er.

2. Break the Customer's Buying Process into:

• Personal values and beliefs

• Business values and principles.

For instance, the higher you progress up the organisation, decision makers are looking at ways to increase profits and gain market share - clear business values.

A number of people in line management rely more on personal relationships with the salesperson or on pleasing their manager by avoiding risk.

Let me give you an example:

I met with the CEO of a major organisation, publicly listed, who had utilised my services in the past. His administration manager was also present.

As we agreed a training, coaching and skills development strategy for his managers, sales and service teams - the admin manager inquired how much my fee would be. I gave some lin

Rip van Winkle was a legendary American character, who 'fell asleep in the woods one day/spent 20 years of his life that way'.

Well, if Rip was actually a sales representative back in 1987 and awoke from his slumber this year, what would he find? A changed organisation except, probably, the sales department. OK, Rip is now a salesperson rather than a salesman and is given a laptop (which serves a purely decorative purpose).

Rip is coached by his manager (who is so pushed for time that she can only spend a couple of hours every 2-3 months with Rip) in features and benefits, closed and open questions, objection handling and 365 different closing techniques.

Hopefully one day Rip will find one that actually works and can dispense with the other 364. Still Rip is lapping his training and coaching up. Armed with all of this information, Rip hits the road and makes his very first call. Too easy.

Except, in this call Rip has to face three decision makers - all with vastly differing needs and expectations. So what does Rip do? Simple, he follows the rote sales presentation formula!

• A ten minute PowerPoint presentation relating to his company (in 47 countries, with 87,422 employees), his product range (458 products with 82 variations, on average, each - that's 37,556 different sizes, shapes, performances).

• He details the support the prospects can expect if they buy Rip's products: 112 people in the call centre, 28 support desk staff, a total e.commerce suite and the prospects will get their own on-line multi-ordering configuration backed by the latest technology. Whew! Hard to get across in 10 minutes

• Then, a major presentation of the specific products the customer stated they were interested in, when they rang the call centre. This presentation is supported by 12 brochures (all in full colour), another PowerPoint presentation which highlights product features and functions - great reinforcement for what is already written in those 12 brochures! Rip also has some samples which he gives to each of the three decision makers.

I could go on ... and on. In the last 20 years, selling has not changed sufficiently to meet the needs of customers. Unless today's sales executive is adding value and bringing innovation to, and gaining RESULTS for, their customers what do you need a sales team for? Hire a bunch of telephone 'vendors' who can sit at a console and process orders. Save a pile of money!

Most decision makers, no matter how long you/your people have been dealing with them, are thinking:

• What's in it for me? My Company?

• What will I gain from doing business with you?

• Will I save (money/time) by doing business with you?

• What risks am I taking?

• Will your solutions meet my needs? Solve my problems?

Here are nine key points, designed to bring 'Rip van Winkles' in your sales team right up-to-date!

1. Understand and work within the Customer's Buying Processes, NOT your selling processes. It does not mean that you don't utilise sales skills; it means that you understand that customers buy for THEIR reasons and not the salesperson's.

Until salespeople understand this concept, they will remain as vendors in the eyes of the customer.

2. Break the Customer's Buying Process into:

• Personal values and beliefs

• Business values and principles.

For instance, the higher you progress up the organisation, decision makers are looking at ways to increase profits and gain market share - clear business values.

A number of people in line management rely more on personal relationships with the salesperson or on pleasing their manager by avoiding risk.

Let me give you an example:

I met with the CEO of a major organisation, publicly listed, who had utilised my services in the past. His administration manager was also present.

As we agreed a training, coaching and skills development strategy for his managers, sales and service teams - the admin manager inquired how much my fee would be. I gave some line

nformation, Rip hits the road and makes his very first call. Too easy.

Except, in this call Rip has to face three decision makers - all with vastly differing needs and expectations. So what does Rip do? Simple, he follows the rote sales presentation formula!

• A ten minute PowerPoint presentation relating to his company (in 47 countries, with 87,422 employees), his product range (458 products with 82 variations, on average, each - that's 37,556 different sizes, shapes, performances).

• He details the support the prospects can expect if they buy Rip's products: 112 people in the call centre, 28 support desk staff, a total e.commerce suite and the prospects will get their own on-line multi-ordering configuration backed by the latest technology. Whew! Hard to get across in 10 minutes

• Then, a major presentation of the specific products the customer stated they were interested in, when they rang the call centre. This presentation is supported by 12 brochures (all in full colour), another PowerPoint presentation which highlights product features and functions - great reinforcement for what is already written in those 12 brochures! Rip also has some samples which he gives to each of the three decision makers.

I could go on ... and on. In the last 20 years, selling has not changed sufficiently to meet the needs of customers. Unless today's sales executive is adding value and bringing innovation to, and gaining RESULTS for, their customers what do you need a sales team for? Hire a bunch of telephone 'vendors' who can sit at a console and process orders. Save a pile of money!

Most decision makers, no matter how long you/your people have been dealing with them, are thinking:

• What's in it for me? My Company?

• What will I gain from doing business with you?

• Will I save (money/time) by doing business with you?

• What risks am I taking?

• Will your solutions meet my needs? Solve my problems?

Here are nine key points, designed to bring 'Rip van Winkles' in your sales team right up-to-date!

1. Understand and work within the Customer's Buying Processes, NOT your selling processes. It does not mean that you don't utilise sales skills; it means that you understand that customers buy for THEIR reasons and not the salesperson's.

