PSSC Module 2 Workshop Professional Client Meetings

Workshop PSSC Module 2: Professional Client Meetings

WELCOME!

WORKSHOP:

PSSC MODULE 2
PROFESSIONAL CLIENT MEETINGS
©Copy rights and property by M.O.S.E.


AGENDA DAY 1

Warm-Up: Any successes since the last training?

Meet the Decision Maker only!

Professional F2F Sales Discussions

IPE Questioning Techniques




AGENDA DAY 2

Professional Handling of Objections

Professional Closing Techniques

Personal Action Plan




PRACTICAL INFORMATION

 Breaks
 Mobile Phones…
 Coffee
 Smoking?
 Lunch
 Timing




GOAL OF THIS TRAINING WORKSHOP
 Master professionally sales conversations with your clients
 Master the handling of objections
 Close professionally every meeting and get what you want

„The winner has a plan, the loser has an explanation“
(Gunde Svan, Swedish Olympic and ©Copy rights and property by M.O.S.E.
WC gold medal winner in cross country skiing) 


WORKSHOP

SUBJECT 1:

WARM-UP: WHAT HAPPENED SINCE THE LAST
TRAINING WORKSHOP? SUCCESSES?
 ©Copy rights and property by M.O.S.E.


WARM-UP

What did happen since the last Training Session?

Tell us about your successes!

Use the work form in tab 2 for your personal notes




WORKSHOP

SUBJECT 2:

ONLY MEET DECISION MAKERS!




PREPARATION OF A MEETING

New client
 What do I have to know and why?
 Where do I find this information?
 What is my goal?
 My USP’s? My referrals?
 What is my goal?  What is the next step?

Existing client
 What was the turnover in the past 3 years?
 Status of running projects?
 What is the potential with this customer?
 How does my meeting agenda look like?
 What do I present?
 What is my goal? No goal, no visit…!




PREPARATION IN GENERAL

 Who is in the DMU, who is the decision
maker?
 What attitude does the DM have?
 Friend of KWS?
 Enemy?
 Coach?
 Gate Keeper?
 Indifferent?
 User
 Etc.
 What are the decision taking rules and
processes?
 Etc. ©Copy rights and property by M.O.S.E.



DMU ANALYSIS: 3RD DIMENSION  RELATION NETWORK

Peter Miller
CEO
Bob Gep
Purch. Dir.

Jeff Blue
Mgr. R&D
Wilma Smith
Controlling

Marc Weir
VP Sales


7/7


CONTACT LEVEL  ADAPT ATTITUDE & BEHAVIOR!

How do they perceive us?

Top Trustful Advisor
Manage- Consultant
ment Expert
Strategy, Profit
Middle Problem solver
Management
Organization Reliable
Action Plans Supplier
Targets, Goals
Distri-
Performing Level butor
Production
Logistic




3 TYPES OF DECISION MAKERS  3 TYPES OF UBN’S
UNIQUE BUYING NEEDS

Worker Buyer Top Manager, Owner

Profit
Price
Output
Output
Handling Growth
Image
Packaging
Design
Materiel EBIT
Budget
Tools ROI
Quality
Machines Reliability
Stock
Functionality Consultancy
Delivery time
Etc. Service
Purchase routines
Warranty
Etc.
Costs



YOUNG, OLD DM. ANY DIFFERENT APPROACH?

 No different approach!
 Focus on their individual Unique Buying Needs.
 Use a proper attitude & behavior which they
expect from you, e.g.:
 Cloth
 Language
 Added values!



DMU ANALYSIS:
EXAMPLE HOW THEY DO IN KEY ACCOUNT MANAGEMENT
Decission Level of decision Focus Personal Personal Influence
maker competence on: opinion decision
criteria
Name, job title, Role: D = Decision M G = Growth 5 = Ambassador 3 most Strong
function: U = User P= 4 = Likes us important:
W = Watch Dog Problem 3 = Neutral Weak
C = Coach C = Costs 2 = Does not care
O = Other N = Neutral 1 = Opposition Neutral
M = Margin

Peter Haenem, Market share,
W G 3 Prestige, Costs
CEO
Jeff Blokker, Delivery
D P 5 conditions
Director
Price, Discounts
Purchase
Jan Hema, Quality,
C C 1 Material,
Head
Delivery time
Construct.
Wilma Dixon, Cash Flow,
O N 2 Purchase


Controlling
contracts

Ed ©Copy rights and property by M.O.S.E. Turnover, EBIT.


