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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.”


  • 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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