New Mindset

“Rethinking your business”

Sales

Information sources for finding prospects:

• Your office

• Clients’ offices

• Press

• Lists

• Others

Broad mail shot (1)Strategy:

• Identify prospects buying soon

Tactics:• Test run and monitor success percentage by source

Content:• Address by name, not Sir/Madam• State main benefit to them• Quote testimonial or proof• Highlight key words• Sign it

Broad mail shot (2)Limit to:

• One page• Five lines per paragraph• 14 words per sentence

Use:• Letterhead paper• Centre layout• Short positive words• ‘PS’ to prompt immediate action• Reply card or pre-addressed envelope

Focused mail shot

Goal:• Fix appointment with decision-maker.

Strategy:• Arouse demand for more information.

Tactics:• Check by phone decision-maker’s name and title• Use ‘you’ no ‘I’ in letter• Put yourself in their shoes• Sign it personally• Do it outside peak selling time• Don’t include product details• Follow-up by phone within a week

Use ‘AIDA’ to structure your mail shot:

• Attention

• Interest

• Desire

• Action

Appointments by phone

Your target is to speak to the person who decides:

• Decider: Authorises budget• Recommender: Manages users• User: Implements and

influences• Gatekeeper: Experts and

secretaries

Traditional Call Structure

Hard Call Calling

Key steps in the call structure (1)

1.Identify yourself

2.Establish rapport

3.Stimulate interest

4.Qualify wants & needs

5.Ask for appointment

Key steps in the call structure (2)

6.Overcome objections

7.Fix appointment

8.Fact-find

9.Thank You

Alternative Call Structure

Reserve Cold Calling

Key steps in the call structure1.Your name is unimportant, identify yourself when

asked

2.Asking for help

3.Be almost apologetic

4.Stimulate interest – Make a statement that prospect is unlikely to disagree

with– Make a statement about a measurable they cant ignore

5.Suggest for talking further

Call Structure (1)

“Hello, maybe you could help me”

Call Structure (2)

“I’m with New Mindset, not sure if you can help me, but we are exploring a program that may or may not be underway at your company. It relates to improving company performance but I am not sure if this is something you are open to considering?”

Call Structure (3)

“We are a business advisory organisation that focuses on identifying areas of your business that may be inefficient or underperforming, causing you to lose revenue and more importantly reducing your profits but I’m not sure if this is something that you would consider important?”

Call Structure (4)

“Not sure if it would make sense, but, would you be open to setting a time to talk further? Of course, keep in mind that there will be never any pressure at anytime”

Making appointments (1)

Switchboard• Be warm: Can you help me?• Verify decision maker’s name, title and address

Secretary• Control with questions• It concerns policy regarding X. Is she/he in?• Do you keep his/her diary or should I call back

later?• What time would be best?

Making appointments (2)

PA to MD• Would you know who decides policy on X?

Decision-maker• Give full name and check they’re not in a meeting• Use a hook: I read that you have recently ……• Match your benefit statement to their job function

Making appointments by phone

Before the call – prepare:• Activity goals for the day• Opening benefit statements• Likely objections and replies• Best times and places for you

During the call – qualify:• Wants• Authority• Needs• Timescale• Spending power

Making appointments by phone (II)

After the call:

• Replace phone on hook last• Confirm in writing: date, time, place, purpose

Making appointments – do:

• Make notes

• Be persistent, but be careful

• Sound confident

• Ask for appointments at set times

• Offer alternative times, one specific and one open

Making appointments – don’t:

• Wait on hold, call back later

• Accept: We’ll call you back … ask when you should call back or get an email address to send information

• Pause between benefit statement and question

• Talk to purchasing departments unless you can identify the person you need to speak too

Selling by phone

• Follow structure as for appointments

• Build testimonials into benefit statements

• Test close

• Close direct: Can we go ahead?

