Objections... Symptoms of a Broken Process
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Objections... Symptoms of a Broken Process by Jake Dunlap Sales Hacker Series - New York City - November 20, 2014 @JakeTDunlap
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• Customers (6 points)
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• Communication (AIDA method)
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• Steps recapped diagram (7 points)
• Presentation (20+ points)
• Identifying sales needs and examples (31 points)
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• Closing sales (5 points)
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PowerPoint Presentation Content Slides Include:
• Learning objectives for this presentation
• Definition/s of sales
• Etymology of sales (3 points)
• Sales funnel model
• Do’s and don’ts (32 points)
• General sales tips (15 points)
• The selling process diagram
• Customers (6 points)
• Personal selling (10 points)
• Relationship selling (3 points)
• Adaptive selling (2 points)
• Consultative selling (2 points)
• Sales success diagram
• How to increase sales (13 points)
• Communication (AIDA method)
• Value-added selling techniques (6 points)
• Competitive advantage (14 points)
• The sales cycle (6 points)
• Steps recapped diagram (7 points)
• Presentation (20+ points)
• Identifying sales needs and examples (31 points)
• Steps for handling customer objections (14 points)
• Common objections and responses
• Scenarios and examples
• Features, benefits, solutions, and closing sales (18 points)
• Closing sales (5 points)
• Closing strategies (8 slides)
• Understanding customer and buyer signals (13 points)
• Verbal buying signals (4 points)
• Nonverbal buying signals (5 points)
• Warnings and avoiding obstacles (14 points)
• Review (2 points)
• Reflect
• Recreate
• Knowing your buyer (11 points)
• Forcefulness and raising objections (7 points)
• Actions steps (16 points)
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- Future pacing to help prospects avoid buyer's remorse by describing how they will feel using the product in the future.
- Connecting known concepts to unknown ones to educate prospects, such as comparing a DVR to a familiar VCR.
- Using stories, including success stories of past clients, to build rapport, reduce objections, and demonstrate results.
- Social proof through testimonials and endorsements from third parties to achieve influence that can't be self-created.
- Closing techniques like assuming the sale, reducing risk, offering bonuses, and using silence to influence prospects.
Handling objection
This document discusses objection handling in sales. It begins by outlining the objectives of understanding and addressing objections. It defines objections as customer statements that indicate unwillingness to buy. Common objections include issues with price, product, time or competition. The document then details a five-step process for handling objections: 1) listen completely without interrupting, 2) probe to isolate the real objection, 3) answer using a scripted response, 4) confirm the answer resolved the objection, and 5) ask for the deal. Finally, it explains several popular objection handling techniques like boomerang, chunking, deflection, and feel-felt-found.
Amr Ali.SPIN selling
This document discusses the SPIN selling model, which focuses on asking different types of questions (Situation, Problem, Implication, Need-Payoff) to understand a customer's needs and determine how your solutions can address their problems. It outlines the stages of a SPIN sales call, including investigating the customer's situation and needs, demonstrating your capabilities to meet those needs, and obtaining commitment. Effectively presenting benefits over just features and advantages increases the impact when selling complex solutions. The outcomes of a sales call can be winning or losing a simple sale, or advancing to the next step or continuing discussion for a complex sale.
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This document provides guidance on conducting an Inbound Marketing Assessment (IMA). It discusses that the purpose of an IMA is to understand a prospect's goals, challenges, and determine if they are a good fit for inbound marketing services. The document recommends following an assessment flow that involves building rapport, setting an agenda, discussing goals and challenges, and closing for next steps like a diagnostic call. It emphasizes qualifying prospects and moving those that are not serious. The goal is to help prospects and establish credibility to advance the sales process.
Negotiating executive compensation 2014
The document provides guidance on negotiating executive compensation. It discusses preparing for negotiations by understanding your priorities, researching typical packages, and establishing your needs. It emphasizes the importance of identifying decision-makers, qualifying opportunities, building trust with stakeholders, and demonstrating your value proposition aligned with company goals. The document also examines how to handle offers and closes, and provides case studies of successful and unsuccessful negotiations, noting common factors that influence compensation ranges.
How to Get Around Sales Objection | The SMART Sales Systems
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Deal making in Africa 2015
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Identify and Impact Powerpoint
This document provides information on building a successful real estate business, including identifying goals and systems.
It discusses setting a goal to sell 130 homes in the first 6 months to account for a 30% buffer. Front-loading activities in the early months is recommended to write contracts on 85 homes by April. Having systems in place for lead generation, appointments, and negotiations will allow leverage of time and increase quality of life while running a large business.
Knowing your numbers and value proposition is also key. Presenting yourself as different but not better can help obtain the desired 6% commission level. Continuous learning, accountability, and discovery are emphasized for professional and personal growth.
On Becoming A Marketing Tour de Force
This presentation is geared towards professional service providers, small business owners, experts, authors and artists seeking to develop their brand, reputation and sales. The presentation outlines the path from concept to powerhouse marketer.
