access sales program institutional sales

The ACCESS Sales Program

designed for

B TO B SALES SITUATIONS

By

Direction One Consulting

Objective of the Program

• To get inspired.• To understand how & why an institution

buys.• To evolve and practice a sales process that

links successfully to the institutional buying process.

• All the above leading to better productivity and higher sales


Setting personal stretch goals

• Need to be an internal.• Have self belief. • Be careful of outside opinions and

influences.• Be prepared to work hard.• Become a powerful influence on others.

• If you think you can or you think you can’t, either way you are right


And aligning them to organizational goals

• Therefore how can I maximize my income and learning!

• To achieve my long-term goals, how do I need to work?

• Why should I meet my organization goals.


How does an institution buy?

KingKing

• Evaluates and shortlists.• Is like a filter, can say No

but cannot say yes. • Looks at only right side.• Works within boundaries

defined by others.

• Evaluates and shortlists.• Is like a filter, can say No

but cannot say yes. • Looks at only right side.• Works within boundaries

defined by others.

EvaluatorEvaluator UserUser

• Is the only one who can say YES.

• Usually a owner or Business Head.

• Has profit center / SBU responsibilities.

• Is & behaves like a King. Decides on his own, sets scope for others.

• Looks at both sides of the menu card.

• Is the only one who can say YES.

• Usually a owner or Business Head.

• Has profit center / SBU responsibilities.

• Is & behaves like a King. Decides on his own, sets scope for others.

• Looks at both sides of the menu card.

• Uses the service on the job.• Has good influencing power.• Looks at the left side of menu card.• Has boundaries to work within, though

occasionally thinks beyond.

• Uses the service on the job.• Has good influencing power.• Looks at the left side of menu card.• Has boundaries to work within, though

occasionally thinks beyond.


http://blogs.cyberciti.biz/hm/wp-content/uploads/2006/10/lion-picture-photo.jpg

What is our probability of success if we talk only to Evaluators?

KingKing



• Most price sensitive person in the company.

• Comes into buying process late, when requirements have already been set.

• May operate on his own without any need established.

• Unlikely to recommend any vendor, because of risk in role.

• Not very influential with King, high need to impress, tends to be therefore unreasonable & aggressive.

• Going bottom – up is difficult.

• Most price sensitive person in the company.

• Comes into buying process late, when requirements have already been set.

• May operate on his own without any need established.

• Unlikely to recommend any vendor, because of risk in role.

• Not very influential with King, high need to impress, tends to be therefore unreasonable & aggressive.

• Going bottom – up is difficult.


How does an institution buy?

KingKing



• Where does the buying process start? Where is the need for the service felt first?

• How does the buying process advance?

• When does Evaluator enter the picture?

• How long does this process take for the institution?

• Where does the buying process start? Where is the need for the service felt first?

• How does the buying process advance?

• When does Evaluator enter the picture?

• How long does this process take for the institution?


KingKing


Why does an institution buy?

Why do people of an institution buy?



Therefore what should be the philosophy of the institutional sales process?

KingKing



• Enter buying process as early as possible.

• Address the institution’s issues. Clarify business value add.

• Meet every buyer. Address each buyer’s issues. Clarify personal value add.

• Speed up the process?

• Convince all.

• Enter buying process as early as possible.

• Address the institution’s issues. Clarify business value add.

• Meet every buyer. Address each buyer’s issues. Clarify personal value add.

• Speed up the process?

• Convince all.


How does the King decide?

KingKing



Who decides the budget?

• Obviously the King.• In consultation with Users.


Becoming a Great Sales Professional

• The difference between servicing demand & creating demand.• Great salespeople create demand for their products &

services.

What exactly is creating demand?

It is creating awareness of areas for improvement in our customer’s business processes.

• Any fool can sell at a discount and most fools do exactly that!!!!


Where are you?


Average Salesperson – sells products & services

Average Salesperson – sells products & services

Good Salesperson – sells on benefitsGood Salesperson – sells on benefits

Great Sales person – identifies problems, provides solutions

Great Sales person – identifies problems, provides solutions

The ACCESS Sales Process

A C C E S S

Acquire a research orientation

Acquire a research orientation

Capture a high position

Capture a high position

Clarify value add through diagnostics

Clarify value add through diagnostics

Educate about service features and benefits

Educate about service features and benefits

Settle objections

Settle objections

Summarize & close on winning note

Summarize & close on winning note


Acquire a research orientationAcquire a research orientation


• Our company knowledge• Product knowledge.• Research target industry.• Research target company.• Research competition.• Where do we quickly get all this

information from? • How do we know we have done this well?

• Our company knowledge• Product knowledge.• Research target industry.• Research target company.• Research competition.• Where do we quickly get all this

information from? • How do we know we have done this well?

Using a Catalyst

• Acquiring information about an institution is a complex activity & too difficult to be done alone.

• Need a Catalyst who:– knows the account.– wants you to succeed in that account.– does not gain financially from your success.


The Concept of the Catalyst

• Who can be a catalyst:– Existing Kings.– Friends.– Non-competitive suppliers to the same account.– Ex-employees at the account.– Consultants.– Press / PR professionals.


Capture a high positionCapture a high position

• Use catalysts to approach the King.• However, DO NOT SELL TO KING. • Use king to only gain access to the

institution. • Move to next stage - Seek to Clarify

value add through in-depth diagnostics.

• How do we know we have done this well?

