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Selling Technology and Software Solutions

The document outlines a one-day refresher course on selling skills conducted by Mohammad Afzal in Dubai, focusing on personal effectiveness, prospecting, objection handling, and closing techniques. It emphasizes improving existing skills, developing new strategies, and understanding customer needs through effective questioning. The training includes practical advice on making first impressions, listening skills, recognizing buying signals, and employing various closing techniques to facilitate sales.

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Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Selling Skills – One Day Refresher WELCOME TO KNOWLEDGE SHARING EVENT TODAY
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Selling Skills – One Day Refresher Course Objectives: "To take from the back of our heads the skills we already possess, dust them off, polish them up add in some new skills, blend them all together and put them back in the front of our heads so that we remember to use them more often"
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Selling Skills – One Day Refresher Start 10:00 Personal effectiveness Prospecting Discovering needs 15 min. Break @ 11.00 Proposing solution 1.30 hrs Juma Break @ 13.00 Start 2nd session @ 14:30 Objection Handling & Closing 15 min. Tea Break @ 15:30 Questions and Answers Close @ 18:00 Today’sGuideline
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Personal Effectiveness Selling as a Career - Why not other careers ? - Financially rewarding - Personal Satisfaction - Highest Career growth Manufacturers/ Service providers Customers / End users Manufacturers/ Service providers Manufacturers/ Service providers Marketing and Sales Distribution / Retailing / DM / Telemarketing Products & Services Revenues / Profits
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Personal Effectiveness Mission and Goals - They lead to Strategy - Makes you productive - Stronger commitment - Sense of accomplishment - Job satisfaction - Career Growth
Time ExperienceKnowledge Personal Effectiveness Time: -Plan your year / month / day -Work Breakdown (WBS) Structure -Mission-Objectives-Activities-Tasks -Interruptions handling -Do not lose focus -Value and respect other’s time Effective use of Resources
Time ExperienceKnowledge Personal Effectiveness TIME ROBBERS •Bad territory management •Lack of planning •No systematic approach to calls •Writing when a phone call will do •Calling people in where email would suffice •Spending too much time on the telephone/internet •Lunch & Coffee breaks •Starting late •Giving sales presentations/pitch to the wrong people Effective use of Resources
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Personal Effectiveness Partnering with customers: Sell CONSULT Implement FACILITATE Re-act Be PROACTIVE Tell LISTEN Your solution THEIR SOLUTION Costs Cost-Benefit ROI
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Personal Effectiveness First Impressions - Be on time - Wear neat, conservative clothes - Be clean and carefully groomed - Know the prospects name & pronounce it correctly - Be alert and pleasant - Let the prospect offer to handshake - Forget about yourself & concentrate on prospect - Avoid smoking or chewing gum You never get a second chance to make the first impression
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Personal Effectiveness What customers like most about sales person : - have good product knowledge - are presentable - are courteous and polite to all customer staff - are sincere, honest and reliable - Discuss not argue
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Personal Effectiveness Listening Skills - Greatest skill in selling - Two ears one mouth theory - Gets you facts and ideas - Uncovers needs and desires - Acknowledge / take notes - Listen to content / idea, not the type - Don't finish other people's sentences "The difference between a great company and a mediocre company is its ability to listen to its customers"... Lee Iacocca "We were given two ears but only one mouth, because listening is twice as hard as talking."
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Personal Effectiveness Listening Types: Competitive or Combative Listening In Passive or Attentive Listening Active or Reflective Listening
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Prospecting Identify & Qualify Potential Customers Pre-Approach & Call Planning Identifying prospects: - Present Customers - Former Customers / Competitor's customers - Cold Calling - Spotters - Directories / Mailing Lists - Colleagues / Friends - Customer Referrals - Personal Contacts / Friends - Trade Shows / Exhibits / Seminars - Direct Marketing Define Target Market
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Prospecting Identify & Qualify Potential Customers Pre-Approach & Call Planning Information Sources: oYour office = sales leads client records colleagues, suppliers oClients’ Offices = Receptionists, their suppliers, newsletters, notices, annual reports oPress = Trade Journals, local news, clipping services oLists = Exhibition attendees, industrial databases, electronic data services oOthers = Trade and professional bodies, embassies, chambers of commerce, relatives, friends, internet Define Target Market
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Prospecting Qualifying prospects: Identify & Qualify Potential Customers Pre-Approach & Call Planning " M A N " Methodology - M oney - A uthority - N eed Define Target Market
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Prospecting Identify & Qualify Potential Customers Pre-Approach & Call Planning Making appointments: oSwitchboard: oBe warm: Can you help me? oVerify decision makers name, title and address oSecretary: oControl with questions. “It concerns policy regarding X, is she/he in? Do you keeping his/her diary or should I call back later? What time would be best?” oP.A. to M.D: o“Would you know who decides policy on X? (then transfer directly …) Miss Jones suggested I spoke with you..” oDecision Maker: oGive full name and check they’re not in a meeting oUse a hook: I read that you have recently ….. oMatch your benefit statement to their job function Define Target Market
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Prospecting Use positive and active language with CXOs: Pay INVEST Suggest RECOMMEND Change IMPROVE Sign APPROVE IF WHEN I YOU
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com The Planned Sales Call OPENING Objective Develop two-way communication Technique Open-ended questions Key on responses Choose an appropriate subject Measure of Effectiveness Expressed appreciation for time, cooperation Displayed relaxed, business like demeanor Gained complete attention, positively Keyed on responses to open-ended questions conversationally Compliments were genuine, had basis You never get a second chance to make the first impression
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com The Planned Sales Call OPENING THE CALL PLAN ahead THINK of good open-ended questions Use an open-ended RESPONSE LISTEN intently Keep the VOLLEY going ALWAYS start with a POSITIVE STATEMENT Decide on BUSINESS OR PERSONAL rapport technique REMEMBER !! You never get a second chance to make the first impression
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Identifying Needs How do we speak our questions ? Home base languages: - Visual ( the seeing people ) - Auditory ( the hearing people ) - Kinesthetic ( the feeling people ) P itch. lower voice projects and carries I nflection. use feelings to express idea/mood C ourtesy / Clarity. T one. reflects sincerity, confidence and interest U nderstandability. avoid chewing gum, pens, jargons R ate. keep the speed varying & interesting E nunciation. get your Ds, Ts, F & S, P & B right finally watch the body language of your customer
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Identifying needs / pains Why people buy ? Gain Pain Crowd Proud Needs & Desires All of us do things to gain or get pleasure and avoid pain. We also like to be part of the crowd and avoid pains of loneliness. We also want to be proud of our acts or acquisitions and have pleasure of that pride
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Identifying needs Do we know what type of questions to employ in SPIN process ? SPIN will revolve around , OPEN and CLOSED type of questions. OPEN questions ? " I keep six honest men, They taught me all I know. Their names are what and why and when, And how and where and who." Rudyard Kipling - Open-ended and broad - Encourages customers to talk more - Silence and pauses
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Identifying needs SPIN will revolve around , OPEN and CLOSED type of questions. What is a CLOSED question ? - Answers mostly YES or NO, or in two or three words - Data gathering - Specific and directive - Identifying areas of agreement - Bringing the subject of discussions on track
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Identifying needs How do we uncover the NEEDS or DESIRES ? S ituational questions Tell me about your company? How many customers do you have? What type of software do you run here? Which offices have DSL? .