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This presentation was delivered to a group of 40 Founders/CEO's and a few salespeople who want to know what they should be thinking about before they hire salespeople.
Broad address of the prevailing thought processes, techniques and methodologies for early adopter sales.
Master Class for Leaders: 7 Secrets to Interview Candidates Like a Boss
Company leadership and hiring managers are only as great as the team they build. So, it’s no surprise that a core responsibility of all group managers is to design and hire top talent for their organization. But, in order to be effective at hiring and building a grade-A team, managers need to know what questions to ask during the initial interview stages. By asking candidates strategic interview questions, hiring managers can quickly identify the best job candidates or potential employees.
Cory Eustice, Talent Director at Hart, reveals ways the most effective leaders interview candidates to identify those great hires.
You’ll learn:
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See more upcoming LinkedIn Talent Solutions webinars: https://lnkd.in/gjfYMp9
Interview workshop
This document provides tips on how to prepare for a job interview. It recommends thoroughly researching the company online through their website, social media, news articles, and other sources. The document also suggests practicing common and behavioral interview questions using the STAR technique to provide specific examples. Some key points are to have a list of accomplishments, bring a notepad to write down questions, send a thank you note after the interview, and arrive at least 10 minutes early dressed professionally. The overall goal is to learn as much about the company as possible and be able to demonstrate how your experiences align with the job responsibilities.
Sales Appointment Script Example 401K Services
The document provides an example sales appointment script for qualifying prospects and discovering their needs and pain points. The script includes questions to understand the prospect's current state, pain points, needs, budget, and decision-making process. It also includes examples of value points and customer examples to position the product. The script guides the sales representative through opening, discovery, and closing stages of the sales call.
Richard Ackroyd - job search with pre and post interview advice
This document provides guidance on job searching and the interview process. It discusses evaluating your current job situation and determining if a move is the right choice. Key factors to consider for new roles include company culture, career development opportunities, projects, colleagues, location, hours, title, compensation, and benefits. The document recommends researching target companies and networking to find opportunities. It provides tips for strong interview preparation, making a positive impression, demonstrating your strengths, and following up appropriately after the interview.
How to start and sustain a successful career in Product Management by Gal Jos...
Gal Josefsberg's slides at General Assembly on 08/22/2013
These are not my slides. I did not create, nor do I own any content herein.
Recruiting: Good to Great
This document provides guidance on how to create a great recruiting process and experience for candidates. It discusses the importance of crafting an overall experience for candidates from introduction through close. Key aspects of the process include telling compelling stories about the company and roles, understanding candidates, conducting in-depth interviews to evaluate fit, finding ways to connect with candidates, and ensuring the candidate is ready to accept an offer before it is delivered. Metrics and debriefs are also recommended to continuously improve the recruiting process.
Clonmel Chamber Boost Your Sales Workshop
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.
How to Scale an Award Winning Remodeling Business
Two successful entrepreneurs in the home remodeling business share their experiences on how to succeed in the home remodeling industry.
Mark Richardson is regarded as a pioneer in developing standards of professionalism in the residential remodeling industry. He served as President and Co-Chairman of Case Design/Remodeling, one of the leading remodeling organizations. He now assists others as a national educator, speaker, author of books including the best-seller “How Fit is Your Business?” as well as “Fit to Grow.” He’s columnist and contributor at Professional Remodeler magazine and advisor to leaders across the industry. During his weekly podcast, “Remodeling Mastery” Mark offers up actionable tips and industry wisdom listeners can put into practice for their own business success.
As Owner & President, Chad Hatfield’s belief in team building, product quality, customer value, and the importance of branding has been crucial to Hatfield Builders & Remodelers being one of the most influential remodeling businesses in the Greater Dallas Area. He lives and works by a pay-it-forward mentality in which he shares his experiences and learnings to to help mentor other remodelers. His company has won countless awards for their excellent work (Awards include: best of Houzz in design & service in 2015, remodeling big50, and many more), including recently being chosen for the Model Remodel project. Chad himself is also a CotY award winner, and he has the real hands on experience it takes to know this business inside out: certified Remodeler (CR)*, Certified Kitchen & Bath Remodeler (CKBR)*, (NARI).
Do you want to talk to somebody who can help you set up your digital marketing goals? Email us at info@surefiresocial.com
Building the Structure and Mechanics of a professional sales organization
In this talk delivered during Denver Startup Week 2013 I discuss the structure and mechanics necessary for predictability in sales.
The one thing a company needs as much as sales is predictability. In this talk I cover some strategies for understanding a sales process such as persona building and customer journey mapping. I explain how to use this information to document and track the sales process with a focus on using agile methods to evolve an effective and predictable sales process.
Common Cold Call Objections and How to Respond
The document provides responses to common objections received during cold calls. It outlines strategies for determining the purpose of the call, establishing a conversation when the prospect says they are not interested, and getting next steps even when the prospect says they do not want to make changes or purchase anything. The goal is to either close the sale or move the conversation forward by addressing concerns, asking questions, and positioning how the product could help with challenges in areas like lead generation or sales rep performance.