• Use catalysts to approach the King.• However, DO NOT SELL TO KING. • Use king to only gain access to the

institution. • Move to next stage - Seek to Clarify

value add through in-depth diagnostics.



Clarify value through diagnosticsClarify value through diagnostics


• Study business processes – Identify waste, inefficiencies, areas for improvement.

• Learn current business challenges for King (through KRAs).

• Learn growth plans for company.• Anticipate future challenges.• Understand our competitive position.

• How do we know we have done this well?• Derive Business Value Added.• Clarify personal value add for each buyer.

• Study business processes – Identify waste, inefficiencies, areas for improvement.

• Learn current business challenges for King (through KRAs).

• Learn growth plans for company.• Anticipate future challenges.• Understand our competitive position.

• How do we know we have done this well?• Derive Business Value Added.• Clarify personal value add for each buyer.

Energize by educating about service features and benefitsEnergize by educating about service features and benefits


Present to different buyers as follows:• Your understanding of the current situation.• Your assessment of the future challenges likely

to be faced & the risks.• Your solution.• Your BVA & PVA


Present to different buyers as follows:• Your understanding of the current situation.• Your assessment of the future challenges likely

to be faced & the risks.• Your solution.• Your BVA & PVA


A way of working which is….

• Research oriented, not push but pull.• Not dependent on one individual or department.• Relationships are built first by sound needs analysis,

the sale automatically follows.• Discounting, if at all, happens only AFTER the business

is confirmed!


Settle objectionsSettle objections


• Note – If ACCE of ACCESS is done well, this stage would be skipped by customer altogether.

• Anticipate likely objections.• Prepare responses.


• Note – If ACCE of ACCESS is done well, this stage would be skipped by customer altogether.

• Anticipate likely objections.• Prepare responses.


Objections

• You are highly unlikely to ever meet a customer who says –

wow, where were you, I was waiting for you, what amount

do I write on the cheque?…….

Why do customers object?

Just fishing for discounts – be

prepared.

Doubt – offer proof, data,

references.

Misunderstanding – clarify.

Drawback – if true, admit

the drawba

ck, refocus attentio

n on plus

points.


Handling objections

• Look at them as a buying signal - think of what would happen if your customer said nothing!!!.

• Probe – use open questions• The power of knowledge!• Never argue – agree with feeling, not necessarily

with the statement.


Give discounts / your price is high

• Good things are not cheap, cheap things aren’t good.• Nobody gives discounts because their products are

selling too well.• Are they so desperate?• What would be more important to you - price or

cost? Then elaborate on cost.• Give examples of other premium products where

the customer has paid more – eg for men / women.


Give discounts / your price is high

• “Maybe I did not explain the value of my product well!”

• People who give discounts generally cut corners elsewhere in areas where customers do not notice (especially in service).

• Reduce the excess price over life of the product.• Reduce the profile of product being offered.• Actually our product is not meant for everybody….• “xxxx” customers cannot be wrong (give national

sales data).


Let me think over it

• Is there something about my product or company that you are unsure of?

• Is there something about me that you are unsure of?• Quite simply, your business is important to me & you

will not regret your decision to purchase this product. Could we start the paperwork now?


(You come to know) I am not the decision-maker

• Stop selling immediately.• Besides you, who else would be involved in the

decision?• Do not sell through, use relationship to map account.• Plan to meet the King directly – going top-down is

faster.


I’m happy with my service provider

• Definitely, lots of xxx owners……• Share examples from similar profile.• The best time to look for a new supplier / job is when

you are happy with your old job.• Single supplier relationships sometimes lead to

complacency from the supplier’s side. Give us 20% of the business, both of us would stay alert to providing good service.


Previous bad experience with your service

• Find out why. Then tell the truth to customer. Show you are sweating.

• Say – “thanks, your feedback helped us…………”. • Explain how things are different now.• Close.


On the phone – I’m not interested

• The worst that would happen is that both of us would have made a new acquaintance.

• Ask for references.• Ask for permission to call later.


Summarize & close on a winning noteSummarize & close on a winning note


• Ask for PO / close.• Ask for cheq?• Use closing techniques.


• Ask for PO / close.• Ask for cheq?• Use closing techniques.


Win with Closing Skills

• Ask for the order.• Balance Sheet Close


Ask for the Order

• The ABC of sales.• The simplest most effective way to close.• And the most powerful.


Balance Sheet Close

• To be used during competitive sales pitches.• Take a blank sheet of paper, draw a line down the center.• On the left, list down advantages of yr product. Atleast 7.• On the right side, put ONLY the heading – advantages of

“competition product”.• Pass sheet to customer. Ask customer to fill up the right

column. DO NOT HELP THE CUSTOMER AT THIS POINT.• Customer will most likely struggle. After some time say “Our

product really would be the most suitable for your needs………”


A way of working which is….

• Smart & matured.• Relationships defined as knowledge, are built first,

the sale automatically follows.• Discount, that too much less - only AFTER the

business is confirmed!


7 steps to action!

1. Visualize what you want in personal and professional life.2. Select one activity – implement the 21 day rule.3. Be like the deer in commitment.4. Announce your action plan to all.5. Use the help of other people - appoint a buddy/ nagger.6. Write it down, send to buddy / nagger.7. Discuss with manager.


Maneesh KonkarEmail: [email protected]: www.directiononeonline.comBlog: http://youngleadersateverylevel.blogspot.com/Facebook:

http://www.facebook.com/pages/Young-Leaders-at-Every-Level/189572801069334?v=wall

Tel: +91 – 98205 03710


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