sell without sellingthis material may be duplicated without express written consent. behavior i am...
TRANSCRIPT
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Today’s discussion• How to enjoy a more lucrative and rewarding practice by giving
business owners what they want• How the RAN ONE Advisapedia platform makes it easy to win the
business and deliver results• Identifying the opportunities• How to determine if RAN ONE is a good fit for your firm –
without spending money or being obligated
Sell Without Selling
Winning business with ease
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Presented by Rick Solomon, CPACEO RAN ONE Americas
Who is RAN ONE?
A leading global provider of software, resources and training to help accountants & advisors
make more money in fewer hoursand have more fun
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Copyright RANONE Americas, LLC 2010. All rights reserved. No portion of this material may be duplicated without express written consent.
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Webinar Overview
A new definition for selling Consistent with your values and
integrity
The Discovery ProcessO i ti & li t i
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Opening, questions & listening
Exploring Solutions Gaining client buy in
Moving Forward Commitments, concerns & next
steps
Copyright RANONE Americas, LLC 2010. All rights reserved. No portion of this material may be duplicated without express written consent.
Get the Most from this Session
1. Let go of old ideas about selling
2. Let go of beliefs and points of view that do not support your success
3. Ask questions & challenge what doesn’t make sense
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4. Take responsibility for getting what you need
5. Participate fully in polls
6. View this space as a laboratory
7. Help others win
8. Personalize the process
Copyright RANONE Americas, LLC 2010. All rights reserved. No portion of this material may be duplicated without express written consent.
Rick Solomon, CPA
• Started career at a New York Citybased international CPA firm
• Established one of the fastest growingCPA firms on Long Island
U i l f CPA itt
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• Unique sales process for CPAs writtenup in most accounting publications &the Sunday edition of the NY Times
• International public speaker, sales trainer and consultanthelping thousands of accountants add millions to theirpractices
• President and CEO of RAN ONE Americas
Rick Solomon, CPAPresident & CEO
RAN ONE Americas
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Page 7Copyright RANONE Americas, LLC 2010. All rights reserved. No portion of this material may be duplicated without express written consent.
Authored two chapters on Sales
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Marketing vs. Selling
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Marketing
Creates opportunities to meet with prospects and
referral sources
What you do when get there
Sales
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Text 1
Traditional ServicesAccounting
What Clients WantS
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– Accounting– Tax– Audit
Results– Commodity
perception– $ = Hours– Buy because they
“have to”
– Success:– $– Quality of Life
Results– Value Perception– $ = Value– Buy because they
“want to”
People don’t buy our services.
They buy the results they perceive our services will bring them.services will bring them.
Buying decisions are based upon perceived value.
Copyright RANONE Americas, LLC 2010. All rights reserved. No portion of this material may be duplicated without express written consent.
Value Perception/Types of Service Curve
Building their dream
Client pays very well.
High perceived value
Marketing Marketing Advantage:Advantage:
DifferentiationDifferentiation
eiv
ed
Va
lue
& F
ee
eiv
ed
Va
lue
& F
ee
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Necessary Expense
Client pays as little as
possible. Low perceived
value.
Type 1: Basic compliance, taxes, accounts, audits, etc.
Type 2: Financial advice, budgeting, planning, etc.
Type 3: Business growth, strategy, coaching, etc. Income & QOL impact
Cli
en
ts’ P
erc
eC
lie
nts
’ Pe
rce
Type of ServicesType of Services
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Rate Yourself
Rate your firm’s ability to deliver value
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Rate Yourself
Rate your firm’s ability to communicate value
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Rate Yourself
Rate your firm’s success in getting paid for value
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Self-Reflection
Opportunities lost• Over the past 24 months, approximately
how much business did you NOT win because you could not adequately communicate your value?dd b h d d b
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• Add in business that you did win, but where the fees are too low.
