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How to Sell Enterprise Software

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How to Sell Enterprise Software

  1. 1. How to Sell Enterprise Software
  2. 2. Get Connected Make the Prospect Interested Extract Information Qualify the Prospect Sales Process Demonstration/Presentation Close
  3. 3. Vertical Movement CXO (CIO, CFO, CEO, COO) VP of [department] (IT, HR, Finance, etc.) Director of [department] Manager of [department] User/front-line worker
  4. 4. Horizontal Movement CEO/Owner Marketing Sales Finance IT Operations HR
  5. 5. CEO HR VP of HR Director of HR HR Manager HR Specialist Finance CFO (Chief Financial Officer) VP of Finance Director of Finance Finance Manager Accountant Marketing CMO (Chief Marketing Officer) VP of Marketing Director of Marketing Marketing Manager, Marcomm Manager, Product Manager Sales VP of Sales Director of Sales Sales Manager Sales Rep, Account Manager IT CIO (Chief Information Officer) VP of IT Director of IT IT Manager Engineer Operations COO (Chief Operations Officer VP of Operations Director of Operations Operations Manager Engineer Organizational Movement
  6. 6. SEND EMAIL CALL DNLVM CALL DNLVM CALL DNLVM CALL DNLVM Week 1 Call LVM FOLLOW UP EMAIL PAUSE Week 2 Week 3 SEND EMAIL CALL DNLVM CALL DNLVM CALL DNLVM CALL DNLVM Call LVM FOLLOW UP EMAIL PAUSE Week 4 SEND EMAIL CALL DNLVM CALL DNLVM CALL DNLVM CALL DNLVM Week 5 FOLLOW UP EMAIL Call LVM PAUSE Week 6 SEND EMAIL CALL DNLVM CALL DNLVM CALL DNLVM CALL DNLVM Week 7 Call LVM FOLLOW UP EMAIL PAUSE Week 8 ORGANIZATIONAL MOVEMENT WALK AWAY OR EMAIL DRIP
  7. 7. Get Connected Make the Prospect Interested Extract Information Qualify the Prospect Sales Process Demonstration/Presentation Close
  8. 8. WHAT’S IN IT FOR ME? PRODUCT / FEATURES / FUNCTIONALITY BENEFITS The improvements the product and features creates The product you sell What the product does • Make something work better • Make something easier • Decrease the time it takes to do something • Increase income/revenue • Decrease costs/expenses • Decrease risk • Improve visibility or access to information • Auto inventory replenishment • Predictive demand forecasting • Management dashboard Inventory Management Software
  9. 9. • Auto inventory replenishment FEATRURES AND FUNCTIONALITY • Predictive Demand Forecasting • Management Dashboard VALUE POINTS • Decrease time spent ordering • Increase ordering accuracy • Improve visibility to real-time information BRAINSTORMING BENEFITS
  10. 10. • Make something work better COMMON IMPROVEMENTS • Make something easier • Decrease the time it takes to do something VALUE POINTS • Decrease time spent ordering • Increase ordering accuracy • Improve visibility to real-time information BRAINSTORMING BENEFITS • Increase income/revenue • Decrease costs/expenses • Decrease risk • Improve visibility or access to information
  11. 11. Technical Value • Processes • Systems • People Automate manual tasks Make something work better Decrease the amount of time or effort required to do something Make something easier Increase visibility or access to information Improve communications or connectivity Improve the performance of systems, processes, or people Improve the reliability of systems, processes, or people Business Value • Revenue • Costs • Delivery of services Improve revenue, market share, close rate, conversion rate, profitability etc. Decrease cost of goods sold, inventory costs, labor costs, etc. Decrease risk Improve decision-making Decrease product delivery time Improve the delivery of services Improve product quality Improve customer satisfaction Increase customer retention Personal Value • Income • Career • Workload Increase personal income, bonuses, commissions, etc. Decrease personal expenses Create opportunities for career advancement Increase recognition for performance Decrease workload Decrease stress level Increase level of happiness Improve work/life balance Improve personal relationships
  12. 12. • Decrease time spent ordering TECHNICAL VALUE POINTS • Increase ordering accuracy • Improve visibility to real-time information BUSINESS VALUE POINTS • Decrease staffing and labor costs • Decrease inventory costs • Improve decision-making BRAINSTORMING BENEFITS
  13. 13. • Decrease staffing and labor costs BUSINESS VALUE POINTS • Decrease inventory costs • Improve decision-making PERSONAL VALUE POINTS • Improve work-life balance • Improve ability to hit objectives and bonuses • Improve recognition and career opportunities BRAINSTORMING BENEFITS