• Use enthusiasm

Use positive, active language

Use positive, active language to create the right atmosphere:

Avoid: Use:• Pay Invest• Suggest Recommend• Change Improve• Sign Approve• If When• I You

Building rapport in advance of appointment

• Avoid distractions

• Smile

• Relax

Building rapport during appointment

Make notes, check back and match their personalities:

Words with Tone Example• INSPIRER emotions enthusiastic vital, great• ASPIRER goals direct/concise progress, decide• ENQUIRER facts logical/slow data indicates• ADMIRER empathy warm/open believe,

understand

Objection handlingReply to possible objections with ‘suppose’ statements:

• No budget:‘Suppose it paid for itself, you’d be interested, wouldn’t you?’

• Too busy:‘Suppose we fixed a time next month when we’re both free?’

• Send me literature:‘Suppose we saved you 30 minutes’ reading time instead.’

• No need to change suppliers:‘Suppose we gave you better value ….’

Checklist for making new appointments:

1. Have latest information on their market forces

2. Use network contacts for current grapevine news

3. Read their latest company report and literature

4. Draft benefit statements linked to their strategy

5. Check top PA’s name and title at reception

Checklist for making new appointments: (II)

6. Ask for the top PA’s help

7. Qualify when key people are accessible

8. Check they are not in a meeting

9. Give them ways to say yes

Incoming telephone calls

• Have a message pad at hand

• Pick up within four rings

• Write down caller’s name, company, number

Handling incoming telephone calls

Ask source:How did you hear of us?What prompted your enquiry?Who else is involved in approving this?What are you looking for?When would you like to install?How much are you intending to invest?

Qualify:WantsAuthorityNeedsTimescaleSpending power

Incoming sales calls

• Sell across range

• Sell up range

• Sell your uniqueness

First visitsPreparation in reception:

• Ensure a positive attitude• Rehearse call objectives• Check for evidence of competitors• Read client literature

Introduction:• Smile• Ask about a personal interest• Ask permission to take notes• Note names, roles, objectives, time available• Agree next steps

Qualify and probeQualify WANTS:

• Wants – exactly what are they looking for• Authorities - decision-making process• Needs of their personal and organisational goals• Timescale of their evaluation and implementation• Spend capacity, whose budget and when available

Probe:• Knowledge of applications and competitors• Next process stage• Previous buying pattern and experience• The operational and cost impact of not improving

Identify those involved in decision process

• Distinguish:Role - Purpose of jobResponsibility - Main function of job-holderAuthority level - Sign-off limits

• Define if active or passive role

• Check any committee involved in the decision

Categorise the chain of command

• Authority - Authorises and signs off

• Recommender - Approves

• Influencer - Offers specialist advice

• User - Hands-on implementer

Personality types

• Inspirers

• Aspirers

• Enquirers

• Admirers

Personality types - Inspirer

• Driven by - people, own prestige, company mission

• High on - interaction, expression, intuition, assertion

• Low on - caution, detail, facts, figures• Wants - acclaim• Appeal to - self-image, quality, innovation• Method - listen, enthuse• Office - personal symbols and pictures• Hands - in front

Personality types - Enquirer

• Driven by - goals, own recognition, company efficiency

• High on - caution, planning, facts, logic, time• Low on - expression, assertion, interaction• Wants - justification• Appeal to - cost-saving, curiosity• Method - market research, comparisons• Office - graphs, neat paperwork• Hands - on chin

Personality types - Aspirer

• Driven by - goals, company effectiveness• High on - assertion, control, direction,

pressure• Low on - caution, detail, expression, time• Wants - results• Appeal to - productivity, personal gain• Method - cost-benefits, options• Office - achievement symbols• Hands - behind head

Personality types - Admirer

• Driven by - people, own recognition• High on - caution, listening, rapport, time• Low on - assertion, control, pressure, change• Wants - security• Appeal - reliability, low risk• Method - market trends, testimonials• Office - people pictures, untidy papers• Hands - over mouth

Dealing with the personality types

• Inspirers - Recognise their successes and their visions

• Aspirers - Stress opportunities and fast results

• Enquirers - Give a logical approach and time to think

• Admirers - Supply testimonials from satisfied clients