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Sales Training - Sales Coaching

The Selling Skills INSTITUTE is a Massachusetts company that specializes in sales
education and personal deve...
We consult with
management to
define specific
objectives. Then
we diagnose and
assess sales team’s
strengths and
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  2. 2.  WHO WE ARE The Selling Skills INSTITUTE is a Massachusetts company that specializes in sales education and personal development for business owners, executives, entrepreneurs, as well as inside and outside sales professionals. For over 17 years, we’ve been delivering high-quality education programs that arm clients with new thinking habits, cutting-edge selling and interpersonal skills, business acumen, and a customized sales playbook that outlines the best in-class sales practices for sustaining a competitive edge.  OFF THE TRADITIONAL PATH The Selling Skills INSTITUTE is unique. Our proprietary SHIFT THINKING™ TEACHING MODEL delivers value well beyond the transfer of skills, techniques, tactics, and knowledge. Other training companies teach salespeople what to think and what they should do. At the Selling Skills INSTITUTE, we teach clients how to think differently, at the level necessary to transform behavior and drive peak performance.  BENEFITS WE OFFER Here is what you can expect when you engage the Selling Skills INSTITUTE. A more confident and effective sales team which delivers an increase in predictable sales and at higher profit margins.  WHAT WE DO The Selling Skills INSTITUTE utilizes a proven and highly effective proprietary and trademarked teaching model that helps clients discover self-defeating thoughts that hold them back. We then customize a program to retool thoughts that inhibit them from performing behaviors that are needed to reach their goals. We help clients to Selling Skills INSTITUTE 2  Blast through self-imposed limitations  Connect with key decision makers  Build trust during each customer interaction  Set more qualified appointments  Improve sales predictability  Build robust sales pipelines with over- flowing sales opportunities  Configure value-based solutions that meet the needs of the buyer  Close more profitable sales in less time  Generate revenue and boost profits
  3. 3. We consult with management to define specific objectives. Then we diagnose and assess sales team’s strengths and weaknesses. Diagnose Agree on competency requirements: Product knowledge, selling, interpersonal and business skills needed to succeed. Competency Standardize key performance indicators to drive consistent performance. KPI’s Map key steps in the selling process to drive consistency, efficiency, and effectiveness. Mapping  OUR APPROACH At the Selling Skills INSTITUTE, before we onboard a new client, we assess your organization’s needs, goals, and vision for the future. We help clients to clarify the specific business results they want to achieve and the real changes that must take place in order to achieve them. Then we develop a customized learning program that is aligned with corporate objectives and DRIVES PHENOMENAL BUSINESS RESULTS.  ONSITE AND VIRTUAL LEARNING COURSES The Selling Skills INSTITUTE offers a full suite of onsite and virtual (webinars) sales education and developmental learning programs with over 100 prospecting and sales topics to choose from. Additionally, we provide personal coaching via telephone to reinforce all of our developmental offerings. We work with clients to customize the content and length of each training course to meet their specific budget requirements and business objectives. We offer ½ day, full day, and ongoing reinforcement programs, as well as workshop facilitation, and keynote speaking. 3 ONBOARDING NEW CLIENTS  NEW CLIENT ONBOARDING STEPS
  5. 5. SHIFT THINKING™ MODEL Mindset Skills Behavior Process  PROPRIETARY TEACHING MODEL At the Selling Skills INSTITUTE, we use a proprietary teaching model called Shift Thinking™. Through a combination of research, surveys, best practices, and practical experience, Charlie Anderson created this BREAKTHROUGH TEACHING MODEL that pulls together all of the critical determinants of sales success into a results driven change acceleration process.  BASED ON THE BOOK SHIFT THINKING™ The Selling Skills INSTITUTE’S Shift Thinking™ teaching model is based on success principles from Charlie’s bestselling book Shift Thinking. In his book, he details specific steps to tap into the mind and affect changes in thinking so that behavior and SALES RESULTS are POSITIVELY IMPACTED. 5  SHIFT THINKING™ TEACHING MODEL
