© 2008 office depot confidential: internal use only 2 welcome to the “new way of selling” at...

2

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY

Welcome to the “New Way of Selling” at Office Depot

This book is intended to help you quickly master the main elements of Contact Strategy. From this book you will

1. Understand your new role expectations

2. Better prioritize your customer’s biggest needs and follow-through consistently

3. Learn all the contact strategy tools that can be used before, during and after a call, to help you achieve 100% share of wallet

4. Know the Office Depot Advantage and how to sell more effectively using the model calls

5. Learn ways to help you achieve your financial targets

3


Table of contents

Section Contents

1. Introduction and Contact Strategy Overview

2. Role Expectations and Success Factors

3. The 3-step Process For Achieving 100% Share of Wallet

4. Coaching and Performance Review

5. Appendix

• Background and introduction• About Contact Strategy

• Introduction • Regional leadership role and success factors

– DSM sample week in the life• Sales force role and success factors

– Sales force sample week in life• Planning for the week using GPS Dashboard

• Introduction• Focus on your customer’s biggest needs (before the call) • Communicate the OD advantage (during the call)

– The Office Depot advantage– Conversion, Share of Wallet and retention lifecycles– Model calls: tailoring calls to customer lifecycle– Handling customer concerns and objections– Using tools on calls – category cheat sheets

• Follow through consistently (after the call)

• Certification• 3C coaching model• Weekly check-in• Ride-along forms• Monthly review form

• Conversion, Share of Wallet and retention calculation• GPS Dashboard and STAR reference• PSS quick reference

56

141516171821

232532333435414344

5152535457

596579

4


1. Introduction and Contact Strategy Overview

5


Background and introduction

Greetings:

I am proud to announce the successful launch of our new Contact Strategy, which has generated a great deal of excitement for the tools and sales processes that support our new way of selling. Contact Strategy is now foundational to the way we grow revenue and drive customer loyalty in our organization. Our new way of selling enables sales associates to communicate to existing customers with the right frequency and message by focusing on the biggest opportunities within each account to gain 100% Share of Wallet.

The new Sales Dashboard provides each associate with an integrated online vehicle that identifies actionable sales opportunities based on the customer lifecycle stage: Convert, Grow, Retain. In addition, Contact Strategy provides sales tools, such as the Call Planner and Model Call Scripts, that help maximize the customer metrics and information now at your fingertips.

This training module, Mastering the New Way of Selling at Office Depot, equips you with an overview of the Contact Strategy components, a description of your new role on the sales team, a set of clearly defined expectations or success measures, and a three-step plan (pre, during and post-sales call strategies) to achieve improved sales performance.

I am confident that each of you will be 100% committed to leveraging this powerful new sales tooI as your one-stop for managing sales activities at every stage of the customer life cycle. I look forward to hearing your success stories as we take care of business and drive customer loyalty with Contact Strategy.

Best regards,

Steve SchmidtPresidentBusiness Solutions Division

6


About Contact Strategy

• You wanted better information on customers• You wanted to decrease data gathering and admin activities and spend more time

selling• The environment we operate in requires us to target our customers more efficiently

and drive more effective calls

Why now?

• Is the New Way of Selling and affects all aspects of the sales activity at Office Depot BSD

• Is about differentiating customer communication and value offered by lifecycle stage of the customer

• Is designed to help us achieve 100% Share of Wallet at the customers we serve

• Tools: To provide customer information, plan and prioritize calls, help have effective customer conversations based on customer lifecycle and effective coaching

• Process: To streamline the sales cycle and ensure a standardized sales approach across Office Depot BSD

• Guidelines: To drive effective use of selling time and maximize value of customer interaction; coaching guidelines to drive professional development of the sales force

What isContact Strategy

What does it provide?

7


The New Way of Selling is designed to help you achieve 100% Share of Wallet

GPS = Growth + Profit + ServiceGPS = Growth + Profit + Service

1 2 3Focus on your

customer’s biggest needs

Communicate the OD

advantage

Follow-through consistently

1 2 3Focus on your

customer’s biggest needs

Communicate the OD

advantage

Follow-through consistently

• Sell based on model calls

• Know the sales guide to explain “Why ODP” and address customer concerns

• Communicate value of ODP and not just through price

• Meet calls/week expectations

• DSMs coach 3 days per week

• Train to achieve professional excellence

• Reward performance

• Prioritize opportunities with GPS dashboard

• Identify ship-to actions based on S.T.A.R

• Use call planner for every call

Destination:Achieve 100% share of wallet

“New Way of Selling”

8


The New Way of Selling approach affects all aspects of the wayOffice Depot sells…

From . . . . . . to

Calls tailored to a customer lifecycle with specific approach and goals

Using minimal differentiation of calls across customer lifecycle

Focusing on customers with large potential revenuesFocusing on customers with large current revenues

Spending more time on sales calls by directing service calls to customer service

Spending time on service issues at the expense of sales time

Scheduling based on opportunitiesLetting territory affect the weekly schedule

Prioritized target lists show exactly who to call on at what time to capture all opportunities

Only 56% of AMs aware of customers who are at risk

Knowing where the top opportunities are before the calls

Spending customer time probing for opportunities and pulling data

New reports give sales, trending, and category information in one place

Sales reps spend only 45-50% of their time selling, because they are busy pulling together reports

9


. . . and will benefit the sales force, customers, and the organization

For sales teams• Prioritized target lists with specific category gap

information• Less time wasted searching across systems for customer

information• Faster, easier sales and more satisfied customers• Increased attainment pay for those who optimize usage of

tools• More visible standards of performance and coaching

opportunities

For customers• More targeted sales calls• Attention based on individual customer’s needs

For Office Depot and for BSD• $3.2 billion revenue opportunity to get to 50% Share of

Wallet• $160 million for each 1% increase in Share of Wallet• A big step towards beating our competition!

10


Several tools have been provided to assist the sales force along the path to 100% Share of Wallet . . .

