Sales Workshop: •where Are We ? •where Do We Want To Be

SALES WORKSHOP •WHERE ARE WE ? •WHERE DO WE WANT TO BE •HOW DO WE GET THERE

At a cross roads, Alice asks the Cheshire Cat. 'Would you tell me, please, which way I ought to go from here?' 'That depends a good deal on where you want to get to,' said the Cat. 'I don't much care where----' said Alice.

'Then it doesn't matter which way you go,' said the Cat.

Surgeon Plumber

Baker Electrician

Carpenter Butcher Candle Stick Maker

Every occupation exchanges time for money How do we gain time?

DOING THE MATH

Annual Commission Target

$ 40,000

Commission Rate

8.3%

Annual Billing Target

$ 481,928

Average Monthly Invoice

$

Monthly Invoices

1,000 481

Monthly Close Goal

40

Contact to Close Ratio

5%

Monthly Contact Objective Daily Contact Objective

803 38

We are all victims of Parkinson’s Law: “Work expands so as to fill the time available for its completion“

Administration - 31 % Travel time - 18 % Downtime, including personal phone calls and e-mails - 17 % Problem Solving - 14 % Active selling - 10 % Prospecting - 10 % e.g. 48 minutes per day

CONCLUSION:

“When you think about how critical sales performance is to a company’s bottom line, it is shocking how little time sales reps spend on what makes both them and their company money --- SELLING!”

Daily Contact Target

38

Daily Time Allocated

48 Minutes

Ooooooooooops?!

A word about the importance of “prospecting” ………………

On January 10th, 1901, the modern oil industry was born on a barren hill in southeastern Texas. "Black Gold" erupted from this well near Beaumont, Texas to a height greater than 150 feet. In the 9 days before being brought under control one million barrels of oil had been . Over 153,000,000 barrels of oil had been produced from the Spindletop fields by 1985.

When did the owner of “Spindletop” begin to enjoy the wealth of his oil ? What is the likelihood that he would ever have enjoyed his oil wealth if he never stuck a shovel in the ground?

The Good News: It is more likely that your competitors will depend upon luck for their results.

Rather than accept the disciplined processes required to help their prospects to be successful

Outrunning the Bear

And now to the issues for which your competition may lack the necessary enthusiasm

Critical Success Factors for getting to the destination: Salesmanship Transport Map GPS – Travel Guide

Salesmanship Key Characteristics? Best Practice Model?

Salesmanship Characteristics

Avoiding the C L I F F

Language Harmony Assumptions: Assume what you hear is false and try to determine the person would make such a ridiculous statement

OR Assume what you hear is true and try to imagine what it is true of

The Gentle Art of Verbal Self Defense CD 1 Sensory Mode Syntonics Satir Mode Responses Blaming Placating Computing Distracting Leveling

The importance of the “meta message” e.g. what is NOT said

Anything you feed will grow

Transport is comprised of the resources required for momentum– e.g. Value Proposition, Activity, relationship, discovery, proposal, delivery… TO BE CONTINUED……….

BEGINNING THE CONVERSATION PEOPLE BUY FROM PEOPLE THEY KNOW AND LIKE AND TRUST PEOPLE WOULD PREFER NOT TO BUY FROM STRANGERS WHEN DO YOU THINK IS THE BEST TIME TO EVALUATE FIRE EXTINGUISHERS? HOME SECURITY SYSTEMS? CARDIOLOGISTS? WHEN YOU CONSIDER CHANGES TO TECHNIQUE OR TECHNOLOGY, HOW IMPORTANT IS THE COMPETENCE OF THE SUPPLIER TO YOUR DECISION?

What will our Map look like?

1

How do you do it now?

Answer confirmed and documented?

Yes

Next Question

No

2

What do you like best about it?

Answer confirmed and documented?

Yes

Next Question

No

3

What improvements would you like to see?

Answer confirmed and documented?

Yes

Next Question

No

4

What value would they add ?

Answer confirmed and documented?

Yes

Next Question

No

5

When we discover a solution that meets your requirements who will be involved with you in the final decision ?

Answer confirmed and documented?

Yes

Next Question

No

How do you do it now?

REVIEW

What do you like best about it? What improvements would you like to see? What value would they add ? When we discover a solution that meets your requirements who will be involved with you in the final decision ?

What’s left? Look’s like we’re missing three questions – any suggestions

Have we given the prospect any thing to make a decision about?

Mr./Ms Prospect- Can you see how the Aeneas Solutions we have presented will help you achieve the goals that we have discussed?

6

7 Are you interested in achieving those goals ?

If you are going to achieve those goals and begin to enjoy the benefit, when do you think is the best time for us to begin?

8

Remember the 5 reasons why people do not buy: No Need No Money No Hurry No Desire No Confidence When you have developed a repeatable, measurable process for evaluating each Client opportunity based upon each of these obstacles AND specific actions to translate each into a buying condition, you will be able to help more Clients.

Of the 5 reasons that people do not buy, which is the most critical?

Which is the easiest to resolve?

Discussion questions to consider as you help a Client to assess and/or develop strategic goals and tactical objectives relative to Aeneas Solution Set.

How do you communicate your “brand” to Customers? Prospects? Employees?

How much of the "intuitive knowledge" possessed by specific subject matter experts in the enterprise is available as common knowledge to all having a need to know?

What affect does communication have on your Company’s competitiveness?

 Between employees?  With Customers and Prospects?

How does communications affect employee productivity and empowerment?

How does communications affect profitability?

When should we have these conversations with our Business Neighbors? When they initiate it Before they are aware of a need