1. WWW.LADEGAARD.AS Presentation and Negotiation

2. WWW.LADEGAARD.AS Agenda Welcome, reflections and expectations Presentation skills Objections and buying signals Closing and negotiation

3. WWW.LADEGAARD.AS Reflections and repetition from the previous modules

4. WWW.LADEGAARD.AS What does the sales process look like? What tools are there in the “tool box”? How do we use them?

5. WWW.LADEGAARD.AS The ABC of the sale ContactCloseNeedSolution AttentionBenefitClose Small talk Agenda The customer’s situation Open-ended Questions Important, focus on, benefit Science questions What challenges the customer Present the solution with FAB The customer must understand the benefit Handle objections Summarize Accept Next step Who does what - and when? Preparation Follow up

6. WWW.LADEGAARD.AS Presentation of your products

7. WWW.LADEGAARD.AS The presentation circle Analysis Planning Follow up Presenting

8. WWW.LADEGAARD.AS The presentation circle Analysis Planning Follow up Presenting

9. WWW.LADEGAARD.AS 2 x T and 2 x M Target group Target Motivation Methodology

10. WWW.LADEGAARD.AS Preparing the presentation Who is your audience? What are your objectives? Which methodology do you want to use? What motivates your audience to be involved?

11. WWW.LADEGAARD.AS Target group How many are they? What’s their level of knowledge? What type are they?

12. WWW.LADEGAARD.AS Target What is expected of them after the presentation?

13. WWW.LADEGAARD.AS Methodology How do I execute my presentation? How will I remember all my different topics? Which tools and accessories are necessary? Am I planning a monologue or dialogue? Group discussion or group work? Questions from the audience? How do I handle and answer them? What do I to if…? Worst case!

14. WWW.LADEGAARD.AS Presentation circle Analysis Planning Follow up Presenting

15. WWW.LADEGAARD.AS Preparing the presentation Say what you intend to say Say it! Say what you just said

16. WWW.LADEGAARD.AS Mind Map ”Why Marsing” Introduction I believe BecauseExampelsObjection Closing remarks

17. WWW.LADEGAARD.AS Presentation circle Analysis Planning Follow up Presenting

18. WWW.LADEGAARD.AS Presenting The room Video & audio equipment What’s allowed? Voice and language Body language

19. WWW.LADEGAARD.AS Introduction – Say what you intend to say Welcome Presentation and expectations Say what you intend to say Your competence What is allowed Time frame

20. WWW.LADEGAARD.AS Say it! Headlines – signs Methodology Body and voice Time management Metaphors Jokes Irony

21. WWW.LADEGAARD.AS Closing remarks This concludes my presentation Questions? Summary Any extra questions Summary – conclusion Next step

22. WWW.LADEGAARD.AS The basic law of sales Analysis Planning Follow up Presenting

23. WWW.LADEGAARD.AS Follow up How did I do in terms of my preparation? Did I involve the whole audience? Did I answer questions satisfactorily? Did I keep the time schedule? Was I inspiring? Did I follow my plan? Were my slides ok? Did we agree on the next step?

24. WWW.LADEGAARD.AS Objections and Negotiations

25. WWW.LADEGAARD.AS Objections Raise objections in advance Advantages: Allows you to answer at a time that suits you Shows that you understand the customer Makes you sound credible and serious

26. WWW.LADEGAARD.AS Objections Don’t: Ignore them Challenge them Question them Interrupt Agree argue

27. WWW.LADEGAARD.AS Objections Listen – let the customer finish! Go along with things. Put yourself in the customer’s place. Try to understand the customer’s point of view.

28. WWW.LADEGAARD.AS Objections Instead…. Discussion Focus on benefits Remember to get the customer’s acceptance

29. WWW.LADEGAARD.AS Objections What does the customer say to avoid dealing with you?

30. WWW.LADEGAARD.AS Closing technique Summing up Alternative Reference Isolation Extra benefit Fear – pressure

31. WWW.LADEGAARD.AS Negotiating technique A negotiation is communication between two parties with shared and opposing interests.

