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(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
T A R G E T
S E L L I N G ©
What is Selling ?
Selling is a process
of satisfying customer NEEDS
with product BENEFITS
2
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
Selling is a process
of satisfying customer NEEDS
with product BENEFITS
C o m p a r i n g V a r i o u s
G o - t o - M a r k e t A l t e r n a t i v e s
Advertising
Direct Mail
Internet
Telemarketing
Low Cost
per Exposure
Channel Partners
Social Media
Retailing
3
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
PERSONAL Selling
Effectiveness
Efficiency
High Revenue
per Exposure
Channel Partners
Multilevel Mktg
Surrogate Mktg
Retailing
4
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
Examples of Personal Selling
Retail selling
Field selling
5
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
Telemarketing
Inside selling
• 12 million people are engaged in personal
selling in the United States
• Represents about 10% of the work force
PostPost--transaction:transaction:
•• Reminder andReminder and
reassurancereassurance
PostPost--transaction:transaction:
•• Reminder andReminder and
reassurancereassurance
Pre-transaction:
 Create recognition andCreate recognition and
info understandinginfo understanding
Pre-transaction:
 Create recognition andCreate recognition and
info understandinginfo understanding
Relative Importance of
Advertising and Personal Selling
AdvertisingAdvertising
PersonalPersonal
sellingselling
PostPost--transaction:transaction:
•• Reminder andReminder and
reassurancereassurance
PostPost--transaction:transaction:
•• Reminder andReminder and
reassurancereassurance
AdvertisingAdvertising
PersonalPersonal
sellingselling
Transaction:Transaction:
 PersuasionPersuasion
Transaction:Transaction:
 PersuasionPersuasion
Pre-transaction:
 Create recognition andCreate recognition and
info understandinginfo understanding
AdvertisingAdvertising
PersonalPersonal
sellingselling
6
(c) copyright 2010 Dr Wilfred Monteiro
www.synergymanager.net
Characteristics of Personal Selling
Flexibility
• Adapt to situations
• Engage in dialog
 Can not reach mass
audience
 Expensive per
contact
 Numerous calls
needed to generate
sale
 Labor intensive
Con
Pro
7
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
Builds
Relationships
• Long term
• Assure buyers receive
appropriate services
• Solves customer’s problems
 Can not reach mass
audience
 Expensive per
contact
 Numerous calls
needed to generate
sale
 Labor intensive
ORDER
GETTERS
Current
customers
New
customers
ORDER
TAKERS
Inside Order Takers
(via mail,
telephone,
internet)
Outside Field Sales
SUPPORT
PERSONNEL
Missionary
Salespersons
Trade
Salespersons
Technical
Salespersons
Types of Salespersons
8
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
ORDER
GETTERS
Current
customers
New
customers
ORDER
TAKERS
Inside Order Takers
(via mail,
telephone,
internet)
Outside Field Sales
SUPPORT
PERSONNEL
Missionary
Salespersons
Trade
Salespersons
Technical
Salespersons
What is Personal Selling?
• Personal selling is a promotional method in which one
party (e.g., salesperson) uses skills and techniques for
building personal relationships with another party (e.g.,
those involved in a purchase decision) that results in
both parties obtaining value.
• In most cases the “value” for the salesperson is realized
through the financial rewards of the sale while the
customer’s “value” is realized from the benefits obtained
by consuming the product.
• However, getting a customer to purchase a product is not
always the objective of personal selling. For instance,
selling may be used for the purpose of simply delivering
information
9
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
• Personal selling is a promotional method in which one
party (e.g., salesperson) uses skills and techniques for
building personal relationships with another party (e.g.,
those involved in a purchase decision) that results in
both parties obtaining value.
• In most cases the “value” for the salesperson is realized
through the financial rewards of the sale while the
customer’s “value” is realized from the benefits obtained
by consuming the product.
• However, getting a customer to purchase a product is not
always the objective of personal selling. For instance,
selling may be used for the purpose of simply delivering
information
CUSTOMER:
What’s so different about
the car you sell?
