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Solution Selling. What Are Your Sales Goal?. “To create a customer” - Peter Drucker “To bring our audience and advertisers together” - KOMC/KRZK, Branson, MO “To help people sell more Fords,” -- Lowry Mays, former CEO of Clear Channel Communications. Objectives.

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what are your sales goal
What Are Your Sales Goal?
  • “To create a customer” - Peter Drucker
  • “To bring our audience and advertisers together” - KOMC/KRZK, Branson, MO
  • “To help people sell more Fords,” -- Lowry Mays, former CEO of Clear Channel Communications
objectives
Objectives
  • What are your sales objectives?
    • To get results for customers
    • To develop new business
    • To retain and increase current business
      • Presell
      • Upsell
    • To increase customer loyalty
strategies
Strategies
  • What are your sales strategies?
    • To sell solutions to advertising and marketing problems
      • Complete customer focus
    • To reinforce the value of advertising and of your medium
strategies1
Strategies
  • To create value for your product
  • To become the preferred supplier
    • To establish, maintain, and improve relationships at all levels of the client and agency (keep agency informed)
    • To provide the best research, information, and advice
    • To be customers’ marketing consultant by providing solutions
strategies2
Strategies
  • To innovate
    • New packages, new products, new promotions
    • New creative approaches
    • New technology
    • “The only functions of an enterprise: marketing and innovation.” Peter Drucker
key functions
Key Functions
  • What are a salesperson’s key functions?
    • To position your product to have a differential competitive advantage
    • To manage relationships and build trust
      • To create rapport
      • To empathize
      • To persuade
      • To cooperate
      • To build consensus
key functions1
Key Functions
  • To solve problems
    • Creativity
    • Get results
  • To create a sense of urgency
  • To communicate effectively up, down, and across
    • Keep your management and coordinator informed
    • From the street, bring back market and competitor knowledge
old paradigms of selling
Old Paradigms Of Selling
  • AIDA
    • Attention
    • Interest
    • Desire
    • Action
      • Commitment
      • Close
  • Each step used tricks
old paradigms
Old Paradigms *
  • Old tricks don’t work anymore.
    • Designed in 20s and 30s for one-call, low-cost, unimportant decisions
  • Old selling models don’t work in today’s highly competitive, interactive, sophisticated business environment.

* Adapted from Sales Effectiveness Training by Carl Zeiss and Thomas Gordon,

Dutton, 1993

old paradigms1
Old Paradigms
  • Don’t work because:
    • Increased competition, increased need for stronger customer loyalty and long-term relationships
    • Increased cost of developing new business
  • Solution selling requires partnering.
    • Solution selling is all about establishing and maintaining relationships and building trust.
old paradigms2
Old Paradigms
  • Don’t work because:
    • Today’s buyers are more sensitive to traditional sales techniques, manipulation, and tricks.
    • Today’s buyers have a multitude of complex alternatives they can buy.
      • They need help making decisions.
      • They will let you help them only if they trust you and our company.
old paradigms3
Old Paradigms
  • Don’t work because:
    • More, stronger competitors provide buyers with more choices – they don’t have to deal with anyone who doesn’t satisfy their needs or they don’t like or they don’t trust.
old paradigms4
Old Paradigms
  • Don’t work because:
    • Today’s sellers are unhappy with the pressure and grind of one-shot sales (Hunters), they prefer long-term relationships (Farmers).
    • Today’s sellers want to get results for clients--more satisfying.
    • Today’s sellers want to be trusted, respected, and not seen as manipulators (old-fashioned sales image).
the new paradigm
The New Paradigm
  • The customer is not the opponent--not someone to be overcome or beaten.
  • The customer is a partner who needs:
    • A trusting relationship
    • Problems solved
    • Needs and wants met
    • Concerns addressed
    • A win-win, fair agreement
    • To get started before a competitor does
solution selling is need satisfaction selling
Solution Selling Is Need-Satisfaction Selling
  • Relationship Rule: Do unto others as they would have others do unto them.
    • Treat people like THEY want to be treated.
  • Uncover and define problems and needs.
    • Business problems (rational, often ill-defined)
    • Personal needs (emotional, unconscious)
  • Need-satisfaction selling is difficult.
    • Requires emotional intelligence, interpersonal skills.
the needs recognition process
The Needs-Recognition Process

UNOBSERVABLE

OBSERVABLE

(Unconscious,

Semi-conscious)

(Conscious)