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Identifying needs How do we uncover the NEEDS or DESIRES ? P roblem questions Is it frustrating to lose valuable documents? How easy is it to use Binding system? How do you keep track of all your customer's movements between two offices? When someone goes on vacation, what happens to the properties that he or she manages? .
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Identifying needs How do we uncover the NEEDS or DESIRES ? Implication questions Problem: Executives cannot monitor performance of property managers Implication questions: If you cannot effectively monitor what is going on with each of your properties have you ever had problems from issues that suddenly blew up? Have you ever suffered because one of your property managers was not performing but you weren't aware of the problem?
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Identifying needs How do we uncover the NEEDS or DESIRES ? Need pay-off questions How would it help if your offices were connected to a centralized database? Why is it important to get all your employees accounting for their work? Would it be useful if your homeowners made most of their requests without bothering anyone? Is there any other way that this could help you? Do you see the value in knowing which vendors do the most work? .
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Identifying needs How do we uncover the NEEDS or DESIRES ? Obviously we will ask Questions, but do we know how we strategies our questions? S ituational questions P roblem related questions I mplications questions N eed payoff questions SPIN lets your customer talk more and you do active listening. Develops rapport and makes customer feel comfortable. They uncover many details, it is upto you how you grab them and build your sale.
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Identifying needs Good questioning technique uncovers: - Awareness - Qualification - Authority - Ability to buy - Needs or Desires
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Proposal / Solution SOLUTION Objectives Provide your solution that addresses the customer needs Obtain value judgments from the customer Techniques Overview solution with pencil sell/sales aid Use FAR (Feature, Advantage, Reaction) or Use FAB (Feature, Advantage, Benefit) Measure of Effectiveness Overview was brief, but created conceptual understanding of the solution Pencil sell/sales aid included information to illustrate how solution will work for the customer Used reference(s) to add credibility and instill confidence in the conceptual approach Addressed all informational and/or operational needs using FAR/FAB Asked for value judgments with multiple reaction questions
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Proposal / Solution SOLUTION OVERVIEW TELL HIM WHAT YOU ARE GOING TO TELL HIM Educate the individual to the point where he will be able to understand the FAR / FABs that follow: What are the components ?, Where will they be ? How does it generally work ?, What are the significant features ? What can this system do that my current system cannot From an application viewpoint, how will it work From a company viewpoint, how does it integrate into his operational and business strategy Level of detail must be appropriate for the individual you are calling on Keep the jargon out with non-technical people Keep focus on solution and NOT ON TECHNOLOGY Fill him as if 'He will be your spokesperson'
Proposal / Solution Look for cost-benefits in the following areas: HIGHER LOWER  Working capital  Productivity  Revenue  Profit  Costs  Aged debt  Staff attrition
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Proposal / Solution Proposal Team Proposal Leader Executive Management Technical Expert Graphics Designer Subject Matter Expert Buying Organisation Stakeholders SELLING ORGANISATON The Power of TEAM, recognized by XEROX, IBM, AT&T, CISCO etc
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com FAR TECHNIQUE Objective Provide a logical roadmap - Describe a feature of your solution - Clearly state how the feature addresses the customer's needs / requirements - Ask an appropriate question to solicit a positive response i.e get feedback re-enforced Should relate to the customer's: - goals - objectives - strategies - or needs Proposal / Solution
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com F A B FEATURES Performance Characteristics - Availability, Response time… Apparent Facts - Small size, High resolution display … Inherent capabilities - Reliable , Maintenance …. ADVANTAGES Result from the feature Should create a positive contrast to current process (timeliness, accuracy) Motivate customer to buy BENEFITS Determine impact of the features and advantage What it does for the customer and how Customers don't buy features, they don't even buy the advantages - what they buy is what the product's features and advantages will do for them, which in selling parlance is called the benefit Proposal / Solution
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com FAB What is a feature? What is a benefit? Feature: fact or description of a product or service Benefits: what that fact of product or service will actually do for the customer FeatureB e n e f i t s Once you have uncovered the Needs, relate the benefits of your product / service features to customer needs or desires. Sell results not products or services. " People buy fire not match boxes, holes and not drill bits"
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Closings CLOSE GETTING THE COMMITMENT Surveys show marketing reps spend 80% of time selling Closing is a smaller percentage CLOSING is what WHAT SELLING is all about Prior LSP activities place you in a position to ask for commitment Preparation is essential, you must ask for the order Be persistent - NOT JUST ONCE Why do we have difficulty closing ? Salesreps make call after call and never ask for the order - Fear of Rejection How do you know when to close - Buying signals ? - Body language - Verbal signs What if there are no signs ? How can you determine buying signals ? - Use trial close
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Closings TRIAL CLOSE Type of trial close Feeler Self - Commitment Soft commitment The use of a trial close will: Indicate if a prospect is ready Help shorten the sales cycle
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Closings CLOSING STRATEGY Plan for three levels of commitment Expected Maximum Minimum How do you ask for the order during a presentation Show customer order/letter/contract. give it to him to sign Need to get physically close, make it hard for him to say no AFTER THE CLOSE Thank the customer and LEAVE Follow-up/Agree to meet to develop meaningful plan of action Get the ball rolling Protect against buyer remorse Give appearance of being in control
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Closing Techniques "If you can talk......you can tell. If you can close .... you can sell" Closing: A culmination of salesperson's "MAN" "SPIN" "FAB" selling efforts. In a selling activity, no matter whatever they maybe, we need extract a sale as smoothly, as painlessly and professionally as possible, so that our customer enjoys the experience and looks forward to our next visit
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Closing Techniques When to Close ? - KLOS and KLOZ! Timing has to be very appropriate. Too early --------------> overly aggressive Too late --------------> customer starts losing interest Look or Listen for Buying Signals: They are like clues in a mystery novel. Name some Verbal buying signals ? Name some Non-verbal buying signals? Use Trial Close..... Extreme Interest Strong Interest Fair Interest Losing Interest Lost Interest Asleep
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Closing Techniques Closing techniques collection? The "Straight or Direct" Close: - As easy as asking for order, with courtesy and comfort. The "If" Close: - This is normally used to answer customer questions or objections, and making your positive response as a condition to close. It also helps qualify an objection or question. Replace " Yes" with "If". The "Alternative" Close - Best known close. Either, or of the choices. The beauty is that this close assumes the sale being closed. The "Assumptive" Close - Depending on buying signals and verifying with trial close. Start preparing the order form / agreement "May I have your signature". The "Gift" Close - A reward for customer when ordering. If you order today, I am certain for delivery by ......./ or some add ons.." The "Action" Close - Assisting the decision maker in arranging next step of his action. The "Enough" Close - Important six letter word close. After discussing all the FAB issues, you go ahead and inquire if the size, quantities, training and delivery using the word "Enough".