32. WWW.LADEGAARD.AS ”I like to listen. Most of what I know has been learned by listening carefully to what people are really saying.” ” Most people don't listen. That's why they have no stories to tell.” Ernest M. Hemingway. The most powerful tool… listening

33. WWW.LADEGAARD.AS Sources of strength in negotiations In most negotiations, both parties will try to gain advantages by using power derived from one or more of the following sources: What competitors are offering Time pressure Knowledge and information Personal qualities and attitudes Negotiating ability and experience Personal commitment Investment by the other party Personal or political connections Threat or promise of reward, punishment or other form of sanction Appeal to moral or ethical principles or honesty Differing degrees of need to reach an agreement Ability to find - and use - new variables Empathy - the ability to understand the other party's situation and needs.

34. WWW.LADEGAARD.AS Two basic kinds of negotiations: Conviction-based negotiations Interest-based negotiations

35. WWW.LADEGAARD.AS Conviction-based negotiation I must adopt an opinion or conviction that gives me something with which to negotiate. I must remain firm in my conviction for as long as possible and only make minor concessions. If the other party gets more, there will be less for me. I have to show how strong I am so I don't lose the power struggle.

36. WWW.LADEGAARD.AS Conviction-based negotiation Only one 'right' solution My solution – not yours I'm right – you're wrong Best case: win/lose situation Worst case: lose/lose situation

37. WWW.LADEGAARD.AS Interest-based negotiation Generate a result that is so good that nobody could ever beat it Generate a result that is mutually advantageous so none of the parties want to change it afterwards Maintain good relations, both during and after the negotiations Targets:

38. WWW.LADEGAARD.AS In partnerships: Always used interest-based negotiations

39. WWW.LADEGAARD.AS Guidelines for interest-based negotiation Speak openly about your interest Stick to facts – no guesswork. Be credible Get the other party to accept and understand your interests Insist on your interests being met (understood) Chronology of the negotiation – “meeting points” Shared interests Neither/nor interests Conflicting interests Acknowledge the interests of the other party (not the same as giving in to them!!) Formulate the problem before you propose a solution Be open to corrections

40. WWW.LADEGAARD.AS Interest-based negotiation Never modify your interests! Never add or remove points!

41. WWW.LADEGAARD.AS Plan the negotiation

42. WWW.LADEGAARD.AS Interest-based negotiation THE METHOD Keep the person and the problem separate Focus on interests - not convictions Find mutually beneficial solutions Use objective criteria Know your 'BATANS' Find the other party's 'BATANS'

43. WWW.LADEGAARD.AS Interest-based negotiation B NS A T A Best Alternative To A Negotiated Settlement

44. WWW.LADEGAARD.AS Analysis of the interests As the other party sees them As I see them MineThe other party’s SPECULATION! FACTS SPECULATION! FACTS I know I think I know

45. WWW.LADEGAARD.AS Interest-based negotiation Shared interests, neither/nor and conflicting interests Does it benefit me? YESNO Does it harm me? NOYES Shared Neither /nor Conflict The other party's interests: Demands, wishes and concerns

46. WWW.LADEGAARD.AS Phases of negotiation Analyze interests + BATANS (opening bid, target, lower limit) Initial discussion: The parties have met but negotiations have not yet commenced. Before the negotiation During the negotiation Proposal: The parties define their interests, demands and offers. The negotiation: Giving and taking – never give anything away – SWAP! Compromise(s): When the parties are getting closer – and the differences are clear. Conclusion: When agreement has been reached – summarize and ACCEPT!

47. WWW.LADEGAARD.AS Phases of negotiation After the negotiation Follow-up: An agreement has been made and confirmed. Stick to what you promised.

48. WWW.LADEGAARD.AS Summary Avoid conviction-based negotiations When the other party states a conviction – look for the shared interests. Find variables – what do we have? What can we bring to the table? Be open about your interests. Help the other party if defining the shared interests is difficult. Acknowledge the other party's interests – both SHARED & CONFLICT. Use your variables to find NEITHER/NOR. Take a break in the negotiations if necessary. Agree on a clear allocation of roles, if there are several of you involved. Never forget the conflicting interests. Summarize and accept before the parties leave. Deliver on what you've promised.

49. WWW.LADEGAARD.AS 0505 JUST DO IT! NIKE