becoming a trusted advisor - saleschannel- 2007 saleschannel europe sarl. all rights reserved...

©2007 SalesChannel Europe SARL. All rights reserved

SalesChannelEurope

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Becoming A Trusted Advisor

Presented by

David R Ednie

SalesChannel EuropeAccelerating Time‐to‐Revenue


SalesChannelEurope

Passion

Sales Success Characteristics

Expertise

Knowledge

Persuasion

Credibility

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Enthusiasm


SalesChannelEurope• Customer’s perception on value:

– Knows our business• knowledge of customer’s business, sector and/or industry

– Understands us

– Dependable

– Accountable

– Always available

– Delivers as promised. Builds trust that you can deliver

• Example: Client Introductions– Name: John Smith

– Title: VP Sales Worldwide

– or

– “I am responsible for assuring that you get full value from your investment with us.”

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Customer’s Perspective


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Sales Cycle vs Buyer’s Decision Process

3. Needs

1. Prospecting

4. Proposing

5. Negotiating

6. Closing

2. Qualifying

1. Person

2. Company

3. Product

4. Price

5. Why Now?

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Managing The Sales Process

Conventional Approach

Prospecting Qualification Proposal CloseNegotiation

Time

New Approach

Prospecting Qualification Proposal CloseNegotiation

Time

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Quick Review of Solution Selling

1. PAIN

2. PAIN Chain

3. Buying Vision

3 Key Ideas:


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DirectorMIS

Quality Manager

VPFinance

VPProduction

VPSales

VPMarketing

Shareholders

CEO

$ $“The Budget Line”

OrganizationalInterdependence

The Pain Chain™


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Build on a Solid Foundation

Discover ‐ 10%

Traditional Process Diagnostic Process

Unstable Relationship Stable Relationship

5%

15%

35%Presentation

45%Closing

Needs Analysis

Qualification

Diagnose40%

Design35%

Deliver 15%

Consideration

Confirmation


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Stages of Sales Proficiency

To beconsidered

Product

Casual

Productoptions

To makea sale

Customer

Trust

Applicationsolutions

Repeatbusiness

Competition

Mutualistic

Businessissues

To dominatean account

Customer’smarketSymbiotic

Strategicdirection

EmergingSalesperson

Salesperson CompetitiveSalesperson

CompetitiveSales Consultant

Stage I Stage II Stage III Stage IV

Intent

Focus

Relationship

Value


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Trusted Advisor

Problem Solver

Credible Source

Provider ProjectView

Department orFunction View

Company Wide ViewLong‐term, Vision, ValuesExecutive, Strategic

Tomorrow, T C O, Management, Systems

Today Operations, Tactical

Operations

Management

ExecMgt

Past, Price, Product, References, No Risk

75%

20%

5%

Becoming a Trusted Advisor


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Becoming a Trusted Advisor

EarningTrust

GivingAdvice Effectively

BuildingRelationships


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Subject Matter Expert or Process

Expert

Subject Matter Expert Plus

Affiliated Field

Valuable Resource

Trust Advisor

Breadth of Business Issues

Depth of Personal Relationship

Evolution of a Client‐Advisor Relationship

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Focusis On:

Energy Spent On:

Client Receives:

Indicators of Success:

Service-based Answers,expertiseinput

Explaining Information Timely, high quality

Needs-based Business problems

Problem solving

Solutions Problems resolved

Relationship-based

Organisation Providing insights

Ideas Repeat business

Trust-based Client as individual

Understanding the client

Safe haven for hard issues

Varied; eg.Creative pricing

Characteristics of Relationship Levels


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• Ability to focus on the other person

• Self‐confidence

• Ego strength

• Curiosity

• Inclusive professionalism

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Building the right Mindset


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Earning Trust

• Generous with ideas and knowledge

• Accumulated experience over time

• Is about relationship over the long term

• Reciprocity

• Shared values and principles

• Believe that you will do what you say and say what you will do

• Actions match words

• Exhibit caring


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Earning Trust

Component Realm Example

Credibility Words I can trust what he says about…

Reliability Actions I can trust him/her to do…

Intimacy Emotions I feel comfortable discussing this…

Self‐orientation Motives I can trust that he cares about…

"If people like you they'll listen to you, but if they trust you they'll do business with you." ‐ Zig Ziglar


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How to Create Credibility

• Expected credibility vs Extra‐ordinary credibility

• Technical or business expertise most common

• Highly tangible, easy to observe it

• Challenge is to create intangible credibility

• My interests are as important as your interests

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Words – Control or Influence


