sell without sellingthis material may be duplicated without express written consent. behavior i am...

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Today’s discussion• How to enjoy a more lucrative and rewarding practice by giving

business owners what they want• How the RAN ONE Advisapedia platform makes it easy to win the

business and deliver results• Identifying the opportunities• How to determine if RAN ONE is a good fit for your firm –

without spending money or being obligated

Sell Without Selling

Winning business with ease

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Presented by Rick Solomon, CPACEO RAN ONE Americas

Who is RAN ONE?

A leading global provider of software, resources and training to help accountants & advisors

make more money in fewer hoursand have more fun

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Copyright RANONE Americas, LLC 2010. All rights reserved. No portion of this material may be duplicated without express written consent.

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Webinar Overview

A new definition for selling Consistent with your values and

integrity

The Discovery ProcessO i ti & li t i

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Opening, questions & listening

Exploring Solutions Gaining client buy in

Moving Forward Commitments, concerns & next

steps


Get the Most from this Session

1. Let go of old ideas about selling

2. Let go of beliefs and points of view that do not support your success

3. Ask questions & challenge what doesn’t make sense

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4. Take responsibility for getting what you need

5. Participate fully in polls

6. View this space as a laboratory

7. Help others win

8. Personalize the process


Rick Solomon, CPA

• Started career at a New York Citybased international CPA firm

• Established one of the fastest growingCPA firms on Long Island

U i l f CPA itt

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• Unique sales process for CPAs writtenup in most accounting publications &the Sunday edition of the NY Times

• International public speaker, sales trainer and consultanthelping thousands of accountants add millions to theirpractices

• President and CEO of RAN ONE Americas

Rick Solomon, CPAPresident & CEO

RAN ONE Americas

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Page 7Copyright RANONE Americas, LLC 2010. All rights reserved. No portion of this material may be duplicated without express written consent.

Authored two chapters on Sales

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Marketing vs. Selling

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Marketing

Creates opportunities to meet with prospects and

referral sources

What you do when get there

Sales

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Text 1

Traditional ServicesAccounting

What Clients WantS

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– Accounting– Tax– Audit

Results– Commodity

perception– $ = Hours– Buy because they

“have to”

– Success:– $– Quality of Life

Results– Value Perception– $ = Value– Buy because they

“want to”

People don’t buy our services.

They buy the results they perceive our services will bring them.services will bring them.

Buying decisions are based upon perceived value.


Value Perception/Types of Service Curve

Building their dream

Client pays very well.

High perceived value

Marketing Marketing Advantage:Advantage:

DifferentiationDifferentiation

eiv

ed

Va

lue

& F

ee

eiv

ed

Va

lue

& F

ee

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Necessary Expense

Client pays as little as

possible. Low perceived

value.

Type 1: Basic compliance, taxes, accounts, audits, etc.

Type 2: Financial advice, budgeting, planning, etc.

Type 3: Business growth, strategy, coaching, etc. Income & QOL impact

Cli

en

ts’ P

erc

eC

lie

nts

’ Pe

rce

Type of ServicesType of Services

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Rate Yourself

Rate your firm’s ability to deliver value

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Rate Yourself

Rate your firm’s ability to communicate value

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Rate Yourself

Rate your firm’s success in getting paid for value

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Self-Reflection

Opportunities lost• Over the past 24 months, approximately

how much business did you NOT win because you could not adequately communicate your value?dd b h d d b

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• Add in business that you did win, but where the fees are too low.

Number of opportunities? _____Total Monetary Value? $ _____

Please enter your answers in the Question box


Questions and discussion?

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Beliefs About Selling

• What are your thoughts or beliefs about “Selling?”

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• What comes to mind when you hear the word “Salesperson?”


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What do you think?

Feelings about selling or sales people?

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Beliefs About Selling

To succeed in selling, you must

Selling requires engaging in behavior I am

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g, yhave a certain personality type.


behavior I am not comfortable with as a professional.

A Different View of Selling

Selling can be a very high form of service

Meeting with a client is an opportunity to discover needs and explore solutions

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explore solutions

Only if there is mutuality do you move forward

People you meet with should get value from the meeting, whether or not they hire you


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Human Motivation

Both pain and pleasure are motivators

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We move away from pain more quickly than

we move towards pleasure

Moving From Unsatisfied Needs Into Action

Moved to action to

Increased discomfort

of

Awareness of An

nsatisfied

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alleviate discomfort

of unsatisfied

need

unsatisfied need

unsatisfied need exists

People will move away from pain more quickly than they will move towards pleasure

Model the Relationship

Rather than delivering a “commercial”,engage in behavior that creates an

in the moment compelling client experience

that motivates people to engage

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Circle Diagram #1


Discovering Truth

Discover• Who are they?• What do they do?• What are they hoping to accomplish?• What are their issues and obstacles?


Your Opening Statement

1. Create an awareness of difference

2. Remove selling pressure

3. Create curiosity

4. Provide a potential benefit to the meeting


meeting

5. Take control of the meeting

6. Get permission to ask questions

7. Establish a space of respect and quiet authority

8. Set up transparent closure

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Thank you for taking the time to meet with me. As I mentioned, at Jones & Company we have a very different approach to working with business owners from traditional accounting firms.

