Fundamentals 3-17-2016

Fundamentals
by
John Condry
Reproduction in any form without expressed written consent is prohibited *

Copyright 2016 © Condry & Associates, Inc. + All rights reserved *
Value vs Price
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Reproduction in any form without expressed written consent is prohibited • Copyright 2016
© Condry & Associates, Inc. • All rights reserved •
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Engineering the Sales Process Overview
I: II: III: IV: V:

Relationship Manage Manage Authority/ Presentation/
expectations discovery Margin Proposal
process
• Style Analysis • Rules of • Problems and • Define the Process • Give Them the Pen
• Recognize Engagement Priorities and Players • Handling Resistance
Business Priorities • Establish Exit • Exploring “Real” • Action Items/
Strategy Buying Motives Conversations
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Questions to take them
to the bottom of the scale:
Help me understand specifically.
Level 1 What is it about

that concerns you?
How long have you been

Comfortable
living with this situation?
How is that working

for you?
Level 2 What happens if things

don’t change?
How does it make you feel?

Feeling Discomfort
(Advoidance/Denial)
Level 3
Hit Borrom: Finds Reason to Take Action
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Complex Deals
Plan
Pain
Players
Politics
Process
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Pre-Call Checklist
Company:____________________ Contact:____________________
Phone:________________ Date:_____________
Prep for calls by accessing buyers’ company web page for Relationship & Discovery, Problems & priorities.
Manage Buyer/Seller Relationship:

Make sure prospects are more comfortable than you are.
Communicate to your prospects in a way similar to their style: Dominant, Influencer, Steady
Relater, Cautious Thinker.
Hi, I’m {Name} from {Co.}. Are you familiar with the company? Would it make any sense if I
told you what we do? Verbal Business Card:
Manage Expectations:
Double check time availability and establish expectations by naming each meeting. Fact-
Finding, Decision, On-track.
Each name should represent the right TAD (Tone-Agenda-Desired Result)
Put “in the way” in the way
Review –Recap-Remind for every meeting.
Manage Discovery:
Rock Bottom: issue, discomfort and find reason to take action.
What Specifically concerns you?
How long have you been living with this?
How is that working for you?
What happens if things don’t change?
How does that make you feel?
Use the Client Profile for Practice
Deflecting During Discovery:
What’s on your mind?
What were you hoping I could do?
What are our options?
If you were me, what would you do?
Let’s say I could do this, what next?
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Manage Authority/Margin:
What process does your company go through when making decisions?
Beside yourself, who else is involved in the process?
You mean you don’t get any help from anyone?
Getting to the Higher authority: Take me to your leader, technical consultant, promote
them.
Fast Forward/Head Start: Suppose it was three months from now, what would you be
saying? How would it feel if you didn’t have to wait 3 months for a solution?
Do you have an amount in mind you were hoping to invest?
Would you be comfortable giving me an idea or range?
Manage Presentation / Proposal

Give them the Pen, not a step for new ideas.
Review expectations prior to presentation.
Trade the Presentation for a decision.
Take their pulse: On a scale of 1 to 10, 10 being a perfect solution, 1 being no use at
all, where are you? Usual answer is 7-8, Then: What do you have to see or hear to get
to 10? Don’t accept maybe.
What do we do next?
Are you Sure?

