AIESEC Sales training cold calling
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This document summarizes a cold calling workshop that discusses how to effectively conduct cold calls. It outlines tips for starting a call, such as using the START model to set up for success, take control of the call, ask high-value questions, remove obstacles, and take care of the customer. It also discusses communicating effectively by validating statements, listening, understanding the customer's perspective, uncovering needs, and avoiding transactional questions. Additionally, the document covers brainstorming the objective and tone for different types of customers and simulating a cold call with feedback.
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Open-ended questions are questions that cannot be answered with a simple yes or no. They require more thought and a fuller response. Some examples of open-ended questions to gather information are:
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How to Handle Price on the Phone
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1) Researching prospects, qualifying them as small/medium/enterprise, and confirming their commitment before presenting.
2) Using techniques like SPIN, AIDA, and ABC to demonstrate products, gain interest, and work towards closing deals.
3) Overcoming objections by maintaining a positive attitude, clarifying concerns, and offering alternatives or workarounds.
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LinkedIn: http://www.linkedin.com/in/artsob
Twitter: https://twitter.com/ArtSobczak
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The document provides guidance on talent pipeline management for AIESEC leaders. It defines talent pipeline management as how members progress through different roles during their AIESEC experience. The goals are to ensure the local committee has enough resources to achieve its goals and that members' development and progression is supported. Tools like a talent database and performance assessments should be used to track members' experiences and plan future human resource needs. Key things to identify include talent leaks, bottlenecks, and timing to efficiently allocate members and achieve results.
Aiesec acronyms
This document provides a comprehensive list of acronyms used within AIESEC, grouped into general abbreviations, functional areas, regions, and conferences. It includes over 50 acronyms for terms like AIESEC Experience (@XP), Engagement with AIESEC (EwA), Talent Management (TM), Outgoing Exchange (OGX), Western Europe & North America (WENA) region, National Induction Seminar (NIS), and Global Leaders Summit (GLS). The list is intended to help people familiarize themselves with AIESEC's many acronyms.
AIESEC - Introduction to Talent Management
Introduction to Talent Management department for new members of AIESEC UGM. Expected output of this session is to give a knowledge about each departments in AIESEC UGM, so new members will be able to choose preferred departments they want to join.
People Analytics
The document discusses the importance of people analytics for making people decisions as a team manager in AIESEC. It outlines that people analytics involves collecting consistent data on membership over time through a quarterly employee engagement survey. This will allow benchmarking across entities and analyzing key assumptions about the membership. Entities can customize the survey with 0-5 additional questions. Guidelines are provided on designing effective questions that test hypotheses, have associated action steps, and identify pain or gain points to track over time. The survey will launch on October 17th and entities can provide feedback and submit custom questions through specified links.
AIESEC: Develop
This document outlines how members learn through various conferences and trainings, and how that education is delivered. It discusses the roles of trainers in facilitating learning for members. Trainers need to learn skills like training needs assessment, design, facilitation, and evaluation. For those without trainers, it provides guidance on conducting a training needs assessment through member interviews and surveys. It also offers tips on training design and delivery, including understanding different learning environments and learner types, and following models like the 80-20-10 learning model and 4-mat model to create effective sessions.
GET: Membership Planning
This document discusses membership planning, which involves reviewing membership needs based on strategy, operations, culture, and current pipeline. It is an ongoing monthly process. The initial membership review involves the leadership team assessing goals, desired culture, membership requirements, and current pipeline. They create a membership plan using a talent worksheet. Each month, performance, behaviors, and fit are reviewed. Feedback, probation, reallocation or recruitment actions may be needed. The current pipeline is assessed and an attraction plan is made to recruit the needed profiles through the best channels.
GET: Membership Selection
This document provides guidance on selecting new members for an organization based on leadership qualities. It recommends observing potential members for characteristics like seeking out challenges and learning opportunities, interest in world issues and desire to act, seeking self-improvement aligned with one's vision and strengths, and effective communication skills. Examples are given of what these characteristics do and do not look like. The document advises training interviewers and reviewing applicants' materials before interviews. Questions to ask are suggested to determine an applicant's potential to develop leadership qualities based on past experiences, activities, and level of investment and purpose. Overall, the summary emphasizes selecting applicants who demonstrate potential for growth and excellence in leadership through their demonstrated characteristics and experiences.
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PROBLEM
The results of a recent study conducted by The Sales Board confirmed what we have known for some time. Prospects are speaking up about how they feel about salespeople who are less than professional. We thought that you would like to see these statistics as they reinforce the need for a sales process and challenge you to improve your qualifying efforts.
DIAGNOSIS
The study showed the following startling facts. Can you relate to them as a salesperson or as a buyer?
Fact: 82% of salespeople fail to differentiate
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Fact: 86% of salespeople ask the wrong questions.
Result: They miss selling opportunities and end up wasting time while appearing unprofessional.
Fact: Only 18% of salespeople close without discounting price.
Result: Discounting becomes a habit and profit margins are eroded.
Fact: 95% of customers say salespeople talk too much.
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AIESEC Sales training cold calling
- 1. Cold Calling Workshop AIESEC NTU, Business Development, 16 Oct 2012
- 2. BRAINSTORMING From the point of view of your customer 2. What would your customer think and feel? 1. What is the objective of your call?
- 3. The 3 Vs Verbal 7% Vocal (Tone) 38% Visual 55% Face to Face Verbal 16% Vocal (Tone) 84% Phone Communication
- 4. HOW TO START
- 5. START Model Set up for success Take control of your call Ask high value questions Remove all obstacles and close Take care of your customer
- 6. Communication Tips • Validate the other person’s statement • Listen • Know what they are thinking • Uncover customer needs • Avoid opening with transactional questions
- 7. BRAINSTORMING Categories of Customers 2. What type of tone to use for different people? 1. What are the characteristics of different people?
- 8. 4 Types of Customers Precise Energized Assured Kind
- 9. Activity! Imagine you are about to make a cold call to a prospective company for GIP. 1. What is the flow of your cold call? 2. Simulate a cold call 3. Give feedback to each other
- 10. Reflections • What have you learnt from today’s session? • Where else can these • What do you intend to do differently in the next 21 days?
- 11. Commitment Session What do you want to learn in AIESEC? List the number of company meetings in which you want to set up in the next 21 days.