Sample Opening Statement

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from traditional accounting firms.

Our approach is not necessarily right for every business. However, those who we are right for, we can often help improve profits, ease operations and increase the value of the business.


Whether or not our services are right for you, at this point, I honestly don’t know.

With your permission I’d like to ask some


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With your permission, I’d like to ask some questions to learn about your business, your goals and some of the challenges you might be facing.


Based upon our conversation, if I think we can help, I’ll tell you specifically how, and what the benefits might be.


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Then, if it makes sense to you, and it makes sense to me, we can explore next steps.

Would it be okay if I started by asking you some questions?

Do you mind if I take notes?


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Personalize Your Opening Statement

Create your own version of an opening statement

Be sure it covers all principles discussed

Memorize & rehearse it so it’s

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Memorize & rehearse it so it s natural

Modify your opening statement to the reality of the meeting

ALWAYS use an opening statement to start a meeting


Questions allow you to discover• Who they are and

what they do

Asking Questions

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what they do• Their goals and

dreams• Their issues and

obstacles


Questions cause the client to become increasingly aware of what is not working well, and it’s impact.

As a result, their internal pressure builds, which becomes their

Asking Questions


,motivation to act.

It is as important for the client to hear themselves, as it is for you to hear them.

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Discover facts and information

Easy to ask, easy to

Fact-finding Questions

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y , yanswer

Uncovers areas where further probing is needed


Tell me about your business

• When was it started or acquired?

• How large is it?

• How many employees do you h ?


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have?

• What type of entity are you?

What are you hoping to accomplish?

What issues or obstacles are you facing?

Additional questions you can ask: Tell me about the strategic plan you have to achieve your goals?

How have you organized your business to help implement your strategy?

How adequately does cash flow support operations and growth?

I fit bl f l it ld b ?


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Is your company as profitable as you feel it could be?

What are some of the tools you use to measure and monitor your company’s fiscal performance?

Tell me about your competition, and things you do to be more competitive?

How is the ownership of the company structured?

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Discover thoughts and feelings about a particular situation or problem – and its implications

You’re asking the client to pause and reflect

You’re getting more personal

Feeling-finding Questions

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Moved to action to alleviate

discomfort

Increased discomfort

of unsatisfied

need

Awareness of

unsatisfied need

An unsatisfied need exists

Active Listening

• There are “levels” of listening

• Your deepest and most receptive level is what’s called for here

• Remember, people don’t hire us because they understand what we

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because they understand what we do, they hire us because they feel we understand them

• We communicate our understanding through active, empathic listening

Discovering Truth

Critical Success Factors• Discover their needs before talking

about your solutions– Based upon what you hear, ask

more questions

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more questions

• Do not provide solutions during this process

– What you discover provides the information you need to discuss relevant solutions


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Circle Diagram #2

Copyright RANONE Americas, LLC 2010. All rights reserved. No portion of this material may be duplicated without express written consent

Exploring Solutions

Objectives• Based upon what was

discovered, discuss how you might go about addressing relevant

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addressing relevant issues


• Make the connection between addressing those issues and achieving their goals & objectives

• Check for client buy-in

Exploring Solutions Process

Restate the Issue• Start with most significant

• Describe the feeling impact of the issue

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• Discuss your approach to addressing it

• Getting into action – who needs to do what

• Manage expectations

• Obtain client buy-in


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Exploring Solutions

Critical Success Factors• Don’t give away specific answers• Discuss how you’d approach the

issue - don’t solve it• This is when you discuss firm/team

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y /expertise and experience

• Make sure expertise is directly relevant

• Diagnostic engagements are sometimes easier to sell and often lead to more work


Exploring Solutions

Critical Success Factors• Make sure they are aligned with your

approach to addressing the issue and achieving the objective – before you p oceed!

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proceed!• This as a collaborative process• Sell the team, not yourself, as

appropriate


Circle Diagram #3


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Moving Forward

Objectives• Gain client commitment before going further• Discuss relevant engagement details, such as fee,

dismissing accountant, etc.• Address client concerns


Moving Forward

Critical Success Factors• Speak from an assumptive

place• When presenting fee briefly

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• When presenting fee, briefly discuss services, quote amount, wait for response

• Address client concerns in a supportive manner


Moving Forward

Critical Success Factors• Remain “inside” the

relationship• Welcome & validate

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concerns• Then, present

another point of view

• Continue to be supportive


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You Can Master the Process

• Every one of us has a natural, inherent ability to effectively move people to action.

• All it takes is a desire

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• All it takes is a desire to do so, and a method that one can embrace.

• Make it an ongoing learning process and the rewards will be HUGE!


Rate Yourself

What benefits would you expect as you develop your sales skills?

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Benefits of Sales Communications Skills

More confidence and ease at sales meetings Create a higher perception of value Enjoy higher, value based fees

Increased chance of winning engagement More control over the direction of your practice

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More easily create prospect opportunities Comfortable sales process consistent with

professional values Greater sense of achievement and satisfaction

as a professional Creates a client focused “sales-culture” in

your firm

Increase the value of your practice

sell without sellingthis material may be duplicated without express written consent. behavior i am...

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