Number of opportunities? _____Total Monetary Value? $ _____
Please enter your answers in the Question box
Copyright RANONE Americas, LLC 2010. All rights reserved. No portion of this material may be duplicated without express written consent.
Questions and discussion?
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Beliefs About Selling
• What are your thoughts or beliefs about “Selling?”
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• What comes to mind when you hear the word “Salesperson?”
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What do you think?
Feelings about selling or sales people?
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Please enter your answers in the Question box
Beliefs About Selling
To succeed in selling, you must
Selling requires engaging in behavior I am
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g, yhave a certain personality type.
Copyright RANONE Americas, LLC 2010. All rights reserved. No portion of this material may be duplicated without express written consent.
behavior I am not comfortable with as a professional.
A Different View of Selling
Selling can be a very high form of service
Meeting with a client is an opportunity to discover needs and explore solutions
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explore solutions
Only if there is mutuality do you move forward
People you meet with should get value from the meeting, whether or not they hire you
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Human Motivation
Both pain and pleasure are motivators
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We move away from pain more quickly than
we move towards pleasure
Moving From Unsatisfied Needs Into Action
Moved to action to
Increased discomfort
of
Awareness of An
nsatisfied
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alleviate discomfort
of unsatisfied
need
unsatisfied need
unsatisfied need exists
People will move away from pain more quickly than they will move towards pleasure
Model the Relationship
Rather than delivering a “commercial”,engage in behavior that creates an
in the moment compelling client experience
that motivates people to engage
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Circle Diagram #1
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Discovering Truth
Discover• Who are they?• What do they do?• What are they hoping to accomplish?• What are their issues and obstacles?
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Your Opening Statement
1. Create an awareness of difference
2. Remove selling pressure
3. Create curiosity
4. Provide a potential benefit to the meeting
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meeting
5. Take control of the meeting
6. Get permission to ask questions
7. Establish a space of respect and quiet authority
8. Set up transparent closure
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Thank you for taking the time to meet with me. As I mentioned, at Jones & Company we have a very different approach to working with business owners from traditional accounting firms.
Sample Opening Statement
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from traditional accounting firms.
Our approach is not necessarily right for every business. However, those who we are right for, we can often help improve profits, ease operations and increase the value of the business.
Copyright RANONE Americas, LLC 2010. All rights reserved. No portion of this material may be duplicated without express written consent.
Whether or not our services are right for you, at this point, I honestly don’t know.
With your permission I’d like to ask some
Sample Opening Statement
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With your permission, I’d like to ask some questions to learn about your business, your goals and some of the challenges you might be facing.
Copyright RANONE Americas, LLC 2010. All rights reserved. No portion of this material may be duplicated without express written consent.
Based upon our conversation, if I think we can help, I’ll tell you specifically how, and what the benefits might be.
Sample Opening Statement
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Then, if it makes sense to you, and it makes sense to me, we can explore next steps.
Would it be okay if I started by asking you some questions?
Do you mind if I take notes?
Copyright RANONE Americas, LLC 2010. All rights reserved. No portion of this material may be duplicated without express written consent.
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Personalize Your Opening Statement
Create your own version of an opening statement
Be sure it covers all principles discussed
Memorize & rehearse it so it’s
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Memorize & rehearse it so it s natural
Modify your opening statement to the reality of the meeting
ALWAYS use an opening statement to start a meeting
Copyright RANONE Americas, LLC 2010. All rights reserved. No portion of this material may be duplicated without express written consent.
Questions allow you to discover• Who they are and
what they do
Asking Questions
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what they do• Their goals and
dreams• Their issues and
obstacles
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Questions cause the client to become increasingly aware of what is not working well, and it’s impact.
As a result, their internal pressure builds, which becomes their
Asking Questions
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,motivation to act.
It is as important for the client to hear themselves, as it is for you to hear them.
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Discover facts and information
Easy to ask, easy to
Fact-finding Questions
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y , yanswer
Uncovers areas where further probing is needed
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Tell me about your business
• When was it started or acquired?
