FranklinCovey Sales Performance Practice Course Catalog

FranklinCovey Sales Performance Practice Course Catalog

Table of Contents

Sales Strategy ................................................................................................................................................ 2

Sales Leadership ............................................................................................................................................ 5

The Account Plan .......................................................................................................................................... 9

Filling the Pipeline: New Accounts ............................................................................................................. 12

Filling the Pipeline: New Business from Current Accounts ........................................................................ 15

Qualifying and Advancing Opportunities .................................................................................................... 18

Closing the Sale ........................................................................................................................................... 22

Win-Win Negotiation .................................................................................................................................. 26

© FranklinCovey. All rights reserved. Page | 2

Sales Strategy

THE CHALLENGE

In a complex sale, multiple people tend to influence and make a buying

decision. How those people relate to and interact with each other to make

a decision — the politics of an organization — can be as important to the

sale as the qualities of your product or service. While all buyer votes are

important, some votes count much more than others. Many salespeople

don’t like or aren’t skilled at navigating through such organizational

challenges.

Complicating matters further is the competition for the money you want

the client to spend with your company; internal competition for other

initiatives and external competition for other solutions. Salespeople need

strategy and tactics to help demonstrate both how your solution meets the

client’s needs AND how it exceeds their alternatives of doing nothing, doing

it themselves, or doing it with someone other than your company.

WHAT MAKES A DIFFERENCE?

In Sales Strategy, you will learn how to use Player Map, a dynamic visual

sales plan that illustrates a client’s political and organizational landscape

and how you and your company fit into that environment. With a Player

Map, managers can see at a glance exactly what’s going on within a client

organization. Teams can brainstorm and coordinate the most effective

approach to navigating the terrain, and sales professionals can quickly map

their sales strategy to win.

In this program, we will help you monitor the status and advance the

progress of important opportunities.

MINDSETS

All votes are important. Some votes count more than others. Act accordingly.

Relationships must be built on purpose.

Inter-relationships are important to understand and influence.

There is always competition and it can make us stronger.

SKILLSETS

Build a Player Map to identify influencers and decision makers and establish how they interact with each other to make decisions.

Gain access to and build relationships with key buyer stakeholders.

Establish Champions and neutralize Anti-Champions.

Elicit buying criteria.

Productively direct co-worker roles and activities.

Develop and execute a competitive strategy.

TOOLSETS

Player Map

Opportunity Plan

Call Plan

Account Plan

ROI OUTCOMES AND MEASURES Increased Win Rate

Larger deal size Improved realized margins Increased add-on business


Sales Strategy

Learning Objectives Explain a Player Map and its purpose

Identify the components of a Player Map

Use a Player Map to identify influencers and decision makers and how

they interact with each other to make decisions

Determine how to gain access to and build relationships with key buyer

stakeholders

Identify how to establish Champions and neutralize Anti-Champions

Identify how to elicit buying criteria

Use the Player Map to productively direct co-worker roles and activities

Develop and execute a competitive strategy using the Player Map

Duration Format Tools

1 Day Live or Virtual

Player Map

Opportunity Plan

Call Plan

Account Plan

SAMPLE 1-Day Agenda Courses are typically customized for specific clients.

TIMING TOPIC

20 Minutes Introduction to Player Map

30 Minutes Player Progression

Pretender

Producer

Player

30 Minutes Goals

Know the market

Know the client

Know the Players

Know the politics

Know your value

Know your place

Know your competitors

Know your plan

30 Minutes Power and Performance

Power: The ability to make things happen

Performance: The ability to get things done

Relationship to Pretenders, Producers, and Players

15 Minutes Break

90 Minutes Player Focus

Operations and Administration

Management

Executive

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TIMING TOPIC

30 Minutes Structures

Hierarchy, Flat, Virtual

60 Minutes Lunch

30 Minutes Players

Track Record = Ability to Perform

Value seekers

Team builders

Risk takers

Love to buy (hate to be sold)

Like to prewire decisions

30 Minutes Headsets: A Player’s perspective, perception, and priorities at any given time

Envision = Where are we going?

Evaluate = Are you the right one to help us?

Enabling = Can we succeed?

Execute = Can we get going?

15 Minutes Break

30 Minutes Champions

Champions want you, and only you, to win

Important to cultivate in the selling environment

Awareness and attention

Identifying and Managing Anti-Champions

45 Minutes Working with Bridges

Why Bridging is important

Professional and personal bridges

External and internal bridges

Building Bridges

20 Minutes Path Forward: How will you use the Sales Success System including 5 Online, coaching, and the global sales community to

implement and improve what you learned today?

Franklin Covey Sales Performance Practice 1.800.707.5191 www.franklincovey.com/spg


Sales Leadership

THE CHALLENGE

When it comes to building a winning sales culture, leaders are the fulcrum of

change. Every sales leader who makes a significant jump in performance does so

by helping multiple salespeople be more successful at their jobs. Helping sales

leaders raise the bar on their performance — from wherever that bar is today —

is a key to driving measurable growth in profitable revenue.

