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 MatrixUrgent
Quadrant I
Impo
rtan
t N
ot Im
port
ant
Not Urgent
Quadrant II
Quadrant III Quadrant IV
Activities Activities
Activities Activities
Summary –Time Management
• Spending time planning your time• Build in flexibility • Delegate• Know your limitations• Create a daily to-do list• Do not put off unpleasant jobs
Buying Cycle
1. Need Develops2. Who can help me with this problem?3. Evaluate solutions4. Makes decision5. Implements solution
Your Differentiators
• Service Gap• Quality• Terms• Responsiveness• Guarantee• Industry expertise• Pricing• Delivery• Implementation• Integration
Building Your Introduction
How do you keep the conversation moving?
When they ask “What do you do?”You know how…
Well…The result is…
Want data – Facts Need processing time Need precision Want you to be prepared
Selling to Conscientious
Price Resistance – Sticker Shock Price Anxiety – The “meter” is
running on me! Payment Resistance – Buyers
Remorse
The Three Pricing Emotions
The perception of value is highest at the moment of delivery!
Persuasive Communicators
Listening shows concern and understanding
70% of workday spent in communicating
The Value Ladder
Products
Services
Relationships
Process Integration
Innovation
Partnership
Organizational Impact
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
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
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
Team Selling and Innovation Patterns
•The Creator
•The Advancer
•The Refiner
•The Executor
•The Facilitator
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