Deliberately give prospect a chance to back out. Bring up a compromise prospect agreed to earlier,
then ask if prospect will cancel based on that after you leave.
Manage Information:
Rescue - I don’t understand. Tell me more about______. I’m not sure. Can you help
me? My fault, I take full responsibility. I’m confused?
Diminish & Deny- If client is positive be inquisitive, if client is resistant ask them if its
over . You must move them off a neutral position to get a decision.
Cushion - That’s a good question. Makes sense.
Clarification- Answer their questions, then ask for clarification as to why they asked
their question.
Men’s Room Close - Excuse yourself and let your inside sales person goes to work on
the holdouts.
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Post Mortem
Account Analysis Board
Competitor’s
Account Product/
Rep Product/ Strategy Reason?
Name Service
Service
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Reproduction in any form without expressed written consent is prohibited •
Copyright 2005-2006 © The NTR Group • All rights reserved •
Cautious Thinker Dominant
Steady Relator Influencer
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C D
Type of products: Proven, time-tested Type of products: New and unique
Looking for: Information Looking for: Results
Decisions: Very slow Decisions: Quick
Color: Yellow Color: Green
Nest: Nothing Nest: Awards, Conquests
S I
Type of products: Traditional Type of products: Showy and flashy
Looking for: Trust Looking for: The Experience (fun)
Decisions: Slow Decisions: Quick
Color: Blue Color: Red
Nest: Family, warm & fuzzy Nest: Vacation, fun stuff
D I S C
To Communicate
Be Brief Show Enthusi- Relaxed Tone Give Information
Effectively:
asm
Cover High Personal Talk Slower Pace Stick to Business
Points
Results Focus Socialize Logical Explina- Analyze, Ques-
tion tion
Let them Win Guestures Take Time Clarify
Direct Use Touch Ask Questions Listen Carefully
Delivery Effectiveness Fun Caring Perfection
Expectations: Efficiency Friendly Relaxed High Standards
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Presentation/Proposal
Your clients are using groups to make buying decisions. You must have a sales team of
experts, well organized, knowledgeable about the client firm and the client-buying group.
Preparation
Success in group selling calls for detailed preparations, which include getting
answers to:
• Client needs: What does the client need?
• Client decision-making unit: How and by whom will the decision to purchase
be made?
• Ideas and objectives: Very specifically, what do you have for the client and
what do you, the sales group, want to achieve?
• Team: Whom will you select to make the presentation?
• Logistics: Where and when will you make the presentation?
• Presentation package: What will you need? Being prepared means you know
your client, your organization's resources, your product or idea and any alterna
tives to your idea, the market, and your competitors.
Client Needs
You must understand the client's strategy, goals and decision-making process.
• How is the client doing?
• Where is the client going?
• Who are the leaders and decision makers?
• What isn't working for the client that needs fixed?
• How is the business doing in relation to its competitors?
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Client Decision-Making Unit
Know the members of the client team and who within the group pulls the strings.
• Meet individually with each member -
This provides invaluable data to help you:
- Establish rapport
- Position your ideas so they match the client's needs
- Minimizes surprises.
• This takes a lot of time - and is well worth it.
Ask about each member added to the client team, his or her company position and role.
Your Sales Objective

Clients want ideas and products that will help them to meet their objectives.
• Create a relevant idea or product - this takes creativity and analysis
• Position it so the client will believe in it and want it.
• Decide what you want to accomplish with the presentation of that idea or product.
• When you want to accomplish it.
• Objective must be communicated to the client.
Team Selling
Advantages to team selling are:
• It provides expertise in many areas
• Matches client levels and types
• Increases resources
• Switches the pressure from a single person to the group.
• Displays the depth of expertise of your organization.
There are risks:

• Increased chances for error.
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Team Selling (continued)
The team must have only one leader who calls the shots.
• All team members must have specific roles.
• They must know exactly what is expected of them.
• Know the time available for the team presentation.
• Know how much time is allotted to each member.
Once chosen, the members must agree on a strategy.

• Discuss the client team members and their roles.
• Settle on a desired sales objective
• Rehearsal and practice sessions will help you become familiar and comfortable
with your proposal.
• It will give you time to work out the details and anticipate questions
• Know what you want to say and how you want to say it.
• Don't memorize your presentations.
Logistics
If yours will be one in a series of presentations, try to be last - it gives you the last word.
The setting can influence your presentation greatly.

• Having the client at your site gives you the advantage of controlling
the environment.
• Remove any extra chairs
• Avoid a "them against us" seating arrangement
• Clear away any ashtrays, coffee cups, or trash
• Remove any signs of the competition left from previous presentations.
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The Seven Steps of the
Sales Presentation
The more give-and-take, the greater the likelihood of your winning the business
To be outstanding, you must differentiate between yourself and the others.
• Service
• Expertise
• Strategy
• Flexibility
Your institution, your team, your knowledge, your experience as well as your knowledge of the client
can help you to set yourself apart—and above—your competitors.
As a skilled salesperson you must demonstrate your ability to understand the client's needs and tailor
your presentation accordingly.
1. The Opening
If some of the client members are not there, ask for guidance from the others.
• If latecomers appear, do a quick catch-up
• Tailor the recap based on who the latecomer is and the aspects of what you
have already covered.
Clients will form a general impression of you in the first few minutes.
• Begin by thanking the members for the opportunity to talk with them.
- Your introduction should be concise, genuine, and friendly to
help you to establish rapport and build credibility
• Tell them who you are.
- Introduce yourself. Give your name and your role as it relates to the client.
• Give the client team a reason to listen to you.
- Increase client's interest by discussing why it is worthwhile for them
to be there.
- Tell why you are there and what's in it for the client.
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2. The Agenda
Agenda is the presentation of five minutes or less when you establish your program
by running through the key topics you plan to cover.
• Your goal is to give an overview and set expectations
- "Does this meet your expectations?"
3. Client Problems/Priorities Review