  14. 14. Technical Pain • Processes • Systems • People Tasks are manual and time-consuming Things are not working well It takes a lot of time or effort to do something Current processes are difficult It is difficult to see what is going on and access information Connectivity or communicating is difficult Performance of systems, processes, or people is not what it needs to be Reliability of systems, processes, or people is not what it needs to be Business Pain • Revenue • Costs • Delivery of Services Difficult to find ways to increase revenue, market share, profitability, etc. Difficult to close sales and leads Conversion rates are not what they need to be Decision-making process is slow and not as good as it needs to be Difficult to decrease cost of goods sold, inventory costs, labor costs, etc. Long product delivery time Poor product or service quality Customer satisfaction is not what it needs to be Customer retention is not what it needs to be Personal Pain • Income • Career • Work Environment Not making enough income, bonuses, commissions, etc. Lack of financial strength Need to get promoted or advance career Not getting enough recognition Working too much or too much of a workload Job is extremely stressful and chaotic Not a good work/life balance Not happy
  15. 15. • Decrease time spent ordering TECHNICAL VALUE POINTS • Increase ordering accuracy • Improve visibility to real-time information TECHNICAL PAIN POINTS • Submitting orders is time consuming • It is easy to make errors when ordering • It is difficult to get a real-time view of orders and inventory BRAINSTORMING PAIN POINTS
  16. 16. • Submitting orders is time consuming TECHNICAL PAIN POINTS • It is easy to make errors when ordering • It is difficult to get a real-time view of orders and inventory BUSINESS PAIN POINTS • There is a lot of labor spent on placing orders • Ordering errors are costly and impact profitability • Difficult to make good decisions without visibility across orders and inventory BRAINSTORMING PAIN POINTS
  17. 17. • There is a lot of labor spent on placing orders BUSINESS PAIN POINTS • Ordering errors are costly and impact profitability • Difficult to make good decisions without visibility across orders and inventory PERAONAL PAIN POINTS • Having to work late to submit and review orders • Bonuses could be impacted by order errors • Not getting enough recognition and career advancement BRAINSTORMING PAIN POINTS
  18. 18. We help businesses to: • Decrease time spent ordering • Increase ordering accuracy • Improve visibility to real-time information • Decrease staffing and labor costs • Decrease inventory costs • Improve decision-making • Improve work-life balance • Improve ability to hit objectives and bonuses • Improve recognition and career opportunities VALUE POINTS PAIN POINTS
  19. 19. A lot of businesses we work with are concerned about: • Submitting orders is time consuming • It is easy to make errors when ordering • It is difficult to get a real-time view of orders and inventory • There is a lot of labor spent on placing orders • Ordering errors are costly and impact profitability • Difficult to make good decisions without visibility across orders and inventory • Having to work late to submit and review orders • Bonuses could be impacted by order errors • Not getting enough recognition and career advancement VALUE POINTS PAIN POINTS
  20. 20. We help businesses to: • Decrease time spent ordering • Increase ordering accuracy • Improve visibility to real-time information • Decrease staffing and labor costs • Decrease inventory costs • Improve decision-making • Improve work-life balance • Improve ability to hit objectives and bonuses • Improve recognition and career opportunities A lot of businesses we work with are concerned about: • Submitting orders is time consuming • It is easy to make errors when ordering • It is difficult to get a real-time view of orders and inventory • There is a lot of labor spent on placing orders • Ordering errors are costly and impact profitability • Difficult to make good decisions without visibility across orders and inventory • Having to work late to submit and review orders • Bonuses could be impacted by order errors • Not getting enough recognition and career advancement VALUE POINTS PAIN POINTS HAVE BUSINESS CONVERSATIONS
  21. 21. Get Connected Make the Prospect Interested Extract Information Qualify the Prospect Sales Process Demonstration/Presentation Close
  22. 22. The Best Salesperson Asks the Best Questions
