Planning Sales Dialogues an Presentations what do you think? Salespeople with great presentation In sales, exills it ote a lack of planning ) have to show up to be successful. But before jor emesica’s: you show up, you have to do your homework. 1234567 stongy sage strongly agree After completing this chapter, you should be able to 101 102 LO03 104 105 L106 L Explain why it is essential. to focus on the customer when planning sales calls. Understand alternative ways of communicating with prospects and customers throug! canned sales presentations, written sales proposals, and organized sales dialogues ad presentations. Discuss the nine components in the sales dialogue template that c an ing __ an organized sales dialogue or presentation. be used for plant Explain how to write a customer value proposition statement, Link buying motives to benefits of the seller's offering, and reinforce verbal claims made. Support claims made for benefits Engage the customer by setting appointments. Scanned with CamScanner- Planning Soles Dialogues and Presentations 131 INTRODUCTION small entrepreneurial firms, and professional services firms, a major change is occurring in how sellers Top-petforming salespeople ae focusing increasingly on the customer when planning their sles calls Hing a.deat understanding of the buyer situation, needs, and priorities is essential to success. Erica Stritch, general manager of panfodaycom, an online training and research fm says that failing to conduct adequate research on potential customers is one of the biggest mistakes that salespeople can make. ‘Since her company is Web-based, she is particularly appalled when sales representatives have not checked out RainToday’s Web site to learn about their products and services. Ms. Stritch says a lack of customer research often results in a time-wasting, boring, aimless, "me me me" sales approach that overlooks basic customer | needs. Sales coach and trainer Steve Bistritz says that pre-call planning should focus on doing the necessary homework and having something important to say. When selling to top executives, Bistritz recommends fist talking with lower-level managers to better sderstnd the problems and opportunities facing the customer. He also stresses the importance of using industry reports, financial reports, and press releases tO identify key priorities for each prospective customer. With this information in hand, salespeople can match their products, services, and solutions to important customer needs. This can be a complex task, as multiple individuals with varying perspectives often share the purchasing decision. ‘As professional selling becomes more complex, uthor Jeffrey Gitomer has found a huge market for his how-to books on selling. ~r encounters is stated from the customer’ viewpoint. According to Mr. Gitomer, understand the customer's needs and concerns. He advises stand the customer’ situation. He cautions salespeople to fered through precall research. n large corporations, ‘communicate with buyers. bis advice on how to prepare for upcoming custome customers want salespeople who relate to them by demonstrating that they salespeople to show buyers that they have done their homework and under: respect the buyers time and not to waste time asking questions that could have been answ cme Concer eg eer 200 3: shige ec LO1 Customer-Focusep Sates DIALOGUE PLANNING med and have little time to waste. This means s noted in the introduction, buyers are generally well-infor m Janning sales calls on prospective and existing that salespeople must invest a significant amount of time in p] customers so that ghey ean communicate in a clear, credible, interesting fashion. A”) sates call Anin-person sales call takes place when the salesperson and buyer or buyers mect in person f© ¢ maging between discuss business. This typically takes place in the customer's place of business, but it ¢ salesperson or sales team may take place elsewhere, such as in the seller’s place of business or at a trade show. ee oaks byes ‘As defined in Chapter 1, sales dialogue comprises business conversations . ‘as salespeople attempt to initiate, sales dialogue between buyers and sellers that take place over time develop, and enhance customer relationships. ‘The term sales conversation is used between buyers and sellers interchangeably with sales dialogue. Some sales cals involve sales presentations thatoccuras salespeople as part ofthe dialogue. Sales presentations are comprehensive communications that attempt to initiate, develop, and enhance customer convey multiple points designed to persuade the prospect or customer to make a taut Se Purchase should be customer-focused Ideally, sales presentations focus on customer value and only take place after _) and havea clear purpose. the salesperson has completed the ADAPT process (introduced in Chapter 4). As a) sales presentations Teminder, the ADAPT process mean’ 5 the salesperson has Assessed the customer's) Comprehensive Situation, Discovered his or her needs, buying processes, and strategic priorities; ) form we Activated the buyer's interest in solving a problem or realizing an opportunity; frail asia helped the buyer Project how value can be derived from a purchase; and then made acmome wield 2 Transition to the full sales presentation. Salespeople who attempt to make a sales ¢ Purchase. Scanned with CamScanner182 Selling and Sales Management Presentation before building a foundation through sales dialogue risk being viewed as noncustomer oriented and overly aggressive. Consistent with the trust-based sales process introduced in Chapter 1 (sce Figure 1.4), sales dialogue planning efforts should focus on customer value, Salespeople must have a basic understanding of the value they and their companies can deliver to customers. Further, that whar constitutes value will typically vary from next. Finally, as the process continues and relationships are ectabliched ROVE \ N r with customers, salespeople must work continually to increase the value A they must recognize their customers receive, Throughout the process, selling strategy must focus on customer needs and how the customer defines value. To better understand the process of planning sales dialogues and Presentations, we will now discuss the three most common approaches: the canned sales presentation, the written sales proposal, and organized a sales dialogues and presentations. Each of these alternatives varies greatly in tems of how much customization and customer imeracton is Thelmportence of focusing on involved. A planning template that serves as a guide for sal logui se coronal Whe Eee planning temp a8 a guide for sales dialogues and Sy datoguests retected in comprehensive presentations will then be presented. The chapter concludes the popules rede book Buyer with a discussion of how to foster better sales dialogues when attempting tO approved Selling by Michael Schel initiate relationships with customers. LO2 Sates Communications Formats n planning customer encounters, salespeople must decide on a basic format, such as a canned sales Le a written sales proposal, or an organized sales dialogue. Exhibit 6.1 summarizes the types of communications sales professionals use. A salesperson might use one or more of these formats with a particular customer. Each format has unique advantages and disadvantages. To be successful, these communications must be credible and clear. In addition, the salesperson must communicate in the right environment at an appropriate time to maximize the probability of a successful outcome. Exusit 6.1 Types of Sales Communications Canned Presentations / + Include scripted sales calls, memorized, and automated presentations + Can be complete and logically structured + Do not vary from buyer to buyer; should be tested for effectiveness i Written Sales Proposals « The proposal is a complete self-contained sales presentation « Written proposals are often accompanied by sales calls before and after the proposal is submitted « Thorough customer assessment should take place before a customized proposal s written Organized Sales Dialogues and Presentations « Address individual customer and different selling situations « Allow flexibility to adapt to buyer feedback « Most frequently used format by sales professionals Scanned with CamScannerPlanning-Soles Dialogues and Presentations 133, For any of the three communications types, salespeople must plan to be as specific as possible in developing theie sales message. For example, it i better to tell a prospect “This electric motor will produce 4,800 RPM and tequites only one hour of maintenance per week” than to say “This motor will really put out the work with only minimum maintenance.” Canned Sales Presentations Canned sales presentations include scripted sales calls, memorized presentations, canned sales and automated presentations. The telemarketing industry relies heavily on scripted? presentation sales sales calls, and memorized presentations are common in trade show product? presentations hat include demonstrations. Automated presentations rely heavily on computer images, movies, scripted: ee tapes, or slides to present the information to the prospect. Se ‘When done right, canned presentations are complete and logically structured. 2 presentations. Objections and questions can be anticipated in advance, and appropriate responses can be formulated as part of the presentation. The sales message varies little from customer to customer, except that some sales scripts have “branches” or different salesperson responses based on how the customer responds. Canned presentations can be used by relatively inexperienced salespeople, and using this format might boost the confidence of some salespeople, Canned sales presentations should be tested for effectiveness, ideally with real customers, before they are implemented with the entire salesforce. Canned sales presentations make an implicit assumption that customer needs and buying motives are essentially homogeneous. Therefore, canned presentations fail to capitalize on a key advantage of personal selling—the ability to adapt to different .d various selling situations. The Salesperson can only assume the buyer's need and must hope that a lively presentation of product benefits will cause the prospect to buy. The canned presentation can be effective, but is not appropriate for many situations—simply because cueromer opportunity to interact is minimized. During a memorized presentation, the salesperson ‘only occasionally allowing the prospect to express his or her feelings, ent of the time, talks 80'¢0 90 pe oy vm do not handle interruptions well, may be awkward to use with concerns, or opinions. Canned prese ; a broad line, and may alienate buyers who want to participate in the interact pacer it limitations, the canned sales presentation cin be effective in some situations. If the product line = a ‘ ig nareow and the sales force is relatively inexperienced, the canned presentation may be suitable. Also, many salespeople find it effecive to use a sles dialogue to introduce their company, to demonstrate the product, ot for Canned sales presentations include scripted presentations to customers at industry trade shows. types of customers an nm. some other limited purpose- . written sales. proposals Written Sales Proposals complete self-contained sales presentation on paper, The second basic type of sales communication is che written sales proposal. The ctenaccmpanid proposal is a complete self-contained sales presentation, but itis often accompanied (verbal sales ome foe Pree dialogues before orafethe proposalisdelivered.Insomecases,thecustomer { Wloeraterthe ropa is delivered. Scanned with CamScanner184 Selling and Soles Management may receive a proposal and then request that the salesperson make lear informative expect cl a sales call to further explain the proposal and provide answers to BUCS scart are less questions, Alternatively, preliminary sales dialogues may lead to a Sales messages. wad lark sales proposal. In any event, the sales proposal should be prepared __tolerantof: ‘sloppy comm . after the salesperson has made a thorough assessment of the buyer's situation as it relates to the seller’s offering. It The sales proposal has long been associated with important, high-dollar-volume sales transactions. is frequently used in competitive bidding situations and in situations involving the selection of a new supple by the prospect. One advantage of the proposal is that the written word is usually viewed as being more credible than the spoken word, Written proposals are subject to careful scrutiny with few time constraints, and specialists in the buying firm often analyze various sections of the proposal. Sales proposal content is similar to other comprehensive sales presentations, focusing on customer needs and related benefits the seller offers. In addition, technical information, pricing data, and perhaps a timetable are included. Most proposals provide a triggering mechanism such as a proposed contract to confirm the sale, and some specify follow-up action to be taken if the proposal is satisfactory. ‘Wich multimedia sales presentations becoming more routine, itis natural to think that written sales proposals would be declining in importance. Actually, the opposite is true. With the widespread use of multimedia, the standards for all sales communication continue to rise. Buyers expect clear informative sales messages, and they are less tolerant of sloppy communication. Because everyone knows that word processing programs have subroutines to check spelling and grammar, for example, mistakes are less acceptable than ever. Because written communication provides a permanent record of claims and intentions, salespeople should be careful not to overpromise, but still maintain a positive and supportive tone. No buyer wants to read a proposal full of legal disclaimers and warnings, yet such information may be a necessary ingredient in certain written communication. As with all communication, salespeople should try to give buyers the information they need to make informed decisions. Writing Effective Proposals Whether the proposal is in response to a buyer’s request for proposals (REP) ot generated to complement and strengthen a sales presentation, it is essential that the proposal be correctly written and convey the required information in an attractive manner. Tom Sant, an author and consultant who works with many Fortune 100 companies, gives these reasons why proposals may fail:' 1. Customer does not know the seller 2. Proposal does not follow the specified format. 