TALKING IS SILVER, LISTENING IS GOLD!




IT’S ALL ABOUT THE DECISION MAKER

Take a recent buying client.
Choose a potato you want to sell.

Describe in the group, per decision maker and/or DMU, Unique Buying Needs
of this client.

Use the work form in register 2



WORKSHOP

SUBJECT 3:

IPE QUESTION TECHNIQUE  NEED ANALYSIS
AND NEED CREATION


SALES MEETING F2F: FLOW
Introduce myself

Need Analysis:
Ask Open Questions!

My GOAL  doing business!
Create Needs

Summary & Conclusion

Suggest the next step:
Proposal Meeting (of different)



INTRODUCE YOURSELF AND KWS:

 My name is ABC, I am Sales manager at
KWS
 I sent you some information about
KWS… do you have any question about
our organization?
 “No”. Go then ahead with asking
open questions.

 “Yes, I don’t exactly know KWS…”
 Introduce KWS, max. 1 minute
(unless he wants to know more
details).
 Ideally present KWS with
PowerPoint:
 3 – 5 slides max.



NEEDS ANALYSIS: YOU JUST KNOW WHAT THEY NEED AFTER
YOU HAVE ASKED IT!
 Important: “the one who asks questions,
leads the discussion!”
 A good opening question might be (e.g.):
 May I ask you… what are your needs
regarding growing potatoes?

 Ask well prepared open questions, e.g.:
 What are your possibilities on the local market?
 What is important for you when it comes to
harvesting?
 How important is “early to the market” for you?
 What could the previous seed supplier in prove;
in service, product, etc.?



CREATE NEEDS: YOUR ARE AN EXPERT, BUILD-UP TRUST

 Based on what the prospect said, create
needs.
 By that you give evidence that you are an
expert, you have understood him
correctly.
 One (or more) question(s) followed by a
professional statement/fact, e.g.:
 “A later harvest results in lower prices, right?”
“Our EVEREST is an early type, that will create
better profit for you!”
 “Not good that your clients complain about the
storability. On losses we are not interested, of
course?” “RAMOS will solve that problem.”



FOLLOW YOUR GOAL: SUMMARY & CONCLUSION, E.G.…

 “Ok then, RAMOS will solve a lot of problems
and increases in the end your profit.”
 “Plus that you will become a major supplier for
the local fries plants.

 “I have a solution for you, but need to bring it
on paper…”

 “Are you interested in a proposal from me,
how I could solve your problems?”




THE NEXT STEP: MAKE A SUGGESTION
 Depending on the situation and the sort of he
meeting (e.g. prospect, existing client,
project meeting etc.) you have to propose
the next step, e.g.:
 Proposal Meeting
 Sending a quote
 Another meeting to make presentations
 Etc.
  Proposal Meeting:
 One or two weeks later,
 Present your solution and added values
your client will accept
 Agree with the Decision Maker
immediately on a date.



YOU LEAD THE DISCUSSION BY ASKING QUESTIONS
Take a recent buying client.
Choose a potato you want to sell.

Describe in the group a number of open questions for
- Need Analysis
- Needs creation




WORKSHOP

SUBJECT 3:

IPE QUESTION TECHNIQUE: THE SUPPORT OF
NEED ANALYSIS AND NEED CREATION


PROFESSIONAL & PRO-ACTIVE SALES-MEETING
Welcome, Information Analyze Create Conclusion
Introduction Phase Needs Needs! & Closing:
The Next Step
Chance for Business

Test Closing
Buying signals
Objections
Part Acceptation


Flow of the professional Sales Discussion


THE PHASES OF A MEETING

The meeting should in its structure focus on Your goals:
 The needs, UBN ( Unique Buying Needs) or the KEY
Buying Factors of the customer
 A gradual acceptation by the client

Lead the meeting in such a way that it agrees with your
intentions!