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Closing Techniques The "Hurt & Rescue" Close: - Widely used. Frighten with first statement and rescue with second soft statement. "This option may not be available, but let me check and I can try to arrange one for you.." The "Testimonial" Close: - "If I was able to bring in this room six other Managing Directors (or the level of DM), and they were able to say to you they had tried the products/services and were extremely satisfied with their decision, would you believe them and go ahead?" The "Oh, well" Close - "When were you thinking of placing the order, in three months, six months.." The "Impending event" Close - Just making the customer aware if they do not make a decision today some impending event will change the factors relating to products or services. It could be price, taxes or currency fluctuations. Make sure it is truthful. The "Benjamin Franklin or Winston Churchill" Close - "Mr. Customer, we are close to finalising our arrangements, may I suggest that in order to make sure we are moving in the right direction we take a balance sheet approach to our proposal and list the "Fors" and "Againsts" for going ahead today?. You then prepare the "Pluses" or "Fors" column with all hot positive points which the customer ;ikes, then pass the sheet and pen to the customer to fill out the "minus" or "againsts" points . Do not assist the customer at all , just adding the phrase 'and you can be the judge' The "Summary" Close. Also known as Corridor Close. -Making a list of all what is discussed about your products and services and going over one by one with agreement at every stage and then finally asking for order.
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Closing Techniques The "Fence Sitter" Close: - "Let us discuss and decide together what is the best to do. If it is right obviously we go ahead and if it is not then we don't. Mr. Customer do you see anything wrong in this solution/ configuration suggested in this agreement/order" The "Colombo" Close: - The suspect gave away more facts at the door. This is the final attempt of close. Pick up all your stuff, thank the customer for his time and patience and leave for the door. Holding the door, ask one last question. This time the customer is relaxed knowing that you are leaving and has resisted your charms, ask "Mr. Customer, one last question, tell me the reason why you did not go ahead with the order today" The "Mathematical Extension" or "Pencil Selling" Close - When price becomes the major problem before any order being placed or customer's final decision. - Breakdown the price of your services or product over a relevant "use" period. - Compare it with the customers returns in terms of time or money savings. - If we are talking about profits remember to Gross it up and if we are talking about the costs reduce it to the ridiculous minimum. The "Puppy Dog" Close - Very often used in selling. Ideal when the product or services conveniences allow. - This is basically also know as "Try and buy" close. - Ideal for small equipment or Software sellers.. Finally remember whenever you ask a closing question to customer, observe SILENCE. - Give customer time to decide, therefore "SHUT UP" - You could interrupt a "YES" in process - Puts pressure on customer to decide.
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com What are Objections? - a question or concern which needs answering - a sales resistance - disguised request for additional information - a sign that prospect is interested, therefore an opportunity to close - an error in logical sales process - result of a missing buyer beliefs - result of a competitor When do these objections occur ? At any time during the entire selling process, i.e, SPIN, FAB and Specially during Closing. Try to convert every objection into an opportunity to CLOSE. Closing Techniques / Objections
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com OBJECTIONS How do we feel Empty Cold feet Cold sweat Fear of Rejection Panic What does an objection represent 'The selling begins when the customer says NO' Closing Techniques / Objections When you get an objection, it's no fun; BUT when you don't; THERE'S NO SALE
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com WHAT DOES AN OBJECTION REALLY MEAN ? INTEREST +ve THINKING +ve ATTENTION +ve MORE INFORMATION +ve AFRAID -ve UNCERTAIN -ve DOUBTFUL -ve SKEPTICAL -ve Positive indicators wants to be sold Negative indicators needs to be sold Closing Techniques / Objections
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com TYPES OF OBJECTIONS Half Baked Something read/heard and misunderstood Trivial Meaningless Possibly irritating Put-Off To delay or avoid making a decision Hidden Smoke screen, the true objection is not fully understood Real-Genuine Something customer considers a valid reason for not buying Prejudice Suggests inconsistency with other actions Hopeless Something the customer feels cannot be overcome Closing Techniques / Objections
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com OBJECTION HANDLING TECHNIQUES Softening Rebuttal Show empathy for the customer's concern Don't use 'Yes, but....' Questioning To understand more Restating Provides time to think and reflect on an answer Clarifies the concern Enhances credibility Outweighing Agree with it, and give off-setting advantages Reversing Turn objection around to become the driving force for the sale Minimising Explain the concern in a more favorable perspective Closing Techniques / Objections
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com GENERAL RULES FOR OBJECTION HANDLING Anticipate Develop/practice several replies for each type of objection Listen & Understand Make sure you are both on same wavelength Show interest Voice & facial expressions Ask questions Clarify & understand Avoid 'I' Leave out personal feelings Don't guess or Assume Admit you don't know the answer, but you will get it Don't argue Closing Techniques / Objections After handling objections, close again - Objections are nothing more than 'An opportunity to sell'
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Objections Handling (examples) Type of objections and relationship with prospects missing beliefs: Missing beliefs Don't need it. Already have someone. Too busy to take time to look now. Not interested. That a NEED exists (failure in identifying it and customer awareness)
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Objections Handling Missing beliefs That's not my area. I'm only interested n how it will impact my area. That has value, but not for me. Sharing the RESPONSIBILITY to fill the need (SPIN process failure)
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Objections Handling Missing beliefs I'll never get it through the system. We are cutting back now and my boss won't authorise anything. Sharing the RESPONSIBILITY to fill the need (SPIN process failure)
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Objections Handling Missing beliefs No one is paying much attention to that area. Not interested. We will manage with what we have got now. Realisation of the DISCOMFORT or PAIN the NEED is causing. (SPIN failure)
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Objections Handling Missing beliefs Not a priority right now. Too many other things ahead of this one. Call me in six months. Realisation of the severity of PAIN the NEED is causing. (SPIN failure)
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Objections Handling Missing beliefs Your solution does not look like any different then what we have now. We are conservative and do not want to venture anything new. That your solution meets the NEEDs any different then others (failure of FAB selling)
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Objections Handling Missing beliefs I just don't think you have the capability to handle a job this size. I don't think your track record is strong enough. That your company's CREDITABILITY is not satisfactory or give comfort..
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Objections Handling Missing beliefs We have got to look at other vendors. I do not see any difference is what you are offering. That your FEATURES & BENEFITS are better than others.
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Objections Handling Missing beliefs Your price is too high. Can't afford it. Not in the budget. I can get it cheaper from your competitor. Your competitor is lot lower than you. That the ROI from your solution is worthwhile or the cost of meeting the needs is higher than others
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Objections Handling Missing beliefs Change is tough around here. I don't think we'll get anybody to use it. This is too high risk. That your IMPLEMENTATION PLAN is weak or does not give them comfort.
