Useful material for sales trainers and sales professionals. These slides are prompters for the trainer or coach.

1. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Selling Skills – One Day Refresher
WELCOME TO
KNOWLEDGE SHARING
EVENT TODAY

2. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Selling Skills – One Day Refresher
Course Objectives:
"To take from the back of our heads the skills we already
possess, dust them off, polish them up add in some new
skills, blend them all together and put them back in the front
of our heads so that we remember to use them more often"

3. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Selling Skills – One Day Refresher
Start 10:00
Personal effectiveness
Prospecting
Discovering needs
15 min. Break @ 11.00
Proposing solution
1.30 hrs Juma Break @ 13.00
Start 2nd
session @ 14:30
Objection Handling &
Closing
15 min. Tea Break @ 15:30
Questions and Answers
Close @ 18:00
Today’sGuideline

4. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Personal Effectiveness
Selling as a Career
- Why not other careers ?
- Financially rewarding
- Personal Satisfaction
- Highest Career growth
Manufacturers/
Service providers
Customers /
End users
Manufacturers/
Service providers
Manufacturers/
Service providers
Marketing and Sales
Distribution / Retailing / DM / Telemarketing
Products & Services
Revenues / Profits

5. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Personal Effectiveness
Mission and Goals
- They lead to Strategy
- Makes you productive
- Stronger commitment
- Sense of accomplishment
- Job satisfaction
- Career Growth

6. Time
ExperienceKnowledge
Personal Effectiveness
Time:
-Plan your year / month / day
-Work Breakdown (WBS) Structure
-Mission-Objectives-Activities-Tasks
-Interruptions handling
-Do not lose focus
-Value and respect other’s time
Effective use of Resources

7. Time
ExperienceKnowledge
Personal Effectiveness
TIME ROBBERS
•Bad territory management
•Lack of planning
•No systematic approach to calls
•Writing when a phone call will do
•Calling people in where email would suffice
•Spending too much time on the telephone/internet
•Lunch & Coffee breaks
•Starting late
•Giving sales presentations/pitch to the wrong people
Effective use of Resources

8. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Personal Effectiveness
Partnering with customers:
Sell CONSULT
Implement FACILITATE
Re-act Be PROACTIVE
Tell LISTEN
Your solution THEIR SOLUTION
Costs Cost-Benefit ROI

9. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Personal Effectiveness
First Impressions
- Be on time
- Wear neat, conservative clothes
- Be clean and carefully groomed
- Know the prospects name & pronounce it correctly
- Be alert and pleasant
- Let the prospect offer to handshake
- Forget about yourself & concentrate on prospect
- Avoid smoking or chewing gum
You never get a second chance to make the first impression

10. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Personal Effectiveness
What customers like most about sales person :
- have good product knowledge
- are presentable
- are courteous and polite to all customer staff
- are sincere, honest and reliable
- Discuss not argue

11. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Personal Effectiveness
Listening Skills
- Greatest skill in selling
- Two ears one mouth theory
- Gets you facts and ideas
- Uncovers needs and desires
- Acknowledge / take notes
- Listen to content / idea, not the type
- Don't finish other people's sentences
"The difference between a great company and a mediocre
company is its ability to listen to its customers"... Lee Iacocca
"We were given two ears but only one mouth, because listening is
twice as hard as talking."

12. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Personal Effectiveness
Listening Types:
Competitive or Combative Listening
In Passive or Attentive Listening
Active or Reflective Listening

13. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Prospecting
Identify &
Qualify
Potential
Customers
Pre-Approach
& Call Planning
Identifying prospects:
- Present Customers
- Former Customers / Competitor's customers
- Cold Calling
- Spotters
- Directories / Mailing Lists
- Colleagues / Friends
- Customer Referrals
- Personal Contacts / Friends
- Trade Shows / Exhibits / Seminars
- Direct Marketing
Define Target
Market

14. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Prospecting
Identify &
Qualify
Potential
Customers
Pre-Approach
& Call Planning
Information Sources:
oYour office = sales leads client records colleagues, suppliers
oClients’ Offices = Receptionists, their suppliers, newsletters, notices,
annual reports
oPress = Trade Journals, local news, clipping services
oLists = Exhibition attendees, industrial databases, electronic data
services
oOthers = Trade and professional bodies, embassies, chambers of
commerce, relatives, friends, internet
Define Target
Market

15. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Prospecting
Qualifying prospects:
Identify &
Qualify
Potential
Customers
Pre-Approach
& Call Planning
" M A N " Methodology
- M oney
- A uthority
- N eed
Define Target
Market

16. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Prospecting
Identify &
Qualify
Potential
Customers
Pre-Approach
& Call Planning
Making appointments:
oSwitchboard:
oBe warm: Can you help me?
oVerify decision makers name, title and address
oSecretary:
oControl with questions. “It concerns policy regarding X, is she/he in? Do you
keeping his/her diary or should I call back later? What time would be best?”
oP.A. to M.D:
o“Would you know who decides policy on X? (then transfer directly …) Miss Jones
suggested I spoke with you..”
oDecision Maker:
oGive full name and check they’re not in a meeting
oUse a hook: I read that you have recently …..
oMatch your benefit statement to their job function
Define Target
Market

17. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Prospecting
Use positive and active language with CXOs:
Pay INVEST
Suggest RECOMMEND
Change IMPROVE
Sign APPROVE
IF WHEN
I YOU

18. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
The Planned Sales Call
OPENING
Objective
Develop two-way communication
Technique
Open-ended questions
Key on responses
Choose an appropriate subject
Measure of Effectiveness
Expressed appreciation for time, cooperation
Displayed relaxed, business like demeanor
Gained complete attention, positively
Keyed on responses to open-ended questions conversationally
Compliments were genuine, had basis
You never get a second chance to make the first impression

19. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
The Planned Sales Call
OPENING THE CALL
PLAN ahead
THINK of good open-ended questions
Use an open-ended RESPONSE
LISTEN intently
Keep the VOLLEY going
ALWAYS start with a POSITIVE STATEMENT
Decide on BUSINESS OR PERSONAL rapport technique
REMEMBER !!
You never get a second chance to make the first impression

20. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Identifying Needs
How do we speak our questions ?
Home base languages:
- Visual ( the seeing people )
- Auditory ( the hearing people )
- Kinesthetic ( the feeling people )
P itch. lower voice projects and carries
I nflection. use feelings to express idea/mood
C ourtesy / Clarity.
T one. reflects sincerity, confidence and interest
U nderstandability. avoid chewing gum, pens, jargons
R ate. keep the speed varying & interesting
E nunciation. get your Ds, Ts, F & S, P & B right
finally watch the body language of your customer

21. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Identifying needs / pains
Why people buy ?
Gain
Pain
Crowd
Proud
Needs &
Desires
All of us do things to gain or get pleasure and avoid pain.
We also like to be part of the crowd and avoid pains of loneliness. We also
want to be proud of our acts or acquisitions and have pleasure of that pride

22. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Identifying needs
Do we know what type of questions to employ in SPIN
process ?
SPIN will revolve around , OPEN and CLOSED type of questions.
OPEN questions ?
" I keep six honest men,
They taught me all I know.
Their names are what and why and when,
And how and where and who." Rudyard Kipling
- Open-ended and broad
- Encourages customers to talk more
- Silence and pauses

23. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Identifying needs
SPIN will revolve around , OPEN and CLOSED type of questions.
What is a CLOSED question ?
- Answers mostly YES or NO, or in two or three words
- Data gathering
- Specific and directive
- Identifying areas of agreement
- Bringing the subject of discussions on track

24. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Identifying needs
How do we uncover the NEEDS or DESIRES ?
S ituational questions
Tell me about your company?
How many customers do you have?
What type of software do you run here?
Which offices have DSL?
.

25. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Identifying needs
How do we uncover the NEEDS or DESIRES ?
P roblem questions
Is it frustrating to lose valuable documents?
How easy is it to use Binding system?
How do you keep track of all your customer's
movements between two offices?
When someone goes on vacation, what happens to
the properties that he or she manages?
.

26. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Identifying needs
How do we uncover the NEEDS or DESIRES ?
Implication questions
Problem: Executives cannot monitor performance of
property managers
Implication questions:
If you cannot effectively monitor what is going on
with each of your properties have you ever had problems
from issues that suddenly blew up?
Have you ever suffered because one of your
property managers was not performing but you weren't
aware of the problem?

27. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Identifying needs
How do we uncover the NEEDS or DESIRES ?
Need pay-off questions
How would it help if your offices were connected to a
centralized database?
Why is it important to get all your employees accounting for
their work?
Would it be useful if your homeowners made most of their
requests without bothering anyone?
Is there any other way that this could help you?
Do you see the value in knowing which vendors do the
most work?
.

28. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Identifying needs
How do we uncover the NEEDS or DESIRES ?
Obviously we will ask Questions, but do we know how
we strategies our questions?
S ituational questions
P roblem related questions
I mplications questions
N eed payoff questions
SPIN lets your customer talk more and you do active
listening. Develops rapport and makes customer feel
comfortable. They uncover many details, it is upto you how you
grab them and build your sale.

29. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Identifying needs
Good questioning technique uncovers:
- Awareness
- Qualification
- Authority
- Ability to buy
- Needs or Desires

30. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Proposal / Solution
SOLUTION
Objectives
Provide your solution that addresses the customer needs
Obtain value judgments from the customer
Techniques
Overview solution with pencil sell/sales aid
Use FAR (Feature, Advantage, Reaction) or
Use FAB (Feature, Advantage, Benefit)
Measure of Effectiveness
Overview was brief, but created conceptual understanding of the solution
Pencil sell/sales aid included information to illustrate how solution
will work for the customer
Used reference(s) to add credibility and instill confidence in the
conceptual approach
Addressed all informational and/or operational needs using FAR/FAB
Asked for value judgments with multiple reaction questions

31. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Proposal / Solution
SOLUTION OVERVIEW
TELL HIM WHAT YOU ARE GOING TO TELL HIM
Educate the individual to the point where he will be able to
understand the FAR / FABs that follow:
What are the components ?, Where will they be ?
How does it generally work ?, What are the significant features ?
What can this system do that my current system cannot
From an application viewpoint, how will it work
From a company viewpoint, how does it integrate into his operational
and business strategy
Level of detail must be appropriate for the individual you are
calling on
Keep the jargon out with non-technical people
Keep focus on solution and NOT ON TECHNOLOGY
Fill him as if 'He will be your spokesperson'

32. Proposal / Solution
Look for cost-benefits in the following areas:
HIGHER LOWER
 Working capital
 Productivity
 Revenue
 Profit
 Costs
 Aged debt
 Staff attrition

33. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Proposal / Solution
Proposal Team
Proposal
Leader
Executive
Management
Technical
Expert
Graphics
Designer
Subject Matter
Expert
Buying
Organisation
Stakeholders
SELLING ORGANISATON
The Power of TEAM, recognized by XEROX, IBM, AT&T, CISCO etc

34. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
FAR TECHNIQUE
Objective
Provide a logical roadmap
- Describe a feature of your solution
- Clearly state how the feature addresses the customer's needs /
requirements
- Ask an appropriate question to solicit a positive response
i.e get feedback re-enforced
Should relate to the customer's:
- goals
- objectives
- strategies
- or needs
Proposal / Solution

35. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
F A B
FEATURES
Performance Characteristics
- Availability, Response time…
Apparent Facts
- Small size, High resolution display …
Inherent capabilities
- Reliable , Maintenance ….
ADVANTAGES
Result from the feature
Should create a positive contrast to current process (timeliness, accuracy)
Motivate customer to buy
BENEFITS
Determine impact of the features and advantage
What it does for the customer and how
Customers don't buy features, they don't even buy the advantages - what they buy
is what the product's features and advantages will do for them, which in selling
parlance is called the benefit
Proposal / Solution

36. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
FAB
What is a feature? What is a benefit?
Feature: fact or description of a product or service
Benefits: what that fact of product or service will actually do for the
customer
FeatureB e n e f i t s
Once you have uncovered the Needs, relate the benefits of your
product / service features to customer needs or desires. Sell results
not products or services.
" People buy fire not match boxes, holes and not drill bits"

37. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Closings
CLOSE
GETTING THE COMMITMENT
Surveys show marketing reps spend 80% of time selling
Closing is a smaller percentage
CLOSING is what WHAT SELLING is all about
Prior LSP activities place you in a position to ask for commitment
Preparation is essential, you must ask for the order
Be persistent - NOT JUST ONCE
Why do we have difficulty closing ?
Salesreps make call after call and never ask for the order
- Fear of Rejection
How do you know when to close
- Buying signals ?
- Body language
- Verbal signs
What if there are no signs ? How can you determine buying signals ?
- Use trial close

38. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Closings
TRIAL CLOSE
Type of trial close
Feeler
Self - Commitment
Soft commitment
The use of a trial close will:
Indicate if a prospect is ready
Help shorten the sales cycle

39. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Closings
CLOSING STRATEGY
Plan for three levels of commitment
Expected
Maximum
Minimum
How do you ask for the order during a presentation
Show customer order/letter/contract. give it to him to sign
Need to get physically close, make it hard for him to say no
AFTER THE CLOSE
Thank the customer and LEAVE
Follow-up/Agree to meet to develop meaningful plan of action
Get the ball rolling
Protect against buyer remorse
Give appearance of being in control

40. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Closing Techniques
"If you can talk......you can tell.
If you can close .... you can sell"
Closing: A culmination of salesperson's "MAN" "SPIN" "FAB"
selling efforts.
In a selling activity, no matter whatever they maybe, we need
extract a sale as smoothly, as painlessly and professionally as
possible, so that our customer enjoys the experience and looks
forward to our next visit

41. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Closing Techniques
When to Close ?
- KLOS and KLOZ!
Timing has to be very appropriate.
Too early --------------> overly aggressive
Too late --------------> customer starts losing interest
Look or Listen for Buying Signals:
They are like clues in a mystery novel.
Name some Verbal buying signals ?
Name some Non-verbal buying signals? Use Trial Close.....
Extreme
Interest
Strong
Interest
Fair
Interest
Losing
Interest
Lost Interest Asleep

42. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Closing Techniques
Closing techniques collection?
The "Straight or Direct" Close:
- As easy as asking for order, with courtesy and comfort.
The "If" Close:
- This is normally used to answer customer questions or objections, and making your positive response as a
condition to close. It also helps qualify an objection or question. Replace " Yes" with "If".
The "Alternative" Close
- Best known close. Either, or of the choices. The beauty is that this close assumes the sale being closed.
The "Assumptive" Close
- Depending on buying signals and verifying with trial close. Start preparing the order form / agreement "May I
have your signature".
The "Gift" Close
- A reward for customer when ordering. If you order today, I am certain for delivery by ......./ or some add ons.."
The "Action" Close
- Assisting the decision maker in arranging next step of his action.
The "Enough" Close
- Important six letter word close. After discussing all the FAB issues, you go ahead and inquire if the size,
quantities, training and delivery using the word "Enough".

43. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Closing Techniques
The "Hurt & Rescue" Close:
- Widely used. Frighten with first statement and rescue with second soft statement. "This option may not be
available, but let me check and I can try to arrange one for you.."
The "Testimonial" Close:
- "If I was able to bring in this room six other Managing Directors (or the level of DM), and they were able to say
to you they had tried the products/services and were extremely satisfied with their decision, would you believe
them and go ahead?"
The "Oh, well" Close
- "When were you thinking of placing the order, in three months, six months.."
The "Impending event" Close
- Just making the customer aware if they do not make a decision today some impending event will change the
factors relating to products or services. It could be price, taxes or currency fluctuations. Make sure it is truthful.
The "Benjamin Franklin or Winston Churchill" Close
- "Mr. Customer, we are close to finalising our arrangements, may I suggest that in order to make sure we are
moving in the right direction we take a balance sheet approach to our proposal and list the "Fors" and "Againsts"
for going ahead today?. You then prepare the "Pluses" or "Fors" column with all hot positive points which the
customer ;ikes, then pass the sheet and pen to the customer to fill out the "minus" or "againsts" points . Do not
assist the customer at all , just adding the phrase 'and you can be the judge'
The "Summary" Close. Also known as Corridor Close.
-Making a list of all what is discussed about your products and services and going over one by one with
agreement at every stage and then finally asking for order.

44. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Closing Techniques
The "Fence Sitter" Close:
- "Let us discuss and decide together what is the best to do. If it is right obviously we go ahead and if it is not
then we don't. Mr. Customer do you see anything wrong in this solution/ configuration suggested in this
agreement/order"
The "Colombo" Close:
- The suspect gave away more facts at the door. This is the final attempt of close. Pick up all your stuff, thank
the customer for his time and patience and leave for the door. Holding the door, ask one last question. This
time the customer is relaxed knowing that you are leaving and has resisted your charms, ask "Mr. Customer,
one last question, tell me the reason why you did not go ahead with the order today"
The "Mathematical Extension" or "Pencil Selling" Close
- When price becomes the major problem before any order being placed or customer's final decision.
- Breakdown the price of your services or product over a relevant "use" period.
- Compare it with the customers returns in terms of time or money savings.
- If we are talking about profits remember to Gross it up and if we are talking about the costs reduce it to the
ridiculous minimum.
The "Puppy Dog" Close
- Very often used in selling. Ideal when the product or services conveniences allow.
- This is basically also know as "Try and buy" close.
- Ideal for small equipment or Software sellers..
Finally remember whenever you ask a closing question to customer, observe SILENCE.
- Give customer time to decide, therefore "SHUT UP"
- You could interrupt a "YES" in process
- Puts pressure on customer to decide.

45. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
What are Objections?
- a question or concern which needs answering
- a sales resistance
- disguised request for additional information
- a sign that prospect is interested, therefore an opportunity to close
- an error in logical sales process
- result of a missing buyer beliefs
- result of a competitor
When do these objections occur ?
At any time during the entire selling process, i.e, SPIN, FAB and
Specially during Closing.
Try to convert every objection into an opportunity to CLOSE.
Closing Techniques / Objections

46. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
OBJECTIONS
How do we feel
Empty
Cold feet
Cold sweat
Fear of Rejection
Panic
What does an objection represent
'The selling begins when the customer says NO'
Closing Techniques / Objections
When you get an objection, it's no fun;
BUT when you don't; THERE'S NO SALE

47. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
WHAT DOES AN OBJECTION REALLY MEAN ?
INTEREST +ve
THINKING +ve
ATTENTION +ve
MORE INFORMATION +ve
AFRAID -ve
UNCERTAIN -ve
DOUBTFUL -ve
SKEPTICAL -ve
Positive indicators
wants to be sold
Negative indicators
needs to be sold
Closing Techniques / Objections

48. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
TYPES OF OBJECTIONS
Half Baked
Something read/heard and misunderstood
Trivial
Meaningless
Possibly irritating
Put-Off
To delay or avoid making a decision
Hidden
Smoke screen, the true objection is not fully understood
Real-Genuine
Something customer considers a valid reason for not buying
Prejudice
Suggests inconsistency with other actions
Hopeless
Something the customer feels cannot be overcome
Closing Techniques / Objections

49. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
OBJECTION HANDLING TECHNIQUES
Softening Rebuttal
Show empathy for the customer's concern
Don't use 'Yes, but....'
Questioning
To understand more
Restating
Provides time to think and reflect on an answer
Clarifies the concern
Enhances credibility
Outweighing
Agree with it, and give off-setting advantages
Reversing
Turn objection around to become the driving force for the sale
Minimising
Explain the concern in a more favorable perspective
Closing Techniques / Objections

50. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
GENERAL RULES FOR OBJECTION HANDLING
Anticipate
Develop/practice several replies for each type of objection
Listen & Understand
Make sure you are both on same wavelength
Show interest
Voice & facial expressions
Ask questions
Clarify & understand
Avoid 'I'
Leave out personal feelings
Don't guess or Assume
Admit you don't know the answer, but you will get it
Don't argue
Closing Techniques / Objections
After handling objections, close again -
Objections are nothing more than 'An opportunity to
sell'

51. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Objections Handling (examples)
Type of objections and relationship with prospects missing beliefs:
Missing beliefs
Don't need it. Already have
someone. Too busy to take time
to look now. Not interested.
That a NEED exists (failure in
identifying it and customer
awareness)

52. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Objections Handling
Missing beliefs
That's not my area. I'm only interested n how
it will impact my area. That has value, but not
for me.
Sharing the RESPONSIBILITY to fill the need (SPIN
process failure)

53. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Objections Handling
Missing beliefs
I'll never get it through the system. We
are cutting back now and my boss won't
authorise anything.
Sharing the RESPONSIBILITY to fill the
need (SPIN process failure)

54. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Objections Handling
Missing beliefs
No one is paying much attention to that area.
Not interested. We will manage with what we
have got now.
Realisation of the DISCOMFORT or PAIN
the NEED is causing. (SPIN failure)

55. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Objections Handling
Missing beliefs
Not a priority right now. Too many other
things ahead of this one. Call me in six
months.
Realisation of the severity of PAIN the
NEED is causing. (SPIN failure)

56. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Objections Handling
Missing beliefs
Your solution does not look like any different then
what we have now. We are conservative and do not
want to venture anything new.
That your solution meets the NEEDs any
different then others (failure of FAB selling)

57. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Objections Handling
Missing beliefs
I just don't think you have the capability to
handle a job this size. I don't think your track
record is strong enough.
That your company's CREDITABILITY is
not satisfactory or give comfort..

58. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Objections Handling
Missing beliefs
We have got to look at other vendors. I do
not see any difference is what you are offering.
That your FEATURES & BENEFITS are
better than others.

59. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Objections Handling
Missing beliefs
Your price is too high. Can't afford it. Not in
the budget. I can get it cheaper from your
competitor. Your competitor is lot lower than
you.
That the ROI from your solution is
worthwhile or the cost of meeting the needs
is higher than others

60. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Objections Handling
Missing beliefs
Change is tough around here. I don't
think we'll get anybody to use it. This is too
high risk.
That your IMPLEMENTATION PLAN is weak
or does not give them comfort.

61. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Objections Handling
"If you sincerely try to understand the prospect's
point of view, then he or she becomes
psychologically obligated to try to understand your
point of view"
63% of sales are made after the fifth objection. Of
sales people, 75% quit after the first objection, which
is why 25% of most sales force produce 95% of the
business. Let us make sure you are part of that 25%.

62. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Traditional versus IT Sales Process
Traditional Products
Suspect
Prospect
Questioning
Presentation /
Proposal
Close
Target
Account
Competitive
Analysis
Initial
Communication
Value
Analysis
Interviews
Proposal
Development
Technical
Evaluation
Negotiations /
Contracting
Account
Management
Technology Solutions

63. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Profiling the Target Account
Major Account Profile (MAP)

Project or Opportunity Name

Description of Opportunity (include customer background, business pains,
technical pains, and your solution)

Estimate of Opportunity Size and timing (Initial / when?, Total $ potential /
timeframe)

What is the overall strategy to address this opportunity

Major Road blocks / showstoppers / Issues

Seller / Account Owner:

Internal Team involved in the opportunity:

Team members names, contact info and roles/resp.

