SNAP Selling Strategy Guide


Table of Contents
● lntroduction ● Part I: SNAP Decisions Chapters 1 – 6 ● Part 2: The 1st Decision Chapters 7 – 14 ● Part 3: The 2nd Decision Chapters 15 – 25 ● Part 4: The 3rd Decision Chapters 26 – 32 ● Part 5: Wrapping It Up 3 4





© Jill Konrath 2010


SNAP Selling Strategy Guide


Welcome to the SNAP Selling Strategy Guide!
It's a crazy-busy world out there. Your prospects feel the pressure like never before. They're expected to do more, in less time, with fewer resources. The last thing they want to do is change from the status quo. That's why sales is so challenging today. And, it's why you need fresh strategies that actually work in this business environment. The purpose of this strategy guide is to help you get the most value from SNAP Selling. You can use it by yourself, but for maximum effectiveness do it as a group and: ● ● ● ● Set up a regular time to meet, preferably every week. Assign 2-3 chapters for each meeting. Review the key points, discuss the questions and do the action steps. Talk about how the SNAP strategies apply to your own sales initiatives.

To stay on track, have one person lead the conversation to ensure it keeps moving forward and everyone participates. When you're all done—or even when you're halfway through—I'd love to know how SNAP Selling has impacted you personally and professionally. Get talking! Jill Konrath Author, SNAP Selling Email: Web: Phone: 651-429-1922

© Jill Konrath 2010


snapselling. 651-429-1922 . Think About Are the people in your own company crazy-busy? How about you? Reflect on how they/you react when you're under pressure to get important things done before an impending deadline. you learn about the five descriptors of how customers think.SNAP Selling Strategy Guide 4 Part 1: SNAP Decisions ■ Chapter 1: It's Tough Out There What are your reactions to the Candid Letter from Your Customer? How close does this reflect your experience with your prospects and customers? The symptoms of Frazzled Customer Syndrome from Chapter 1 are listed here. Have you've encountered these attitudes with your own prospects? Konrath states that when your prospects disappear into the dreaded D-Zone. pay attention to what you were doing just prior to this. ● ● Have you experienced these behaviors with your prospects? What other behaviors have you observed that indicate that your customer is in a state of overwhelm. it's easy to blame them for their "idiotic" decisions or for being rude. ■ Chapter 2: How Frazzled Customers Think In this chapter. ● ● Knowing how frazzled your prospects are – and how people react under all this pressure – how might you have unknowingly made things even worse? Can you give specific examples? Think About Any time your customer goes into the dreaded D-Zone. © Jill Konrath 2010 www. Ask yourself how you might have contributed to this outcome. she states that your own behaviors may have contributed to this result.

Discuss these related questions: ● ● ● ● Have you ever seen your prospects use simplicity as a decision fact? If so. what are the ramifications for you? What can you personally do to be more valuable? How frequently do you encounter the "telltale signs" of lack of alignment on page 28 – and did you realize you could change this reaction by changing your own behavior? Have you ever experienced organizational priorities changing overnight? What was the impact on your ability to get the business? Action Step As a group. discuss how you personally use the SNAP Factors in your own encounters with salespeople or when making a decision. what really got you thinking? Why? What are the implications for you? Simple Complex ▲ iNvaluable Ordinary ▲ Aligned Irrelevant ▲ Priority GO Zone ▲ Nicety D-Zone © Jill Konrath 2010 www.SNAP Selling Strategy Guide 5 ■ Chapter 3: Inside the SNAP Factors In this chapter. most sellers seldom consider all of them as they interact with their prospects. Konrath describes the four SNAP Factors in depth. If a seller's ability to be an iNvaluable resource is critical to their success. the SNAP Rules of selling are defined.snapselling. explain. While they sound like common 651-429-1922 . Which factors are most important to you? How quickly do you make these "SNAP Decisions"? ■ Chapter 4: SNAP Rules In this chapter. ● ● As you review the key questions under each rule.