  6. 6. MINDSET Thinking Feelings Behavior Sales Performance  Thinking is one of the most powerful forces on the planet  Thoughts control our life, mold our character, and determine our level of success  There is no other place in the universe, other than in your mind, where you are the absolute master 6  KEY DIFFERENTIATOR Almost all reputable sales training companies train salespeople on best practices, selling skills, tactics, and techniques – some even offer enablement tools to help sales professionals get the job done. However, unlike the Selling Skills INSTITUTE, none utilize a proven teaching model that provides a step-by-step process to help salespeople breakthrough self-defeating thinking and behavior patterns. Our proprietary Shift Thinking™ teaching model helps to transform average salespeople into TOP PERFORMING SALES PROFESSIONALS and top performers into RAINMAKERS.  THE SELLING SKILLS INSTITUTE IS DIFFERENT Our Shift Thinking™ Teaching Model is designed to teach clients how to program their minds to think and behave differently, so that they’re able to escape from the iron-grip of their self-made prisons and smash through barriers to greater achievement. The SHIFT THINKING™ TEACHING MODEL is based on the scientifically proven fact that thinking affects feelings, which in turn, affects behavior, and ultimately sales performance. By helping clients unlearn what they’ve learned in the past that keeps them stuck, and retool their current thinking, they’re able to tap into their true potential and achieve new possibilities.
  7. 7. RETOOL THINKING There is a story about a Harvard Professor who was visited by a college student who went on and on about all he knew about psychology. The professor began pouring water in the student’s glass, but when the glass filled up, he kept pouring. The student exclaimed, “Stop! The glass will not hold anymore.” The professor replied, “That’s right! HOW CAN I TEACH YOU ANYTHING IF YOU DO NOT FIRST EMPTY YOUR GLASS?” 7 “The problem is never how to get new thoughts into your mind, but how to GET OLD ONES OUT. Every mind is a building filled with archaic furniture. Clean out a corner of your mind and allow new thoughts to fill it.” Dee Hock. Founder of VISA At the Selling Skills INSTITUTE, we recognize that prior knowledge and life experiences are the two most important factors in learning. In order for new learning to take place, there must first be a RETOOLING phase. The Retooling Process involves two key steps: 1. Unlearning 2. Creating an opening for new information Unlearning is exactly what it says. Intending to let go of what we have already learned or acquired. The focus is on emptying and creating an opening for new information. The Selling Skills INSTITUTE is the only sales training and developmental company that uses a proprietary RETOOLING PROCESS to help our clients to achieve goals that they never thought were possible.
  8. 8. RETOOL THINKING 1. Think About What You’re Thinking 2. Identify Positive Thoughts 3. Identify Problematic Thoughts 4. Write Positive Affirmations 5. Practice New Behavior  TAKE YOUR SALES RESULTS TO THE NEXT LEVEL Research has proven beyond a shadow of a doubt that success is a byproduct of behavior and that all behavior starts out as a thought. At the Selling Skills INSTITUTE, our step-by-step Retooling Thinking Process helps clients modify their thinking so that they can alter their behavior and achieve their peak potential. 8  HOW IT WORKS At the Selling Skills INSTITUTE, we believe that if you continue to have the same thoughts, you will continue to get the same results. If you’re looking to IMPROVE YOUR SALES RESULTS, you have to become mindful of your patterns of thinking, unlearn self-defeating thinking that’s holding you back, and program new thoughts into your mind to breakthrough barriers and achieve new possibilities.  RETOOL THINKING – THE PROCESS