Tactics / Plans / Next Steps

Action Plan – Owners / Responsibilities

64. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Profiling the Target Account
Customer Stakeholders
Buying
Organisation
Financial
Stakeholder
Champion
Stakeholder
End User
Stakeholder
Cost Evaluator
Stakeholder
Technical Evaluator
Stakeholder
They are like long-tailed cats in a room full of rocking chairs

65. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Profiling the Target Account
Financial Stakeholders
(CXOs)
Buying
Organisation
Financial
Stakeholder
Champion
Stakeholder
End User
Stakeholder
Cost Evaluator
Stakeholder
Technical
Evaluator
Stakeholder•Say “YES”
•Funds appropriation
•Write cheques
•Short in time and strong “egos”
•Quantifiable business objectives
•Market Share
•Revenues vs Expenses
•Sustaining competitive advantage
•Product Management
•Proof of concept

66. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Profiling the Target Account
Champion Stakeholder
Buying
Organisation
Financial
Stakeholder
Champion
Stakeholder
End User
Stakeholder
Cost Evaluator
Stakeholder
Technical
Evaluator
Stakeholder•Professionals/Staff Managers
•Internal Cheerleaders
•Advocates
•Reciprocity
•Increase job security or political power
•Clear Expectations

67. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Profiling the Target Account
Technical Evalutator Stakeholder
Buying
Organisation
Financial
Stakeholder
Champion
Stakeholder
End User
Stakeholder
Cost Evaluator
Stakeholder
Technical
Evaluator
Stakeholder•Ability to say “NO” No authority to
say YES
•Technical arm of CXO
• Knowledgeable & Friendly
• Exchange technical information
• Feature level discussions only
• Time-wasters / Interference
• Usually lack initiative
• Contact / referral by CXO is the best

68. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Profiling the Target Account
Cost Evalutator Stakeholder
Buying
Organisation
Financial
Stakeholder
Champion
Stakeholder
End User
Stakeholder
Cost Evaluator
Stakeholder
Technical
Evaluator
Stakeholder• Typical Buying Managers
• Pricing or price performance
• Competition inviter
• Non-technical
• Involve them early in the process
• Keep them posted
• Share knowledge and value of your solution to the organisation

69. Mohammad Afzal
Sales Trainerand Coach
Dubai-UAE
afzal@almukadar.com
Profiling the Target Account
End User Stakeholder
Buying
Organisation
Financial
Stakeholder
Champion
Stakeholder
End User
Stakeholder
Cost Evaluator
Stakeholder
Technical
Evaluator
Stakeholder• Large group
• Actual users of your solution
• Concerned about their work performance
• Usually if they are not sold - “NO SALE”
• Critical for successful implementation
• NOT to be Ignored
• Marketing efforts
• Trade Shows / Seminars
• Networking Seminars
• Demos / Trials

70. Buying Organisation Stakeholder Assessment
1. I discuss topics that are not work-related with this stakeholder.
2. This stakeholder recognises the value that my solution brings to the buying
organization.
3. This stakeholder introduces me to others in the buying organization that have an
interest in my solution.
4. This stakeholder has business strategy for implementing my solution
5. I am the supplier of choice with thisstakeholder
6. This stakeholder discusses key internal business strategy and inside information with
me.
7. This stakeholder relies on me for key business and technology information and treats
me like a peer.
8. This stakeholder can articulate my company's long-term strategy for building a
relationship with his or her company.
9. This stakeholder contacts me.
10. I feel that I me developing a personal friendship with this stakeholder
75 to 100 - Buying Ally (BA) 50 to 75 = Advocate (A) 25 to 50 = Neutral (N) 0 - 25 = Enemy (E)