do the Buyer's Matrix exercise on one of your key decision makers. ■ Chapter 5: What's Going On Inside Your Customer's Head? In this chapter. ● ● Who are the decision makers that you're targeting? What are the functional roles they have within an organization? How can you best use the Buyer's Matrix to help both your customer and yourself? Action Step As a group. how would you rate it – honestly! How else can you personally use this SNAP Check to increase your sales effectiveness? Action Step Think about a recent prospect you met with who brushed you off after the first meeting. If you were going to replay the call. brainstorm the numerous possible things you might have done that actually lead to this outcome.SNAP Selling Strategy Guide 6 ● ● Think of the last voicemail message you left or email message you sent. Make sure you get input from everyone to get maximum value from this exercise. If you were a 651-429-1922 . Knowing what you know now about how they evaluate you. Konrath talks about the four steps to become effective at getting into your customer's head. incorporate it into your daily routine. Then repeat this exercise with another primary decision maker you interact with on a regular basis © Jill Konrath 2010 www. during and after customer interactions significantly increases your success rate. what would you do differently? Since using the SNAP Check prior to.

● ● ● What's important in your life? What do you like/dislike about salespeople? What are your biggest challenges? Make sure you speak as if you’re actually this person. ● ● Describe one of your prototypical customers in this manner. create a customer persona of a decision maker that you deal with on a frequent basis. Action Step As a group. Konrath focuses on customer personas and gives several examples. Discuss how you might leverage this to improve your sales. Once you've created this "person.SNAP Selling Strategy Guide 7 ■ Chapter 6: Your Customer's Decision-Making Process In this chapter. © Jill Konrath 2010 www." practice doing a mind 651-429-1922 .snapselling. talking as if you're this person.

What likely strategies and initiatives are in place to help achieve his/her objectives? _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ © Jill Konrath 2010 www. do it as a group activity to gain even better insight into this position. What is he/she in charge of or expected to manage? _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ ● Business Objectives and Metrics. POSITION:_____________________________________________________________ ● Roles and Responsibilities.snapselling. What external factors or industry trends might make it more difficult to reach his/her objectives? _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ ● Strategies and Initiatives. If possible. Refer to page 42 in the book for a more detailed explanation. What does he/she want to achieve? How does he/she measure success? How is he/she evaluated? _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ ● External Challenges.SNAP Selling Strategy Guide 8 Buyer's Matrix Complete a Buyer's Matrix for every one of your primary decision 651-429-1922 .

What would cause him/her to change from what is currently being done? _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ ● Change Inhibitors.SNAP Selling Strategy Guide 9 ● Internal Issues. What likely issues does the organization face that could prevent/hinder goal achievement? _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ ● Primary Interfaces. subordinates. What's his/her status quo relevant to your product. superiors. What would cause him/her to stay with the status quo.snapselling. and outsiders with whom he/she frequently interacts? _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ ● Status Quo. service or solution? _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ ● Change 651-429-1922 . Who are the peers. even if they're not happy about it? _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ © Jill Konrath 2010 www. 651-429-1922 .SNAP Selling Strategy Guide 10 NOTES: Part 1 ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ © Jill Konrath 2010 www.

Are any of the words/phrases that you're using listed? What other words/phrases do you or your company like to use to impress potential customers? Action Step Have everyone read a typical phone or email message they're currently using. Have one person in the group read each message aloud and listen "as if" you were the targeted decision maker. when? Review the chart on page 67.SNAP Selling Strategy Guide 11 Part 2: The First Decision 1st Decision Allow Access Oblivious No interest in connecting Curious Agrees to conversation 2nd Decision Initiate Change Complacent Will listen to ideas Committed Status quo unacceptable Open 3rd Decision Select Resources Certain Consider their Best decision options selected ■ Chapter 7: 1st Decision Overview Take a look at the1st Decision Overview on page 57. what thoughts come to mind? How about your role in the 1st Decision? Why do you think most sellers have such a hard time setting up meetings? ■ Chapter 8: Getting in the Game In this chapter. ● ● ● Would you have deleted the message at any point? If so. ● ● ● As you review your customer's 651-429-1922 . It will save you problems later. © Jill Konrath 2010 www.snapselling. Review these messages to identify words and phrases that could be getting them deleted. Konrath cites several examples of "nice" messages that get deleted. Be ruthless.

