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Selling Strategies for Sales Professionals

© 2008, 2010 Sandler Systems, Inc. All rights reserved. Except as otherwise indicated, all materials on these pages are copyrighted by Sandler Systems, Inc. No part of these pages, whether text or image, may be used for any purpose other than as reinforcement of the training provided to the person who received these materials. Reproduction, modification, storage in a retrieval system or retransmission, in any form or by any means, electronic, mechanical or otherwise, is strictly prohibited without the prior written permission of Sandler Systems, Inc. S Sandler Training (stacked words, with design), Sandler, and Sandler Selling System, Sandler Pain Funnel, and the Sandler Submarine (words and design) are registered service marks of Sandler Systems, Inc. S Sandler Training Finding Power In Reinforcement (with design), S Sandler Training (single line text, with design) are service marks of Sandler Systems, Inc. Because the English language lacks a generic singular pronoun that indicates both genders, we have used the masculine pronouns for the sake of style, readability, and brevity. This material applies to both men and women.


i © 2008, 2010 Sandler Systems, Inc. All rights reserved.

Table of Contents Do Your Selling Strategies Work Against You? ……………………………………….. 1 I’m Frustrated… …………………………………………………………………………… 2 The Sandler® Philosophy ………………………………………………………….……… 3 The Buyer-Seller Dance – Conflicting Strategies in the Sales Arena ……………….. 4 The Salesperson’s Traditional Strategy for Developing Business Opportunities The Prospect’s Strategy for Controlling Buying Opportunities What Happens When the Two Strategies Collide?

What I learned and Action Steps I Plan to Take ……………………………….………. 7 The Sandler Selling System® Methodology …………………………………….………. 9 Establishing the Relationship Qualifying the Opportunity Closing the Sale

What I learned and Action Steps I Plan to Take ……………………………….………. 13 Establishing the Relationship—Bonding and Rapport ……………………….……….. 15 Developing a Comfortable Environment within which to do business What do we have in common? Communication is the key The OK/Not-OK Principle Keeping Your Prospect OK Active Listening—Tying the Elements Together Methods for Reflecting the Speaker’s Message

What I learned and Action Steps I Plan to Take ………………………………………. 22 Establishing the Relationship—The Up-Front Contract ………………………………. 23 Adding Control and Predictability to Your Sales Call Elements of an Up-Front Contract Up-Front Contract Worksheet Maintaining Control with Up-Front Contracts Can You “C” the Benefits of Up-Front Contracts?

What I learned and Action Steps I Plan to Take ……………………………….………. 31 Questioning Strategies …………………………………………………………….……… 33 Reversing—Uncovering the Real Question ……………………………………………. 34 Dealing with Stalls, Objections, and other Put-Offs …………………………………… 35 Reversing—for Stall, Objection, and Put-off Statements …………………….……….. 36 Reversing—for Evasive Answers and Wishy-Washy Statements …………………… 38 What I learned and Action Steps I Plan to Take …………………………………….…. 40


ii © 2008, 2010 Sandler Systems, Inc. All rights reserved.

Table of Contents (cont’d.)

Qualifying—Pain ……………………………………………………………….………….. 41 Establishing Reasons to Do Business Identifying the Problem—A Starting Point The Pain Puzzle Problem-Finder Worksheet Helping the Prospect Discover Reasons to Do Business Your Problem Awareness Questions Digging Deeper Into the Problem Helping Prospects Discover the Reasons for Their Problems Your Presumptive Questions Confirmation and Buy-In Uncover the Impact of the Problem Pain Review—Tying It Up In One Neat Package

What I learned and Action Steps I Plan to Take …………………………….…………. 54 Qualifying—Budget ……………………………………………………………………….. 55 Uncovering the Prospect’s Investment Expectations or Limitations You’ll Get What You Ask For Dealing with Financial Issues Before They Surface as Objections Strategies for Identifying Budget Numbers Budget Review

What I learned and Action Steps I Plan to Take ………………………………….……. 63 Qualifying—Decision ……………………………………………………………….……... 65 Identifying the Process by Which the Prospect Will Make a Buying Decision The Newspaper Story Approach Starting Your Information Gathering Caution—What Should You Do? Decision Review.

What I learned and Action Steps I Plan to Take ………………………………….……. 70 The Prospect Is Qualified, Now What? …………………………………………………. 71 Potential Roadblocks for Closing the Sale Example of the Up-Front Contract Elements of the Up-Front Contract Up-Front Contract Worksheet

What I learned and Action Steps I Plan to Take ……………………………….………. 77 Closing—Fulfillment ………………………………………………………………………. 79 Close the Sale or Close the File Structure for Delivering Your Fulfillment Presentation Review Present Confirm Close

What I learned and Action Steps I Plan to Take ………………………………….……. 85 Closing—Post-Sell, Part 1 Ensure the Sale ……………………………………….….…… 87 What I learned and Action Steps I Plan to Take …………………………….…………. 90


iii © 2008, 2010 Sandler Systems, Inc. All rights reserved.

Table of Contents (cont’d.)

Closing—Post-Sell, Part 2 Generating Referrals from New Customers ………………….…. 91 What I learned and Action Steps I Plan to Take ……………………………….………. 94 The Sandler Selling System® Methodology ………………………………….…………. 95 Follow Up and Follow Through ……………………………………………….………….. 97


1 © 2008, 2010 Sandler Systems, Inc. All rights reserved.

Do Your Selling Strategies Work Against You?

Do your prospects:

Stall with excuses?

Quibble over price?

Back away from making any sort of commitment?

Tell you that they have to think-it-over?

Pick your brain for ideas, and then give the business to someone else?

Are you tired of:

Dealing with “tire-kickers”?

