how do you know if it was a good sales call???
Post on 22-Oct-2014
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The Circuit was thrilled to feature Bob D'Agnillo at the Regional Entrepreneur Forum. Bob shared some methods and techniques to analyze how effective your sales people are going out making sales calls on executives. Let's take a look at how they call on customers and prospects to see if they truly are in alignment with what the buyer wants to discuss with them. You'll find you don't need to always be out there with them to see how effective they are when they have 30-60 minutes with a prospect. We'll dive into why sales people are more comfortable calling on I.T. type individuals rather than the executives that own the critical business issues that are driving certain companies to look at how they need to change the way they do business in today's very difficult economy.TRANSCRIPT
© Solution Selling, Inc. 2008
How do you know it was a good Sales Call ???Bob D’Agnillo
December 18, 2009
© Solution Selling, Inc. • 2007 PAGE 1www.solutionselling.com
How do you know how the sales person did after a call today?
Voicemail to manager?
CRM entry?
Internal forms?
Others? ?
© Solution Selling, Inc. • 2007 PAGE 2www.solutionselling.com
Credit and Copyright Information
Trademark Notice: The following trademarks and service marks are owned or licensed by Solution Selling, Inc. Any questions concerning the use of these trademarks, whether a name that does not
appear on this list is in fact a trademark of Solution Selling, Inc. or comments concerning this manual, workshop or presentation should be referred to Solution Selling, Inc. in the United States at
the following address:
4720 Piedmont Row Drive, Suite 400Charlotte, North Carolina 28210 USA
Phone: 704.227.6500 FAX 704.364.8114
Solution Selling® and Situational Fluency Prompter®, are registered trademarks and service marks of Solution Selling, Inc. Pain Sheets™, 9 Block Vision Processing Model™, Pain Chains™, Pipeline
Milestone Worksheet™ are trademarks and service marks of Solution Selling, Inc. All other referenced marks are those of their respective owners.
Copyright Notice: This manual is a copyrighted work of Solution Selling, Inc. This manual may not be reproduced in whole or in part without the prior written consent of Solution Selling, Inc.
© 1985 - 2007 Solution Selling, Inc. - All rights reserved - Confidential
422 MAT
© Solution Selling, Inc. • 2007 PAGE 3www.solutionselling.com
Follow up Letter / e-mail
Dear Steve,Thank you for arranging the meeting with the executive team at XYZ corporation. Once again I would like to apologize for the following:(1) The misunderstanding of the time of the meeting. With you being in Indiana and with all of the changes to the time zones, it’s easy to see why we were an hour late.(2) My technical expert is trying to understand why our demo system didn’t work at your location.(3) My misunderstanding that your company didn’t recognize “dress down” Fridays.Our next steps(4) Hopefully you can call the leadership team together again for another try. At that meeting, we’ll show you some things from our system that YOU NEED. I am confident you will like what you see and introduce our company to the rest of your organization. I’ll call you on Friday to discuss it further.Sincerely,Clyde Cooper
P.S. I am attaching a citation I received from your security department for parking in a handicapped spot. I sent them an email with a picture showing it wasn’t clearly marked.
© Solution Selling, Inc. • 2007 PAGE 4www.solutionselling.com
Potential Sponsor Letter / e-mail
Dear Butch,Thank you for your interest in TNB Card Services. The purpose of this letter (email) is to summarize my understanding of our meeting and our action plan.We discussed the following:
(1) Your primary critical business issue is your lack of cardholder and loan balance growth.
(2) The reasons you are having this critical business issue are: Your products are not competitive with national issuers and other credit unions You lack card expertise and platform flexibility Members are unaware of card offerings
(3) The capabilities you said you needed to resolve this situation are: The ability to offer the right card that would be competitive in your market The ability to offer multiple options of credit line, interest rate, rewards, and fee combinations on one card type To have competitive turnkey marketing programs to choose from focused on acquiring new cardholders and
growing balancesOur next steps(4) You agreed to move forward with our company (5) and said if we succeed in proving we can give you these capabilities, you will introduce me to Mike Bellotti, VP Lending. You mentioned he/she is not happy with the impact that your critical business issue is having upon his/her ability to grow high yield loans.(6) I would like to propose a conversation between you and a Card Manager at another Credit Union who has converted to TNB Card Services and grown his cardholders and loan balances with our help.I am confident you will like what you see and introduce our company to the rest of your organization. I’ll call you on Friday to discuss it further.Sincerely,Chris Fowler
Qualification Components:1 Pain2 Reasons for the Pain3 Buying Vision4 Agreement to Explore5 Bargain for Access to Power6 Next Steps / Proof Step
© Solution Selling, Inc. • 2007 PAGE 5www.solutionselling.com
Basic Principle
NO PAIN, NO CHANGE
Pain = Problem, Critical Business Issue or Potential Missed Opportunity
BASIC PRINCIPLE
© Solution Selling, Inc. • 2007 PAGE 6www.solutionselling.com
Basis of Pain
Increasing Costs Competitive losses Errors Customer complaints Returns Employee turnover
Eroding Profits Market share Service quality Growth rate Customer care
Compliance Government regulation Industry standard
?COMMON
DENOMINATOR
© Solution Selling, Inc. • 2007 PAGE 7www.solutionselling.com
Getting Pain Admitted Question Examples
SITUATION QUESTIONS
MENU OF PAIN QUESTIONS
“Today, when one of your customers wants to place an order on a day their salesperson is not going to call them, what do they do?”