Ask the client members to highlight what is most important to them.
• Let them identify what they want to hear covered.
- "To help us get the remainder of our presentation right, may I ask what
areas you would like us to focus on or what specific concerns you have? "
The first member to speak is often the money decision-maker or a powerful influencer.
• The more powerful the speaker, the less likely he or she is to encourage other
team members to speak up.
- In an hour-long presentation, devote at least five minutes to this needs check.
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4. The Presentation Body
Two-thirds of your allotted time should be used to present your ideas as a match to the
client's needs. Your depth of knowledge about the client as well as your own capa-
bilities will shine through.
Selling one-on-one
• The mix of talk/listen time is 50% you / 50% buyer.
• During group sales the mix should be 70% you / 30% client members.
Structure
• Review - Recap - Remind.
- Begin with a brief review and recap of the client's problems and priorities.
- Gently remind the client of their commitment ot make a decision at the end
of the presentation.
- Then state your purpose.
Investment
• Discuss your pricing
- Only after you have presented your idea and linked it to the client's needs.
- Do not negotiate price at this time.
Ask for Feedback

• Every time you make a key point:
- Check for questions or comments.
- It is critical to keep the presentation interactive.
Credibility
• Big-ticket decision
- Usually boil down to trust.
- References and examples build credibility.
Using the Proposal

• The proposal should amplify what you have to say - not replace it.
- It should demonstrate the depth of your preparation
- Should never be a substitute for your presentation.
- Read from it only to quote figures or technical information.
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5. Summary
Don't "wind down" by saying "In summary, . . ." this alerts your audience that the
end of the presentation is ahead.
• Instead, include the key information you want the client members to walk
out remembering.
6. Questions and Answers

Leave 10% of your time for a question-and-answer period.
• IWhen client members ask questions:
- Listen carefully
- Don't interrupt
- Don't be defensive
- Thank them for the questions.
- Keep the answers short.
• At the end of each answer, ask, "Does that answer your question? "
- Then ask for more questions.
- When there are no more questions, move to your closing.
7. Ask for the Decision

You should accomplish four things with your closing.
1. What do they want to do now?
2. Confirm the next appropriate step.
3. Hold client to initial agreement :
• Give you the order.
• Tell you it's over.
• Give you a clear next step.
• Educate you.
4. Thank members for their consideration.
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Powerful Delivery
The following tips will help you control your presentation and become more effective.
1. Dress Well
This shows respect for your audience and for yourself.
2. Make A Promise
At the beginning of each session, grab the audience's attention.
3. Be Yourself
Don't give any false representations.
4. Focus On The Audience

Your presentation is important, however, what your listeners gain is
more important.
5. From Time to Time, Get Off the Script

• Know the material.
• Use frequent eye contact.
• Show confidence.
• Lose your sense of self-consciousness.
• Concentrate on your audiences' needs and interest.
6. Remember People Are Stroke-Deprived

Constantly and consistently stroke the group.
• That was a good point!
• I like what you are saying!
• You are way ahead of the group on this one!
• You've done your homework!
• Good answer!
• That's a good thought, and could you consider...
• Good point, let me hitchhike on that thought.
• Sounds like a winner, does anyone have a different approach?
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7. Never Answer Questions
• Use the strategy of putting it back in their court to avoid digging your own grave.
• Summarize all the group's comments
8. Always Take Charge

• Tell them to write things down or to take notes.
• Ask for questions.
9. Establish Credibility Early

• You are the guru. The group is looking to you as a person of strength.
10. Get Proper Rest

• Make sure you are physically and psychologically alert.
11. Assume That the Group Is On Your Side

• If you are under attack, fall back.
12. Visualize Yourself Succeeding

• Confidence is everything in this business.
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Dry Run
Use visual aids to demonstrate your product. If you have an intangible product, flip charts are espe-
cially useful.
• Your prospects may need to have a visual aid in the presentation to understand
your product.
Other visual aids might include a testimonial letter or an award you or your company won.
• These help in building credibility.
PDR - The way to learn your presentation

• P = Practice
• D = Drill
• R = Rehearse
This is the roadmap to successfully presenting your product or service.
Position Yourself
In-home sales - use the kitchen table as your first choice.
• It is the boardroom of the home where decisions are made.
• The last place you should give your presentation is in the living room.
• Choose a place where a friend of the family would go
Commercial demonstrations should be given in a private office or conference room.