HENRY FORD:
I sell IT…….!
10
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
CUSTOMER:
What’s so different about
the car you sell?
HENRY FORD:
I sell IT…….!
Ask any sales leader about this and they will
always start with the right attitude. Every other
aspect of sales can be learnt on-the job, but what
can’t be is the attitude, which translates into the
passion and the energy to convert every sales call
into meaningful business.”
11
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
Ask any sales leader about this and they will
always start with the right attitude. Every other
aspect of sales can be learnt on-the job, but what
can’t be is the attitude, which translates into the
passion and the energy to convert every sales call
into meaningful business.”
12
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
W h a t i s
T A R G E T S E L L I N G ? ? ?
13
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
Michael Treacy & Fred Wiersema
The Discipline of Market Leaders
CUSTOMERS
NEEDS
FEATURES BENEFITS
1
2
3
4
5
6
7
8
1
2
3
4
5
6
7
8
1
2
3
4
5
6
7
8
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(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
1
2
3
4
5
6
7
8
1
2
3
4
5
6
7
8
1
2
3
4
5
6
7
8
Customer TypesCustomer Types
Different
Strokes
For
Different
Folks
15
Different
Strokes
For
Different
Folks
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
10 MYTHS ABOUT SELLING
10 myths that may be preventing you and your sales force from
reaching peak performance levels:
1. “Selling is selling - a good salesperson can sell anything.”
2. “To get more orders, make more calls.”
3. “Always call high.”
4. “Use plenty of open questions - they’re more powerful than
closed questions.”
5. “Close early and close often.”
6. “You never get a second chance to make a first impression.”
7. “Salespeople are born, not made.”
8. “Welcome objections - they’re a sure sign of buyer interest.”
9. “Never attack the competition.”
10. “Give the most attention to your biggest accounts.”
16
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
10 myths that may be preventing you and your sales force from
reaching peak performance levels:
1. “Selling is selling - a good salesperson can sell anything.”
2. “To get more orders, make more calls.”
3. “Always call high.”
4. “Use plenty of open questions - they’re more powerful than
closed questions.”
5. “Close early and close often.”
6. “You never get a second chance to make a first impression.”
7. “Salespeople are born, not made.”
8. “Welcome objections - they’re a sure sign of buyer interest.”
9. “Never attack the competition.”
10. “Give the most attention to your biggest accounts.”
CAMPAIGN PLANNING QUESTIONS
• How many times have you heard:
• "You've got to drop your price by 10% or we will
have no choice but to go with your competition."
• "You will have to make an exception to your policy if
you want our business."
• "I know that you have good quality and service, but
so do your competitors. What we need to focus on
here is your pricing."
• "I agree that those special services you keep bringing
up would be nice, but we simply don't have the
funds to purchase them. Could you include them at
no additional cost?"
17
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
• How many times have you heard:
• "You've got to drop your price by 10% or we will
have no choice but to go with your competition."
• "You will have to make an exception to your policy if
you want our business."
• "I know that you have good quality and service, but
so do your competitors. What we need to focus on
here is your pricing."
• "I agree that those special services you keep bringing
up would be nice, but we simply don't have the
funds to purchase them. Could you include them at
no additional cost?"
CAMPAIGN PLANNING QUESTIONS
• What is the prospect's current
situation? Ask this question to give yourself the
lay of the land. Often your goals for the client,
the value your services can offer the client, and
your action planning for the rest of the sales call
come out of your detailed knowledge of the
prospect's situation.
18
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
• What is the prospect's current
situation? Ask this question to give yourself the
lay of the land. Often your goals for the client,
the value your services can offer the client, and
your action planning for the rest of the sales call
come out of your detailed knowledge of the
prospect's situation.
CAMPAIGN PLANNING
QUESTIONS
• What are my business development goals for this
client or prospective client?