3. Executive summary does not address customer needs. A. Proposal uses the seller’s (not the customer's) company jargon, Writing is flat and technical and without passion. Generic material contains another customer's name. Proposal is not convincing. Proposal contains glaring grammatical errors. Proposal does not address key decision criteria. SPN DH 10. Proposal does nor build a persuasive value proposition. Clearly, developing a quality proposal takes time and effort. When beginning the proposal-writing proces" is important for the salesperson to adopt the right mind-set with a key thought of “Okay, this will take some ti® to get the details down, but it will be worth it” To reinforce this mind-set, consider the advice given in Exhibit 62° Tips for Creating Effective Sales Proposals.? a) Scanned with CamScannerPlanning Sales Dialogues ond Presentations 185 Exot 6.2 Tips for Creating Effective Sales Proposals «When writing a proposal, pretend you are one of the buyer's decision makers and decide what you need to know to make a decision. « Think of the proposal as an in-depth conversat! « Give the decision makers all of the information th « Avoid boilerpiate proposals that use the same wording for all customers. « pyoid so-what proposals that do not give customers the financial justification for buying your product. + Realize that you must educate the buyer and provide information accordingly. « Ensure that your proposal has a logical flow that the customer can easily follow. jion with the buyer's decision makers. ey need to make an informed decision. cence Breaking the proposal down into its primary and distinct parts can simplify the process of writing a¥ affective proposal. Five parts common to most proposals are an executive summary, customer needs and proposed solution, seller profile, pricing and sales agreement, and an implementation section with a timetable. Executive Summary This summary precedes the full propos demonstrate the salesperson’s understanding of the ‘An effective summary will spell out the customer’s problems, benefits to the customer. A second function of the summary is to f the organization often read lie Je commonly ask refers to the length of the executive su should be limited to two typewritten pages—especially if the main body of al and serves two critical functions. Firs, it should succinctly and clearly customer's needs and the relevance of the proposed solution. the nature of the proposed solution, and the resulting build a desire to read the full proposal. This is important as many key members o Je more than the information provided in the summary. A question new salespeop! mmary. A good rule of thumb is that an executive summary the report is fewer than 50 pages in length Customer Needs and Proposed Solution ally composed of two primary parts. First the situation analysis should concisely explain standing of the customer's situation, problems, and needs. Second, the recommended 'd supported with illustrations and evidence on how the proposed solution uniquely s and needs. The emphasis in this section should be on the benefits resulting from duct or service being sold. It is important that these benefits be described from the perspective of the customer. Proprietary information required in the proposal can be protected in a number of ways. The most common ‘method is to place a notice on the cover (i.e., “Confidential” or “For Review Purposes Only”). Many technology companies ask the prospect to sign a nondisclosure agreement that is part of the overall document, and in some instances, the selling organization will even copyright the proposal. This section is typic the salesperson’s unders solution is presented an addresses the buyer's problem the solution and not on the pro Seller Profile This section contains information that the customer wants to know about the selling company. This section offere, auecinet overview and background ofthe firm, but the emphasis should be on the company’s capabilities. Case histories of customers for whom the company solved similar problems with similar solutions have proved to be an effective method to document and illustrate organizational capabilities and past successes. Scanned with CamScanner136 Selling and Sales Management Pricing and Sales Agreement The previous sections are designed to build the customer-value of the proposed solution. Ones iW Va. Me nen established, the proposal should “ask for the order” by presenting pricing information sre cone: is information is often presented in the form of a sales agreement for the buyer to sign off on a Once this value has been Implementation and Timetable The purpose of this section is to make it as easy as possible for the buyer to make a positive are ws effect, this section should say “if you like the proposal and want to act on it, this is what you do. There may bea contract to sign, an order formto fill out, or instructions regarding who to call to place an order od a ol information. A timetable that details a schedule of key implementation events should also be included. Evaluating Proposals before Submission In the customer's eyes, the standards for written sales proposals are high. Poor spelling and grammatical mistakes send a negative message that the seller has little regard for attention to detail. The quality of a salesperson’ wrinn documents is a surrogate for that salesperson’s competence and ability as well as the capabilities and overall quality of the organization. If the proposal does not properly interpret the buyer’s needs or fails to make a compelling case to justify the purchase, the odds of success are low. Although a well-written proposal is no guarantee of making the sale, a poorly written proposal will certainly reduce the probability of success. | Since the stakes are usually high when written sales proposals are used, it is a best practice to evaluate proposals carefully before they are submitted to the customer. In fact, it is a good idea to build the evaluative criteria into the proposal writing process early on, then use the criteria shown in Exhibit 6.3° as a final check before submitting a sales proposal. Organized Sales Dialogues In most situations, the process of converting a prospect into a customer will take a several sales conversations over multiple encounters. These conversations constitute) GiSfeuae asa ten an organized sales dialogue. For example, salespeople often speak by telephone with) asthe organized sues a qualified prospect to get an appointment for a later meeting. The second conversation) presentation. Unlike a with the customer typically focuses on fact finding and parallels the ADAPT process. mouse papal The next step would come after the salesperson has developed a tailored solution for ¢ hasstagh evaleh antes the customer. The salesperson may make a comprehensive sales presentation, but in ¢ involvement this case, iis designed for dialogue with the customer throughout. To reiterate, this is} organized sales not a one-way presentation or monologue—it is a sales dialogue with a high level of presentation a customer involvement. This type of comprehensive presentation is commonly called _§ S#les Presentation that an organized sles presentation, inploncn opt Organized sales dialogues may precede or follow other sales communications such tues mmeneg om asa waitten sles proposal Sales dialogues are much more than mere conversation—they _) tctcs based on customer are a chance for the salesperson to seek information and/or sessed or jformation action from the prospect ot athe dur and to explore the businss reasons the prospect has for continuing the dialogue with Q Saescals Orpen) aks the salesperson (eg. solving a problem or realizing an opportunity) Feedback free the (presentations feature a hight Prospect is encouraged, and therefore this format is less likely to partici level two-way dialogue with prone buyer. “An Ethical Dilemma” demonstrat Se aie rateaon:. | ocuares tes the probl i not wing to ask questions and gain feedbacks Pt fF @ salesperson who is ‘When the situation calls for a full sales D1 i: Presentation, the organized sales presentation is | usually favored ovet both the canned presentation and the written Proposal. Such an approach allows much-needed flexibility w Scanned with CamScannery Planning Sales Dialogues and Presentations 197 to evaluate sales proposals before they are submitted tothe customer Five important to my proposals ae eit, assurance, tangibles, empathy, and responsiveness. ve ithe seller’) ability to identify creative, dependable, and realistic solutions and Mama he to the buyer's needs and wants. ‘Does the Proposal: re claty articulate proposed solutions and strategies? 