Give me a lever long enough, and a fulcrum on which to

place it, and I shall move the world. —Archimedes


In this program, we help sales leaders be more successful and derive greater

personal and professional satisfaction by helping them:

Identify what needs to change within themselves and their team

Practice, apply, and model improved Consultative Selling Skills (beyond

their current skill set)

Understand and apply the Science of Expert Performance — precisely

how people get better at sales (replace mystery with mastery)

Practice and apply key Time Management skills

Learn and apply G.R.O.W. — a proven performance-coaching approach

Develop a personalized implementation plan for a high-performance

sales culture

FranklinCovey typically assigns a FranklinCovey sales guide to each sales leader —

we coach the coach. We provide sales leaders with an experienced FranklinCovey

sales guide to help them apply playbooks and proven processes within their

team, and to upgrade and model their own sales skills, greatly leveraging and

accelerating the performance of the entire sales team.

MINDSETS

Everything you need to be great at sales is learnable—if you are willing to practice.

Keep getting better. Keep getting better. Keep getting better.

Performance = Capacity - Interference

Move from knowing what to do to doing what you know.

Busy is the enemy of better.

Create a passionate focus on helping clients succeed.

SKILLSETS

Adopt the behaviors of an effective leader.

Know which people to invest in, and how to invest in them.

Understand and apply the 5 Steps to Mastery (S.P.A.C.E.).

Apply the G.R.O.W. coaching methodology.

Apply and model consultative selling skills (“Helping Clients Succeed” and related content).

TOOLSETS

5 Online S.P.A.C.E. modules

Skill/Will Matrix

Time Matrix

G.R.O.W. template

Helping Customers Succeed toolset

ROI OUTCOMES AND MEASURES Increased profitable revenue per team

Increased number of sales people meeting or exceeding quota Improved speed to productivity for new salespeople

Increased retention of valued leaders and salespeople Improved employee satisfaction; measureable growth in skills


Sales Leadership

Learning Objectives Determine what leadership behaviors need to change

Identify where to focus leadership efforts

Identify and apply the Five Steps to Mastery (S.P.A.C.E.)

Identify how to use Account Plans and Sales Plans to be a

successful sales leader

Identify key selling skills for sales leaders (“Helping Clients

Succeed” and related content) and how to apply and

model them

Identify which people to invest in and how to invest

in them

Define and apply the G.R.O.W. coaching methodology


3 Days Live or Virtual

5 Online S.P.A.C.E. modules

Skill/Will Matrix

Time Matrix

G.R.O.W. template

Helping Customers Succeed toolset


DAY 1

TIMING TOPIC

15 Minutes See. Do. Get.

For incremental improvements focus on Do. For substantial improvements, focus on See.

15 Minutes What Needs to Change?

30 Minutes FOCUS

What do you and your team spend time on? Urgent/Important exercise

30 Minutes Power and Performance

Power: The ability to make things happen Performance: The ability to get things done Relationship to Pretenders, Producers, and Players

30 Minutes S.P.A.C.E.: Understand the Five Steps to Mastery — a scientific, predictable, repeatable process for getting much better at sales

15 Minutes Break


TIMING TOPIC

90 Minutes Planning for Success: Coaching your team to focus and succeed

Sales Plan — A good plan provides a clear picture of where you want to be in the future, a prioritized set of actions you can take to make that future a reality, and a way to measure your progress along the way.

Account Plan — A good account plan connects heads-down tactics to heads-up strategy. It allows you to organize and direct your activities in a cohesive and coordinated way so that the whole is much greater than the sum of its parts.

60 Minutes Lunch

120 Minutes Consultative Selling Skills for Leaders

Key Principles Move Off the Solution

Framing the Business Opportunity Key Business Issues — what is most important

to your client?

15 Minutes Break

60 Minutes Consultative Selling Skills for Leaders (continued)

DAY 2

TIMING TOPIC

90 Minutes Consultative Selling Skills for Leaders (continued)

Evidence — using questions to uncover pain and gain

Impact — sizing financial impact

Context — who is affected and who cares? Constraints — what might prevent your

client’s success?

15 Minutes Break

90 Minutes Consultative Selling Skills for Leaders (continued): Resources

Scanning for Yellow Lights Time — too much / too little People — is the division of labor right?