• Different goals for your clients will make for very different sales
conversations. Questions you can ask yourself will include:
▫ Is this the 'discovery' meeting where we get to know each other and build
rapport while learning how I might be able to help them?
▫ Am I reviewing the results from the previous year with a client and this is
the meeting where I 'resell' my value so the client stays loyal?
▫ Am I trying to supplant a competitor?
▫ Is this a current client where I work in one of their divisions and I would
like to get introductions into the other three divisions where I can also
help?
19
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
• What are my business development goals for this
client or prospective client?
• Different goals for your clients will make for very different sales
conversations. Questions you can ask yourself will include:
▫ Is this the 'discovery' meeting where we get to know each other and build
rapport while learning how I might be able to help them?
▫ Am I reviewing the results from the previous year with a client and this is
the meeting where I 'resell' my value so the client stays loyal?
▫ Am I trying to supplant a competitor?
▫ Is this a current client where I work in one of their divisions and I would
like to get introductions into the other three divisions where I can also
help?
CAMPAIGN PLANNING
QUESTIONS
• What is my desired next outcome?
• Sounds simple enough, but this question is so
often overlooked by professionals before they
meet with clients or prospects
20
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
• What is my desired next outcome?
• Sounds simple enough, but this question is so
often overlooked by professionals before they
meet with clients or prospects
CAMPAIGN PLANNING
QUESTIONS
• What are my relative strengths? In every
sales situation various forces are working in your
favor. Know what these forces are for this
particular client or prospect situation so you can
leverage them to help make the client more
successful. This will give you increased odds of
winning the client.
21
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
• What are my relative strengths? In every
sales situation various forces are working in your
favor. Know what these forces are for this
particular client or prospect situation so you can
leverage them to help make the client more
successful. This will give you increased odds of
winning the client.
CAMPAIGN PLANNING
QUESTIONS
• What are my relative vulnerabilities? This is the corollary to
number four above. Maybe you have less experience than
the competition. Maybe another company is the incumbent service
provider and you are the challenger. Maybe you are usually at the
higher-end of the fee scale.
Knowing what your relative vulnerabilities are will allow you to
prepare in advance to either turn them into advantages or at least
diminish them as vulnerabilities.
With good preparation and call planning you can have your
responses to 'objections' and tough questions at the ready when you
need them.
22
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
• What are my relative vulnerabilities? This is the corollary to
number four above. Maybe you have less experience than
the competition. Maybe another company is the incumbent service
provider and you are the challenger. Maybe you are usually at the
higher-end of the fee scale.
Knowing what your relative vulnerabilities are will allow you to
prepare in advance to either turn them into advantages or at least
diminish them as vulnerabilities.
With good preparation and call planning you can have your
responses to 'objections' and tough questions at the ready when you
need them.
CAMPAIGN PLANNING
QUESTIONS
• What actions do I need to take before the next
call?
We all have to-do lists that help us do what we need to get
done. By taking the time to answer questions 1 through
5, your business development and sales call planning to-
do list will be as good as it possibly can be because your
actions will be:
▫ Informed by the knowledge of your client's situation
▫ Guided by your goals for the client from a business development
perspective
▫ Built to help you achieve your desired outcomes
▫ Planned with the knowledge of your relative strengths and
vulnerabilities in this particular business development situation
•
23
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
• What actions do I need to take before the next
call?
We all have to-do lists that help us do what we need to get
done. By taking the time to answer questions 1 through
5, your business development and sales call planning to-
do list will be as good as it possibly can be because your
actions will be:
▫ Informed by the knowledge of your client's situation
▫ Guided by your goals for the client from a business development
perspective
▫ Built to help you achieve your desired outcomes
▫ Planned with the knowledge of your relative strengths and
vulnerabilities in this particular business development situation
•
Here are 10 quotes of mine I use when I’m working with
salespeople and companies on sales prospecting:
1. Until you contact the customer, you haven’t done anything.
2. It’s prospects that buy; not suspects.
3. Thinking about a prospect does not qualify as prospecting.
4. Selling to your mother is not prospecting.
5. Networking is not prospecting.
6. The confidence you have going into the sales call will determine the
level of profit you have coming out.