A. Goal of the meeting
 What is the main goal of the meeting?
 Which goals you want to have reached before leaving the
meeting?



B. Contact phase

This is the part of the meeting where you create confidence and
the further progress of the meeting

 Introduction and eventually what happened since the last
meeting  status?
 State the reason why you got in contact with the client
 How much time you need to present your product/service
 How about the meeting agenda? Have one, that is
professional!
 Etc.
 AVOID a too long social talk! The client might take over…
 You don’t want that he is leading the discussion!




C. Information phase
This is the part where you gather information you could not
acquire before, but needed to present your solution
 New client: make a short presentation about your company
 Ask for permission to ask specific questions: E.g. “… may I
ask you, what is the turnover of XXX…?”
 Decision process/DMU?
 What are the Key Buying Factors?
 Which knowhow can we offer?
 Which challenges and needs does the customer have?
 Create needs before you present your solution!
 Etc.




D. Argumentation phase
In this phase you present your solution and added values of your
products and/or services
 Use FFBE as an argumentation tool
 Your solution has to be of value for the client, he must be
convinced that he gets a solution covering his needs 
WIIFM (what’s in it for me??)
 Focus on advantages, added values for the customer
instead of “technical details”!
 Show him the profit based on the advantages he gets!
 Etc.




E. Closing phase
In this phase you close for the deal and/or you define the
next step

 Does the client give buying signals and/or part
acceptation signals; make a test close!
 Do not forget to always make a summary before you
close
 To close you could also make a suggestion for a next step
 Who is responsible for the next step if more persons are
involved?
 Is there something to be organized for the next meeting?
 Etc.



GENERAL TYPES OF QUESTIONS

Open questions:
Informative, Initiative and “Bridge Building” between client
and Sales Engineer

Closed questions:
Are questions who only can be answered by a yes or a no

Acceptation questions:
Ask the client whether he agrees to the benefits, or if he
accepts the advantage, or if he also wants to improve
systems, save money etc. These are important to close!!




NEED ANALYSIS: IPE QUESTIONING TECHNIQUE
 I = Information
 Information questions with the goal to learn about
important facts which we do not yet know, but need
to know in order to build up our argumentation
around the solution and added values

 P = Pain
 Questions who generate “head ache”, or “tooth
pain”!. Goal: analyze needs!

 E = Earnings
 Questions who convince the client to agree on
benefits and advantages and that he confirms part
acceptations. Goal:  create needs!!



IPE QUESTIONS: INFORMATION




IPE QUESTIONS: PAIN  “HEADACHE”




IPE QUESTIONS: EARNINGS  “I WANT TO HAVE THIS!”




IPE QUESTIONS, AN EXAMPLE
You, the Earning
Information Pain
Salesperson:
Questions Questions Questions
Proactive Selling

- May I ask you… Ok, I have a great
Do I see it right…
how big is the solution for you
this means a profit
Product: harvest damage
loss of which will save
with the present
approximately, if I you money
sort?
LABADIA see that right… and increase
- Low storability: Of 50 – 75.000 p.a.? profit. Would that
a problem for your Can you afford be interesting for
clients ? this? you?

“Quite unwelcome, I Well, that sounds
The Client “…yes, that’s right. It
must say. 50.000!”
is a pity that we have indeed
answers interesting…! Tell
“Yes, we even lost to lose all that
some…” money… and time!” me more, please.




IPE QUESTIONING TECHNIQUE
I = Information What do you expect from Obtain
question a professional supplier? information

P = Pain What would you do with
(“headache”) money saved when using Need analysis
question our solution?

Do I see it right, you could
E = Earnings save even 10.000 in 3
(my profit) months when using our Need creation
question products?

His conviction  his decision



IPE QUESTIONING TECHNIQUE

Work out in groups the following:
- Describe typical IPE questions: Choose a product, and/or service

Use the work form in tab 2



WORKSHOP

SUBJECT 4:

PROFESSIONAL OBJECTION HANDLING




OBJECTIONS: THREAT OR CHANCE?

Question: What are objections?

Objections and obstacles: What is the difference?

Which objections do you get?




