Training Evaluation & Feedback AWB Direct Sales Training Selling Skills Start Understanding Yourself And Others January 24, 26, 29 2012 By Mohamed Abdelnaby Part A selling skills+ Communication Skills: Personal Effectiveness 1. Successful Salespeople Skills 2. Verbal Communication (Includes both spoken and written forms) 3. Non-verbal communication (Understanding Body Language) 4. Listening skills (Active, Passive and Reflective Listening) • Managing Self o Understanding Self o SWOT Analysis of Oneself • Managing Time o Setting SMART Goals o Writing Planning and Organizing your time • Managing Stress o The Power of Perception o Reaction to Stress o Managing Stress o Ways to develop a positive attitude Training interactive Methodology: • Games and Group Activities • Case Studies TWO ASSESSMENT 1. Stress Management (Replay every month) 2. Personal vision Part B Sales Call Etiquette • Ways to make a Good First Impression. • Effective Call Handling • Pre-call Information • Building Credibility During the Call • Key Phases of an Outbound/Inbound Call • Hold Procedure • Using the Right Tone of Voice • Tips for Good Telephone Etiquette • Forbidden Phrases to Avoid • Body Language over the Telephone Training interactive Methodology: • Games and Group Activities • Case Studies ASSESSMENT: 3. Videos & Role Plays Part C Build Relationships and Sales Behaviors: • Stages in the personal selling process • Steps in the Buying Process • Making a Good Impression • Developing a rapport • New” Model of Selling • Dealing With Tough Customers ASSESSMENT: 4. Behavior Change Contract (follow up for everyone) • Part D Negotiation Skills : Techniques: • WIN/WIN Approach • Managing Emotions • Negotiation Skills • Assertiveness Skills • Persuasive Skills • Pareto Analysis • SWOT Analysis • Problem Re-statement Technique ASSESSMENT: • Videos &Role Plays • Games and Group Activities • Case Studies FINAL ASSESSMENT: 5. SKILLS EVALUATE 6. SALES SKILLS Recommended Training for the AWB Direct Sales team in future: 1. Sales Telephone Etiquette (Again with same style between all the team) 2. Team Management 3. Leadership Skills 4. Business Email Writing(managerial) 5. Motivational Training 6. Presentation Skills

1. selling skills
Direct Sales Training AWB Bank
By
Mohamed Abdelnaby

2. Agenda
• Introduction
• Part A Selling Skills
• Activities 1 (Stress Management Assessment)
• Part B Sales Call
• Activities 2 ( Videos and Role plays)
• Part C Build Relationships and Sales Behaviors
• Activities 3 ( Behavior Change Contract Assessment)
• Part D Negotiations Skills
• Activities 4 ( Exercises on Negotiations Process And
BATNA Cycle )

3. Introduction
Remember, salespeople aren't born, they're made

4. Part A Selling Skills
Why Learn About Personal Selling?
 The principles of selling are Personal selling is a
useful to everyone, not just person-to-person
business activity in which
people with the title of a salesperson uncovers
salesperson. and satisfies the needs of
a buyer to the mutual,
 Developing mutually long-term benefit of both
beneficial, long-term parties.
relationships is vital to all of
us.
 People in business use selling
principles all the time.
Part A-1

5. Communication Methods
Part A-2

6. Communication Methods (continued)
Part A-3

7. Successful Salespeople
 Self-motivated
 Ethical sales behavior
 Customer and product
knowledge
 Ability to use information
technology
 Communication skills
Part A-4

8. Successful Salespeople (continued)
 Flexibility and agility
 Creativity
 Confidence and optimism
 Emotional intelligence
Part A-5

9. Activities 1
Stress Management Assessment

10. Reading Nonverbal Messages
from Customers
 Body angle
 Face
 Arms
 Hands
 Legs
Positive Underlying tension
Power and authority
Part A-6

11. Nonverbal Reactions to Presentation
Part A-7

12. Sending Messages with Nonverbal
Communication
 Using body language
• Muscles of face
• Eye contact
• Hand movement and
hand shaking
• Posture and body
movements
Part A-8

13. The Role of Space and
Physical Contact
Part A-9

14. Appearance
 Consider the geography
• The temperature
• The local cultural norms
 Consider your customers
• Their appearance
• Their expectations of your appearance
 Consider your corporate culture
• Norms for your industry
 Consider your aspirations
• Top levels of your organization
• Dress above your position
 Consider your own personal style
• Wait until you have the halo effect
• Be reasonable
Part A-10