7. The number of sales calls it takes to close a sale is determined more
by your own belief system than by the customer’s willingness to buy.
8. A prospect is not a prospect until they’ve shared with you a piece of
proprietary information.
9. The most valuable part of the prospecting process is your own time.
10.Answering the phone, and taking an order from a person who is
reaching out to you is not prospecting…it’s called customer service
24
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
1. Until you contact the customer, you haven’t done anything.
2. It’s prospects that buy; not suspects.
3. Thinking about a prospect does not qualify as prospecting.
4. Selling to your mother is not prospecting.
5. Networking is not prospecting.
6. The confidence you have going into the sales call will determine the
level of profit you have coming out.
7. The number of sales calls it takes to close a sale is determined more
by your own belief system than by the customer’s willingness to buy.
8. A prospect is not a prospect until they’ve shared with you a piece of
proprietary information.
9. The most valuable part of the prospecting process is your own time.
10.Answering the phone, and taking an order from a person who is
reaching out to you is not prospecting…it’s called customer service
What is an OBJECTION
• A true feeling about your product
• A flaw in your presentation
• A positive or negative reaction to your offer
• A lack of needed information
• A misunderstanding or doubt
• A counter tactic to encounter a push
• A BUYING SIGNAL
25
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
• A true feeling about your product
• A flaw in your presentation
• A positive or negative reaction to your offer
• A lack of needed information
• A misunderstanding or doubt
• A counter tactic to encounter a push
• A BUYING SIGNAL
If you have any questions at all
please do not hesitate to send a
note or call.
My email address is:
wm@synergymanager.net
26
If you have any questions at all
please do not hesitate to send a
note or call.
My email address is:
wm@synergymanager.net
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
• is a nationally acclaimed
stalwart in the field of
business management
with an illustrious career
spanning over 25 years
• He is a consultant and
advisor to Board of
Directors of leading
companies & Chambers of
Commerce;
• a management trainer of
high repute who has
conducted over 2250
seminars in India and
abroad in areas of
business strategy,
marketing & organization
development.
• a Visiting Professor to
premier management
institutes and staff
training colleges
throughout India.
27
Dr WILFRED MONTEIRO (c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
• is a nationally acclaimed
stalwart in the field of
business management
with an illustrious career
spanning over 25 years
• He is a consultant and
advisor to Board of
Directors of leading
companies & Chambers of
Commerce;
• a management trainer of
high repute who has
conducted over 2250
seminars in India and
abroad in areas of
business strategy,
marketing & organization
development.
• a Visiting Professor to
premier management
institutes and staff
training colleges
throughout India.
website: www.synergymanager.net
▫ http://wilfredmonteiro.blogspot.in/
▫ http://negotiating-wizard.blogspot.in
▫ http://salescoach-india.blogspot.in
▫ http://the-sales-champ.blogspot.in
▫ http://salesforce-excellence.blogspot.in
▫ http://strategic-selling.blogspot.in
▫ http://hrm-excellence.blogspot.in
▫ http://personal-growth-guru.blogspot.in
▫ http://thegreatmanager.blogspot.in
▫ http://leadership-by-values.blogspot.in
▫ http://therightetiquette.blogspot.in
28
Dr WILFRED MONTEIRO
please view the blogspots I have developed for my participant ongoing learning
▫ http://wilfredmonteiro.blogspot.in/
▫ http://negotiating-wizard.blogspot.in
▫ http://salescoach-india.blogspot.in
▫ http://the-sales-champ.blogspot.in
▫ http://salesforce-excellence.blogspot.in
▫ http://strategic-selling.blogspot.in
▫ http://hrm-excellence.blogspot.in
▫ http://personal-growth-guru.blogspot.in
▫ http://thegreatmanager.blogspot.in
▫ http://leadership-by-values.blogspot.in
▫ http://therightetiquette.blogspot.in
website: www.synergymanager.net
(c) copyright 2010 Dr
Wilfred Monteiro
www.synergymanager.n
et
CONTACT
Dr Wilfred Monteiro
EMAIL: wm@synergymanager.net
website:
www.synergymanager.net
SYNERGY MANAGEMENT ASSOCIATES
since 1993
HR Systems Design
Policy Deployment
Talent Management innovations
Best Practices enablement
Competency based HRM
H R Systems Metrics & Audit
29
(c) copyright 2010 Dr Wilfred Monteiro
www.synergymanager.net

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Target selling the breakthrough approach of today