OBJECTION HANDLING  5 STEPS
1. Active listening  Be interested in the client. Listen to what he says.
Think on how to solve his problem, concentrate on his UBN! Don’t take
it personal! Use your empathy: why is he reacting that way??

2. Soften the objection  Do not deny! Show understanding for his
situation.

3. Clarify  Ask whether you understood his objection correctly. Repeat
his objection with his own words, but somewhat “milder”.

4. Challenge the objection  Verbal/non verbal reaction. Analyze the
reason for his objection.

5. Close the objection!  Make sure that the client is not coming back
again with the same objection.



OBJECTIONS: 5 CLASSIC ONES

 Price  Too high

 We already have a supplier

 We have no budget

 We don’t need to change

 I have to think about it…




OBJECTION HANDLING MEANS TO SERIOUSLY FOCUS ON
CLIENT’S NEEDS.
1. Active 2. Soften the 4. 5. Close
3. Clarify
Listening! objection Challenge!
Objection
Chance to convince


Flow of objection handling


OBJECTION HANDLING
(EXAMPLE)

Active Listening!
(Concentrate on customer’s needs. Empathy: Why does he react like that?)

KWS Good, Mr. Petersen, this was the presentation of my solution. What do you think?

Customer Great… I like it! Professional.

Customer But, a real huge amount of money I would have to invest…

KWS




OBJECTION HANDLING
(EXAMPLE)

Soften the objection
(Never ever deny!)

KWS I understand what you are saying, Mr. Petersen. We all have to consider
investments carefully.

Customer Yes, sure…

KWS Investments need to show a quick ROI, that’s what we want, right?




OBJECTION HANDLING
(EXAMPLE)

Clarify the objection
(You don’t know yet why this reaction…. “just ask why!”)

KWS May I ask you… our solution with high yield was what you requested, right?

Customer Yes sure… but… it is a lot of money we have to invest!

KWS If we put aside the investment for a moment… what do you think about the cost
savings in the production, because the yield is much higher than you were used to?

Customer It is crisis… We have to be careful with expenses. But the same time we know that
we have to improve to safe the next season.

KWS Yes, I understand what you mean. Lesser costs is crucial.

Customer

Yes, right, we have to safe costs and improve yields!



OBJECTION HANDLING
(EXAMPLE)

Challenge the objection!
(Now you want to know it. You are the expert, “throw” facts on the table!)

KWS If I could convince you of more advantages than higher yield… do we have a
deal then?

Customer Ok, obviously I did not understand everything yet, is there more then??

KWS Look, because of this sort I proposed, you not only get a higher yield, but you are
also able to safe on production as well.

Customer That would be fine… what exactly does it mean?

KWS Based on our experience with similar projects and situations we find here, I think it
can be an advantage of 15.000 plus for the next season, because of the facts I just
presented to you.

Customer Well, that makes me think… I mean, we are not able to ignore all these benefits!



OBJECTION HANDLING
(EXAMPLE)

Close the objection!
(… otherwise it will raise again.)

KWS May ask you… does this answer your concerns? Could I convince you?

Customer Yes, of course. I did not think on all those facts. I think the savings are even more
than you suggested.

KWS Great that we have solved this point… let me suggest how to proceed now.

Customer Yes, what’s next? When can you deliver?

I suggest the following:
KWS - I send you the contracts and order confirmation tomorrow, when this is OK with
you.
Let’s choose a date in our agendas for next week, then we meet again, OK?

Customer Yes, let me grab my agenda…



OBJECTION: WE HAVE A SUPPLIER
Active listening:
 What is the real reason that the client says this?
Soften
 “I knew that a professional company as yours works together
with good suppliers”
Clarify:
 “What is the biggest value you get from your supplier?”
 “What is for you important when choosing a supplier?”
 “If you in the present situation have to change something, what
would that be?”
Challenge:
 “If I could offer you extra advantages regarding your present
supplier, could that be a basis to do business with each other?”
Close the objection:
 “Ok, let’s go through some items to convince you what extra
benefits you will get!”