  9. 9. BUYER’S JOURNEY NEEDS AWARENESS EVALUATE ALTERNATIVES EVALUATE RISK Buying Decision  Buyer becomes aware of potential problem or need  Awareness may occur through marketing and /or sales activity  Buyer investigates possible options to solve problem or meet perceived needs  Buyer may do their own research or hire an outside consultant.  Buyer concludes that the need will be met (problem will be solved) and is comfortable imitating change.  Buyer concludes there is justification to change buying behavior and make a financial commitment SALES PROCESS PLAN CREATE QUALIFY DIAGNOSE DEVELOP PROVE CLOSE Determine who to sell to―your ideal client and the best methods to approach them. An opportunity has to be created through a combination of marketing and sales activity. When interest is expressed, both buyer and seller decide if the opportunity merits additional investment in time and resources. Buyer and seller collaborate and determine buying motive, change motive, and money tolerance. Buyer and seller arrive at a definition of a solution to solve a problem or meet the need. The proposed solution must demonstrate that it meets the criteria for solving the problem through various forms of proof. A mutually agreeable financial commitment is secured and time- lines are agreed upon to implement the solution. SALES MODEL Rapport, Credibility & Trust Ground Rules Decision Maker (Who) Approval Process (How) Buying Motive (Why) Change Motive (Urgency) Money Tolerance Proof Step Close / Next Step SHIFT THINKING SALES FRAMEWORK 9 TEACHING TOPICS Mindset  How champions think Core competencies  Selling, business and interpersonal skills Behavior and metrics  Daily activities, KPI’s, and tracking Process  Designed selling approach
  10. 10.  BUYER-ALIGNED SALES MODEL The Selling Skills INSTITUTE provides clients with a consistent, effective, and systematic buyer-aligned, conversational selling model that helps them quickly establish rapport and credibility, qualify and disqualify opportunities, uncover real buying motives, reveal buyer’s change motives, determine money tolerance, and close profitable sales in less time. Rapport, Credibility and Trust1 Ground Rules2 Decision-Maker3 Approval Process4 Buying Motive5 Change Motive6 Money Tolerance7 Proof Step8 Close / Next Step9 Discipline brings consistency Consistency brings predictability Predictability is something you can measure “If you can’t describe what you are doing as a process, you probably don’t know what you are doing.” W. Edward Deming Management consultant. 10 SALES MODEL Our sales model is a robust strategy that helps define conversational structure, sequence, and messaging without imposing a fixed route.
  11. 11. 1. RAPPORT, CREDIBILITY, AND TRUST Build rapport, credibility, and trust by demonstrating keen interest in the prospective client’s world. Build rapport by being interested rather than being interesting. 2. GROUND RULES Craft agreements that balance the needs of the prospective client and the salesperson’s organization. 3. DECISION MAKER Identify stakeholders, buyer influencers, change mobilizers, “bridge builders”, and key decision makers, as well as their personality styles (Expressive, driver, relater, analytical). 4. APPROVAL PROCESS Specific criteria potential clients consider and timelines for saying “yes” or “no”. Mapping the buyer’s purchasing journey. 5. BUYING MOTIVE A thorough understanding of the issues plaguing potential clients as well as the emotional content associated with the issues. 6. CHANGE MOTIVE A framework for influencing buyer’s thinking, perceptions, decisions, and actions in support of changing from the status quo. 7. MONEY TOLERANCE Assess purchasing power – determine whether potential clients are able and willing to pay for your value-based solution. People will find a way to pay for things that are important to them, and important is a purely a subjective thing. 8. PROOF STEP Configure value-based solutions that meet the unique needs of the buyer. Clearly explain the links between solutions, benefits, and buyer’s needs. Offer unique ideas and insights that prospects have not yet considered. 9. CLOSE / NEXT STEP Ask for the sale. Then agree on what happens next and when it will happen. BUYER-ALIGNED SALES MODEL 11
  12. 12. Sales Steps Objectives Driving Dialogue 1. Rapport, Credibility and Trust OBJECTIVES Build rapport, credibility and trust during each prospect and client interaction.  Commonality  Listen to understand by expressing interest and asking pivotal questions  Emotional intelligence  Share industry knowledge and insight  Be aware of body language and voice tone  Planning and research Have in-depth knowledge of the prospect’s competition, marketplace, organization, and industry. FIRST IN-PERSON MEETING  How long have you been with the company?  What originally led you to work for this company?  What would you say is different about your company today from when you started?  Transition Step The transition from small talk to business talk.  Purpose Statement The purpose of today’s meeting is to determine whether we can help you achieve your sales goals. Does that make sense? 