NEEDS and MOTIVATION

BEHAVIOR

needs recognition process
Needs Recognition Process
  • Behavior is observable.
    • Behavior is conscious, purposeful -- people behave for a reason.
  • Motivation is unobservable.
    • Motivation is semi-conscious -- people are usually not fully aware of their motivation that drives behavior.
  • Needs are unobservable.
    • Needs are unconscious, deep seated, changing to get satisfaction -- people are unaware of their needs that drive motivation.
human needs
Human Needs
  • See List of Human Needs at http://www.charleswarner.us/indexppr.html
solution selling1
Solution Selling
  • Relationship Rule: People like and trust people exactly like themselves.
  • Trust depends on source credibility:
    • Trustworthiness
    • Competence
    • Objectivity
    • Expertise
    • Physically Attractiveness
    • Dynamism
    • Similarity
features advantages benefits
Features, Advantages, Benefits
  • Features: What you’ve got.
    • Channels, splash-screens, impressions
  • Advantages:Why what you’ve got is better.
  • Benefits: How what you’ve got solves a problem.
    • Always remember WIIFM
      • The client is asking himself silently to every feature you describe, “What’s In It For Me?”
solution selling2
Solution Selling
  • Position features, advantages, and benefits as problem solutions.
  • Position features, advantages, and benefits according to needs (“We’re a safe buy,” e.g.)
    • Business needs
    • Personal needs
      • See List of Human Needs in the workbook.
benefits matrix
Benefits Matrix
  • Use a Benefits Matrix to position features, advantages, and benefits according to business and personal needs.
    • See Benefits Matrix at http://www.charleswarner.us/indexppr.html
solutions selling
Solutions Selling
  • Relationship Rule: People don’t care how much you know until they know how much you care.
    • The best way to let people know how much you care is to listen.
effective listening
Effective Listening
  • The single most important skill in personal relationships, selling, negotiating, and managing is listening.
  • You can’t have a successful relationship unless you are firmly committed to listening a majority of the time.
effective listening1
Effective Listening
  • Listening
    • 60% in most relationships -The minimum
    • 80% in some relationships - The maximum
      • If your partner won’t listen at least 20% of the time, it is not a two-way relationship it’s a one-way relationship like in theater, movies, print, broadcasting, or cable -- you are the audience.
effective listening2
Effective Listening

Listening is an essential component of communication.

The Communication Process

Source

Message

Channel

Receiver

Listening

Understanding

Feedback

effective communication
Effective Communication
  • Effective communication requires understanding the elements of the communication process and using them to enhance your communication effectiveness and to power a relationship forward.
    • More effective communication = stronger relationships
    • The goal, destination of a relationship is agreement.
    • Relationships, like car engines, are very complicated.
the elements of the communication process
The Elements of the Communication Process
  • Communication -The fuel that powers a relationship forward.
  • Trust - The grease and oil that keeps it running smoothly.
  • Listening - The foundation, the road on which the process of communication travels toward agreement.
effective communication depends on
Effective Communication Depends On:
  • Source credibility
  • Message strength
  • Channel effectiveness
  • Receiver characteristics
  • Listening effectiveness
  • Responsive feedback
effective communication1
Effective Communication
  • Elements that enhance Source Credibility:
    • Trustworthiness
    • Competence
    • Objectivity
    • Expertise
    • Physical Attractiveness
    • Dynamism
    • Similarity
      • “People like and trust people exactly like themselves.”
effective communication2
Effective Communication
  • Elements that enhance Message Strength:
    • Two-sided argument
    • Ordering effects
      • Primacy and recency
    • KISS (Keep It Simple, Stupid)
      • USP (Unique Selling Proposition)
    • Focus on benefits
effective communication3
Effective Communication
  • Channel Effectiveness
    • Face-to-face most effective
      • Full, two-way verbal and non-verbal communication with instant feedback
    • Video (film, TV, e.g.) next most effective.
    • Audio (radio, e.g.) next.
      • Video and audio can convey emotion and control emphasis, even though they are one-way.
    • Print least effective unless the message is complex.
      • Can’t convey emotion, one-way.
effective communication4
Effective Communication
  • Receiver Characteristics that affect communication:
    • Intelligence
      • The receiver can understand and evaluate messages.
    • Self-confidence
      • The receiver trusts self to evaluate communication and make an assured decision.
effective communication5
Effective Communication
  • Effective Listening is the foundation on which effective communication rests.
  • You can improve not only your listening effectiveness but also the listening effectiveness of your partner on the road to agreement.
  • The beginning of knowledge, learning, relationships, communication, and conversation is a question -- an open-ended question.
effective listening3
Effective Listening
  • Ask an open-ended question.
  • Adopt the proper attitude.
    • Optimistic, open, confident, trusting, respecting, non-defensive, and non-judgmental
  • Shut up and listen.
  • Listen actively: nod, use gestures, smile (Responsive Feedback).
  • Concentrate on the speaker.
effective listening4
Effective Listening
  • Do not step on sentences.
  • Do not respond to negatives, objections, concerns too quickly.
    • If you do, you appear to be defensive.
  • Do not think of a rebuttal.
    • If you continually rebut arguments, you’ll stop getting them and won’t learn anything.
    • If you think of a rebuttal while trying to listen, you can’t receive 100% of the information you hear.
effective listening5
Effective Listening
  • Respect the other side’s statements.
    • Respect and learn about their view of the world.
  • Listen for themes.
    • Risk averse, conservative, entrepreneurial, needs recognition, affiliation needs, goal oriented, etc.
  • Be very sensitive to emotional cues.
  • Listen in synchronization--don’t mimic.
effective listening6
Effective Listening
  • Concentrate on the speaker (open body language).
  • Acknowledge, don’t always agree.
    • “Oh,” “Uh-Uh,” “I see,” e.g.
    • Don’t say “Good,” or “You’re right,” -- judgmental.
  • Do not react emotionally.
    • Control your emotions.
  • Listen with authenticity.
    • Be yourself, others can tell when you’re not sincere.
non verbal communication
Non-Verbal Communication
  • Non-verbal communication conveys 65% of a message’s meaning.
  • Look for individual body language.
    • No universal body language.
  • Use gestures, space, openness, and your body language to:
    • Give the message you care about and like the other person.
    • Match their style and pace.
non judgmental listening
Non-Judgmental Listening
  • People have a deep need for someone to listen to them and understand them.
  • Non-judgmental listening responds to this need.
    • Interpreting and understanding their entire message without imposing your preconceived ideas or opinions on it.
      • Non-judgmental listening is non-defensive listening.

