direct success training launch
TRANSCRIPT
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Sales Training Workshop
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Introduction & Overview
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Time Management
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What Is Time?
For what is time? Who is able easily and
briefly to explain it? Surely we understand
well enough when we speak of it. What then
is time? If nobody asks me I know; but if I
were desirous to explain it to someone –
plainly I know not.
~ St. Augustine
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What Is Time?
Time is a continuum in which events
succeed one another from Past through
Present to Future.
Webster’s Dictionary
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WISDOM: Is knowledge rightfully applied
A BASIC ELEMENT OF TIME IS…
KEY TO MANAGING TIME IS…
To gain control of our life, we must
first gain control of OUR TIME!
Personal Productivity
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Time Is Life…
This training is your key to unlocking all the
vital energies and vast potential you possess
vs.effectivenessefficiency
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Profile of an Effective
Account Executive
They know where their time goes
They focus on outward contribution
They build on strengths
They concentrate on the few major areas where
superior performance will produce outstanding
results
They make effective decisions
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Barriers to Planning
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Hope Is Not A Plan
Planning Requires You To…
Review long-range goals & objectives
Evaluate TIME versus TASK-SETTING
To have specific objectives
Anticipate obstacles
Prioritize tasks
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Stephen Covey’s
Time Management Matrix
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I.
ACTIVITIES:
Crises
Pressing Problems
Deadline-driven projects
II.
ACTIVITIES:
Prevention
Relationship building
Recognizing new opportunities
III.
ACTIVITIES:
Interruptions, some calls
Some mail, some reports
Some meetings
Proximate, pressing matters
Popular activities
IV.
ACTIVITIES:
Trivia, busy work
Some mail
Some phone calls
Time wasters
Pleasant activities
URGENT NOT URGENTIm
port
ant
Not
Import
ant
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Ten Steps to Effective
Time Management
1. Unrealistic time estimates
2. Prevent an increasing workload
from fouling up your workday
3. Make meetings effective
4. Controlling interruptions
5. Handling procrastination
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Ten Steps to Effective
Time Management
6. Make useless time, productive time
7. Waiting for answers
8. Organize your work space
9. Telephone skills can create time for you
10. Maximize travel time
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1. Unrealistic Time Estimates
Create a timeline with a critical path
Anticipate obstacles - plan effectively
Build in buffers to allow for interruptions
Clearly define tasks
Negotiate deadlines
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2. Prevent An Increasing Workload
From Fouling Up Your Workday
Effective delegation increases your discretionary time
Strengthen priority-setting
Put some items on the back burner
Don’t reinvent the wheel
Isolate yourself
Set aside a block of time for “must do’s”
“Do I have a perfectionist attitude?”
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3. Make Meetings Effective
Have an agenda
Clearly define the mission and goals
Have a “start” and “stop” time
Have a “time keeper”
Leave with an action plan
Establish a follow-up system
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3. Make Meetings Effective (cont’d.)
Be prompt and attentive
Take notes
Have the right people in attendance
Send a subordinate as your representative
Have a “stand-up” meeting
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4. Controlling Interruptions
Throw up a screen
Set “will see” periods
Use the other person’s office
Don’t sit down
Use your assistant as a terminator
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Pick up the telephone
Turn the tables
“I know you’re busy, this will take a few minutes.”
Be honest
“I’m really busy, can we schedule this for another
time?”
4. Controlling Interruptions (cont’d.)
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Review call - summarize for action
Schedule specific meeting times with associates
and ask …“Can it wait ‘til then?”
4. Controlling Interruptions (cont’d.)
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5. Handling Procrastination
Develop a written plan
Identify area of procrastination
Use affirmations
Do one priority at a time, and finish it
before doing anything else
Force the issue
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5. Handling Procrastination (cont’d.)
Look for a different environment
Create a prioritized daily task
Use self-discipline - DO IT NOW!
Keep work space clean
Use unexpected free moments of time
Put yourself on record
Do the ‘thing I hate the most’
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6. Make Useless Time, Productive Time
Plan and prioritize to achieve your mission
Clip articles from publications and create a
traveling “to be read” file
Let work contract to fill the time available -
- work on a chapter, not the book
Link small points of time together
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7. Waiting For Answers
People take your time for granted
If you don’t value yourself, no one else
will
Use down time constructively
Don’t leave your fate and success solely
in the hands of those who may not share
the same priority
Offer options and possible solutions
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7. Waiting For Answers
Go to a higher authority
Put it in writing -- set a deadline
Use the “DONOVAN Fifteen Minute Rule”
Don’t wait … create
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8. Organize Your Work Space
Create your command center
Clutter is a major form of procrastination
Everything on your desk not relevant to the project
is a distraction
Inventory everything on your desk from A to Z
Handle each piece of paper once and then decide
to Act Now, File, or Trash It
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8. Organize Your Work Space (cont’d.)