Making polished, professional presentations to people who can’t (or won’t) make a decision?

Your painstakingly prepared proposal being used by the prospect as a bargaining chip to negotiate a better price with the existing supplier?

Chasing prospects who won’t take or return your phone calls?

Arm-wrestling over price after prospects tell you that the price quoted in your proposal is outside their expectations?

Arm-wrestling over price with prospects who told you that price was no problem?

Handling one stall or objection only to have another emerge almost immediately?

Having to work so hard to get prospects to make commitments?

Feeling frustrated because you can’t get your prospects to keep the commitments you finally got them to make?

Wasting time with “suspects” when you should invest your time with qualified prospects?

Constantly looking for new ways to find prospects?



I’m Frustrated…

During my interaction with prospects, the roadblocks to closing more sales, more quickly, and more profitably that frustrate me the most are:

Additional things I’d like to learn during this program:



The Sandler® Philosophy

Salespeople are professionals. Sales calls with prospects and customers should be considered a business meeting among equals—an honest, non-manipulative exchange of information.

The prospect must qualify for the business professional’s time and efforts. Just as prospects have criteria with which to decide from whom to buy, sales professionals must have criteria with which to decide where and with whom to invest their time.

Developing a business opportunity should not be hysterical activity. It must be done in a systematic manner that serves the best interest of both parties. It must be repeatable and multipliable.

Some prospects won’t have a strong enough reason to do business with you. Some won’t pay your prices or fees. Some can’t or won’t make a decision in a reasonable manner or time frame to make it worth your while to pursue. In other words, some won’t qualify for your time.

Stalls and objections should not be part of the selling process. It is the sales professional’s responsibility to introduce, early in the selling process, the elements around which stalls and objections ultimately develop and eliminate them before they become roadblocks to completing a sale.

Controlling the selling process is a function of asking the appropriate questions, at the appropriate time, to the appropriate people and obtaining the prospect’s commitment. Wishing and hoping is not part of the process.

There should be a start and finish to every selling opportunity and the amount of time between those two points must enable the sales professional to reach company and personal goals. Chasing an opportunity for however long it takes to eventually close may feed your ego, but it won’t help you feed your family.



The Buyer-Seller Dance Conflicting Strategies in the Sales Arena

The Salesperson’s Traditional Strategy for Developing Business Opportunities

Fact Finding Needs Analysis

Job Spec

Demonstration Presentation

Proposal Review

Commitment Close

Contract

Put-Offs Stalls &

Objections Think-It-Over

Follow-Up Track Down

Keep In Touch

Determine the scope of the project, the prospect’s needs, wants, desires, goals, and other qualifying elements—quantity, frequency, delivery, size, color, etc.

Present solution to prospect’s needs—Presentation, demonstration, or proposal review. Highlight specific features, link benefits to features, establish added value.

Attempt to obtain prospect’s commitment and a buying decision.

Handle any concerns or objections voiced by the prospect and deal with stall tactics.

Follow up and obtain the buying decision



The Buyer-Seller Dance (cont’d.)

The Prospect’s Strategy for Controlling Buying Opportunities Buyers play the game of sales by a different set of rules:

# 1: Play your cards close to the vest # 2: Obtain all the information you can # 3: Don’t commit to anything # 4: Disappear

Appear Interested

Act Motivated Obtain

Information Avoid

Commitment Disappear

Sound truly interested.

Show enthusiasm, but don’t reveal too much information.

Collect all the information the salesperson is willing to share, especially information regarding process, costs, fees.

Avoid making commitments. Keep “promises” vague.

Become perpetually inaccessible.



The Buyer-Seller Dance (cont’d.)

What Happens When the Two Strategies Collide?

No Free Consulting.



What I Learned and Action Steps I Plan to Take

1. In this session, I learned…

2. In this session, I was surprised by…

3. I plan to put into action as a result of what I learned…

4. I will put the plan into action by this date _______.



The Sandler Selling System®

Methodology

Run Silent, Run Deep

The Sandler Selling System divides the selling process into three stages: Establishing the Relationship, Qualifying the Opportunity, and Closing the Sale.

Relationship Qualifying Closing

There are no bad prospects, only bad salespeople.



The Sandler Selling System® Methodology Establishing the Relationship

Bonding & Rapport

People tend to do business with people they like.

Up-Front Contracts

Inspect what you expect.



The Sandler Selling System® Methodology Qualifying the Opportunity

Pain

No pain, no sale.

Budget

No money, no sale

Decision

No mind reading.



The Sandler Selling System® Methodology Closing the Sale

Fulfillment

A decision not to make a decision is a decision.

Post-Sell

You can’t lose what you don’t have.



Establishing the Relationship— Bonding and Rapport:

Developing a comfortable environment within which to do business.

What is your current approach for developing rapport with a prospect?

People who are like one another tend to like one another.



What Do We Have in Common?

Rapport between people is typically built around something they share in common. Some examples are:

Hobbies

Special interests

Politics

Religion

Affiliations

Community involvement

Education

Sports

Children

Birthplace

Opinion on current events



Communication is the Key

Elements of face-to-face Communication

1. The words we speak

2. The tonality of our speech

3. The body language we display

To which element do you consciously pay the most amount of attention?

To which element do you consciously pay the least amount of attention?



The OK/Not-OK Principle

One of your objectives on a sales call is to help your prospect maintain his or her OKness.

Not-OK OK

• Upset

• Overwhelmed

• Insecure

• Unhappy

• Ignored

• Pressured

•

•

• Confident

• Secure

• Respected

• Satisfied

• Appreciated

• In control

•

•

It’s all relative. Example 1 A B

Not-OK OK Example 2 B A

Not-OK OK



Keeping Your Prospect OK

What are some things you might unintentionally do to make your prospect feel not-OK?

