Presentation on theme: "Nova Southeastern University May 12, 2011"— Presentation transcript:
1 Nova Southeastern University May 12, 2011 OPPORTUNITY 2: GROWTHNova Southeastern UniversityMay 12, 2011
2 Today’s Agenda Time Topics: Some stereotypes of salespeople Problems many salespeople facePossible solutions to these problemsThe importance of a healthy self-perception/ conceptA ‘free’ advertisementQuestions/Comments
3 Stereotypes & Typical Sales Issues Salespeople assume customer desiresTalk generic features or maybe features and benefitsCustomers use the salespersonFree information/price leverageSalespeople are afraid to talk moneyCustomers won’t give decisionsStall, give objectionsSalespeople engage in self-delusionSalespeople are afraid
4 DON’T FALL VICTIM TO THESE TYPICAL SALES ISSUES Develop a System of Selling
5 The Sandler Selling System Relationship: Bonding & Rapport Up-Front ContractsQualifying: Pain Budget DecisionClosing: Fulfillment Post-Sell
6 DON’T BE A FOLLOWER/ LEAD! The Dance and the Up-Front-Contract
7 The Buyer-Seller Dance Conflicting Strategies in the Sales ArenaThe Salesperson’s Traditional Strategy forDeveloping Selling OpportunitiesVs.The Prospect’s Strategy forControlling Buying Opportunities
9 What do Put-Offs Mean to the Salesperson? “VMOLIM”Voice mailOut-to-lunchIn a meetingWanderingWasting time and effortFalse hopeProcrastinationOtherWhat these actions mean is that the salesperson is spending a considerable amount of time and effort without much of a return on his/her investment. Additionally, these mean that the salesperson can become discouraged, impatient, and confused.
10 Go for the NO! 4 positives of a sales call: YesClear futureNOLesson LearnedNo fear of rejection – go for a NO.DISQUALIFYIf the salesperson can learn that a NO is not literally ‘fatal’ then he/she will gain more sales, because they no longer perceive no as being a rejection of them ‘personally’. Instead, they will learn that customers buy for their own reasons (or not) and that learning these reasons soon will save time and discouragement.
11 Adding Control and Predictability The Up-Front ContractAdding Control and PredictabilityUp-Front means—In advance of the event.Essentially, the salesperson is simply telling the customer what to expect in the meeting. Sandler’s analogy is the Dentist who tells the patient what to expect at each stage of the process.Contract means—An agreement regarding the objectives for the meeting, the role each participant will play in meeting those objectives, and the intended outcome of the meeting.
12 DON’T DISCUSS YOUR REASONS FOCUS ON THE CLIENT’S REASONS Pain and Questioning
15 PainMove the buyer from intellectual to emotional (WIIFM)
16 BudgetUncovering the Prospect’s Investment Expectations or LimitationsBeforeYou Begin Working on Proposals or Presentations
17 Decision Who? What? When? Where? How? Why? Identifying the Prospect’s Decision-Making ProcessYou must uncover the following elements—Who?What?When?Where?How?Why?
18 The Prospect is Qualified Now What? You’ve uncovered pain, the prospect is willing/able to make investments;you know and can meet the prospect’s decision process, it’s time to closeWhat is your closing objective?To close the sale or to close the file!BUYING DECISION!
19 What does it take to develop & deliver a solution? Resources analyzing informationResources in developing a ‘possible’ solutionResources in developing presentationMaterialsDemonstrationsResources in making presentationsDriveNumber involvedTime delivering
20 Why you could still lose the sale 3 causes of losing the sale:You received inaccurate information regarding the prospect’s needs, wants, problems, PAIN.Circumstances might have changed and you are not aware of it.The prospect has not been totally honest
21 Fulfillment Present Prospect prioritizes aspects of the Pain Start with highest priority itemObtain prospect verificationContinue with next itemComplete ¾ of the presentation
22 FulfillmentConfirmWhat would you like me to do now?
23 3 Elements of the Post-Sell 1. Preventing the loss of the sale from:Buyer’s remorseGoing to the competitionCancelling to go to the incumbent2. Establishing ground rules for the future:ANOTHER UFC3. Obtaining future business and referrals
24 Sandler RULENever manage your number, manage your behavior.
25 What you “R” is Not Who You “I” Identity / Role TheoryWhat you “R” is Not Who You “I”IdentityRole10987654321WINNERAT-LEASTERNON-WINNER
26 Are You Trapped in Your Comfort Zone? Identity / Role TheoryAre You Trapped in Your Comfort Zone?Sandler Rule: You can only perform in your roles in a manner that is consistent with how you see yourself conceptually.
27 The Sandler® Philosophy Salespeople are professionals.The prospect must qualify for the sales professional’s time and efforts.Developing a business opportunity should not be hysterical activity.Some prospects won’t qualify for your time.Stalls and objections should not be part of the selling process.Wishing and hoping is not part of the selling process.There should be a start and finish to every selling opportunity.Obviously, this is the foundation of the course. While salespeople and other business people can and should be service oriented, the philosophy indicates that salespeople are not subservient. Instead, salespeople are business people and their time is valued too.
28 Summary – 10 Tips For Monday Separate the Sales ROLE from the person –Do not allow buyers to control the salesperson’s self-imageLead the DANCE – control the processFocus on the buyer – we are NOT for everyoneAsk questions to identify buyer’s PAINWork toward self-discovery and self- education.Don’t present prematurely
29 Summary – 10 Tips For Monday Make the buyer qualify for the salesperson’s time.Do they have the money and are they willing to spend?How do they make decisions?Sell ONLY to resolve pain, don’t sell generic featuresPresent ONLY what’s necessaryKeep the product soldFocus on customer satisfaction
30 Huizenga Sales Institute Programs H.S.I. program is based on the Sandler model.Focuses on consultative business-to- business sales.Undergraduate and Graduate Programs in Sales and Sales Management.
31 Certificate in Sales (12 credits) MKT 5110 Proven Sales Concepts and Sales Leadership MKT 5120 Practical Approaches to Customer Relationship ManagementMKT 5130 Streamlined Market Development & Selling Strategies MKT 5140 Award Winning Concepts for Business Negotiations
32 Certificate in Sales Management(12 credits) MKT 5210 Breakthrough Sales Force Leadership and Strategy MKT 5220 Career Climbing Sales Executive Management MKT 5230 State-of-the-Art Sales Planning and Analysis MKT 5240 Real World Management of Sales Systems
33 Charlie Pettijohn Director of the Huizenga Sales Institute QUESTIONS &Thank youCharlie PettijohnDirector of the Huizenga Sales Institute