Planning the week and before the call

Description and benefits

Quick reference guide to the New Way of Selling including steps for call planning, execution and follow through

Tools to provide feedback and guidance duringride-alongs and performance reviews

Location

Sales pocket guide

GPS dashboard

Roadmap to prioritize top opportunities, track activities and monitor your Share of Wallet

BSD intranetGPS dashboard

Sales process checklist

One page report for each ship-to to identify sales opportunities by customer lifecycle stage

GPS dashboardSTAR

Template to write down call objectives and prepare for each step of the call

GPS dashboardCall planner

Success factors and sample talking points for conversion, Share of Wallet and retention calls

Sales pocket guideModel call

PSS guidelines for each step of a call including open, probe, support, close

Sales pocket guidePSS quick reference

Summary of talking points to explain why a customer should buy exclusively from Office Depot

Sales pocket guideOD advantage

Guide to assess customer needs in a specific category and provide support for SKU recommendations

GPS dashboardCategory cheat sheet

Quick reference for addressing customer concerns raised during calls

Sales pocket guideObjection handling

Ride-along guide and coaching forms

Tools

After the call

During the call

11


. . . with specific goals for serving customers in the three lifecycle stages

Goal

Customer lifecycle

Loyal customers

Grow

B

“At-risk” customers

Retain

Newly acquired customers

Convert

A C

New approach

Grow Share of Wallet among loyal customers by addressing category gaps

Turn at-risk customers back into loyals by immediately identifying drops in spending

Turn first-time buyers into loyals by promoting certain “loyal” behaviors

Share of Wallet RetentionConversion

Definition • <6 months• Not showing

7-7-7 behavior

• 6+ months• Continuous

purchasing

• 6+ months• Inconsistent

purchasing• More than 1 flag

12


Tools map to the various stages of a call and are designed to assist with the success factors at each stage

Contact Strategy tools mapped to each stage of a call

13


2. Role Expectations and Success Factors

14


Role expectations and success factors

On the following pages you will find role descriptions and the success factors that make a person in the role truly successful and move the individual and the organization towards a 100% Share of Wallet

While many of the role descriptions would be familiar to you, please do pay special attention to the success factors. As a sales person, you will be responsible for working together with your DSM and peers to achieve these success factors

You will also find sample weekly schedules for the various roles. Please treat these as a starting point. The Contact Strategy team understands that every region has its constraints and every personl has his/her individual style. Nevertheless, as the schedules get customized, please ensure that you follow through on the expected calls/ week as laid out on the subsequent pages

15


Contact Strategy has clear expectations from the regional leadership . . .

Role Description Success factors

RSD• Plan and execute the regional

strategy with your team• Lead and inspire your teams

to target 100% Share of Wallet• Support your team to address

any issues and concerns• Recognize performance

• Lead and inspire sales teams• Manage sales and IMU for a

designated region• Staff, train, develop, and

evaluate team members

• Coach, develop, and manage the selling team

• Manage sales and IMU for a designated sales district

• Staff, train, and evaluate team members

• Spend 3 full days/week in the field coaching the sales team and meeting with customers

• Coach and provide support to your team appropriately to ensure execution on the biggest opportunities first

• Recognize performance• Lead your team to target 100%

Share of Wallet

DSM

16


. . . and requires District Sales Managers to spend more than 60% of their time in coaching activities

Potential week in the life allocation for DSM

Monday ThursdayTuesday Wednesday Friday

100

60+

Coaching Admin Total

Time allocation/ Week

Admin

Coaching

Team Call

Ride along prep Ride along prep Ride along prep

Ride alongs & sales support calls

Dashboard review at team, rep, account level

Admin


Weekly rep 1-1

Admin

Daily check in calls


Admin

Dashboard review at team, rep, account level

EXAMPLE

17


Similarly, the sales force also has clearly defined roles and expectations . . .

• Identify, prioritize and target new accounts based on potential sales and IMU

• Set up new accounts with appropriate service and product mix

• Communicate with the Account Manager to ensure a smooth transition for new accounts

• Identify, prioritize, and acquire new customers to drive business growth

• Target 7-7-7 behaviors in newly acquired customers in order to convert them to active, loyal customers

• Follow-through to execute on expected calls/week (BDM1=60, BDM2=50, BDM3=30)

Role Description Success factors

• Plan activities in conjunction with an Account Manager’s top opportunities

• Maximize customer visits to improve the customer service experience

• Identify new contacts at ship-to location for further penetration and follow-through

• Focus on an Account Manager’s retention customers and uncover customer concerns

• Sell-in new opportunities to grow sales and IMU of existing customers

• Develop strong customer relationships• Utilize all selling tools to identify, plan

and execute new selling opportunities

• Focus on your customer’s biggest needs to develop a trusted advisor relationship

• Sell new opportunities to existing customers to achieve 100% Share of Wallet

• Win back at-risk customers to make them loyal again

• Follow-through to execute on expected calls/week (AM1=60, AM2=50, AM3=30)

AM

Service consultant

• Develop mutually beneficial relationships with users

• Identify opportunities and communicate to Account Managers

• Prioritize top revenue opportunities and provide support to the account

BDM

18


. . . and has clear expectations on the number of calls/ week as well as the time spent on sales activities (1/3)

1 ride-along per month from DSM

Potential week in the life allocation for AM1/ BDM1


20

60

40

Phone In-Person

Total

Calls/week

Admin

Phone

In Person

Admin

Phone

In Person

Team Call Weekly DSM 1-1

Feedback - 10 Feedback - 12 Feedback - 12 Feedback - 11 Feedback - 15

In person call - 7

Phone calls- 5

In person call - 7

Phone calls- 5

Customer Service calls

Phone calls- 15

Planning for the week

Phone calls- 10

In person call - 6

Phone calls- 5

Sample week in the life of an AM1 / BDM1

EXAMPLE

19


. . . and has clear expectations on the number of calls/week as well as the time spent on sales activities (2/3)



EXAMPLE



10

50

40

Phone In-Person

Total

Calls/week

Admin

Phone

In Person

Admin

Phone

In Person



Phone calls - 8


Phone calls- 12

In person call- 2

In person call - 4

Phone calls - 6

In person call - 4

Phone calls - 6


Phone calls- 8

20


. . . and has clear expectations on the number of calls/weekas well as the time spent on sales activities (3/3)



5

30

25

Phone In-Person

Total

Calls/week

Admin

Phone

In Person

Admin

Phone

In Person



In person call - 2

In person call - 1

Phone calls - 8

Phone calls - 2


Phone calls- 4

In person call - 2

Phone calls - 2


Phone calls- 9



EXAMPLE

21


The sales force is expected to use opportunities on the GPS dashboard to help with prioritizing and scheduling calls for the week

Easy access to full opportunity list

Top 20 opportunities prioritized by potential becomes the starting point for weekly planning

If for legitimate reasons any of the top opportunities cannot be scheduled during the current week, move on to the next opportunity in the complete activity list. The skipped opportunity will reappear in the top 20 list next week.

