Our World Class Selling Course
Participants: Sales, Sales Support and Sales Management
Duration: 3 days
- Avoid wasting time
- Create incremental sales opportunities
- Win more sales
- Control the sales cycle, customer and key competitors with one approach
- Increase sales margins
- understand the major role that non-verbal communication (‘body language’) plays in day-to-day business situations
- Learn the most frequently used gestures in body language
- Interpret the real meaning of clusters of these gestures
- Learn how to match your body language with your spoken words
- Learn how to manage the body language of other people
Day 1: Solution Selling Keys to Success
- The customer buying cycle – group exercise
- Aligning sales cycle with the buying cycle
- The Human interface
- Initial greeting
- Thinking preferences
- Tolerance to change
- Sales behaviour
- Critical focus points
- Compelling need to buy
- Business value
- Helping to create a need
- The ‘rule of 3’ for presentations
- Qualifying opportunities
- Closing the sale
Day 2: Win more sales and increase margins with 5 things they don’t teach you in sales courses
1. Recognise, interpret and manage relevant business body language.
“If you can’t see it, you’re not listening!” For day-to-day selling it is critically important to recognize whether or not the people we interact with are being truthful or untruthful. Failure to recognise untruth invariably leads to a waste of valuable sales time and the most important unconscious body language signals can lead to failure if not recognised and managed.
- The 5 signs of untruth
- Critical evaluation
- Challenging credibility and trustworthiness
2. Helping to create a business need.
Companies do not buy products, services or solutions unless they have a compelling business need. However, salespeople cannot sit and wait for expressions of such need, which may not exist in a customer’s mind. To drive revenues when there is no expression of business need a salesperson must help to create needs.
- Components of ‘compelling need’
- The real meaning of business value
- Who to approach
- How to develop a business need
3. Determining a prospective buyer’s price tolerance and available budget.
Salespeople must attempt to determine how much budget a prospective purchaser has available to satisfy a compelling business need. Failure to establish price tolerance and budgetary availability will cause sales time and company resources to be wasted. Prospective purchasers, however, seldom make their budgets known.
- Aligning budget with compelling need
- A psychological way to determine price tolerance
- Estimating available budget when purchasers resist disclosing their budget
- Positively positioning your end price
4. Controlling prospective purchasers and competitors at the same time.
For any sale to be successful a salesperson must be in control and aligned with the customer or prospective customer’s needs, their buying cycle and the capabilities (and vulnerabilities) of the competitors. The usual approach is to attempt to exercise control of each of these aspects as if it were a separate entity, which is not surprising as most training courses treat them as such. They are not separate entities and should ideally be controlled as one integrated whole. This can be achieved with the ‘fishbone’ approach; a powerful psychological way of controlling all three aspects at the same time.
- When to use a ‘fishbone’ approach
- Who to use it with
- How to use the ‘fishbone’
- Positioning yourself as the supplier of choice
5. Managing discounts to increase sales margins.
Sooner or later every salesperson will be asked to give a discount. Discounts erode sales revenue and bottom line margins and must therefore be vigorously protected.
- Discounting is a game
- The golden rule for avoiding discounts
- How to dramatically reduce discounts when one must be given to win the sale
- Business credibility
- Future-proofing discounts
Day 3: Selling the Value
- What’s in it for you?
- Whom should you approach?
- Is there an identified opportunity?
- Helping to create an opportunity
Selling to Senior Executives
- The 5 critical guidelines
- How to gain access
- How salespeople are assessed by executives
- The key objective
- Adding business value
- What to say
- What not to say
- Executive ‘body language’ to be aware of
Dealing with ‘pushback’
- Perceived risk
- Loss of control
- IT department
The business case
- Finance in the business case
- Total Cost of Ownership (TCO)
- The real meaning and definition of ROI
Qualifying the opportunity
- When and how
- Aligning with the customer buying cycle
- Aligning with your weighted forecast