sign up for one of the recommended services. Then think about your own customers as you answer these questions: ● ● ● What internal trigger events create opportunities for your product or service? What external trigger events create opportunities for your product or service? How can you leverage these trigger events to open doors in targeted accounts? What can you say in your messaging? Action Step Set up "Google Alerts" on your key trigger events. Action Step Craft several iterations of value propositions that would appeal to your targeted customer. Listen to them from a customer's perspective.SNAP Selling Strategy Guide 12 ■ Chapter 9: Aligned: Craft Winning Value Propositions In this chapter. ■ Chapter 10: Priorities: Capitalize on Trigger Events In this chapter. What was acceptable yesterday is no longer tolerable. Or. Work on strengthening them. © Jill Konrath 2010 www. Review the list of trigger events (pages 78 – 79) and the section called "Determine Your Own Trigger Events" (page 80).com 651-429-1922 . "alignment starts with having a strong value proposition that's highly attractive to your targeted customer – one that answers the question "Why should I consider changing from the status quo?" ● ● ● Why should your customers consider changing from the status quo? What value will they get? What problems will they eliminate? So what? What are the business drivers that your targeted customers are most interested in achieving? (Make sure to identify ones you can impact.) Is your current value proposition strong enough? What do you need to do to strengthen it? Action Step Interview your existing customers – preferably ones that started using your product/service in the past 12 months – and ask them about the value they've received. "Trigger events shake the status quo to its core. Konrath states.snapselling. Traditional vendors become vulnerable to shifting needs. New problems emerge that require resolution. Konrath states. Fresh strategic initiatives dominate the discussion.

com 651-429-1922 . ZoomInfo. what questions can you ask to engage him or her in a conversation? Action Step Craft multiple versions of your email and phone messages. Evaluate them 'as if' you were your targeted customer and then figure out how to make them stronger. Share them with peers. ● ● ● ● ● How would you rate the effectiveness of your own messaging based on the format that Konrath recommends? Share samples and talk about them. How could you use each of the three credibility-building strategies? Which of the three curiosity-piquing strategies would work best for your prospects? How could you use all three of them? How can you close confidently so that you sound much more like a peer? If you get someone on the phone.snapselling. Hoovers and other online resources. Which ways have you used? What sounds interesting to you? Action Step Implement the LinkedIn connection strategies recommended in the book. what are you doing to identify who to contact? What are the strengths and weaknesses of your current approach? Of the various online methods presented. which ones have you used? Successes? Downsides? Which are worth exploring more? Multiple ways of leveraging LinkedIn are discussed. © Jill Konrath 2010 www.SNAP Selling Strategy Guide 13 ■ Chapter 11: Create the Critical Connections The focus in this chapter is on finding out who to contact within an organization. Check out Jigsaw. Konrath even states that it's imperative to pursue multiple people concurrently because you don't want just one person to determine your future in the account? ● ● ● Currently. ■ Chapter 12: Simple: Messages that Matter Creating a "message that matters" is essential to your ability to gain access – both for use on the phone and via email.

com 651-429-1922 . Map out an entire campaign to go after a specific account you'd really like to land. ■ Chapter 14: iNvaluable: Become Irresistible Right Away In the final chapter of the 1st Decision. Go upgrade your LinkedIn profile right now. Ask Jill too! (Just mention this guide). Ask for several yourself.SNAP Selling Strategy Guide 14 ■ Chapter 13: Passing the "Tell Me More" Test In this chapter. Share it with your colleagues to get their feedback. Konrath states that most sellers misinterpret what their customers really mean when they say. "Tell me more. Why do they all need to be included? Verbally share your own "tell me more" story with your colleagues following the guidelines described. Check out Jill Konrath's for ideas." ● ● ● ● Have you ever been guilty of these mistakes that are outlined in this chapter? What kind of "tell me more" stories do you have that would be appealing to your customers? Discuss the three components of the "tell me more" story. © Jill Konrath 2010 www. ● ● ● What resources do you currently have at your disposal that you can share with your customers? How can you get some new resources quickly without spending a ton of money? What could you be doing on a long-term basis? Why is your digital image so important today? How would you currently evaluate your digital image? What do you need to do to upgrade it? Action Step Pull together your own resources to share with prospective customers. In your first "telling" of it. Write a few recommendations for people you've worked with before. Then make it better. what problems did you encounter? Action Step Work on developing your own "tell me more" story. the focus is on how you can become an iNvaluable resource before your customer even meets with you. Invite several customers to be your connections.snapselling.