Aides to support company change
This document provides advice on how to successfully break into a new company's culture and implement organizational change. It recommends talking to managers, employees, customers and peers to understand expectations, pain points and roadblocks. The key is to actively listen, avoid saying "we did it differently at my old job", and build trust. A roadmap with goals, metrics and checkpoints should be created and approved before tweaking processes. Change agents must have senior management support, celebrate successes and address those undermining progress to successfully drive organizational transformation.
Similar to Objections... Symptoms of a Broken Process (20)
5 Critical Steps for Selling Managed Services - Adam Harris
5 Critical Steps for Selling Managed Services - Adam Harris
[PC-P] VAR Advanced Sales Training Inbound Marketing Assessment.pdf
[PC-P] VAR Advanced Sales Training Inbound Marketing Assessment.pdf
How to Get Around Sales Objection | The SMART Sales Systems
How to Get Around Sales Objection | The SMART Sales Systems
Master Class for Leaders: 7 Secrets to Interview Candidates Like a Boss
Master Class for Leaders: 7 Secrets to Interview Candidates Like a Boss
Richard Ackroyd - job search with pre and post interview advice
Richard Ackroyd - job search with pre and post interview advice
How to start and sustain a successful career in Product Management by Gal Jos...
How to start and sustain a successful career in Product Management by Gal Jos...
Building the Structure and Mechanics of a professional sales organization
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Workshop: Breaking Down a Real Outbound Prospecting Sequence
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The Secret Recipe to Show Extreme Value to Your New Buyer: The CFO
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From Call to Close: Three Strategies to Uplevel Your Entire Sales Process
Objections... Symptoms of a Broken Process
- 1. Objections… S Y M P T O M S O F A B R O K E N P R O C E S S
- 2. WHO AM I? • Sales Leader and Enterprise Sales Rep at CareerBuilder.com for nearly 4 years • Number 1 manager in the mid-markets division for two years • VP of Sales at glassdoor.com • Raised over 96 million dollars • Took the company from 0-40 person sales team in 16 months • CEO of Skaled and Founder of Startup Sales School - Worked with over 17 mid-staged startups over the last 16 months • Companies have raised over 50 million dollars in funding and generated millions of dollars in new revenue
- 3. WHY DO PEOPLE BUY? They have a need/strong desire, want it solved, and feel comfortable with next steps.
- 4. WHAT IS OUR JOB IN SALES? Create needs and eliminate barriers
- 5. WHY DO OBJECTIONS HAPPEN? • It’s standard - I can’t just agree with you can I ??? • Your pitch is too tailored to overwhelming and not education • Not enough time spent addressing implementation • Lack of knowledge of the buying process
- 6. CAN I REALLY OVERCOME OBJECTIONS? • Not if you won’t get uncomfortable!!! You lose deals because of lack of confidence and don’t know it!
- 7. WHAT CAUSES THESE OBJECTIONS • Lack of knowledge of buying process • No Need or Not a priority • No budget or authority • Switching cost is or is perceived to be too high • Too Similar to what they are currently doing • Cost / Time to act is more than the investment is worth
- 8. Let’s Discuss how to handle…. • Budget concerns • Not ready to move forward • No Authority
- 9. A L R E A D Y A L L O C A T E D O R N E E D T O H O L D O F F U N T I L B U D G E T S E A S O N • FACT: They do have budget….they just don’t want to give it to you or can’t commit what you asked • Best time to do a trial to show out value - “Let’s do something small over the next 3-6 months to prove out value so when we are looking at a bigger spend when budget opens up…we have the use case” If you are really interested then this should make sense • Sign the agreement with a start date of when the budget frees up
- 10. NEGOTIATING PRICE/BUDGET - 201 • If the price was different, would you be able to pull the trigger or could xyz pull the trigger • Give to get? If we lower the price to X and show the value of Y, then will you agree to a press release / logo/ Referral
- 11. WE JUST AREN’T READY TO MOVE FORWARD… • Reiterate the issues and ask if they are no longer a priority. • We need to re-create the need or make them say it is not a priority….
- 12. WHAT ABOUT WHAT THEY DON’T TELL YOU… WHEN THEY GO SILENT • Barrier were too high to implement • Switching costs were too high • ROI was not present • Someone you never met…said no!!
- 13. HOW TO FIX THE FUTURE • How to fix decision makers non-involvement • Address early in the discovery • Act as if it is the typical part of the process when ending meeting two • Make it a requirement to walk through the final details • How to fix the barriers potential issue • Address in the proposal • Discuss and understand their process in the discovery
- 14. HOW TO FIX THE FUTURE Salesforce: • Sales Qualified Lead – SQL’s o Pain expressed o Decision Maker o Champions & Coaches o Pain can be solved with solution • SQL to Opportunity o Timing o Budget is confirmed o ROI is agreed upon by customer o Proposal/negotiate o CLOSE!!!