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Objections Handling "If you sincerely try to understand the prospect's point of view, then he or she becomes psychologically obligated to try to understand your point of view" 63% of sales are made after the fifth objection. Of sales people, 75% quit after the first objection, which is why 25% of most sales force produce 95% of the business. Let us make sure you are part of that 25%.
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Traditional versus IT Sales Process Traditional Products Suspect Prospect Questioning Presentation / Proposal Close Target Account Competitive Analysis Initial Communication Value Analysis Interviews Proposal Development Technical Evaluation Negotiations / Contracting Account Management Technology Solutions
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Profiling the Target Account Major Account Profile (MAP)  Project or Opportunity Name  Description of Opportunity (include customer background, business pains, technical pains, and your solution)  Estimate of Opportunity Size and timing (Initial / when?, Total $ potential / timeframe)  What is the overall strategy to address this opportunity  Major Road blocks / showstoppers / Issues  Seller / Account Owner:  Internal Team involved in the opportunity:  Team members names, contact info and roles/resp.  Tactics / Plans / Next Steps  Action Plan – Owners / Responsibilities
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Profiling the Target Account Customer Stakeholders Buying Organisation Financial Stakeholder Champion Stakeholder End User Stakeholder Cost Evaluator Stakeholder Technical Evaluator Stakeholder They are like long-tailed cats in a room full of rocking chairs
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Profiling the Target Account Financial Stakeholders (CXOs) Buying Organisation Financial Stakeholder Champion Stakeholder End User Stakeholder Cost Evaluator Stakeholder Technical Evaluator Stakeholder•Say “YES” •Funds appropriation •Write cheques •Short in time and strong “egos” •Quantifiable business objectives •Market Share •Revenues vs Expenses •Sustaining competitive advantage •Product Management •Proof of concept
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Profiling the Target Account Champion Stakeholder Buying Organisation Financial Stakeholder Champion Stakeholder End User Stakeholder Cost Evaluator Stakeholder Technical Evaluator Stakeholder•Professionals/Staff Managers •Internal Cheerleaders •Advocates •Reciprocity •Increase job security or political power •Clear Expectations
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Profiling the Target Account Technical Evalutator Stakeholder Buying Organisation Financial Stakeholder Champion Stakeholder End User Stakeholder Cost Evaluator Stakeholder Technical Evaluator Stakeholder•Ability to say “NO” No authority to say YES •Technical arm of CXO • Knowledgeable & Friendly • Exchange technical information • Feature level discussions only • Time-wasters / Interference • Usually lack initiative • Contact / referral by CXO is the best
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Profiling the Target Account Cost Evalutator Stakeholder Buying Organisation Financial Stakeholder Champion Stakeholder End User Stakeholder Cost Evaluator Stakeholder Technical Evaluator Stakeholder• Typical Buying Managers • Pricing or price performance • Competition inviter • Non-technical • Involve them early in the process • Keep them posted • Share knowledge and value of your solution to the organisation
Mohammad Afzal Sales Trainerand Coach Dubai-UAE afzal@almukadar.com Profiling the Target Account End User Stakeholder Buying Organisation Financial Stakeholder Champion Stakeholder End User Stakeholder Cost Evaluator Stakeholder Technical Evaluator Stakeholder• Large group • Actual users of your solution • Concerned about their work performance • Usually if they are not sold - “NO SALE” • Critical for successful implementation • NOT to be Ignored • Marketing efforts • Trade Shows / Seminars • Networking Seminars • Demos / Trials
Buying Organisation Stakeholder Assessment 1. I discuss topics that are not work-related with this stakeholder. 2. This stakeholder recognises the value that my solution brings to the buying organization. 3. This stakeholder introduces me to others in the buying organization that have an interest in my solution. 4. This stakeholder has business strategy for implementing my solution 5. I am the supplier of choice with thisstakeholder 6. This stakeholder discusses key internal business strategy and inside information with me. 7. This stakeholder relies on me for key business and technology information and treats me like a peer. 8. This stakeholder can articulate my company's long-term strategy for building a relationship with his or her company. 9. This stakeholder contacts me. 10. I feel that I me developing a personal friendship with this stakeholder 75 to 100 - Buying Ally (BA) 50 to 75 = Advocate (A) 25 to 50 = Neutral (N) 0 - 25 = Enemy (E)

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Selling Technology and Software Solutions

  • 1.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Selling Skills – One Day Refresher WELCOME TO KNOWLEDGE SHARING EVENT TODAY
  • 2.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Selling Skills – One Day Refresher Course Objectives: "To take from the back of our heads the skills we already possess, dust them off, polish them up add in some new skills, blend them all together and put them back in the front of our heads so that we remember to use them more often"
  • 3.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Selling Skills – One Day Refresher Start 10:00 Personal effectiveness Prospecting Discovering needs 15 min. Break @ 11.00 Proposing solution 1.30 hrs Juma Break @ 13.00 Start 2nd session @ 14:30 Objection Handling & Closing 15 min. Tea Break @ 15:30 Questions and Answers Close @ 18:00 Today’sGuideline
  • 4.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Personal Effectiveness Selling as a Career - Why not other careers ? - Financially rewarding - Personal Satisfaction - Highest Career growth Manufacturers/ Service providers Customers / End users Manufacturers/ Service providers Manufacturers/ Service providers Marketing and Sales Distribution / Retailing / DM / Telemarketing Products & Services Revenues / Profits
  • 5.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Personal Effectiveness Mission and Goals - They lead to Strategy - Makes you productive - Stronger commitment - Sense of accomplishment - Job satisfaction - Career Growth
  • 6.
    Time ExperienceKnowledge Personal Effectiveness Time: -Plan youryear / month / day -Work Breakdown (WBS) Structure -Mission-Objectives-Activities-Tasks -Interruptions handling -Do not lose focus -Value and respect other’s time Effective use of Resources
  • 7.
    Time ExperienceKnowledge Personal Effectiveness TIME ROBBERS •Badterritory management •Lack of planning •No systematic approach to calls •Writing when a phone call will do •Calling people in where email would suffice •Spending too much time on the telephone/internet •Lunch & Coffee breaks •Starting late •Giving sales presentations/pitch to the wrong people Effective use of Resources
  • 8.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Personal Effectiveness Partnering with customers: Sell CONSULT Implement FACILITATE Re-act Be PROACTIVE Tell LISTEN Your solution THEIR SOLUTION Costs Cost-Benefit ROI
  • 9.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Personal Effectiveness First Impressions - Be on time - Wear neat, conservative clothes - Be clean and carefully groomed - Know the prospects name & pronounce it correctly - Be alert and pleasant - Let the prospect offer to handshake - Forget about yourself & concentrate on prospect - Avoid smoking or chewing gum You never get a second chance to make the first impression
  • 10.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Personal Effectiveness What customers like most about sales person : - have good product knowledge - are presentable - are courteous and polite to all customer staff - are sincere, honest and reliable - Discuss not argue
  • 11.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Personal Effectiveness Listening Skills - Greatest skill in selling - Two ears one mouth theory - Gets you facts and ideas - Uncovers needs and desires - Acknowledge / take notes - Listen to content / idea, not the type - Don't finish other people's sentences "The difference between a great company and a mediocre company is its ability to listen to its customers"... Lee Iacocca "We were given two ears but only one mouth, because listening is twice as hard as talking."