• Select the area where decisions are normally made by the prospects.
• Position yourself and your prospect carefully during the presentation.
If you have only one prospect:

• Position him or her to your left.
• Place demo, flip chart or visual aids to your right.
More than one buyer:

• Position them across from you and at your left.
• Visual aids should be to your right.
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Winning Demonstrations
Physically showing evidence of the benefits of the product or service.
Basic laws of successful demonstrations:

1. Test - does it work?
2. Rehearse
3. Get the prospect involved
What your demonstration must do:

1. Support your solutions
2. Make a lasting impression
3. Exciting/Interesting
4. Believable
5. In good taste
Examples
Relating a story to a prospect about the benefits of using your product
Rules for using examples as a form of evidence:

1. Easy to understand
2. Detail (Who-What-When-How)
3. True (some people will check)
4. Relevant
5. To the point
Testimonials
The written or spoken words from existing satisfied clients.
Three types of testimonials are:

1. Written (letter - articles)
2. Spoken (radio ads)
3. Expert testimony
Ways to you can control the testimonial letter:

1. Salesperson holds the letter
2. Highlight critical areas
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Action
Sales in motion, get the prospect using your product.
Basic rules of showmanship:

1. Must be in good taste
2. Must be relevant, not random
3. Teach a comfort level
Never Use Words or Phrases That Fizzle
Fizzle Words Replacement Words

Pitch, dog & pony show . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Presentation
Contract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Agreement/Paperwork
Sell or Sold . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Became involved
Quote or bid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Proposals
Down payment/Deposit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Initial investment
Monthly payment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Monthly investment
Cost/Price . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Investment
Problems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Situation or concern
Buy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Own
Deal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Opportunity through transactions
Sign. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Autograph
Industry slang (buzzwords) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Analogies
I would hate to lose your business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . We value your business
I'll try to get it out in the mail today . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . I will do it today
I'll try to call back next week . . . . . . . . . . . . . . . . . . . . . . .Let's make a get together for next week
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Talking Out Loud
Have you found yourself in a situation where you "felt" something, but were afraid to express it?
The reason for talking out loud is to get your point across to the client without discussing the
problem directly.
● First of all, the uncomfortable messages you need to convey will be done so in a story-type
manner.
● Secondly, you have the ability to take the customer position in the discussion.
Stories and Metaphors

Hidden advantages of telling stories:
● Enjoyable to listen to.
● Contain hidden action commands.
● Remind prospects of enjoyable experiences in the past.
● Can sell the product without directly talking about the products.
● Highly effective means of instructing and informing people.
● A metaphor is "a story which instructs and informs"
● Mold the story or metaphor to fit your own experiences
● Greatly increased personal meaning and significance
Preparing a Bid with Your Proposal

Ways to give your sealed bid more impact.
● Sell your prospect on letting you write the specifications of the product or service. Write them
in such a way that they will favor your uniqueness and advantages.
● Present an extensive comparison of your offerings versus those of your competitors.
Compare apples with apples so that your comparison is valid.
● Meet the specification, then add something extra—your competitive advantage.
● The key to submitting and winning a sealed bid is to differentiate your product. It must
have more perceived value while being priced the same as or less than your competitors'
product. Include a list of references.
● Include testimonial letters with your bid. These demonstrate the extra value of your prod-
uct or service.
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Beginning Your Presentation -
The "Do Not" Rules
● Do not ad lib your beginning. Plan your opening sentences. Practice them out loud over and
over (5 to 10 times)
● Do not make your first sentence too technically detailed. The audience needs one sentence
to get used to your voice; then they can begin to really listen.
● Do not use a long first sentence, since this makes it difficult for participants to follow your
train of thought.
● Do not discuss all the administrative details in the beginning. This is not the way to capture
people's interest.
● Do not have an unspecified time deadline. While you are speaking, this person is
wondering, "How long will he go on? I have a meeting in half an hour". Ask your listeners
for a specific amount of time,
● Do not apologize about your ability, knowledge, or visuals.
● Do not look at your notes or the screen for the first two or three sentences. Look at your
audience.
● Do not tell an inappropriate joke that is irrelevant to your subject or has the potential to
offend some people.
● Do not give participants 10 pages of handouts as your begin. The handouts will receive
more immediate attention than you will.
● Do not arrive late, start late, or start early.
● Do not make your first sentence a punch line. Wait until your second or fourth sentence so
people are tuned into you and your voice.
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Problem Solver
and
Handling Resistance
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HUNTER The Virus
Incentive: Money, freedom, winning, recognition Incentive: Accolades, relationships, expert in field
Motivation: Money, competition, revenge, success Motivation: Fun, passion for work, complex deals, stay under radar
Natural gifts: SW3 mind set, rejection proof, making Natural gifts: Finding problems, building credibility,
payroll, closing presentations, networking
Achilles heel: Ego, impatience, greed Achilles heel: Stroke deprived, leave money on the table,
deceived by appearances, free consulting
FARMER Bee’s Nest
Incentive: Beng of service, teamwork Incentive: Applause

