Download - Becoming A Trusted Advisor - II
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9.00-10.30 Module 1. Becoming a Trusted Advisor• What separates good sales people from exceptional sales people?• Understanding the Buyer’s Decision Process
10.30-11.00 Coffee
11.00-12.30 Module 2. Gathering Information• Creating Trust and Rapport using Diagnostic Questioning and Investigative Selling
• How to use 4 color questions to uncover Buyer’s needs and emotions
12.30-14.00 Lunch
14.00-15.30 Module 3. Decision Maker Personality Styles• How to recognize different Personality Styles
• How to sell to the 5 different Decision Maker Personality Styles
15.30-16.00 Coffee
16.00-17.45 Module 4. Gaining Access to the Real Decision Maker• How to identify the Real Decision Maker
• Gaining access to the Real Decision Maker
18.00 Review of Day & Close
Becoming A Trusted Advisor Program - II
Agenda
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Right:• Intuition• Feelings• Emotional• HolisticR
Left:• Logical• Analytical• Fact based• Detailed L
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The Brain
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Right:• Intuition• Feelings• Emotional• HolisticR
Left:• Logical• Analytical• Fact based• Detailed L
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3 “Take Aways”
Your Challenge
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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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BuildingRelationships
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Becoming a Trusted Advisor*
EarningTrust
GivingAdvice Effectively
*The Trusted Advisor, by David H. Maister, Charles H Green & Robert M Galford, Free Press © 2000
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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*
*The Trusted Advisor, by David H. Maister, Charles H Green & Robert M Galford, Free Press © 2000
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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
*The Trusted Advisor, by David H. Maister, Charles H Green & Robert M Galford, Free Press © 2000
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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
*The Trusted Advisor, by David H. Maister, Charles H Green & Robert M Galford, Free Press © 2000
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The Art of Listening
4 Levels of Listening:
Po
liten
ess
To C
on
firm
Sele
ctiv
ely
To L
earn
• Uncover needs
– Rational
– Emotional
• Identify Style
• Create a Positive Impact
• Learn
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The Art of Listening
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The Art of Listening
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The Art of Listening
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3 Time Horizons
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Listen for what is different, not what is the same.
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The Art of Listening
• 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
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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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• Top sales performers are construction workers
• Sustainable performance in sales = building a Pipeline
• Building a Pipeline = Prospecting
The Prospecting Mindset
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ExposureHit Ratex
SALES
THE SALES SUCCESS FORMULA
=
The Prospecting Mindset
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If you do what youhave always done
You will get what youhave always had
The Rule of Change
The Prospecting Mindset
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“T-H-I-N-K”
“Think Different”
“Think Deviant”
Thomas Watson, CEO IBM, Dec, 1911
Apple Computer,Sept, 1997
Today
The Prospecting Mindset
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1. The Newspaper2. Exhibitions, Trade Shows, Conferences and Conventions3. The Magic of Networking4. Networking on the Web5. Create leads by making speeches and other public appearances6. Leverage 'their' Supply Chain7. Journalists8. Referrals9. Event Invitations10. Never eat alone
My Top 10 Prospecting Techniques
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Selling Your Ideas
Your ideas
You
Your Company
Products & Services
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What is Persuasion?
Persuasion = Convince + Move to Action
• Accept
• Agree
• Change Mind
• Move position
• Buy in
• Commitment
• Commitment to take action
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Building Trust
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RELEVANCE
Building Trust – The ‘R’ Factor
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“No one cares how much you know, until they know
how much you care.”
Ralph Waldo Emerson
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Building Trust through Communication
• It’s not what you say. It’s what you ask.
• 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 feel about what you know.
• Great listeners ask great questions, take careful
notes, and then summarise what they have heard
• Two-thirds of selling occurs in questioning phase
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Ask
Listen
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“Seek first to understand, then to be understood”- Stephen R Covey
Building Trust Through Communication
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Why Ask Questions?