15. Communicating via technology
 Face-to-face conversation
• 40 percent: words
• 10 percent: voice
• 50 percent: nonverbal communications
 Telephone
• Practice
• Prepare
• Don’t be rushed
• Smile as you talk
• Active listening
• Set objectives
• tone
Part A-11

16. Communicating via technology (continued)
“Old” Model of Selling
10%
Developing
Trust
20%
Qualifying
30%
“Selling” (Presenting)
40%
Closing
Part A-12

17. Communicating via technology (continued)
“New” Model of Selling
40%
Developing Trust and Rapport
30%
Defining Needs &
Problems
20%
Describing Features &
Benefits
10%
Closing
Part A-13

18. How outside order-getting salespeople
spend their time each week
Part A-14

19. E-Mail Communication
 Use strong subject lines
 Put important information in the first few lines
 Be aware of the ―tone‖ of your email
 Learn customer preferences for email
 Avoid sending long emails and large attachments
 Don’t deliver bad news via email
 Best time to send an e-mail and get it read:
Part A-15

20. Adjusting for Cultural Differences
 Salespeople need to recognize that business
practices differ around the world
 Terms have different meanings
 Time perception
Low-context cultures
Most of the High-context cultures
information that More information is
flows between buyer contained in factors
and seller is in the surrounding the
spoken words communication.
themselves.
Part A-16

21. Outlined Presentation
 Prearranged presentation that usually includes:
• Standard introduction
• Standard Q&A
• Standard method for getting the customer to
place an order
 Effective because it is well organized
Part A-17

22. Customized Presentation
 Analyze what the customer's needs
 Organize the content of your sales presentation to gain
the attention of the customer and create maximum
impact
 improve your delivery skills, especially presentation
techniques.
 Design and use a wide range of visual aids that are
appropriate to various selling situations .
 Interact with customers throughout the sales
presentation and handle sales objections that may
arise.
Part A-18

23. Knowledge Management
 Product and company
knowledge
• Salespeople need to have a lot of
information about their products,
services, company, and
competitors.
 Knowledge about sales
situations and customers
Part A-20

24. Knowledge Management (continued)
 How to create knowledge
• Top company salespeople
• Feedback from sales managers
 Other sources of knowledge
• Web
• Company sales manuals and newsletters
• Sale meetings
• Plant visits
• Business and trade publications
• Competitor displays at trade shows
• Viewing competitor’s Web pages
Part A-21

25. Video
Activities 2 (Assess Your Own
Skills Assignment)

26. Part B Sales Call
What to know before every sales
call?
Part B-24

27. The Planning Process
Part B-25

28. Controlling Style and Tone
 Write the plan first
 Choosing strong words you will say
 Select active voice
 Straight forward
 Pay attention to tone
 Use a Conversational Tone
 Business messages:
 Avoid obsolete or pompous language
 Be careful with intimacy
 Use humor carefully
Part B-25

29. Pre-call Information
 Good pre-call planning enables you to learn about a prospective
customer’s (concerns, business agenda, budget requirements) and
key decision makers before the sales call.
 3 Steps To Pre-Call Planning Success:
 1. Find the best sources:
 Be aware of all the sources available to you—industry
associations, company Web sites, news outlets, online business
information resources …etc.
 2. Find out what you want to find out:
• Know what you’re looking for before you start looking for it. By
asking yourself key questions.
 3. Find ways to find information faster:
• Once you’ve identified what you need to know about your
prospect, learn how to mine your sources of information quickly and
efficiently.
Part B-26

30. Simple Key Questions for Pre-Call Planning
• What are the company’s/industry’s top business concerns
• right now?
• How is the company positioned to handle those issues?
• Who are the key decision makers?
• What is my prospect’s market strength?
Part B-26

31. The Prospect/Customer as an Individual
 Personal
• Name (including pronunciation)
• Family status
• Education
• Aspirations
• Interests and disinterests
• Social style
Part B-27

32. The Prospect’s/Customer’s Organization
 Demographics
• Type of organization
• Size, number of locations
• Products and services offered
• Financial position and its future
• Overall culture of the organization
 Prospect’s customers
• Types
• Benefits they seek from the prospect’s products and services
 Prospect’s competitors
• Who they are
• How they differ in their business approaches
• Prospect’s strategic position in the industry
Part B-28

33. The Prospect’s/Customer’s Organization
(continued)
 People involved in the purchase decision
• How they fit into the formal and informal organizational
structure
• Their roles in this decision
• Who is most influential
• Any influential adversaries
• Current problems the organization faces
• Stage in the buying cycle
 Policies and procedures
• About salespeople
• About sales visits
• About purchasing and contracts
Part B-29