2. Ground Rules Constantly check-in with prospects and clients to assure that expectations are in alignment. OBJECTIVES Craft agreements that balance the needs of the prospective client and the sales- person’s organization.  Expectations Alignment between your expectations as well as the prospect’s expectations.  Tools  Mini commitments  Agree on clear next steps LEAD-IN STATEMENT Before I get too deep into what we do, does it make sense for us to talk about each other’s expectations?  Salesperson Can you help me understand what you’re looking to accomplish during today’s meeting? 3. Decision Maker Who makes the decision? OBJECTIVES Identify all key players who participate in or influence the buying decision.  Economic buyer  Stakeholders  Ratifer  Change mobilizer  Personality styles. Driver, analytical, amiable, and expressive.  Push Backs Be prepared to handle push backs from decision makers. QUESTIONS  In addition to you, who else gets involved?  Who will make the final decision?  Who is able to veto the final decision?  Is there a break-off point where your decision-making authority ends?  If a committee makes the decision, what are the various roles of each person?  Who do you confer with about this type of sale? 12 CUSTOMIZED SALES PLAYBOOK Example of what a customized sales playbook looks like
  13. 13. 4. Approval Process How buying decisions get made and the criteria that’s used to make the decision. OBJECTIVES Determine the steps and criteria that govern buying decisions. 1. The buyer’s journey 2. What decisions get made in each step? 3. Who is involved in each step? 4. Key priorities of decision makers in each step 5. When will they decide? QUESTIONS  Can you walk me through your decision making process?  What evaluation criteria was use to hire your incumbent?  In addition to price, what else will be evaluated?  What is your timeline for making a decision?  Will one department /person have veto power over another?  What internal factors may derail a sale or prevent the process from moving forward?  How will the buyer choose between alternatives? 5. Buying Motive OBJECTIVES 1. Uncover the prospect’s reason to buy―a problem or a potential missed opportunity. 2. Find out why the problem or opportunity is important. 3. Uncover the emotional driver behind the buying motive. 4. Summarize what you heard 5. Get confirmation  Don’t solve problems in this step. Withhold offering a solution until you have explored the problem to be solved and/or the results to be achieved.  Emotional Driver Understand what the purchase will mean for the prospect personally. QUESTIONS Problem Questions  What do you see as the biggest hurdle in achieving your goals? Opportunity Questions  How does your ideal vision compare with your current situation? Ask Why  Mr. Prospect can you explain why you feel that’s problematic? Let prospects verbalize their emotional feelings  Ideas and Insight Offer unique ideas and insight that prospects may not have considered before.  Emotional Driver Question “When this is successfully implemented, how will this effect you personally at your company?”  Stories Share stories to illustrate important points. Sales Steps Objectives Driving Dialogue 13 CUSTOMIZED SALES PLAYBOOK Example of what a customized sales playbook looks like
  14. 14. 6. Change Motive OBJECTIVES Reason to change In order to close a sale, not only does a prospect need a motive to buy, he/she also needs a reason to change from the status quo.  Business Issues and Implications Your primary objective in this step is to determine how serious the problem is. - Personally - Organizationally  Stay alert for change signals CONSEQUENCES Prospects change to avoid negative consequences and to achieve desired goals. Implication Questions Implication questions are used to probe for impact and consequences.  Severity of Business Problem “Mr./Mrs. Prospect is this a problem or an opportunity that you feel strong enough about to make a change? (Move your business from your incumbent to me?) 7. Money Tolerance OBJECTIVES It’s imperative that you understand all financial parameters related to the sale before offering a solution.  Is the prospect able and willing to allocate sufficient financial resources to fix their problem and or achieve their goal? FINANCIAL PARAMETERS  Does the prospect have the financial resources to purchase your product and or services?  Have you validated that your contact has the authority to commit funds?  What’s the tangible evidence that funding has been committed? 8. Proof Step OBJECTIVES Configure a solution that meets the unique needs of the prospective client.  