  23. 23. • Submitting orders is time consuming TECHNICAL PAIN POINTS • It is easy to make errors when ordering • It is difficult to get a real-time view of orders and inventory TECHNICAL PAIN QUESTIONS • How do you feel about the amount of time spent ordering? • How concerned are you about order errors? • How important is it to improve visibility across orders and inventory? BRAINSTORMING PAIN QUESTIONS
  24. 24. • There is a lot of labor spent on placing orders BUSINESS PAIN POINTS • Ordering errors are costly and impact profitability • Difficult to make good decisions without visibility across orders and inventory BUSINESS PAIN QUESTIONS • How important is it to decrease labor costs? • How concerned are you about the cost of order errors? • How do you feel about your visibility across orders and inventory? BRAINSTORMING PAIN QUESTIONS
  25. 25. • Having to work late to submit and review orders PERSONAL PAIN POINTS • Bonuses could be impacted by order errors • Not getting enough recognition and career advancement PERSONAL PAIN QUESTIONS • How often do you have to work late to submit and review orders? • How concerned are you about order errors impacting bonuses? • How important is it for you to get more recognition and advance your career? BRAINSTORMING PAIN QUESTIONS
  26. 26. • Currently have what you sell? AREAS TO ASK ABOUT • Current vendor/provider • Current systems and processes CURRENT STATE QUESTIONS • Are you currently using any inventory management software? • Who are you using for inventory management software? • What type of software are you using for inventory management? • People in the organization • Current contracts and expiration dates • Size details – number of sites, people, systems, etc. • Current performance/stats (technical, marketing, financial, etc.) • Last time evaluated other options • Who is responsible for inventory management? • When does your current agreement expire? • How much are you ordering per day? • What is your order error rate? • When was the last time you considered updating your inventory management software? BRAINSTORMING CURRENT STATE QUESTIONS
  27. 27. • How do you feel about the amount of time spent ordering? • How concerned are you about order errors? • How important is it to improve visibility across orders and inventory? • How important is it to decrease labor costs? • How concerned are you about the cost of order errors? • How do you feel about your visibility across orders and inventory? • How often do you have to work late to submit and review orders? • How concerned are you about order errors impacting bonuses? • How important is it for you to get more recognition and advance your career? VALUE POINTS PAIN POINTS PAIN QUESTIONS CURRENT STATE
  28. 28. • Are you currently using any inventory management software? • Who are you using for inventory management software? • What type of software are you using for inventory management? • Who is responsible for inventory management? • When does your current agreement expire? • When does your current agreement expire? • How much are you ordering per day? • How much are you ordering per day? • What is your order error rate? • When was the last time you considered updating your inventory management software? VALUE POINTS PAIN POINTS PAIN QUESTIONS CURRENT STATE
  29. 29. Get Connected Make the Prospect Interested Extract Information Qualify the Prospect Sales Process Demonstration/Presentation Close
  30. 30. Four Areas to Measure NEED TO PURCHASE ABILITY TO PURCHASE AUTHORITY TO PURCHASE INTENT TO PURCHASE
  31. 31. • What motivated you to look at us (brought you to us)? • Do you mind if I ask why you took time out of your schedule to meet with us? • What improvements could you see if you make this purchase? • What will happen if you do not purchase something? • Is there a date when this purchase needs to be made? • What happens if the purchase is not made by that date? • What is the time frame that the project needs to work along?  Need to Purchase Questions NEED TO PURCHASE ABILITY TO PURCHASE AUTHORITY TO PURCHASE INTENT TO PURCHASE
  32. 32. Four Areas to Measure NEED TO PURCHASE ABILITY TO PURCHASE AUTHORITY TO PURCHASE INTENT TO PURCHASE
  33. 33. • What is the range that you need your budget to stay within? • Is there a budget approved for this project? • Have the funds been allocated to this purchase? • What budget (department) will this purchase be made under? • Are there other purchases that this funding may end up being used for? • How does the project fit with other initiatives from a priority standpoint? Ability to Purchase Questions NEED TO PURCHASE ABILITY TO PURCHASE AUTHORITY TO PURCHASE INTENT TO PURCHASE