22


3. The 3-step Process for Achieving 100% Share of Wallet

23


The 3-step process for achieving 100% Share of Wallet is the primary focus of the “New Way of Selling”

1. Focus on your customer’s biggest needs (before the call)2. Communicate the OD Advantage (during the call)3. Follow through consistently (after the call)

On the following pages you will find the critical actions required to execute each of the three steps successfully. In addition, you will also find the tools that you can use in each of the steps

Once the weekly schedule has been determined based on the top opportunities and the standards of performance, it becomes imperative to stick to the fundamentals of Contact Strategy

24


Achieving 100% Share of Wallet needs every sales person to follow three critical steps consistent with Contact Strategy

Use the sales pocket guide to quickly refer to this page

The three step process to achieve 100% Share of Wallet

25


Focusing on the customer’s biggest needs represents a shift from focusing on high revenue ship-to’s to high opportunity ship-to’s

Customer A Customer B

1

Current revenue

Unmet needs

18,000

3,000 3,000

18,000

26


The sales force should utilize STAR to prioritize the opportunities at a ship to level based on the customer lifecycle

STAR provides information for all aspects of the customer lifecycle; this sticker tells you where to focus (Conversion, SOW Growth, or Retention)

STAR report is your road map or “north star”to identify sales opportunities at the ship-to level

STAR report provides the sales force with sales opportunities and lifecycle information at ship-to level

1

27


Example of a ship-to that has satisfied 7-7-7 requirements

Number of weeks since 1st order and number of weeks since most recent order given

Indicator notifies rep when 7-7-7 is met

# orders, # categories, and sales dollars provided; box is red with an “x”if ship-to has not met 7-7-7 requirements

Conversion information lets the reps know if the ship-to has shown the 7-7-7 behaviors . . .

1

28


Top five categories for ship-to’s listed in order of descending potential

Total 52 week sales by category and total 52 week incremental potential identified

Top 3 SKUs for category by vertical, with links to OD website

. . . high potential categories are provided so that reps can have targeted sales calls . . .

1

Example of a ship-to top 5 category opportunities

29


. . . and at-risk ship-tos are proactively flagged for appropriate remedial action

Total number of flags listed here; shipto is “at risk”if it has 2-4 flags

“Yes”with an “x”if a flag is raised; “No”with a check mark if the flag is not raised

1

Example of a retention customer

30


Net weekly sales (blue bar) and weekly order count (red line)

As you make calls, a green line will show you number of calls to this ship-to; helps you correlate their call activity to an increase in sales

The STAR report also provides weekly sales, number of orders, and calls made to the ship-to to help track impact of calls

1

Example of sales trends at ship-to level

31


And finally, the call planner helps to document objectives and approach for the call

Proactive call planning helps

identify DSM and specialist rep

support helping to reduce the time

required to get an order

1

Call planners are accessible through the dashboard left panel

Snapshot of a call planner

32


Communicating the OD advantages effectively requires the reps to tailor the message to address the customer concerns and lifecycle

2

Grow loyal customers

SOW


SOW

Retain “at risk”customers

Retention


Retention

Convert newly acquired customers

Conversion


Conversion

Common profile and hot points

1. A new organization• Have little purchasing experience or are dependent on the experience of their manager. You

are meeting their needs with OD Advantages to make their jobs easier2. An existing organization with multiple vendors shopping around for price

• They could have significant purchasing experience and may consider using OD only for limited products. Educate on OD Advantages and products. You are selling value and convenience

3. An existing organization trying out OD as an alternative to their current suppliers• They could have significant purchasing experience and may be dissatisfied with their current

suppliers. Educate on OD Advantages and products. You are selling reliability

1. Use multiple vendors for products and solutions that OD carries• May not know that OD carries the product, may be price-sensitive or just prefer flexibility of

using multiple vendors. Explore for hidden costs and productivity losses from managing multiple vendors. You are selling product assortment, convenience, and productivity

2. Use OD exclusively for all their business needs• Rely on OD and are truly a loyal customer. May not have the best portfolio of products to suit

their needs though. Explore possibilities of providing varying quality of products to better match needs to products (e.g. red top vs blue top). You are selling knowledge and value

1. May have a struggling business• Have a combination of decreased workforce or decreased consumption of office products per

employee. Empathize and explore for critical product needs or offer exclusive/remanufactured products. You are selling in value and assistance

2. May be unsatisfied with our service• Have had unsatisfactory service and are testing other suppliers. Emphasize value of their

business. Resolve issues quickly, provide personal guarantee and if feasible a benefit in return for the inconvenience. You are selling reliability and customer importance

3. May have found better price• May have had opportunistic pricing offers. Emphasize OD pricing integrity, sustainability, and

total savings across all of their supply needs. Look for additional SOW in exchange for lower prices if required. You are selling total value and savings as a “one stop shop”

Quick reference guide to customer hot points by lifecycle


33


The OD Advantage should be communicated to our customers on every call


Quick reference guide to OD Advantage

2

34


Model call approach is based on the customer’s lifecycle

Customer lifecycle Goal Why they appear on S.T.A.R Benefit


Conversion


Conversion Turn first-time buyers into loyal customers by promoting 7-7-7 behaviors

• Customers that have been with OD less than 6 months

• Have not yet placed 7 orders with 7 categories worth over 7 hundred dollars

In first 3 months, a ship-to that reaches 7-7-7 behavior is 30% more likely to be active in 18 months


SOW


SOW Grow share of wallet among loyal customers by addressing category gaps

• Active customers that have been more than 6 months with OD and have constant purchasing patterns

• Based on vertical and WCW count, these customers have opportunities in categories that are not met by OD

Achieve 100% SOW by following through on the identified category opportunities


Retention


Retention Turn “at risk” customers back into loyal customers by immediately identifying drops in spending

• Customers that have been with OD more than 6 months, but now have inconsistent purchasing (2+ flags)

• Previous month’s sales are significantly less than average monthly sales

• Previous week’s sales are significantly less than average weekly sales

• Previous month’s number of orders is significantly less than average monthly orders

• Was expected to make a purchase previous week, but did not (based on predictive purchase model)

Early warning to ensure continuity in serving our customer’s needs

Quick reference guide to customer lifecycle


2

35


Standard model calls, differentiated by customer lifecycle stage, should be used for tailoring the calls (1/3)


