1. Strategic Information Initiatives
Week 7
Sales Process
Frank Coker, MBA, CMC
President
CoreConnex, Inc.
(a software and service company – a new start-up)
office
Frank Coker, MBA, CMC
President
Information Systems Management, Inc.
(a consulting firm – since 1985)
office

2. Agenda
All about selling:
Context
Process
Actions
Principles
Secrets

3. Selling Context What is selling – at its best?
Helping a buyer get what they want or need
Facilitating something that needs to happen
Alignment, understanding, mutual benefit
Communication: 2-way dialog
Facilitation
What is selling – at its worst?
Getting a buyer to buy what you want to sell
Pushing something that is not really needed
Forcing a perspective that benefits you
Promotion: 1-way monolog
Persuasion

4. Selling Process Sales lead Qualified prospect Need identification
Proposal
Closing
Deal Transaction
Wikipedia
Assess Environment
Develop strategy
Buying influences
Red flags
Find the buyer
Find the coach
Co develop process
Refine offer (test alternate positions)
Agreement
Strategic Selling, Miller and Heiman
Establish interest
Identify need
Build credibility (differentiate)
Define buyer’s process
Proposal
Objection handling
Closing
Deal transaction
Ongoing resell
IBM

5. Selling Actions positively expectant enthusiastic asking questions
listening
qualifying the opportunity (for both parties)
discovering hot buttons (what's in it for them)
building rapport
establishing trust
developing credibility
developing a valuable relationship
addressing objections
planning next action steps
confirming understanding
asking for referrals
seeking additional opportunities to serve & sell
evaluating responses & results (positive/ negative)
affirming decisions (minimizing buyer's remorse)

6. Selling Principles Start at the top – avoid “working up”
Require/earn respect (mutual)
Understand the buyer’s view
Insist on integrity and full disclosure
No apologies
Start with yes
Know “firm lines” versus points of flexibility

7. Selling Secretes The rule of 7 no’s to every yes
Don’t talk past the sale
Every objection is a pointer to “yes”
The sale is not done when you get a “yes”
Create a journey of “yes’s” – grow from small to large “yes’s”
Don’t confuse features and benefits
Sales are derived from benefits, not features