Sales Effectiveness Training, Carl Zaiss and Thomas Gordon, Penguin Books, 1993

non judgmental listening1
Non-Judgmental Listening
  • Listen, understand and accept other people’s perception of the world.
    • Spend time in their shoes.
  • Develop a non-threatening, non-confrontational attitude so people feel secure in opening up, revealing personal information.
    • Offer personal information first and then trade it.
    • Find something you have in common with the other person.

Sales Effectiveness Training, Carl Zaiss and Thomas Gordon, Penguin Books, 1993

non judgmental listening2
Non-Judgmental Listening
  • Vary your responses, otherwise listening becomes a monotonous technique.
  • Show genuine concern and caring.
    • “I don’t care how much you know until I know how much you care.”
  • Never ask “Why?”
      • No challenges
      • No obvious, manipulating techniques or leading questions: “Have you stopped beating your wife?” e.g.
non judgmental listening3
Non-Judgmental Listening
  • Objectives:
    • To understand the other person’s needs
      • Often, the other person just needs to talk.
    • To understand another person’s unique perception of their world.

Sales Effectiveness Training, Carl Zaiss and Thomas Gordon, Penguin Books, 1993

listening roadblocks
Listening Roadblocks
  • Denying, minimizing,
  • Cheering up, reassuring, encouraging
  • Sympathy, indignation, me-tooing, story-telling
  • Advising, teaching
    • Become condescending

Sales Effectiveness Training, Carl Zaiss and Thomas Gordon, Penguin Books, 1993

listening roadblocks1
Listening Roadblocks
  • Taking over, rescuing
  • Analyzing, probing, playing detective
  • Criticizing, moralizing, warning
  • Arguing, defending, counterattacking
    • All of these responses are judgmental.
    • So the point is to shut up and listen and acknowledge unemotionally … like a therapist does.