34. Setting Call Objectives
 Review what has been learned from precall
information gathering
 Understand what relationship the firm wished to
have with the prospect
 Call objectives should be developed while taking into
account:
• The firm’s goals
• The sales team’s goals
• The salesperson’s goals
 If you don’t know where you’re going, you may wind
up somewhere else
Part B-31

35. Criteria for Effective Objectives
 All objectives should be:
• Specific
• Realistic
• Measurable
 Set objectives that require a buyer’s response
 SMART
• Specific
• Measurable
• Achievable
• Realistic
• Time-based
Part B-32

36. Setting More than One Call Objective
Minimum call
Primary call objective
objective
The minimum a
The actual goal salesperson
the salesperson hopes to achieve.
hopes to achieve.
Optimistic call
objective Secondary call
objectives
The most
optimistic Remaining
outcome the objectives after
salesperson thinks the primary
could occur. objective.
Part B-33

37. Setting Objectives for Several Calls
 Keep good records
 Make necessary adjustments in long-term call objectives
 Prepare for the next sales call
 A good primary objective for a first session is to have another
chance to visit
 Consider whom to call on in upcoming meetings
Part B-33

38. Buyers are Setting Goals Also
 What buyers look for to increase value:
• On-time delivery
• To-spec quality of products
• Competitive pricing
• Proper packaging/paperwork
• Technical support service
• Quality of sales calls
• Level of technological innovation
• Good emergency response
Part B-34

39. Making an Appointment
 The right person
• Focus of receptivity
• Focus of dissatisfaction
• Focus of power
 The right time
 The right place
Part B-35

40. Telephoning for Appointments
 Most often used to make the initial appointment
 The goal is to make the appointment, not sell the product or
service
 Salespeople need to anticipate objections and decide exactly how
to respond
Part B-37

41. Additional Planning
 Plan how to make a good impression
 Plan how to further uncover the customer’s needs and strengthen
the presentation
 Plan to answer anticipated questions and concerns
 Practice
 Seeding
Part B-38

42. Essential Elements of the Sales Call
Video
Part B-39

43. Building Credibility During the Call
Establish your credibility
 Honesty and objectivity
 Awareness of Customers needs
 knowledge, expertise
 Confidence and performance
 Communication style
 Sincerity
Part B-40

44. Building Credibility During the Call (continued)
 Demonstrate product expertise
 Keep it simple
 Be willing to say, ―I’m sorry, I was wrong on that,‖ or ―I don’t
know the answer to that, but I’ll get it to you.‖
 Never use a word unless you know the exact definition
Part B-41

45. Build Company Image
 Be a spokesperson
 Promote company interests
 Follow company guidelines
 Observe experienced for your Company
 Ask for assistance

46. Video
1
2
3

47. Activities 2 Role plays

48. Part C Build Relationships and Sales
Behaviors
HOW TO BUILDING THE RELATIONSHIPS?
Part C-42

49. Stages in the personal selling process
Identify
Contact Meet Propose
Make Sale

50. Stages in the personal selling process
Part C-43

51. Stages and objectives of the personal selling process
Part C-43

52. Steps in the Buying Process
Part C-44

53. Two-Way Flow of Information
The sender The receiver
(seller) encodes (buyer) decodes
a message. the message.
Who then becomes… Who then becomes…
The receiver The sender
(seller) then (buyer) who
decodes the encodes a reply
buyer’s message. message.
Part C-49

54. Very First Impressions
 Making first impression usually results in a
prospect who is willing to listen
 How you dress
 How you look
• Be confident
• Smile
 Modify behavior based on prospect’s state
 Customer’s name
 Video First Impressions 1
 Video First Impressions 2
Part C-50

55. Making a Good Impression (continued)
 Developing a rapport
• Should be the goal of every salesperson
• Small talk
• Office scanning
• Consider cultural and personality differences
• Share goals or agenda
 When things go wrong
• Maintain the proper
perspective and a sense
of humor
• Apologize
• Think before you speak
Part C-51

56. Identifying the Prospect’s Needs: The Power of
Asking Questions
 After buyer’s attention, it is time to identify the buyer’s needs
 Use transition sentences
 Don’t be surprised if the buyer is reluctant to provide confidential
information
 Discovering needs is part of qualifying the prospect
Part C-52

57. Discovering the Root Cause of the Need
Part C-53

58. Asking Open and Closed Questions
 Open questions require the prospect to go
beyond a simple yes-or-no response
 Closed questions require yes, no, or short ―fill-in-
the-blank‖ type response
 In most cases salespeople need to ask both open
and closed questions
 Summarize the prospects needs
Part C-54