Money — how to talk about money Logistics — objections Value — objections

60 Minutes Lunch

90 Minutes Consultative Selling Skills for Leaders (continued): Decision Grid

Navigating the decision process Gatekeepers — how to get through to the people you need to see

15 Minutes Break


TIMING TOPIC

120 Minutes Consultative Selling Skills for Leaders (continued): Planning and executing successful client meetings

Call Plan End in Mind — why meet? Key Beliefs — what needs to be discussed? Questions and objections — prepare and succeed

DAY 3

TIMING TOPIC

120 Minutes InsideOut Coaching: Tools for Sales and Business Leaders

Becoming a results-oriented coach for your employees Understanding key elements of human performance and how to influence them Learning and practicing a process for holding effective coaching conversations with employees to

increase engagement and get results Eliminating interference for employees and helping them pay attention to critical tasks

15 Minutes Break

120 Minutes InsideOut Coaching (continued)

Generating innovative ideas for deal advancement Developing trust and understanding between managers and employees so even difficult or

uncomfortable discussions have a positive outcome Opening the way for continual dialogue about progress and performance

60 Minutes Lunch

120 Minutes Leading the Sales Transformation

Coaching Program Overview — What we will do together Advancing Deals — The Opportunity Advancement Session routine

15 Minutes Break

120 Minutes Leading the Sales Transformation (continued)

Developing Talent — The Sales Success Meeting and 5 Online Measuring Success — How will you measure progress and course correction?



The Account Plan

THE CHALLENGE

Account planning has some good news and some bad news. The good news

is that when people come together to do a well-led account plan, it can be

engaging and motivating time spent. The bad news is that the

implementation rate of many account plans is often very low. As a result,

the desire to participate in future planning sessions goes down as well. So

what’s the point?

“Unless commitment is made, there are only promises

and hopes; but no plans.” —Peter Drucker


An account plan is a Value-Creation Strategy. It doesn’t start with how

much business you want to do with a company. It outlines how you will

create and then capture value. It connects targeted research on what your

client most wants, needs, and values to what you do well. By clarifying your

beliefs and assumptions about how value will be created, it allows you to

test those beliefs in the real world and get vital feedback about what is

working and what isn’t.

The success of a good account plan includes what we call a Cadence of

Accountability that keeps the plan alive and dynamic. It helps hold you

accountable not just to complete activities, but also to ensure that the plan

and its related planning activity add value to your client, your company, and

yourself

MINDSETS

Passionately focus on client success.

Do fewer, do them better.

Solutions have no inherent value; they derive value from solving problem/results people care about.

Diagnose before you prescribe.

Replace guessing with research, knowledge, and focus.

SKILLSETS

Complete and execute an Account Plan for a key account.

TOOLSETS

Account Plan

ROI OUTCOMES AND MEASURES Increased revenues and margins from key accounts

Increased account retention Increased “wallet share” (you get a greater percentage

of the client’s available spend) Account dominance (you get the greatest percentage of the client’s

available spend – which typically results in greater profitability)


The Account Plan

Learning Objectives Define the purpose of Account Plans

Identify the key components of an Account plan

Identify and develop an effective account strategy statement

Develop a relationship strategy

Identify and develop a communication strategy

Develop a list of key client issues that can be addressed

Determine which opportunities will be most meaningful to the client

Analyze the competitive landscape and develop a competitive strategy

Develop an action plan for moving the account and specific opportunities forward


½ Day Live or Virtual

Account Plan

SAMPLE ½-Day Agenda Courses are typically customized for specific clients.

TIMING TOPIC

20 Minutes Introduction: Account plans detail how you will create and capture client value.

What is the payoff? How do you make the payoff a reality

30 Minutes Account Strategy

Develop an account strategy statement How will your contribution be noticed?

30 Minutes Relationship Strategy

What is your relationship strategy for the account as a whole? Who are the key “Players” for the specific targeted opportunities? Develop your relationship plan

30 Minutes Communication Strategy

What is the single most important message you must convey to key stakeholders? Second most important?

What must you and your company do to be congruent with and communicate that message? How does your positioning and messaging differentiate you from the competition?

15 Minutes Break

90 Minutes Value Creation Analysis

Business Conditions: Financial, strategic, competitive Key corporate initiatives Industry trends and implications Summary of key client issues we can help address Use the prioritize tool to determine the top three

opportunities you will initiate with this client



TIMING TOPIC

30 Minutes Competitive Strategy Overview: For the account as a whole (separate from individual opportunities)

What is the competitive landscape? Conduct a “SWOT” analysis for yourselves, the client’s internal resources, and your chief external

competitors

20 Minutes Path Forward (Typically the second half day is spent planning to initiate one of the opportunities defined above)

Action Plan (cadence of accountability)



Filling the Pipeline: New Accounts

THE CHALLENGE

Growth in profitable revenue typically demands a consistent ability to open new

accounts with high growth potential. Additionally, many firms are exposed to the

substantial risk of having a large percentage of their revenues tied to one or a

small number of current accounts; the loss of one of these accounts can be life

threatening.

How can you control your own destinty by opening desireable new accounts

repeatedly, predictably, and in a way that is more respectful and satisfying for

both buyers and sellers?


The FranklinCovey approach helps you identify and connect to the people you

most want to talk to in order to answer the simple question “Should we be

talking?” If the answer is yes, the opportunity moves to the Qualify and Advance

portion of the sales cycle (Qualify). The FranklinCovey Demand Creation process

is straightforward with the goal of “less nonsense, more sales.”