  • 12.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Personal Effectiveness Listening Types: Competitive or Combative Listening In Passive or Attentive Listening Active or Reflective Listening
  • 13.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Prospecting Identify & Qualify Potential Customers Pre-Approach & Call Planning Identifying prospects: - Present Customers - Former Customers / Competitor's customers - Cold Calling - Spotters - Directories / Mailing Lists - Colleagues / Friends - Customer Referrals - Personal Contacts / Friends - Trade Shows / Exhibits / Seminars - Direct Marketing Define Target Market
  • 14.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Prospecting Identify & Qualify Potential Customers Pre-Approach & Call Planning Information Sources: oYour office = sales leads client records colleagues, suppliers oClients’ Offices = Receptionists, their suppliers, newsletters, notices, annual reports oPress = Trade Journals, local news, clipping services oLists = Exhibition attendees, industrial databases, electronic data services oOthers = Trade and professional bodies, embassies, chambers of commerce, relatives, friends, internet Define Target Market
  • 15.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Prospecting Qualifying prospects: Identify & Qualify Potential Customers Pre-Approach & Call Planning " M A N " Methodology - M oney - A uthority - N eed Define Target Market
  • 16.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Prospecting Identify & Qualify Potential Customers Pre-Approach & Call Planning Making appointments: oSwitchboard: oBe warm: Can you help me? oVerify decision makers name, title and address oSecretary: oControl with questions. “It concerns policy regarding X, is she/he in? Do you keeping his/her diary or should I call back later? What time would be best?” oP.A. to M.D: o“Would you know who decides policy on X? (then transfer directly …) Miss Jones suggested I spoke with you..” oDecision Maker: oGive full name and check they’re not in a meeting oUse a hook: I read that you have recently ….. oMatch your benefit statement to their job function Define Target Market
  • 17.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Prospecting Use positive and active language with CXOs: Pay INVEST Suggest RECOMMEND Change IMPROVE Sign APPROVE IF WHEN I YOU
  • 18.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com The Planned Sales Call OPENING Objective Develop two-way communication Technique Open-ended questions Key on responses Choose an appropriate subject Measure of Effectiveness Expressed appreciation for time, cooperation Displayed relaxed, business like demeanor Gained complete attention, positively Keyed on responses to open-ended questions conversationally Compliments were genuine, had basis You never get a second chance to make the first impression
  • 19.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com The Planned Sales Call OPENING THE CALL PLAN ahead THINK of good open-ended questions Use an open-ended RESPONSE LISTEN intently Keep the VOLLEY going ALWAYS start with a POSITIVE STATEMENT Decide on BUSINESS OR PERSONAL rapport technique REMEMBER !! You never get a second chance to make the first impression
  • 20.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Identifying Needs How do we speak our questions ? Home base languages: - Visual ( the seeing people ) - Auditory ( the hearing people ) - Kinesthetic ( the feeling people ) P itch. lower voice projects and carries I nflection. use feelings to express idea/mood C ourtesy / Clarity. T one. reflects sincerity, confidence and interest U nderstandability. avoid chewing gum, pens, jargons R ate. keep the speed varying & interesting E nunciation. get your Ds, Ts, F & S, P & B right finally watch the body language of your customer
  • 21.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Identifying needs / pains Why people buy ? Gain Pain Crowd Proud Needs & Desires All of us do things to gain or get pleasure and avoid pain. We also like to be part of the crowd and avoid pains of loneliness. We also want to be proud of our acts or acquisitions and have pleasure of that pride
  • 22.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Identifying needs Do we know what type of questions to employ in SPIN process ? SPIN will revolve around , OPEN and CLOSED type of questions. OPEN questions ? " I keep six honest men, They taught me all I know. Their names are what and why and when, And how and where and who." Rudyard Kipling - Open-ended and broad - Encourages customers to talk more - Silence and pauses
  • 23.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Identifying needs SPIN will revolve around , OPEN and CLOSED type of questions. What is a CLOSED question ? - Answers mostly YES or NO, or in two or three words - Data gathering - Specific and directive - Identifying areas of agreement - Bringing the subject of discussions on track
  • 24.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Identifying needs How do we uncover the NEEDS or DESIRES ? S ituational questions Tell me about your company? How many customers do you have? What type of software do you run here? Which offices have DSL? .
  • 25.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Identifying needs How do we uncover the NEEDS or DESIRES ? P roblem questions Is it frustrating to lose valuable documents? How easy is it to use Binding system? How do you keep track of all your customer's movements between two offices? When someone goes on vacation, what happens to the properties that he or she manages? .
  • 26.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Identifying needs How do we uncover the NEEDS or DESIRES ? Implication questions Problem: Executives cannot monitor performance of property managers Implication questions: If you cannot effectively monitor what is going on with each of your properties have you ever had problems from issues that suddenly blew up? Have you ever suffered because one of your property managers was not performing but you weren't aware of the problem?
  • 27.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Identifying needs How do we uncover the NEEDS or DESIRES ? Need pay-off questions How would it help if your offices were connected to a centralized database? Why is it important to get all your employees accounting for their work? Would it be useful if your homeowners made most of their requests without bothering anyone? Is there any other way that this could help you? Do you see the value in knowing which vendors do the most work? .
  • 28.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Identifying needs How do we uncover the NEEDS or DESIRES ? Obviously we will ask Questions, but do we know how we strategies our questions? S ituational questions P roblem related questions I mplications questions N eed payoff questions SPIN lets your customer talk more and you do active listening. Develops rapport and makes customer feel comfortable. They uncover many details, it is upto you how you grab them and build your sale.
  • 29.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Identifying needs Good questioning technique uncovers: - Awareness - Qualification - Authority - Ability to buy - Needs or Desires
  • 30.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Proposal / Solution SOLUTION Objectives Provide your solution that addresses the customer needs Obtain value judgments from the customer Techniques Overview solution with pencil sell/sales aid Use FAR (Feature, Advantage, Reaction) or Use FAB (Feature, Advantage, Benefit) Measure of Effectiveness Overview was brief, but created conceptual understanding of the solution Pencil sell/sales aid included information to illustrate how solution will work for the customer Used reference(s) to add credibility and instill confidence in the conceptual approach Addressed all informational and/or operational needs using FAR/FAB Asked for value judgments with multiple reaction questions
  • 31.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Proposal / Solution SOLUTION OVERVIEW TELL HIM WHAT YOU ARE GOING TO TELL HIM Educate the individual to the point where he will be able to understand the FAR / FABs that follow: What are the components ?, Where will they be ? How does it generally work ?, What are the significant features ? What can this system do that my current system cannot From an application viewpoint, how will it work From a company viewpoint, how does it integrate into his operational and business strategy Level of detail must be appropriate for the individual you are calling on Keep the jargon out with non-technical people Keep focus on solution and NOT ON TECHNOLOGY Fill him as if 'He will be your spokesperson'
  • 32.