“Today, how do your customers get notified of new products or promotions?”
“When a prospect calls a salesperson to ask a FAQ, how is that call handled?”
“How do your salespeople get referrals from existing customers today?”
“What bad thing happens because of the situation you described?”
“The top three difficulties we are hearing from CIOs these days include: Difficulty implementing new technologies Inability to meet users' technology demands Trouble keeping up with technology change
…are you facing any of these issues today?” OR
…are you curious how we have helped our customers deal with these issues?”
© Solution Selling, Inc. • 2007 PAGE 8www.solutionselling.com
Situational FluencyWhat Buyers Should Expect from Salespeople
Situational Knowledge
Capability Knowledge
People Skills
Selling Skills
How Do We Integrate?
Situational Fluency: Integration of knowledge and skills by the salesperson for “eagle” performance
© Solution Selling, Inc. • 2007 PAGE 9www.solutionselling.com
Conceptual Sales Territory
Power person driving evaluation Business issues defined Requirements documented Evaluation team in place
*
Not Looking
Active *
Of all the people who could benefit from your offering…What % are actively evaluating?
© Solution Selling, Inc. • 2007 PAGE 10www.solutionselling.com
Basic Principle: There are Four Levels of Buyer Need
Level One: Latent Pain
Level Two: Admitted Pain
Level Three:Vision of a Solution
Level Four:
Active Evaluation
BASIC PRINCIPLE
© Solution Selling, Inc. • 2007 PAGE 11www.solutionselling.com
How Organizations Evaluate and Buy
Not Looking Active Requirements Company A Company B Company C
© Solution Selling, Inc. • 2007 PAGE 12www.solutionselling.com
Shifting Buyer Concerns
Phase I:Determine Needs
Phase II:Evaluate Alternatives
Phase III:Evaluate Risk
Needs
Cost
Solution
Risk
Risk
Price
Solution
Needs
Buying Phases
Time
Leve
l of C
once
rn
“What doI Need?”
“What meetsmy needs?”
“Am I paying too much?”
“But whatif……?”
© Solution Selling, Inc. • 2007 PAGE 13www.solutionselling.com
Key Selling Skills
PLAN CREATE QUALIFY DEVELOP PROVE NEGOTIATE CLOSE
Sales Process Steps
Prospecting
Developing Needs
Developing and Delivering Value
Managing Proof
Accessing Power
Qualifying / Disqualifying
Controlling the Process
Aligning
Negotiating / Closing
© Solution Selling, Inc. • 2007 PAGE 14www.solutionselling.com
Crossing the Chasm
Early Market
New AccountsLate Market
Early Majority
Late Majority
Laggards
- Early Adopters
- Innovators
© Solution Selling, Inc. • 2007 PAGE 15www.solutionselling.com
Basic Principle
YOU CAN’T SELL TO SOMEONE WHO CAN’T BUY
BASIC PRINCIPLE
© Solution Selling, Inc. • 2007 PAGE 16www.solutionselling.com
Approval Types and Roles
Informal: Opportunity Level Sponsor
Cannot make the buying decision
Provides information
Conducts internal selling
Provides access to power
Power Sponsor (a.k.a. “VP of Change”) Enough influence (regardless of title) and authority to get it if they want it, even if unbudgeted
Can and will take you anywhere in the organization you need to go
Can and will negotiate the steps leading to a buying decision
Beneficiary Adversary End user
Formal: Account Level Legal / Technical / Administrative (Purchasing) Financial Ultimate Authority
© Solution Selling, Inc. • 2007 PAGE 17www.solutionselling.com
Potential Power Sponsor Letter / e-mail
Dear Mike,Thank you for meeting with Butch Davis and me earlier today. I believe it was time well spent for both organizations. We discussed the following:(1) Your primary critical business issue is lack of high yielding loan growth resulting from an inability to grow cardholders and loan balances . (2) The reasons you are having this critical business issue are: Your products are not competitive with national issuers and other credit unions You lack card expertise and platform flexibility Members are unaware of card offerings
(3) The capabilities you said you needed to resolve this situation are: The ability to offer the right card that would be competitive in your market The ability to offer multiple options of credit line, interest rate, rewards, and fee combinations on one card type To have competitive turnkey marketing programs to choose from focused on acquiring new cardholders and
growing balances(4) You said if you had these capabilities that you could grow high yielding loans, resulting in Urban Meyer (CFO) increasing ROA, and Pete Carroll (CEO) could grow the membership.Our next steps(5) When I told you I was confident that our organization can help you increase high yielding loans, you agreed to take a serious look at our ability to do so. (6) Based on my knowledge to date, I am suggesting an evaluation plan for your further exploration of our organization’s capabilities. Look over the plan with Butch and I will call you on Fridayto get your thoughts. Sincerely,Chris Fowler
Attachment: Draft Evaluation Plan
Qualification Components:1 Pain2 Reasons for the Pain3 Buying Vision4 Organizational Impact5 Agreement to Explore6 Evaluation Plan Set-up
© Solution Selling, Inc. 2008
If you want any follow up:Bob D’Agnillo