pssc module 2 professional client meetings a

Workshop PSSC Module 2: Professional Client Meetings

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WELCOME!

WORKSHOP:

PSSC MODULE 2 PROFESSIONAL CLIENT MEETINGS



AGENDA DAY 1

Warm-Up: Any successes since the last training?

Meet the Decision Maker only!

Professional F2F Sales Discussions

IPE Questioning Techniques



AGENDA DAY 2

Personal Action Plan

Professional Closing Techniques

Professional Handling of Objections



PRACTICAL INFORMATION

Breaks

Mobile Phones…

Coffee

Smoking?

Lunch

Timing



GOAL OF THIS TRAINING WORKSHOP

Master professionally sales conversations with your clients

Master the handling of objections

Close professionally every meeting and get what you want

„The winner has a plan, the loser has an explanation“(Gunde Svan, Swedish Olympic and WC gold medal winner in cross country skiing)



SUBJECT 1:

WARM-UP: WHAT HAPPENED SINCE THE LAST TRAINING WORKSHOP? SUCCESSES?

WORKSHOP



WARM-UP

What did happen since the last Training Session?

Tell us about your successes!

Use the work form in tab 2 for your personal notes



SUBJECT 2:

ONLY MEET DECISION MAKERS!

WORKSHOP



PREPARATION OF A MEETING

New client What do I have to know and why? Where do I find this information? What is my goal? My USP’s? My referrals? What is my goal? What is the next step?

Existing client What was the turnover in the past 3 years? Status of running projects? What is the potential with this customer? How does my meeting agenda look like? What do I present? What is my goal? No goal, no visit…!



PREPARATION IN GENERAL

Who is in the DMU, who is the decision maker?

What attitude does the DM have? Friend of KWS? Enemy? Coach? Gate Keeper? Indifferent? User Etc.

What are the decision taking rules and processes?

Etc.



DMU ANALYSIS: 3RD DIMENSION RELATION NETWORK

7 / 7

Peter Miller

CEO

Jeff Blue

Mgr. R&D

Marc Weir

VP Sales

Wilma Smith

Controlling

Bob Gep

Purch. Dir.



CONTACT LEVEL ADAPT ATTITUDE & BEHAVIOR!

Top

Manage-

ment

Strategy, Profit

Middle

Management

Organization

Action Plans

Targets, Goals

Performing Level

Production

Logistic

How do they perceive us?

Trustful Advisor

Consultant

Expert

Problem solver

Reliable

Supplier

Distri-

butor



3 TYPES OF DECISION MAKERS 3 TYPES OF UBN’SUNIQUE BUYING NEEDS

Worker Top Manager, OwnerBuyer

HandlingPackagingMaterielToolsMachinesFunctionalityEtc.

PriceOutputImageDesignBudgetQualityStockDelivery timePurchase routinesEtc.

ProfitOutputGrowth

EBITROIReliabilityConsultancyServiceWarrantyCosts



YOUNG, OLD DM. ANY DIFFERENT APPROACH?

No different approach! Focus on their individual Unique Buying Needs. Use a proper attitude & behavior which they

expect from you, e.g.: Cloth Language Added values!



DMU ANALYSIS: EXAMPLE HOW THEY DO IN KEY ACCOUNT MANAGEMENT

Decission maker

Level of decision competence

Focuson:

Personalopinion

Personaldecision criteria

Influence

Name, job title, function:

Role: D = Decision MU = UserW = Watch DogC = CoachO = Other

G = GrowthP = ProblemC = CostsN = NeutralM = Margin

5 = Ambassador4 = Likes us3 = Neutral2 = Does not care1 = Opposition

3 mostimportant:

Strong

Weak

Neutral

Peter Haenem,CEO

W G 3 Market share,Prestige, Costs

Jeff Blokker, Director Purchase

D P 5 DeliveryconditionsPrice, Discounts

Jan Hema, HeadConstruct.

C C 1 Quality, Material, Delivery time

Wilma Dixon,Controlling

O N 2 Cash Flow, Purchase contracts

Ed Marskramer,

U M 4 Turnover, EBIT.Prestige



TALKING IS SILVER, LISTENING IS GOLD!



IT’S ALL ABOUT THE DECISION MAKER

Take a recent buying client.Choose a potato you want to sell.

Describe in the group, per decision maker and/or DMU, Unique Buying Needsof this client.

Use the work form in register 2



SUBJECT 3:

IPE QUESTION TECHNIQUE NEED ANALYSIS AND NEED CREATION

WORKSHOP



SALES MEETING F2F: FLOW

Introduce myself

Need Analysis:Ask Open Questions!