  • 1. 1 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et T A R G E T S E L L I N G ©
  • 2. What is Selling ? Selling is a process of satisfying customer NEEDS with product BENEFITS 2 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et Selling is a process of satisfying customer NEEDS with product BENEFITS
  • 3. C o m p a r i n g V a r i o u s G o - t o - M a r k e t A l t e r n a t i v e s Advertising Direct Mail Internet Telemarketing Low Cost per Exposure Channel Partners Social Media Retailing 3 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et PERSONAL Selling Effectiveness Efficiency High Revenue per Exposure Channel Partners Multilevel Mktg Surrogate Mktg Retailing
  • 4. 4 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et
  • 5. Examples of Personal Selling Retail selling Field selling 5 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et Telemarketing Inside selling • 12 million people are engaged in personal selling in the United States • Represents about 10% of the work force
  • 6. PostPost--transaction:transaction: •• Reminder andReminder and reassurancereassurance PostPost--transaction:transaction: •• Reminder andReminder and reassurancereassurance Pre-transaction:  Create recognition andCreate recognition and info understandinginfo understanding Pre-transaction:  Create recognition andCreate recognition and info understandinginfo understanding Relative Importance of Advertising and Personal Selling AdvertisingAdvertising PersonalPersonal sellingselling PostPost--transaction:transaction: •• Reminder andReminder and reassurancereassurance PostPost--transaction:transaction: •• Reminder andReminder and reassurancereassurance AdvertisingAdvertising PersonalPersonal sellingselling Transaction:Transaction:  PersuasionPersuasion Transaction:Transaction:  PersuasionPersuasion Pre-transaction:  Create recognition andCreate recognition and info understandinginfo understanding AdvertisingAdvertising PersonalPersonal sellingselling 6 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
  • 7. Characteristics of Personal Selling Flexibility • Adapt to situations • Engage in dialog  Can not reach mass audience  Expensive per contact  Numerous calls needed to generate sale  Labor intensive Con Pro 7 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et Builds Relationships • Long term • Assure buyers receive appropriate services • Solves customer’s problems  Can not reach mass audience  Expensive per contact  Numerous calls needed to generate sale  Labor intensive
  • 8. ORDER GETTERS Current customers New customers ORDER TAKERS Inside Order Takers (via mail, telephone, internet) Outside Field Sales SUPPORT PERSONNEL Missionary Salespersons Trade Salespersons Technical Salespersons Types of Salespersons 8 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et ORDER GETTERS Current customers New customers ORDER TAKERS Inside Order Takers (via mail, telephone, internet) Outside Field Sales SUPPORT PERSONNEL Missionary Salespersons Trade Salespersons Technical Salespersons
  • 9. What is Personal Selling? • Personal selling is a promotional method in which one party (e.g., salesperson) uses skills and techniques for building personal relationships with another party (e.g., those involved in a purchase decision) that results in both parties obtaining value. • In most cases the “value” for the salesperson is realized through the financial rewards of the sale while the customer’s “value” is realized from the benefits obtained by consuming the product. • However, getting a customer to purchase a product is not always the objective of personal selling. For instance, selling may be used for the purpose of simply delivering information 9 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et • Personal selling is a promotional method in which one party (e.g., salesperson) uses skills and techniques for building personal relationships with another party (e.g., those involved in a purchase decision) that results in both parties obtaining value. • In most cases the “value” for the salesperson is realized through the financial rewards of the sale while the customer’s “value” is realized from the benefits obtained by consuming the product. • However, getting a customer to purchase a product is not always the objective of personal selling. For instance, selling may be used for the purpose of simply delivering information
  • 10. CUSTOMER: What’s so different about the car you sell? HENRY FORD: I sell IT…….! 10 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et CUSTOMER: What’s so different about the car you sell? HENRY FORD: I sell IT…….!