  34. 34. Four Areas to Measure NEED TO PURCHASE ABILITY TO PURCHASE AUTHORITY TO PURCHASE INTENT TO PURCHASE
  35. 35. • What is the decision-making process? • What parties will be involved in making the decision? • What are the key factors that a decision will be based on? • What functional areas (departments) will be impacted by the purchase? • Is there a committee that this type of purchase has to go through? • Who is the ultimate decision maker? • Who is the person that will need to sign the agreement/contract? Authority to Purchase Questions NEED TO PURCHASE ABILITY TO PURCHASE AUTHORITY TO PURCHASE INTENT TO PURCHASE
  36. 36. Four Areas to Measure NEED TO PURCHASE ABILITY TO PURCHASE AUTHORITY TO PURCHASE INTENT TO PURCHASE
  37. 37. • What other options are you considering? • How far along are you in discussions with them? • How do you feel about your other options? • What do you like about them? What do you not like about them? • How do they compare with what we have to offer? • Is there a reason why you would choose us over them? • If you had to make a decision today, which way would you lean? Intent to Purchase Questions NEED TO PURCHASE ABILITY TO PURCHASE AUTHORITY TO PURCHASE INTENT TO PURCHASE
  38. 38. Get Connected Make the Prospect Interested Extract Information Qualify the Prospect Sales Process Demonstration/Presentation Close
  39. 39. INITIAL CONTACT CONVERSATION EXPLANATION
  40. 40. I C E
  41. 41. I C E FORMAT • Cold calls • Cold emails • Networking • Inbound calls • Inbound emails • Website chat • Social media INITIAL CONTACT
  42. 42. I C E FORMAT • Cold calls • Cold emails • Networking • Inbound calls • Inbound emails • Website chat • Social media GOALS • Pre-Qualify • Build interest in talking • Close for conversation INITIAL CONTACT
  43. 43. I C E FORMAT • Cold calls • Cold emails • Networking • Inbound calls • Inbound emails • Website chat • Social media STRUCTURE • 2 to 5 minutes • 80% on prospect • 20% on you GOALS • Pre-Qualify • Build interest in talking • Close for conversation INITIAL CONTACT
  44. 44. I C E FORMAT • Cold calls • Cold emails • Networking • Inbound calls • Inbound emails • Website chat • Social media STRUCTURE • 2 to 5 minutes • 80% on prospect • 20% on you GOALS • Pre-Qualify • Build interest in talking • Close for conversation QUESTIONS • Pain • Current State INITIAL CONTACT
  45. 45. I C E FORMAT • Appointment • Online meeting • Meet for coffee, drink, food • Extended cold call • Meet at event CONVERSATION
  46. 46. I C E FORMAT • Appointment • Online meeting • Meet for coffee, drink, food • Extended cold call • Meet at event GOALS • Qualify • Gather prospect info • Build interest • Close for Explanation CONVERSATION
  47. 47. I C E FORMAT • Appointment • Online meeting • Meet for coffee, drink, food • Extended cold call • Meet at event STRUCTURE • 10 to 60 minutes • 50% on prospect • 50% on you GOALS • Qualify • Gather prospect info • Build interest • Close for Explanation CONVERSATION
  48. 48. I C E FORMAT • Appointment • Online meeting • Meet for coffee, drink, food • Extended cold call • Meet at event STRUCTURE • 10 to 60 minutes • 50% on prospect • 50% on you GOALS • Qualify • Gather prospect info • Build interest • Close for Explanation QUESTIONS • Pain • Current state • Desired state • Organization • Qualifying CONVERSATION
  49. 49. I C E FORMAT • Presentation • Demonstration • Proposal • Quotation • List of options EXPLANATION
  50. 50. I C E FORMAT • Presentation • Demonstration • Proposal • Quotation • List of options GOALS • Qualify • Build interest in product • Close for purchase EXPLANATION
  51. 51. I C E FORMAT • Presentation • Demonstration • Proposal • Quotation • List of options STRUCTURE • 30 minutes to 2 hours • 20% on prospect • 80% on you GOALS • Qualify • Build interest in product • Close for purchase EXPLANATION
  52. 52. I C E FORMAT • Presentation • Demonstration • Proposal • Quotation • List of options STRUCTURE • 30 minutes to 2 hours • 20% on prospect • 80% on you GOALS • Qualify • Build interest in product • Close for purchase QUESTIONS • Pain • Current state • Desired state • Organization • Qualifying • Closing EXPLANATION
  53. 53. Get Connected Make the Prospect Interested Extract Information Qualify the Prospect Sales Process Demonstration/Presentation Close