• Use buzzwords or technical jargon the prospect might not understand

• Be too assertive and perceived as “pushy”

• Move too quickly through a presentation

•

•

How do you help the prospect regain his or her OKness?

1.

2.

3.

What are some things a prospect might do to make you feel not-OK?

• Talk down to you

• Criticize your presentation

• Question your knowledge and/or ability

• Not pay attention

•

•

How do you recover?

1. I don’t have to take this.

2. I’ll show you.

3. It’s not me.

Always let the prospect preserve his or her dignity.

Salespeople don’t get thrown out, they bail out.



Active Listening—Tying the Elements Together

Active listening is the process of reflecting back to the speaker the message you heard in order to confirm or correct your understanding. Active listening not only facilitates effective communications, it also helps enhance rapport.

You’re Not Listening

Hearing vs. Listening



Methods for Reflecting the Speaker’s Message

Prospect: Minimizing equipment down time is our primary goal. When we have to take equipment off line for maintenance, it does more than just disrupt the production schedule. Raw materials start to back up at our warehouse facilities and I have warehouse managers complaining. And, if the line is down for any length of time, our ability to fill orders is impacted and then I have the VP of Sales breathing down my neck.

Restatement Example: Salesperson: So, what I think I heard is that your primary goal is to minimize equipment down time so you don’t disrupt the production schedule and negatively impact your ability to fill orders. I can imagine having warehouse managers complaining and the VP of Sales breathing down your neck is not a comfortable position to be in. Did I miss anything?

Paraphrasing Example: Salesperson: So, the goal of keeping equipment down time to a minimum is to keep your production on schedule and the warehouse managers and the VP of Sales off your back. Is that correct?



Establishing the Relationship— The Up-Front Contract:

Adding Control and Predictability to Your Sales Call

Has this happened to you?

• You finally obtained the appointment. You anticipate meeting with the prospect and asking the questions you painstakingly prepared in order to qualify the opportunity. You arrive at the appointment and before you can get two words out, the prospect hits you with, “Okay, show me whatcha got.”

• You invest time and energy gathering information, working up prices, and putting together your presentation which you deliver in a competent professional manner. You believe that you are going to get the sale, or at the very least, obtain a buying decision. Instead, you get one objection after another, stalls, put-offs, and finally, you leave with nothing more than the prospect’s promise to “think-it-over.”

What is your typical “advance agreement” for an initial appointment with a new prospect?

•

•

•

What is your typical “advance agreement” for a “closing” appointment?

•

•

•

No mutual mystification!



Elements of an Up-Front Contract

An Up-Front Contract is simply an agreement between you and the prospect (or customer) about what will happen next. “Next” is usually a subsequent contact—perhaps, a phone conversation or face-to-face meeting. Both parties should agree in advance to the ‘what,’ ‘why,’ ‘where,’ ‘when,’ and ‘how’ of the contact.

Objective—What specifically do you want to accomplish during the meeting?

Time Considerations—How much time will it take?

Prospect’s Role—What must the prospect do (before and) during the interaction so objectives can be met?

Salesperson’s Role—What must you do (before and) during the interaction so objectives can be met?

Outcome—What decision(s) will be made or conclusion(s) reached at the end of the interaction?

No Wishy-Washy Terms.

You can’t blame prospects for doing something you didn’t tell them they couldn’t do.



Example of the Up-Front Contract

Salesperson: Bill, based on what you’ve told me so far, I believe I can help. I’m not sure if what we’ve done for other companies facing the same challenge would work as well for you since I don’t have all the specifics of your situation. But, if it would work, would it make sense to find that out? Bill: Well, I believe so. Salesperson: You’re probably right. Why don’t you pick a day to invite me over when we can invest an hour with each other and determine if there’s a fit. If that make sense, I’ll be able to determine if what we’ve done for other companies would work in your world. During the meeting, it would be helpful if you could provide me with some of the details about __________ and perhaps describe a specific example where__________. Would you be comfortable doing that when we get together? Bill: I suppose I can do that. Salesperson: I appreciate that. Then, if there is a fit, I can explain why I believe there is and how we would address your situation. Does that make sense to you? Bill: Sure. Salesperson: It makes sense to me too. I’m sure you’ll have some questions for me about __________, which I’ll do my best to answer. After which, you can tell me if you even want the kind of help we provide. And, if you don’t, that’s okay. On the other hand, if you do, we’ll have to talk further about __________. Perhaps, we’d have to schedule another time to do that. But, let’s not jump too far ahead. Why don’t we first see if there’s a fit, then you can tell me if you want to take the next step? Are you okay with that? Bill: Sure, let’s do that.



Example of the Up-Front Contract (cont’d.)

Salesperson: So, what day would you like to invite me over? Remember, we’ll need an hour. And, by the end of the meeting, we’ll know if it’s “over,” or if we need to schedule another meeting to discuss the specifics of moving forward. Okay? Bill: Okay. How about Tuesday at 10:30? Salesperson: Is that AM or PM? Bill: That’s AM. Salesperson: Fine. I’m putting that in my schedule as we speak. I’ll see you on Tuesday at 10:30 in the morning.



Up-Front Contract Worksheet Outline Key Elements of your UFC for an Initial Meeting with a Prospect

OBJECTIVE What do you want to accomplish during the call?

TIME ELEMENTS How much time will it take?

PROSPECT’S ROLE What will the prospect be responsible for during the call?

SALESPERSON’S ROLE What will you be responsible for during the call?

OUTCOME How do you want the appointment to end? What are the next steps?



Up-Front Contract Worksheet Expanded Version of a UFC for an Initial Meeting with a Prospect.

