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(YOUR TEAM HERE)

(TEAM LOGO HERE)(TEAM LOGO HERE)

Outside Sales Pitch

Presented by:Presented by:

(YOUR NAME)(YOUR NAME)

(DATES)(DATES)

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Selling the CEO

Telling is not selling

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Types of presentations

1. Canned presentation.

2. Wing it presentation.

3. Planned presentation.

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Planned presentation

• Not a stream of consciousness by the salesperson.

• Not flying blind.

• Not an avalanche of information.

• Well orchestrated, well-rehearsed, and professional.

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What a planned

presentation isLogical, step-by-step process of

teaching and learning.

YOU are teaching how our tickets can be used to increase the prospect's sales.

You are learning from the PROSPECT which key benefits will work best for him. The PROSPECT should talk 70% of the time.

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You’re going to have a conversation with the prospect on how your team can improve the prospect’s business.

In your conversation, you’ll have stories, pictures and props to help make a point.

Stories, pictures & props

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3 easy parts to the Planned Presentation

1. Intro: 60 seconds.

2. Pitch: 3-4 minutes.

3. Close: 4-5 minutes.

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First thing

Breaking the preoccupation

barrier

Warning: You have 30 seconds

to convince them that they

should listen to you.

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Breaking the preoccupation

barrier

You walk in carrying a prop from your team. You hand it to the prospect.

“Would you please hold this while we talk? It’s a tool we use in our business.”

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Your small talk

“We have a thing that we call silly putty tickets--remember silly putty, you can shape it, stretch it, mold it.” (Stage direction: Bring out an egg of Silly Putty and hold it up.)

“Well, we can shape and mold our tickets to your specific needs to help you increase your sales.”

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First of five questions in Part

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Q1. “For instance, how many local sales people do you have?”

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If the answer is ‘none’

If the answer is ‘none’ to Q1, then the rest of this presentation is not applicable.

You would swing right into group sales. Your next questions would be, “How many employees do you have here?” You would then start pitching a group sale, which is different.

As for now, assume that the answer is a number.

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Ask just five questions for

Part 1

Q2. “How many key accounts does each salesperson have?”

Q3. “What size is an important account?”

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Planned presentation,

Part 1

Q4. “How important is new business to your salespeople?”

Q5. “Do you have a strict plan that is designed to get new business every month?”

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That’s it for Part 1

Q1. How many local sales people do you have?

Q2. How many key accounts does each salesperson have?

Q3. What size is an important account?

Q4. How important is new business to your salespeople?

Q5. Do you have a strict plan that is designed to get new business every month?

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Part 2The Pitch

(3-4 minutes)

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The First Step

“It’s always tough to get salespeople to focus on new business. By using our silly putty tickets, you can get them to focus on new business, and, you can keep track. For example, the first step would be to have each salesperson identify in writing to you which new prospects are key to them.”

Q6. That wouldn’t be too difficult to do, would it?

A. _____________

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Planned Presentation

“Most of my clients have told me the key to building business from new prospects is for the salesperson to develop a good relationship with them, usually through constant contact.”

“A lot of times, to build that relationship, salespeople will use an out-of-the office activity like golf or lunches.”

“Some of my clients have told me their problem with golf is that some people just may not be good golfers and it’s almost more embarrassing to play than not. And, it’s pretty expensive. And when was the last time you had a memorable chicken sandwich at lunch?”

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The 2nd step:Going to a game

“Here's how it works.

“The salesperson calls a prospect he’s been working on for a little while. He says, “How about joining me for the Kangaroos game next week. I’ve got the President’s seats.”

“This is not a situation of the salesperson just giving away the seats--it's the salesperson inviting the prospect to go with him. Now, the salesperson has the chance to do some real out-of-the-office bonding.”

“Remember, he wants to develop a relationship through constant contact. Giving the tickets away doesn’t help build that relationship.”