  54. 54. I C E FORMAT • Presentation • Demonstration • Proposal • Quotation • List of options STRUCTURE • 30 minutes to 2 hours • 20% on prospect • 80% on you GOALS • Qualify • Build interest in product • Close for purchase QUESTIONS • Pain • Current state • Desired state • Organization • Qualifying • Closing EXPLANATION
  55. 55. Summary of Our Findings From our previous discussions and research, we found that: • Submitting orders is time consuming • It is easy to make errors when ordering • It is difficult to get a real-time view of orders and inventory • There is a lot of labor spent on placing orders • Ordering errors are costly and impact profitability • Difficult to make good decisions without visibility across orders and inventory • Having to work late to submit and review orders • Bonuses could be impacted by order errors • Not getting enough recognition and career advancement Are you those challenges correct? Is there anything you would like to add to that list? VALUE POINTS PAIN POINTS NAME DROP PRODUCT
  56. 56. How We Can Help We help businesses to: • Decrease time spent ordering • Increase ordering accuracy • Improve visibility to real-time information • Decrease staffing and labor costs • Decrease inventory costs • Improve decision-making • Improve work-life balance • Improve ability to hit objectives and bonuses • Improve recognition and career opportunities VALUE POINTS PAIN POINTS NAME DROP PRODUCT
  57. 57. How We Do That We provide inventory management software and that includes: • Auto inventory replenishment • Predictive demand forecasting • Management dashboard VALUE POINTS PAIN POINTS NAME DROP PRODUCT
  58. 58. How We Are Different Some ways we differ from other options are: • Our system is easier to use • Our system can be installed without consulting services • You talk to a real human when you call support VALUE POINTS PAIN POINTS NAME DROP PRODUCT
  59. 59. About Us A little more about us: • We are the top solution provider in this space • We have been doing this for 30 years • We have won awards for best customer service VALUE POINTS PAIN POINTS NAME DROP PRODUCT
  60. 60. How We Helped Someone Similar to You • We worked with a computer manufacturer and they were spending a lot of time processing orders. • We helped to solve that challenge by automating their ordering processes with our software. • This helped to improve order accuracy and ultimately helped them decrease inventory costs. VALUE POINTS PAIN POINTS NAME DROP PRODUCT
  61. 61. Get Connected Make the Prospect Interested Extract Information Qualify the Prospect Sales Process Demonstration/Presentation Close
  62. 62. • What do you think of what we have discussed so far? • How do you think this fits with what you are needing? • How would that feature help you? • Is this something you would use? • Are we heading in the right direction? • Is this what you were expecting to see? TRIAL CLOSE SOFT CLOSE HARD CLOSE Trial Close Questions
  63. 63. • What would you like to do next? • What direction would you like to go form here? • Do you want to continue talking about this? • When would you like to talk again? • What does the path forward look like? Soft Close Questions TRIAL CLOSE SOFT CLOSE HARD CLOSE
  64. 64. • Are you ready to move forward to the next step in the process? • What would you need to be able to make a commitment to move forward? • If you had everything that you want, are you prepared to move forward? • When are you going to make your final decision? • (If delaying the decision for a period of time - X months) OK, but do you mind if I ask if there will be a change or something different at that time that will make that a better time to look at moving forward? • Is there anything that is preventing you from being able to move forward with this purchase? Hard Close Questions TRIAL CLOSE SOFT CLOSE HARD CLOSE
  65. 65. Partnership Plan Activity Due Date Owner Status Initial Meeting 11/05/2019 Michael Jones Dennis Martin Complete Presentation / Demonstration 11/16/2019 Michael Jones Dennis Martin Veronica Flores Complete Discovery Meeting 11/23/2019 Michael Jones Stan Wilson Open X Corp to provide requirements 11/29/2019 Stan Wilson Open Presentation of draft proposal and contract language 12/2/2019 Michael Jones Open Communication of change requests to documents 12/5/2019 Dennis Martin Open Delivery of final executable documents 12/12/2019 Michael Jones Open Partnership agreement signed 12/19/2019 Tech Bee / X Corp Open Implementation begins 1/15/2020 Tech Bee / X Corp Open Go live 4/1/2020 X Corp Open If you would like to keep moving forward, this is what our partner- ship plan looks like. These are some of the steps that need to be taken between now and you getting up and running. Based on what we discussed today, are you interested in moving forward with this plan?