2. Provide creative and innovative solutions and strategies for the buyer? > resent solutions and strategies appropriate forthe buyers business operation and organization? + pride financial jutfications that support the proposed solutions and strategies? var buids the buyer's trust and confidence in your ability to deliver, implement, produce, and/or provide the benefits. Does the Proposal: + provide adequate specifications and/or benefits that substantiate ability and capability’ statements? 2. Present techniques, methodologies, or processes for assuring quality performance? 3. Concsely and adequately define project or implementation roles and responsibilities? 4 Clealy identity and define ll fees, prices, and expenses for completing the project? Tangles: enhance and support the communication of your message and invite readership By ts overall appearance, content, and organization. ‘Does the Proposal: 1. Provide a logical flow of information, problems? 2. Convert the intangible elements of the solutions or strategies into tangibles? 3. Demonstrate high standards for excellence in format, structure, grammar, spelling, and. appearance? 4. Provide positive indicators to differentiate the proposing ‘organization from their competition? Empathy: confrms your thorough understanding of the buyers business and his or her specific needs and wants. . Does the Proposal: 1. Clearly identify the buyer's specificneeds and wants? 2. Demonstrate a thorough understanding of the buyer's business operation and organization? 3, Provide solutions and strategies that fit within the buyer's business goals? 4. identity and discuss financial and nonfnancial benefits in terms of her impact on the buyer's unique operation and organization? nesponsiveness: developed in timely manner and demonstrates awilingnestoprovde solutions forthe buyer's needs and wants and to help measure results Does the Proposal: . lingness to understand th i ; 1 Reflect genuine wil ingress to nde the buyer's business operation and organization and provide 2. Reflect the ‘organization’ willingness to’ i . Reece aterng formation, ee ee. 3. Did the ing organization thor si . her: ces any. ahead ca. with the buyer and respond to his or oe peepee ‘eitons oF sates within the buyers budget and implementation ime frames? Fats A i a SENSE i LN REI I NB - risa best practice sions for eval {Ideas and sense of continuity for solving the buyer's business Scanned with CamScanner188 Selling and Soles Management An Ethical Dilemma | ‘elly Peterson followed three key rules when planning sales presentations. K ‘irst, make it interesting. This was easy, as Kelly sold high-end electronics to commercial customers, and these products were easy to demonstrate. Second, Kelly lived by a version of the don't ask, don't tell rule, saying that “if customers don't ask me about product limitations or safety concerns, | don't discuss these points during a presentation. | NEVER include these issues in a sales presentation plan!” Third, Kelly did not believe in studying the strengths and weaknesses of competitive suppliers. If a prospect brought up the possibility of buying from a competitor, Kelly dismissed the competitor as inferior. Recently, Kelly's sales to new customers slowed down enough to become worrisome. Further, one of Kelly's | ' i long-standing customers decided not to renew his contract, instead choosing to go with a competitor that stresses safe installations of its equipment. What should Kelly do? x a) Continue with the three-rule approach, but focus even more on making presentations interesting. b) Plan to cover significant product limitations, especially safety concerns. 0) In addition to option b, study the strengths and weaknesses of key competitors and be prepared to discuss competitive concerns with potential customers. adapt to buyer feedback and changing circumstances during the presentation. Organized presentations may also include some canned portions. For example, a salesperson for Caterpillar may show a videotape to illustrate the earth- moving capabilities of a bulldozer as one segment of an organized presentation. Due to its flexibility during the sales call and its ability to address various sales situations, the organized presentation is the most frequently used format for professional sales presentations. ‘One reality ‘of this presentation format is that it requires a knowledgeable salesperson who can react to questions and objections from the prospect. Steve Kehoe, president of Kehoe Financial Services, confirms this in “Professional Selling in the 21st Century: Being Prepared for My Sales Calls.” Further, this format may extend the time horizon before a purchase decision is reached, and it is vulnerable to diversionary delay tactics by the prospect. Presumably, those who make these arguments think that a canned presentation forces a purchase decision in a more expedient fashion. Overall, however, most agree that the organized presentation is ideal for most sales situations. Its flexibility allows a full exploration of customer needs and appropriate adaptive behavior by the salesperson. Before making comprehensive sales presentations, salespeople often have several conver- sations with prospects to better understand their situation and Scanned with CamScannerre — Plonning Soles Dialogues and Presentations 139 Professional Selling In The 21st Century Being prepared for My Sales Calls teveKehoe, presider : JOhio, knows the ir of his sales: calls. My clients are very knowledgeable, they want answers to questions and | must be prepared to answer them. It may sound simple butmy clients want to know what lam selling and why do they need it If they have high schoolers, its my job tO explain the college savings plan and how it works. represent many different companies somy cients want to know what company !am recommending and why. Itis not unusual to: be asked if! have other satisfied clients using the product. have to be prepared to talk about my satisfied clients and how thelped them. Yes, price always comes up and my clients want to know if my prices. are truly competitive. We're not always the lowest, but we better be close. Many ‘of my clients are not confident in their decision making. | must be prepared to explain why they need to act now and not wait. I cannot go into my sales calls having not thought: ‘about these questions. As a professional: salesperson, | must plan for them before the fact and be ready to answer them. ntof Kehoe Financial Services in Cincinnati, 2g portance of planning and organizing each by fully participating in the dialogue, both buyer and seller have an sa opportunity to establish a mucvally beneficial relationship. By fully participating in the ‘The trust-based relational selling presentation, often referred dialogue, both buyer and seller to as the need-satisfaction/consultative model, is a popular form have an opportunity to establish a eran nesneied presentation. The Ast stage of the process, the mutually beneficial relationship. need development stage, is devoted to a discussion of the buyer's = ae ee ee 6.1, during this phase the buyer should be talking 60 to 70 percent of the time. The legeason secemplishes ths by using the frst four questioning technigues of the ADAPT process. The sareere er she process (need awareness) to verify what the buyer thinks his or her needs are and to wtns Rayer aware of potential needs that may exist. For instance, fast-food restaurants were generall slow to recognize the need to offer more low-fat and low-carbohydrate menu items until their sales vol ‘A ae ei io Subway gained a competitive advantage by working with their suppliers tof mulate a signifcane number of menu alternatives for the health-conscious consumer. The Weed arenes sane as oad rime to restate the prospect’s needs and to clarify exactly what the prospect’ need nuh the fase Stage ofthe presentations, the necd-ful6llment stage, the salesperson must show how hi ect Reo re veolof se buyex Aa teen ix Figure 6.1, te salesperson diving the na