What isour competitive advantage from a sales perspective? From a sales perspective: • What do we do that adds value to customer? • And, we do better than the competition?
- 39.
- 40.
- 41. Key Components – ChallengerSales Process Build Rapport Teach and Listen Discover – SPIN Questions Reframe Ask for the business
- 42. Teach and Listen Structuredconversations with context
- 43. • Review andupdate your client or prospect research. • Review current industry issues and trends • Link and connect with them on LinkedIn, follow on Twitter. Read latest 5 posts. • Based on your understanding of them – build potential packages and pricing. • Think through your potential Discovery Questions. Pre-work
- 44. Teaching & Listening •Statement: These are 3 things/trends we are seeing from our clients • Question: Are these impacting your business? What is the impact?
- 45. Exercise: What are someindustry insights? 3 things that we can teach a client in X industry
- 46.
- 47.
- 48. Reframing Our most successfulclients are…
- 49. Reframing Reframe our customersobjections
- 50. Exercise: What are assumptionsthat prospects make? How do we reframe them?
- 51. What competencies do Ineed to work on?
- 52. Professional • Tactical Planning •Analysis • Judgement • Follow through • Independence • IT Knowledge • Team work • Organised/Attention to detail Business • Customer Knowledge • Product Knowledge • Organisational Knowledge • Organisational Vision & Purpose Behavioural • Self Promotion (Call reluctance) • Energy • Influencing & Sales Ability • Oral Communication • Written Communication • Customer Service orientation • Goal Orientation • Taking responsibility • Resilience Sales Competencies
- 53.
- 54. Resilience The ability tobounce back from adversity
- 55.
- 56.
- 58.
- 59. Stress Management How doyou manage stress?
- 60. Positive Mindset • Adopta Growth Mindset • Understand the process • Expect setbacks • Be systematic
- 61. Adopt a Growth Mindset Areyou glass half full or half empty?
- 62. Bill Gates Dec15 review of book: Mindset (Carol Dweck) “In experiment after experiment, Dweck has shown that the fixed mindset is a huge psychological roadblock— regardless of whether you feel you were blessed with talent or not. If you have the fixed mindset and believe you were blessed with raw talent, you tend to spend a lot of time trying to validate your “gift” rather than cultivating it. To protect your self-identity as someone who’s super smart or gifted, you often steer clear of tough challenges that might jeopardize that identity. Here’s how Dweck puts it: “From the point of view of the fixed mindset, effort is only for people with deficiencies…. If you’re considered a genius, a talent, or a natural—then you have a lot to lose. Effort can reduce you.”” https://www.gatesnotes.com/Books/Mindset-The-New-Psychology-of-Success What you believe affects what you achieve
- 63.
- 64.
- 65.
- 66. Expect Setbacks You knowthey are coming so be mentally prepared
- 67. Be systematic This iswhy: • Pipelines • Call cycles • Training Are really important
- 68.
- 69. Think of anexciting opportunity you have in your area of the business and apply the Belief Behaviour model Belief Behaviour Model How do I change?
- 70. Belief Behaviour Example Scenario Activating Event BeliefBehaviour Consequence Negative Mindset Loss of Sale I’m a lousy sales person Avoids sales calls Low sales Positive Mindset Loss of Sales Its part of the process Ramps up sales activity More sales
- 71. Takeaway Exercise Think aboutan Event that you don’t respond well to: • What are the beliefs that run through your mind? • What behaviours do they encourage? • What is the consequence? • What belief do you need to replace?
- 72. Affirmations - Replacing poorbeliefs • Create simple list of statements that affirm the positive beliefs you aspire to • max. 10 statements • Add them to all your devices • Stick them in prominent places“ • Examples: • “I have a strong and powerful pipeline” • “I win the majority of my quotes”
- 73.
- 74. URGENT NOT URGENT I M P O R T A N T N O T I M P O R T A N T 1 Trivia SomeMail Some phone calls Pleasant actions Time Wasters Interruptions Some phone calls some mail Pressing Matters Popular Activities Meetings Reports Crises Pressing Problems Deadlines Build Relationships Planning Strategy Training Fitness Family Self 2 3 4 Covey Category 2
- 75.
- 76. MUST Do’s: •Reduce wastedtime on emails, web and social media •Reduce amount of time with Team without reducing quality •Increase time for strategy, marketing, sales and training •Reduce hours worked Travel not included 10 hrs per week Productivity 45% chargeable Personal days (excl weekends) 3 days My Time Audit
- 77. What are the4 key areas of activity that you must focus on in your business to be successful? Setup a “4 Things” Framework”
- 78. My Daily Roster 1.Client work 2. Marketing & Sales 3. Strategy & Development 4. Build my capability
- 79. Exercise: Be Strategic Exercise: Whatare the Top 4 Things you MUST focus on in order to achieve success?
- 80. Tips to Leverageyour Time
- 81. www.focusboosterapp.com or PomodoroTime apps Pomodoro Technique
- 83.
- 84. DON’T CHECK ITFIRST (OR LAST)
- 85. CHECK IT 3TIMES PER DAY
- 86.
- 87. MORE THAN 2EMAILS IN THE CHAIN - CALL
- 88. What other issuesdo you have with managing your time and being organised? Productivity Issues
- 89.
- 90. Exercise: Business Environment Analysis SuppliersOur Industry Channels/Direct Customers End Consumers What changes are occurring in your sector that we need to be aware of moving forward into 2019?
- 91.
- 92.
- 93. Understand my business. Knowme Demonstrate excellent communication skills Give me insights and perspective Focus on post-sale What Buyers want
- 94. • 19% ofloyalty comes from your brand / company • 19% of loyalty comes from service delivery • 9% of loyalty comes from price/value • 53% of loyalty comes from the sales experience B2B Customer Loyalty
- 95. Key Components – ChallengerSales Process Build Rapport Teach and Listen Discover – SPIN Questions Reframe Ask for the business
- 96.
- 97.
- 98.
- 100. Planned Activities for2018/19 • Notes and videos on elements of today - webpage • 5 x webinars on sales topics – every 2 months • First webinar lateNov/earlt December 2018 • Training Session – next October
- 101. Thank You Russell Cummings BusinessConsultant M: 0414 929 585 W: www.shifft.com.au E: russell@shifft.com.au
- 102. Thank You Russell Cummings BusinessConsultant M: 0414 929 585 W: www.shifft.com.au E: russell@shifft.com.au
- 103.
- 104.
- 105.
- 106. 1. Teach – Challengeassumptions – Provide fresh insights about their market – Genuine interest in the market 2. Tailor – Knows customers value drivers – Communicate the sales message to the context of the customer and individual you are dealing with 3. Take Control – Understand risk aversion of customers but still provide a clear process for making a decision – Spread relationships wider in an organisation to influence decision making – Comfortable discussing money Challenger Sales person defined by 3 behaviours
- 107. Takeaway: Build possible Packagesfor different scenarios • Based on your understanding of the client build a package of products and services. • What objections could they have? • How can you overcome the objections or modify the Package in each case?
- 108.