2

Conversion model call

Success drivers

Build rapport Set clear agenda: discuss how OD can meet a broad set of the customer’s needs Emphasize value of call to customer and get acceptance Confirm if customer has welcome kit and Big Book

Open

Ask about current impressions of Office Depot Ask open questions to identify needs in loyalty driving categories (e.g. ink &

toner, paper, break room, writing instruments) Identify the #1 product and service need for each category Understand reasons for using other suppliers (if any) Confirm WCW and vertical

Probe

Share high-level features and benefits with customer using category collateral Highlight all three core OD Advantages with specific talking points Encourage trial of new categories using product samples if possible If discussing price, only offer a better price in exchange for increased SOW

Support

Check if points of agreement are understood by both sides Encourage customer to place order in new categories Schedule follow-up call corresponding with next order date Check if website was set up and customer knows how to use it Thank customer for their business and time

Close

Goal: Turn first-time buyers into loyals by promoting 7-7-7 behaviorsApproach: Discuss a broad set of products/solutions to build awareness for what OD provides

36




2

Success drivers

Open Build rapport Set clear agenda: discuss how OD can meet specific needs not being met today Emphasize value of call to customer and get acceptance

Open Build rapport Set clear agenda: discuss how OD can meet specific needs not being met today Emphasize value of call to customer and get acceptance

Probe Ask open questions to identify needs in 3+ top categories from STAR Identify top 3 product and service needs for each category Understand reasons for using other suppliers (if any)

Probe Ask open questions to identify needs in 3+ top categories from STAR Identify top 3 product and service needs for each category Understand reasons for using other suppliers (if any)

Support

Complete in-depth needs assessment using category cheat sheet and collateral Address customer objections/concerns about switching to OD Discuss 2+ examples of OD Advantages (“one stop shop”, “world class service”)

before price If discussing price, only offer a better price in exchange for increased SOW Encourage trial of new categories using product samples if possible

Support


before price If discussing price, only offer a better price in exchange for increased SOW Encourage trial of new categories using product samples if possible

Close

Check if points of agreement are understood by both sides Encourage customer to place order in new categories Schedule follow-up call corresponding with next order date Thank customer for their business and time

Close

Check if points of agreement are understood by both sides Encourage customer to place order in new categories Schedule follow-up call corresponding with next order date Thank customer for their business and time

Goal: Grow SOW among loyal customers by addressing category gapsApproach: Go deep in a few specific categories to identify/address customer needs

Share of Wallet model call

37




Build rapport Emphasize importance of the customer’s business for OD Set clear agenda: address concerns or unmet needs causing change in purchasing

patterns Emphasize value of call to customer and get acceptance

Open



Open

Ask questions to understand reasons for change in purchase patterns If not “at risk,” probe on 3+ top categories from S.T.A.R using open questionsProbe Ask questions to understand reasons for change in purchase patterns If not “at risk,” probe on 3+ top categories from S.T.A.R using open questionsProbe

Tailor response based on reason “at risk”…Cost cutting: Empathize and present alternatives to reduce costs (e.g. exclusive

brands, order consolidation, larger packs)Found better price: 1) Probe for comparable service or hidden costs; 2) Explore

ability to match price in exchange for increased SOWService issues: 1) Identify concern and address immediately with specific action

plan; 2) Offer an one-time discount if required Reinforce 2+ examples of OD Advantages (“one stop shop”, “world class service”)

Support

Tailor response based on reason “at risk”…Cost cutting: Empathize and present alternatives to reduce costs (e.g. exclusive

brands, order consolidation, larger packs)Found better price: 1) Probe for comparable service or hidden costs; 2) Explore

ability to match price in exchange for increased SOWService issues: 1) Identify concern and address immediately with specific action

plan; 2) Offer an one-time discount if required Reinforce 2+ examples of OD Advantages (“one stop shop”, “world class service”)

Support

Check if points of agreement are understood by both sides Provide personal guarantee of follow-up on customer service issues Encourage customer to place order again Schedule follow-up call Thank customer for their business and time

Close


Close

Success drivers

Goal: Turn “at risk” customers back into loyals by immediately identifying drops in spendingApproach: Identify reason for change in purchase patterns and address customer concerns

Retention model call

2

38


Sample talking points based on model calls act as thought starters to drive messaging consistency (1/3)


Sample talking points

“We really value your business, so I am here to make sure that we are taking care of you as a new customer. I know you have a broad set of business needs and we can offer specific products and solutions that may save you time and strip costs from your office supply procurement. Is it okay if I ask you a few questions?”

Open

“We really value your business, so I am here to make sure that we are taking care of you as a new customer. I know you have a broad set of business needs and we can offer specific products and solutions that may save you time and strip costs from your office supply procurement. Is it okay if I ask you a few questions?”

Open

How have your first orders been with us? Is there something that we could do differently? I noticed that in those first orders you did not order any paper, break-room products, or

toner cartridges. How are you procuring those items?What are your printing needs today? What type of paper and printers do you use? How do

you use the documents that you print?What are your plans to consolidate the number of vendors you are currently purchasing

from?

Probe

How have your first orders been with us? Is there something that we could do differently? I noticed that in those first orders you did not order any paper, break-room products, or

toner cartridges. How are you procuring those items?What are your printing needs today? What type of paper and printers do you use? How do

you use the documents that you print?What are your plans to consolidate the number of vendors you are currently purchasing

from?

Probe

We carry 30,000+ SKUs and can be a “one stop shop” for all of your business needs. One order, one invoice, one delivery, no hassle!

Our “world class customer service” is the best in the industry providing everything from consolidated billing/ordering to next day delivery with 99% on-time accuracy

Our size allows us to provide you with the “best value for your money” I brought a product sample with me. Why don’t you try it and see what you think?

Support


Our “world class customer service” is the best in the industry providing everything from consolidated billing/ordering to next day delivery with 99% on-time accuracy

Our size allows us to provide you with the “best value for your money” I brought a product sample with me. Why don’t you try it and see what you think?

Support

“It looks like the range of products we went over fits your requirements. If we could put together a proposal that satisfies these needs, would you be willing to consider purchasing these products with Office Depot? Great!”

“You said your next order date is Wednesday, why don’t I call you then so that we can set up the order up together? I appreciate your time today and hope that we can continue to meet your needs further. Thanks again for being a customer with Office Depot.”

Close



Close

Conversion model call

2

39




Open

“As I mentioned on the phone the other day, I am here to look for ways to help improve the value and quality of service you get from us. We believe we can better meet all your needs by expanding our partnership into new areas to make your organization more productive. Would you be willing to explore those opportunities with me today?”

