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A multi-step methodology that is: — Repeatable — Manageable The Sales Process A multi-step methodology that is: — Repeatable — Manageable — Consistent — Sequential Transforms products and services into revenue in a cost-effective way Composed of many subprocesses

A Sale Becomes Complex When: Buyer has many options Seller has many options Many levels are involved Buying organization’s decision-making process is complex

Single Sales Objective Criteria Product, service, or solution-related Specific, clear, concise Definable and measurable Tied to a timeline Usually not connected by “and”

Single Sales Objective Statement To sell for by Company/Specific Area Revenue/Other Units Product/Service/Solution Close Date

Four Buying Influence roles in every sale Buying Influences KEY IDEAS: Four Buying Influence roles in every sale Each role describes a type of influence on the sale Each Buying Influence may play multiple roles in one sale

Economic Buying Influence ROLE: Gives final approval to buy Only one per sale (could be a team, board, or committee) Controls expenditure and release of funds Has discretionary use of resources Has veto power Can say Yes (and make it happen) FOCUS: Bottom line and effect on organization ASKS: “What return will I get on this investment?”

User Buying Influences ROLE: Judge impact on job performance Often several or many Use or supervise the use of your product, service, or solution Personal because users will live with your solution Direct link between users’ success and the success of your product, service, or solution FOCUS: The job to be done ASKS: “How does this impact my job responsibilities?”

Technical Buying Influences ROLE: Screen out Often several or many Judge measurable, quantifiable aspects of your proposal Gatekeepers Cannot give final approval Can say “no” based on specs or technicalities FOCUS: Match to specifications in their areas of expertise ASKS: “Does this meet the specified criteria?”

Coaches ROLE: Act as guide for this sale Proactively develop at least one A Coach can provide and interpret information about: Validity of this opportunity Other Buying Influences Other elements of your strategic analysis FOCUS: Your success with this proposal ASKS: “How can we make this happen?”

May be found: In buying organizations In selling organizations Develop Coaches May be found: In buying organizations In selling organizations Outside both

All three criteria must be met, or you have a Red Flag. Coach Criteria You have credibility with this individual This person has credibility with Buying Influences for this Single Sales Objective This person wants your solution All three criteria must be met, or you have a Red Flag.

Develop at Least One Coach

There are three Degrees of Influence KEY IDEAS: Different Buying Influences have varying Degrees of Influence for each Single Sales Objective There are three Degrees of Influence

Three Degrees of Influence

Level of Receptivity: Buying Influence Modes KEY IDEAS: Every sales proposal is a change Buying Influence’s views change in different ways Modes=Buying Influence’s perception of a need for change Four Modes or perceptions of urgency

Probability of taking action is High. Growth Probability of taking action is High. Does your proposal reduce or eliminate the discrepancy?

Probability of taking action is High. Trouble Probability of taking action is High. Does your proposal reduce or eliminate the discrepancy?

Even Keel Probability of taking action is Low. Buying Influence asks, “Why do I need to make a change?” What is your plan for moving this Buying Influence from Even Keel?

Overconfident Probability of taking action is Nil. Buying Influence asks, “Who needs your proposal?” What is your strategy for bringing this Buying Influence to the real world?

Ratings Ratings describe how the Buying Influence feels about your proposed solution.

+5 Enthusiastic Advocate +4 Strongly Supportive +3 Supportive Ratings +5 Enthusiastic Advocate +4 Strongly Supportive +3 Supportive +2 Interested +1 Will Go Along -1 Probably Won’t Resist -2 Uninterested -3 Negative -4 Very Negative -5 Antagonistic Anti-Sponsor

People win in their own ways. Win-Results KEY IDEAS: People win in their own ways. Your personal Win is different from each Buying Influence’s personal Win. Categories of Buying Influences tend to look for similar business Results, but each Wins in a personal way.

Results Reference Sheet Economic Buying Influence Role: final approval, releases $ Focus: bottom line and impact on organization 1. Higher return on investment 2. Increased sales 3. Reduced costs 4. Increased efficiency/productivity 5. Low cost of ownership 6. Flexibility 7. Profitability 8. Smooth cash flow Technical Buying Influences Role: judge match to specifications, screen out Focus: match to specifications in their areas of expertise 1. Meet specifications 2. Exceed specifications 3. Timely delivery 4. Best technical solution 5. Discounts/low bid/price 6. Terms and conditions 7. Meet legal requirements User Buying Influences Role: judge product impact on the job Focus: the job to be done 1. Reliability 2. Increased efficiency 3. Upgrade skills 4. Fulfill performance requirements 5. Best problem solution 6. Do job better/faster/easier 7. Versatility 8. Excellent service 9. Easy to learn and use Coaches Role: give data, guide to other Buying Influences Focus: your success with this proposal Note: Coaches don’t have their own Results, only Wins. Coaches only have Results if they are playing another Buying Influence role.

Wins Reference Sheet • Remain in power • Achieve control over others • Get more leisure • Remain in a given location • Increase skill development • Increase personal productivity • Be an instrument of change • Be looked on as problem solver • Contribute to the organization • Increase mental stimulation • Gain recognition • Increase growth potential • Improve social status • Have more time with family • Get more power • Increase self-esteem • Be more flexible • Feel more secure or safe • Put in a quality performance • Be seen as a leader • Offer uniqueness • Pay a debt • Increase responsibility and authority • Pursue a lifestyle • Get more freedom • Get a promotion • Make someone indebted • Autonomy • Education • One-upmanship • Increased confidence Avoiding a Lose • Loss of credibility • Loss of recognition • Loss of job • Continuous worry • Demotion • Go out of business • Make boss or associates angry or annoyed • Ego deflation

Types of Competition Competition is defined as any alternative solution.