MINDSETS

Do fewer. Do them better.

Solutions have no inherent value. They derive value from solving problems or gaining results people care about.


To get good information about what it takes to get a “Yes,” make “No” be OK.

Intent counts more than Technique.

SKILLSETS

Prioritize which companies and people you should talk to.

Research companies and people to connect with what they value most.

Prepare to talk about possible solutions in terms of client problems and results.

Prepare/execute a Call Plan that makes it easy for the client to decide whether there is something worth pursuing.

Learn how, early in the conversation, to move skillfully from advocacy to inquiry.

Learn to better work through typical objections.

Develop a series of “next steps” for you and the client to easily and at relatively low cost/low risk move forward.

Get referrals.

TOOLSETS

Prioritize Tool

Call Plan

Web 2.0 tools for research

ROI OUTCOMES AND MEASURES Increase the number of new opportunities with new accounts

Increased percentage of calls made to calls accepted (more people are willing to talk with you)

Increased percentage of first calls resulting in second meetings (more people want to move forward)

Increase in the quality of new opportunities Higher conversion rate from prospect to client (talking to the right

people about the right things in the right way) Larger monetary value of initial sale and of lifetime revenue

Greater return on each business development dollar spent on acquiring new accounts

Increased satisfaction for clients and salespeople

Filling the Pipeline: New Accounts

Learning Objectives Define effective demand creation

Use the Prioritize Tool to determine which companies and people

you should talk to

Identify how researching companies and people can help connect

with what they value most

Research companies and people

Explain and demonstrate how to move off your own solution

Prepare to talk about possible solutions in terms of client problems

and results, rather than solution features and benefits

Use a Call Plan to prepare a meeting that makes it easy for the client

to decide whether there is something worth pursuing

Identify how and when to move skillfully from advocacy to inquiry

Identify and plan for effectively addressing questions and Yellow

Lights

Develop a series of easy, low cost/low risk “next steps” for you and

the client

Explain the importance of getting referrals

Define how to get referrals



Prioritize Tool

Call Plan



TIMING TOPIC

20 Minutes Introduction: Demand creation is the straightforward task of more skillfully answering the question, “Should we be talking?”

How do you do a better job of predicting good fits between what your prospective client wants, needs, and values, and what you do well?

How do you do a better job of gaining a first meeting with someone you want to talk with?

40 Minutes Prioritize: Do fewer, do them better.

Use the Prioritize Tool to establish weighted criteria for clients you should call on versus the long list of those you could call on

Select one company to work on today. Make it meaningful

60 Minutes Prepare: When you prioritize, you can take more time to prepare a customized approach.

Research company

Research people NOTE: Depending on the depth of material covered this section can expand considerably

15 Minutes Break



TIMING TOPIC

60 Minutes Prepare (continued)

Move off your own solution Based on your research, select one solution or solution set that connects with what the prospective

client needs or values

60 Minutes Lunch

120 Minutes Prepare (continued)

Call Plans

For the prospective client

For the assistant: What if we get the assistant? (Quick preview)

For the referral source: How will we approach the person whom we want to refer us to the prospective client? (Quick preview)

Effective email and voicemail tactics

15 Minutes Break

60 Minutes Personalize

Why bother? Referrals hugely increase the odds that someone will take our call

How do we find a referral?

Make it easy for the referral

40 Minutes Path Forward: Going forward, how will you use the Sales Success System, including 5 Online, coaches, and the global sales

community to implement and improve what you began today?



Filling the Pipeline: New Business from Current Accounts

THE CHALLENGE

Conventional wisdom says it is easier to sell to current accounts than

new accounts. And if you are producing good value for those accounts,

that wisdom has sound footing. You should have sufficient trust and

credibility that people will listen to new ideas. You should know enough

about the client to propose ideas that are relevant. That is the power of

Helping Clients Succeed. However, easier doesn’t always mean easy.


In this program salespeople will improve their ability to initiate new

ideas to current clients in ways that allow the client to feel well served,

whether they choose to move forward or pass. They will work more

effectively to accomplish the following:

Prioritize: Salespeople will analyze the opportunities they could expose

to this client, and decide which has the greatest value and relevance —

from the client’s perspective.

Prepare: Salespeople will prepare to talk about the opportunity in terms

of problems and results the client cares about rather than features and

benefits.

Personalize: Salespeople will learn about the people they call on in

advance and customize their interaction accordingly.

MINDSETS

Do fewer, better.

Solutions have no inherent value. They derive value from solving problem/results people care about.


To get good information about what it takes to get a “Yes” — make “No” OK.

Language matters.

Intent counts more than Technique.

SKILLSETS

Combine internal knowledge of the client with external research to determine good potential fits.

Prioritize which opportunities will be most meaningful to the client.