Open

“As I mentioned on the phone the other day, I am here to look for ways to help improve the value and quality of service you get from us. We believe we can better meet all your needs by expanding our partnership into new areas to make your organization more productive. Would you be willing to explore those opportunities with me today?”

Probe

How are you currently producing your training manuals/marketing materials?What products do you use today? (e.g. break room product list)Where do you buy your products today? What do you like about this supplier?Can you take me through your ordering process when procuring these products?Do you have any green initiatives that require unique product needs?

Probe

How are you currently producing your training manuals/marketing materials?What products do you use today? (e.g. break room product list)Where do you buy your products today? What do you like about this supplier?Can you take me through your ordering process when procuring these products?Do you have any green initiatives that require unique product needs?

Support


Consolidating your supplies with us will help you reduce your invoice and handling costsYou can order this new category from our website along with the other products you

currently buy from us. Saves you a lot of time! Over 70% of our customers use our award winning website to place their orders

We carry leading brands in that product category. We can provide you with an equal or better product than the one you are currently purchasing.

Our size allows us to provide you the “best value for your money” I brought a product sample with me. Why don’t you try it and see what you think?

Support


Consolidating your supplies with us will help you reduce your invoice and handling costsYou can order this new category from our website along with the other products you

currently buy from us. Saves you a lot of time! Over 70% of our customers use our award winning website to place their orders

We carry leading brands in that product category. We can provide you with an equal or better product than the one you are currently purchasing.

Our size allows us to provide you the “best value for your money” I brought a product sample with me. Why don’t you try it and see what you think?

Close



Close




Share of wallet model call

2

40




“As I mentioned on the phone the other day, I am here to look for ways to help improve the value and quality of service you get from us. Based on your recent purchase patterns, we are concerned that we may not be meeting your needs and expectations as well as we could. We value your business and we would like to discuss your current views of OD and how we can serve you better?”

Open

“As I mentioned on the phone the other day, I am here to look for ways to help improve the value and quality of service you get from us. Based on your recent purchase patterns, we are concerned that we may not be meeting your needs and expectations as well as we could. We value your business and we would like to discuss your current views of OD and how we can serve you better?”

Open

How is your business doing? Tell me about any changes recently within your organization. I see that you did not place your last order. Do you have enough of the products you need?Tell me about how we have been performing lately as your vendorWhat compelled you to switch to another supplier on that last order? How is their service?

Probe

How is your business doing? Tell me about any changes recently within your organization. I see that you did not place your last order. Do you have enough of the products you need?Tell me about how we have been performing lately as your vendorWhat compelled you to switch to another supplier on that last order? How is their service?

Probe

Cost cutting: “The economy is affecting a lot of businesses. I see that cost is important to you, so we could find some alternatives to manage your costs. Are you aware that OD carries over 4,000+ high quality exclusive products that could save you money?”

Found better price: “I am surprised to hear that you are getting a better price. With OD’s consolidated billing and delivery, your handling costs and procurement cost should be a lot lower with one supplier. Have you considered the total costs involved? Perhaps we could reduce your overall costs by making OD your “one stop shop.”

Service issues: “I am sorry to hear that you have been having delivery issues; let me call the support line right away. To show you how much we care about your business, let me give you an one-time discount. How does that sound?”

Support

Cost cutting: “The economy is affecting a lot of businesses. I see that cost is important to you, so we could find some alternatives to manage your costs. Are you aware that OD carries over 4,000+ high quality exclusive products that could save you money?”

Found better price: “I am surprised to hear that you are getting a better price. With OD’s consolidated billing and delivery, your handling costs and procurement cost should be a lot lower with one supplier. Have you considered the total costs involved? Perhaps we could reduce your overall costs by making OD your “one stop shop.”

Service issues: “I am sorry to hear that you have been having delivery issues; let me call the support line right away. To show you how much we care about your business, let me give you an one-time discount. How does that sound?”

Support

“We really value your business, and I would like the opportunity to earn your business back.”“I will get our Senior Transportation Manager involved and have your account added to our

VIP list, which will ensure that your orders are audited for accuracy before delivery.”“With that commitment and plan in place, would you be willing to give Office Depot another

opportunity to earn your business back?”

Close

“We really value your business, and I would like the opportunity to earn your business back.”“I will get our Senior Transportation Manager involved and have your account added to our

VIP list, which will ensure that your orders are audited for accuracy before delivery.”“With that commitment and plan in place, would you be willing to give Office Depot another

opportunity to earn your business back?”

Close


Retention model call

2

41


Objection handling samples differentiated by objection type provides thought starters to effectively address customer concerns (1/2)

Handling objections - samples Objection example Examples of resolving customer concerns

“Exclusive/ remanufactured products cannot match the performance we require”

• Can you tell me about your previous experience with exclusive/remanufactured products so that I can understand your quality needs?

• Our exclusive and remanufactured products are procured only from suppliers who adhere to strict quality standards. Independent experts have found that our exclusive brands are equal if not better than their branded counterparts. Plus, each of our products is backed by our satisfaction guarantee

• Why don’t we go ahead and place a sample order for you so that you can test the quality?

Skepticism

“Exclusive/ remanufactured products cannot match the performance we require”

• Can you tell me about your previous experience with exclusive/remanufactured products so that I can understand your quality needs?

• Our exclusive and remanufactured products are procured only from suppliers who adhere to strict quality standards. Independent experts have found that our exclusive brands are equal if not better than their branded counterparts. Plus, each of our products is backed by our satisfaction guarantee

• Why don’t we go ahead and place a sample order for you so that you can test the quality?

Skepticism

“You do not carry the full set of products like my current supplier”

• Can we look at your current purchases and check if OD can offer similar or better products?

• We offer over 30,000 SKUs, providing the flexibility and convenience of a “one stop shop” with winning products and solutions. As an example, for break room we carry the largest selection of branded and private label products for all meal times including Coke and Starbucks. This allows you to consolidate your purchases and get the best overall value by working with one business partner

Misunderstanding

“You do not carry the full set of products like my current supplier”

• Can we look at your current purchases and check if OD can offer similar or better products?