SNAP Selling Strategy Guide 15 NOTES: Part 2 ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ © Jill Konrath 2010 651-429-1922 .snapselling.

" When you take a look at your product/ service. what thoughts come to mind? How about your role in the 2nd Decision? Review and discuss the implications of the Final Caveat. ● ● ● What do you think about her rationale? Is it possible that you're overlooking some opportunities? Should you back off when people say there's "no money in the budget"? How can you tell if you might have a chance versus it being a total waste of your time? In the book is a quote from sales expert Sharon Drew Morgen. © Jill Konrath 2010 www. risky and hidden change issues buyers need to address behind-the-scenes before they can responsibility bring in a new solution. Find out everything they had to do before they started looking at options. what are they? Be honest. Action Step Go interview your customers to find out everything they had to go through internally before they got the "go ahead" to change from the status 651-429-1922 .snapselling. What does this mean to you? ■ Chapter 16: Getting Off to a Good Start In this chapter. ● ● ● As you review your customer's perspective. Konrath states the value of getting into a company BEFORE they're thinking about changing.SNAP Selling Strategy Guide 16 Part 3: The Second Decision ■ Chapter 15: Second Decision Overview Take a look at the 2nd Decision Overview on page 119. She says that most salespeople totally ignore "the majority of the confusing.

Why is she taking such a firm stand on this and telling you that you must assume? Do you agree or disagree? What are common ways that sellers goof on the first meeting? How do they "break the promise?" Why should you keep the brochures at home? What are you doing on first calls? What are the obstacles you're running into? What might you need to change? Be brutally honest. you can't invest hours researching prior to each call. "Have you thought about what you'd do if your prospects gave you only five minutes?" Looking at your own product/service offering. ● ● ● Action Step Go to www. what's most important to cover? ● ● © Jill Konrath 2010 www. You will get a Sales Call Planning Guide when you subscribe.snapselling.sellingtobigcompanies. If you have a bad one." That's a pretty strong statement that typically gets people pretty riled up. you're gonzo. sellers need to "enroll" their prospects by lighting a "spark of possibility. What homework can you do to ensure that you sound like you're worth meeting? Konrath talks about the "death of consultative selling. If you have a good one. How can you be more effective? ■ Chapter 18: Meetings That SNAP. ● What "homework" is required to ensure that you're a credible resource? If you're selling to small or medium-sized 651-429-1922 . Use this to plan an upcoming meeting." How can you be successful in sales if you do that? On page 143." What does this mean? Why is it important today? What can you do in an initial meeting to light the spark of possibility with your prospects? Konrath states that you need to "Let go of the outcome. you have a chance. Konrath and register for the newsletter. Crackle & Pop What does it take to get a prospect really interested in learning more about how your product/service can positively impact your business? That's the focus of this chapter. Discuss it with your boss and/or colleagues. the focus is on the very first meeting – the gateway to turning your opportunity into a reality. ● To be successful today.SNAP Selling Strategy Guide 17 ■ Chapter 17: Mind Over Chatter In this chapter.

Why are they sales killers? Action Step Using your completed Buyer's Matrix as a guide. When you're done. Share with your colleagues. and 3) It's weaknesses. then discuss each one to determine 1) What's good about it. Is yours strong enough? What do you need to do to make it stronger? Review the 2 sales-busting mistakes on page 160. and 3) It's weaknesses.snapselling. In this chapter.SNAP Selling Strategy Guide 18 ● ● List as many ideas as you can. asking him/her to play the role of your prospect. "Your ability to ask good questions cannot be left to chance. ● ● ● ● Konrath states. you need a strong business case. Konrath covers the strategies you need to use to make that a reality. create an agenda for an upcoming meeting with a prospective customer. ■ Chapter 19: Aligned: Assessing Business Value To win more sales. Review your business case. What do you think about preparing agendas for your meetings? What's the value to your prospect? You? Action Step Write up how you'd respond if you called on one of the Mr. Practice presenting it to one of your colleagues. then share it with your colleagues. Kronicks of this world. 2) The potential hidden in the idea. When you've exhausted the ideas. What do you need to do to make it more compelling? Where can you gather the data you need. © Jill Konrath 2010 www." Why is she so adamant about it? What can good questions do for you? What questions have you used that work extremely well to engage the prospect and uncover business value? Pulling together a business case for change is important. Additionally. Practice it 651-429-1922 . explore the white space and find the white space. 2) The potential hidden in the idea. ask them to tell you: 1) What's good about it. develop questions you can ask your prospects to uncover business value.