  66. 66. Partnership Plan Activity Due Date Owner Status Initial Meeting 11/05/2019 Michael Jones Dennis Martin Complete Presentation / Demonstration 11/16/2019 Michael Jones Dennis Martin Veronica Flores Complete Discovery Meeting 11/23/2019 Michael Jones Stan Wilson Open X Corp to provide requirements 11/29/2019 Stan Wilson Open Presentation of draft proposal and contract language 12/2/2019 Michael Jones Open Communication of change requests to documents 12/5/2019 Dennis Martin Open Delivery of final executable documents 12/12/2019 Michael Jones Open Partnership agreement signed 12/19/2019 Tech Bee / X Corp Open Implementation begins 1/15/2020 Tech Bee / X Corp Open Go live 4/1/2020 X Corp Open OK, no problem at all. Do you have enough interest to move to the next step on this partnership plan? Close For Next Step
  67. 67. Partnership Plan Activity Due Date Owner Status Initial Meeting 11/05/2019 Michael Jones Dennis Martin Complete Presentation / Demonstration 11/16/2019 Michael Jones Dennis Martin Veronica Flores Complete Discovery Meeting 11/23/2019 Michael Jones Stan Wilson Open X Corp to provide requirements 11/29/2019 Stan Wilson Open Presentation of draft proposal and contract language 12/2/2019 Michael Jones Open Communication of change requests to documents 12/5/2019 Dennis Martin Open Delivery of final executable documents 12/12/2019 Michael Jones Open Partnership agreement signed 12/19/2019 Tech Bee / X Corp Open Implementation begins 1/15/2020 Tech Bee / X Corp Open Go live 4/1/2020 X Corp Open Great. Do these steps and time estimates look correct and acceptable to you? Do you have anything that you want to add or change? Build Plan Together
  68. 68. Please Like Comment Share Subscribe Thank You!!!
  69. 69. Follow Us @salesscripter / @sales_halper @salesscripter / @michael_halper @salesscripter www.linkedin.com/in/mhalper/ @sales_halper
  70. 70. SMART Sales System S M A R T ales essaging nd esponse actics
  71. 71. Sales Tools (Scripts) Call Scripts Email Messages Voicemail Scripts Objection Responses Meeting Scripts Sales Presentation Sales Message (Sales Pitch) Product Target Buyer Type Value Points Pain Points Pain Questions Name Drop Examples Sales Tactics and Processes (Tips) Cold Calling Cold Emailing Voicemail Strategy Objection Handling Dealing with Gatekeepers Meeting with Prospects Qualifying Sales Process Networking Closing Level 1 Level 2 Level 3
  72. 72. Sales Tools (Scripts) Call Scripts Email Messages Voicemail Scripts Objection Responses Meeting Scripts Sales Presentation Sales Message (Sales Pitch) Product Target Buyer Type Value Points Pain Points Pain Questions Name Drop Examples Sales Tactics and Processes (Tips) Cold Calling Cold Emailing Voicemail Strategy Objection Handling Dealing with Gatekeepers Meeting with Prospects Qualifying Sales Process Networking Closing Level 1 Level 2 Level 3
  73. 73. Sales Tools (Scripts) Call Scripts Email Messages Voicemail Scripts Objection Responses Meeting Scripts Sales Presentation Sales Message (Sales Pitch) Product Target Buyer Type Value Points Pain Points Pain Questions Name Drop Examples Sales Tactics and Processes (Tips) Cold Calling Cold Emailing Voicemail Strategy Objection Handling Dealing with Gatekeepers Meeting with Prospects Qualifying Sales Process Networking Closing Level 1 Level 2 Level 3
  74. 74. Sales Tools (Scripts) Call Scripts Email Messages Voicemail Scripts Objection Responses Meeting Scripts Sales Presentation Sales Message (Sales Pitch) Product Target Buyer Type Value Points Pain Points Pain Questions Name Drop Examples Sales Tactics and Processes (Tips) Cold Calling Cold Emailing Voicemail Strategy Objection Handling Dealing with Gatekeepers Meeting with Prospects Qualifying Sales Process Networking Closing Level 1 Level 2 Level 3
  75. 75. Sales Tools (Scripts) Call Scripts Email Messages Voicemail Scripts Objection Responses Meeting Scripts Sales Presentation Sales Message (Sales Pitch) Product Target Buyer Type Value Points Pain Points Pain Questions Name Drop Examples Sales Tactics and Processes (Tips) Cold Calling Cold Emailing Voicemail Strategy Objection Handling Dealing with Gatekeepers Meeting with Prospects Qualifying Sales Process Networking Closing Level 1 Level 2 Level 3
  76. 76. Get your copy here https://www.amazon.com/dp/0578615762
  77. 77. www.salesscripter.com