• Uncover needs
– Rational
– Emotional
• Identify Style
• Create a Positive Impact
• Learn
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Questions, Questions, Questions
Questions Funnel
Specific Needs
Broad Needs
Leverage Questions
High Yield Needs
Drill down to find those high yield questions
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Questions
Open Questions:
Who
What
Where
When
Why
How
Tell me about…
Give me an example…
Describe for me….
Give me a wish list…
Please explain to me…
Closed Questions:
Is
Are
Was
Were
Have
Has
Will
Do
Does
Can
Would
Could
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Why Ask Diagnostic Questions*?
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Facts
Opinions
Feelings
1.
2.
3.
*Source: Based on Diagnostic Selling® from the book Exceptional Selling by Jeff Thull, John Wiley & Sons Inc. © 2006
www.primeresource.com
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3 - Level Questioning
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1.
2.
3.
Question Area 1
1.
2.
3.
Question Area 2
1.
2.
3.
Question Area 3
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7 Questions Dream Holiday Exercise
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CURIOSITY
Building Relevance – The ‘C’ Factor
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The Psychology of Change*
PositivePresent
Sustain
PositiveFuture
Attain
NegativePresent
Change
NegativeFuture
Avoid
Neg
ativ
ePo
siti
ve
Present Future
*Source: The Prime Solution by Jeff Thull, Dearborn © 2005
www.primeresource.com
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White Questions
Green Questions
Black Questions
Red Questions
Asking Questions in Colour
Current situationFacts, data & informationwhite snow: pure, cold hard facts
Desired situationfuture stateGrass, trees, growth, can become
Obstaclesimportant, powerfulDark, night time, can’t see in the dark. Turn on the light to see what stands between current situation and desired situation.
Feelingsfire, explosive color, highly emotional+ve Red Questions. “If you over-achieve your goal for the year what will be the impact on you? Your team? Your Boss? Your Business Unit?”-ve Red Questions: “If you miss your goal by 15% for Q2, what will be the likely impact on…..”
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Good questions will answer these questions:
How To Sell
• Needs
– problems
– opportunities
• Issues
– company
– personal
– money
Strategy
• Buying Influences
• Time Frame (Urgency)
• Competition(perceived strengths & weaknesses)
– understand internal politics
– Who influences it?
– Who is affected by it?
– What is real decision making process?
• How to communicate our ideas
Product, Service, Solution
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What To Sell
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Trusted Advisor = Gathering Information
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1. 7 Questions to get to the real issue
• Travel Agent – Ideal Holiday
• Luxury Goods Store – Special Gift
• Bank – Banking Services to meet your special requirements
2. Asking Questions in Colour in a typical business scenario
Imagine you are at your next client meeting
1. Existing customer:
• uncover usage gaps in current service
• Identify unfilled needs
2. New customer prospect:
• uncover PAIN/GAIN drivers
• Prioritise with RED questions
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Group Exercise - 1: Information Gathering
White Questions
Green Questions
Black Questions
Red Questions
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Decision Maker Personality Styles
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Right:• Intuition• Feelings• Emotional• HolisticR
Left:• Logical• Analytical• Fact based• Detailed L
Communication Styles
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Communication Styles
Spontaneous
Controlled
CautiousAssertive
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Expressive
Driver Analytical
Amiable
Spontaneous
CautiousAssertive
Controlled
Communication Styles
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Big picture focus
Creative thinkers
Low attention to detail
Healthy ego
Competitive – ambitious
High- energy
Amiable
People / Team focused
High empathy
Supportive, loyal
Consensus driven
Avoid conflict
Analytical
Process oriented
Logical / Sequential
Rational
Details
Prudent
Driver
Objective focused
Impatient / Decisive
Direct / Short answers
Proud of achievements
OK with conflict
Spontaneous
CautiousAssertive
Controlled
Communication Styles
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Expressive Amiable
AnalyticalDriver
People Reading
Spontaneous
Controlled
Easy Going
Cautious
Dominant
Assertive
Recognition
Achievement
Harmony
Correctness
Who & What Q’s Who & How Q’s
What & When Q’s How & Why Q’s
Loud QuietFASTER PACE SLOWER AskTell
Task
DetailResults
People
Ego Group
Communication Styles
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Expressive
