Consultative Selling for Employment Consultants Building job development excellence for increased employment opportunities Val Morgan (360)

Purpose  Sales and Business  The Buying Process/Business Needs  Referrals/Action Plan  Pre-Call Planning  9 Consultative Steps for Job Development

Four Key Job Responsibilities Locate and Sell Employers Service and Upsell Existing Employers Develop Advocates Manage Your Time and Territory

The Facts Only 2% of sales are made on the first visit 44% give up after the first visit 80% of sales are made between the 6 th and 12th connection

What is the most powerful selling tool? Referrals 50% - 500% higher rate of closing with referral

How to Ask for Referrals When an employer is complementary Let new employers know you prize referrals Use LinkedIn Action Step

Referral Action Plan ACTION/REFERRALBUSINESS NAME Talk with your hairdresser/ My CousinCuts Plus Talk with Rick Current Employer/GMHeath TechNet List 10 specific actions that you will take to build your referral business.

The Buying Process Awareness of a particular need Interest in satisfying the need Preference for one service over another Trial use of the service Commitment to use the service Advocacy recommends the service to others

Three Situations of Need Dissatisfaction with the current situation Opportunity to improve the current situation Perceived deterioration of current situation

Common Needs of Employers Reliable employees Community involvement Pre-screened employees Pre-recruited job match Employee retention Flexible work force Clean place of business More customers/sales Motivated employees Customer retention Recognition Less time spent training Less stress Happy employees Good atmosphere Reduce expenses More efficiency Cost/benefits Good employee team work Completed tasks from employees Quality workers Part-time employees Diverse work force Safety

1 Pre-Call Planning 2 Open the Call 3 Gather Information 4 Establish Needs and Paraphrase 5 Features & Benefits 6 Trial Close 7 Close 8 Handling Objections

Identify The Suspect Conduct Research/Gather information Set an Objective *Primary—(Your goal for the call?) *Secondary—(The minimum you want to achieve?) Pre-Call Planning Open the Call Gather Information Establish Needs & Paraphrase Features & Benefits Trial CloseClose Handling Objections

 Greeting (introduce yourself)  Get Attention (build rapport)  Create Interest  Ask for time Pre-Call Planning Open the Call Gather Information Establish Needs & Paraphrase Features & Benefits Trial CloseClose Handling Objection s

Transition Statement “Thank you for taking the time to meet with me. I would like to ask you some questions to gain a better understanding of your business and I’ll be taking notes, is that okay?”

ListeningSpeakingReadingWriting Learned1st2nd3rd4th Used45% of the time30% of the time19% of the time6% of the time TaughtLeastSlightly LeastSomewhat moreMost The most necessary communication skill is the skill least taught Remember: “ SELLING IS NOT TELLING ” 80% listening 20% talking

Ask closed ended questions Ask open ended questions Ask layering questions Pre-Call Planning Open the Call Gather Information Establish Needs & Paraphrase Features & Benefits Trial CloseClose Handling Objections

Would you consider your workforce diversified? How much time do you spend on entry-level training? In your business, do you feel that some of your staff carries workloads other than their job responsibilities they were originally hired for? What are the top three things you value in your employees? Are you the ultimate decision maker? Can you tell me about your employee retention rate? Did you know that 87% of the public agree that they prefer to give their business to companies that hire people with disabilities? Gather Information

Transition Statement (what’s happening next) “Based on what we’ve talked about so far, I’m confident my ideas will be good for your business, I would like to go back and draw up a proposal for you.”

Establishing Needs & Paraphrasing Restate the needs and gain agreement