OBJECTIVE What do you want to accomplish during the call?




OUTCOME How do you want the appointment to end? What are the next steps?



Maintaining Control with Up-Front Contracts

At what other points during your interactions with prospects and customers would an Up-Front Contract be appropriate and why?

•

•

•

•

•

What happens if the prospect breaks the contract for an initial meeting?

Let him off the hook. After all, the customer is always right.

Remind him of the contract and only let him off the hook if he has a good reason.

Remind him of the contract and insist that he honor it.

Terminate the meeting.

Develop a new contract.




Can You “C” the Benefits of Up-Front Contracts?

FOR THE SALESPERSON FOR THE PROSPECT

Control

Consistency

Competency

Concentration

•

•

•

•

•

•

Clarity

Comprehension

Candid

Condensed

•

•

•

•

•

•



Questioning Strategies

It is essential that salespeople obtain accurate information. How would you respond to the following questions and statements:

Are you familiar with our industry?

Are you working with any of our competitors?

How quickly can you install the system and have it up and running?

We’re already talking to one of your competitors.

Our current program has only been in place for a year.

We are probably not interested.

No mind reading.

Your job is to uncover the truth.



Reversing—Uncovering the Real Question

Reversing is a questioning strategy that will help you avoid mind reading and get beyond the smoke-screen questions. This is accomplished by answering the prospect’s question with a question. It puts the ball back in the prospect’s court.

Some Reverses include:

• Why do you ask?

• Why is that important?

• What are you hoping I’ll tell you?

• Why did you bring that up now?

Precede your questions with softening statements.

• That’s a good question. And, you’re asking me that because…?

• I’m glad you asked me that. What are you hoping I’ll tell you?

• Many people ask me that. And that’s important to you because…?

• That’s an interesting question. Why do you ask? (What brought that up?)

• Good point. And, you brought that up now because…?

It often takes three or more Reverses to get to the prospect’s real question.



Dealing with Stalls, Objections, and other Put-Offs

PROSPECT STATES SALESPERSON HEARS

We’re already working with a supplier. (…why should we switch to your company?)

Our insurance needs are being taken care of.

(...what makes you think you can do better?)

We’ve been working with the same company for years.

(…why should we switch?)

We’re happy with our current equipment. (…what makes your equipment better?)

List some of the statements you hear from your prospects:

Never answer an unasked question.



Reversing—for Stall, Objection, and Put-off Statements

Respond to statements with the following:

You must be telling me that for a reason.

Which means…?

And…?

Like…?



Reversing—for Stall, Objection, and Put-off Statements (cont’d.)

Example

Prospect: We’re happy with our current printing company.

Salesperson: You must be telling me that for a reason.

Prospect: We’ve been using them for several years.

Salesperson: Which means…?

Prospect: Which means…they’ve done a good job for us.

Salesperson: And…?

Prospect: And, you’d have to be pretty exceptional for us to consider making any changes.

Salesperson: That makes sense. Exceptional in what way? (Or, Like?)

The conversation went from a put-off to exploring a potential reason to do business.



Reversing—for Evasive Answers and Wishy-Washy Statements

I believe there’s a good chance that we’ll be going with your program.

Things look pretty good.

We’re inclined to give the business to you. List some of the evasive answers or wishy-washy comments you hear from your prospects.



Reversing—for Evasive Answers and Wishy-Washy Statements (cont’d.)

Responding to evasive answers and wishy-washy comments Examples I believe there’s a good chance that we’ll be going with your program.

I appreciate you telling me that. What does “good chance,” actually mean? Things look pretty good.

I’m glad to hear that. Help me out. What exactly does “pretty good” mean? We’re inclined to give you the order.

And, I would appreciate it. When you say “inclined,” what does that mean?



Qualifying—Pain:

Establishing Reasons to Do Business

Qualifying Your Prospects The objective of the first part of the sales call is to understand not only what prospects want, but why they want it. Taking the time to learn this information not only allows you to determine what a “best-fit” solution would be, but also distinguishes you from other salespeople who are all too eager to tell their story. To qualify your prospect, you will need answers to the following questions:

What, specifically is the prospect trying to accomplish? Why? Why now?

What happens if the prospect does nothing (or continues with their existing supplier/provider)?

Has the prospect worked with another supplier/provider in the past? Who?

Why is the prospect considering your company?

Why would the prospect buy from your company rather than one of your competitors?

Does the prospect value what your company “brings to the table” that other companies don’t?

What would the prospect lose by not placing the business with you?

What specifically would put you “in the running?”

What would take you “out of the running?”

Prospects buy for their reasons, not the salesperson’s reasons.



Identifying the Problem —A Starting Point

Pain Gap

Existing Condition Problem

(Pain Indicator) Desired Condition

Frequent machinery malfunctions

Reliability

Trouble-free operation

Not hitting production quotas

Productivity Faster throughput on production

Numerous customer complaints

Satisfaction Customer complaints almost

nonexistent

Meager stock portfolio growth

Performance Greater rate of capital growth

Taking too much time to process orders and correct mistakes

Efficiency

Orders processed quickly and accurately

Pain Indicator: The prospect’s recognition or admission of a problem, concern, fear, or unattained goal that can be addressed by your product or service.

What are the Pain Indicators for your product or service?



The Pain Puzzle Viewing the Complete Picture

The Existing or Potential Problem

The Reasons for the Problem

The Impact of the Problem

The problem the prospect brings you is never the real problem.

Many Prospects Are Not Aware of Their Problems Psychologists suggest that people are more likely to take action to avoid pain than they are to gain pleasure. So, the first step is to convert the features and benefits (the pleasure elements) of your product/service to something more painful—the problems (negative consequences) of not having the features and benefits.