● ● What makes an experience with you—the seller—rich and compelling? Would your prospects willingly pay you $500 to meet with them? How can you leverage each of these strategies with your prospects? Brainstorm ideas.SNAP Selling Strategy Guide 19 ■ Chapter 20: iNvaluable: Become the Expert They Can't Live Without In this chapter. Identify one thing you can do each week to become an iNvaluable resource. How could you leverage that kind of thinking to be increase your sales? What expertise do you currently possess? What other areas of expertise could you develop that your customer might find valuable? What are your MVP talents? What do you really like to do in the sales process? How can you do even more of what you're good at. ■ Chapter 21: iNvaluable: Using Your Smarts to Create Change This chapter focuses on how you leverage your expertise in your interactions with your customers and prospects." Most sellers have never considered that their prospects want them for their knowledge. problemsolving capability or ability to create new options. expertise. © Jill Konrath 2010 www. ● ● ● ● Why are YOU so important in your customer's decision process today? Read the story on page 165 on how one failing salesperson became invaluable. listen to theirs for ideas. Their perspectives can help you find numerous ways to increase your personal value.snapselling. Konrath states: "Frazzled customers want to work with experts. Action Step Create a plan to develop your expertise. Present your plan to your 651-429-1922 . take turns role-playing the different approaches: "I understand your challenge" strategy "Closing the gap" strategy "Mind expansion" strategy "Show but don't tell too much" strategy Action Step Interview a customer to find what they think makes a great experience with a salesperson.

Work on creating questions that encapsulate your experience. "If you want to get to the Go Zone. ■ Chapter 22: iNvaluable: Be an Everyday Value Creator In this final chapter on being an iNvaluable resource during your prospects second decision. you have to take your questioning skills to a whole new level." Why is it necessary? What needs to change? What if you stopped seeing yourself as a seller and instead 651-429-1922 . © Jill Konrath 2010 www." What expertise would you focus on developing that would make you a greater asset to your prospects? How else can you create value for your prospects? On page 181. you'll learn fresh strategies to make that happen.snapselling. While one person (or small group) conducts the exercise. "I am a business improvement specialist. knowledge and research too. Take your standard questions and rewrite them to make them more provocative. work on developing better question. ● What does Konrath mean when she says.SNAP Selling Strategy Guide 20 Action Step Assign each seller (or small group) to one of the strategies. Have them lead your group on this exercise exactly as they would in real time. all the rest of the salespeople do the role-play as if they were your targeted customers. Konrath asks. "When was the last time you made your prospects really stop and think?" What did you ask or say? Why is it important to be provocative? How can you be more provocative? ● ● Action Step As a group.

● ● Action Step As a group. Konrath says. It's essential to speeding up your prospect's decision – or keeping it from bogging way down. This is a whole new skill set for many sellers.snapselling. We hope our prospects won't notice and we're afraid that talking about it will derail our sales efforts. Have you ever had that happen? What did you do? How can you prevent it in the future? Review the chart on page 197. Think about the bottlenecks you run into. Talk about how these questions feel." Why is this necessary today? How can you do it effectively. Yet it's imperative for you to do that if you don't want to lose momentum and have to start all over again. ● © Jill Konrath 2010 www. Then explore ideas you could use to prevent them from occurring.? As sellers. without sounding bossy or over-assumptive. "[Your prospects] want you to use your expertise to guide them through the complex decision-making process. how you might use them and possible variations that would work when selling your product or service. too quickly. we hate to bring up the tough stuff. you'll learn strategies to ensure that doesn't happen. brainstorm the numerous ways you can make it easier for your prospect to change from the status quo.SNAP Selling Strategy Guide 21 ■ Chapter 23: Cut the Complexity Complexity can throw a prospect into overwhelm and grind a hot opportunity to a screeching halt. These are not typical sales questions. ● TMTQ – Too much. In this chapter. What "tough stuff" do you typically run into? How can we bring up these issues preemptively? Review the Buying Facilitation™ on page 189 – 190. yet they can slash your sale cycle significantly because they deal with the behind-the-scenes issues. ● ● How often do your prospects go into the "I can't handle anything more now" mode? What might you unwittingly be doing to make this happen? On page 186. It's a common seller-created problem that actually paralyzes customers. ■ Chapter 24: Priorities: Maintain the Momentum It's tough to keep prospects from disappearing into the black 651-429-1922 . But that doesn't have to happen – especially if you take the lead. Yet Konrath says it's critical.

