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The ACCESS Sales Program<br />designed for <br />B to B Sales Situations<br />By<br />Direction One Consulting<br />

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Objective of the Program<br />To get inspired.<br />To understand how & why an institution buys.<br />To evolve and practice a sales process that links successfully to the institutional buying process.<br />All the above leading to better productivity and higher sales<br />Direction One Consulting<br />

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Setting personal stretch goals<br />Need to be an internal.<br />Have self belief. <br />Be careful of outside opinions and influences.<br />Be prepared to work hard.<br />Become a powerful influence on others.<br />If you think you can or you think you can’t, either way you are right<br />Direction One Consulting<br />

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And aligning them to organizational goals<br />Therefore how can I maximize my income and learning!<br />To achieve my long-term goals, how do I need to work?<br />Why should I meet my organization goals.<br />Direction One Consulting<br />

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How does an institution buy?<br />King<br /><ul><li>Is the only one who can say YES.

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Usually a owner or Business Head.

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Has profit center / SBU responsibilities.

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Is & behaves like a King. Decides on his own, sets scope for others.

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Looks at both sides of the menu card.</li></ul>Evaluator<br />User<br /><ul><li> Evaluates and shortlists.

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Is like a filter, can say No but cannot say yes.

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Looks at only right side.

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Works within boundaries defined by others.

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Uses the service on the job.

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Has good influencing power.

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Looks at the left side of menu card.

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Has boundaries to work within, though occasionally thinks beyond.</li></ul>Direction One Consulting<br />

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King<br />Evaluator<br />User<br />What is our probability of success if we talk only to Evaluators?<br /><ul><li> Most price sensitive person in the company.

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Comes into buying process late, when requirements have already been set.

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May operate on his own without any need established.

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Unlikely to recommend any vendor, because of risk in role.

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Not very influential with King, high need to impress, tends to be therefore unreasonable & aggressive.

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Going bottom – up is difficult.</li></ul>Direction One Consulting<br />

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King<br />Evaluator<br />User<br />How does an institution buy?<br /><ul><li> Where does the buying process start? Where is the need for the service felt first?

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How does the buying process advance?

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When does Evaluator enter the picture?

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How long does this process take for the institution?</li></ul>Direction One Consulting<br />

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King<br />Evaluator<br />User<br />Why does an institution buy?<br />Why do people of an institution buy?<br />Direction One Consulting<br />

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King<br />Evaluator<br />User<br />Therefore what should be the philosophy of the institutional sales process?<br /><ul><li> Enter buying process as early as possible.

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Address the institution’s issues. Clarify business value add.

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Meet every buyer. Address each buyer’s issues. Clarify personal value add.

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Speed up the process?

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Convince all.</li></ul>Direction One Consulting<br />

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How does the King decide?<br />King<br />Direction One Consulting<br />

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Who decides the budget?<br />Obviously the King.<br />In consultation with Users.<br />Direction One Consulting<br />

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Becoming a Great Sales Professional<br />The difference between servicing demand & creating demand.<br /><ul><li>Great salespeople create demand for their products & services.</li></ul>What exactly is creating demand? <br />It is creating awareness of areas for improvement in our customer’s business processes.<br />Any fool can sell at a discount and most fools do exactly that!!!!<br />Direction One Consulting<br />

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Where are you?<br />Great Sales person – identifies problems, provides solutions <br />Good Salesperson – sells on benefits<br />Average Salesperson – sells products & services<br />Direction One Consulting<br />

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The ACCESS Sales Process<br />Clarify value add through diagnostics<br />Educate about service features and benefits<br />Acquire a research orientation<br />Summarize & close on winning note<br />Settleobjections<br />Capture a high position<br />Direction One Consulting<br />

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Acquire a research orientation<br /><ul><li>Our company knowledge

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Product knowledge.

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Research target industry.

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Research target company.

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Research competition.

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Where do we quickly get all this information from?

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How do we know we have done this well?</li></ul>Direction One Consulting<br />

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Using a Catalyst<br />Acquiring information about an institution is a complex activity & too difficult to be done alone.<br />Need a Catalyst who:<br />knows the account.<br />wants you to succeed in that account.<br />does not gain financially from your success.<br />Direction One Consulting<br />

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The Concept of the Catalyst<br />Who can be a catalyst:<br />Existing Kings.<br />Friends.<br />Non-competitive suppliers to the same account.<br />Ex-employees at the account.<br />Consultants.<br />Press / PR professionals.<br />Direction One Consulting<br />

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Capturea high position<br /><ul><li>Use catalysts to approach the King.

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However, DO NOT SELL TO KING.

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Use king to only gain access to the institution.

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Move to next stage - Seek to Clarify value add through in-depth diagnostics.

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How do we know we have done this well?</li></ul>Direction One Consulting<br />

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Clarifyvalue through diagnostics<br /><ul><li>Study business processes – Identify waste, inefficiencies, areas for improvement.

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Learn current business challenges for King (through KRAs).

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Learn growth plans for company.

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Anticipate future challenges.

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Understand our competitive position.

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How do we know we have done this well?

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Derive Business Value Added.

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Clarify personal value add for each buyer.</li></ul>Direction One Consulting<br />

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Energizeby educating about service features and benefits<br />Present to different buyers as follows:<br /><ul><li> Your understanding of the current situation.