Problem-Finder Worksheet Example

FEATURES/BENEFITS PROBLEM ADDRESSED

Product: Raw materials acquisition and management software for manufacturers.

“Just-in-time” inventory control gets inventory there when it’s needed, thereby reducing warehouse space requirements and inventory carrying costs.

Tying up money and warehouse space with inventory that won’t be used for months.

Service: Result-focused marketing and advertising campaigns.

Develop and implement marketing and advertising campaigns designed to accomplish a specific measurable goal which allows you to determine the effectiveness of the campaign.

Wasting money on unique and visually appealing advertising programs that don’t increase sales or revenues.

Product: Custom order-entry software for fulfillment centers.

Fast and efficient one-step data entry to create original order documents, warehouse selection and packing slips, shipping labels, and accounting department billing documents.

Wasting time and increasing the opportunity for errors by inputting the same information several times for each order processed.

People don’t buy features and benefits, they buy ways to avoid or overcome pain.



Problem Finder Worksheet

FEATURES/BENEFITS PROBLEM ADDRESSED



Helping the Prospect Discover Reasons to Do Business

Once you have identified potential reasons for prospects to do business with you, you can help them “discover” those reasons by asking Problem Awareness questions to “test the waters” as to how relevant and important those reasons might be to them.

Problem Awareness Questions from the sample Problem Finder Worksheet:

Manufacturers often tell me a major concern is tying up money and warehouse space with raw material inventories they won’t be using for months. To what degree is that a concern for you?

I’m often asked by people who are striving for efficiency and accuracy if our software program would eliminate the need to input the same information multiple times for each order…which of course, is a waste of time and increases the possibilities for errors. How much of a concern is that for you?

Many organizations have spent a great deal of money on marketing and advertising campaigns that were quite unique and memorable but did very little to drive sales at the store level. Would a critical analysis of your advertising campaigns reveal the same?

Questions like these will help you get the conversation started. If the prospect responds positively to your questions, you would follow with “Why is that?” “How is that important?” and “What impact might that have?” and other similar questions. This will keep the conversation focused on the prospects and their needs and perceptions.



Your Problem Awareness Questions

Using the information from your Problem Finder Worksheet, develop some Problem Awareness questions.



Digging Deeper Into the Problem

How Much Does It Hurt?

Would you tell me more, perhaps provide some specifics?

How long has that been a concern (or a problem)?

How frequently would you say that happens?

What have you attempted to do about it?

What else, if anything, have you tried?

How much do you suppose this problem has cost you?

What’s the worst that could happen if you do nothing?

Caution #1: Relatively new or infrequent problem

Questions you might ask:

Caution #2: Long-term problem

Questions you might ask:

Sandler Pain Funnel®

The Prospect’s Description of the Problem



Helping Prospects Discover the Reasons for Their Problems

Once the problems has been fully defined and you’ve decided the prospect is committed to dealing with it, it’s time to explore, and help the prospect discover, the underlying reasons for the problem. You accomplish this by asking presumptive questions.

Examples from previous problem scenarios:

Just-in-time Inventory Control System

When you met with your management team to discuss setting up a production-coordinated inventory control system that would identify both optimum order quantities and order lead times, what was the outcome?

One-step Data Entry System

When you recognized that having several people enter the same data was not only a duplication of effort and a waste of time, but was the likely cause of the frequent errors, what conclusions did you arrive at regarding your current order entry program?

Goal-centered Marketing/Advertising

When you analyzed the campaign to determine whether it was the targeted audience, the message, or the visual presentation that was most responsible for the poor result, what did you determine?

What is the value of asking presumptive questions?

When you’re telling, you’re not selling.



Your Presumptive Questions

You can’t sell anybody anything…until they discover they want it.



Confirmation and Buy-In

Salesperson: John, when you and your management team analyzed the carrying costs of excess inventory and the costs of temporary warehouse space to determine how badly it cut into bottom-line profits, how significant was the number you came up with?

Prospect: Actually, we haven’t done that.

Salesperson: That’s not unusual…most companies haven’t. Typically, that’s the first thing we do when we begin to work with a new client. Would there be any value to first determine that number before we talk about implementing an inventory acquisition and management program?

Prospect: Definitely.

Salesperson: And the value would be…?

Prospect: It would give us a baseline to weigh alternatives and, I suppose, measure future improvement.

Salesperson: That makes sense to me. Should we talk about what it will take to get that done?

Prospect: That sounds like a good place to start.

Buy-In Questions

• Is that something that would be worthwhile doing? Why is that?

• Would it make sense to do that? The reasons being…?

• Is that something you’d want me to help you accomplish? Because…?

•

•

•



Uncover the Impact of the Problem

How Badly Does It Hurt?

The value may be expressed in tangible terms—sales, revenue, profits, time, productivity—or less tangible terms—sense of accomplishment, peace of mind, comfort level, recognition.

Example from previous “Inventory Control” problem

Suppose we developed an inventory control program that would enable you to coordinate orders and deliveries with your production schedule and minimize the need to warehouse raw materials for lengthy periods,

…what value would that provide for the company?

Followed by:

What would that mean to you?

What would that allow you to do?

These questions allow the prospect to paint a picture of their situation with the problem eliminated—gap bridged—by your product/service.

What is the real value for you and the prospect to identify the Impact?

Your Impact Question



Pain Review—Tying It Up In One Neat Package

Salesperson: So, John, let me make sure I have an accurate picture of the situation. There are two conditions you’re most concerned about. One, you’ve got production run delays because you’re waiting on raw material to arrive. Two, you have plenty of raw materials in the warehouse, but no production runs scheduled. Both of those conditions cause problems and have various associated costs which eat into the bottom line. Is that substantially the picture?