you can develop lots of usable 651-429-1922 .snapselling. ■ Chapter 25: Success with the Second Decision This chapter summarizes what how you know you've accomplished your mission in the second decision. Together. what else could you be doing? - Action Step Create a library of momentum-building tools that can be shared with others in your sales organization. Engage everyone in your sales force in contributing to at least one of the activities listed. ● ● ● How do you know when you've successfully completed the 2nd Decision? Sometimes prospects combine the 2nd & 3rd decisions.SNAP Selling Strategy Guide 22 ● What are the common reasons that your prospects decide to stay with the status quo instead of change? What momentum-building tools do you currently have in place to address these issues? What might you want to add? What does your company need to create How can you best parcel these educational resources out slowly? Put together a plan you can use when working with your prospects. put together case studies. As a seller. What do you currently do to make that happen? If you got serious about doing this. Why is that? How do you know when that happens? Why is it worth getting involved in the 2nd Decision when you know your prospect will be calling in your competitors before they make the final decision? © Jill Konrath 2010 www. Write your own articles. interview customers. find papers from industry experts. you need to be the catalytic agent.

com 651-429-1922 .SNAP Selling Strategy Guide 23 NOTES: Part 3 ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ © Jill Konrath 2010 www.snapselling.

com 651-429-1922 . director. strategies. Analyze it for potential bottlenecks. customer insights and more. manager) and groups are involved (marketing. © Jill Konrath 2010 www. legal)? ● ● Action Step As a group. what would you change? What can you to do increase your chances of getting the business if you're "late to the party?" Describe the process your customers go through to make a decision to change. Now. Look for places you could create tools to expedite the process. what thoughts come to mind? How about your role in the 3rd Decision? Why do you think most sellers struggle to win the business when they're up against competitors? ■ Chapter 27: Selling to Hot Prospects This chapter focuses on key strategies you need to use when you're dealing with prospects who've already made the decision to change. ● On page 216.SNAP Selling Strategy Guide 24 Part 4: The Third Decision ■ Chapter 26: Third Decision Overview Take a look at the 3rd Decision Overview on page 209. they're looking at options. Share your knowledge regarding their strengths. Have you ever made a similar mistake? If you could do it over again. ● ● ● As you review your customer's perspective. Make sure to include all decision makers involved in your buying process. Continue on by landscaping the competition. Konrath talks about the biggest goof that sellers make at this stage of the decision process. operations.snapselling. What positions (vice president. Think about how you could become a differentiator in the process. create a decision map. weaknesses.

what do your prospects fret over? What can you do to reduce your prospect's perceived risk in doing business with you? What other ideas do you have besides the ones in the book? Action Step As a group. Practice explaining it to each other so you can use it effectively. ■ Chapter 29: Aligned: Balancing the Value-Risk Equation This chapter focuses on the multitude of considerations that prospects address as they assess their options — and what you can do to significantly increase your chances of getting the business. Also. how would these responses make you feel? What are the tough things you have to bring up? How can you address them better? ● ● Action Step Create a road map for your prospects. Notice how the seller dealt with the issues. how could you best explain it to your prospect? © Jill Konrath 2010 www. outline the steps of the process. Talk about the ones you're currently using. ● ● ● Do you have a compelling vision of the future? Could you create one? How can you create conceptual buy-in to your product or service? What type of financial decision makers are your prospects? Do you have the tools & strategies you need to be effective with both types? Share your ideas with each other.SNAP Selling Strategy Guide 25 ■ Chapter 28: Simple: Make the Decision as Easy as Possible This chapter focuses on how you can leverage simplicity to get the business when your prospects are looking at competitors. ● What does it mean to become a decision guide? Why is that so important when dealing with crazy-busy people? What are some things you can do to help your prospects simplify their decision-making process? Review the questions on pages 226 – 229. What is your customer losing by not moving ahead right now? How can you calculate it? Then. think about the cost of 651-429-1922 . Show them how you'll be working with them. If you were the prospect. talk about the ones you're not using: Would they work? Should you include them? How do you feel about asking them? Bringing up the "tough stuff" is always a challenge. Are you risky business? If so.snapselling. Review the dialogs on page 230 – 231.