Motivation: Trust, avoid confrontation, do what is right Motivation: Activity
Natural gifts: Up front ground rules, systematic Natural gifts: Prospecting, energy, enthusiasm
approach, showing up, selling by accident, customer service Achilles heel: Focus, compulsively, follow-through
Achilles heel: Getting ready to get ready, free
consulting, cold calls
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Strategy A - Rescue (Confused-Deaf-Dumb)
Use this as a communication tool. Keep the lines of communication open, get customers/prospects to
give you more information.
Tactics
1. I have a problem—I need your help—It’s my fault. (I take full responsibility.)
2. I’m confused.
Tactic is used:
• Anytime a customer/prospect tells you two stories.
• When they tell you one thing, but the behavior suggests another direction.
• When a prospect/client contradicts themselves.
• When you want to confirm a key point (without looking like you are “licking
your chops.”)
3. I don’t understand
The biggest fear all prospects/clients have is that salespeople jump in with
solutions too early.
Buyer: “Here’s my situation. Can you help me? “

Sales person: “I don’t quite understand. Can you give me more details? “
4. I don’t feel comfortable with that.
Buyer: “You can have the business, but you’ll have to lower your price “
Salesperson: “Bill, I don‘t feel comfortable with that. Are there any other options?”
5. Are you upset?

When customer/buyer is emotionally out of control on the sales call.
“Mike, before we go any further, are you upset?
6. I’m Surprised.
“Bill, I was calling about the proposal I gave you. I hadn’t heard from you so I got the feeling
this isn’t a good fit for you and you don’t see yourself moving forward.” If the buyer corrects
you, you respond with, “I’m surprised.”
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Strategy B - Put “in the way” In the Way
● Put deal busters on the table early.
● Defuse any bombs before they go off.
● Get the buyer to handle what’s in the way for you
Tactic
Bring objections out of the prospect before leaving the meeting.
Cushion
Agree with the customer in concept. “If there was one reason for not moving for-
ward, what would be that reason?”
Never leave a sales call feeling good.

It’s not what you know, but what you don’t know that defeats you in sales.
Strategy C - Diminish and Deny (Sell to No)

Get your client to take action by gently taking away offer.
Use statements like:

● Wouldn’t
● Not sure
● May not be able to help you
● Not sure we have anything for you
● I know you’re happy and don’t want to make a change
● Do you really need to do something?
● I can’t imagine that you need help.
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© Condry & Associates, Inc. • All rights reserved • 30
Strategy D - Cushions
Always cushion your responses to keep your client comfortable, ease tension and create
rapport. Cushions serve as positive strokes. It indicates that the question, statement or
resistance is important and has been heard.
Tactics
1. I’m glad you asked that question.

