Kukri - Unique Selling training program

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KUKRI
Presented By

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I am …..
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KUKRI
Kukri is an acronym which captures the essential qualities –
both hard skills and soft skills – that a successful salesman
should have.

• K – Killer Instinct
• U – Understanding the business ecosystem (distributors, hospitals, doctors etc)
• K – Knowledge of own product and that of competition (in generic formulations)
• R – Relationship with the stake holders
• I – Invoke a close/commitment with every call.

IMPORTANT QUALITY A SALESMAN SHOULD POSSESS…..

Expectation
Mapping

Objectives
Facilitation of inclusive sales
growth with the instinct of a
predator needs three “T”s
Training, Tool and Target.
This program, named “Kukri”,
provides you with the first two
“T”s and helps them to identify
the third “T” using the first two
“T”s.

SALESMANPart 1 of 3: Being Trustworthy
1. Put the distributor first.
2. Empathize.
3. Be an expert in your field.
4. Follow up.
5. Grooming

Part 2 of 3: Being Assertive
1. Anticipate objections.
2. Be Logical
3. Ask for the sale
4. Increase your units per
transaction.

Part 3 of 3: Staying Optimistic
1. Forget bad sales.
2. Stay focused on your own sales.
3. Keep busy.
4. Blame nobody.

One more important quality…..

Dice Exercise

Mediocre Salespeople
•They skip around in their Territory
•They change-up their selling technique
•They allow themselves to be overwhelmed
•They start to question their purpose

Environment
(Fit)
AttitudesBehavior
Skills
The DNA of a
Sales
Superstar
B.A.S.E.
The Sales
Quotient
The DNA of a Sales Superstar

Behavior
• Goals
• Goals Plan
• Tracking System
• Forecasting Accuracy
• Prospecting Discipline
• Focus & Follow-Up
• Paperwork
• Work Ethic
• Time & Workspace Management

Attitudes
• Desire/Passion
• Commitment
• Accountability/No Excuses
• Outlook/Self-Esteem
• Controls Emotional Involvement
• No Need for Approval/Bravery
• Supportive Beliefs
• High Adversity Quotient
• Killer Instinct

Skills
• Asking Potent Questions
• Effective Listening Skills
• Early Bonding &
Rapport/Relationship Building
• Creates & Cultivates Referral
Relationships
• Reaches Decision Makers
• Learns Why Prospects Buy
• Get Commitments/Decisions
• Uncovers Actual Budgets
• Qualifies Proposals/Quotes

Environment (Fit)
• Experience
• Competition
• Pricing
• Hunting vs. Farming
• Appearance
• Management Style Match
• Cultural/Values Match
• Customer Development Model
• Method of Compensation
• Product Knowledge

Mediocre
Salespeople Super
Salespeople

You can make
the difference...

What is your mindset?

Mindset…..
13 simple rules to create a superstar sales mindset.
1. Stay hungry.
2. Never compromise your integrity.
3. Stay positive.
4. Be authoritative.
5. Get prepared.
6. Mind your reputation.
7. Be genuine.
8. Put your best foot forward.
9. Set goals.
10. Become a customer-service fanatic.
11. Keep it all in perspective.
12. Develop a thirst for self-improvement.
13. Creating need for distributor.

Do you need to change?
• It may be scary, but, review the steps
to change.
• Keep trying & remember it’s all in your
head.

VALUE
DELIVERER
VALUE
SELLER

Role Play

Company
Distributor s
Market Feedback
to Company
Opportunistic

Three Moments of Truth
The Role of Emotion in
Selling

WHAT MAKES A GREAT PROMISE?
• Relevant
• Competitive
• Authentic
• Simple & Clear
• Benefit Focused

TO SELL YOU MUST ADD VALUE

How to Apply Emotion Yourself
•Change volume, pitch, pace, intonation accordingly.
•Make sure your body is in sync with your voice.
• If you pause to show sadness, make sure you stand still.
• Utilize facial gestures while conveying emotion.

EMOTIONAL INFLUENCE
What tactics can individuals use to influence other’s feelings?
•Ingratiation
•Comparisons
•Force
•Logic
•Humor
•Social support
•Emotional display

WEDDING PHOTO ALBUM

Facts tell, Emotions Sell

Can Sell Vs. Will Sell
Can Sell
Won’t Sell
B
B: Can Sell - Won’t Sell
Cannot Sell
Won’t Sell
D
D: Cannot Sell - Won’t Sell
Cannot Sell
Will Sell
C
C: Cannot Sell - Will Sell
Can Sell
Will Sell
A
A: Can Sell - Will Sell

Method 1 of 5: Showing Enthusiasm for the Product
1. Love what you're doing when you're selling a product.2. Be knowledgeable about the product.3. Help the customer see the perks4. Ensure that the product has been adequately explained.5. Make the features, advantages & benefits of
product loud & clear.

Method 2 of 5: Connecting with the Distributor
1. Understand the motivations of the buyer.2. Know how to open with a distributor3. Convert the distributor's motivations into the
product's characteristics
4. Understand all the aspects that feed into the end
sale of a product5. Be honest.

Method 3 of 5: Closing the Sale
1. Close the sale.2. Be prepared to give customers time to consider

Method 4 of 5: Improving Sales
1. Spread your product information2. Get creative.

Method 5 of 5: Troubleshooting Poor Sales
1. Review.

K- Developing a "Killer" Instinct
Some general perspectives that they usually possess.
1. Competitive and determined to be more successful than anyone else.
2. They know their competition's specific strengths and shortcomings.
3. They pick powerhouse salespeople in other related fields with the same customers to exchange leads.
4. They have a strong and specific campaign effort with a well policed database to support their efforts.
5. They look for opportunities to market themselves.