Prospect: I’d say that’s accurate.

Salesperson: I believe what we discovered is that being able to coordinate order quantity and timing with production schedules, so the required amount of materials arrive at the appropriate times, would eliminate the carrying costs of excess inventory as well as the additional warehousing costs. And, that’s the situation you’re hoping we would be able to create for you. Is that correct?

Prospect: That’s it.

Salesperson: Is there anything I missed?

Prospect: No, you have it all.

Your Pain Review Questions



Qualifying—Budget: Uncovering the Prospect’s Investment Expectations or Limitations

Uncovering Relevant Financial Matters

Before you begin to work on presentations and proposals, you must learn the prospect’s expectations or limitations in regard to price/costs/fees associated with the product or service you might ultimately present.

You should be able to answer to the following questions:

Is money currently available? (If it isn’t, when will it be available?)

What part does price and/or terms play in the final buying decision?

Must the prospect buy from the “cheapest” supplier or lowest bidder?

Under what circumstances would the prospect not buy strictly on price?

Are there any investment limitations?

Does the prospect have any expectations regarding the investment? (If so, what are they?)

How will the size of previous investments for the same or similar products/services influence the amount invested for the current purchase?

The prospect must be willing and able to make the necessary investment.



You’ll Get What You Ask for

Are you comfortable asking? What were you taught?

There’s plenty of money to go around There’s more where that came from You have to spend money to make money You can’t take it with you

Or

Money doesn’t grow on trees I’m not made of money Save your pennies for a rainy day Don’t discuss money matters with strangers

What are some of the childhood messages you heard?

Do your money messages help or hinder your selling efforts? How?

Can you be too comfortable discussing money issues? What are the potential ramifications?

What new attitude and behavior regarding money would better serve you in your sales efforts?



Dealing with Financial Issues Before They Surface as Objections

“MONEY” QUESTIONS YOU CURRENTLY ASK? WHEN DO YOU ASK THEM?

OBJECTIONS SURROUNDING MONEY ISSUES WHEN DO THEY

SURFACE?

If you want to keep a bomb from exploding, defuse it before it blows up.



Strategies for Identifying Budget Numbers

Direct Questions

The most straight forward strategy is to ask:

Do you have a budget set aside for this project/purchase?

Is the project funded?

Have funds been allocated yet?

Other Direct Questions you could ask:

If the prospect answers “yes,” follow with:

I don’t suppose you’d share the amount with me in round numbers?

In round numbers, what amount are you looking at?

Perhaps you could give me some idea of what we have to work with…just in round numbers.

Additional follow-up questions:

.



Strategies for Identifying Budget Numbers (cont’d.)

Additional Strategies—Third-Party Stories

If the prospect has not yet identified a budget number or is reluctant to reveal it, you can use one of the following strategies preceded by a softening statement.

Softening Statements

That’s not unusual.

That shouldn’t be a problem.

I wasn’t sure you had numbers put together yet.

Third-Party Story

We recently completed a network integration project almost identical in scope to the one we are discussing. That company invested just a bit over $28K. Do you suppose that when you get your budget numbers finalized, it will accommodate a similar size investment?

If the prospect is reluctant to answer or replies with “no,” ask one of the following:

Off the record, what where you hoping the number would be?

Is there a number you can’t exceed or a range you need to stay within?

Your Third-Party Stories




Additional Strategies—Bracketing

Bracketing frames the cost of your product or service with in a range a bit lower and somewhat higher than the expected cost of your product or service. It’s a no-pressure non-threatening way to test the waters and home in on a budget number.

Bracketing

Typically when we design a recycling installation to handle the volume of solvents your facility uses, we find that the investment for the equipment typically runs between $18,000 and $25,000—depending on the degree of automation and capacity. Does the investment you’d be willing to make fall within that range?

If the prospect replies affirmatively, home in on the budget by asking:

Would you say it’s closer to the $18,000 end of the range or the $25,000 end?

You can home in even more my asking:

How close?

Your Bracketing Questions




Additional Strategies—The Monkey’s Paw

Advantages

How can you use the Monkey’s Paw strategy?



Budget Review

Salesperson: So, if I were to put together an inventory acquisition and management program to coordinate order quantity and frequency with production scheduling, I’d have somewhere between $25,000 and $35,000 to work with for both development and implementation. Is that correct?

Prospect: That’s correct.

Salesperson: And, those are realistic numbers?

Prospect: Yes, those are numbers you can work with. Your Budget Review Questions



Qualifying—Decision:

Identifying the Process by Which the Prospect Will Make a Buying Decision

The objective of the Decision step is to determine the process by which your prospect would make a decision to buy from you.

What information do you typically obtain regarding your prospect’s decision-making process?

INFORMATION WHEN DO YOU OBTAIN IT?

What last-minute delays or surprises emerge when it comes time to obtain the buying decision?



The Newspaper Story Approach

Does the information you now obtain about your prospect’s decision-making process pass the newspaper story test? A good newspaper story reveals the following information:

STORY ELEMENT CORRESPONDING DECISION PROCESS ELEMENT

WHO

WHAT

WHEN

WHERE

HOW

WHY

What information do you currently overlook?



Starting Your Information Gathering

Use an Open Question

Bill, when your company makes a major purchase like the one we’ve been discussing, what sort of decision process do they go through?

When it comes to making a decision about investing in capital equipment, how does your company go about it?

Filling in the Blanks

Use Element-Specific Questions

Tom, you didn’t mention who could veto the committee’s decision. Who might that be?

Mary, you didn’t mention by when you’d like to have this decision made. What is the time frame for making a decision?

Fran, how will you ultimately decide with whom to place your business?

(What)

(Where)

(Why)



Caution—What Should You Do?

