Professional Selling is not just ‘the gift of the gab.’

Professional Selling is not just ‘the gift of the gab.’ Professional salespeople need a structured approach to help them to be successful – fast. Experienced salespeople also benefit from a refresher.

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Overview
Competition is a key factor. The level of skills required to be a success twenty years ago, will not result in significant sales today. We need the highest level of skills to ensure success.

The cost of employing salespeople is high. This includes indirect costs and staff. Without the highest level of skills this investment produces a poor return.

Selling is, on the whole, an unsupervised profession. At key points with customers usually the salesperson is by himself/herself. This means bad habits develop without the salesperson being aware. Skills need to be refreshed.

This course provides the essential selling skills needed in today’s highly competitive arena.

Who Should Attend
New salespeople and those who have not had training in over three years.

Duration
2 Days

Selling Skills – Course Objectives

Participants will learn:

  • the key elements required to be successful in selling. They will also learn a proven and easy to remember structure
  • to profile the customer’s organisation and people prior to the meeting – what are the potential issues, needs, etc?
  • the key factors of preparation including setting call objectives, checking materials and dealing with nerves. They will also learn how to turn waiting in reception areas into a valuable use of time
  • how to ensure the meeting is started properly and how to avoid common errors.
    how to design questions to obtain the data and decision criteria in a conversational and professional manner
  • how to use active listening skills during the enquiry stage to ensure they obtain the maximum amount of information in key areas, and gently control the flow of the conversation
  • how to match needs with aspects of their solutions, in a manner that maintains interest, relevance and moves towards agreement. They will also learn how to develop their personal style and avoid common errors
  • how to move professionally to agreement and handle any questions, reservations or objections in a low-key professional manner
  • how to deal with the ‘post-meeting’ aspects of ‘Review’ and ‘Enforce’ to increase their success.

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Selling Skills – Course Outline

Success Characteristics
Key personal characteristics that affect selling success
The structure of a successful sales meeting

Profiling
‘Tuning in’
The organisation
The person

Preparation
Call objectives
Pre-checklist
Nerves
Reception area

Rapport
Opening the meeting
Relaxing the other person
Establishing appropriate credentials
Arousing interest
Setting the agenda
Checking time constraints
Common pitfalls

Enquiry
Question design
Question style
Uncovering needs
Understanding the decision process

Active Listening Skills
Benefits of active listening
Active listening skills
Using active listening techniques to encourage full disclosure
Active listening as gentle control of the meeting

Presenting The Solution
The ‘need-feature-advantage-benefit-confirm’ sequence
Identify appropriate benefits common pitfalls
Handling buying signals
Ten ways to polish the presentation
The presentation flow

Getting Agreement
How to select the most effective method of closing
Enhancements to ‘closing’
How to ensure professional, non-aggressive closing
Handling objections
The L.A.I.D.-back® approach

Review And Enforce
Key questions for ourselves
Preparing for future meetings
Follow-up on agreements

Sales Presentations

The sales presentation is increasingly popular as a method of communicating with the many people involved in a decision. A good solution can fail – due to poor presentation.

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Overview
Presenting ideas/findings/solutions to groups is a normal part of modern commercial life and yet the majority of presentations fail to be memorable or relevant in part or whole. As more people are involved in decision-making or need to be kept informed, the number of sales presentations increases. The speed of change is increasing; presentations are an essential part of the salesperson’s communication armoury. They allow faster communication that a series of one-to-one meetings. They allow personal emphasis and the ability to answer questions – unlike written communication. Presentations in a competitive situation for suppliers, alternative ideas or job selection are now common. It is usually the quality of the presentation – not the viability of the idea that makes the difference.

This practical and stimulating course gives participants the vital skills, techniques and current research they need to improve their skills.

Who Should Attend
All salespeople. Even trained and experienced salespeople will find this helps them to improve.

Duration
1 Day

Sales Presentation – Course Objectives

Participants will learn:

    • how to use memory principles
    • the key points of preparation and alternative approaches
    • how to use the media available to them to make their audience respond to their message
    • how to develop a personal style that adds to the effectiveness of the sales presentation
    • how to deal with difficult situations and turn them to their advantage
    • how to avoid the pitfalls and put ‘sparkle’ into their presentation
    • Depending on the number of participants each person will perform 2 to 3 presentations in the day.

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Sales Presentation – Course Outline

Introduction
The role of the presentation in the sales process
Common errors

How Memory Works
Making sure the audience remembers

Profiling and Preparation
Selecting the right approach
A review of different approaches
Understanding audience needs
Setting objectives
Handling nerves

Visual Aids
Designing, producing and using:
Overhead projector foils
Whiteboard & flipchart
Using cues

Sales Presentation Style
The C.I.A.™ introduction
Handling nerves during the presentation
Handling difficult questions
When things go wrong

Polishing the Presentation
The ten things to avoid
Twelve ways to add power to your presentation

Sales Behaviour Versatility & Transactional Analysis

We must increasingly deal with a wide range of behaviour types amongst the customer group. Our success will be increased if our versatility increases.