• We offer over 30,000 SKUs, providing the flexibility and convenience of a “one stop shop” with winning products and solutions. As an example, for break room we carry the largest selection of branded and private label products for all meal times including Coke and Starbucks. This allows you to consolidate your purchases and get the best overall value by working with one business partner

Misunderstanding

“Our needs are being met by another supplier” or “we are on a contract for that product”

• Would you be willing to spend a few minutes to discuss potential ways for us to bring some value to you in the future? What do you like and not like about the current supplier?

• No other supplier can provide you as wide of a product offering as Office Depot. Our breadth of product offering can provide you a true one-stop-shop solution. This allows your organization to leverage your total volume and get the best overall value from one business partner

Indifference

“I have enough products”

• When do you anticipate your next order? Can I call you before your next order to discuss your needs at that time?

“Our needs are being met by another supplier” or “we are on a contract for that product”

• Would you be willing to spend a few minutes to discuss potential ways for us to bring some value to you in the future? What do you like and not like about the current supplier?

• No other supplier can provide you as wide of a product offering as Office Depot. Our breadth of product offering can provide you a true one-stop-shop solution. This allows your organization to leverage your total volume and get the best overall value from one business partner

Indifference

“I have enough products”

• When do you anticipate your next order? Can I call you before your next order to discuss your needs at that time?


2

42


Objection Example Examples of resolving customer concerns

“I need to discuss with the decision-maker”

• If the decision was yours, would this be the product/solution to satisfy your needs?• Would you like me to provide information on this product to the decision-maker?

Would that help you get the product you need sooner?• I would like to discuss a few other opportunities to provide you with additional value,

can we get the decision-maker involved in that call? How does that sound?

Other

“I need to discuss with the decision-maker”

• If the decision was yours, would this be the product/solution to satisfy your needs?• Would you like me to provide information on this product to the decision-maker?

Would that help you get the product you need sooner?• I would like to discuss a few other opportunities to provide you with additional value,

can we get the decision-maker involved in that call? How does that sound?

Other

Handling objections – samples (ctd…)

“I like your offer but Office Depot doesn’t offer the same service”

• Why is this service so important to you and your company?• I can understand the need to have same day delivery on specific occasions. Based

on our conversation, can we explore if our world-class service guarantee can fulfill your needs?

• We have next day delivery for orders as late as 5 pm. Would this be sufficient to get you the product you need when you need it?

Drawback

“I will not come back to Office Depot. I have had too many service issues”

• What specific issues have you had?• I apologize for the issues you have faced the past month. You have every right to be

upset and to switch vendors• We really value your business and I would really like the opportunity to earn your

business back

“I found a better price with another vendor”

• “I am surprised to hear that you are getting a better price. With OD’s consolidated billing and delivery, your handling costs and procurement cost may be a lot lower with one supplier. Have you considered the total costs involved? Are there any service charges involved with the other vendor?

• Perhaps we could reduce your overall costs by making OD your “one stop shop” for all of your product needs. First, let's make sure that you are getting the right quality of product for your needs. Do you mind if I ask a few questions about your specific product needs?"

“I like your offer but Office Depot doesn’t offer the same service”

• Why is this service so important to you and your company?• I can understand the need to have same day delivery on specific occasions. Based

on our conversation, can we explore if our world-class service guarantee can fulfill your needs?

• We have next day delivery for orders as late as 5 pm. Would this be sufficient to get you the product you need when you need it?

Drawback

“I will not come back to Office Depot. I have had too many service issues”

• What specific issues have you had?• I apologize for the issues you have faced the past month. You have every right to be

upset and to switch vendors• We really value your business and I would really like the opportunity to earn your

business back

“I found a better price with another vendor”

• “I am surprised to hear that you are getting a better price. With OD’s consolidated billing and delivery, your handling costs and procurement cost may be a lot lower with one supplier. Have you considered the total costs involved? Are there any service charges involved with the other vendor?

• Perhaps we could reduce your overall costs by making OD your “one stop shop” for all of your product needs. First, let's make sure that you are getting the right quality of product for your needs. Do you mind if I ask a few questions about your specific product needs?"

Objection handling samples differentiated by objection type provides thought starters to effectively address customer concerns (2/2)


2

43


Using tools like the category cheat sheets during calls help explore unmet needs and look for cross-selling opportunities

Value finder

What do you use printing for? Are all your printing needs met by Office Depot? Would you like to optimize costs by better matching products to usage? Will DPS be a viable cost management option for your high quality printing needs? Remanufactured toners provide best value for money for internal printing. Have you considered it? Do you have green initiatives that Office Depot can support you on? Would you like to optimize your printer running costs?

Cost saver

Separate high quality & internal printing into separate print trays o Minimizes paper

costso Allows better

estimation of high quality paper usage

Value finder

What do you use printing for? Are all your printing needs met by Office Depot? Would you like to optimize costs by better matching products to usage? Will DPS be a viable cost management option for your high quality printing needs? Remanufactured toners provide best value for money for internal printing. Have you considered it? Do you have green initiatives that Office Depot can support you on? Would you like to optimize your printer running costs?

Cost saver

Separate high quality & internal printing into separate print trays o Minimizes paper

costso Allows better

estimation of high quality paper usage

OEMOD brandsRemanufacturedInk

Premium laser paperLaser paperPaperLaser


Premium inkjet paperInkjet paperPaperInkjet

DPSDPSAlternative

OEMOD brandsInk

Color Copy

Ultra White

Yellow topBlue topPaperHigh Quality Copy & Print

DPSDPSAlternative


100% recycled

35% recycled

Yellow topBlue topRed topPaperEveryday Copy & Print

QtyOther vendorsQtyBestQtyBetterQtyGoodProductUsage

Office Depot


Premium laser paperLaser paperPaperLaser


Premium inkjet paperInkjet paperPaperInkjet

DPSDPSAlternative

OEMOD brandsInk

Color Copy

Ultra White

Yellow topBlue topPaperHigh Quality Copy & Print

DPSDPSAlternative


100% recycled

35% recycled

Yellow topBlue topRed topPaperEveryday Copy & Print

QtyOther vendorsQtyBestQtyBetterQtyGoodProductUsage

Office Depot

Share tips with customers

Go over the value finder questions with the customers to guide the probing

Map customer’s usage across a need (e.g. printing) to probe for opportunities in related categories (e.g. paper, ink & toner, DPS & printers all satisfy printing need)

Map customer’s usage across a need (e.g. printing) to probe for opportunities in related categories (e.g. paper, ink & toner, DPS & printers all satisfy printing need)

2

Category cheat sheets are accessible through the dashboard left panel

44


Following through consistently requires reps and managers to use Office Depot resources and execute on their role expectations

Complete feedback forms and standards of performance requirements

Coach consistently Manager ride along to help develop rep sales skills

Monitor activities and Share of Wallet on the dashboard

Use specialist reps to bring the best of Office Depot to customers

Use customer service to support service requests from customers

3

45


Dashboard provides feedback forms to capture the outcome of calls . . .