her product and ies Nance te etking by indicating what spactic product will reeet the buyes't ube neod flflment stage being a good listener early in the process, will now have a beter chance open th needs. The salesperson, by Gy niuiny epost spciic healt the buyer bo cnfemd a8 being imporene. ne nese an trust LO3 Sales Dialogue Template Sales dialogues are not scripted ii ! pted in advance Wink ahead about what qutstions and semen wee aon ate; however sales 0 include in the conversation and be meen raul € prepared to hold Scanned with CamScanner140 Selling and Sales Management Ficure 6.1 The Trust-Based Selling Process: A Need-Satisfaction Consultative Model 100% Percent of Time & se the Salesperson e & & “Talks/Participates" A dD A? Need Development “Talks/Participates” foe oO § g £ z Percent of Time q | g Prospect. Information — Presentation ——— Handling ——* Eam ——+Follow-Up Gathering Resistance Commitment 3 ‘At some points in the two-way sales dialogue, the customer will do more talking; at other points, the salesperson will do more of the talking. up their end of the conversation with an appropriate amount of detail. A sales dialogue template (see Exhibit 6.4) is a useful tool to ensure that all pertinent content areas are covered with each prospect. The template is flexible and can be J planning tool thet assists the used either to plan a comprehensive organized sales presentation ot to guide sales satspenon nassarbiiog dialogues of a mort narrow scope. The template is not meant to be a script for Cen wane pened a sales encounter, but rather an aid in planning and assembling the information required of the salesperson. By addressing the issues noted in the template, salespeople can facilitate trust-building by demonstrating their competence and expertise, customer orientation, candor, dependability, and compatibility, It is true that trust is built through behavior not just by planning and having good intentions; however, salespeople who art aware of what it takes to earn the customer's trust in the planning stages have a better chance of earning that trust in subsequent encounters with the customer. The sales dialogue template is organized into nine section’; each of which is discussed individually, Section 1: Prospect Information This section is used to record specific information on the prospect such as the company name, key decisio® maker's name and job title, and the type of business. In most business-to-business situations, it is critical © 4 Scanned with CamScanner| a Planning Sales Dialogues and Presentations 144 sort 6.4 Sales Dialogue Template 1.Prospect Information ‘A.Company and key person information ¢ \ Company Name: Type of Business: 7 prospect's Name: Key Decision Maker;___________Job Title: = 8. Other influences on the purchase decision: For all key people involved in the buying process, provide names, job titles, departments, and roles in the purchase decision. " Name(s)/Job Title Departments Role in Purchase Decision ‘Add other people as necessary { 2.Customer Value Proposition: A brief statement of how you will add value to the prospect's business by meeting aneed or providing an opportunity. Include a brief description of the product or service: 7 3.Sales Call Objective (must require customer action such as making a purchase, supplying critical information, etc) n, and Reinforcement Methods. This section should ved in the upcoming sales call. 4, Linking Buying Motives, Benefits, Support Informati address the buying motives of all persons who will bei ‘A. Buying Motives: What is most im- | B. Specific Benefits Matchedto | C. Information | 0: Where appropri- portant to the prospect(s) in making | Buying Motives: Benefits to be needed tosup- | ate, methods for @ purchase decision? Rational mo- stressed are arranged in priority port claims for | reinforcing verbal tivesinclude economic issues such | order (sequence to be followed | each benefit | content (AV, col- as quality, cost, service capabilities, | unless prospect feedback dur- lateral materia, illus- and the strategic priorities of the jing the presentation indicates trations, testimoni- prospects company. Emotional _| analternative sequence) Each als etc. motives include fear, status and ego-| benefit should correspond to related feelings. List all relevant buy- | one or more buying motives. ing motives in order of importance. oo | ———— Continue listing all relevant buy- ing motives and information in {columns 8, C, and D- Competitors. 5. Current Suppliers (if applicable) ‘and Other Key Competit Competitor Strengths Welnas + Complete for all key: competitors: sans Continus sSNA GTI EE TEI ed. Scanned with CamScanner142 - Selling ond Soles Managemen? EXHIBIT 6.4 Sales Dialogue Template—Continued 6. Beginning ‘the sales dialogue: Plans forthe fist few minutes ofthe sales presentation: eduction thanks, agenda agreement, then: begin ADAPT as appropriate or transition into other Introduction, dialogue or presentation: . a ie een sales ‘Assessment Discovery SS ee ‘Activation S Projection a Transition to Presentation ee Sener Seen Se Note: The ADAPT process may take place over several sales conversations during multiple sales calls. In other cases, it may be concluded in a single sales call, then immediately followed by a sales presentation. . . Anticipated Prospect Questions and Objections, with Planned Responses: Questions and Objections Responses Include a comprehensive set of questions and objections with your corresponding responses. 8, Ean Prospect Commitment preliminary plan for how the prospect will be asked for a commitment related to the sales call objective, 9. Building Value through Follow-Up Action Statement of follow-up action needed to ensure that the buyer-seller relationship moves in a positive direction. rseencaiseontai: know who else is involved in the buying decision and what role he or she plays, such as gatekeeper, user, of influencer. (Refer to Chapter 4 if you need to review the buying center concept.) It is also importarft that the salesperson make sure that all of the key players are receiving the appropriate information and getting the proper attention they deserve. A mistake salespeople often make is not identifying all the buying influencers. LO4 Section 2: Customer Value Proposition In this section, the salesperson develops a preliminary customer value proposition, which is a statement of how the sales offering will add value to the prospect's business Customer value Proposition astatement by meeting a need or providing an opportunity. Essentially, the customer value | Proposition Astaens) proposition summarizes the legitimate business reason for making the sales call by (add value the p answering the prospect’s question, “Why should I spend my time with you?” A good ¢ business by meeting customer value proposition clearly states why the customer will be better off by doing business with the salesperson and his or her firm, but at this point does not try to list all of the reasons.‘ Scanned with CamScanner (+ providing an opportuni aPlanning Sales Dialogues and Presentations 143 y ae te lanning sage the customer value proposition is preliminary. The salesperson has good reason to tle ac ale can be enhanced by delivering on the contents of the proposition, but the true value ose roostin wil acceped or rejected by the customer as the sales process moves along. It is during this sles dialogue proces that actual customer value to be delivered will be refined and modified. This section of tee a eae rin of departure for planning purposes and assumes that the value proposition is likely yurchase decision. In writing the prelis iti should attempt to: g the preliminary customer value proposition, salespeople 1. Keep the statement fairly simple so that the direction for upcoming sales dialogues is clear 2. Choose the key benefits) likely to be most important co the specific customer who is the audien« dialogue or presentation, (At this point, it is not necessary to list all of the benefits of their offerings.) yements to revenues, Cost ce for this particular 4, Make the value proposition as specific as possible on tangible outcomes (eg, impren wiatainment o reduction, market share, process speed and effeiency) and/or the enhancement of the customer's strategic priority. 