• How large is it?
• How many employees do you h ?
Fact-finding Questions
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have?
• What type of entity are you?
What are you hoping to accomplish?
What issues or obstacles are you facing?
Additional questions you can ask: Tell me about the strategic plan you have to achieve your goals?
How have you organized your business to help implement your strategy?
How adequately does cash flow support operations and growth?
I fit bl f l it ld b ?
Fact-finding Questions
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Is your company as profitable as you feel it could be?
What are some of the tools you use to measure and monitor your company’s fiscal performance?
Tell me about your competition, and things you do to be more competitive?
How is the ownership of the company structured?
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Discover thoughts and feelings about a particular situation or problem – and its implications
You’re asking the client to pause and reflect
You’re getting more personal
Feeling-finding Questions
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Moved to action to alleviate
discomfort
Increased discomfort
of unsatisfied
need
Awareness of
unsatisfied need
An unsatisfied need exists
Active Listening
• There are “levels” of listening
• Your deepest and most receptive level is what’s called for here
• Remember, people don’t hire us because they understand what we
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because they understand what we do, they hire us because they feel we understand them
• We communicate our understanding through active, empathic listening
Discovering Truth
Critical Success Factors• Discover their needs before talking
about your solutions– Based upon what you hear, ask
more questions
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more questions
• Do not provide solutions during this process
– What you discover provides the information you need to discuss relevant solutions
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Circle Diagram #2
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Exploring Solutions
Objectives• Based upon what was
discovered, discuss how you might go about addressing relevant
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addressing relevant issues
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• Make the connection between addressing those issues and achieving their goals & objectives
• Check for client buy-in
Exploring Solutions Process
Restate the Issue• Start with most significant
• Describe the feeling impact of the issue
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• Discuss your approach to addressing it
• Getting into action – who needs to do what
• Manage expectations
• Obtain client buy-in
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Exploring Solutions
Critical Success Factors• Don’t give away specific answers• Discuss how you’d approach the
issue - don’t solve it• This is when you discuss firm/team
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y /expertise and experience
• Make sure expertise is directly relevant
• Diagnostic engagements are sometimes easier to sell and often lead to more work
Copyright RANONE Americas, LLC 2010. All rights reserved. No portion of this material may be duplicated without express written consent.
Exploring Solutions
Critical Success Factors• Make sure they are aligned with your
approach to addressing the issue and achieving the objective – before you p oceed!
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proceed!• This as a collaborative process• Sell the team, not yourself, as
appropriate
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Circle Diagram #3
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Moving Forward
Objectives• Gain client commitment before going further• Discuss relevant engagement details, such as fee,
dismissing accountant, etc.• Address client concerns
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Moving Forward
Critical Success Factors• Speak from an assumptive
place• When presenting fee briefly
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• When presenting fee, briefly discuss services, quote amount, wait for response
• Address client concerns in a supportive manner
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Moving Forward
Critical Success Factors• Remain “inside” the
relationship• Welcome & validate
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concerns• Then, present
another point of view
• Continue to be supportive
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You Can Master the Process
• Every one of us has a natural, inherent ability to effectively move people to action.
• All it takes is a desire
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• All it takes is a desire to do so, and a method that one can embrace.
• Make it an ongoing learning process and the rewards will be HUGE!
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Rate Yourself
What benefits would you expect as you develop your sales skills?
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Please enter your answers in the Question box
Copyright RANONE Americas, LLC 2010. All rights reserved. No portion of this material may be duplicated without express written consent.
Benefits of Sales Communications Skills
More confidence and ease at sales meetings Create a higher perception of value Enjoy higher, value based fees
Increased chance of winning engagement More control over the direction of your practice
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More easily create prospect opportunities Comfortable sales process consistent with
professional values Greater sense of achievement and satisfaction
as a professional Creates a client focused “sales-culture” in
your firm
Increase the value of your practice
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