Part 2

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Getting an important ‘yes’ answer

Q7. How effective do you think 2-3 hours at our game would be for relationships?A. ___________________

What could be even better is if you as the President or maybe your

sales manager could go also.

Q8. Would you be willing to do that occasionally?

A. ____________________

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What to do when a negative answer pops

up

You have two strategic tools to battle almost any negative answer:

1.You ask another question: “How do you mean?”

2.You have ‘evidence letters’.

You can use these two tools any time a negative answer comes up.

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Using the Evidence Letter in a positive/negative

situationPositive answer.

PROSPECT: "Yes, I think that would be effective.“

YOU: “You're exactly right, look at how one of my clients benefited by using our tickets to get new business...”

(Hand "evidence” letter to prospect and tell a story).

Negative answer.

PROSPECT: "I don't think that going to a game would help in getting new business..."

YOU: “How do you mean?”

PROSPECT: (Almost anything.)

YOU: “That's a valid concern and many executives that I have dealt with had a similar concern....(Bring out "evidence" letter) and here is how they have done...”(Hand "evidence” letter to prospect)...

 

Part 2

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A ‘no’ that could lead to a ‘yes’

Q9. “Would it be asking too much of your salespeople to spend one evening a month with a solid potential client?

“It should be someone the salesperson has already identified to you as a key new business prospect.”

A. _______________

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Doing the math

“Our season is about six months long.

“If each one of your salespeople took just one key prospect a month to one of our games, each salesperson would bring six prospects a season.”

Q10. “Of those six prospects, how many do you think would end up as customers?”

Part 2

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Doing the math, con’t

“Let’s see. If each salesperson converted just one prospect to become a customer that would be____ (Answer to Q3, Average account size) for each salesperson. That would be _________ in new business” (multiply the above number by the number of salespeople.)

Q11.Do you see how I arrived at this number?A. ________________

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“You know, we’ve been talking about new business. We might also consider your existing clients. After all, your competitor may be out there trying to build the same relationships with your clients.”

Q12. “Would it be asking too much to have your salespeople also spend just one evening with an existing client as well as one evening with a prospect?”

Doing the math, con’t

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Doing the math, con’t

“To give each salesperson one game a month for a prospect, you would need ____ games a month.”

Q13. “Does that make sense to you?”

“You would need a similar number of games per month for your salespeople to take existing clients out to the games.”

“All in, you would need tickets for a total of _____ games per month.”

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Zeroing in

“Now let’s talk about which type of ticket would work best for you.

“Based on what you’ve told me, here’s what I would suggest you do.

“Our best available seating area is _______________. With these seats, here’s what you get…(describe benefits

here) :

Part 2

Part 3Wrapping Up The

Sale

(4-5 minutes)

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Cost

“To have each salesperson take out one key prospect per month, you would need tickets to ____ games a month.”

“To have each salesperson take out one current client per month, you would need tickets to a similar number of games.”

“To have a planned, controlled new business campaign that has a modest cost, you would need tickets to _____ games per month.”

“We play on average, ___ games per month. Because you need ___ games, I recommend (number) full season tickets.”(see the chart on the next page for details)

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Salespeople Prospects Clients G # of pkgs Comments Club Level Whites Blues

1 6 6 12 4 Quarters No extra games $ $ $

2 6 6 24 4 Half Season 2 less games for salespeople $ $ $

3 6 6 36 4 Full Season 8 extra games for employees $ $ $

4 6 6 48 4 Full Season 4 fewer games for salespeople $ $ $

5 6 6 60 4 Full; 4 Big Game 2 fewer games for salespeople $ $ $

6 6 6 72 4 Fulls; 4 Half 6 fewer games for salespeople $ $ $

7 6 6 84 8 Full Season 4 games for employees $ $ $

8 6 6 96 8 Full Season 8 fewer games for salespeople $ $ $

9 6 6 1088 Full Season;

8 Big Game Perfect Fit $ $ $

How to read the chart

Column 1: See number of sales people in left hand column.Column 2: Each salesperson needs tickets for 5 prospects (one game per

month).Column 3. Each salesperson might need tickets for 5 current accounts

(one game per month.)Column 4. Total games needed for this prospect.Column 5. Best ticket package for that need.Column 6. How those tickets can be used.Column 7, 8, 9. Prices for four tickets per ticket package needed.