59. Offering Value: The Solution to the Buyer’s Needs
 Relating features to benefits
• Feature: quality or characteristic of the product or service
• Benefit: the way in which a specific feature will help a
particular buyer
• FEBA (feature, evidence, benefit, agreement)
Part C-57

60. Assessing Reactions
 Using nonverbal cues
 Verbal probing
• Allows the salesperson to stop talking and encourages two-way
conversation
• Lets the salesperson see whether the buyer is listening and
understanding what is being said
• May show that the prospect is
uninterested
 Making adjustments
• Changing direction
• Collecting additional information
• Developing a new sales strategy
• Changing the style of presentation
Part C-57

61. Selling to Groups
 Groups behave like groups, with group standards and norms
and issues of status and group leadership.
 Salespeople should discover (for each prospect group
member):
• Member status within the group
• Authority
• Perceptions about the urgency of the problem
• Receptivity to ideas
• Knowledge of the subject matter
• Attitude toward the salesperson
• Major areas of interest and concern
• Key benefits sought
• Likely resistance and ways to handle it
Part C-58

62. Selling to Groups (continued)
 Salespeople should also discover the ego
involvement and issue involvement of each group
member
 Develop objectives and plan
 Learn the names of group members and use them
when appropriate
 Listen carefully and observe
all nonverbal cues
Part C-59

63. The Goal is to Build Relationships and Sell Value
 Proper attitude is shown by:
• Answering sincerely
• Welcoming objections
 Salespeople must assume the attitude of helper,
counselor, and adviser.
 Objections present sales opportunities
 Don’t argue; listen and understand
Part C-60

64. Value: The Relationship Between Costs and
Benefits
Part C-61

65. Behaviors of Successful Salespeople
 Anticipate objections
• Prepare helpful responses
 Forestall known concerns
• Raise objections before
buyers have a chance
to raise them
Forestall
• Very important in Prevent by doing
something ahead of
written proposals time.
Part C-62

66. Dealing With Tough Customers
 Sellers need to maintain a
positive attitude, even with
rude, hard-to-get-along with
prospects
 The buyer’s culture often
dictates their response to a
seller
Part C-64

67. How to Successfully Obtain Commitment
 Maintain a positive attitude
 Let the customer set the pace
 Be assertive, not aggressive
 Sell the right item in the right amounts
Part C-65

68. Bringing the Interview to a Close
 Most sales take several calls to complete
 Leave with a clear plan for all parties
• Review what you will do next
• What the customer will do next
• When you will meet again
 Follow-up promptly with a thank-you and reminder note
Part C-68

69. Activities 3 Behavior Change Contract
Assessment And Role plays

70. Part D NEGOTIATION SKILLS
Part D-69

71. CONTENTS
• What is Negotiation?
• Features of Negotiation
• Why Negotiate ?
• Types of Negotiation
• Distributive Vs Integrative Negotiation
• Negotiation Process
• BATNA
• Bargaining Zone Model of Negotiation
• Negotiating Behavior
• Issues in Negotiation
• Third party Negotiations
• How to achieve an Effective Negotiation
• Negotiation Tips
Part D-70

72. Where do use this skill?
• Everything is negotiated.
• Family and personal
• “ Where should we go for dinner?”
• “ Can I borrow the car?”
• Academic research
• “ Fund my project.”
• “ Publish my paper.”
• Business ventures
• “ I want a raise.”
• “ Invest in my company.”
• “ Pay me a license fee or I’ll sue you.”
Part D-71

73. FEATURES OF NEGOTIATION
• Minimum two parties
• Predetermined goals
• Expecting an outcome
• Resolution and Consensus
• Parties willing to modify their positions
• Parties should understand the purpose of negotiation
Part D-73

74. Why do we NEGOTIATE ?
• To reach an agreement
• To beat the opposition
• To compromise
• To settle an argument
• To make a point
Part D-74

75. TYPES OF NEGOTIATION
• Distributive Negotiation
• Integrative Negotiation
Part D-75

76. DISTRIBUTIVE VERSUS INTEGRATIVE NEGOTIATIONS
Characteristic Distributive Integrative
Outcome Win-lose Win-win
Joint and individual
Motivation Individual gain
gain
Different but not
Interests Opposed
always Opposite
Relationship Short-term Longer or Short-term
Issues involved Single Multiple
Ability to make
Not Flexible Flexible
trade-offs
Solution Not creative Creative
Part D-76

77. NEGOTIATION PROCESS
PREPARATION Click here
INFORMATION SHARING Click here
BARGAINING click here
FINALIZING THE DEAL click here
Part D-77