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Overview
Increasingly the salesperson must be able to persuade and work with a wide variety of people. This means the salesperson must develop a ‘chameleon’ quality to quickly change behavioural style to match the other person. Over a period of many years salespeople increase their versatility in dealing with the customer types experienced.

This stimulating and practical course provides the key skills needed to accelerate versatility and deal with new customer groups quickly.

Who Should Attend
All new and experienced salespeople.

Duration
1 Day

Selling Skills (Sales Behaviour) – Course Objectives

Participants will learn:

  • the underlying principle of Behaviour Analysis and the strengths and weaknesses of their own behaviour type
  • how to identify the behaviour type of other people easily and quickly
  • to modify their behaviour to meet the needs of different groups
  • to handle groups containing mixed behaviour types
  • how to use Transactional Analysis to ensure a productive outcome to any conversation

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Selling Skills (Sales Behaviour) – Course Outline

Behaviour Types
Behaviour characteristics
Behaviour groups strengths and weaknesses of each group
Self-Discovery

Behaviour Identification
Behaviour type clues
Pitfalls in identification

Handling Different Types
Key differences between your type and other types
Versatility factors
‘Meeting’ versatility skills
Each stage in the sales process and how to modify behaviour
Exercise, Discussion

Mixed Behaviour Type Groups
Handling different types in Stand-Up presentations
How good proposals and reports meet the needs of different types

Transactional Analysis
Ego States
Complementary and Crossed Transactions
Ensuring a productive outcome to any conversation

Personal Effectiveness for Sales People

An effective salesperson may achieve greater results than an ineffective salesperson of greater sales ability. Working hard is not enough; top salespeople need to be effective.

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Overview
A salesperson with great knowledge/skills will achieve less than someone with lesser knowledge/skills, but who is significantly more effective. With pressure on time increasing, slack time has become almost non-existent. Rare skills require great effectiveness to have maximum impact. Work pressure has seen an increase in stress related disorders.

During this practical and thought-provoking course, participants will learn how to increase their personal effectiveness in handling priorities, time and stress.

Who Should Attend
All new and experienced salespeople.

Duration
1 Day

Personal Effectiveness (Sales) – Course Objectives

Participants will learn:

  • to consider their current operation and develop an action plan to help them focus on priorities
  •  how to deal with the ‘thieves of time’ affecting them
  • how to reduce distress and deal with it when it occurs
  • how to use objective setting and action plans to increase personal effectiveness
  • how to improve memory quickly

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Personal Effectiveness (Sales) – Course Outline

Setting Priorities
In-tray issues
The priority grid
Analysis of personal time log
Personal action plan

“Thieves Of Time”
Identifying and developing action plans to deal with:
Crisis
Other departments/colleagues
Customers
Own likes/dislikes
Your ‘boss’
Meetings
Inability to say ‘No’
Paperwork
Travel

Stress
Distress and eustress
Pre-disposing factors
Causes of distress
Symptoms of distress
Dealing with distress
Preventing distress
Creating a personal action plan

Setting Objectives
The key to success
Objectives and action plans

Memory
How memory works
How to improve memory
Better memory in the sales process

Sales Negotiation Skills

As more customers are trained in negotiation, we need special skills to protect and increase profits while building relationships. Negotiation increasingly involves teams and may need more than one meeting to reach agreement. Such issues require even greater skills.

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Overview
As competition increases, the frequencies of negotiations increase. In most industry sectors negotiation is an expected part of the purchasing process. Many senior customer personnel get more practise in negotiations skills than most supplier personnel. This means their skills develop at a faster pace. Often the customer facing personnel must negotiate internally as well as externally.

Many customer personnel are trained in win-lose negotiation tactics. This means an even higher level of skill is required by supplier personnel to ensure a win-win outcome. The different between profit and loss on a deal often lies in the detail. Minor clauses negotiated have given rise to suppliers having major problems.

Negotiation Skill Training is a practical and intensive course where participants are given the key techniques and skills required.

Who Should Attend
Anyone involved in negotiations, also experienced negotiators who want to refresh and improve their skills.

