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12SolutionSelling1APowerfulToolforSalespeopleWhoisSellingaCombinationofProducts,ServicesandConcepts3•Anewapproachtogenerateprospectsandnewbusiness.•Abehaviorally-correcttechniquefordevelopingbuyerneeds,specifictoyourproduct,serviceandconcept.•Anintegratedbuyer-qualificationmodelwhichtargetsaccesstopower,committeedecisions,andthenegotiationofthesalescycle.•Aprototypefordevelopingsalestools,specifictoyourproductsandmarkets,whichenablessalespeopletosucceedimmediatelywhiletheygaintheexpertisetheywillneedlongterm.•Asetoftoolswhichenablesmanagementtomanagepipeline,assignprospectingactivity,controlthecostofsales,andpredictfuturebusinessmoreaccurately.SalesTrainingComponents4DiagnosticsandPowerBasedSelling•BotharesalesmodelswhichintegratewithandexpandSalesTraining.•Diagnosticssellinghelpsintheareaofneedsprocessinganddecisionmanagement.•PowerBaseSellinghelpsestablishapoliticalinfluencestrategyandacompetitivesalesstrategy.5THETRADITIONALPROCESSTHEDIAGNOSTICPROCESSUNSTABLERELATIONSHIPSTABLERELATIONSHIPClosePresentationProblemSolvingQualifying45%35%15%5%5%10%35%50%AgreementPresentationDesignSolutionsProblemSolvingDiagnosisTraditionalvs.Diagnostic6SalesProcessOverview•Targetpotentialopportunities•Pre-callplanningandresearch•Createcuriosityandhope•Rapport,credibility,credentials•Developbuyeranduserneeds–determinepain,criticalissues–diagnosereasonswithbiastowardofferings–determineimpactsacrosstheorganization-who,how,financial–create,participatein,reengineerbuyervisions–clarifyexpectationsandownership•Agreeonevaluationcriteria7•Determinecapabilitiesneededtomeetbuyervision•Presentofferings•Buyeracceptanceofofferings•MutuallyagreeonROI•Negotiateawin/winprofitableagreement•Implementasagreed,measuresuccesscriteria•Continuetodeveloprelationship•UsesuccesstoleverageotheropportunitiesSalesProcessOverview(con’t)8HighDifficultySelling•Conceptual/intangible•Difficulttolearnandexplain•Perceivedasexpensive•Perceivedascomplex•Requiresmajorchangebybuyer•Soldtocommittees•Smallorganizationsellingtolarge9SuperiorSellerSituationKnowledgeCapabilityKnowledgePeopleSkillsSellingSkillsSituationalFluency-Alignwithyourbuyer10BasicPrinciples•NoPAIN,noChange•Diagnosebeforeyouprescribe•ThreelevelsofBuyerPAIN•Peoplebuyfrompeople•Powerbuysfrompower•“Product”=BuyerVISUALIZATION•Youcan’tselltosomeonewhocan’tbuy11LatentPainVs.PainLATENTPAINPAINCURRENTACTIVEEVALUATIONS12ThreeLevelsofBuyerPainLevelOne:LATENTPAINLevelTwo:PAINLevelThree:VISUALIZATION13DefinitionofNeeds•LevelOne:LatentPain–Potentialneedsforaproductorserviceinthemindoftheseller.Latentneedsareusuallyeitherignoranceorrationalizations.Apotentialbuyerisunawarethatapotentialsolutionexistsorhaspreviouslyattemptedtofindasolutionandwasunsuccessful.Itis/was“tooexpensive”or“toocomplicated”or“toorisky”,etc.•LevelTwo:Pain–Complaintstatementsbythebuyeraboutproblems,difficultiesordissatisfactionwiththeexistingsituation,iepain.Complaintstatementsindicatethatthebuyerknowshe/shehasaproblem,butdoesnotknowhowtosolvetheproblem.•LevelThree:VisionofaSolution–Capabilitystatementsbythebuyerindicatingthatthebuyeracceptsresponsibilityforsolvingtheproblemandspecifyingtheprecisecapabilitiesneededtodealwiththeproblem.Thesellermustparticipatepersonallyinthedevelopmentoftheneedinorderforittobeaqualifiedneed.14DefinitionofNeeds(con’t)•VisionofaSolution–NOTE:Whenabuyerhasavisionofasolution,hedoesnotexpectthesellertosolvetheproblem,butcannow“see”himselfsolvingtheprobleminhismind.Heisenabled.15ExamplesofNeeds•LevelOne:LatentNeeds–Peoplestandinginlinefortransactionsontheirlunchhouratthebank.–Inventorybuild-upduetoobsoleteparts.–Peoplemanuallyre-keyingdatafromunlikefinancialsystems.–Anentrepreneurwithnodisabilityinsurance.•LevelTwo:Pain–“Wearelosingcustomersbecausepeoplehatestandinginlonglines”.–“Ourinventoryismuchtoohigh.”–“There-keyingerrorsarekillingus”.–“I’mworriedaboutwhatwillhappentomybusinessifIgetsick.”•LevelThree:VisionofaSolution–“Weneedtobeabletohandletheaveragebankingtransactioninunder60seconds”.–“Ineedtobeabletosortmyinventorybydateoflastuse.”–“Weneedtheabilitytoconsolidatedatafromunlikesystemswithoutre-keying.”–“IneedtheabilitytogenerateXdollarsofincomeevenifIamdisabled”.16TypesofApproval•Sponsor•Beneficiaries•Adversaries•Legal/Technical/Administrative•Financial•PowerSponsor•POWER17ComponentsofaSalePAIN+POWER+VISION+MOMENTUM+PROCESS=SALE18HowPeopleBuy•LatentPain•Pain•Visualization•MatchVision•CostJustify•OvercomeFearofRisk•PriceJustify•TakeAction19AlignmentofBuying&SellingPhasesPhaseIPhaseIIPhaseIIINeedDefinitionEvaluateAlternativesTakeAction•Howmuchdoesitcost?•DoIneedtochange?•WhatdoIneed?•Isthereasolution?•Whichonemeetsmyneeds?•CanIaffordit?•ShouldIdoit?•Consequences?•Isittherightprice?•Definetheirneedswithourproductbias.•Qualifybuyingprocess.•Demonstratehowproductmeetsdefinedneeds.•Whyus?•Whynow?BUYER:SELLER:NeedDevelopmentProofClosetheSale20BuyingPhasesTimePhaseIPhaseIIPhaseIIISolutionRiskNeedsCostLevelofConcern21RiskObjections•Smile(toyourself)•Empathize•Answer(ifappropriate)•Recallpain•Recallreasons•Recallvisio