Advanced Selling And Proposal 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

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

The Dominant Improves Communication With More…  Willingness to consider client feelings and opinions  Offers of support and flexibility  Patience and empathy  Relaxation and a willingness to allow clients enough time to process recommendations

The Influencer Improves Communication With More…  Patience and Deliberateness  Attention to Details  Emotional Control  Understanding of Other Styles and their Decision-Making Process

The Steady Improves Communication With More …  Directness in Addressing Business  Willingness to ask for the Business  Attention to Detail

The Conscientious Improves Communication With More…  Willingness to change pace and approach to accommodate the client  Sensitivity to buyer’s need to develop trust and confidence  Willingness to get to know the client  Persistence when things don’t go as planned

Five Star System

 Price Resistance – Sticker Shock  Price Anxiety – The “meter” is running on me!  Payment Resistance – Buyers Remorse The Three Pricing Emotions

The Law of the Ladder At the Top of the Ladder Price Resistance Decreases There is Little or No Competition At the Bottom of the Ladder There is Intense Price Resistance Competition Is Fierce

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

Levels of Listening  Ignoring  Pretending  Selective  Attentive  Empathic

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

Eight Organizing Structures 1.Question and Answer Structure 2.Problem-Solution Structure 3.Chronological Structure 4.General to Specific Structure 5.Specific to General Structure 6.Cause and Effect Structure 7.Comparison/Contrast Structure 8.Topical Grouping Structure

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

Your Pattern is…..?  Patterns of Your Team  Your Best Role on a Team  Three Things You Do Best in Selling

P.E.P. Cycle for Each Team Pattern CreatorP - ________________________________________ E - ________________________________________ P - ________________________________________ AdvancerP - ________________________________________ E - ________________________________________ P - ________________________________________ RefinerP - ________________________________________ E - ________________________________________ P - ________________________________________ ExecutorP - ________________________________________ E - ________________________________________ P - ________________________________________ FlexerP - ________________________________________ E - ________________________________________ P - ________________________________________

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?

Oral Presentation Techniques  Plan your closing first.  Begin your presentation with the unexpected.  Choose an organizing strategy that fits with your audience.  Decide on your motive for speaking.  Keep it simple and short.

Proposals

A Good Proposal  Is Clear and Concise  Is Well-Organized and Attractive  Demonstrates Value  Has a Competitive Fee  Is Personal and Conversational in Tone  Is Credible, Providing Evidence for any Claim

A Bad Proposal  Wordy and Uses Unexplained Technical Jargon  Densely Typed  Makes Claims Without Substantiation  Poorly Organized From Prospect’s Point of View  Focuses on Firm and What it has Rather than on Client and What They Need or Asked For

Strategy Considerations for Business Advice  Make sure tax, consulting and lead functional or industry people are heavily involved in significant opportunities.  Include these specialists in planning site visits, proposal input, document reviews and oral presentations.  Address How to Budget for the costs of such involvement within your office and group.

Case Study

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