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Your assessment of the future challenges likely to be faced & the risks.

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Your solution.

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Your BVA & PVA

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How do we know we have done this well?</li></ul>Direction One Consulting<br />

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A way of working which is….<br />Research oriented, not push but pull.<br />Not dependent on one individual or department.<br />Relationships are built first by sound needs analysis, the sale automatically follows.<br />Discounting, if at all, happens only AFTER the business is confirmed!<br />Direction One Consulting<br />

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Settleobjections<br /><ul><li>Note – If ACCE of ACCESS is done well, this stage would be skipped by customer altogether.

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Anticipate likely objections.

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Prepare responses.

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How do we know we have done this well?</li></ul>Direction One Consulting<br />

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Objections<br />You are highly unlikely to ever meet a customer who says – wow, where were you, I was waiting for you, what amount do I write on the cheque?…….<br />

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Why do customers object?<br />Direction One Consulting<br />

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Handling objections<br />Look at them as a buying signal - think of what would happen if your customer said nothing!!!.<br />Probe – use open questions<br />The power of knowledge!<br />Never argue – agree with feeling, not necessarily with the statement.<br />Direction One Consulting<br />

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Give discounts / your price is high<br />Good things are not cheap, cheap things aren’t good.<br />Nobody gives discounts because their products are selling too well.<br />Are they so desperate?<br />What would be more important to you - price or cost? Then elaborate on cost.<br />Give examples of other premium products where the customer has paid more – eg for men / women.<br />Direction One Consulting<br />

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Give discounts / your price is high<br />“Maybe I did not explain the value of my product well!”<br />People who give discounts generally cut corners elsewhere in areas where customers do not notice (especially in service).<br />Reduce the excess price over life of the product.<br />Reduce the profile of product being offered.<br />Actually our product is not meant for everybody….<br />“xxxx” customers cannot be wrong (give national sales data).<br />Direction One Consulting<br />

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Let me think over it<br />Is there something about my product or company that you are unsure of?<br />Is there something about me that you are unsure of?<br />Quite simply, your business is important to me & you will not regret your decision to purchase this product. Could we start the paperwork now?<br />Direction One Consulting<br />

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(You come to know) I am not the decision-maker<br />Stop selling immediately.<br />Besides you, who else would be involved in the decision?<br />Do not sell through, use relationship to map account.<br />Plan to meet the King directly – going top-down is faster.<br />Direction One Consulting<br />

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I’m happy with my service provider<br />Definitely, lots of xxx owners……<br />Share examples from similar profile.<br />The best time to look for a new supplier / job is when you are happy with your old job.<br />Single supplier relationships sometimes lead to complacency from the supplier’s side. Give us 20% of the business, both of us would stay alert to providing good service. <br />Direction One Consulting<br />

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Previous bad experience with your service<br />Find out why. Then tell the truth to customer. Show you are sweating.<br />Say – “thanks, your feedback helped us…………”. <br />Explain how things are different now.<br />Close.<br />Direction One Consulting<br />

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On the phone – I’m not interested<br />The worst that would happen is that both of us would have made a new acquaintance. <br />Ask for references.<br />Ask for permission to call later.<br />Direction One Consulting<br />

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Summarize& close on a winning note<br /><ul><li>Ask for PO / close.

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Ask for cheq?

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Use closing techniques.

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How do we know we have done this well?</li></ul>Direction One Consulting<br />

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Win with Closing Skills <br />Ask for the order.<br />Balance Sheet Close<br />Direction One Consulting<br />

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Ask for the Order <br />The ABC of sales.<br />The simplest most effective way to close.<br />And the most powerful.<br />Direction One Consulting<br />

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Balance Sheet Close <br />To be used during competitive sales pitches.<br />Take a blank sheet of paper, draw a line down the center.<br />On the left, list down advantages of yr product. Atleast 7.<br />On the right side, put ONLY the heading – advantages of “competition product”.<br />Pass sheet to customer. Ask customer to fill up the right column. DO NOT HELP THE CUSTOMER AT THIS POINT.<br />Customer will most likely struggle. After some time say “Our product really would be the most suitable for your needs………” <br />Direction One Consulting<br />

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A way of working which is….<br />Smart & matured.<br />Relationships defined as knowledge, are built first, the sale automatically follows.<br />Discount, that too much less - only AFTER the business is confirmed!<br />Direction One Consulting<br />

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7 steps to action!<br />1. Visualize what you want in personal and professional life.<br />2. Select one activity – implement the 21 day rule.<br />3. Be like the deer in commitment.<br />4. Announce your action plan to all.<br />5. Use the help of other people - appoint a buddy/ nagger.<br />6. Write it down, send to buddy / nagger.<br />7. Discuss with manager.<br />Direction One Consulting<br />

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Maneesh Konkar<br />Email: maneesh@directiononeonline.com<br />Web:www.directiononeonline.com<br />Blog: http://youngleadersateverylevel.blogspot.com/<br />Facebook: http://www.facebook.com/pages/Young-Leaders-at-Every-Level/189572801069334?v=wall<br />Tel: +91 – 98205 03710<br />Direction One Consulting<br />