Sales Effectiveness Training, Carl Zaiss and Thomas Gordon, Penguin Books, 1993

effective communication6
Effective Communication
  • Aggressive behavior - “Getting What I Want.”
    • Don’t be aggressive.
  • Assertive behavior - “This Is How I Feel.”
    • Be assertive.
    • Know who you are, what you want, and what you feel and communicate it.
  • Use “I” messages.
effective listening the four steps
Effective Listening: The Four Steps
  • Listen carefully, actively to other people.
  • Repeat/rephrase their position/objection.
    • “Let me make sure I understand your position…you feel our CPMs are too high?”
  • Get their agreement that you understand.
    • “Is that correct?”
  • Respond with a form of an “I understand” statement (vary your responses)
    • “I understand…,”
    • “Feel, felt, found.”
feel felt found
“Feel, Felt, Found”
  • Respond:
    • “I understand how you feel …”
      • Acknowledges their feelings and honors them.
    • “Many advertisers have felt the same way …”
      • Reinforces and legitimizes their opinions so they know they aren’t way out, unusual, or silly.
    • “But we have found that higher CPMs are based on three things: highly targeted inventory, high demand, and high renewal rates.”
effective listening exercise
Effective Listening Exercise
  • Find a partner
    • One is the salesperson, the other the client
      • Client says, “your price is too high.” Salesperson then goes through the four steps of Effective Listening.
        • Practice repeating the phrases.
          • “Let me make sure I understand what you are saying.”
          • “Is that correct?”
          • “I understand how you feel, others have felt the same way, but we have found …”
      • Switch roles after three attempts.
solutions selling1
Solutions Selling
  • Position features, advantages, and benefits positively as solutions to advertising and marketing problems.
  • Don’t knock the competition.
    • You can’t sell what they don’t have.
    • You can only sell the features, advantages, and benefits you have.
don t knock the competition
Don’t Knock the Competition
  • When you knock, you:
    • Waste time.
    • Lose credibility (not objective).
    • Lower your image (stay above it).
    • Open up areas you can’t control.
      • Client/buyer may like competitive salesperson.
    • Build competitors’ image.
      • Bring them up to your level.
      • Rolex doesn’t advertise that’s it’s “better than a Timex.”
ways of dealing with the competition
Ways of Dealing with the Competition
  • Don’t mention the competition if you don’t have to -- ignore them.
  • If you have to mention them or are asked a question about them:
    • Compliment the competition.
    • Talk first about your strengths (don’t answer the question directly--like politicians do).
    • Expose generic weaknesses.
      • “Yahoo has very high-traffic and is the best of the portals, but portals aren’t very sticky.”
the six steps of selling
The Six Steps of Selling
  • Prospecting
  • Identifying Problems (discovery)
  • Generating Solutions (research and strategy)
  • Presenting
  • Negotiating and Closing
  • Servicing
set objectives for each step
Set Objectives for Each Step
  • Criteria for MADCUDobjectives:
    • Measurable
    • Attainable (accepted)
    • Consistent with company goals
    • Under the control of the person
    • Deadlined
  • MADCUDgoals must be flexible
goals
Goals

Peak Motivation

Motivation

Goal Difficulty

Very Hard

Very Easy

goals and objectives
Goals and Objectives
  • The purpose of goals (long term) and objectives (short term) is to make people feel like winners.
  • Must be bottom-up, not top-down
    • Budgets and quotas are not motivational for all people.
goals1
Goals
  • Set time-spent goals for the five steps of selling. For example:
    • Prospecting 10%
    • Identifying problems (discovery) 15%
    • Generating solutions