OBJECTION: I HAVE TO THINK ABOUT IT
Active listening:
 If you get this objection the client is not yet convinced!
Soften:
 “It is important to consider important decisions, we all have to.”
Clarify:
 “May I ask you, when do you want to make the decision? Are
there other persons in the decision making process or do you
decide yourself?”
Challenge:
 “According to me you see added values in my proposal. Is there a
subject which is not explained or of big interest to you?”
Close the objection:
 “Ok, I trust on a positive decision. May I call you (Date, time)?”




PROFESSIONAL OBJECTION HANDLING

Work out in groups the following:
- Choose per group 2 common objections occurring in your business
- Write down step by step the handling of it.




WORKSHOP

SUBJECT 5:

PREVENTION OF OBJECTIONS




HOW TO PREVENT OBJECTIONS
Question: What can we do in order to prevent objections?

 Objections occur for different reasons and are most of the
times positive  Buying signals!!
 Ask sufficient, most of the time, open questions
 Concentrate on the UBN unique buying needs of de client
 Analyze needs
 Create needs!
 Professionally argue your FFBE benefits/earnings, solution
and added values
 Professional attitude and behavior! You are the expert,
aren’t you??
 Handle hesitations and questions of the client immediately
 You have one mouth, but too ears: Listen to what they say!



HOW TO PREVENT OBJECTIONS /2
 Don’t try to close too fast (that is hard selling)
 Active listening
 Design together a solution and action plan
 Take into account issues like personality, way of thinking,
culture etc. of your client. Empathy!
 Focus on the problems, needs the client has
 Avoid objections by:
 Your positive attitude
 Professional behavior
 Convincing argumentation
 Do not use a Sales Pitch!
 Ask (good prepared) questions and listen!!
 Always know (the handling of) the objections you might
get! ©Copy rights and property by M.O.S.E.



PREVENTION OF OBJECTIONS

Role playing:
- Let’s exercise some examples out of your daily live
- Who is the Sales Engineer, who the customer?
- Which subjects?

 Assignment  see following slide



ASSIGNMENT: ROLE PLAYING

 Prepare for the following:
 It is a prospect with quite some interesting ground:
Huge!!
 Ideal for MONDEO, high marketable yield!

 What are your IPE questions?  focus on Pain & Earnings!

 How do you handle the objections?




WORKSHOP

SUBJECT 6:

PROFESSIONAL CLOSING




WHAT ARE BUYING SIGNALS?

 Buying signals are the chances to close and get the order!
But we must recognize them and understand them.
 Verbal buying signals:
 The customer asks for instance for:
 The delivery time
 The price
 Plays with the sample
 Asks for referrals
 Is interested in the delivery terms and conditions
 Asks questions about the after sales service
 Standard packaging size
 Can it be delivered in blue
 Etc.



WHAT ARE BUYING SIGNALS? /2

 Non-verbal buying signals, for instance:
 Observe good!

 The body language of the client:
 The expression of his face  I am interested,
want to have this, greediness
 The clients grabs the product as it is of him
 Yes-saying head
 Smiles, looks happy
 Takes in an interested sitting position
 Etc.




HANDLE OBJECTIONS  BUYING SIGNALS!

Client his =
Unique Buying His reaction!!
Need:
Advantage
Profit Client his = His reaction!!
Solution min
Unique Buying
Cost reduction Need:
Progress Advantage solution and
My
Improvement Profit added value
= His reaction!!
Earning Solution Client hismin
Etc. Cost reduction Buying My solution and
Unique
Progress Need: added value
ImprovementAdvantage
Earning Profit
Etc. Solution min My solution and
EtcCost reduction added value
Progress
Improvement
Earning
Etc.




TEST CLOSING: MEASURE THE “BUYING
TEMPERATURE”
= His reaction!!
Client his
Unique Buying
Need:
Advantage  Measure the
Profit
Solution min My solution “buying
and added
Cost reduction
Progress
value temperature” by
Improvement
Earning Test closing test closings.
Etc.

 Close the deal!

Close!




CLOSING START’S ACTUALLY RIGHT IN THE BEGINNING:
IT “EVOLUTIONIZES”!!