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How to Create Reliability

• Determined by number of times person has interacted with you

• Tend to trust people we know well

• Assign less trustworthiness to those we have not yet interacted with

• Recommendation = reliability experienced by others

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Actions ‐ Demonstrate


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How to Create Intimacy

• Ability to relate to other people 1:1

• Person‐to‐person. Not role‐to‐role

• Emotional closeness about business issues at hand

• Does not mean being involved in their private lives

• Mutually increasing risk by exposing personal vulnerabilities

• Develop over time. Risk = too soon

• Most difficult to get right of 4 components of trust

• Don’t assume more intimacy than desired

• High consequences if you get it wrong

• Connecting with people and not viewing them as someone in a role

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Emotions ‐ Comfortable


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How to Control Self‐orientation

• More interested in themselves than delivering service

• Greed. In it for the money

• Threats: – Selfishness

– Self consciousness

– Need to appear on top of things

– Desire to look intelligent

– To do list on mind (mile long)

– Desire to jump to answer

– Desire to win that exceeds desire to help

– Desire to be right

– Desire to be seen to be right

• Pre‐occupation with our own agenda

• Understands your interests and will not put their interests ahead of yours

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• Fear:– Ignorance

– Not having the right answer

– Not being intelligent

– Being rejected

Motives


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Developing Trust

Engage Listen Frame Envision Commit

1 2 3 4 5


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Developing Trust

Trust Process Step

ActionTaken

What the Client Feels

What theAdvisor Gains

1 Engage Attention becomes focused

“It may be worth talking to this client about…”

Earns the right to tell and hear truths

2 Listen 2 ears, 1 mouth. Acknowledge & confirm

“I am being both heard and understood…”

Earns the right to suggest a problem statement or definition

3 Frame The root issue is stated clearly and openly

“Yes, that is exactly the problem here…”

Coalesces issues to move forward

4 Envision A vision of an alternative reality is sketched out

“Could we really accomplish that? That could be a really interesting outcome.”

Concretizes vision: generates clarity of objectives

5 Commit Steps are agreed upon, sense of commitment is renewed

“I agree, I understand what needs to be done. I’m with you, let’s do it.”

Allows problem‐resolution to begin


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Business Talk Examples

1. Engage: Use language of interest and concern– “I’ve been thinking about your competitors, and…”

– “Your people have been telling me about”

2. Listen: Use language of understanding and empathy– “Tell me more about…”

– “Why is that?”

– “How does that feel?”

3. Frame: Use language of perspective and candor– “I see 3 key themes emerging here…”

– “You know, what’s tough to do here is…”

4. Envision: Use language of possibility– “Wouldn’t be great if…”

5. Commit: Use language of joint exploration– “What would it take, for each of us, to…”

Empathy ‐> understanding

Insight ‐> emotional bonding

Creativity ‐> Spirit of collaboration

Enthusiasm ‐> generates enthusiasm

Sincerity ‐> credibility


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Building Trust Through Communication

• "You can tell a man is clever by his answers. You can tell a man is wise by his questions.”

• "I promote discovery for others by asking purposeful questions.”

• "Diagnose before you prescribe.”

• "Effective communication is 20% what you know and 80% how you feelabout what you know.”

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Ask

7% Verbal (Words only)38% Verbal (tone of voice,

speed of speech, facial expressions, etc.)55% Non Verbal (Body

language) Listen


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The Art of Listening

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3 Time Horizons

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SalesChannelEuropeWhy Listen?

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4 Levels of Listening:

Politen

ess

To Con

firm

Selectively

To Learn

• Uncover needs– Rational

– Emotional

• Identify Style

• Create a Positive Impact

• Learn


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Listen for what is different, not what is the same.

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• Keep asking questions

• Ask a lot of questions

• Shut up and listen

• Gentile follow‐up questions

• Clarify ambiguity

• Summarise what you have understood

• Earn the right to ask PAIN questions

• When you need help – ask for it


SalesChannelEuropeBarriers to Listening

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Physical Mental Emotional

In a hurry Another idea in mind No feeling/fit

Uncomfortable No interest Like/Dislike

Too noisy Distracted Disengaged

Too hot/cold Lazy Low spirits


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Speak in Technicolor

Communicating with Emotion

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Emotion = Energy in Motion


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Communicating with Emotion

“The height of your accomplishments will equal the depth of your convictions.”‐William F. Scolavino

• Energy

• Enthusiasm

• Body Language

• Questioning

• Listening

• Note Taking

• Sincere Interest

• Emotions move people to action

Must have conviction:• People make decision based on emotion and justify with rational reasons

• Must give them both emotional reasons and rational arguments


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"Never let anyone tell you no who doesn't have the power to say yes.”

‐ Eleanor Roosevelt (1884‐1962), U.S. First Lady,

U.N. diplomat, humanitarian


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Questions & Answers

Questions?

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Contact Information:

David R EdniePresident & CEOSalesChannel Europe SARLPh: +33 676 600 925Fax: +1 501 639 0126Email: david@saleschannel‐europe.comBlog: http://saleschannel.blogspot.comWebsite: www.saleschannel‐europe.com

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Sales Performance Motivation

becoming a trusted advisor - saleschannel- 2007 saleschannel europe sarl. all rights reserved...

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