Prepare to talk about possible solutions in terms of client problems and results.

Prepare and execute a Call Plan that makes it easy for the client to decide whether there is something worth pursuing.

Learn how, early in the conversation, to move skillfully from advocacy to inquiry.

Learn to better work through typical objections.

Develop a series of “next steps.”

Get referrals.

TOOLSETS

Account Plan

Prioritize Tool

Call Plan


ROI OUTCOMES AND MEASURES More revenue from current accounts

Increased margins (higher value, lower selling costs) Increased account retention

Increased “wallet share” (you get a greater percentage of the client’s available spend)

Account dominance (you get the greatest percentage of the client’s available spend — which typically results in greater profitability)

Filling the Pipeline: New Business from Current Accounts

Learning Objectives Identify the needed internal knowledge of the client

Identify the key components of a value creation analysis

Develop a list of key client issues that can be addressed

Determine which opportunities will be most meaningful to the

client

Prepare to talk about possible solutions in terms of client

problems and results, rather than solution features and

benefits

Use a Call Plan to prepare a meeting that makes it easy for the

client to decide whether there is something worth pursuing.

Identify how and when to move skillfully from advocacy to

inquiry

Identify and plan for effectively addressing questions and

Yellow Lights

Develop a series of easy, low cost/low risk “next steps” for you

and the client

Explain the importance of getting referrals

Define how to get referrals



Account Plan

Prioritize Tool

Call Plan



NOTE: This course varies depending on whether or not a robust Account Plan exists.

TIMING TOPIC

20 Minutes Introduction: How can you initiate opportunities with current clients that have a high probability of succeeding? How can you

do so in a way that the client feels well served whether they choose to pursue the opportunity or not?

Choose a specific current client to work on today. Prepare to initiate at least one high-leverage opportunity with this client.

40 Minutes What do you know about this client? Review (or Preview) Account Plan.

Account Strategy?

Relationship Strategy?

Communication Strategy?

Competitive Strategy?

Work completed or in process?

60 Minutes Value Creation Analysis

Business Conditions: Financial, strategic, competitive

Key corporate initiatives

Industry trends and implications

Lessons learned from previous work with this client

Summary of key client issues we can help address

15 Minutes Break



TIMING TOPIC

20 Minutes Prioritize: Use the Prioritize tool to determine the top-three opportunities we will initiate with this client.

40 Minutes Personalize: With whom should you initiate this opportunity?

60 Minutes Lunch

60 Minutes Prepare: Step One

Move off your own solution to connect with what the client wants, needs, or values.

30 Minutes Prepare: Step Two

Develop a Call Plan for the Person(s) with whom you will initiate the opportunity

What if you get the assistant?

15 Minutes Break

60 Minutes Prepare: Step Two (continued)

30 Minutes Personalize

Referrals hugely increase the odds that someone will take your call or meeting request

If the referral is with someone in their own company they respect, the favorable odds are very high

How do you find a referral?

Making it easy for the referral

20 Minutes Enabling the Sale Force

Does your company have people who are not directly responsible for sales and yet have an intimate view of the client’s challenges and circumstances?

How can you systematically involve them in developing new opportunities for this client?

30 Minutes Path Forward

Develop an action plan to implement this opportunity. Going forward, how will you use the Sales Success System, including 5 Online, coaches, and the global

sales community to implement and improve initiating new opportunities with current clients?



Qualifying and Advancing Opportunities

THE CHALLENGE

Here are some common challenges facing many sales organizations that are

specifically addressed in this program:

Sales cycles are too long and too costly.

Too many deals are lost to competition that should have been won.

Salespeople “start low, stay low” in the client organization.

Salespeople are not identifying and getting access to key people who

influence and make the buying decision.

Superior products and services still fail to win without superior

relationships and strategic connections.

The success rate on RFPs is low, the cost of responding is high — yet

sellers still feel the need to respond.

Price resistance is strong and consistent. It is eating away at margins.

Client objections don’t surface, yet kill the opportunity — or when they

do surface, they are not resolved as often or as well as they could be.

Client meetings are rich in talk and yet poor in decisions that advance

the opportunity.

Forecasts are inaccurate and undependable.


Big jumps in sales performance occur one client conversation at a time.

FranklinCovey helps salespeople have conversations that enable salespeople and

sales leaders to systematically advance opportunities where the Opportunity is

significant, the Resources are appropriate and available, the Decision Process

makes sense, and there is open access to the key stakeholders. The goal is to

develop the knowledge and relationships to Win before we present our solution

— and then present to Win.

MINDSETS

We and our clients both want the same thing — a solution that truly meets their needs.

Solutions have no inherent value. They derive value from problems to solve or results to achieve.

No guessing.

Slow down for Yellow Lights — don’t rush past objections or things that do not make sense.

Intent counts more than technique.

SKILLSETS

“Move off the solution” to explore problems or results.