Create a maintenance drawer
Create an invisible in box
Create a pending/to be read file
When in doubt, throw it out
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9. Telephone Skills Can Create Time
For You
Outline each call, before you start
Utilize speed dialing
Set aside a specific time for phone calls
Avoid answering the phone when others
are in your office
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Stand up when making a difficult call
Use “egg timer”
Screen calls
Eliminate repeat calls -- go for
appointment
9. Telephone Skills Can Create Time
For You (cont’d.)
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10. Maximize Travel Time
Carry a tape recorder or dictating machine
Listen to tapes in car
Carry folders with articles to be read and tasks to
be completed
Plan trips for maximum effectiveness
Use a good daily planner
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The Sales Funnel
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The Sales Funnel
Above Funnel: Data suggests a possible order or fit
In Funnel: Data verifies a possible order
Best Few: Close
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The Ideal
Customer Profile
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Suspects vs. Prospects
Do they have a problem you can solve?
Do they have the desire to solve the problem?
Do they have the authority to buy?
Do they have the willingness or ability to pay for a
marketing campaign on your station?
Do they have the authority to make a decision
within a certain time period?
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Qualifying
Multi Function
High Volume
High Ticket Item(s)
Highly Specialized Business
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PREParation
Plan
Rehearse
Edit
Psych
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when asking for a meeting
L B RAlways have an
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Never do an introductory call
Try to sound like you’re already on
the inside
Use Confusion ?????
Dealing With Screeners
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Don’t sell the Receptionist.
Leave the L B R and a scheduled time
you’ll get back.
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The Appointment Book
Always be booked up
Always be able to
move something
Schedule your return
calls
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The Client Who Will NOT See You
Be persistent without becoming a nuisance
Don’t give up too soon
Don’t pass judgment on a prospect that has passed
judgment on you
Don’t leave messages
Send a letter
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The Client Who Will NOT See You
Call early in the AM or late in the PM
Stop asking like a sales person
Worship their assistant
Stop calling for awhile
Get creative!
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Goal Setting
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Goals - Two Natural Laws
1. We tend to gravitate to our comfort zone
2. To reach a goal we must leave a comfort zone
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Keys to Effective Goal Setting
Must own the Goal
Must be clearly and specifically
defined written down
Time dimensioned and measurable
Realistically assessed obstacles
Visualization – experience the success
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Customer
Focused
Selling
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Sales Philosophies
Face reality as it is, not as it was or as
you wish it were
Change before you have to
Control your own destiny or someone
else will
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What Elements Drive Demand?
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Questions Must be
Open-Ended
Large number and type of potential replies
Close-ended questions are a yes-no,
multiple choice, etc.
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Questions Must be
Easy to Answer
Questions … Focused, Limited
Specific questions are easier to answer
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Questions Must
Enhance Your Credibility
Every question you ask will either
enhance or detract from your
credibility
Do your homework
Be knowledgeable of their business
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Questions Must be
Non-Threatening
Avoid these topics: Finances, Personal
Information, Competitive Strategy, Trade
Secrets, etc.
Threatening questions require long,
comprehensive answers
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“Contract” through Threatening
Topics
People like to know where they are going
Be careful of touchy areas, explain yourself
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Be Flexible
Allow the client to take the conversation
into areas of their interest
Go with the flow
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Be Sincere & Genuine
Questions always sound better when you
really are interested
Be yourself
Be natural
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Question Structuring
Structure your questions
around the
customer’s behavioral style
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Maintain a Consultative
Atmosphere
Be conversational
Avoid rapid-fire questions
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Break the Mold
Be more than just another
media sales rep
Be a credible problem
solver
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Effective
Listening
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TEN
Keys to Effective Listening
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Ten Keys to
Effective Listening
1. Listen for ideas, not facts
2. Judge content, not delivery
3. Listen optimistically
4. Adjust your note-taking to the speaker
5. Don’t jump to conclusions
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Ten Keys to
Effective Listening
6. Concentrate
7. Thoughts break the sound barrier
8. Keep your mind open … hold emotion in
check
9. Work at listening
10. Exercise your mind
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80% of all sales calls
are made after the fifth call
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48% of all sales people
give up after the first call
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25% of all sales people
give up after the second call
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12% of all sales people
give up after the third call
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5% of sales people give
up after the fourth call
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Only 10% of sales people will
make that fifth call and end up
with 80% of the sales!
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The Art of
Negotiation
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Strategies
Tactics
Concessions
Negotiating Strategies
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How Your Job Works Against You
Jobs train us to be poor negotiators
Knocks our aspirations down
Most of our time, not making the sale
How do you change it?
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Power is What You Think It Is
We underestimate our
power and overestimate
the power of the buyer
Everyone is a source of
power
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Power Your Competition Gives You
What is the main reason we lower our prices?