(research,strategy) 15%

    • Presenting 40 %
    • Closing 20%
    • How much time spent on each varies according the the experience of the person, type of account list, etc.
set activity goals
Set Activity Goals
  • Calls/Contacts
  • Meetings
    • Critical skills:
      • Building rapport and trust
      • Presenting
      • Solving problems
      • Overcoming objections
      • Addressing concerns
set activity goals as well as revenue goals
Set Activity Goals As Well As Revenue Goals
  • Orders
    • Critical elements:
      • Creating value
        • Selling an idea
      • Selling the proposal
      • Negotiating
      • Closing
set activity objectives as well as revenue objectives
Set Activity Objectives As Well As Revenue Objectives
  • Set activity and revenue objectives
    • Revenue objectives don’t work for everyone.
    • Calls, appointments, and presentations lead to sales, which lead to revenue – imperative to make the connection.
    • By focusing on activities that lead to revenue, the control of the goal stays with the salesperson.
      • Salespeople can’t always control the size of the order they get.
      • But they can control how many calls they make and effective their sales presentation is.
set activity and revenue objectives
Set Activity and Revenue Objectives
  • There must be a well-organized system for tracking and reporting on calls, meetings, presentations, opportunities, and orders.
    • And details on why opportunities were won or lost.
prospecting creating opportunities
Prospecting: Creating Opportunities
  • Developing new business: finding prospects who have advertising and marketing problems.
    • No one is completely satisfied with their advertising.
  • Make contacts:
    • Write out your telephone pitch in advance.
    • Use the prospect’s name, introduce yourself and your organization.
    • Use a referral if possible. (“Jeff Bezos suggested I call you.”)
prospecting
Prospecting
  • State the purpose of the call is to set up an appointment, not to sell anything.
  • Mention a motivating benefit (“special reason” or “special idea”).
  • The word “idea” is magic, consultative.
prospecting1
Prospecting
  • Pacing is the key on the telephone.
    • Get to the point quickly.
    • Pause often.
    • Match prospect’s style and pace.
  • Put a mirror on your desk and stand up.
    • More animated, friendly, dynamic
prospecting2
Prospecting
  • On the phone, be persistent (but not obnoxious).
  • If you get a “yes,” reconfirm the time and day.
    • “Do you have your Blackberry handy?”
    • Generally, don’t reconfirm the day of the appointment unless it’s out of town.
      • In town, have your assistant call and say, “She’s on her way for her 10:00a.m. appointment.”
prospecting3
Prospecting
  • If you get the “don’t-come-see me” stopper:
    • Ask “why”
    • Compliment their business.
    • “If one of your salespeople...”
  • Appointments are imperative.
    • Getting appointments is the most difficult part of selling new business and requires creativity and, most of all, persistence.
prospecting4
Prospecting
  • Prospecting success ratios:
    • By telephone 66%
    • Cold calling 92%
  • Play the odds, use the telephone.
  • Use voice mail effectively.
prospecting5
Prospecting
  • On cold calls never say:
    • “May I have a few minutes of your time?”
    • “I just happened to be in the neighborhood?”
    • “I’m sorry I interrupted you.”
  • On cold calls always state the purpose of the call and how long it will take.
prospecting methods
Prospecting Methods
  • By Current Advertisers in Other Media
  • By Season
  • By Category
  • By Geographic Region
  • By Inactive Advertisers
  • By Current Advertisers
  • By Business, Civic, and Other Organizations
persistence in prospecting
Persistence in Prospecting
  • The key to prospecting, in fact, to all selling is persistence.
    • Never, never, never, never, never give up.
    • Every client has at least one problem (perhaps they are unaware of it) that is searching for a solution.
the process of preparation identifying problems
The Process of Preparation: Identifying Problems
  • Set objectives.
  • Ask Discovery Questions:
    • “What is the age, sex, and lifestyle of your best customers?
    • “What problems do you expect interactive to solve for you?”
    • “What advertising are you doing now?”
    • “What do like best, least about your current advertising?”
identifying problems needs discovery
Identifying Problems, Needs (Discovery)
  • The best questions are follow-up questions.
  • Discovery requires solid detective work.
    • Information is power.
    • The more information you get, the more problems you uncover, the more objections and concerns you uncover, the more precise and helpful your solutions will be.
  • See Discovery Questions at http://www.charleswarner.us/indexppr.html
generating solutions research and strategy
Generating Solutions (Research and Strategy)
  • The process of preparation
    • Research prospect’s category.
      • Advertising and marketing expenditures.
      • Category growth profile
    • Research prospect’s industry.
      • Rank order of players and their market share.
      • Media expenditures of players
      • Creative campaigns and approaches of players
      • Marketing strategy of players
generating solutions research and strategy1
Generating Solutions (Research and Strategy)
  • Research prospect company’s marketing and advertising goals, strategies, and problems in achieving these goals.
    • Prioritize problems.
  • Research prospect company’s customers.
  • Research prospect’s strengths and weaknesses.
  • Research prospect’s major competitors’ strengths and weaknesses.
  • Research prospect’s current creative approach.
generating solutions research and strategy2