● Pull out a sample presentation you recently gave to a prospect. you'll get fresh ideas to make yours snappier. What exactly does she mean by this? Have you tried it before – and if so. it's your job to become the difference. If you were only allowed 7-10 slides. Take a look at the strategies on 248 – 250. In this chapter. ■ Chapter 31: Priority: Getting the Business Now's the time to focus on presentations and proposals.snapselling. Brainstorm how you can make intangible things like "excellent service" or "high quality" or "technological superiority" become more tangible. How and when can you best utilize them to your advantage? ● ● Action Step As a group. you'll learn strategies you can use to become an iNvaluable resource who regularly dominates the competition to win the 651-429-1922 . which ones would you use? Do you need to add any new slides to fill any obvious gaps? How can you get your prospects significantly more engaged? In other words. craft a comparison chart showing the differences between you and your competitors. what changes have you seen in how your prospects respond to you? When could you use this strategy most effectively? What are you currently doing to help your prospects differentiate between your company and your competitors? How can you make the contrast even more striking? When your prospects perceive minimal difference between you and your competitor.SNAP Selling Strategy Guide 26 ■ Chapter 30: iNvaluable: Be the One They Want to Work With In this chapter. ● Konrath talks about collaborating with your prospects "as if" they were already customers. Is it ruthlessly relevant? Does it raise the priority status of this change? Is it simple? Most sellers include way too many slides in their presentations. how can you turn it from a presentation into a conversation? ● ● © Jill Konrath 2010 www.

"Yes"? What other ideas do you have beyond those that are presented in the book? Action Step If your customers typically request presentations as part of their decision process. You can significantly improve your success rate by changing what you do in these meetings. you'll get more business. ● What kinds of things can go wrong right after a deal is signed and you're just starting working with a new customer? What do you need to do to minimize the chances of this happening? Why is it important to celebrate your customer's success? How does it help them? You? ● © Jill Konrath 2010 www. If 651-429-1922 .SNAP Selling Strategy Guide 27 ● ● Review the proposal format on page 257. spend serious time evaluating the effectiveness of your current template. ■ Chapter 32: Success with the Third Decision Your initial sale into an account is often a test. How would you evaluate your proposals based on the recommendations? What might you need to add? Eliminate? How can you make it easier for your prospects to say. If you do well. they won't waste any more time with you. 651-429-1922 .SNAP Selling Strategy Guide 28 NOTES: Part 4 ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ © Jill Konrath 2010 www.

SNAP Selling Strategy Guide 29 Part 5: Wrapping It Up ■ Chapter 33: SNAP to It! This final chapter brings together everything that's been covered in SNAP Selling. It's time for you to thing about it too. __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ 5. __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ © Jill Konrath 2010 www. Go back over the book and pick out the five most important things you learned in reading it. __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ 651-429-1922 . __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ 2. __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ 4. 1.snapselling.

© Jill Konrath 2010 www. kick-off events and conferences.snapselling. visit Need a speaker for an upcoming sales meeting? Sales expert Jill Konrath is a popular speaker/ trainer at annual sales meetings. soared to #1 sales book on Amazon within hours of its release and has already been hailed as an instant classic and Sales 2. SNAP Selling. her newest book.SNAP Selling Strategy Guide 30 So where do you go from here? ■ SNAP Selling ● ● ● ● Four free sales tools including: 9 Tips to Get Prospects to Call You Back (1-page cheat sheet) Value Proposition Generator (1-page cheat sheet) Buyer's Matrix for additional decision makers 45-minute audio on Selling to Crazy-Busy Prospects www. Selling to Big ■ Selling to Big Companies ● ● ● Multiple resources for salespeople including: Sales Article Library Two-Minute Video Tips CD/audio programs to learn more www. was named a “must read” by Fortune Magazine and has been an Amazon’s Top 25 Sales Books since or call 651-429-1922 . Her first book.0 survival guide. To learn more about bringing Jill in to speak to your sales organization.sellingtobigcompanies.jillkonrath.

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