Asking for the order

“The cost to have a planned, controlled new business effort is really quite nominal for the return. For each one of your salespeople to take just one key prospect once a month and one current client a month you would need ____games per month or _____ games for the season.

(Stage instruction: Look at your chart and find the row with 5 salespeople. You do’t have to stumble around doing math, it’s right there.)

“The return on investment is substantial. If each salesperson brought in only one new piece of new business because of this focus on new business, your sales would increase to $125,000.” ($25,000 x 5 = $125,000).

“Because you need 60 games, I recommend four full season tickets. That would leave 10 games for your employees or more customers. Your costs for 4 season tickets is only $14,000.

“How happy do you think you’d be with those results by giving this plan a try? That decision would be worth at least $125,000 in new business to you and maybe up to $250,000 in new business.

“Let me get this order in today. Don’t worry about a thing, I’ll take care of all the details....”

Q14.Would you prefer the seats in your name or the company’s name?

Stage Directions: Remain silent and let the prospect speak.

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Handling Objections

Tips on closing

1.Pause before speaking, just a couple seconds. It will make it appear you are truly considering their objection.

2.If there is an objection, first ask, “How do you mean?”

3. Silence is the strongest closing tool.

4.The most difficult part of selling is asking for the order. The most difficult part of closing is…not talking your way out of a sale.

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“I need to talk to my partner”

objectionCEO: “Let me talk to my partner (wife, business manager, dog etc) and get back to you.”

SALESPERSON: “Mr. Prospect, I can understand wanting to talk to your partner. When would you be able to talk to your partner?”

CEO: “Thursday (or some other date)”

SALESPERSON: ”Having looked at this program and looked at the new business potential, what will you recommend?”

CEO: “I think I would recommend it.”

SALESPERSON: “What do you think your partner will be inclined to say?”

CEO: “I think he’d like it.”

SALESPERSON: “ Then why don’t we do this. Let’s sign you up today and we’ll use our Opt-Out Clause. Here’s how it works. You’re meeting with your partner on Thursday. Well, I’ll write next Monday’s date at the top of the agreement. You have until that date to Opt-Out if you decide this isn’t right for you. This way, you can get the better seat locations, but, if you and your partner decide that this isn’t for you, you’ll just call me up and cancel the order.” I’m allowed to hold seats without money for up to three accounts. You would be my third.”

Objections

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“I’ll talk to the sales staff” objection, Part 1

CEO: “Looks pretty good. Let me talk to my salespeople and make sure they are into it and get back to you.”

SALESPERSON: “When would you talk to your salespeople about this?”

CEO: Thursday

SALESPERSON: “Jim, you said earlier that it wouldn’t be too much to ask of your salespeople to spend one night a month out with a key prospect, right?”

CEO: “I think it’s reasonable.”

SALESPERSON: “And, you said you thought our games were a good place to develop relationships and there was a potential of ____________ in new business, right?”

CEO: “Sure”

Objections

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“I’ll talk to the sales staff” objection

SALESPERSON: “Then with all due respect to your salespeople, why let them even vote on it? Why let them vote on $________of new revenue for your company? If you think this will work and you think they can spend just one evening a month out with a prospect, and generate $________ to $________in new business, what’s there to vote on? What if they voted no? I had a client last year who was concerned about whether his salespeople would use the tickets. Here’s how well it worked for him.”

(STAGE DIRECTIONS: Hand a testimonial letter to the CEO.)