Create rich dialogue that uncovers your client's real issues by structuring conversations.

Manage "gatekeeper" objections and gain access to key stakeholders.

Articulate the client's decision process (what, when, who, and how).

Skillfully resolve client objections – or find out early you cannot.

Discuss resource issues (time, people, and money).

Build a quantified business case with the client.

Exit gracefully from low-potential opportunities.

TOOLSETS

Opportunity Plan (includes the Business Opportunity Worksheet and Decision Grid)

Call Plan — make meetings matter and end in key decisions

ROI OUTCOMES AND MEASURES Win percentage increases

Average deal size increases More profitable revenue per business development dollar spent

Shorter sales cycles Higher realized margins

Increased satisfaction of buyers and sellers


Qualifying and Advancing Opportunities

Learning Objectives Recognize foundational principles that underlie successful sales

interactions

Demonstrate how to move off the solution to explore problems to be

solved or results to be produced

Define and demonstrate the elements of a Structured Opportunity

Conversation

Identify and demonstrate how to discuss resource issues (time,

people, and money)

Identify the purpose of understanding the client’s Decision Process

Demonstrate how to elicit and influence a Decision Process and

Decision Criteria

Use a Decision Grid to map the client’s Decision Process

Identify and practice how to manage "gatekeeper" objections and gain

access to key stakeholders to get their perspectives

Identify and practice how to resolve client doubts, concerns, stalls,

objections

Identify how to use a Player Map

Describe the key components of a Call Plan

Develop and practice a Call Plan

Explain the Sales Success System

Identify when and how to exit gracefully from low-potential

opportunities



Opportunity Plan

Decision Grid

Call Plan


DAY 1

TIMING TOPIC

30 Minutes Introduction to the Sales Improvement Initiative.

60 Minutes Foundational Mindsets

We and our client both want the same thing

No Guessing

Know which gear you are in

Slow down for Yellow Lights

Intent counts more than technique



TIMING TOPIC

60 Minutes Opportunity

Learn the elements of a Structured Opportunity Conversation o Move Off the Solution (solutions have no inherent value) o Create a Complete List of issues (don’t leave value on the table) o Prioritize the most important one or two issues (80/20 rule) o Explore Evidence and Impact (Calculate economic value) o Understand Context (Who or what else is affected) o Understand Constraints (What might get in the way?)

Conduct practice exercises for each skill

Conduct a structured opportunity conversation

15 Minutes Break

60 Minutes Opportunity (continued)

60 Minutes Lunch


15 Minutes Break


Conduct practice exercises for each skill

Conduct a structured opportunity conversation

20 Minutes Review and consolidate Day One; Preview Day Two

DAY 2

TIMING TOPIC

60 Minutes Resources — Time, People, Money

Qualify how soon the client wants to experience results (or get started)

Qualify expectations about division of labor and commitment of people for the initiative’s success

Qualify a rough match between what the client feels is a reasonable investment to get the results they want and what we feel is necessary to get those results

Practice predictable responses to the investment question

60 Minutes Decision Process

Learn how to clarify and influence the client’s decision process using a Decision Grid

Learn improved access to influencers and decisions makers

Respond successfully to gatekeeper objections Learn to elicit decision criteria

15 Minutes Break

30 Minutes Decision Process (continued)


TIMING TOPIC

30 Minutes Preview Player Map: Strategic and competitive selling

60 Minutes Lunch

120 Minutes Call Plan Basics

Use an upcoming important meeting to develop and practice: End in Mind: What the client will be able to say, do, decide by the end of the interaction.

Key Beliefs: What the client will need to resolve intellectually and emotionally to make that decision – and how you will address each key belief.

Questions: Predict and prepare for questions the client will ask and you will pose. Yellow Lights: Predict and prepare for stalls, doubts, concerns, objections. Next Steps: Prepare to both ask and offer. Opening Statement: Practice how you will start strong. Pre-condition the Agenda: Gain the client’s buy in and/or incorporate modifications to the End in Mind

and path to get there.

15 Minutes Break

60 Minutes The Sales Success System

Coaching Program Overview: What we will do together

Advancing Deals: The Opportunity Advancement Session routine

Developing Talent: The Sales Success Meeting and 5 Online

Measuring Success: How you will measure progress and change course



Closing the Sale

THE CHALLENGE

Research from CSO Insights 2011 showed that only one out of six sales

presentations had greater than a 50/50 chance of resulting in a sale. We feel

many salespeople — even solid professionals — lose a sale for two common

reasons:

1. Many sales presentations are lost before they are even given.

Salespeople present to open the sales cycle rather than presenting to

close.

2. The sales presentations are information rich and decision poor. The

presentations end in “thanks a lot,” “we’ll think about it,” “Hey —

could you leave us some of the PowerPoint slides?” Critically, no

decision is made.