KEEP IN MIND! IMPORTANT:




THE TEST CLOSING
 The right “buying temperature” arises, after
 Coming fewer or no objections anymore
 The client gives verbal and non-verbal buying signals
 Whether the temperature is “good” and/of favorable, we
don’t know (yet)
 We have to test it, by place a test close:
 The “yes question” ( closed question)
 “Sir, do I get it right, you agree on the benefits?”
 “Do you need the first shipment next month?”
 “Can we deliver also in the weekend?”
 At least 3 closed questions!
 Answers the client all of them with a “yes”, then you
have to close for the order!



CLOSING TECHNIQUES
There are different closings possible. For instance the
following:

 The direct question
 The alternative question
 The reflex method
 The win/win method
 The write/fill-in method
 The reduction method
 The penalty method
 The benefit method




CLOSING TECHNIQUES
Question: What is the most simple question to close a deal?

 Right! The direct question: “Can I have this order?”

 Only a few salesmen do this, are brave enough to do so.
Why is that?
 You have come so far in your sales process:
 The client is convinced of the solution and added value
 There are no objections
 The test close was successful
 And now, you dare to ask for the order?

 Try it once and you will be surprised!



CLOSING TECHNIQUES
The alternative question

 This is a very efficient closing technique:
 “Do you take 2 pallets or do you prefer 1?”
 “Do we have to deliver still in this quarter or in the 3rd
one?”
 “Do you take the motors with or without transmission
belts?”
 “Shall we organize the transport or do you pick it up
yourself?”
 “Do you take this car standard or including the winter
package?”
 “Can we start implementation in June or will we start in
July?”
 “Do you want the total package or without insurance?”




CLOSING TECHNIQUES
The reflex method

 The client asks: “Can you deliver it in our special green
bags within 2 weeks from now?”

 Your answer: “Of course! I take the bags with me right
now and we put it on our next transport which will leave
Wednesday already!”




CLOSING TECHNIQUES
The win/win method

 A question which always means an advantage for the
client:

 “Do you pay within 2 weeks or do you prefer our financing
facility?”
 “Shall we send it today by reimbursement or do you make a
prepayment?”
 “Shall we deliver against 2% discount payment within 2
weeks or 30 days net?”




CLOSING TECHNIQUES
The write/fill-in method

 This method is efficient but also bears risks. Besides that
it needs a portion of professionality and courage of the
salesman.

 If you are sure that the customer will buy, you just start
with filling in the order and/or contract and ask him to
sign it.




CLOSING TECHNIQUES
The reduction method

 This is a method where you divide the investment by the
time the product/service is used.
 Making marginal costs by, for instance:

 “I know that 5000 is quite an investment, but if the
live cycle is 7 years this is less than 60 per month.
What do you think?”
 “65000 is not nothing for this car. But 5 years later the
resell value is much higher than with other brands…
and this is important for you, isn’t it?”




CLOSING TECHNIQUES
The penalty method

 By use of this method you inform the client that if he is
ordering later the price will be higher.
 “If we can deliver before (date) then the price is still
the old one, which is 5,2% less.”
 “In this action which runs until end of this month the
transport is free.”
 “With an order of 2 pallets I can offer you an extra
discount, but then you have to place the order before
17.00.”
 “As from (date) on we increase prices, if you order
now we can still produce against the existing
conditions.”



CLOSING TECHNIQUES
The benefit method

 With this method you repeat the advantages and benefits
for the client (which he has accepted) and weighing it
against small disadvantages in this solution.

 “The location of this house is exactly what you where
looking for since months. The kitchen is big, the garden
direction south etc. Ok, the guest room is small but you
are using it less than 5 days a year. Do you really want to
drop all the benefits because of a small gust room?”




ROUND TABLE DISCUSSION

What do you think about “closing techniques”?

What are your experiences: tell us!

Use the work form in register 2 for your personal notes



PAP PERSONAL ACTION PLAN
Please describe individually the following:
-Your personal action plan:
- Which 3 subjects learned in this workshop are most
important to me?
- What do I do different as from tomorrow on?

Please also fill in the evaluation form and hand it to me, thanks!!
Use the work form in register 3


PSSC Module 2 Workshop Professional Client Meetings

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PSSC Module 2 Workshop Professional Client Meetings