Recognize their success
Acknowledge expertise
Be concise
Propose challenges
Amiable
Build rapport first
Get to know them
Avoid conflict
Non business link
AnalyticalGive evidence
Explain logic / process
Show details
then bottom line
DriverDirect answers
Say once – say well
Be prepared
Key info upfront
Spontaneous
CautiousAssertive
Controlled
Adapting your style
Communication Styles
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Pitching to Win
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ABC Inc. Corporate Overview
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• Established in 1967
• 13,051 employees world wide
• Offices in 42 countries
• Revenues $1.56B
• First vendor to launch RISC technology in 1978
• Ranked #1 by IDG Market Study 2006
• Won the AGP Gold Quality Award in 2007
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Audience Buy-in
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Audience Attention
Audience Buy-in
“After Effect” Focused Attention
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Audience Buy-in
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Audience Attention
Audience Buy-in
“After Effect” Focused Attention
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Audience Engagement
Us
Our Past
Them
Their Future
NOW
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“Tell me a fact and I believe. Tell me a truth and I learn.
Tell me a story and it will live in my heart forever.”
Mark Twain
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CREDIBLE
Creating Ideas that Stick – CREDIBLE
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CREDIBLEIN
Creating Ideas that Stick – CREDIBLE, EMOTION
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Creating Ideas that Stick
Persuasive (sticky) ideas:
• S - Simple
• U - Unexpected
• C - Concrete
• C - Credible
• E - Emotions
• S - Stories
Six Principles:
Sticky = understandable, memorable, and effective in changing thought or behaviour
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Creating Ideas that Stick
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Creating Ideas that Stick – UNEXPECTED, STORY
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Creating Ideas that Stick
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Creating Ideas that Stick
Get People to Act :
• Remember how SUCCESS helps people to:
– Pay attention Unexpected
– Understand and remember it Concrete
– Believe and agree Credible
– Care Emotional
– Be able to act on it Stories
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Imagine you are at your next client meeting
1. You can ONLY talk about how you have helped similar customers facing similar problems
• Travel Agent – Ideal Holiday
• Luxury Goods Store – Special Gift
• Bank – Banking Services to meet your special requirements
Game:
2. Lose 1 point every time you mention:
• Your company
• Your product/service/solution
• Your past
3. Win 3 points every time you mention:
• Them (their issues/problems/concerns/challenges/constraints)
• Their future
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Group Exercise - 2: Pitching to Win
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Gaining Access to the Decision Maker
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Decision Making
Caption: "No decision — they're still sleeping on it."
© 2002 The New Yorker Collection from cartoonbank.com. All Rights Reserved.
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Value
Cost
Price
Executive
Management
Operations
BusinessNeeds
OperationalNeeds
Navigating the Client Organisation
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Thinking at 3 Time Horizons
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Value
Cost
Price
Executive
Management
Operations
BusinessDrivers
OperationalNeeds
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DirectorMIS
Quality Manager
VPFinance
VPProduction
VPSales
VPMarketing
Shareholders
CEO
$ $“The Budget Line”
OrganizationalInterdependence
The Pain Chain™
*according to
Solution Selling
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Authority Influence
Manufacturing Marketing
R&D Finance
Navigating the Client Organisation
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Types of Approval
• Sponsor
• Power Sponsor
• End User
• Beneficiary
• Adversary
• Legal / Technical / Admin
• Financial
Navigating the Client Organisation
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1. Selling to the role
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2. Selling to the Person
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CREATE Insights
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The Brain
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David R EdniePresident & CEOSalesChannel Europe SARLPh: +33 676 600 925Email: [email protected]: http://saleschannel.blogspot.comWebsite: www.saleschannel-europe.com
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Sales Performance Motivation