Expectations & Commitments What expectations and commitments need to be agreed on before you present a solution?  Objections What objections are you likely to hear? And are you prepared to address them? PRIOR TO PRESENTING Mini-commitment question “I feel certain that we have a solution that addresses your concerns. Assuming you’re in agreement, after today’s presentation ,are you prepared to move forward?” This question will reveal obstacles in the way of a sale.  Cost-benefit analysis Articulate a business case that demonstrates a benefit to the prospective client.  Can you answer these questions?  Does the prospect like the proposed solution?  How does it compare to other solutions?  Were you able to demonstrate a ROI? Sales Steps Objectives Driving Dialogue 14 CUSTOMIZED SALES PLAYBOOK Example of what a customized sales playbook looks like
  15. 15. 9. Close Step And next steps OBJECTIVES GAIN PROSPECT’S COMMITMENT After summarizing your solution, wrap-up the sale by securing the prospect’s commitment to buy. ASK FOR THE SALE If all eight prerequisites for closing the sale have been fully satisfied then you have a green light to ask for the sale.  Closing Questions  Mr. Prospect are you prepared to make a yes or no decision?  Mr. Prospect are you comfortable with what we discussed and are you prepared to start working with me? Clarification Questions Encourage prospects to think about what they are asking or thinking about.  Why are you saying that…?  What exactly does this mean…?  How does this relate to what we have been talking about?  What is the nature of...?  What do we already know about this?  Can you give me an example?  Are you saying ... or...?  Can you rephrase that, please? Probe Assumptions Probing assumptions encourage prospects to think about the beliefs on which they are basing their argument.  What else could we assume?  You seem to be assuming...?  How did you choose those assumptions?  Please explain why / how...?  How can you verify or disprove that assumption?  What would happen if...?  Do you agree or disagree with...? Probe Rationale, Reasons and Evidence When prospects give a rationale for their arguments, dig into that reasoning rather than assuming it is factual.  Why is that happening?  How do you know this?  Show me...?  Can you give me an example of that?  What do you think causes...?  What is the nature of this?  Are these reasons good enough?  Would it stand up in court?  How might it be refuted?  How can I be sure of what you are saying?  Why is ... happening?  Why? (keep asking it) 15 Sales Step Objective Driving Dialogue CUSTOMIZED SALES PLAYBOOK Example of what a customized sales playbook looks like
  16. 16. BUYER-ALIGNED MESSAGING At the Selling Skills INSTITUTE, we’re serious about BUYER ALIGNED MESSAGING. For the past decade, we have been teaching clients that one of the best ways to increase their strategic impact and differentiate themselves in the marketplace is to make a transition from product-focused messaging that reflects selling product features and benefits to BUYER-ALIGNED MESSAGING that reflects the buyer’s perspective. A recent best practices study showed that organizations that focus on communicating their understanding of the buyer’s challenges along with providing solutions that help buyers solve those challenges experience:  25% higher quota attainment  20% higher win rates  Five times less discounting  Three times the competitive win rate At the Selling Skills Institute, we provide clients with enablement tools they need to communicate the purpose, value and differentiation of their company’s products, people, solutions, and services. 16 The Selling Skills INSTITUTE’S BUYER’S ALIGNED VALUE-BASED SELLING MODEL is designed to help clients 1. Identify key client problems and opportunities that their solutions solve. 2. Break-down client problems into key underlying causes. 3. Align client problems with company solutions. “You have a problem, we understand that problem as well as the underlying causes. Here's how our capabilities solve those causes, here’s how we solve them better than our competitors, and here’s the value we deliver to your business.” Buyer-Aligned Messaging
