1. Copyright 2007, Selling Dynamics, L.L.C. All rights reserved “Sales Boot Camp” A process approach to Developing Highly successful sales professionals

2. Copyright 2007, Selling Dynamics, L.L.C. All rights reserved Overview and Strategy

3. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Program Objectives By the end of this 2 day program you will be able to: Understand the Professional sales model to improve your process Avoid getting “trapped” by the buyer/customer process Weed out “non-buyers” sooner Create an initial agreement with a customer Use enhanced questioning techniques to obtain important information Differentiate yourself from competition Develop Customer “Motive” When & How to Talk about Money/Investment Getting Decisions & Commitments Develop Enhanced Qualifying Techniques Close business with tactics that work Handle the tough sales situations Eliminate Objections Keep the Pipeline Full -

4. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Primary Training Challenges Introduce and utilize a more powerful selling model. Get better control of the sales process and “manage to win”. Discover “why” prospects would buy. Better asset management through more effective time utilization. Uncovering budgets more effectively Identifying decision makers and decision process Dealing with put-offs and stalls Improved Qualifying skills

5. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Challenges continued… Better closing skills Shorten Selling Cycle Improved questioning skills Effective prospecting Get commitments and decisions, end of call contracts/agreements

6. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Attitude Application Skills Activity Components of a “Sales Master” Attitude Application Skills Activity

7. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved ATTITUDE Attributes: “Empowering or Limiting” Beliefs I bring great value & benefit to my prospect The sales call is about them…Not you The greatest buying signal: They want to meet with you Stop Selling: People Love to buy…they hate to be sold They buy for their reasons, not yours We’re worth what we charge If they don’t buy from me…THEY lose…& I can’t let them lose I am paid for helping solve sales problems I don’t need their approval WHAT ARE SOME OF YOUR BELIEFS?

8. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved ACTIVITY ATTRIBUTES: Goal Directed Behaviors Annual Personal and Income Goals Annual Sales /Margin Goals Broken down: Quarterly, Monthly, Weekly into activity Activity= calls, appointments, proposals, “deals” Tracking your metrics 1. Prime Time/Non Prime Time 2. Weekly 20 point system 3. Weekly activity goal vs. results

9. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved APPLICATION SKILLS How You Sell: Phone Calls Face to face Trade Shows Calling on Different Levels Asking questions Following a process Handling stalls & objections Presenting solutions Selling against competition Translating your value Etc.

10. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Managing for top performance… Consistently Good Attitude Consistently Good Results Consistently Good Activity Consistently Good Attitude Consistently Good Results Consistently Good Activity 1 11 22 2 3 1 = Weak performers, 2 = Avg. performers, 3 = Top performers

11. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved What’s Wrong with Traditional Selling? Selfish Sameness/Commodity Presumptive/Critical Risky Limits Differences Low value to the Customer Easy to do: “Show Up & Present…” Typically calling on “low level” when their buying cycle is over

12. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved New Strategies of Selling Take a “Reverse Engineering” Viewpoint  Don’t sell to customers. Get them to tell you what they want to buy from you.  Prospects don’t want to be sold to. They get defensive and shut down. Better to let the prospect make his/her own conclusions. Don’t give away information prematurely  Don’t give away the solution. They will then search out the best price from your competitors.  Stop being a “sales person”: be a “consultant”  Understand the customer, their business, where they are in their “buying process.”  In short, Adopt a “Non-Selling” Posture

13. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Birth of a Commodity Price Margin Low High Product New or Unique Commodity What are the key drivers of value migration? 1. 2. How can we minimize their impact on our business? 1. 2.

14. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved To Avoid Commoditization You must shorten your selling cycle You must control information ( when do most sales people “give up” their information?) You must be able to understand your marginal value and translate that value to your customer You must be able to differentiate your offering from your competitors’ offerings And, if you can’t … You’re forced to sell on price Price, Price, Price!! Meet price, low margin!

15. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Dealing With TIO’s A good way to deal with “I want to think it over,” is to pretend to interpret this as a “no” (we call this “Going for no”). The concept of going for "no" is often the best way to get your prospect to reveal to you the importance of your offer. Let’s Diagram our Options…. “YES”“TIO”“NO”

16. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Dealing with “Think It Over” Prospect You T I O Pretend End No, wantYes, end Going for “no” Re-checkResume

17. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Handling “TIO”… Bob, I understand that makes sense…  Have you decided for some reason that what we’ve offered is not a good option and if you have it’s o.k. to tell me. o Yes, That’s o.k., I appreciate your honestly. What was it that you didn’t like? o No, That’s good, but there must be something that makes you hesitate or that you are unsure of… what is it?

18. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Telephone follow-up… When following up on the telephone use the following strategies:  Voice Mail- “Three strike rule” o Strike #1- Mary, it’s _________ from _____, I called to get some feedback on the ______ proposal, if you still have interest or have any additional questions I can be reached at PH # _________, o Strike #2- Same as strike #1 o Strike #3- “close the file…”- Mary, since I haven’t heard from you I am going to assume that you no longer have interest in or have changed your mind about the ________ proposal. I’ll assume no further action is necessary and I’ll close out your file and make this my last call. Thanks again for your consideration if you need me I can be reached at PH#.  Live contact- “Where are we Phone call” o “Hi Mary, I called to f/u on the _________ proposal and wanted to find out “Where are we…?” o This will usually get a “need more time” response which will lead you directly to the “TIO” matrix.

19. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Feature-Benefit Trap Leading with a feature puts you at risk You are pushing your products and services onto the prospect You are giving people a shopping list It is intellectual You can destroy your credibility There are serious problems telling the prospect about your product’s features and benefits right away

20. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Feature-Benefit Trap Quality Delivery Tech support Expertise Value Quality Delivery Tech support Expertise Value Your OfferingCompetition’s Offering Once your customer or prospect reaches this point, what criteria do they use to make a buying decision? (Hint: You won’t like the answer.)

21. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved RFP, RFQ Strategy Organized feature benefit trap designed to “commoditize” Problem- Lost time on low closing %’s, expensive for us. Filter, determining what’s worth your time, separates high payoff activities from low payoff activities. Do not respond “in kind”. It creates “sameness”. Respond with…  Filter #1 When can we talk to discuss the request? o Positive response, meeting o Negative response, filter #2  Filter #2- Explanation, If they are unwilling to discuss then we cannot fulfill their request. Explain why you need the meeting (when you discuss what they need you may find a point of differentiation). Tell them we need to find out what they are looking for and might be able to provide products that will make them more profitable, reduce costs, and improve margins. o Positive response, meeting (raising your percentages!) o Negative response, filter #3  Filter #3- Unless we can discuss/meet, we must respectfully decline the opportunity.  At each “filter” you will force them to reveal “preference” and identify your best opportunities. Casual dismissal here is a clear indication of a “low percentage” opportunity.

22. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved The Buyer Seller “Conflict” 1. Defend/Excite 2. Expertise/Price 3. Defend/Mislead 4. DA/DR/VM 1. Motive 2. Financial 3. Decision 4. COMMITMENT 5. Information/Proof 6. Manage expectations ProspectSeller

23. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved The Selling Model Rapport building Bonding Clear communication Trust (Manage Expectations) Information or Proof Commitment Decision Process Financial Motive ME Initial agreement

24. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Stick to your process and plan Ask questions to control the call Controlling the Sales Call Don’t give away information to be used against you (Manage Expectations) Information or Proof Commitment Decision Process Financial Motive ME Initial agreement

25. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Activity: Controlling the Sales Call 1. What happens that causes us to lose control of the conversation? 2. List examples of what prospects do to take control of the sales process 3. Discuss, identify and recognize the phrases your prospects use at the control point. 4. What are the “Information Seeking Questions” they use against you?

26. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Traditional vs. Consultative Selling Out of ControlIn Control

27. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved STOP: Being A Salesperson! Learn to: “Take a Non-Selling Posture “Speak the language of your customer” and you will:  Connect with them faster and get more of their time.  Build credibility by showing them you know their business…and yours!  Create a distinct difference between you and your competition.

28. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Starting the sales call… TYPICAL PROBLEMS Sales person not well planned Sales person quickly identifies themselves to be “Typical” Promising too soon that they can help Presenting F&B Talking instead of listening & asking questions Giving away too much information “Show up & Throw up” SOLUTIONS Be well prepared Be in control of the process Build Trust Quickly 1.Be Open & Honest 2. Don’t use sales phrases Forecast what will happen in the sales call 1. Ask Questions 2. Keep the prospect from being uncomfortable Outcome for every call 1. Next Step: Time & issue 2. No Need/no next step: STOP

29. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Initial Agreement – Controlling the Call Initial Agreement – This will help you to get control of the call and make the right turn at the “control point”  Thanks for taking the time to meet with me today, (prospect’s name). I really appreciate it. By the way, how much time do we have for our meeting?  I don’t know enough about your situation to know if we can help you or not?  Was there anything specific you wanted to discuss with us?  Would it be OK if I asked you some questions so I can gain a better understanding of your objectives and challenges?  You’ll probably have some questions for me too.  When we’re done, I think it will be easy to know whether we can assist you in some way or not. You have now taken control of the meeting in a way that does not make the prospect feel controlled… You are managing the process rather than being managed!

30. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Starting a Sales Call Salespeople not well planned  Don’t know what their real goals are or how to achieve them Salespeople quickly identify themselves to be a typical sales person  Promising too soon that they can help  Presenting their features and benefits  Talking instead of listening  Giving away too much information Be well planned Be in control of sales process Build trust quickly  Be open and honest  Don’t use “sales” phrases Forecast what will happen in the sales call  Ask questions  Keep prospect from being uncomfortable Outcome for every sales call  Contract- Time and issue specific next step. Typical ProblemsSolutions

31. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Initial Agreement Goal:  To develop a clear and concise plan for the meeting about to take place. Benefits:  Allows for enough time  Establishes the agenda for the meeting  Gives both the prospect and you the opportunity to ask questions  Gives both the prospect and you the opportunity to say “no” if there is no fit

32. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Activity: Controlling the Sales Call 1. Select a partner for this exercise 2. List examples of what your biggest concerns or obstacles are in calling on your markets 3. Be prepared to share your list with the class

33. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Steps of Initial Agreement 2. Start with subtle negative position 3. Establish the agenda and compelling reason 4. Get permission to ask questions 5. Intended outcome of meeting 1. Establish time contract

34. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Activity: Your Own Initial Agreement 1. Select a partner for this exercise 2. Complete the worksheets in your manual 3. Working in pairs, practice delivering your new initial agreement 4. Take 10 minutes 5. Be prepared to share your initial agreement with the class

35. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved The Selling Model Rapport building Bonding Clear communication Trust (Manage Expectations) Information or Proof Commitment Decision Process Financial Motive ME Initial agreement

36. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Uncovering Buying Motives Known/ Surface Motives Hidden Motives

37. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Uncovering the Buying Motives HIDDEN MOTIVES Problems they have that have a deeper meaning: how the problems impact their business; how it affects their company or department. How it affects them! KNOWN MOTIVES “Surface” problems they tell you they want to improve: “We’re interested in …” “We’d like to see if you can…” “We’re gathering information on…”

38. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Emotions of Buying Avoid Eliminate Change Symptom(s) Improve Enhance Gain Pleasure Pain Emotionless

39. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Improve/Enhance Technique A BC D ?

40. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Improve /Enhance Techniques Everyone wants things to be better, but prospects may be shy about opening up to salespeople. So you let them know that: You have experience working with other people with their job title/job function You have experience with their situation/their issues and its problems Have experience helping people in their situation. Do they have this problem?

41. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Improve /Enhance Questions… Bob/Mary, usually, when I meet with (contacts title) of (type of company,) I find that they are constantly striving to finding ways to improve the way they work to get better results, or they are faced with challenges or issues they are trying to find answers for, does anything come to mind for you? and/or… Similarly, they usually have been given goals and/or objectives for their department that will require them to work differently in order to achieve those goals, have you been given any new goals or directives that we might help you meet or achieve?

42. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Understanding Motive Surface Motive (surface issue) Reason (?) Implication (?) Consequences (?) (cost of problem) Translates to the “Hidden or Real” Motive and personal involvement

43. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Activity: Your Improve/Enhance Question 1. Select a partner for this exercise 2. Complete the questions in your manual 3. Working in pairs, practice delivering your improve/enhance question 4. Take 10 minutes 5. Be prepared to share your improve/enhance question with the class

44. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Basic Drill Down Questions Tell me more about that... Could you be more specific... How have you tried to solve it in the past... How did that work? Does it have the potential to cost you money, or keep you from reaching your goals? How does that make you feel? Who else besides you knows or cares about this situation? What happens if you don’t fix it? Are you committed to making a change?

45. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved The Selling Model Rapport building Bonding Clear communication Trust (Manage Expectations) Information or Proof Commitment Decision Process Motive ME Initial agreement Financial

46. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Determining Financial Criteria Bring up money early in process Start high If unwilling to commit to spending money, not a prospect Don’t believe what your hear Help them make decisions Don’t avoid and lose control, be comfortable discussing money If won’t discuss money, stop Strategy Ability to pay Willingness to pay Investment level Money tolerance Elements

47. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Capital and Consumable Sales Capital Purchases will normally require that a budget is established. Your transition phrase for capital purchases would be: “Has a budget been established to purchase this equipment?” Consumable sales are already budgeted what you will need to find out is how much are they currently spending? “What are you currently spending for these products?” What are some other strategies that we can use to find out what their money tolerance is?

48. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Financial Conversation Budget? Yes Share? No Yes, $$$ No Explain why need; help; range / ballpark Bracket NoYes, $$$ Bracket How going to pay? History questions

49. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Financial Definitions Budget question- Transition phrase from motive step.  Have you established a budget for this equipment?  What are you currently paying for __________? Explanation- the reason you are asking for their budget.  “We have a lot of options and I need to get some sense of what you might be willing to spend on a solution.  We have a wide range of options and prices, I don’t want to waste your time looking at something that doesn’t fit your budget. History Questions: What have they done in the past?  In the past when you weren’t funded for a purchase where/how did you get the money?

50. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Capital and Consumable Sales Capital Purchases will normally require that a budget is established. Your transition phrase for capital purchases would be:  “Has a budget been established to purchase this equipment?” Consumable sales are already budgeted what you will need to find out is how much are they currently spending?  “What are you currently spending for these products?” What are some other strategies that we can use to find out what their money tolerance is?

51. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Activity: Your Money Opener 1. Select a partner for this exercise 2. Complete the worksheet in your manual 3. Working in pairs, practice the steps in the financial discussion and complete the “ money tree ” 4. Be prepared to share your experience with the class

52. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved The Selling Model Rapport building Bonding Clear communication Trust (Manage Expectations) Information or Proof Commitment Financial Motive ME Initial agreement Decision Process

53. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Uncovering the Decision Process Steps Events Buying process Procurement process Committees Contract Legal Approvals Roles

54. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Your Decision Step Opener Build a time line, collect the events or process. Begin with “today”, end with “decision made” TodayDecision Point Transition Phrase: What is the process that you/your organization goes through to make a decision like this? Focus on the process not people or time.

55. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Progression of Events Build a time line, collect the events or process. Begin with “today”, end with “decision made” TodayDecision Point Create a list of the events. After each event you will need to ask the question “Assuming you like what you see, what happens next”? This forces the prospect to reveal both events of the process as well as other people involved.

56. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Selling to Committees Selling to committees requires a strategy that will help to determine how important the committee is and what logical “progression” of events will most benefit us. Often, committees are used as an excuse to not make a decision, or as a stalling tactic. We need a strategy to help us navigate and identify the “true” process in order to control the sale.

57. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Isolate the Committee When talking with your contact, who has deferred to a committee, your job is to assess their commitment to using you as a supplier. The following questions will achieve that goal:  Bob, Lets suppose for now that you didn’t have to go to the committee and the decision was yours (alone) to make… what would you recommend?  There are two options here: o I like what I see and I will be making a recommendation in your favor. Or o Well, that ‘s not the case and I don’t have to make that decision now.  What do each of the answers tell us?

58. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Positive Response A positive response here would be:  “I’m behind you 100%, you are my choice and I will be recommending you to the committee”.  We then might want to find out o How often do they accept your recommendation? o When they say “no” why does that usually happen? o If they say “no” is that a problem for you? This questions will tell you their level of commitment to the solution you are discussing. o Can you think of a way I might be able to help you? Our ultimate goal is to get to the committee, this is a way to get there for their reasons not ours. A Negative or non-committed response is a stop sign!  Maybe it doesn’t make sense to take this to the committee. Go back and review “motive” to create pain and get better commitment.  If there is a tie, who breaks it?

59. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved The Selling Model Rapport building Bonding Clear communication Trust (Manage Expectations) Information or Proof Commitment Decision Process Financial Motive ME Initial agreement

60. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Commitment to Close Your “commitment” step needs to include:  Do you have any other information that you will need to make your decision (you want to be last in) o You are not asking for them to show it to you. You just want them to be able to compare it to what you are offering  After we meet I will stay with you as long as you need me to but will you be able to make a decision at the end of our meeting?  This is where you may find out that there are other steps or people involved that you have not been told about.  If they agree to this commitment the sale should really be “closed”

61. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved The Selling Model Rapport building Bonding Clear communication Trust (Manage Expectations) Information or Proof Commitment Decision Process Financial Motive ME Review and Confirm

62. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved The Selling Model Review and Confirm Rapport building Bonding Clear communication Trust Information or Proof Commitment Decision Process Financial Motive ME Manage Expectations by

63. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Setting After Sale Expectations Make sure they are comfortable with everything, don’t rush out. If they are going to have buyer’s remorse. Better that they have it when you are there.  You might ask “are you comfortable with everything or do you have any remaining questions?”. This creates trust and will reinforce the decision your customer has made.  If there are any potential problems talk about them now and set expectations that are manageable. o What potential problems could you run into?

64. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved End of slides for Sales Model

65. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved Feature-Benefit Trap Quality Delivery Tech support Expertise Value Quality Delivery Tech support Expertise Value Your OfferingCompetition’s Offering Once your customer or prospect reaches this point, what criteria do they use to make a buying decision? (Hint: You won’t like the answer.)

66. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved The Buyer Seller “Conflict” 1. Defend /Excite 2. Expertise / Price 3. Defend/Mislead 4. DA / DR / VM 1. Motive 2. Financial 3. Decision 4. COMMITMENT 5. Information / Proof 6. Manage expectations ProspectSeller

67. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved The Selling Model Rapport building Bonding Clear communication Trust (Manage Expectations) Information or Proof Commitment Decision Process Financial Motive ME Initial agreement From the bottom up, one step at a time in order.

68. Copyright 2007, Selling Dynamics, L.L.C. all rights reserved The Selling Model Rapport building Bonding Clear communication Trust (Manage Expectations) Information or Proof Commitment Decision Process Financial Motive ME Initial agreement