Competitive Pursuit Selling Skills

Start / Stop / Continue The Rainmaker Academy will equip you with a number of tools. In order to organize these tools in a constructive manner, place a Start/Stop/Continue matrix on the inside front cover of your workbook

Objectives  Review complete marketing and selling processes  Develop your full selling skills  Present a complete oral and written proposal  Interact with instructors and classmates to develop selling skills

Time Management Matrix Urgent Quadrant I I mportant Not Important Not Urgent Quadrant II Quadrant IIIQuadrant IV Activities

Summary – Time Management Spending time planning your time Build in flexibility Delegate Know your limitations Create a daily to-do list Do not put off unpleasant jobs

Buying Cycle 1. Need Develops 2. Who can help me with this problem? 3. Evaluate solutions 4. Makes decision 5. Implements solution

Your Differentiators Service Gap Quality Terms Responsiveness Guarantee Industry expertise Pricing Delivery Implementation Integration

Building Your Introduction How do you keep the conversation moving? When they ask “What do you do?”  You know how…  Well…  The result is…

 Quick Response  Best Deal  Easiest to Sell Selling to Dominants

 Purchase with a feeding  Impulsive  They sell you Selling to Influencers

 Want relationship  Buy gently  Decide carefully Selling to Steady

 Want data – Facts  Need processing time  Need precision  Want you to be prepared Selling to Conscientious

Five Star System

 Price Resistance – Sticker Shock  Price Anxiety – The “meter” is running on me!  Payment Resistance – Buyers Remorse The Three Pricing Emotions The perception of value is highest at the moment of delivery!

Persuasive Communicators Listening shows concern and understanding 70% of workday spent in communicating

The Value Ladder Products Services Relationships Process Integration Innovation Partnership Organizational Impact

Client Service Matrix

Twelve-Step Selling Process 1. Prospecting for Leads 2.Gaining Access to Prospects 3.Qualifying Prospects 4.Identifying Decision Influencers 5.Developing Like and Trust 6.Discovering Problems and Needs

7.Creating Wants 8.Handling Objections 9.Demonstrating Capabilities 10.Creating Value Perceptions 11.Persuading Decision Influencers 12.Closing the Sale

NEAD-PAY  N – Who Are You Using Now?  E – What do You Enjoy About “X”?  A – What Would They Alter?  D – Who Else is Involved in the Decision?  PAY STRATEGY

Pay Strategy  Clients may use all services. Value is their goal; money is not an issue  Some clients only want lowest price  Other clients use few services. Want to know service is available

Decision Influencers  The Final Authority CEO, President, Chairman  The User CFO, Controller, Bookkeeper  Technical Investment Bank, Surety Agent  Coach  Gatekeeper

How Do You Handle Objections?  Listen  Restate  Ask Questions  Answer  Confirm

Sell Benefits  Features  Advantages  Benefits

Closing the Sale  Trial Close  Direct Close  Sharp Angle Close  Change Places Close  Tie Down Close

Seven Aces Value of one $15,000 Client x Ten Years = $150,000 An Ace Brings You One a Year $1.5 Million

How Do We Go About Asking For A Referral? Direct Approach Do you know this person? Client’s Customers and Suppliers Indirect Approach Client's Lawyers and Bankers Annual Letter Seminar Response Card Newsletters

Review of Sales Questions  Open–Ended Questions  Close-Ended Questions  Yes/No Questions  Situational or Informational  Problem Questions  SPIN Questions

Need Payoff Questions Expand Implied Needs to Explicit Needs Explicit Needs Reveal Clear Problem Stimulate Desire for Your Solution

Questions Probe for Vital Sales Information Prospect’s Objectives Problems Needs and Wants Decision Process Budget and Timing Competition

Techniques to Build Presentation # 1 Plan Your Closing First #2Begin With the Unexpected #3Organize to Fit Your Audience #4Decide on Your Motive #5Keep It Simple & Short

Build a Powerful Presentation Trust Logic Emotion

Team Selling and Innovation Patterns The Creator The Advancer The Refiner The Executor The Facilitator

P.E.P. Cycle Creator PShort Lived Stage EGets an Idea PWhat if they don’t like it?

P.E.P. Cycle Advancer PNo Ideas EI hear An Idea I Like PPeople Poke Holes and Raise Objections to Ideas

P.E.P. Cycle Refiner PNo Ideas EClarifies Objections Pokes Holes Makes Idea Better PWhat if they can’t handle?

P.E.P. Cycle Executor POh, You’re going to change? EI have the information I need to implement the plan. PAfraid it won’t work

P.E.P. Cycle Flexer PWe Have Nothing EPlays Role of Dealmaker PWhat if they don’t buy it?

Case Study

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