With good advocacy skills, you’re effective and convincing in demonstrating

how what you do well will help the client get what they want. In this program

we will help you win deals more consistently by learning two critical skills:

1. First, present only when you’re ready to present. Get in place all the

people and factors necessary for the appropriate decision: “You

present and they decide.”

2. Second, when you do present, present to enable a decision. The

phrase “Enabling Decisions” has two meanings. First, the decisions

themselves are enabling. They enable the client to get what they want

in a way they feel good about. Second, the phrase refers to your

ability to be a catalyst, a facilitator of the decision.

MINDSETS

We and our clients both want the same thing — a solution that truly meets their needs.

The purpose of a sales presentation is to help people make good decisions in their best interests.

Don’t present until you are ready to present.

Sales is about understanding and influencing beliefs — yours and others.

Slow down for Yellow Lights.

Language matters.

SKILLSETS

Identify the right time to present in the sales cycle.

Present live to the right people for the right amount of time.

Use a Call Plan to structure and practice your presentation.

Answer the real questions.

Skillfully resolve stalls, doubts, concerns, and objections.

Ask for decisions in ways that the client feels well served rather than pressured.

TOOLSETS

Call Plan

Presentation Checklist


Closing the Sale

Learning Objectives Identify the right time to present in the sales cycle

Define the key components of successful advocacy

Identify the purpose of a presentation

Explain the components of a Call Plan to structure a presentation

Develop an End in Mind for a presentation

Identify and address the client’s Key Beliefs in a presentation

Identify and plan how to effectively address questions and Yellow Lights

Prepare potential next steps, each with a key decision

Develop an effective agenda for the presentation

Develop an Opening Statement that is straightforward, persuasive, and

succinct

Determine how to ask for decisions in ways that the client feels well

served rather than pressured


1½ Days Live or Virtual

Call Plan

Presentation Checklist

SAMPLE 1 ½-Day Agenda Courses are typically customized for specific clients.

DAY 1

TIMING TOPIC

20 Minutes Introduction

How does this course integrate with what we’ve done before — and what we might do in the future?

What are the objectives of the course?

What’s in it for you?

40 Minutes Introduction to Advocacy: The Three BIG Ideas

Win before you present

Present only when ready

Present to enable a decision.

60 Minutes Present to Enable a Decision

Use a Call Plan to structure a presentation. Begin with the End in Mind — What do we want the client to say, do, or decide at the end of the

presentation?

20 Minutes Break

90 Minutes Key Beliefs: What does the client have to check off intellectually and emotionally to comfortably decide on the End in Mind?

60 Minutes Lunch


TIMING TOPIC

60 Minutes Questions

What are the most important questions we’d like the client to answer?

How and when will we ask them?

What are the tough questions they might ask and how will we respond?

30 Minutes Ask for a Decision: It is hard to enable a decision if we never ask for one. Yet asking for a decision can seem helpful or

manipulative, comfortable or pressured. How will you ask for a decision on each Key Belief and on the End in Mind?

20 Minutes Break

40 Minutes Yellow Lights: Acknowledge

Resolving Yellow Lights (stalls, objections) is critical to enabling a decision. Working with your most frequent and difficult client objections, we will develop mindsets and skillsets that greatly improve your ability to turn Yellow Lights to green.

Acknowledge, Understand, Resolve

Mental and emotional mindsets that put you in frame to address Yellow Lights clearly and fearlessly

40 Minutes Yellow Lights: Understand

What is the real objection?

How would the client resolve it?

What will happen if it is or isn’t resolved?

40 Minutes Yellow Lights: Resolve

Once you understand the real objection and the client’s criteria for resolving it, you can use methods founded in the science of persuasion for resolving the Yellow Light — or finding out you can’t.

15 Minutes Review and Debrief: Conclude Day 1

DAY 2 (half day)

TIMING TOPIC

20 Minutes Review/Preview

NOTE: Depending on how we mutually decide to spend time, we may replace Next Steps and Pre-condition with “Proposing Proof/Action.” Price Negotiation, Visual Presentations, and Roles may or may not be covered during the 1.5 days. If not, they will be covered as we move forward together.

60 Minutes Yellow Lights (Part 3): Resolve — continued

30 Minutes Next Steps: Whether the client says “Yes,” “No,” or “Maybe,” there are next steps.

Think through the next steps needed to move to completion and be ready to offer them.

20 Minutes Break


TIMING TOPIC

20 Minutes Precondition the Agenda

Using the EIM, KB, and the opening statement you already developed and practiced, create a communication to get client buy-in to your proposed agenda.

If they agree in advance to the decision(s) to be made and what needs to be addressed to do so, your presentation if off to a great start. If they want to modify the agenda, it is great to find out in advance.

60 Minutes Price Negotiations (The Basics): Negotiation is a broad and deep topic that we cover in an independent course. Yet since price

issues are common, we will work through and practice how to move past common price objection.

20 Minutes Roles: Coordinating multiple presenters is a challenge for many companies. Often it seems like many soloists rather than an

orchestra. How can we better blend the efforts of multiple presenters towards the common goal of enabling a decision?