4. Reflect product or service dimensions that add value, whether or not the custome’ BOY for them. For example, reo anand eraiming along with the purchase oftheir products. Added value field with a distributor's salespeople or some companies offer delivery, vray also acerue from wha the seller’ sales team provides (8 work in the {entfication training for the buyer's technicians). 5, Promise only what can be consistently delivered. Strictly speaking, a c' ve isa belief based on the salespersons knowledge and best ju arantees can be made. xustomer value proposition in the planning, stage is not a guarantee, idgment. As the sales process moves along, appropriate gu a guide, this is an exampl ipcoming sales presentation or a series of by a minimum of four percentage points in a one-year period Tementing our customer satisfaction and retention training le of a customer value proposition that could provide clear Using these points as ales dialogues. direction for planning an u “ABC Company can improve its market share ints San Francisco and Dallas markets by inp! for its customer service personnel.” ¢ an example of a poorly constructed c 1d retention programs, xustomer value proposition. By contrast, here i ABC Company will see a dramatic in By adopting our customer satisfaction an crease in its market share.” This second proposition opens the salesperson to a potential barra ‘Dramatic increase in market share? What's dramatic? “We operate in 22 markets. Are you saying that What do you mean by programs? Are you referring to training programs? In the planning stages, salespeople ma) of MEY NO) be fully aware of the prospect's needs and priorities— and, until they are aware of these needs and priorities, the sales dialogue should focus on the first , : : t sada hey rsh prone station and dscoverng hit or her needs, Uns oe te ADAPT procera roposton wl ot contin enough detail tobe ue —_ Section 3: Sales Call Objective Section 3 asks the salesperson ro determine the objective for his or h have for each sles call Basically, sales call objectives stare what sal er sales salespeople .ge of questions: we will increase market shares in all 22 markets?” : call. Salespeople must have an of the sal . The objectives shot il the sales call i ld be specific enough to know whether or ae customers to do as a result hn Scanned with CamScannerist. For instance, pjectives 4° Cee mpany and sales call objectives her te sales egperson and his OF Ne to earn a ation o 144 Selling and Soles Management that there is only one objective: to get an order. Other legitimate sle$ during an introductory cll he objective maybe simply to introduce the . to gather information on the buyer’s needs. Eventually, the major sal commitment from the customer by making a sale, but this is not always After the sale is made, the objective may be to follow up and determ! satisfied with the salesperson’s efforts, The salesperson can also look for OPEINTRS ye prese ees Gwen Tranguillo of Hershey’s always looks for ways to introduce other Pr toe dnplay of Kinesize ca eile expresses interest. Tranguillo made a major sales presentation on a Hallow’ tly She shifted gears and gaine ‘3 found that the buyer was very interested in adding more king sizes immediags ss to her Halloween proposal. At commitment on the new king-size display and later in the presentation went bacl en ond the very least, the heart of any presentation should be to advance the process tow: ot the customer ig ine whether OF Tonal objectives, ; wer additional nings £0 COV! Bacion if the buyer formation, LO5 Section 4: Linking Buying Motives, Benefits, Support In and other Reinforcement Methods i ffered. For each In Section 4 of the planning template, the prospect’s buying motives are linked to specific bernie be made in the benefit identified, the salesperson will also assemble the information needed to support the clai dio-visual portrayal, upcoming dialogue or presentation. In some cases, verbal claims must be reinforced with audio Borer illustrations, printed collateral material, or testimonials from satisfied customers, as appropriate to the si a Buying motives refers to the most important factors from the customers) astaoetanl the beans am making @ purchase decision. In other words, what will motivate ) buying motives a the buyer to make a purchase? Buying motives may be rational ot emotional, or search for and acquire a 2 combination of both rational and emotional. Rational buying motives typically solution toresoMea need relate to the economics of the situation, including cost, profitability, quality, services) oF! eee he offered, and the total value of the seller’ offering the customer perceives, Emotional caer panache motives such as fear, the need for security, the need for status, or the need to be making a purchase decision. liked, are sometimes difficult for salespeople to uncover as prospects are generally less rational buying likely to share such motives with salespeople. In business-to-business selling, ational motives Typically relate motives are typically the most important buying motives, but salespeople should not Q tothe econerriceerene ignore emotional motives if they are known to exist. situation, including cost, In dinking benefits to buying motives, benefits should be distinguished from eet es features, Features are factual statements about the characteris stics of a product or {ofthe sellers offering as service, such as “This is the lightest electrical motor in its performance category.” {Perceived by the customer. Benefits describe the added value forthe customer—the favorable outcome desi emotional bi from a feature. For example, “The lightweight motor supports your mobile repair Motives includes motives Service strategy in that iis very portable. The ease of us allows your technicians vy Suthassecry satu complete more service calls per day, thus increasing impact on your Profitability” To Sieuktorsenene make such @ claim about increasing profitability, the salesperson would nec to} uncover these motives. Bather specific information to support it. For example, in this case the f claim that) features A quality or technicians can complete more service calls per day because the motor ie easy) characteristic ofa product {0 use might call for competitive comparisons and actual usage date, and/or q °Setvice thats designedt2 demonstration. Provide value toa buyer. Some situations may lead the salesperson to decide that a product demonstration ) Benefits The added and testimonial from stsfed customers will reinforce the spoken wend 8 other} cena teas scree cases, thitd-party research studies or articles in trade publications ight be used) prodct ne ‘© reinforce oral claims. Another powerful option is material developed by the 2 offers. salesperson, such as a break-even chart showing how quickly the customer can recoup het he net ¢ investment in th Scanned with CamScannerPlanning Sales Dialogues and Presentations 145 uct or service. A note ofc. Ti . od! ‘aution: It is always a good idea to use these types sales support materials sparingly — ts do not react sal me prospect Positively to informatic si ey con cabana hea ly 'on overload. Chapter 7 discusses in greater detail sales tools section 5: Competitive Situation Planning sales dialogues and presentations. Because buyers ses, salespeople should be prepared for it. This section of the compton. This competitive