Searchable list of all contacts at the shipto

Activity date and type; method of contact (in-person, phone, etc.)

Rep can select as many categories as necessary; coffee demos, Tech Depot are also included

Rep identifies why the customer was not fulfilling potential and the outcome of this call

If customer is under another contract or doesn’t want to be contacted, shipto can be excluded from upcoming reports for given period of timeWCW and vertical

information updated here!

Sample feedback form

3

46


. . . and allows reps and managers to track progress of the relationship with a ship-to

Feedback history sample

3

47


Dashboard allows the reps and managers to keep track of progress towards standards of performance in order to maximize on opportunities . . .

Activity tracker

Dashboard activity sample

3

Dashboard activity sample

48


. . . while also providing Share of Wallet, revenue, and IMU year-over-year trends

3

Dashboard Share of Wallet, revenue, and IMU performance sample

Know your Share of Wallet and target 100% for your customers

49


Reps can also use the wide array of support services to accommodate most customer needs

Quick reference to common customer-related support activities allows proper routing of requests

3

50


4.Coaching and Performance Review

51


Certification is an important reinforcement mechanism used in Contact Strategy and requires commitment from leadership and sales force

RSD DSM Reps

Coaching and ride-along will be used to drive certification in the “New Way of Selling”

DISCUSSION DRAFT

• DSMs will certify reps based on performance observed during ride-alongs, coaching sessions, and ability to execute against the SOPs

• Unsatisfactory grasp of the New Way of Selling by reps will require them to be reevaluated within 2 weeks

• Reps will tell DSMs when they are ready to be certified

• RSDs will accompany DSMs on ride-along and coaching sessions to ensure that the DSMs are proficient with the New Way of Selling

• Unsatisfactory grasp of the New Way of Selling by DSMs will require the DSM to be reevaluated within 1 month

More details coming soon

A written test on the basic concepts of Contact Strategy needs to be taken in conjunction with self certification

52


Your DSM will perform weekly check-ins based on the 3Cs of a sale – Customer, Category, and Close

• Frequency: weekly with reps• Duration: 20 minutes, in person/small groups

Sample questionsDuration8-10 mins

5-7 mins

Focus on action!

Customer• What are the top opportunities this week for conversion, Share

of Wallet, and retention?• Who are you planning to call and who are you planning to visit

in-person?• What do you think is important for these customers?

• What is your strategy for the call? Are you using the model calls to prepare for calls?

• Can we role-play the open for your biggest opportunity?• What are the objections you anticipate? How will you handle

them?• What follow-up actions have you planned this week for last

week’s calls?

5 mins• What categories are you targeting?

• What supporting tools do you plan to use for these categories?• What are the cross-sell opportunities to target?

Category

Close

53


And, will use the weekly check-in form to document 3C discussions (form optional)

,

Rep name

Top 5 customers

Potential categories Potential objections, responses,

and closing techniquesCall outcomes and next steps to close call

Impact discussion (end of week)

End dateStart date

Pipeline discussion on top 5 opportunities (start of week)

Coaching forms are accessible through the dashboard left panel

54


Ride-along forms differentiated by customer lifecycles will provide guidelines to the model calls – Conversion call (1/3)

,

Success drivers Notes

Pre-call Objective, strategy and value of the call articulated Organized required support and materials Anticipated objections and is prepared to handle

Close Check if points of agreement are understood by both sides Encourage customer to place order in new categories Schedule follow-up call corresponding with next order date Check if website was set up and customer knows how to use it Thank customer for their business and time

Open Build rapport Set clear agenda: discuss how OD can meet a broad set of the customer’s needs Emphasize value of call to customer and get acceptance Confirm if customer has welcome kit and Big Book

Probe Ask about current impressions of Office Depot Ask open questions to identify needs in loyalty driving categories

(e.g., ink and toner, paper, break room, writing instruments) Identify the #1 product and service need for each category Understand reasons for using other suppliers (if any) Confirm wcw and vertical

Support Share high-level features and benefits with customer using category collateral Highlight all three core OD Advantages with specific talking points Encourage trial of new categories using product samples if possible If discussing price, only offer a better price in exchange for increased Share of Wallet

Strengths Development needs

Customer DateLocationName


55


Ride-along forms differentiated by customer lifecycles will provide guidelines to the model calls – Share of Wallet call (2/3)

,



Pre-call

Close Check if points of agreement are understood by both sides Encourage customer to place order in new categories Schedule follow-up call corresponding with next order date Thank customer for their business and time

Build rapport Set clear agenda: discuss how OD can meet specific needs not being met today Value of the call understood by customer

Open

Ask open questions to identify needs in 3+ top categories from STAR Identify top 3 product and service needs for each category Understand reasons for using other suppliers (if any)

Probe


before price If discussing price, only offer a better price in exchange for increased Share of Wallet Encourage trial of new categories using product samples if possible

Support

Objective, strategy and value of the call articulated Organized required support and materials Anticipated objections and is prepared to handle them



56


Ride-along forms differentiated by customer lifecycles will provide guidelines to the model calls – Retention call (3/3)

,




Pre-call

Close



Open

Ask questions to understand reasons for change in purchase patterns If not “at risk,” probe on 3+ top categories from STAR using open questions

Probe

Tailor response based on reason “at risk”… Cost cutting: Empathize and present alternatives to reduce costs (e.g. exclusive

brands, order consolidation, larger packs) Found better price: 1) Probe for comparable service or hidden costs; 2) Explore

ability to match price in exchange for increased Share of Wallet

Service issues: 1) Identify concern and address immediately with specific action plan; 2) Offer an one-time discount if required

Reinforce 2+ examples of OD Advantages (“one stop shop”, “world class service”)

Support

Objective, strategy and value of the call articulated Organized required support and materials Anticipated objections and is prepared to handle



57


The monthly review form will help your DSM provide coaching on strengths and improvement opportunities

DISCUSSION DRAFT

,

Improvement and observations since last month

Date: _____________

Rep name

Team leader signature: ____________________

(Please focus both on strengths that can be built on and development needs)


1.

2.

3.

4.

5.