20 Minutes Lunch

60 Minutes Proposing Proof/Action: Facts don’t always determine what people choose to believe — often, beliefs determine what facts

people will accept.

Reliable ways of presenting your proof and proposed action that will be both compelling and readily

accepted

60 Minutes Visual Presentations: Easy to absorb, hard to absorb? Your visual presentations can help or seriously hinder your ability to

enable a decision. Often visual aids include far too much information, are hard to absorb, and don’t clearly advance towards a

decision.

20 Minutes Break

30 Minutes Review: Consolidate what you have learned, answer questions, and resolve any “parking lot” issues.

60 Minutes Path Forward: How to work over time to build mastery in these skills and achieve measureable business outcomes: increased

win rates, higher maintained margins, and greater client satisfaction.



Win-Win Negotiation

THE CHALLENGE

How well do you or your sales people negotiate? Do you ever leave anything on

the table? Do you ever “give something for nothing”? Do you ever win a deal,

only to lose it—or part of it—when negotiating terms and agreements? Do your

clients feel they’ve “gotten their money’s worth”—exchanged money for a

solution of comparable value?


The ability to negotiate in a way about which the client feels good is a critical part

of yours and your client's success. When you apply negotiation principles with

effective dialogue in a process that's repeatable, you are able to manage a

discussion in which you can create the best value for the client—and claim the

exchange of value for your organization.

As a participant in the work session, you will work on your own negotiation

opportunities and receive expert how-to strategies, communication skills, and

tools for improving your abilities to stop discounting and start creating effective

value exchanges.

In the end, an organization is nothing more than the

collective capacity of its people to create value.” —LOU GERSTNER, FORMER CHAIR AND CEO OF IBM

MINDSETS

Never give something for nothing.

Establish Aggressive Realistic Targets (ART).

When rationale ends, your navigation begins.

Navigate from hard to soft.

SKILLSETS

Prepare and execute a plan with aggressive pricing targets.

Recognize and handle the most common negotiation tactics.

Resolve pressures and fears, and develop strong objection-handling skills.

Manage change orders.

TOOLSETS

Call Plan

Negotiation Plan

ROI OUTCOMES AND MEASURES Increased win rate

Increased client satisfaction Increased positive brand awareness


Win-Win Negotiation

Learning Objectives Identify key negotiation concepts

Define the concept of value

Define the role of preparation

Identify and develop the key components of preparation

Define anchoring and unanchoring

Define and determine negotiated targets

Determine how to navigate toward negotiated targets

Identify common objections

Develop strategies for handling common objections

Develop strategies for negotiating price

Define a strategy for handling Change Orders



Call Plan

Negotiation Plan


DAY 1

TIMING TOPIC

75 Minutes Introduction: Key Strategies and Concepts

Exercise: Win as Much as You Can

Create value before claiming value

Communicate early and often

The role of trust

Saving face

15 Minutes Break

120 Minutes Building and Understanding Value: The role of negotiation during the sales process.

Defining value propositions

Structuring the conversation

Using the Decision Grid to work with the client’s decision process

15 Minutes Lunch

90 Minutes Power Through Preparation: How to build an effective negotiation plan

People, preparation, plan. Understanding your negotiating counterparts: History, Context, Styles, Background, Personal Win, Pressures and Fears – Can they really negotiate this deal?

Establishing targets: Aggressive Realistic Targets and No Deal Positions

15 Minutes Break

60 Minutes Opening Statements in Negotiation

Two Classic Tactics: Downward Pressure and The Flinch

Using Match Resolve Pushback skill


TIMING TOPIC

10 Minutes Break

65 Minutes Case Study

Apply what has been covered to a case or actual client

Get feedback from program facilitators and colleagues

DAY 2

TIMING TOPIC

15 Minutes Review

75 Minutes Anchoring and Unanchoring

Exercise: The role of anchoring

The role of value justification

15 Minutes Break

90 Minutes Negotiated Targets

Exchanges: Options and Interests

Navigating Toward your Negotiated Target

Exercise: “Yes…If”

60 Minutes Lunch

90 Minutes Objection Handling

Matching with EQ

Resolving with IQ

Exercise: Match Understand Resolve

Developing and practicing strategies for handling objections

15 Minutes Break

75 Minutes Price Negotiation

Taking price off the table

Developing and practicing strategies for price objections

Exercise: Price Negotiation

30 Minutes Overview: Change Orders

Creating value exchange in advance

Exercise on Change Orders

30 Minutes Addressing Other Common Tactics

Develop strategies to handle the following tactics:

Time

Ultimatums

Multiple negotiations

Good Guy/Bad Guy

Higher authority

30 Minutes Path Forward

Develop an action plan to implement negotiation concepts, skills, and Negotiation Plan

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FranklinCovey Sales Performance Practice Course Catalog

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