positioning is important, as oF P competitive business en: If th aio poate iment. If the prospect is alread buying a similar pr knowledge about the current supplier can give the salesperson critical insight into which be affecting the buyer's decisions. Section 6: Beginning the Sales Dialogue section 6 addresses the critical first few minutes of the sales call. During this period, salespeople will greet the prospect and introduce themselves, if necessary. There is typically some brief polite conversation between the salesperson and buyer as the salesperson is welcomed to the buyer's office, then both parties are usually eager | to get down to business as quickly as possible. It is recommended that the salesperson propose an agenda, to i which there may or may not have been previous agreement. Then, depending on the situation, the salesperson proceed with questions designed to assess the prospect's situation, discover their needs, or make a transition into | asales dialogue or presentation. A typical first few minutes might sound like this: | Buyer: Come on in, Pat. I am John Jones. Nice to meet you. (Introduction/greeting.) | Seller: Mr. Jones, I am Pat Devlin with XYZ Company. Nice to meet you, too. I appreciate the time that you are spending with me today. (Thanks, acknowledges importance of the buyer's time.) Buyer: Glad you could make it. We have had a lot of cancellations lately due to the bad weather. Did you have any problems driving over from Orlando? (Polite conversation may last for several minutes depending on the buyer-seller relationship and on how much the buyer wants to engage in this sort of conversation.) Seller: Not really, it was pretty smooth today. Say, I know you are busy, so I thought we could talk about a couple of key ways I think we can really help you build market share with your end-user low does that sound? (A simple illustra- market. H i] the agenda.) tion of getting the buyer to agree to Buyer: Sure, let us get right to it. What do have in mind? Seller: Well, based on our ph believe thar our training programs for your cus- tomer service representatives can improve your customer satisfaction ratings and customer re- Teen can share the details with you over the Planning the fst few minutes ofa sales dialogue can help next 20 minutes or so... (Transition to a sales the salesperson make a positive impression and build trust. dialogue or presentation based on customer needs by exhibiting a customer orientation and demonstrating his or her sales expertise. you one call last week, I and customer value.) Scanned with CamScanner146 Selling and Sales Monogement In planning the first few minut e ind heralves ro be Fiend Sometimes want to modify it. The salesperson should be prepared vo make an adjustment on the SPOOF SNA, in the previous dialogue, the prospect might have said, "Yes I want to hear about your training Promo Io" Wit customer service reps, but 1am als interested in your thoughts on how we can build service-based Sus Ay our enire marketing organization” The salesperson might espond accordingly"l Would be happy © do Wal ts, let me stare with an overview that shows you the big picture hom «ssategy and company cuare ersPe=t vs then ‘ater I will show you how the customer service training piece fits into the overall strategy. How does eee These first few minutes are critical in the trust-building process. By showing sensitivity t0 custome needs and opinions, and by asking questions to clarify the customer's perspective, salespeople demons Tt © edie orientation. Salespeople can demonstrat * being sharp and well prepared. First e the ind competence by being sharP it expertise and competence by being sharp 3 good, impressions are crucial in all human interactions, so time spent on planning the investment on the salesperson’s part. But remember thatthe planning template is not intended as a script It i imperative that salespeople think logically—and from the buyer’s point of view—in planning what to say after greeting the customer. Initiating Contact Bill Brooks, CEO of The Brooks Group, discusses the importance of initiating positive contact with prospects in Professional Selling in the 21st Century: Making a Good First Impression.” In planning the first few minutes of the sales dialogue or presentation, there are few ironclad rules. Instead, the situation and the prospect’ preferences the appropriate sequence—but a few general rules do apply: * Following an adequate introduction of the salesperson and the salesperson’s company, the salesperson should use questions, careful listening, and confirmation statements to clarify and define explicit customer needs and motives as related to his or her offering. ‘The salesperson should present benefits in order of importance according to the prospect's needs and motives, and these benefits may be repeated during the presentation and at the conclusion of the presentation. Professional Selling In The 21st Century : Making a Good First Impression Brooks, CEO of the sales training and consulting firm The Brooks Group, Biron that the salesperson‘s first impression can last forever in the prospect's mind. To get off to a good start when calling new customers, Brooks says that salespeople must project a confident but not superior attitude. If the salesperson does not appear sufficiently confident, the prospect will be reluctant to engage in dialogue necessary to advance the sale. Personal appearance and grooming are also critical. Brooks suggests dressing at or slightly above, but never below the expected dress of the prospect. While it is courteous to thank Prospects for their time, Brooks cautions salespeople not to be defensive or apologetic about taking the prospect's time. After ‘all, the outcomes of the sales call should be beneficial to. both the customer and the prospect. et mptesion’ pete oleate So Ofc Hore ce Webi wa source i rks Neer Undeesimae te Pome YO a shoo Aas 42010 Scanned with CamScannerPlanning Sales Dialogues and Presentations 147 Uf the samnaer Presentation is a continuation of one or more previous sales call, the salesperson should make a quick + Mtge what has been agreed on in the Past, moving quickly into the prospect's primary area of interest. the salesperson sh Salesperson should not focus on pricing issues until the prospect's needs have been defined and '28 shown how those needs can be addressed with the product or service being sold. After prospects fully understan, id hy ‘. ‘a issues. ‘ow the product or service meets their needs, they can make informed judgments on price/value Obviously, the §, . between the buyer an ae Tinutes of the sales call will be greatly influenced by previous interaction (if any) the buyer has agreed to a aqiar sPets0M- For example, if previous sales calls have established buyer needs and sales call on this prospece a Aba ations the first few minutes will be quite different than if this is the first to acquire needed information ang ru questioning process (refer to Chapter 4) can be used in part or whole salesperson should tien ce an make a transition to the sales dialogue or presentation. As a guide, the TO wea a ime and get to the presentation as soon as circumstences allow. The salesperson should nos T rush co ge t to the presentatio 0 without establishing buyer needs se interne entation, and certainly should not launch into a presentation rest init, Section 7: Anticipate Questions and Objections For reasons to be explained f salespeople mest be pa ee Chapter 8, prospects will almost always have questions and objections that Two the buyer wine eas ane: i ste planning “Tages salespeople can prepare by asking themselves, “If certain about before I make a purchase?” By an and preparing responses, salespeople can increase then chances of timate sucess eatin these ues Section 8: Earn Prospect Commitment - As sales dialogues and presentations progress, there eventually comes a critical time to ask for a customer's purchase decision. In many cases, this is an obvious point in the sales conversation, bur at eke times the salesperson may feel the need to probe to see if the timing is right. Earning a commitment from a enone as discussed in Chapter 8 should be a natural step in the conversation, nota forced or high-pressure attempt by the salesperson. Although circumstances will dictate exactly when and how commitment will be sought, a preliminary action plan for secking customer commitment should be part ofthe overall planning process. Most k a commitment—and, if the commitment is sought at the right time, buyers buyers expect the salesperson to s appreciate that effort from the salesperson. Section 9: Build Value through Follow-Up Action lationship and move it in a positive salespers always be looking for ways to enhance the re Fa er ai ad always make a note of any promise that he or she has made during the sles ‘The buyer may ask for information that the salesperson is direction. The salesperson should always the salesperson ensures that the appropriate follow- i tion. calls and especially during the proposal presentation not prepared to give during the presentation. By taking notes, up activities will happen. ; | This planning template for sales dialogues and presenti tt ence Je. It guarantees tha p especially inexperienced salespeop! antes t Ps pertinent, inforreation needed is collected. Using this templace will m and presentations easier. . II salespeople, ions is an extremely useful tool for a riate steps are covered and that all of the ce the task of customizing sales dialogues Scanned with CamScanner148. Selling and Sales Management LO6 ENGAGING THE CUSTOMER M:: initial sales calls on new prospects require an appointment. Requesting an appointment accomplishes several desirable outcomes. First, the salesperson is letting the prospect know that he or she thinks the Prospect’s time is important. Second, there is a better chance that the salesperson will receive the undivideq attention of the prospect during the sales call. Third, setting appointments is a good tool to assist the salesperson in effective time and territory management. The importance of setting appointments is clearly proclaimed in q survey of secretaries, administrative assistants, and other “gatekeepers” responsible for scheduling appointments A majority of respondents thought that arriving unannounced to make a sales call is a violation of business etiquette.‘ Given this rather strong feeling of those who represent buyers, it is a good idea to request an appointment if there is any doubt about whether one is required. The “An Ethical Dilemma” demonstrates the importance of trust and why doing an end run around a gatekeeper is unacceptable. An Ethical Dilemma ince graduating from college eighteen months ago Dale Iverson has been selling software that automates the | process of paying employees, Until recently, Dale's customers were retail stores and restaurants, Now she is selling to doctors. She is finding it a lot more difficult to schedule | appointments with -medical professionals than with her previous customers. She recently read some advice on a sales blog about how to “get past the gatekeeper.’ Although some of the advice advocated less-than truthful tactics, Dale was | thinking about trying some of the recommended methods. | For example, the blogger recommended pretending to know the decision maker (office manager or physician) to increase her chances of getting past the receptionist. ™~ What should Dale do? a) Avoid untruthful tactics in all phase of the sales process, including when trying to set up appointments. b) Try the tactic of pretending to know the decision maker. iit works, use it when she thinks it wll work. ©) Be truthful with gatekeepers, but if she is unable to get an appointment, bend the truth to get in to see the decision maker. [A salesperson can request an appointment by phone, mail (including e-mail), or personal contact. By fs setting appointments by telephone is the most popular method. Combining mail and telephone communications servgek appointments is also commonplace: Regardless of the communication vehicle used, salespeople ©" improve their chances of getting an appointment by following ehree simple directives: give the prospect a rsso™ why an appointment should be granted; request a specific amount of time; and suggest a specific time for Sppointment. These tactics recognize that prospects are busy individuals who do not spend time ily. Tn giving a reason why the appointment should be granted, a well-informed salesperson can appeal tot prospect's primary buying motive as related to one ofthe benefits of the salesperson’s offering. Be specifc-F example, it is better to say that “you can realize gross margins averaging 35 percent on our product line” ¢!" “our margins are really quite attractive.” Scanned with CamScannerPlanning Soles Dialogues and Presentations 149 specifying the amount of time needed to make che sales presentation alleviates some of the anxiety { busy prospect feels at the idea of spending some of his or her already scarce time. It also helps the ospect if the salesperson suggests a time and date for the sales call. It is very difficult for busy individuals to respond to a question such as, “What would be a good time for you next week?” In effect, the prospect is being asked to scan his or her entire calendar for an opening. If a suggested time and date is inconvenient, the interested prospect will typically suggest another. Once a salesperson has an appointment with the prospect and all the objectives have been established, the salesperson should send a fax or e-mail that outlines the Most buyers and gatekeepers prefer that salespeople make agenda for the meeting and reminds the buyer of amappointment for their initial sales call. Telephone calls the appointment. are the most popular means of arranging appointments. Cuarter 6 EEE Background at Strickland is a highly successful independent sales consultant who works with companies that are trying to sell into major retail chains such as Walmart, Home Depot, and Target. Pat's brother, Steve Strickland, isa recent allege graduate and a member of a sales team for John Deere. His team sells riding lawn mowers, and recently the sales team targeted Home Depot as a potential customer. The sales team has met with Beth Jackson, Home Depot's lead buyer for riding mowers, and established that Home Depot is interested in atleast discussing the possiblity of stocking John Deere’s products. Current Situation hharecent conversation, Steve asked Pat to take a look at some key pars of his sales tear’ plan for an upcoming meeting swith Beth Jackson. Steve team is using the Sales Dialogue Template that he had leained about in his professional selling course in college to produce a written sn for seling to Home Depot. Steve's team has completed the fist four sections ‘of the template (see Exhibit A), Seve explained that his sales managerat John Deere wanted to review the plan ina few days and that he would appreciate having Pat's ‘pen opinions before his sales tam ret with the sales manager. When Steve turned ove the paral plan to Pat he said: The plan is, ‘eave at this point, so anything you can tell us to make it betterwil be much appreciated, We know it may take more than one sales call ert Dengan business this lan may haveto change as we ave ong Pa promised tora the an qvethe weekend ‘hd give Steve some feedback on Monday morning. Questions | What else does the John Deere team need to know to be well prepared for upcoming sales calls with Home Depot? Inthe role of Pat stckland, what specific comments do you have on the template he furnished you? Scanned with CamScanner