  17. 17. PROSPECTING PROGRAMS Our Shift Thinking™ Prospecting Programs offer practical insight and proven strategies to help clients connect with key decision makers, double the number of qualified appointments they set, build a robust sales pipeline, and close profitable sales in less time. AFTER COMPLETING THIS COURSE, PARTICIPANTS WILL KNOW HOW TO  Reprogram negative thoughts and beliefs about prospecting  Improve daily productivity  Effectively conduct pre-call planning and key research  Target ideal clients  Develop a value proposition that aligns with their buyer’s journey  Leverage social media and reach more decision makers Our SHIFT THINKING™ PROSPECTING PROGRAMS are tailored to address the specific needs of our clients. Programs include multiple sales tools including: Handouts, workbooks, PowerPoint slides, case discussions, homework assignments, and action plans. Programs involve multiple small group collaborative role-play exercises that provide participants with an opportunity to practice what they have learned. 17  Connect with screeners and gatekeepers  Gain access to top-level decision-makers  Stop cold calling and set more qualified appointments  Capture decision makers attention within the first 25 second of a call  Quickly qualify and disqualify sales opportunities  Use voicemail as a tool to connect with decision makers  Manage your pipeline and move stalled prospects forward  Follow-up and advance prospects through the sales pipeline  Effectively network and ask for referrals and introductions
  18. 18. OPPORTUNITY CALLING 18 It’s been described as the MOST POWERFUL and EFFECTIVE teleprospecting (prospecting via phone) and appointment-setting program on the planet. It’s called OPPORTUNITY CALLING. This revolutionary telephone prospecting method will help your sales team  Overcome telephone prospecting avoidance  Connect with key decision makers  Double the number of qualified appointments they set  Build a robust pipeline of sales opportunities  Close on the logical next step  Make telephone prospecting calls without the fear of rejection and failure The OPPORTUNITY CALLING TELEPROSPECTING METHOD is the brainchild of Charlie Anderson, president of the Selling Skills INSTITUTE and the author of four books including his number one bestseller, The Secret to Winning Big which he co-authored with the legendary speaker, trainer, and author Brian Tracy. Charlie not only wrote the book, but he practices what he teaches. Bernie Cronin, author, trainer, and speaker from West Palm Beach Florida, describes Charlie this way in his new book, If Your Can’t Act, You Can’t Sell. “As shy as he may have been outside of work, he is equally as fearless when it comes to making telephone prospecting calls. Charlie knows how to play that role better than anyone else.” “Sales reps that follow the Opportunity Calling Method achieve a WIN ON EVERY TELEPHONE PROSPECTING DIAL.” Charlie Anderson O P P O R T U N I T Y C A L L I N G Contact Charlie Anderson to discuss how the OPPORTUNITY CALLING METHOD can be custom-tailored to address your sales teams appointment-setting challenges. Email me at: charlie@shiftthinking.net or call me on my direct line 339-927-2746.
  19. 19. SHIFT THINKING™ COACHING  SALES COACHING Coaching can help you skyrocket your sales results. Sales reps are taking on bigger territories, facing higher quotas, and making more customer contacts than ever. But according to a recent study, fewer than 55% of sales representatives make quota. The Selling Skills INSTITUTE'S SHIFT THINKING™ SALES COACHING is relatively easy to introduce, control, and monitor, and it generates immediate and measurable results. INDIVIDUAL OR TEAM COACHING sessions are highly focused sessions ranging from 40 minutes to one hour, delivered either over the phone or in a face-to-face setting. S A L E S C O A C H I N G C A N H E L P Y O U  Clarify sales objectives into manageable and realistic goals  Refine existing strategies and/or create new strategies  Create a call strategy before calling or meeting with prospects  Develop and master new sales and interpersonal skills  Create a rock-solid value proposition to differentiate you from your competition  Eliminate unrealistic barriers that may be preventing success  Prioritize activities into revenue-generating behavior  Effectively use closing skills to gain commitments  Remove roadblocks to success – like call avoidance  Position yourself as a trusted business advisor  Build the confidence to pursue larger accounts and win more often  Eliminate procrastination  Improve productivity by quickly qualifying and disqualifying opportunities  Leverage the power of influence to skyrocket sales results 19 Contact Charlie Anderson to discuss how HIGH PERFORMANCE SALES COACHING can be custom-tailored to address your sales teams objectives and challenges. Email me at: charlie@shiftthinking.net or call me on my direct line 339-927-2746.