6. "They fake it until they make it"! Always exude self-confidence and meet everyone you can.
7. They are constantly resourcing themselves. Learning about professional sales never stops! Read,
Listen, etc.
8. They are constantly looking for ways to differentiate themselves from everyone else.
9. They utilize a personal profile in every presentation - people buy people - sell yourself!.

10. They read newspapers, industry journals, & business journals / magazines for leads and
awareness of what's going on around them!.
11. They establish specific goals, short term & long term, and measure their performance
constantly.
12. They understand "it's not who you know, but who knows you" that matters. Promote yourself!.
13. They educate themselves about their potential customers business and specifics, size, etc.
14. They are intense about pre-call planning & after the call post-mortems.

U- UNDERSTAND THE BUSINESS ECOSYSTEM

K- Knowledge of own product and that of competitors
•Who are your competitors?
•What you need to know about your competitors?
•Learning about your competitors.
•Hearing about your competitors.
•How to act on the competitor information you get?

WHO ARE YOUR COMPETITORS?
Don't just research what's already out there. You also need to be constantly
on the lookout for possible new competition.
You can get clues to the existence of competitors from:
•local business directories
•your local Chamber of Commerce
•advertising
•press reports
•exhibitions and trade fairs
•questionnaires
•searching on the Internet for similar products or services
•information provided by customers
•flyers and marketing literature that have been sent to you - quite common if
you're on a bought-in marketing list
•searching for existing patented products that are
similar to yours

WHAT YOU NEED TO KNOW ABOUT YOUR COMPETITORS?
Monitor the way your competitors do business.
•Products or services they provide and how they market.
•Prices.
•Distribution & Delivery.
•Brand and design values.
•Innovation.
•Staff numbers and the calibre of staff that they attract.
•Technology -aware and offer a website and email.
•Who owns the business and what sort of person they are.
•Annual report - if they're a public company.
•Media activities - check their website as well as local newspapers, radio, television and any outdoor advertising.
How they treat their customers
What they're planning to do

LEARNING ABOUT YOUR COMPETITORS
Are they getting more publicity than you, perhaps through networking or sponsoring events?
Websites can give you good tips on what businesses around the globe are doing in your industry
sector.
HEARING ABOUT YOUR COMPETITORS
Speak to your competitors. Phone them to ask for a copy of their brochure or get one of your staff
or a friend to drop by and pick up their marketing literature.
It's also likely you'll meet competitors at social and business events. Talk to them. Be friendly -
they're competitors not enemies. You'll get a better idea of them - and you might need each other
one day, for example in collaborating to grow a new market for a new product.

HOW TO ACT ON THE COMPETITOR INFORMATION YOU GET?
Draw up a list of everything that you've found out about your competitors, however small.
Put the information into three categories:
What you can learn from and do better?
What they're doing worse than you?
What they're doing the same as you?

R- Relationship with Various Stakeholders
The key to building a strong stakeholder relationship is communicating effectively with all stakeholders.

Strengthening stakeholder relationships
•ASSESS THE STRENGTH OF THE RELATIONSHIP.
•BUILD STAKEHOLDERS TRUST IN THE ORGANIZATION .
•PAY ATTENTION AND RESPOND TO WHAT STAKEHOLDERS SAY AND DO.
•DEMONSTRATE COMMITMENT TO STAKEHOLDERS.
•SATISFY STAKEHOLDERS.
• MOVE BEYOND AN EXCHANGE RELATIONSHIP TO A COMMUNAL RELATIONSHIP.

I – Invoke a close/commitment with every call
There are three reasons why salespeople don't Ask for Commitment.
•They don't plan for it. They fail to set a Commitment Objective.
•They miss Buying Signals that tell them when to ask.
•They don't have a procedure for it.

In sales we need to fan the flames of the sale and move it forward with
small, yet treasured moments of commitment.
How do we gain these moments of commitment?
1) Commitment from the sales person to the next action.
2) Getting customer commitment to a specific course of action.

4 Ways To Be The Predator In The Sales— Not The Prey

4 Ways To Be The Predator In The Sales— Not The Prey
The predator’s eyes is located on the front of its skull, and it sees
with incredible clarity, especially in the dark. Once it locks its
eyesight on its next victim, it won’t lose sight until it strikes.
The prey’s eyes is never located on the front of its skull — only on
the side. It doesn’t have vision — only sight. It lives in fear, ready to
run at the slightest sign of trouble. Success for the prey is just to live
another day. Success for a predator is a winning strike and a
celebratory meal.
They both can see, but only the predator has vision, while the prey
simply has sight.

Four ways to become a predator.
•Set a vision for your professional career and company, and set annual goals that get you to your
vision.
•Don’t worry about the market — stay aggressive and focused on your goals. Stay optimistic.
•Stay hungry. A predator’s hunger and fear of starvation is what fuels its passion to hunt. A
predator’s fear of failure becomes its drive toward success. The prey is afraid to die, and that fear
leaves it paralyzed and increases the chances that it will die.
•Make sure that each kill, or sale, you make builds confidence for the next one.

SALES BURNOUT
An extended period of time where someone experiences exhaustion and a lack of interest in
sales, resulting in a decline in their job performance.

Sales rep burnout can be caused by any number of factors:
•Every sales conversation or review focuses solely on numbers — getting prospects to buy,
closing deals, filling the pipeline, etc.
•Customer needs and exciting new initiatives are tossed aside as reps scramble to hit quota.

Avoid Sales Burnout
1. Build a Culture of Learning and Teaching
2. Put the Customer’s Needs Front and Center
3. Set Aside Time for Feedback and Idea Sharing

And the learning Continues…..

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Kukri - Unique Selling training program

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