  • 11. Ask any sales leader about this and they will always start with the right attitude. Every other aspect of sales can be learnt on-the job, but what can’t be is the attitude, which translates into the passion and the energy to convert every sales call into meaningful business.” 11 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et Ask any sales leader about this and they will always start with the right attitude. Every other aspect of sales can be learnt on-the job, but what can’t be is the attitude, which translates into the passion and the energy to convert every sales call into meaningful business.”
  • 12. 12 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et W h a t i s T A R G E T S E L L I N G ? ? ?
  • 13. 13 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et Michael Treacy & Fred Wiersema The Discipline of Market Leaders
  • 14. CUSTOMERS NEEDS FEATURES BENEFITS 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 14 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8
  • 16. 10 MYTHS ABOUT SELLING 10 myths that may be preventing you and your sales force from reaching peak performance levels: 1. “Selling is selling - a good salesperson can sell anything.” 2. “To get more orders, make more calls.” 3. “Always call high.” 4. “Use plenty of open questions - they’re more powerful than closed questions.” 5. “Close early and close often.” 6. “You never get a second chance to make a first impression.” 7. “Salespeople are born, not made.” 8. “Welcome objections - they’re a sure sign of buyer interest.” 9. “Never attack the competition.” 10. “Give the most attention to your biggest accounts.” 16 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et 10 myths that may be preventing you and your sales force from reaching peak performance levels: 1. “Selling is selling - a good salesperson can sell anything.” 2. “To get more orders, make more calls.” 3. “Always call high.” 4. “Use plenty of open questions - they’re more powerful than closed questions.” 5. “Close early and close often.” 6. “You never get a second chance to make a first impression.” 7. “Salespeople are born, not made.” 8. “Welcome objections - they’re a sure sign of buyer interest.” 9. “Never attack the competition.” 10. “Give the most attention to your biggest accounts.”
  • 17. CAMPAIGN PLANNING QUESTIONS • How many times have you heard: • "You've got to drop your price by 10% or we will have no choice but to go with your competition." • "You will have to make an exception to your policy if you want our business." • "I know that you have good quality and service, but so do your competitors. What we need to focus on here is your pricing." • "I agree that those special services you keep bringing up would be nice, but we simply don't have the funds to purchase them. Could you include them at no additional cost?" 17 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et • How many times have you heard: • "You've got to drop your price by 10% or we will have no choice but to go with your competition." • "You will have to make an exception to your policy if you want our business." • "I know that you have good quality and service, but so do your competitors. What we need to focus on here is your pricing." • "I agree that those special services you keep bringing up would be nice, but we simply don't have the funds to purchase them. Could you include them at no additional cost?"
  • 18. CAMPAIGN PLANNING QUESTIONS • What is the prospect's current situation? Ask this question to give yourself the lay of the land. Often your goals for the client, the value your services can offer the client, and your action planning for the rest of the sales call come out of your detailed knowledge of the prospect's situation. 18 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et • What is the prospect's current situation? Ask this question to give yourself the lay of the land. Often your goals for the client, the value your services can offer the client, and your action planning for the rest of the sales call come out of your detailed knowledge of the prospect's situation.