Until salespeople understand this concept, they will remain as vendors in the eyes of the customer.

2. Break the Customer's Buying Process into:

• Personal values and beliefs

• Business values and principles.

For instance, the higher you progress up the organisation, decision makers are looking at ways to increase profits and gain market share - clear business values.

A number of people in line management rely more on personal relationships with the salesperson or on pleasing their manager by avoiding risk.

Let me give you an example:

I met with the CEO of a major organisation, publicly listed, who had utilised my services in the past. His administration manager was also present.

As we agreed a training, coaching and skills development strategy for his managers, sales and service teams - the admin manager inquired how much my fee would be. I gave some lin

jor presentation of the specific products the customer stated they were interested in, when they rang the call centre. This presentation is supported by 12 brochures (all in full colour), another PowerPoint presentation which highlights product features and functions - great reinforcement for what is already written in those 12 brochures! Rip also has some samples which he gives to each of the three decision makers.

I could go on ... and on. In the last 20 years, selling has not changed sufficiently to meet the needs of customers. Unless today's sales executive is adding value and bringing innovation to, and gaining RESULTS for, their customers what do you need a sales team for? Hire a bunch of telephone 'vendors' who can sit at a console and process orders. Save a pile of money!

Most decision makers, no matter how long you/your people have been dealing with them, are thinking:

• What's in it for me? My Company?

• What will I gain from doing business with you?

• Will I save (money/time) by doing business with you?

• What risks am I taking?

• Will your solutions meet my needs? Solve my problems?

Here are nine key points, designed to bring 'Rip van Winkles' in your sales team right up-to-date!

1. Understand and work within the Customer's Buying Processes, NOT your selling processes. It does not mean that you don't utilise sales skills; it means that you understand that customers buy for THEIR reasons and not the salesperson's.

Until salespeople understand this concept, they will remain as vendors in the eyes of the customer.

2. Break the Customer's Buying Process into:

• Personal values and beliefs

• Business values and principles.

For instance, the higher you progress up the organisation, decision makers are looking at ways to increase profits and gain market share - clear business values.

A number of people in line management rely more on personal relationships with the salesperson or on pleasing their manager by avoiding risk.

Let me give you an example:

I met with the CEO of a major organisation, publicly listed, who had utilised my services in the past. His administration manager was also present.

As we agreed a training, coaching and skills development strategy for his managers, sales and service teams - the admin manager inquired how much my fee would be. I gave some lin

er how long you/your people have been dealing with them, are thinking:

• What's in it for me? My Company?

• What will I gain from doing business with you?

• Will I save (money/time) by doing business with you?

• What risks am I taking?

• Will your solutions meet my needs? Solve my problems?

Here are nine key points, designed to bring 'Rip van Winkles' in your sales team right up-to-date!

1. Understand and work within the Customer's Buying Processes, NOT your selling processes. It does not mean that you don't utilise sales skills; it means that you understand that customers buy for THEIR reasons and not the salesperson's.

Until salespeople understand this concept, they will remain as vendors in the eyes of the customer.

2. Break the Customer's Buying Process into:

• Personal values and beliefs

• Business values and principles.

For instance, the higher you progress up the organisation, decision makers are looking at ways to increase profits and gain market share - clear business values.

A number of people in line management rely more on personal relationships with the salesperson or on pleasing their manager by avoiding risk.

Let me give you an example:

I met with the CEO of a major organisation, publicly listed, who had utilised my services in the past. His administration manager was also present.

As we agreed a training, coaching and skills development strategy for his managers, sales and service teams - the admin manager inquired how much my fee would be. I gave some lin

er.

2. Break the Customer's Buying Process into:

• Personal values and beliefs

• Business values and principles.

For instance, the higher you progress up the organisation, decision makers are looking at ways to increase profits and gain market share - clear business values.

A number of people in line management rely more on personal relationships with the salesperson or on pleasing their manager by avoiding risk.

Let me give you an example:

I met with the CEO of a major organisation, publicly listed, who had utilised my services in the past. His administration manager was also present.

As we agreed a training, coaching and skills development strategy for his managers, sales and service teams - the admin manager inquired how much my fee would be. I gave some line ball figures and he said, 'Isn't that going to be rather expensive?' Before I could respond, the CEO said, 'I don't give a _ _ _ _ what he costs, he gets results!'

We completed our planning session quickly after that!

3. What is the one key buying motivation that dominates all others? Find it and you will get the sale. In my sales training programs, I work on six key motivations - called 'hot buttons'. You find these by asking questions. Simple!

4. Make an offer that matches product solutions and benefits to Needs/Hot Buttons. What? 'All my people do that', I hear you say. NO THEY DON'T - only about 10-15% of the top-echelon achievers do!

5. Ensure your people's presentation and demonstration skills are of the highest calibre. They should build decision makers confidence in them and ensure VALUE outweighs price in the decision maker's mind.

6. Building relationships also means significantly reducing competitive relationships. Your people's character, professionalism, value they offer and skills must be honed to outperform and outsell your competitors.

7. Your people should be adept at gaining long term commitment, not just at closing. Ensure they can do both.

8. Develop an account penetration plan - with your current customer; gain their recommendation to other decision makers within the organisation. Introduce new products and services on a planned basis.

9. Deal with objections and concerns professionally. Objections often arise because your people have commenced a closing process too early, haven't determined needs or the decision maker simply doesn't trust them. Seek WIN/WIN outcomes.