    Proposal / Solution Lookfor cost-benefits in the following areas: HIGHER LOWER  Working capital  Productivity  Revenue  Profit  Costs  Aged debt  Staff attrition
  • 33.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Proposal / Solution Proposal Team Proposal Leader Executive Management Technical Expert Graphics Designer Subject Matter Expert Buying Organisation Stakeholders SELLING ORGANISATON The Power of TEAM, recognized by XEROX, IBM, AT&T, CISCO etc
  • 34.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com FAR TECHNIQUE Objective Provide a logical roadmap - Describe a feature of your solution - Clearly state how the feature addresses the customer's needs / requirements - Ask an appropriate question to solicit a positive response i.e get feedback re-enforced Should relate to the customer's: - goals - objectives - strategies - or needs Proposal / Solution
  • 35.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com F A B FEATURES Performance Characteristics - Availability, Response time… Apparent Facts - Small size, High resolution display … Inherent capabilities - Reliable , Maintenance …. ADVANTAGES Result from the feature Should create a positive contrast to current process (timeliness, accuracy) Motivate customer to buy BENEFITS Determine impact of the features and advantage What it does for the customer and how Customers don't buy features, they don't even buy the advantages - what they buy is what the product's features and advantages will do for them, which in selling parlance is called the benefit Proposal / Solution
  • 36.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com FAB What is a feature? What is a benefit? Feature: fact or description of a product or service Benefits: what that fact of product or service will actually do for the customer FeatureB e n e f i t s Once you have uncovered the Needs, relate the benefits of your product / service features to customer needs or desires. Sell results not products or services. " People buy fire not match boxes, holes and not drill bits"
  • 37.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Closings CLOSE GETTING THE COMMITMENT Surveys show marketing reps spend 80% of time selling Closing is a smaller percentage CLOSING is what WHAT SELLING is all about Prior LSP activities place you in a position to ask for commitment Preparation is essential, you must ask for the order Be persistent - NOT JUST ONCE Why do we have difficulty closing ? Salesreps make call after call and never ask for the order - Fear of Rejection How do you know when to close - Buying signals ? - Body language - Verbal signs What if there are no signs ? How can you determine buying signals ? - Use trial close
  • 38.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Closings TRIAL CLOSE Type of trial close Feeler Self - Commitment Soft commitment The use of a trial close will: Indicate if a prospect is ready Help shorten the sales cycle
  • 39.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Closings CLOSING STRATEGY Plan for three levels of commitment Expected Maximum Minimum How do you ask for the order during a presentation Show customer order/letter/contract. give it to him to sign Need to get physically close, make it hard for him to say no AFTER THE CLOSE Thank the customer and LEAVE Follow-up/Agree to meet to develop meaningful plan of action Get the ball rolling Protect against buyer remorse Give appearance of being in control
  • 40.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Closing Techniques "If you can talk......you can tell. If you can close .... you can sell" Closing: A culmination of salesperson's "MAN" "SPIN" "FAB" selling efforts. In a selling activity, no matter whatever they maybe, we need extract a sale as smoothly, as painlessly and professionally as possible, so that our customer enjoys the experience and looks forward to our next visit
  • 41.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Closing Techniques When to Close ? - KLOS and KLOZ! Timing has to be very appropriate. Too early --------------> overly aggressive Too late --------------> customer starts losing interest Look or Listen for Buying Signals: They are like clues in a mystery novel. Name some Verbal buying signals ? Name some Non-verbal buying signals? Use Trial Close..... Extreme Interest Strong Interest Fair Interest Losing Interest Lost Interest Asleep
  • 42.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Closing Techniques Closing techniques collection? The "Straight or Direct" Close: - As easy as asking for order, with courtesy and comfort. The "If" Close: - This is normally used to answer customer questions or objections, and making your positive response as a condition to close. It also helps qualify an objection or question. Replace " Yes" with "If". The "Alternative" Close - Best known close. Either, or of the choices. The beauty is that this close assumes the sale being closed. The "Assumptive" Close - Depending on buying signals and verifying with trial close. Start preparing the order form / agreement "May I have your signature". The "Gift" Close - A reward for customer when ordering. If you order today, I am certain for delivery by ......./ or some add ons.." The "Action" Close - Assisting the decision maker in arranging next step of his action. The "Enough" Close - Important six letter word close. After discussing all the FAB issues, you go ahead and inquire if the size, quantities, training and delivery using the word "Enough".
  • 43.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Closing Techniques The "Hurt & Rescue" Close: - Widely used. Frighten with first statement and rescue with second soft statement. "This option may not be available, but let me check and I can try to arrange one for you.." The "Testimonial" Close: - "If I was able to bring in this room six other Managing Directors (or the level of DM), and they were able to say to you they had tried the products/services and were extremely satisfied with their decision, would you believe them and go ahead?" The "Oh, well" Close - "When were you thinking of placing the order, in three months, six months.." The "Impending event" Close - Just making the customer aware if they do not make a decision today some impending event will change the factors relating to products or services. It could be price, taxes or currency fluctuations. Make sure it is truthful. The "Benjamin Franklin or Winston Churchill" Close - "Mr. Customer, we are close to finalising our arrangements, may I suggest that in order to make sure we are moving in the right direction we take a balance sheet approach to our proposal and list the "Fors" and "Againsts" for going ahead today?. You then prepare the "Pluses" or "Fors" column with all hot positive points which the customer ;ikes, then pass the sheet and pen to the customer to fill out the "minus" or "againsts" points . Do not assist the customer at all , just adding the phrase 'and you can be the judge' The "Summary" Close. Also known as Corridor Close. -Making a list of all what is discussed about your products and services and going over one by one with agreement at every stage and then finally asking for order.
