Nova Southeastern University May 12, 2011 OPPORTUNITY 2: GROWTH Nova Southeastern University May 12, 2011

Today’s Agenda Time Topics: Some stereotypes of salespeople Problems many salespeople face Possible solutions to these problems The importance of a healthy self-perception/ concept A ‘free’ advertisement Questions/Comments

Stereotypes & Typical Sales Issues Salespeople assume customer desires Talk generic features or maybe features and benefits Customers use the salesperson Free information/price leverage Salespeople are afraid to talk money Customers won’t give decisions Stall, give objections Salespeople engage in self-delusion Salespeople are afraid

DON’T FALL VICTIM TO THESE TYPICAL SALES ISSUES Develop a System of Selling

The Sandler Selling System Relationship: Bonding & Rapport Up-Front Contracts Qualifying: Pain Budget Decision Closing: Fulfillment Post-Sell

DON’T BE A FOLLOWER/ LEAD! The Dance and the Up-Front-Contract

The Buyer-Seller Dance Conflicting Strategies in the Sales Arena The Salesperson’s Traditional Strategy for Developing Selling Opportunities Vs. The Prospect’s Strategy for Controlling Buying Opportunities

When Strategies Collide Appear Interested Act Motivated Obtain Information Avoid Commitment Disappear Fact Finding Analysis Job Spec Demo Presentation Proposal Commitment Close Contract Handle Stalls & Objections Follow Up Track Down Chase

What do Put-Offs Mean to the Salesperson? “VMOLIM” Voice mail Out-to-lunch In a meeting Wandering Wasting time and effort False hope Procrastination Other What 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.

Go for the NO! 4 positives of a sales call: Yes Clear future NO Lesson Learned No fear of rejection – go for a NO. DISQUALIFY If 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.

Adding Control and Predictability The Up-Front Contract Adding Control and Predictability Up-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.

DON’T DISCUSS YOUR REASONS FOCUS ON THE CLIENT’S REASONS Pain and Questioning

and your product or service can bridge the gap. Pain Pain exists when there is a gap… between where your prospect is… and where your prospect wants to be… and your product or service can bridge the gap. © 2006 Sandler Systems, Inc.

Pain The Pain Puzzle

Pain Move the buyer from intellectual to emotional (WIIFM)

Budget Uncovering the Prospect’s Investment Expectations or Limitations Before You Begin Working on Proposals or Presentations

Decision Who? What? When? Where? How? Why? Identifying the Prospect’s Decision-Making Process You must uncover the following elements— Who? What? When? Where? How? Why?

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 close What is your closing objective? To close the sale or to close the file! BUYING DECISION!

What does it take to develop & deliver a solution? Resources analyzing information Resources in developing a ‘possible’ solution Resources in developing presentation Materials Demonstrations Resources in making presentations Drive Number involved Time delivering

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

Fulfillment Present Prospect prioritizes aspects of the Pain Start with highest priority item Obtain prospect verification Continue with next item Complete ¾ of the presentation

Fulfillment Confirm What would you like me to do now?

3 Elements of the Post-Sell 1. Preventing the loss of the sale from: Buyer’s remorse Going to the competition Cancelling to go to the incumbent 2. Establishing ground rules for the future: ANOTHER UFC 3. Obtaining future business and referrals

Sandler RULE Never manage your number, manage your behavior.

What you “R” is Not Who You “I” Identity / Role Theory What you “R” is Not Who You “I” Identity Role 10 9 8 7 6 5 4 3 2 1 WINNER AT-LEASTER NON-WINNER

Are You Trapped in Your Comfort Zone? Identity / Role Theory Are 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.

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.

Summary – 10 Tips For Monday Separate the Sales ROLE from the person – Do not allow buyers to control the salesperson’s self-image Lead the DANCE – control the process Focus on the buyer – we are NOT for everyone Ask questions to identify buyer’s PAIN Work toward self-discovery and self- education. Don’t present prematurely

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 features Present ONLY what’s necessary Keep the product sold Focus on customer satisfaction

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.

Certificate in Sales (12 credits) MKT 5110  Proven Sales Concepts and Sales Leadership   MKT 5120  Practical Approaches to Customer Relationship Management MKT 5130  Streamlined Market Development & Selling Strategies    MKT 5140  Award Winning Concepts for Business Negotiations

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  

Charlie Pettijohn Director of the Huizenga Sales Institute QUESTIONS &Thank you Charlie Pettijohn Director of the Huizenga Sales Institute