XChange · Channel EQ is a global leader in Channel Enablement and Acceleration strategies. Through...
Transcript of XChange · Channel EQ is a global leader in Channel Enablement and Acceleration strategies. Through...
XChangeSolution Provider 2016
Learning to Close Effectively
Keith Lubner, C3 Ken Thoreson, Acumen Management Group
Closing Strategies
Closing Fundamentals
Buyer Styles
Objections
Call to Action
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Keith Lubner
Keith’s Contact Info:
Email: [email protected]
Websites:
www.c3channel.com
www.channeleq.co
Channel
Enablement &
Recruitment
Ecosystem
Acceleration,
Optimization,
& Productivity
Programs
Channel
Marketing
Services
Channel
Strategy,
Metrics, &
Business
Intelligence
Adaptive Partnering
Methodology
Channel University Training
Channel Performance Focus
Singularly FocusedVAR, ISV, Distributor, Retail TECH
Channels
Acceleration FocusedPrograms that spur fast growth
and profits
President Managing Partner, Co-Founder
Copyright © 2016 Channel EQ Inc. All rights reserved. Page 5
Closing Business
Establish a clearly documented selling/buying
process based upon:
Prospecting in a well-defined target market
In assigned territory
Meets marketing criteria
Developing knowledge of client’s business
drivers
Become a “student of the business”
Align your value proposition with client needs
Qualifying prospects to ensure focus is
maintained
Sponsor identified
Sponsor has buying vision
Access to power agreed
Use Vendor value/resources:
Copyright © 2016 Channel EQ Inc. All rights reserved. Page 6
Establish a clearly documented
selling/buying process based
upon:
Being credible, consistent and
reliable during the
buying/implementation
process
Being the selected/desired
vendor
Reaching agreement and
commitment
Use vendor
value/resources:
Implementation
Tracking results for feedback
into process
Copyright © 2016 Channel EQ Inc. All rights reserved. Page 10
Fundamentals Of Closing
Ben Franklin
Price=Value/Cost
Option A, Option B, Option C
“Best Time”
“Silence means Consent, right?”
SHUT UP
Copyright © 2016 Channel EQ Inc. All rights reserved. Page 11
Close Early & Often
•Qualify accurately to focus your efforts on winnable
business
•Confirm understanding at close of all discussions and
in follow up email to ensure alignment on required
solution -
•Verify satisfaction of client’s needs – obtain
agreement
•Verify that solution will impact the way they do
business and help to satisfy their clients’ needs –
obtain confirmation
•Leave no loose ends or unsatisfied expectations – ask
for the order or get agreement on next action by client
Ken’s Contact Info:
Email: [email protected]
Website: www.AcumenManagement.com
Top 50 Sales
& Marketing
Influencer's
2015
Partner
Business
Builder
Programs
Workshops
Keynotes,
Workshops,
Consulting
Services
Strategy,
Business
Management,
Sales
Leadership
The Sales Mgmt Guru Book
series, 5- Video Training Kit,
Sales Mgmt Tool Kit,
Peer Groups
Singularly FocusedVendor, ISV, Distributor, Partner
Acceleration FocusedPrograms that spur fast growth
and profits
Ken Thoreson
President Partner
13
Decisiveness
Rela
tion
sh
ips
Analyst Supporter
Driver Persuader
Task o
rien
tati
on
Cautiousness
Adapting to Different Personalities
14
Questions To Determine Their Personality
• How much time do we have today?
• How will you make a decision about this?
• What is your process?
• Who else will be involved in your decision process?
• How was your weekend? Did you do anything special?
• What outcome do you expect as a result of this meeting?
• HINT: Look at their office, desk, decorations
16
Working With Driver’s
DO Don’t
Be Clear & Specific Ramble
Be Prepared Try to be Personal
Present the Facts Leave Loopholes
Ask Specific Questions Speculate Wildly
Provide Alternatives Direct
Be Result Oriented Order
Stay on Course Philosophize
“In your case, having considered all the options, I would strongly recommend the second alternative, we can then get your solution up and running in your 90 day time frame. Are you ready to begin the process?”