Hinweis der Redaktion

  • The value that we deliver can typically impact our clients on three different levels.

    At the lowest level, we offer technical value. These are the benefits and improvements that we can deliver that make things work better and are realized in the areas of processes, systems, and people. Examples are helping a business to save time, automate certain tasks, improve performance, improve reliability, etc.

    As a business begins to realize value at the technical level, those benefits will trickle up and be realized at the business level and be seen as a decrease in costs, increase in revenue, or decrease in risk. For example, if manual processes are able to be automated, that will lead to a decrease in the labor that is needed and as a result, there could be a decrease labor costs and this is an example of realizing business value.

    When we help clients to realize business value, that can also continue to trickle up to impact the clients on a personal level and be realized in the form of recognition, compensation, decreased work load, etc. For example, if processes are automated and that decreases costs, that could lead to a promotion for the person that is responsible for that area. Or they could get an extra bonus for the year. Or maybe it means that they no longer have to work over the weekend and are able to spend more time with their family and this is realizing personal value.

    So when your clients consume your products and services, they are likely going to realize some sort of value and benefits in these three areas.



  • Now let’s dig a little deeper into what pain can look like. There are actually three levels of pain.

    At the lowest level, you have technical pain. This is when things are technically not working well or could be better, and can be often found at the areas of systems, processes, or people.

    When pain is experienced at the technical level, that will usually trickle up and cause pain at the business level. This is where a prospect begins to feel negative impacts in the areas of revenue, costs, and the delivery of services.