When you uncover the prospect’s decision process, you discover:

There are additional participants in the decision process with whom you have not spoken.

The decision process is rather complex and you are not able to meet one or more of the required elements.

The decision process is rather lengthy and time-consuming. Pursuing the opportunity would likely impinge on time developing other opportunities.

Make your prospects part of your plans; don’t become part of theirs.



Decision Review

Salesperson: John, are you okay if I quickly recap what we’ve covered so far and make sure we’re both on the same page?

Prospect: Sure.

Salesperson: We discussed inventory ordering and warehousing in relation to production scheduling and the problems that result when all are not coordinated. You shared with me that there is between $25-35,000 available to implement a system that can bring those elements into alignment. As I understand, there are three people involved in making the decision to undertake such a project—you, Tom, who I spoke with yesterday, and Bill, with whom I initially met. You’re looking for a pay-back period of two years or less. You’ll need to see a software simulation using some historical numbers and you’d like to see verifiable cost-saving numbers using current data. At that point, you will give it thumbs-up or thumbs-down. And, you’d like to make this decision in the next 30 days. I understand that you previously met with another company, but you’ve already ruled them out based on a previous experience. So, my company is the only one left in the game. What did I leave out?

Prospect: I believe you’ve covered it all.

Your Decision Review



The Prospect is Qualified, Now What?

If you have uncovered pain; the prospect is willing and able to make the necessary investments; you are willing to participate in the prospect’s decision process and can fulfill the requirements of that process, then it’s time to close.

What is your primary closing objective?



Potential Roadblocks to Closing the Sale

When you uncover all the elements of the prospect’s decision process, it is likely that you will uncover one or more potential roadblocks to eventually closing the sale. If you can’t remove the roadblocks, the prospect is disqualified and it’s time to move on to more viable opportunities.

What are some of the roadblocks you have encountered in the past?

What can you do to remove the roadblocks?



Example of the Up-Front Contract

The Closing Appointment Salesperson: When we get together next Tuesday, I’ll need 90 minutes to review my proposal and leave time for questions. And, both Tom and Bill will need to be there also. Will you be able to schedule 90 minutes of uninterrupted time for everyone?

John: I’ll make sure we have the time

Salesperson: I’ll be prepared to go over all the details of our proposal and explain how it specifically addresses the issues we’ve identified. I’m sure you’ll have a number of questions for me, including how we will time shipments to maintain inventory levels appropriate to the production schedule. And, I’ll do my best to answer them.

John: That sounds fine.

Salesperson: John, at the conclusion of my presentation, if you, Tom, and Bill don’t feel that my proposal is a best-fit for your project, would you be comfortable telling me that? You won’t have to sugarcoat it…you can just say, “No thanks.”

John: Yes, we can do that.

Salesperson: As I recall, you want to get this project moving right away. So, if you, Tom, and Bill feel that what I propose is a best-fit and you’re comfortable with my answers to your questions, will you be prepared to move forward with a contract?

John: Yes. We’ll give you the thumbs up or thumbs down at the conclusion of our meeting. If it’s thumbs up, we’re prepared to complete a contract.

Salesperson: I appreciate that and look forward to the meeting. One last question…can you think of anything that might come up between now and Tuesday that would prevent you making your decision?

John: No. As you said, we’re eager to get this project moving.

Salesperson: That’s fine. I’ve scheduled Tuesday from 10 to 11:30. I’ll see you then.

John: Okay. I’m looking forward to it.



Key Elements of the Up-Front Contract

OBJECTIVE What do you want to accomplish?

Present proposal to John, Tom, and Bill

Obtain a buying decision


90 Minutes


Present the details of the proposal and explain how they

address the issues previously identified

Answer the prospect’s questions


Ask necessary questions to evaluate the proposal

OUTCOME What do you want to take place at the end of the meeting? What are the next steps?

Decide whether or not to sign a contract



Elements of the Up-Front Contract

Key Elements of your UFC for a Closing Appointment with a Prospect








Up-Front Contract Worksheet

Expanded Version of an UFC for A Closing Appointment with a Prospect








Closing—Fulfillment:

Closing the Sale or Closing the File

If you’ve made it this far, conceptually, the sale is already closed. Why?

Objectives of the Fulfillment step

Requirements of the presentation

Three reasons you won’t close the sale



Structure for Delivering Your Fulfillment Presentation

Review Up-Front Contract for the presentation

Pain

Budget

Decision Process

Address any Changes

Present Product/service that addresses Pain (nothing more; nothing less)

In line with identified Budget

Consistent with Decision process

Close Obtain the buying decision

Confirm Confirm the decision

Congratulate your new client

Sell today; educate tomorrow.



Review

• Up-Front Contract – Has anything change? Are all players present? Are expectations still intact? Will a decision be made at the conclusion of the presentation?

• Pain – Is the importance of and commitment to dealing with the concerns, issues, problems, goals, etc. still intact? Has anything changed? Does the change alter the requirements of the solution?

• Budget – Is the prospect still willing and able to invest the amount of money previously identified?

• Decision Process – Has anything changed in regard to what the prospect needs to see, hear, or experience in order to make a decision?

• Address any Changes – If anything has changed, deal with it before proceeding with the presentation. If circumstances have changed, and the result of the change is not mutually beneficial to both parties, you may have to reschedule the presentation.



Present

Start with the Most Important Aspect of the Pain – Review the key issues surrounding the prospect’s pain and ask the prospect which issue he or she would like you to cover first.

Obtain the Prospect’s Verification – After you have covered an issue, ask the prospect if he or she is completely comfortable with your approach to the issue. If the answer is “yes,” you can move to the next issue. However, if the prospect is not completely comfortable, you must discover why and what the prospect was hoping to hear that would have made him or her completely comfortable.