SALESPERSON: (when CEO looks up from the letter): “Why don’t we do this? Let’s sign you up today and we’ll use our Opt-Out Clause. Here’s how it works. You’re meeting with your salespeople on Thursday (see above). Well, I’ll write next Monday’s date at the top of the agreement. You have until that date to Opt-Out if you decide that this isn’t for you. This way, you can get better seat locations, but if your sales staff really fights you on this by next Monday, you just call me up and I’ll cancel the order. Can I reserve those seats today?(STAGE DIRECTION: BE SILENT AND LET THE PROSPECT SPEAK NEXT)

Objections

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“It costs too much” objection

SALESPERSON: “How do you mean?”

CEO: “Well, we had a tough year and cut some budgets and I have to be smart on some expenses (or some other explanation).”

SALESPERSON: “I can understand that. (pause). I had some other clients that felt the same way. They thought of it this way. You said yourself that you thought you could generate $ _________ in new business for a pretty reasonable cost of $ __________ . That sounds like a pretty smart move on your part. What is it here that is really causing you to hesitate?”

BE SILENT AND LET THE PROSPECT SPEAK NEXT

SALESPERSON: (If he continues to persist on cost.) “What would you be more comfortable with?”

Objections

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“It costs too much” objection- con’t

SALESPERSON: “Within that price range, I think this could work for you” (cut the original recommendation down with either a cheaper priced ticket or fewer games and explain the number of games in this package.) __________________________________________________________________________. “With this plan, you can still get really good seat locations and pretty close to the right number of games. If this works the way we both think it will, you can always add games or upgrade your seats during the season. Will this work for you?”

STAGE DIRECTIONS: BE SILENT UNTIL HE SAYS SOMETHING

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None of my clients are fans of your team or

sport (Or) Let me talk to a few clients

to see if they are interested.

SALESPERSON: “How do you mean?”

CEO: (some explanation)

SALESPERSON: “That makes sense to think about your clients. Let’s really think about this though. This program really is designed to get new business. You said earlier that our games would be an effective place to build relationships, right? Well, prospects might not be fans of our team, but most like to see the biggest stars of the league at some of our biggest and best sold out games. This works for getting new business and it will work for most of your clients. I can take your order right now and get this new business program going.”

STAGE DIRECTIONS: Be silent and let the prospect speak next

I’ll just buy from StubHub or online

SALESPERSON: “I can understand how easy it is to buy from StubHub. However, StubHub has some weaknesses for businesses: 1) You can’t really plan in advance with a controlled new business strategy, 2) You never really know how much you’ll pay for tickets and more importantly, whether you can get decent seats, 3) You also don’t get access to the other features and benefits of being a ticket package buyer with the team.”

“I can take your order right now and get this new business program going.”

“What is it about this package that’s really causing you to hesitate?”

Objections

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“I can’t see this working” objection

SALESPERSON: I can understand that this sounds crazy that you can get all this new business by going to games. But, IT DOES WORK. And, what is your risk? It’s only about $_______. That’s not much of a gamble—$________to get $________, maybe $________. What if it isn’t as effective as I say it is? What if it’s only 75% effective? That would mean you would get over $________ in new business for a $________ investment. Plus you’ll have a lot of fun at our games. Would it be all right if I placed your order today?

BE SILENT UNTIL HE GIVES YOU A REAL OBJECTION

Objections

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“I’d like to think about it” objection

CEO: “I’d like to think about it.”

SALESPERSON: “I can understand that. If you took some time to think about it—maybe even thinking about it walking some beach—and you thought about the $__________ in new sales and the $__________ in cost, do you think you would be inclined to do it?”

(If the answer is yes or probably, say, “Well, then, why don’t we just do it. You’ll really be pleased with the results. ”)

(If the answer is no or probably not, ask why. “Really? You’d be getting ______ in new revenue and it cost only _______, What is it that’s really causing you to hesitate here?”)

Objections

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To those who HESITATE

CEO: (Hesitating)

YOU: “Let me tell you about a company that was in the same position as you and he followed this plan and decided to give it a try. Take a look at these numbers....”

(Hand the prospect another evidence letter and be quiet while the CEO reads it.)