    The pain does not stop their as it can continue on work its way up to impact your prospects at a personal level. This is when the technical and business pain starts to impact the individuals in areas like workload, compensation, job security, career growth, and even spill over into their personal life as well.
  • There are four characteristics of a qualified prospect.

    Does the prospect have a true need to purchase what you sell? You may have a prospect that is very interested and excited about what you have to offer, but do they need what you have or do they want what you have? The more they need what you have, the more qualified the prospect.

    Does the prospect have the authority to make the purchase from a decision making power stand point? If we are a car sales person and taking someone on a test drive, but it is the spouse that is at home that would make the approval of the car purchase, we are not spending time with a qualified prospect.

    Does the prospect have the ability to make the purchase from a funding or money standpoint? If the prospect loves what you have but does not have any money to spend, the prospect is not completely qualified.

    Does the prospect have real genuine interest purchasing from you? Just because a prospect is talking with you does not mean that there is serious interest on their side.

    The prospect really needs medium to strong levels in all of these areas to be truly qualified. A prospect only needs to be weak in one area for their to be a concern and we will look at four different types of prospects that are good in only three of the four key areas as we look at four types of unqualified prospects.
  • There are four characteristics of a qualified prospect.

    Does the prospect have a true need to purchase what you sell? You may have a prospect that is very interested and excited about what you have to offer, but do they need what you have or do they want what you have? The more they need what you have, the more qualified the prospect.

    Does the prospect have the authority to make the purchase from a decision making power stand point? If we are a car sales person and taking someone on a test drive, but it is the spouse that is at home that would make the approval of the car purchase, we are not spending time with a qualified prospect.

    Does the prospect have the ability to make the purchase from a funding or money standpoint? If the prospect loves what you have but does not have any money to spend, the prospect is not completely qualified.

    Does the prospect have real genuine interest purchasing from you? Just because a prospect is talking with you does not mean that there is serious interest on their side.

    The prospect really needs medium to strong levels in all of these areas to be truly qualified. A prospect only needs to be weak in one area for their to be a concern and we will look at four different types of prospects that are good in only three of the four key areas as we look at four types of unqualified prospects.
  • There are four characteristics of a qualified prospect.

    Does the prospect have a true need to purchase what you sell? You may have a prospect that is very interested and excited about what you have to offer, but do they need what you have or do they want what you have? The more they need what you have, the more qualified the prospect.

    Does the prospect have the authority to make the purchase from a decision making power stand point? If we are a car sales person and taking someone on a test drive, but it is the spouse that is at home that would make the approval of the car purchase, we are not spending time with a qualified prospect.

    Does the prospect have the ability to make the purchase from a funding or money standpoint? If the prospect loves what you have but does not have any money to spend, the prospect is not completely qualified.

    Does the prospect have real genuine interest purchasing from you? Just because a prospect is talking with you does not mean that there is serious interest on their side.

    The prospect really needs medium to strong levels in all of these areas to be truly qualified. A prospect only needs to be weak in one area for their to be a concern and we will look at four different types of prospects that are good in only three of the four key areas as we look at four types of unqualified prospects.
  • There are four characteristics of a qualified prospect.

    Does the prospect have a true need to purchase what you sell? You may have a prospect that is very interested and excited about what you have to offer, but do they need what you have or do they want what you have? The more they need what you have, the more qualified the prospect.

    Does the prospect have the authority to make the purchase from a decision making power stand point? If we are a car sales person and taking someone on a test drive, but it is the spouse that is at home that would make the approval of the car purchase, we are not spending time with a qualified prospect.

    Does the prospect have the ability to make the purchase from a funding or money standpoint? If the prospect loves what you have but does not have any money to spend, the prospect is not completely qualified.

    Does the prospect have real genuine interest purchasing from you? Just because a prospect is talking with you does not mean that there is serious interest on their side.

    The prospect really needs medium to strong levels in all of these areas to be truly qualified. A prospect only needs to be weak in one area for their to be a concern and we will look at four different types of prospects that are good in only three of the four key areas as we look at four types of unqualified prospects.

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