  • 19. CAMPAIGN PLANNING QUESTIONS • What are my business development goals for this client or prospective client? • Different goals for your clients will make for very different sales conversations. Questions you can ask yourself will include: ▫ Is this the 'discovery' meeting where we get to know each other and build rapport while learning how I might be able to help them? ▫ Am I reviewing the results from the previous year with a client and this is the meeting where I 'resell' my value so the client stays loyal? ▫ Am I trying to supplant a competitor? ▫ Is this a current client where I work in one of their divisions and I would like to get introductions into the other three divisions where I can also help? 19 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et • What are my business development goals for this client or prospective client? • Different goals for your clients will make for very different sales conversations. Questions you can ask yourself will include: ▫ Is this the 'discovery' meeting where we get to know each other and build rapport while learning how I might be able to help them? ▫ Am I reviewing the results from the previous year with a client and this is the meeting where I 'resell' my value so the client stays loyal? ▫ Am I trying to supplant a competitor? ▫ Is this a current client where I work in one of their divisions and I would like to get introductions into the other three divisions where I can also help?
  • 20. CAMPAIGN PLANNING QUESTIONS • What is my desired next outcome? • Sounds simple enough, but this question is so often overlooked by professionals before they meet with clients or prospects 20 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et • What is my desired next outcome? • Sounds simple enough, but this question is so often overlooked by professionals before they meet with clients or prospects
  • 21. CAMPAIGN PLANNING QUESTIONS • What are my relative strengths? In every sales situation various forces are working in your favor. Know what these forces are for this particular client or prospect situation so you can leverage them to help make the client more successful. This will give you increased odds of winning the client. 21 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et • What are my relative strengths? In every sales situation various forces are working in your favor. Know what these forces are for this particular client or prospect situation so you can leverage them to help make the client more successful. This will give you increased odds of winning the client.
  • 22. CAMPAIGN PLANNING QUESTIONS • What are my relative vulnerabilities? This is the corollary to number four above. Maybe you have less experience than the competition. Maybe another company is the incumbent service provider and you are the challenger. Maybe you are usually at the higher-end of the fee scale. Knowing what your relative vulnerabilities are will allow you to prepare in advance to either turn them into advantages or at least diminish them as vulnerabilities. With good preparation and call planning you can have your responses to 'objections' and tough questions at the ready when you need them. 22 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et • What are my relative vulnerabilities? This is the corollary to number four above. Maybe you have less experience than the competition. Maybe another company is the incumbent service provider and you are the challenger. Maybe you are usually at the higher-end of the fee scale. Knowing what your relative vulnerabilities are will allow you to prepare in advance to either turn them into advantages or at least diminish them as vulnerabilities. With good preparation and call planning you can have your responses to 'objections' and tough questions at the ready when you need them.
  • 23. CAMPAIGN PLANNING QUESTIONS • What actions do I need to take before the next call? We all have to-do lists that help us do what we need to get done. By taking the time to answer questions 1 through 5, your business development and sales call planning to- do list will be as good as it possibly can be because your actions will be: ▫ Informed by the knowledge of your client's situation ▫ Guided by your goals for the client from a business development perspective ▫ Built to help you achieve your desired outcomes ▫ Planned with the knowledge of your relative strengths and vulnerabilities in this particular business development situation • 23 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et • What actions do I need to take before the next call? We all have to-do lists that help us do what we need to get done. By taking the time to answer questions 1 through 5, your business development and sales call planning to- do list will be as good as it possibly can be because your actions will be: ▫ Informed by the knowledge of your client's situation ▫ Guided by your goals for the client from a business development perspective ▫ Built to help you achieve your desired outcomes ▫ Planned with the knowledge of your relative strengths and vulnerabilities in this particular business development situation •
