Advanced SellingAnd

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

Impo

rtan

t N

ot Im

port

ant

Not Urgent

Quadrant II

Quadrant III Quadrant IV

Activities Activities

Activities 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 ImprovesCommunication 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 LadderPrice Resistance Decreases

There is Little or No Competition

At the Bottom of the LadderThere is Intense Price Resistance

Competition Is Fierce

The Value Ladder

Products

Services

Relationships

Process Integration

Innovation

Partnership

Organizational Impact

ClientService 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 ApproachDo you know this person?

Client’s Customers and Suppliers Indirect Approach

Client's Lawyers and BankersAnnual Letter

Seminar Response CardNewsletters

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 ObjectivesProblems

Needs and WantsDecision Process

Budget and TimingCompetition

Techniques to Build Presentation

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

Eight Organizing Structures1. Question and Answer Structure2. Problem-Solution Structure3. Chronological Structure4. General to Specific Structure5. Specific to General Structure6. Cause and Effect Structure7. Comparison/Contrast Structure8. 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

Creator P - ________________________________________E - ________________________________________P - ________________________________________

Advancer P - ________________________________________E - ________________________________________P - ________________________________________

Refiner P - ________________________________________E - ________________________________________P - ________________________________________

Executor P - ________________________________________E - ________________________________________P - ________________________________________

Flexer P - ________________________________________E - ________________________________________P - ________________________________________

P.E.P. Cycle Creator

P Short Lived Stage

E Gets an Idea

P What if they don’t like it?

P.E.P. Cycle Advancer

P No Ideas

E I hear An Idea I Like

P People Poke Holes and Raise Objections to Ideas

P.E.P. Cycle Refiner

P No Ideas

E Clarifies ObjectionsPokes HolesMakes Idea Better

P What if they can’t handle?

P.E.P. Cycle Executor

P Oh, You’re going to change?

E I have the information I need to implement the plan.

P Afraid it won’t work

P.E.P. Cycle Flexer

P We Have Nothing

E Plays Role of Dealmaker

P What 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 Considerationsfor 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

Thank You