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DO Don’t
Be Prepared Be Disorganized
Stick to Business Be Informal
List Pro’s & Con’s Rush Decisions
Be Organized Provide Personal Incentives
Be Factual Be Vague
Draw up a Schedule Use Unreliable Testimonials
Give Them Time to Verify Leave Things to Chance
Provide Options Waste Their Time
Working With Analyst’s
Sample Closing Questions for Analyst’s
“In reviewing all of the choices and incentives from [vendor] and comparing to your current situations and objectives, we believe the first alternative is your best choice… Let me review why we made this recommendation….”
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Working With Persuader’s
DO Don’t
Socialize Be Curt or Cold
Share Opinions Drive on to Facts
Discuss Their Interests Talk Down to Them
Share Ideas Leave Things Hanging
Provide Testimonials Dream with Them
Offer Incentives Be Dogmatic
Interact with Intentions Legislate
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Working With Supporter’s
DO Don’t
Be Personable Rush
Show Sincere InterestLose Sight of Their
Personal Goals
Be Non-Threatening Force Issues
Be Casual Debate Facts
Provide Assurances Offer Opinions
Make Guarantees to
Minimize Risks
Manipulate / Threaten with
Power
Sample Closing Questions for Supporter’s
“Your situation is very similar to ABC company,
My manager and I feel very comfortable in
recommending an approach comparable to that
taken with ABC company. Their president
chose this similar solution with us for of the
following reasons...”
46
Keith Lubner
Keith’s Contact Info:
Email: [email protected]
Websites:
www.c3channel.com
www.channeleq.co
Channel
Enablement &
Recruitment
Ecosystem
Acceleration,
Optimization,
& Productivity
Programs
Channel
Marketing
Services
Channel
Strategy,
Metrics, &
Business
Intelligence
Adaptive Partnering
Methodology
Channel University Training
Channel Performance Focus
Singularly FocusedVAR, ISV, Distributor, Retail TECH
Channels
Acceleration FocusedPrograms that spur fast growth
and profits
President Managing Partner, Co-Founder
Copyright © 2016 Channel EQ Inc. All rights reserved. Page 47
Your Next Steps
•Analyze all deals in Pipeline
–Establish 10 – 30 – 60 day plan
•Analyze all decision makers required to close/influence deals
–Assign research responsibility
–Assign contact/follow up responsibility
•Publicize objectives
–Track contact and closing results
•Publicize results
Prospecting Becomes Better with an Always on Mobile Platform that Adapts to the Ways Partners and Employees Learn
Self-directed, online video based modules and tutorials
Mobile APP – anywhere, anytime -learning
Live Virtual Classroom training programs facilitated by certified instructors
Interactive and Experiential classroom training programs
Channel EQ is a global leader in Channel Enablement and Acceleration strategies. Through our innovative Channel University Learning Management Platform we help organizations that sell through Partners own mindshare, accelerate change, and reach peak sales and service performance fast.
Our innovative Adaptive Partnering™ methodology helps channel owners align, leverage, and optimize the four elements most critical to channel performance:
• Channel Partner (external)• Channel Manager (internal)• Sales, Service, & Support (internal)• Customer (external)
The Channel Enablement Company
"I thought the training was fantastic. I have been through a number ofsales trainings where everyone rolls their eyes and that was not the caseon Monday. You did a fantastic job of engaging the [VENDOR] team andmaking it relevant to their business…."- VENDOR Director
“The sales success I've experienced has been around longer and moreprobing conversations with partners. In turn, I've effectively gatheredmore information relevant to the business model of a particularpartner. This new-found skill has led to ongoing conversations with newpartners to grow their certifications with [VENDOR] through[DISTRIBUTOR]. Conversations that have updated and changed paymentterms for the benefit of all involved. Conversations that have led toapproximately $250k in sales this week from a newer partner. "- VENDOR Partner Manager
www.channeleq.co