78. PREPARATION
1. Firstly understand what it is you want?
2. What do you think your opponent wants?
3. What would happen if you didn’t do a deal?
4. Do you know who the decision maker is? Are you negotiating with them? If not
what affect does that have?
5. Are there concessions you can build into the negotiation?
6. Know your product / service inside out? What standards are there in the market
place?
7. Know your price points?
8. What issues do you think you’ll need to overcome?
9. Prioritize!
10. Practice!
Part D-78

79. INFORMATION SHARING
1. Company activities and market position
2. Opinion on entry points
3. What elements are clearly off the table or not up for discussion and why
4. Opponents attitude and commitment
5. Motivational factors (―I want this price because…‖)
6. Stakeholders and importantly decision makers
7. Problems, issues or risk
8. An order/structure for proceedings
Part D-79

80. BARGAINING
• Bargaining has two basic parts
– Debating
– Proposing
Part D-80

81. DEBATING
• To be successful in negotiation you must build relationships and trust
• You need to avoid the following-
• Point scoring – “Your company is always late with deliveries so I’m not
paying that!”
• Insults – “If you insist on that price you must be stupid”
• Provocation – “Keep talking like that and see where it gets you!”
• Threats – “You just wait until your other customers hear about this”
• Instead try-
• Building a relationship – It will make your negotiation much easier
• Sticking to an agreed agenda – This will help avoid destructive
discussions.
• Share information and ask questions – What do you want – what do they
want
• Try and be positive and listen – What do they want and why – look for
areas of win/win or easy compromise.
Part D-81

82. PROPOSING
• When proposing your offer consider
• Consider both your entry and exit – This could include all or some
of your wants, and your opponents entry and exit points
• Consider how you will phrase your proposal
• Consider what will motivate your opponent into making the deal
• Consider the likely response – Think about the “if I do that then
they will do that”
• Are there alternative proposals? – Once an initial response has
been made are you happy or do you need to offer up something
new.
• Remember the key thing is to propose – don’t argue and try and
remain realistic, and invite a response from your opponent.
Part D-82

83. FINALIZING THE DEAL
• So when closing the deal consider
• Do you have what you want?
• Do they have what they want?
• Do you both understand the potential non deal by not closing or
reaching agreement?
• Document the agreement quickly and share it with your opponent
and get agreement on the details of the deal.
• Agree the measures that will be applied to record fulfilment of the
deal.
Part D-83

84. BATNA
BATNA is an acronym for:
B est
A lternative
T o
a
N egotiated
A greement
Part D-84

85. BATNA
• ―Best Alternative to a Negotiated Agreement‖
• Develop “your” BATNA
• - List your alternatives
• - Evaluate your alternatives
• - Establish your best as your BATNA
• Consider “their” BATNA
• Have a Reservation Point – the least you will accept
• List their alternatives – their BATNA
Part D-85

86. EXAMPLE
Part D-87

87. NEGOTIATING BEHAVIOUR
Gavin Kennedy describes 3 types of behaviour that we
can display and encounter when in a negotiating
situation.
RED BLUE PURPLE
Part D-88

88. RED Behaviour
 Aggressive
 Intimidation
 Always seeking the best for you
 No concern for person you are negotiating with
 Taking
Part D-89

89. BLUE Behaviour
• Win win approach
• Cooperation
• Trusting
• Pacifying
• Relational
• Giving
Part D-90

90. PURPLE Behaviour
• Give me some of what I want (red)
• I’ll give you some of what you want (blue)
• Deal with people as they are not how you think they are
• Good intentions
• Two way exchange
• Purple behaviour incites purple behaviour
• Tit for tat strategies
• Open
• People know where they stand
• Determination to solve problems by both sets of criteria of the merits of the case and/or the
terms of a negotiated exchange
Part D-91

91. EFFECTIVE NEGOTIATION
• Successful relationships are built on communication and trust.
• Lack of trust leads to ―win-lose‖ or ―lose-lose‖ result.
• Negotiation is one way of creating trust – or deciding whether
trust is justified.
Part D-93

92. SKILLS FOR EFFECTIVE NEGOTIATION
• Preparation and planning skill
• Knowledge of the subject
• Ability to think clearly under pressure
• Listening skill
• General problem-solving skills
Part D-94

93. Activities 4 Exercises on Negotiations
Process And BATNA Cycle

94. Summary

95. Where to Get More Information
+201111777904
Mohamed_198000@hotmail.com
http://www.linkedin.com/profile/view?id=70726460&trk
=tab_pro
https://www.facebook.com/#!/profile.php?id=693
695375
https://twitter.com/#!/Mo_Abdelnaby