Generating Solutions (Research and Strategy)
  • Create ideas that will solve the prospect’s problems.
    • Targeted
    • Maximize reach
    • Receptive audience
  • Brainstorm to generate several solutions.
  • Order, anchor, and frame solutions effectively.
generating solutions research and strategy3
Generating Solutions (Research and Strategy)
  • Anticipate your competitors’ attacks on you (what they say about you to prospects).
  • Anticipate prospects’ objections and prepare appropriate answers.
  • Keep your sales objectives in mind at all times.
  • Create an account-entry strategy.
  • Create an overall sales strategy – a detailed, step-by-step plan of attack (who does what when).
generating solutions
Generating Solutions
  • Create a killer presentation.
    • See “Checklist for Customized, Solutions-Based Presentations” at http://www.charleswarner.us/indexppr.html
presenting
Presenting
  • Confidence is everything!
  • Confidence is an attitude, which you control:
    • Optimism
    • Positive goals (winning, not avoiding a loss)
    • Visualization
    • Mental Rehearsal
    • Do the right thing (honesty)
presenting call structure
Presenting: Call Structure
  • Greeting
    • Set tone of the meeting and build rapport
  • New information
    • Provide new, relevant information to enhance your source credibility and expertise.
  • Opening
    • A well-planned statement to pique interest in your proposal and solution
  • Recap and purpose
    • Recap what challenges and problems you will be addressing and state the purpose of the call.
call structure continued
Call Structure (Continued)
  • Discussion
    • Move prospects from desire to conviction that your solution is the best one.
    • Dealing with objections
    • Conditions
    • Discussion tactics
  • Summary and close
    • Summarize key points – no more than three – and ask for the order or for Next Steps.  No ask; no order.
dealing with objections
Dealing With Objections
  • No objection; no sale
  • Figurative and literal objections
    • Figurative are not real – they are negotiating tactics and can be ignored.
    • Literal objections are real and must be addressed.
  • Probe to understand.
  • Compliment, restate, and get agreement.
  • Empathize, reassure, and support (“feel, felt, found”).
dealing with objections continued
Dealing With Objections (Continued)
  • Use trial closes
  • Forestall objections
  • Use “Yes, but…” and compare.
  • Use case histories (case studies).
  • Use “coming to that…”
  • Pass on objections
dealing with the price objection
Dealing With the Price Objection
  • Hope it comes up; otherwise you’ve underpriced your product.
  • Always talk quality.
  • Break price into smallest possible units.
  • Talk value, not price.
  • Refer to investments, not costs.
    • Advertising is an investment in future profits
  • Use “you get what you pay for.”
slide85
Conditions
    • Can’t be overcome; they are legitimate reasons for not buying.
    • Leave as a friend
discussion tactics
Discussion Tactics
  • Vary your style.
    • Contrast
    • Movement
    • Novelty
  • Use equivalencies to dramatize numbers.
  • Narrow down objections and reconfirm understanding.
  • Change the basis for evaluation if necessary.
  • Reassure doubts.
  • Continually evaluate reactions and adjust.
summary and close
Summary and Close
  • Summarize three key points
  • Close
    • Ask for the order
      • No ask; no order.
    • Move the sale along.
    • Get a commitment for Next Steps
presenting1
Presenting
  • You’re a marketing solutions provider, not a “seller.”
    • Always keep in mind your #1 sales objective: To get results for customers.
    • Don’t sell customers stuff that won’t work.
      • Don’t sell them something they like just to get an order. Sell them what works best -- you’re the expert.
    • Don’t sell them more than they need – no gouging, they won’t renew.
closing
Closing
  • Help buyers make the right decision.
  • Create a sense of urgency.
  • Use a variety of closes:
    • The Clincher Close
    • The Assumption Close
    • The SRO Close
    • The Minor-Point Close
    • The T-Account Close
    • The Pin-Down Close
closing1
Closing
  • Ask for a decision.
    • Letter of Intent (LOI)
    • Commitment to send IO
      • 48-hour hold
    • “What else is left?”
    • “If I can resolve these issues, do we have an agreement?”
  • Once you reach an agreement, scram!
    • Don’t be around when buyer’s remorse sets in.
closing2
Closing
  • Be careful about trying to close too aggressively.
  • You can create a sense of urgency, but the timetable has to be theirs.
    • Too much pressure can kill a prospective sale.
      • High pressure raises suspicion.
      • People want to buy, they don’t like being “sold” or “closed.”
servicing
Servicing
  • You are the unique competitive advantage.
  • Set servicing and business increase goals.
    • “You never ‘close’ a sale, you open a long-term relationship.” Dennis Waitley
    • Which order is the most important one – first or second?
    • Tangibilize
      • Send notes (more personal than e-mails), cards, small gifts, etc.
servicing1
Servicing
  • Always say “thank you” memorably.
  • Don’t forget anyone (review your account list regularly).
  • Always present new ideas – increases.
  • Pre-sell
  • Handle complaints immediately and honestly (see them as an opportunity to prove how good you are at servicing and managing an account).
summary
Summary
  • Solution Selling is:
    • Managing relationships based on trust
    • Creating value
    • Making proposals that will get results for customers
    • Tracking results and making adjustments
    • Getting enthusiastic renewals at larger investments
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