Are all spots the same?
A spot is a spot is a spot, they’re all the
same to me
I need the lowest price
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The Buyer Will Always ….
Want to buy the most reliable
product from the company with
the best reputation, but at the
price of the most unreliable
product from the most unreliable
salesperson.
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The Power of Commitment
Five Types of Commitment
1. Your industry
2. Your product
3. Your personal goals
4. Your customer’s organization
5. Customer focus … customer satisfaction
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The Power of Legitimacy
The printed list
Standard forms
Contracts
Standard terms and conditions
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The Power of Legitimacy
Published procedures and policies, such as
your web site
Use these powers to your advantage in
negotiations.
Candid Camera
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The Power of Wooing
I don’t need,
but I want
your business.
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The more you’re willing to risk
The more you stand to gain …
Be more willing to take risks, it
pays big dividends
The Power of Taking Risks
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The Power of Knowledge
Your product
Your company
Your competition
Buyer and their company
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The Power of Time
Time is money
The more time you take, the more money
you end up with
Time is the ultimate power
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Time is an Ally
Realize your sources of power
Helps you spot and identify tactics
Helps you discover what the buyer
really wants
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Pricing
Price is always on the table, but is it the
most important issue?
Almost always appears to be … but, rarely is
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Buyer Satisfaction
The buyer wants to:
Feel competent
Avoid risk and trouble
Look good in their organization
Get it over with
Be considered fair and nice
Add to their knowledge
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Buyer Satisfaction
The buyer wants to:
Relief from unnecessary work
Help in making hard purchasing decisions
Help if they get in trouble
A good explanation
Not to feel boxed in
To be listened to
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Negotiation Assumptions
The buyer is all-powerful, holding all the
cards
The buyer knows what they want
You’ll make the sale solely on the basis of
price
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Negotiation Assumptions
Your competition is all around you with
better products and better services
You’d close more sales if you had more
authority
Your only real weapon is the ability to
lower price
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Strategic Concessions
Start your negotiations with your highest
expectations in price and conditions
Leave yourself room to compromise
Avoid making the first major concession …
you can be the first to concede on a minor
issue
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Strategic Concessions
Don’t assume that the same kind of
concessions will be necessary; things
may have changed
When you start negotiations with a
prospect, free yourself from the
bonds of your past experiences
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Strategic Concessions
Don’t assume that the you have to match the customer’s concessions one to one
Measure the value of your concession against theirs
Don’t give a concession away for nothing. Always try to trade one concession for another
Make sure the customer understands the value of the concession
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Strategic Concessions
Don’t assume that the prospect will
understand the benefits of your concession
Emphasize the benefits in the form of cost
savings, quality, time savings and even
personal prestige
Make concessions in small amounts
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Strategic Concessions
Studies show that the negotiation losers
tend to give away too much in each
concession
Too large a concession tends to tell the
prospect that there is more to be trimmed
if we just hold out
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Strategic Concessions
Don’t concede too grudgingly, but express a
little pain as you do
Make at least the appearance of carefully
weighting the costs
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Strategic Concessions
Don’t jump at the customer’s first
concession, unless it is to accept your offer
(as is)
The odds are they’ll go higher
Don’t jump at the “Let’s split the
difference” offer
Clarify as to what that means exactly
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Handle the Ridiculous
Handle the ridiculous offer with care Keep
cool and polite, this could be just another
buyer tactic
Don’t advertise your willingness to make
concessions
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Strategic Concessions
Get all the customer’s demands out on the
table before you make any concessions
Before making a concession, get the
commitment to buy from the customer. “If
I do this do we have a deal?”
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Strategic Concessions
Don’t begin the negotiations by signaling
there’s room to negotiate
Understand all the requirements before you
start making concession
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Strategic Concessions
Keep track of your concessions. Be ready to
remind the customer of them at any given
time
Be prepared to withdraw any concession you
made before the final sale. Concessions are
just bargaining chips
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Strategic Concessions
Don’t over evaluate your desire to be like
when making concessions
There comes a time in the sales negotiation
where the desire to be liked must be
evaluated against dollars and cents
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Strategic Concessions
Be willing to admit mistakes and make
corrections.
Even after a contract is signed and legally
enforceable, adjustments can often be
made in the interest of fairness
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Remember, no one values
that which comes too easy.
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Negotiating a Price Increase
Give customers as much advance notice as possible
Use the power of legitimacy
Present increases to key accounts face to face
Keep higher authority away from your customers at this time
Ask questions
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Target
Product
Position
Strategy
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Six Trends in Selling
1. More decision makers
2. Longer sales cycle
3. Random events
4. Custom solutions
5. Higher level, longer term customer
relationships
6. Death of the product solution
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What do we do for the
customer beyond the product.