2. That’s important. Let me explain.
3. Oh, I’m glad you mentioned that.
4. You have done your homework.
5. That’s a good question.
6. I never thought of that.
7. Good point.
8. Makes sense.
9. Good observation.
10.I appreciate that.
11.That’s interesting.
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Strategy E - Deflection
Never answer questions. Always redirect.
Tactics
1. What were you hoping I would say?
2. Let me see if I understand the question?
3. Which means?
4. And . . .
5. Like...
6. So what your telling me is ...
7. Is there more . . .
8. Between you and me ...
9. I am feeling a lot of pressure right now.
10. You are way ahead of me at this point.
11. Lets' suppose . . . What then . ..
12. If you were me, how would you handle this?
13. What is your best case and worst case scenario?
14. What's your real question?
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Competing against the Chains
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HISTORICAL REVIEW OF
WINS AND LOSSES
NAME OF COMPETITOR W/L WHY? (STRATEGIC OR TACTICAL)
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TACTICAL COMPETITIVE MANUEVERS
Write Specs
When a prospect is forced to put an opportunity out to bid, we offer to help him write the spec-
ifications for the opportunity. We, of course, use any items that they can only get from us as
part of the deal. We also now know what the basis is for the award. This could also be consid-
ered a “rough draft” so they can put together their bid. If we are interested in competing for
the bid, we are trying to upgrade our opportunity.
Fact Finding
This is a qualifier meeting, to find out where we are and what we have to do to get this deal
finished. What are their reasons/money/decision process and timeline?
Alligator Call
Prospect will not return call after initial visit. You leave voice mail with concern and worry:
“Bill, I'm a little worried. We met two weeks ago. You have not returned my calls. That could
mean one of three things. Either you have decided to move in another direction, other priori-
ties have gotten in the way—or alligators ate you! The last one really concerns me. Please call
_________ or e-mail me at ______. I'm hoping for the best!”
Ask for Order

This one seems clear—ask and you shall receive. “Fred, may I be direct? It's OK to say NO. Can I
have this order?” or “What do I need to do to get this order today?”
Take off the Street

This is a divide-and-conquer strategy where we commit them to some tangible consideration
before we proceed with their requests. Once someone has made an investment in something,
they have a hard time walking away. Whatever we use to take them off the street can be
applied to the overall investment (trial/test/letter of commitment/small order/niche/ hostage
speech/strategic referral partner).
Steamroll
This is the Assumptive Close. Since the prospect has not said NO, you assume the close and pro-
ceed until the prospect buys or chokes. (Some people have trouble making a decision. Although
we prefer to give people their God-given right to say NO, we know some people want someone
to take total control and tell them what to do! “Press hard—the third copy is yours!”)
Fast Forward
A prospect is indicating that although she is not ready now, she would be ready to do business in
the future. “Sue, I appreciate that. Let's fast forward to the point when ___________ is avail-
able. What will we be doing? Will I be still selling then, or are you sold—and we will just work
out details?”
• Nine out of ten times, prospects will use the future as a put-off.
• If the prospect is hesitant, then gently try to close the account.
• Fast Forward is used in conjunction with Head Start on many occasions.
-34-
Head Start/Contingency
A prospect’s need for your service/product is in the future. We are interested in the order
today. We try to take them off the street by getting some consideration to show they are com-
mitted. (This is usually used with Fast Forward.)
“Mike, since we know you want to do this but the timing is off, would you be open to getting a
head start on this?” “I don't mind losing you, I just don't want to lose you for the wrong reasons.
You see, unfortunately, nine out of ten times time kills a good opportunity. Let me suggest a way
we can avoid this....” (These might include earnest money, contingency contract, down payment,
post-dated check, trial order, letter of understanding or letter of Intent.) If they balk, then gen-
tly close the account. This smokes out the less-serious buyers.
Reverse Testimonial
This is a direct sales strategy, which repositions the competition in the eyes of the prospect. It
is an effective action when the prospect is enamored with our competition, and seems unwilling
to give us an equal opportunity. This is also effective when going back to accounts that were
locked up with the competition but may now have a window of opportunity. (For example,
when a contract, renewal or new management change is in the works.) This is a “backdoor” to
blast the competition without looking like a blatant attack on their character. (The prospect will
always defend them!)
“Phil—thanks for taking my call. You told us before you are happy with ABC. I know ABC is a good
company. The reason for my call is that I’ve been receiving some distressing calls from prospects
such as yourself about problems they are having such as (list three weaknesses of the competi-
tion). You may not be experiencing any of these. But on the off chance you might, I thought it
would make sense to get together.” “Does that make sense?”
Re-direct
When prospects are requesting a proposal/demo/presentation/pricing/bids/ free
consulting/information, re-direct requests to either an analysis, partnership, competitive shop-
ping, timing and/or risk reversal. The goal is to upgrade our opportunity and clarify what the
basis is for their decision. (Compare apples to apples.) Use the following three steps:
1. Politely decline the request. (Make an effort not to appear arrogant.)