  • 24. Here are 10 quotes of mine I use when I’m working with salespeople and companies on sales prospecting: 1. Until you contact the customer, you haven’t done anything. 2. It’s prospects that buy; not suspects. 3. Thinking about a prospect does not qualify as prospecting. 4. Selling to your mother is not prospecting. 5. Networking is not prospecting. 6. The confidence you have going into the sales call will determine the level of profit you have coming out. 7. The number of sales calls it takes to close a sale is determined more by your own belief system than by the customer’s willingness to buy. 8. A prospect is not a prospect until they’ve shared with you a piece of proprietary information. 9. The most valuable part of the prospecting process is your own time. 10.Answering the phone, and taking an order from a person who is reaching out to you is not prospecting…it’s called customer service 24 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et 1. Until you contact the customer, you haven’t done anything. 2. It’s prospects that buy; not suspects. 3. Thinking about a prospect does not qualify as prospecting. 4. Selling to your mother is not prospecting. 5. Networking is not prospecting. 6. The confidence you have going into the sales call will determine the level of profit you have coming out. 7. The number of sales calls it takes to close a sale is determined more by your own belief system than by the customer’s willingness to buy. 8. A prospect is not a prospect until they’ve shared with you a piece of proprietary information. 9. The most valuable part of the prospecting process is your own time. 10.Answering the phone, and taking an order from a person who is reaching out to you is not prospecting…it’s called customer service
  • 25. What is an OBJECTION • A true feeling about your product • A flaw in your presentation • A positive or negative reaction to your offer • A lack of needed information • A misunderstanding or doubt • A counter tactic to encounter a push • A BUYING SIGNAL 25 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et • A true feeling about your product • A flaw in your presentation • A positive or negative reaction to your offer • A lack of needed information • A misunderstanding or doubt • A counter tactic to encounter a push • A BUYING SIGNAL
  • 26. If you have any questions at all please do not hesitate to send a note or call. My email address is: wm@synergymanager.net 26 If you have any questions at all please do not hesitate to send a note or call. My email address is: wm@synergymanager.net (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et
  • 27. • is a nationally acclaimed stalwart in the field of business management with an illustrious career spanning over 25 years • He is a consultant and advisor to Board of Directors of leading companies & Chambers of Commerce; • a management trainer of high repute who has conducted over 2250 seminars in India and abroad in areas of business strategy, marketing & organization development. • a Visiting Professor to premier management institutes and staff training colleges throughout India. 27 Dr WILFRED MONTEIRO (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et • is a nationally acclaimed stalwart in the field of business management with an illustrious career spanning over 25 years • He is a consultant and advisor to Board of Directors of leading companies & Chambers of Commerce; • a management trainer of high repute who has conducted over 2250 seminars in India and abroad in areas of business strategy, marketing & organization development. • a Visiting Professor to premier management institutes and staff training colleges throughout India. website: www.synergymanager.net
  • 28. ▫ http://wilfredmonteiro.blogspot.in/ ▫ http://negotiating-wizard.blogspot.in ▫ http://salescoach-india.blogspot.in ▫ http://the-sales-champ.blogspot.in ▫ http://salesforce-excellence.blogspot.in ▫ http://strategic-selling.blogspot.in ▫ http://hrm-excellence.blogspot.in ▫ http://personal-growth-guru.blogspot.in ▫ http://thegreatmanager.blogspot.in ▫ http://leadership-by-values.blogspot.in ▫ http://therightetiquette.blogspot.in 28 Dr WILFRED MONTEIRO please view the blogspots I have developed for my participant ongoing learning ▫ http://wilfredmonteiro.blogspot.in/ ▫ http://negotiating-wizard.blogspot.in ▫ http://salescoach-india.blogspot.in ▫ http://the-sales-champ.blogspot.in ▫ http://salesforce-excellence.blogspot.in ▫ http://strategic-selling.blogspot.in ▫ http://hrm-excellence.blogspot.in ▫ http://personal-growth-guru.blogspot.in ▫ http://thegreatmanager.blogspot.in ▫ http://leadership-by-values.blogspot.in ▫ http://therightetiquette.blogspot.in website: www.synergymanager.net (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.n et
  • 29. CONTACT Dr Wilfred Monteiro EMAIL: wm@synergymanager.net website: www.synergymanager.net SYNERGY MANAGEMENT ASSOCIATES since 1993 HR Systems Design Policy Deployment Talent Management innovations Best Practices enablement Competency based HRM H R Systems Metrics & Audit 29 (c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net