  • 44.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Closing Techniques The "Fence Sitter" Close: - "Let us discuss and decide together what is the best to do. If it is right obviously we go ahead and if it is not then we don't. Mr. Customer do you see anything wrong in this solution/ configuration suggested in this agreement/order" The "Colombo" Close: - The suspect gave away more facts at the door. This is the final attempt of close. Pick up all your stuff, thank the customer for his time and patience and leave for the door. Holding the door, ask one last question. This time the customer is relaxed knowing that you are leaving and has resisted your charms, ask "Mr. Customer, one last question, tell me the reason why you did not go ahead with the order today" The "Mathematical Extension" or "Pencil Selling" Close - When price becomes the major problem before any order being placed or customer's final decision. - Breakdown the price of your services or product over a relevant "use" period. - Compare it with the customers returns in terms of time or money savings. - If we are talking about profits remember to Gross it up and if we are talking about the costs reduce it to the ridiculous minimum. The "Puppy Dog" Close - Very often used in selling. Ideal when the product or services conveniences allow. - This is basically also know as "Try and buy" close. - Ideal for small equipment or Software sellers.. Finally remember whenever you ask a closing question to customer, observe SILENCE. - Give customer time to decide, therefore "SHUT UP" - You could interrupt a "YES" in process - Puts pressure on customer to decide.
  • 45.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com What are Objections? - a question or concern which needs answering - a sales resistance - disguised request for additional information - a sign that prospect is interested, therefore an opportunity to close - an error in logical sales process - result of a missing buyer beliefs - result of a competitor When do these objections occur ? At any time during the entire selling process, i.e, SPIN, FAB and Specially during Closing. Try to convert every objection into an opportunity to CLOSE. Closing Techniques / Objections
  • 46.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com OBJECTIONS How do we feel Empty Cold feet Cold sweat Fear of Rejection Panic What does an objection represent 'The selling begins when the customer says NO' Closing Techniques / Objections When you get an objection, it's no fun; BUT when you don't; THERE'S NO SALE
  • 47.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com WHAT DOES AN OBJECTION REALLY MEAN ? INTEREST +ve THINKING +ve ATTENTION +ve MORE INFORMATION +ve AFRAID -ve UNCERTAIN -ve DOUBTFUL -ve SKEPTICAL -ve Positive indicators wants to be sold Negative indicators needs to be sold Closing Techniques / Objections
  • 48.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com TYPES OF OBJECTIONS Half Baked Something read/heard and misunderstood Trivial Meaningless Possibly irritating Put-Off To delay or avoid making a decision Hidden Smoke screen, the true objection is not fully understood Real-Genuine Something customer considers a valid reason for not buying Prejudice Suggests inconsistency with other actions Hopeless Something the customer feels cannot be overcome Closing Techniques / Objections
  • 49.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com OBJECTION HANDLING TECHNIQUES Softening Rebuttal Show empathy for the customer's concern Don't use 'Yes, but....' Questioning To understand more Restating Provides time to think and reflect on an answer Clarifies the concern Enhances credibility Outweighing Agree with it, and give off-setting advantages Reversing Turn objection around to become the driving force for the sale Minimising Explain the concern in a more favorable perspective Closing Techniques / Objections
  • 50.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com GENERAL RULES FOR OBJECTION HANDLING Anticipate Develop/practice several replies for each type of objection Listen & Understand Make sure you are both on same wavelength Show interest Voice & facial expressions Ask questions Clarify & understand Avoid 'I' Leave out personal feelings Don't guess or Assume Admit you don't know the answer, but you will get it Don't argue Closing Techniques / Objections After handling objections, close again - Objections are nothing more than 'An opportunity to sell'
  • 51.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Objections Handling (examples) Type of objections and relationship with prospects missing beliefs: Missing beliefs Don't need it. Already have someone. Too busy to take time to look now. Not interested. That a NEED exists (failure in identifying it and customer awareness)
  • 52.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Objections Handling Missing beliefs That's not my area. I'm only interested n how it will impact my area. That has value, but not for me. Sharing the RESPONSIBILITY to fill the need (SPIN process failure)
  • 53.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Objections Handling Missing beliefs I'll never get it through the system. We are cutting back now and my boss won't authorise anything. Sharing the RESPONSIBILITY to fill the need (SPIN process failure)
  • 54.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Objections Handling Missing beliefs No one is paying much attention to that area. Not interested. We will manage with what we have got now. Realisation of the DISCOMFORT or PAIN the NEED is causing. (SPIN failure)
  • 55.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Objections Handling Missing beliefs Not a priority right now. Too many other things ahead of this one. Call me in six months. Realisation of the severity of PAIN the NEED is causing. (SPIN failure)
  • 56.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Objections Handling Missing beliefs Your solution does not look like any different then what we have now. We are conservative and do not want to venture anything new. That your solution meets the NEEDs any different then others (failure of FAB selling)
  • 57.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Objections Handling Missing beliefs I just don't think you have the capability to handle a job this size. I don't think your track record is strong enough. That your company's CREDITABILITY is not satisfactory or give comfort..
  • 58.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Objections Handling Missing beliefs We have got to look at other vendors. I do not see any difference is what you are offering. That your FEATURES & BENEFITS are better than others.
  • 59.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Objections Handling Missing beliefs Your price is too high. Can't afford it. Not in the budget. I can get it cheaper from your competitor. Your competitor is lot lower than you. That the ROI from your solution is worthwhile or the cost of meeting the needs is higher than others
  • 60.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Objections Handling Missing beliefs Change is tough around here. I don't think we'll get anybody to use it. This is too high risk. That your IMPLEMENTATION PLAN is weak or does not give them comfort.
  • 61.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Objections Handling "If you sincerely try to understand the prospect's point of view, then he or she becomes psychologically obligated to try to understand your point of view" 63% of sales are made after the fifth objection. Of sales people, 75% quit after the first objection, which is why 25% of most sales force produce 95% of the business. Let us make sure you are part of that 25%.
  • 62.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Traditional versus IT Sales Process Traditional Products Suspect Prospect Questioning Presentation / Proposal Close Target Account Competitive Analysis Initial Communication Value Analysis Interviews Proposal Development Technical Evaluation Negotiations / Contracting Account Management Technology Solutions
  • 63.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Profiling the Target Account Major Account Profile (MAP)  Project or Opportunity Name  Description of Opportunity (include customer background, business pains, technical pains, and your solution)  Estimate of Opportunity Size and timing (Initial / when?, Total $ potential / timeframe)  What is the overall strategy to address this opportunity  Major Road blocks / showstoppers / Issues  Seller / Account Owner:  Internal Team involved in the opportunity:  Team members names, contact info and roles/resp.  Tactics / Plans / Next Steps  Action Plan – Owners / Responsibilities
  • 64.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Profiling the Target Account Customer Stakeholders Buying Organisation Financial Stakeholder Champion Stakeholder End User Stakeholder Cost Evaluator Stakeholder Technical Evaluator Stakeholder They are like long-tailed cats in a room full of rocking chairs
  • 65.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Profiling the Target Account Financial Stakeholders (CXOs) Buying Organisation Financial Stakeholder Champion Stakeholder End User Stakeholder Cost Evaluator Stakeholder Technical Evaluator Stakeholder•Say “YES” •Funds appropriation •Write cheques •Short in time and strong “egos” •Quantifiable business objectives •Market Share •Revenues vs Expenses •Sustaining competitive advantage •Product Management •Proof of concept
  • 66.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Profiling the Target Account Champion Stakeholder Buying Organisation Financial Stakeholder Champion Stakeholder End User Stakeholder Cost Evaluator Stakeholder Technical Evaluator Stakeholder•Professionals/Staff Managers •Internal Cheerleaders •Advocates •Reciprocity •Increase job security or political power •Clear Expectations
  • 67.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Profiling the Target Account Technical Evalutator Stakeholder Buying Organisation Financial Stakeholder Champion Stakeholder End User Stakeholder Cost Evaluator Stakeholder Technical Evaluator Stakeholder•Ability to say “NO” No authority to say YES •Technical arm of CXO • Knowledgeable & Friendly • Exchange technical information • Feature level discussions only • Time-wasters / Interference • Usually lack initiative • Contact / referral by CXO is the best
  • 68.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Profiling the Target Account Cost Evalutator Stakeholder Buying Organisation Financial Stakeholder Champion Stakeholder End User Stakeholder Cost Evaluator Stakeholder Technical Evaluator Stakeholder• Typical Buying Managers • Pricing or price performance • Competition inviter • Non-technical • Involve them early in the process • Keep them posted • Share knowledge and value of your solution to the organisation
  • 69.