Competition Worksheet Instructions: Identify the main competitors for your Single Sales Objective. Reference “Competition Strengths and Red Flag Questions” to assess the competitor’s position. From the Buying Influence’s perspective, capture what he/she sees as the Strengths and Red Flags of each competing solution. Share and validate your assessment with your team. Transfer your Strengths and your Red Flags to your Strategic Analysis Sheet. THEIR STRENGTHS RED FLAGS Competition 1 Competition 2

What is Selling Time? Any time spent face-to-face or phone-to-phone with a Buying Influence talking about Growth or Trouble or asking questions to uncover Growth or Trouble

There is never enough selling time. Sales Funnel KEY IDEAS: There is never enough selling time. Selling priorities and time allocation are two different things. Every sale requires four kinds of selling work.

Define where you are in the selling process Sales Funnel A device that can be used as a tool to help focus salespeople and managers Manage selling time Define where you are in the selling process Track Single Sales Objectives Prioritize selling activities Balance the four kinds of selling work

Cover the Bases Close the Order Sales Funnel Prospect Qualify Cover the Bases Close the Order Data suggests a potential fit Data suggests a possible order Data verifies a possible order Clearly defined next steps Little or no luck involved Universe Above the Funnel In the Best Few

Strategic Selling® Key Elements What are we proposing to sell? What is our current position? Is the prospect a good match for what we offer? How does each Buying Influence rate my solution, and what evidence do I have to support this rating? What does each Buying Influence get out of what I’m proposing? Who are the Buying Influences, their roles, openness to change, and level of influence? What are those factors that strengthen my position, and what are those things I need to fix or neutralize? What are some possible actions we could take to strengthen our position? What information do we need, and what are the best actions to take, who will do them, and when?

Program’s Win-Win goal Individual decision-making process Conceptual Selling® – Customer-Focused Interactions An Introduction Program’s Win-Win goal Individual decision-making process Buying Influence’s Concept Meeting Plan

Customer-focused tool to prepare and differentiate Key Outcomes Customer-focused tool to prepare and differentiate Definitions of Buying Influences and their unique decision-making process Proactive questioning process to secure missing information Commitment from every customer meeting A common language and methodology to guide customer interactions

Conceptual Selling® Aligns The Buying and Selling Processes Erin – will need to do builds SELLING PROCESS BUYING PROCESS TARGET PROSPECTS STATUS QUO QUALIFY RECOGNIZE NEED TO CHANGE RECOGNIZE NEED TO CHANGE COVER THE BASES DEFINE PROBLEM PROPOSAL EVALUATE OPTIONS CLOSE CLOSE SELECT BEST FULFILL IMPLEMENT UP-SELL AND CROSS-SELL ASSESS VALUE

Joint-Venture Selling

Buying Influence’s Concept Competition Boss Organizational Issues Family Breaking News Outsourcing Effectiveness Losses Emerging Market Opportunities Pricing Managing Through a Downturn Physical Concerns Service Wins Wants Political Concerns Liquidity Personal-Emotional Fraud Business Issues Make a Contribution Risk Aversion Urgency FIX ACCOMPLISH AVOID

Valid Business Reason is from the Buying Influence’s Perspective

What’s in it for the customer (customer-focused language) Valid Business Reason KEY IDEAS What’s in it for the customer (customer-focused language) Used at the beginning of every interaction Two specific uses – Purpose of the meeting – Start a meeting Not optional

Action Commitments BEST ACTION COMMITMENT The best commitment to action that can be expected from the Buying Influence as a result of the meeting MINIMUM ACCEPTABLE ACTION COMMITMENT The Minimum Acceptable Action Commitment that can be expected from the Buying Influence as a result of the meeting for you to continue to invest in this opportunity SELLING PROCESS BUYING PROCESS

Action Commitment Guidelines A Buying Influence’s measurable action is the focus of commitment Commitments realistic for this: — Step of the buying process — Buying Influence’s authority and responsibility Commitment that moves this sale forward Best and Minimum are linked SELLING PROCESS BUYING PROCESS

Professional Credibility KEY IDEAS: It is important in every interaction. People won’t ‘buy’ or co-operate if they don’t trust you. Having credibility means you are believable and reliable. Ultimately, credibility must be earned although it may be transferred temporarily. To satisfy customers, get repeat business and long-term relationships, one must be credible.

Getting Information Giving Information Getting Commitment Debrief Course Overview Day Three – Cont. Getting Information Giving Information Getting Commitment Debrief Meeting Plan

What are your Strengths? Unique Strengths THOUGHT PROCESS: What are your Strengths? Which of these Strengths connect to the Buying Influence’s Concept? Do these strengths create differentiation? True differentiation happens when the customer sees your value added, and it is unique to his/her solution image.

A Basic Issue is a “perceived” personal LOSS. Basic Issues KEY IDEAS: A Basic Issue is a “perceived” personal LOSS. Only people WIN and LOSE – not corporations. Objections are not Basic Issues. Basic Issues normally have nothing to do with you personally. Uncovering Basic Issues is not an option, it is imperative!

Hesitation Questioning attitude Repeated objections Failure to commit Basic Issue Signals Hesitation Questioning attitude Repeated objections Failure to commit Argument Passive resistance

What the customer is trying to fix, accomplish, or avoid. What we are proposing. What the customer is trying to fix, accomplish, or avoid. Developing the proper questions and sequence for a productive meeting Why the customer should meet with you Expected outcome of the meeting. Developing the proper questions to move the pursuit forward Differentiating your solution