YOU: “How happy do you think he is that he gave this plan a try? That decision was worth $100,000 in new business to him. Let me get this order in today. Don’t worry about a thing, I’ll take care of all the details....”

Objections

BIG INVESTMENT BANK, INC123 Main StreetYourtown, USA

February 7, 2XXX Mr. Steve DeLay Corporate Marketing Manager YOURTEAM 1000 Stadium Drive Yourtown, USA Dear Steve: Recently I reviewed my marketing plan for next year. I realized that an important aspect would involve being with clients and prospects away from the office pressures and meetings. With your prompting, I purchased ticked to your team to determine if this would be a comfortable locale to get to know my clients better. I purchased one of your plans. Here are some early returns. I invited a prospect, the owner of a small business in the next town, to a game. Previously he had been too busy to really chat over the phone. We met at the game. Within minutes we were in the flow of the game and we had fun. During a lull in the action, we talked about investment strategies and he said he could use more personal attention that he was getting from his currect managers. At halftime, we talked some more about his goals, a lot about the progress of the game and who was playing best. At the end of the game we agreed to meet in his office to more formally discuss his pension plan. To make a long story short, we got the prospect’s business, and our earnings on it will be in the tens of thousands of dollars. I look forward to bringing other clients and prospects to the remaining games in my package. Kindest regards, Joseph X. Myers Senior Vice President

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Making the decision

“Let’s take a look at this. . .the pros and the cons.”

(Take out a piece of paper for this. Draw a line vertically down the middle. Write ‘Reasons for’ in upper left; ‘Reasons against’ in upper right).

“Let’s put down the amount of new business in the left hand column....”

Objections

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Making the decision

Reasons for Reasons against

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Making the decision

Reasons for Reasons against1. New

business of over $_____ over five months.

2. Renewal of that new business to equal at least $_____over the next year.

3. Total minimal increase of new business would be $_______over the next 15 months.

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Making the decision

“Now let’s look at the reasons why this might be of advantage to you.” (Write down the number of things in conjunction with prospect.)

“Now, is that everything? Can you think of any more reasons?”

“Wait...I’ve got one....It’s a fun way to get new business. There’s nothing wrong with that is there? Well the numbers are fun enough, but I’ll write it down anyway.” (Write down ‘fun’).

“Now, M________, let’s fill out the other side.”

(Give the prospect the pen and the paper and let him fill out the side ‘Reasons against’ all by himself. They’ll come up with price. Help them. Tell them how much it is. The most reasons they could come up with is probably three.)

“It looks like you made your decision...”

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Follow-up meeting

CEO: “I’m not sure about this and have to talk to a few people first. Give me a call next week and I’ll let you know.”

YOU: “I can understand that. I am actually going to be right down the street at ________ (insert company) for a meeting at 10:00am on Tuesday. Would it be okay to stop by here at 9:30am to answer any new questions or get this wrapped up?

STAGE DIRECTIONS: The salesperson should be reaching in to their bag for an appointment book or their cell phone for a calendar. This will make it seem more ‘official’ that they are going to be back in the area.

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When all else fails: The Columbo Tactic

When a prospect says no, or delays a decision.....

“OK, thank you for your time. I hope I can get back to you another time.....” (You get up, put away your stuff and walk to the door of his office. At the door, you stop and ask...)

“Before I go, can I ask you just one question? I’ve tried to present our product the best way I know how, but I’m a young guy (woman) and I’m not very experienced in this business, and I’d really appreciate you telling me why you didn’t buy today?”

(This improves the chances that they will now tell you the real reason. They will give you the final objection.)

“Oh, Mr. Jones, I didn’t explain that properly? That’s my fault. Doggone it.” (You walk right back in and start closing on that final objection.)

(If you feel you have no chance to make the sale, then…) “Why don’t you just buy one of our all-inclusive seven game plans and test this out. After all, it’s only about $XXX for two seats. Heck, you could give them to your assistant for all her hard work.”

Objections