  20. 20. CHARLIE ANDERSON  CHARLIE’S BIO Charlie Anderson is president of the Selling Skills INSTITUTE, a Massachusetts company that specializes in the education, training, and personal development for business owners, executives, entrepreneurs, as well as inside and outside sales professionals. During the past 17 years, Charlie has trained and coached thousands of sales professionals in the insurance and financial industries, commercial printing, digital media, TV broadcast, banking, marketing, and advertising fields. 20 Charlie is the creator of the proprietary and trademarked Shift Thinking™ Teaching Model−a step-by-step process which leads to profound transformation in thinking, behavior, and sales results. He is the author of four books including his number one bestseller, The Secret to Winning Big, which he co-authored with the legendary personal development trainer, author, and speaker Brian Tracy. In 2012, Charlie Anderson was recognized by The National Academy of Bestselling Authors, an organization that honors authors from many of the leading independent bestsellers lists. Charlie’s mission is to help clients achieve their personal and business goals faster and easier than they ever thought possible. C H A R L I E I S T H E A U T H O R O F
  21. 21. VALUE PROPOSITION The Selling Skills INSTITUTE is a Massachusetts company that specializes in sales education training and personal development for business owners, executives, entrepreneurs, as well as inside and outside sales professionals. For almost two decades, the Selling Skills INSTITUTE'S proprietary Shift Thinking™ teaching model has helped transform sales reps and sales teams at hundreds of companies into top performing sales professionals. Our teaching method has helped sales teams double the number of qualified appointment they set, create robust sales pipelines, improve close ratios by up to 25 percent, and significantly boost revenue and profits. S e l l i n g S k i l l s I N S T I T U T E ’ S V a l u e P r o p o s i t i o n 21 SELLING SKILLS I N S T I T U T E
  22. 22. ASSESS TRAINING OBJECTIVES 22 1. Define key training objectives for your sales team.  Key strength areas  Areas that need most improvement 2. Each objective should reflect a specific, measurable, attainable, relevant, and timely goal. 3. How many hours per month are you willing to commit to sales training / coaching?
  23. 23. Shift Thinking™ Sales Education Development Guide Mindset Topics A different way of thinking about prospecting and selling Win the inner game of selling: Thoughts, feelings, and behavior How to breakthrough barriers and become your best self How to effectively deal with fear and rejection Identity and role separation Shift Thinking principles for success How to modify negative thinking Differences between static and growth thinkers Clear purpose and strong why How to reprogram self-limiting thinking Abundance vs. scarcity thinking Goal Setting Begin with the end in mind From goal setting to execution SMART Goal setting High-pay sales activity Sales plan development Calendar management Pre Call Planning Strategies Prospect research, social media, and intelligence gathering Design a compelling value proposition Profile of ideal clients Qualifying vs. disqualifying mindset Document internal sales process Identify features vs. benefits Personal brand development Schedule your day – block time Effective communication skills Lead Generation / Pipeline Growth Strategies to get in front of prospects Outbound marketing campaigns Network to expand your business Asking for referrals and introductions Telephone Appointment-setting Opportunity Calling – A bold alternative to cold calling Working with gatekeepers & screeners Block time slots for calling 23
  24. 24. Telephone Appointment-setting Five stages of an appointment call Compelling messages and talking points A well designed call objective Gain access to decision makers Appointment-setting call template Understand and identify trigger points Handling objections and push backs Warm up calls – emails & letters Use voicemail to stand out from the competition How to handle unreturned voice mail messages Questions that stimulate conversations Agree on next steps on every call Breakthrough call reluctance Face-to-face Selling Model How to establish rapport and credibility – The first meeting Setting the right expectations (agenda) Identify decision makers, mobilizers & Influencers - Decision X-ray Approval criteria (How buying decisions get made Buying motives (Pain and pleasure) Face-to-face Selling Model Change motive (Why buyer’s change from status quo?) Money tolerance – access purchasing power Proof step – Solutions that meet buyer’s needs and wants Close / next step - Ask for the sale. Then agree on what happens next Enablement Tools Diagnostic interviewing skills (Getting to the real problem) Emotional and rational buying motives Mini commitments lead to sales The iceberg questioning technique Strategic conversations that accelerate success Presentation skills that close sales Persuasiveness – How to spur people to take action How to handle the early price question Clarify fuzzy words and phases Avoid premature presentation syndrome How to redirect conversations headed in the wrong direction Forget Pain … it’s all about the SHIFT Problem finder vs. problem solver Shift Thinking™ Sales Education Development Guide 24
  25. 25. Shift Thinking™ Sales Education Development Guide Enablement Tools Negotiation skills Buyer’s journey defined 5-step behavior change process How to Influence prospects to think differently and to take action Key account selling Attention management vs. time management Distinction between value and price The differences between interested and interesting Personality styles come into play Buyer’s remorse The sales professional’s playbook Business acumen for sales professionals Selling at the executive level Structuring effective face-to-face sales meetings Walk away mindset– Knowing when to walk away Questions – Exploring beyond the obvious Earn the status of Trusted Advisor Buyer persona – Insights about buying behavior Being a first class “noticer” – Pay attention to what’s happening Enablement Tools How to shorten sales cycles Focus on high-gain opportunities It’s time to get beyond the pain How qualified is qualified? Crafting your introductory phone remarks Diagnosis trumps presentation Cutting through the smoke and mirrors Structure for a compelling proposal Financial conversations – Cost, return, investment Set the agenda for the sales call while soliciting buyer’s intentions Sound consultative-selling techniques The difference between leading the buyer into discovering your product’s benefits instead of “pitching” them on benefits Pipeline Management How to properly manage a sales pipeline Be professionally persistent Follow-up calls are critical Advance stalled prospects forward 25
  26. 26. SALES EDUCATION CALENDAR Event Training Curriculum ½ Day Program 9:00am – 12 Noon Two or three topics with role play Full Day Program 9:00am – 4:30pm Four or five topics with role play and team exercises On-going Training Curriculum Full day, once a month, for three months Four or five topics with role play, team exercises, and homework assignments On-going Training Curriculum Full day, once a month, for six months Four or five topics with role play, team exercises, and homework assignments On-going Training Curriculum Full day, once a month, for 12 months Four or five topics with role play, team exercises, and homework assignments Individual Coaching Curriculum One hour face-to-face or via phone coaching. Duration to be determined 26
  27. 27. CLASSROOM LEARNING How much information did the sales rep actually retain from the training session? TRANSFER OF LEARNING TO BEHAVIOR How is the sales rep able to actually apply the learned knowledge in his or her day-to-day work? Here is where learning begins to create actual value for the company. ACTUAL BUSINESS RESULTS What critical business metrics are showing actual change? This is where company bottom line metrics are measured and observed for success / failure. BOTTOM LINE METRICS  Inflow of new opportunities into sales pipeline  Number of new opportunities closed (won – lost)  Average sales price of won deals  Average duration of time (typically in days) it takes to win a deal METRICS THAT MATTER 27
  28. 28. SELLING SKILLS INSTITUTE “The Leader In Transforming Sales Performance” THE SELLING SKILLS INSTITUTE SPECIALIZES IN ONSITE CORPORATE SALES EDUCATION AND INDIVIDUAL COACHING. If you’re interested in having your sales team double the number of qualified appointments they set, improve their close ratio by up to 25 percent, and skyrocket their sales, call us today to learn more about our unique sales education and individual coaching programs. Contact the Selling Skills INSTITUTE at 339-927-2746 or visit our website at sellingskillsinstitute.com