    Mohammad Afzal Sales TrainerandCoach Dubai-UAE afzal@almukadar.com Profiling the Target Account End User Stakeholder Buying Organisation Financial Stakeholder Champion Stakeholder End User Stakeholder Cost Evaluator Stakeholder Technical Evaluator Stakeholder• Large group • Actual users of your solution • Concerned about their work performance • Usually if they are not sold - “NO SALE” • Critical for successful implementation • NOT to be Ignored • Marketing efforts • Trade Shows / Seminars • Networking Seminars • Demos / Trials
  • 70.
    Buying Organisation StakeholderAssessment 1. I discuss topics that are not work-related with this stakeholder. 2. This stakeholder recognises the value that my solution brings to the buying organization. 3. This stakeholder introduces me to others in the buying organization that have an interest in my solution. 4. This stakeholder has business strategy for implementing my solution 5. I am the supplier of choice with thisstakeholder 6. This stakeholder discusses key internal business strategy and inside information with me. 7. This stakeholder relies on me for key business and technology information and treats me like a peer. 8. This stakeholder can articulate my company's long-term strategy for building a relationship with his or her company. 9. This stakeholder contacts me. 10. I feel that I me developing a personal friendship with this stakeholder 75 to 100 - Buying Ally (BA) 50 to 75 = Advocate (A) 25 to 50 = Neutral (N) 0 - 25 = Enemy (E)

Editor's Notes

  • #2 Due to the mix of the class have two objectives. Explain why and rationalise
  • #3 Due to the mix of the class have two objectives. Explain why and rationalise
  • #4 Due to the mix of the class have two objectives. Explain why and rationalise
  • #5 Emphasis on the importance of selling Sales and Marketing are the backbone of every organisation
  • #6 1953 Harvard Survey example
  • #7 1953 Harvard Survey example
  • #8 1953 Harvard Survey example
  • #12 You go into a log cabin with one match in a box and in the log cabin is: - A wood burning stove - A candle - A paraffin lamp Which do you light first for maximum warmth? In Pakistan, is a man allowed by law to marry his widow's sister? Some months have 31 days, some have 30 days. how many have 28 days. A plane is flying over Europeand crashes on the border of France and Germany. On-third of the plane is in France, and two third of the plane is in Germany. In which country do they bury survivors - France or Germany?
  • #13 You go into a log cabin with one match in a box and in the log cabin is: - A wood burning stove - A candle - A paraffin lamp Which do you light first for maximum warmth? In Pakistan, is a man allowed by law to marry his widow's sister? Some months have 31 days, some have 30 days. how many have 28 days. A plane is flying over Europeand crashes on the border of France and Germany. On-third of the plane is in France, and two third of the plane is in Germany. In which country do they bury survivors - France or Germany?
  • #21 Use the example of LATIN IX and making it a six. Demonstrate liveliness by shakinghands and meeting some one from the class.
  • #22 Ask the audience pointing at their articles they bought recently: - e.g. Lighter/matchbox, Drill machine, Ties, Pen, question DID YOU BUY .......? - Involve participation of audience
  • #23 Ask the audience to solicit various questions? - from their real life examples - list the questions on flip chart Recommend audience to watch the good talk shows interviewers and see their techniques of asking questions Go into the Open questions exercise.
  • #24 Give the example of Fish on the hook.
  • #25 Ask the audience to solicit one question on each of the SPIN elements Why SPIN?
  • #26 Ask the audience to solicit one question on each of the SPIN elements Why SPIN?
  • #27 Ask the audience to solicit one question on each of the SPIN elements Why SPIN?
  • #28 Ask the audience to solicit one question on each of the SPIN elements Why SPIN?
  • #29 Ask the audience to solicit one question on each of the SPIN elements Why SPIN?
  • #30 Charles Luckman's question: On one of his first calls as a salesman in Colgate Palmolive, he called into a chemist shop abd the BLUNT chemist, after Luckman introduced himself, simply said " I don't want any soap". Luckman smiled and said: "I know you don't. If you'd wanted any you'd have called. I came round to find out why you don't want any. Don't your customers buy soap?" These type of questions, enthusiasm, positive attitude, and creative ideas made him the President of Colgate Palmolive at the age of 37 years.
  • #37 Use the example of LATIN IX and making it a six. Demonstrate liveliness by shakinghands and meeting some one from the class.
  • #41 Start the exercise of Mental Dynamics of Close, what they plan to next day, even before starting this subject. Ask the questions: 1. What is the importance of closing 2. Do you close often enough 3. Do I use silence afer each close 4. Have you lost a sales because you didn't close enough 5. How many people out of each five I see "Yes" to my proposals 6. How many closes do I know Narrate story of Erm the patient and the dentist.........
  • #42 Verbal signals: "How sooncan the order be processed?" "We would like to have our attorneys review this proposal" "I understand that your company is the leader in this field" Give handout of the Body language from Peter Thomson Give out exercise of Trial Closes.
  • #43 Ask participants to give some closing sentences after explaining. After going through all the closing questions, give the exercise of listing down the questions in their own words, using the concepts and logic from the samples.
  • #44 Ask participants to give some closing sentences after explaining.
  • #45 Handout final closing questions exercise to participants
  • #46 Handout final closing questions exercise to participants
  • #52 Handout final closing questions exercise to participants
  • #53 Handout final closing questions exercise to participants
  • #54 Handout final closing questions exercise to participants
  • #55 Handout final closing questions exercise to participants
  • #56 Handout final closing questions exercise to participants
  • #57 Handout final closing questions exercise to participants
  • #58 Handout final closing questions exercise to participants
  • #59 Handout final closing questions exercise to participants
  • #60 Handout final closing questions exercise to participants
  • #61 Handout final closing questions exercise to participants
  • #62 Handout final closing questions exercise to participants