When the prospect is completely comfortable with the current issue, ask which issue he or she would like you to cover next and repeat the process.



Close

Measuring the Prospect’s Temperature

10 -- Sale Closed

0 -- File Closed Salesperson: Mr. Jones, I realize we do have a few more things to go over, but I’d like to ask you a question. Based on what we’ve covered so far…on a scale of 0 to 10, where 0 means that you’ve already made up your mind that my product is not what you want, and 10 means you’ve decided that it is…and in a moment or two you’ll be signing a contract…where are you? Possible Responses

Prospect responds with a number less than 5

Salesperson: I appreciate you telling me that. I’d guess with such a low number, there’s no way you could get to 10. Am I correct?

Prospect responds with a number from 5 to 7

Continue with your presentation and then ask the “0 to 10” question again.

Prospect responds with an 8 or 9

Salesperson: I appreciate that. Let me ask you…”What do you need to see or hear to get to 10?

Continue your presentation and measuring the prospect’s temperature until the prospect is a “10.” You may not have to cover all the points of the prospect’s Pain.

You don’t have to finish the presentation.



Confirm

When the prospect is a 10, the only question you need to ask to confirm the sale is…

“What would you like me to do now?”

Most likely you’ll hear something like, “I guess you need to fill out the contract” or “I suppose I write you a check.”

If the prospect needs a little prodding, you can suggest, “I don’t suppose you’d like to get the contract out of the way and get your order placed.”

Never ask for the order; make the prospect give up.



Closing—Post-Sell, Part 1:

Ensure the Sale

Don’t Let Buyer’s Remorse Blow Up Your Sale

To avoid buyer’s remorse from setting in, give the prospect a chance to back out at the time you obtain the decision.

Why is it in your best interest to bring up any concerns that might harm the sale?

Some “buyer’s remorse” elements that have come up in the past. What might possibly come up in the future?

Other elements that could sabotage your sale.

Don’t buy back tomorrow the product or service you sold today.



Strategy for Preventing Buyer’s Remorse

Identify the potential source for buyer’s remorse

Bill, I look forward to working with your company. There is one thing I want to revisit just to make sure it doesn’t become a problem down the road. We discussed the fact that your lab technicians would have to participate in six to eight hours of training. You mentioned that they always complain about devoting any time to equipment training when it’s not equipment they requested. Is the inevitable grumbling from the technicians going to cause you to have second-thoughts about purchasing the equipment?

If the buyer reassures you the there won’t be any second-thoughts—

Reconfirm the buyer’s commitment

So, I think what I’m hearing is that I can process this purchase order without any concern that you’ll call me tomorrow and ask me to put it on hold while you quell the revolt in the lab. Is that correct?

If the buyer acknowledges having some second-thoughts, deal with them immediately. If appropriate—

Suggest a way to curb the buyer’s doubts and then ask for reconfirmation

I suppose I can understand the techs feelings about the training interrupting their lab time. After all, they have work to do and deadlines to meet. Suppose we arrange for the training on three different days during the week, at different times during the day. Then, each tech could pick a training time that would least affect his or her lab duties. Would that make it more acceptable for them and easier for you to get their support?

Following a positive response from the buyer—

Let me make sure I have this right. If we make arrangements for three training sessions on the days and at the times you select, I can rest assured that you won’t call to tell me to hold the order. Is that what we’re agreeing to?




Potential for Buyer’s Remorse and Strategy to Prevent It

POTENTIAL ELEMENT SAY / ASK



Closing—Post-Sell, Part 2:

Generating Referrals from New Customers

MAY I PICK YOUR BRAIN?

Your new customers are often your best source of new prospects!

What is your current strategy for generating referrals from new customers?

What is the typical response to your request?



Asking, “Whom do you know…?” Just Won’t Work!

Avoiding Conditioned Responses

Salesperson: John, I appreciate the business and look forward to working with you and your company. Before I leave, maybe you can help me with something. I believe you said you’ve been involved in this industry for almost twenty years. Is that correct?

New Client: That’s right.

Salesperson: I suspect that over the last twenty years you’ve developed relationships with a number of other business owners, not only in the plastics molding industry, but in other industries as well. Would that be a fair statement?

New Client: Certainly.

Salesperson: And, there are probably some competitors who you would consider “friendly” competitors. Is that right?

New Client: I suppose so.

Salesperson: Well then, here is how you may be able to help. If you were to pick one or two people from the group of people we just mentioned—other business owners in this industry, owners of businesses in other industries, a friendly competitor—who might have an interest in implementing an inventory control system similar to what we will be establishing for you, who would you pick?

New Client: I suppose I’d pick Mike Thompson. He owns Thompson Engineering. I’ve know Mike for almost twenty years. I’m sure managing production materials is as important to him as it is to us.

Salesperson: I appreciate the information. I’ll call Mike. Are you okay if I mention that his name came up during our conversation?

New Client: Not at all. Use my name.



Asking, “Whom do you know…?” Just Won’t Work! (cont’d.)

Questions to ask to get your contact person to focus on their inner circle:

Your introductory question/statement



The Sandler Selling System® Methodology

Bonding & Rapport Environment of trust Communication Skills OK / not-OK Active Listening

Post-Sell Avoid Buyer’s Remorse Begin Referral Process

Up-Front Contract 5 Elements Control Predictability

Fulfillment Presentation Take Prospect’s Temperature Obtain Decision

Decision Pain Problem Reasons for the Problem Impact of the Problem

Who When What

Where How Why

Budget Willing Able Expectations Limitations



Follow Up and Follow Through

The Three Most Important Things I Learned During This Workshop

Three Things I Will Start Doing

Three Things I Will Stop Doing

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