2. Communicate three reasons why giving them what they want is a bad deal for them.
3. Suggest a dramatically different redirect.
If they refuse to go for your re-direct, and you still want to stay in the game:
1. Fulfill their request with a “rough draft” based on the limited information you have.
2. Put an expiration date on your information. Make them feel the pressure to make decisions
and keep you in the loop.
3. Trade this for updates on how their decision-making is progressing. The moment they start
hiding, we pull the request off the table.
4. Give them permission to say NO!
If you give them everything up front with no commitment, you have all the pressure!
-35-
Last Look
This is considered a delay strategy. Ask for the last look. Two ways to request it:
1. Ask to see the other bids/proposals/pricing, and promise to beat them.
2. Ask the prospect to schedule all other presentations before yours. Then, when they see yours,
they can give you a definite answer, instead of the “I have to see the others first” put-off.
In a competitive situation, you may want to be the first in instead of last.
Decision Meeting
This is a meeting set with decision makers with the up-front commitment that we will get a def-
inite answer. TIO is not an option for this meeting. All the right people needed to make the
decision will be in attendance.
Board Meeting
Our proposal has to be presented to the Board or Committee. We want to be the one making
the presentation at this meeting. Our fall-back position is sitting outside the door and can be
brought in as a technical consultant, with the promise not to start selling. If neither of those
are realistic, then we do artificial decision-making with our inside person. Prepare them, and
hope for the best.
Flip Call
Flip Call is used to confirm commitment and make sure everyone is on the same page—straight
from the prospect's mouth. Management or an associate can make a flip call directly to the
prospect. There are four tones of flip calls that can be made. Management and the sales pro
should decide together the proper course of action—which is in the best interest of the
prospect. On the following page are some broad-brush ideas about how the tones might sound:
-36-
Monkey's Paw
-37-
Exercise: Manage Expectations
List Top Name that
Your Expectation
Prospects Meeting Yes No
Ask yourself the following questions:
If you think you have Managed Expectations with your Prospect, have they agreed to it?
If you have a meeting planned, ask yourself, “What is the purpose of this meeting?” and “What are my
expectations?”
Now ask yourself “Do they know it?”
-38-

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I: II: III: IV: V:

• Recognize Engagement Priorities and Players • Handling Resistance

Business Priorities • Establish Exit • Exploring “Real” • Action Items/

Strategy Buying Motives Conversations

Help me understand specifically.

Level 1 What is it about

How long have you been

How is that working

Level 2 What happens if things

How does it make you feel?

Manage Buyer/Seller Relationship:

Manage Presentation / Proposal

Are you Sure?

Steady Relator Influencer

Your Sales Objective

There are risks:

Once chosen, the members must agree on a strategy.

The setting can influence your presentation greatly.

3. Client Problems/Priorities Review

Ask for Feedback

Using the Proposal

6. Questions and Answers

7. Ask for the Decision

4. Focus On The Audience

5. From Time to Time, Get Off the Script

6. Remember People Are Stroke-Deprived

8. Always Take Charge

9. Establish Credibility Early

10. Get Proper Rest

11. Assume That the Group Is On Your Side

12. Visualize Yourself Succeeding

PDR - The way to learn your presentation

This is the roadmap to successfully presenting your product or service.

Commercial demonstrations should be given in a private office or conference room.

If you have only one prospect:

More than one buyer:

Basic laws of successful demonstrations:

What your demonstration must do:

Rules for using examples as a form of evidence:

Three types of testimonials are:

Ways to you can control the testimonial letter:

Basic rules of showmanship:

Never Use Words or Phrases That Fizzle

Fizzle Words Replacement Words

Stories and Metaphors

Preparing a Bid with Your Proposal

The "Do Not" Rules

FARMER Bee’s Nest

Incentive: Beng of service, teamwork Incentive: Applause

Buyer: “Here’s my situation. Can you help me? “

4. I don’t feel comfortable with that.

5. Are you upset?

“Mike, before we go any further, are you upset?

Never leave a sales call feeling good.

Strategy C - Diminish and Deny (Sell to No)

Use statements like:

1. I’m glad you asked that question.

2. Let me see if I understand the question?

6. So what your telling me is ...

8. Between you and me ...

9. I am feeling a lot of pressure right now.

10. You are way ahead of me at this point.