Duration
2 Day: Full Negotiation Skill Training Course

Negotiation Skill Training – Objectives

Participants will learn:

    • the underlying principles and how to recognise when the sales process has moved towards negotiation
    • how key activities before the negotiation can help to ensure success
    • how to open the negotiation and the key elements required to prevent problems and help to ensure success
    • how to handle requests and trade concessions in a way that ensures maximum profitability
    • how to avoid the pitfalls and handle difficult situations
    • how to follow-up the meeting to ensure success for this and future negotiations
    • how to handle negotiations that take place over two or more meetings and avoid the common errors
    • how to lead a negotiation team before, during and after the negotiation
    • how to prevent, recognise and handle a range of buyer’s ploys.

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Negotiation Skill Training – Outline

Negotiation Factors
What is negotiation?
Alternatives to negotiation
Recognising when the other person is moving into negotiation
The difference between persuasion and negotiation
Ensuring ‘win-win’ outcomes
Internal and external negotiations

Profiling And Preparation
Profiling the account
Profiling the other negotiator(s)
Defining the aims/parameters
Setting the scene
Preparing for ‘trading’

Opening The Negotiation
Creating the right atmosphere
Agreeing the agenda/time
Preventing later ploys
Obtaining full information about requests

Reaching Agreement
Handling requests
Trading concessions
Avoiding pitfalls
Concluding the meeting
Tests to check the quality of the agreement

Post-Meeting Review
How to ensure we get the most from the meeting
Enforcing the agreement
Reinforcing benefits
Personal skill review
Preparing for future negotiations

Multi-Meeting Negotiations
Aims of the first meeting
Structure of the first meeting
Test-trading techniques
Aims of subsequent meetings
Structure of subsequent meetings
How to minimise risks from protracted timescales

Team Negotiations
Preparations and briefing
The roles in the negotiation
Passing control
Avoid common errors

Buyers Ploys
A review of over 18 ploys
How to prevent ploys
How to handle ploys and maintain the relationship

How To Be A Good Team Member

An effective team is more productive than a group of loners. Teams settle down over time. To be effective quickly, the individuals need to acquire key skills and understand team dynamics.

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Overview
A team is far more than a group of loners. An effective team shows greater results, resilience and creativity than a group of loners.

Just calling a group of people a team does not mean they are a team. Teams take time to evolve. In the current commercial situation we need them to be effective quickly.

This course is more than ‘Team Building.’ It accelerates their development as a team and focuses on the key skills needed.

Who Should Attend
Members of an appointed team.

Duration
1/2 Day

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Team Member – Course Objectives

Participants will learn:

  • the indicators and benefits of an effective team
  • how to recognise the development of their team and help appropriately
  • the key skills and knowledge of effective team members. They will build a personal action plan

Team members will accelerate their team’s development during this course using team-building exercises that focus on different areas of team working.

Team Member – Course Outline

What Is An Effective Team?
Indicators of an effective team
Indicators of an ineffective team

Team Development
Stages
Accelerating development
Common problems

Team Member Contribution
Team culture
Performance areas
People areas
Planning areas
Productive and unproductive behaviours

Training The Trainer

Skills’ training is different to many other types of training. A skill training has certain advantages and challenges by comparison with other types of training. This course provides participants with the key skills needed. The duration is based on a group of 4-6. Larger groups will need a longer course.

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Overview
Skills training is more than being knowledgeable. A good skills trainer can achieve better results, competence and customer loyalty than someone who is more knowledgeable but who lacks training skills. Poor skills training results in a greater requirement for support afterwards and more errors than are acceptable. This affects the costs and profitability of the organisation in the short and long-term.

This practical and intensive course gives participants the key skills they need.

Who Should Attend
Anyone involved in training internal or external staff.

Duration
2 Days

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Skills Trainer – Course Objectives

Participants will learn:

  • the stages in the training process and the difference between ‘skills’ training and other types of training
  • the components of the first stage in establishing the priority training needs
  • how to develop a basic training session
  • and practise the key factors in delivery of a training session
  • some of the theories underpinning good training
  • how to plan the development of a training session
  • and practise other aspects of delivery

Skills Trainer – Course Outline

The Training Process
‘Hard’ vs. ‘Soft’ skills
Stages in the training process

‘Needs’
Analysis of needs
Barriers
Establishing priorities

Developing Training I
Setting objectives
Developing training modules
Training session structure
Training course – introduction
Training course – summary
Using visual aids

Delivery I
Style
Question & answer sessions
Handling nervousness
Last minute checks
Implementation

Underpinning Theories I
Information acquisition
How memory works
Conditioning process
Giving feedback

Develop Training II
Trainer guide/Lesson plan
Other visual aids
Concentration patterns
Methods – type and use

Delivery II
Asking questions
Participant positions
Room layout options
Environmental considerations
Group dynamics – functional behaviours
Group dynamics – dysfunctional behaviours
Problem participants
Points of polish

Underpinning Theories II
Alternative tuition approaches
Circle of competence
Evaluating training
Creating instructions