Focus on Biggest Needs

Communicate the OD Advantage

Consistent Follow-Through

• Meeting calls/week expectations

• Follow up planning & use of OD resources

• Effective customer conversations

• Ability to prioritize and match OD advantages to customer need

• Tools & materials usage to influence sale

• Effective planning• Call prioritization

Note to DSM: Please use this form in addition to the rep performance dashboard and the ride-along forms

Goals for this month

Action

DSM support

Date

Rep concerns

Rep signature DSM signature

DSM name Location


58


5. Appendix

59


Understanding the Conversion, Share of Wallet and Retention Calculation

60


Orders CategoriesHundred dollars in spend

7 7 7

In the first 3 months, a ship-to that reaches . . .

Based on statistical analysis

The goal of the conversion model is to drive 7-7-7 behaviors in new customers

. . . is 30% more likely to be active in 18 months

61


The Share of Wallet report is based on a robust statistical model…

ELC of Miami-Dade County

Overall question – what is the potential ink and toner spend for ELC?

CO FNGV

Industry

What is the comparable group?

1

ES BS LGSS

1-10

11-25

26-50

51-100

101-150

151-500

501-2000wcw

siz

e

What is the potential spend/ wcw?

2

Rank of customers in comparable group by spend/wcw

Top spender

Bottom spender

Top quartile:$35/wcw

What is the potential for ELC?

Potential

(-) Current Spend

(=) Opportunity/ wcw

(x) number of wcw

(=) total opportunity

3

$35

$12

$23

475

$10,925

We do this for every company, every category and every ship-to using top quartile data from OD’s entire customer base

• Social services• 475 wcw• $5,700 spend/year in ink and toner ($12/wcw)

62


… and the goal is to reach 100% Share of Wallet for each customer

Dollars/wcw

100% Potential Actual

Ink and toner 500 550

Spend

Binders and filing

50 50

Paper 100 105

Breakroom/ Jan-San

30 30

EXAMPLE

63


Flagging methodology for retention model is based on historical purchasing patterns…

A flag is raised if . . .

. . . previous month’s sales are significantly less than average monthly sales

Monthly

sales

1

Weekly

sales

. . . previous week’s sales are significantly less than average weekly sales

2

Orders

. . . previous month’s number of orders is significantly less than average monthly orders

3

Predictedpurchase

. . . a customer was expected to make a purchase previous week (based on previous order behavior) but did not

4

Customer with any 2-4 flags raised is considered at risk

Statistics haveproven the accuracy of

the flagging system

64


… and the goal is to have less than 2 flags for each customer

1 Flag or less

2 Flags or more

65


GPS Dashboard and STAR Reference

66


GPS dashboard provides the top opportunities, Share of Wallet and activity tracker

67


The top 20 opportunities are based on a combination of ship-to lifecycle as well as the incremental potential at ship-to level

Top 20 opportunities in prioritized order with potential dollar amount and model that customer fits into

Click here for full report of all shiptos assigned to a rep

Click here to convert to printable pdf version

68


STAR report provides customer opportunity and lifecycle information at a ship-to level

Identifier on ship-to report reminds rep which model ship-to falls into

69


Top five categories for ship-to listed in order of decreasing potential

Total 52 week sales by category and total 52 week incremental potential identified

Top 3 SKUs for category by vertical, with links to ODP website

The top 5 categories ranked by incremental opportunities for a ship-to are accessible on the STAR report…

70


Number of weeks since 1st order and number of weeks since most recent order givenIndicator notifies

rep when 7-7-7 is met

# orders, # categories, and sales dollars given for history of customer; box is red with an “x” if ship-to has not met 7-7-7 requirements

…While conversion metrics indicates if a ship-to has displayed loyalty driving behaviors…

71


Total number of flags listed here; ship-to is “at risk” if it has 3-4 flags

Retention flag indicators; “Yes” and an “x” if a flag is raised; “No” and a check mark if the flag is not raised

…and retention metrics indicates if a ship-to has displayed “at-risk” behaviors

72


Net weekly sales and weekly order count

Number of total calls to this shipto, helps rep correlate their call activity to an increase in sales

The weekly order and sales trends in the STAR report provide a quick visual aid to monitor customer ordering behavior

73


Job aids on the dashboard help in communicating the Office Depot Advantage

74


Printable and online feedback forms provide convenient options to document call outcomes . . .

75


. . . and is used to provide feedback history to track the relationship with a ship-to . . .

76


Feedback forms also drive the activity tracker, so ensuring feedback discipline is important

Total number of calls made vs. benchmark in first graph; total in-person calls made vs. benchmark in 2nd graph

77


Share of Wallet performance is available at a glance

Rep’s total Share of Wallet highlighted here to gauge how well the rep is penetrating their entire customer base

78


The left panel provides links to job aids, reports and FAQs that help with process management as well as call execution

Additional tools, links to job aids and individual reports, FAQs all found in left panel

79


PSS Quick Reference

80


Professional Selling Skills® quick reference

Resolving customer concerns

• For acceptance

Skepticism (customer doubts that you can help)

• For acceptance

Misunderstanding (customer thinks you can’t meet needs that you can)

Drawback (customer needs that you cannot provide)

Probe • To understand concern

• To understand concern• To confirm need behind

concern

• To understand concern

Acknowledge • The concern • The need behind concern • The concern

Address the concern

• Offer relevant proof • Describe relevant features and benefits

• Refocus on bigger picture• Outweigh with previously

accepted benefits

• For acceptanceCheck

Open Probe Support CloseCustomer

Needs

Need satisfaction selling processGoal – to make informed, mutually beneficial decisions

Professional Selling Skills®

©AchieveGlobal,Inc

81


Professional Selling Skills® quick reference

Opening• Position your opening• Propose agenda• State value to customer• Check for acceptance

Probing• Ask effective questions• Listen for

– Circumstances– Needs– Need behind the need

Supporting• Acknowledge need• Describe relevant features and benefits• Check for acceptance

Closing• Review previously accepted benefits• Propose next steps for you and the

customer• Check for acceptance

Addressing indifference

• Acknowledge customer’s point of view• Gain agreement to probe• Probe to create awareness of needs

1. Explore circumstances2. Identify opportunities3. Examine effects4. Confirm existence of a need

• Support the need

Connective skills• Acknowledging• Confirming• Positioning• Checking

©AchieveGlobal,Inc

© 2008 office depot confidential: internal use only 2 welcome to the “new way of selling” at...

Documents