Summary & Conclusion

Create Needs

Suggest the next step:

Proposal Meeting (of different)

My G

OA

L

do

ing

bu

sin

es

s!



INTRODUCE YOURSELF AND KWS:

My name is ABC, I am Sales manager at KWS

I sent you some information about KWS… do you have any question about our organization? “No”. Go then ahead with asking

open questions.

“Yes, I don’t exactly know KWS…” Introduce KWS, max. 1 minute

(unless he wants to know more details).

Ideally present KWS with PowerPoint: 3 – 5 slides max.



NEEDS ANALYSIS: YOU JUST KNOW WHAT THEY NEED AFTER YOU HAVE ASKED IT!

Important: “the one who asks questions, leads the discussion!”

A good opening question might be (e.g.): May I ask you… what are your needs

regarding growing potatoes?

Ask well prepared open questions, e.g.: What are your possibilities on the local market? What is important for you when it comes to

harvesting? How important is “early to the market” for you? What could the previous seed supplier in prove;

in service, product, etc.?



CREATE NEEDS: YOUR ARE AN EXPERT, BUILD-UP TRUST

Based on what the prospect said, create needs. By that you give evidence that you are an

expert, you have understood him correctly.

One (or more) question(s) followed by a professional statement/fact, e.g.:

“A later harvest results in lower prices, right?” “Our EVEREST is an early type, that will create better profit for you!”

“Not good that your clients complain about the storability. On losses we are not interested, of course?” “RAMOS will solve that problem.”



FOLLOW YOUR GOAL: SUMMARY & CONCLUSION, E.G.…

“Ok then, RAMOS will solve a lot of problems and increases in the end your profit.”

“Plus that you will become a major supplier for the local fries plants.

“I have a solution for you, but need to bring it on paper…”

“Are you interested in a proposal from me, how I could solve your problems?”



THE NEXT STEP: MAKE A SUGGESTION

Depending on the situation and the sort of he meeting (e.g. prospect, existing client, project meeting etc.) you have to propose the next step, e.g.: Proposal Meeting Sending a quote Another meeting to make presentations Etc.

Proposal Meeting: One or two weeks later, Present your solution and added values

your client will accept Agree with the Decision Maker

immediately on a date.



YOU LEAD THE DISCUSSION BY ASKING QUESTIONS

Take a recent buying client.Choose a potato you want to sell.

Describe in the group a number of open questions for- Need Analysis- Needs creation




SUBJECT 3:

IPE QUESTION TECHNIQUE: THE SUPPORT OFNEED ANALYSIS AND NEED CREATION

WORKSHOP



PROFESSIONAL & PRO-ACTIVE SALES-MEETING

Welcome,Introduction

InformationPhase

AnalyzeNeeds

CreateNeeds!

Conclusion& Closing:

The Next Step

Ch

an

ce f

or

Bu

sin

ess

Flow of the professional Sales Discussion

Test ClosingBuying signals

ObjectionsPart Acceptation



THE PHASES OF A MEETING

The meeting should in its structure focus on Your goals: The needs, UBN (Unique Buying Needs) or the KEY

Buying Factors of the customer A gradual acceptation by the client

Lead the meeting in such a way that it agrees with your intentions!

A. Goal of the meeting What is the main goal of the meeting? Which goals you want to have reached before leaving the

meeting?




B. Contact phase

This is the part of the meeting where you create confidence and the further progress of the meeting

Introduction and eventually what happened since the last meeting status?

State the reason why you got in contact with the client How much time you need to present your product/service How about the meeting agenda? Have one, that is

professional! Etc. AVOID a too long social talk! The client might take over…

You don’t want that he is leading the discussion!




C. Information phaseThis is the part where you gather information you could not

acquire before, but needed to present your solution New client: make a short presentation about your company Ask for permission to ask specific questions: E.g. “… may I

ask you, what is the turnover of XXX…?” Decision process/DMU? What are the Key Buying Factors? Which knowhow can we offer? Which challenges and needs does the customer have? Create needs before you present your solution! Etc.




D. Argumentation phaseIn this phase you present your solution and added values of your

products and/or services Use FFBE as an argumentation tool Your solution has to be of value for the client, he must be

convinced that he gets a solution covering his needs WIIFM (what’s in it for me??)

Focus on advantages, added values for the customer instead of “technical details”!

Show him the profit based on the advantages he gets! Etc.




E. Closing phaseIn this phase you close for the deal and/or you define the

next step

Does the client give buying signals and/or part acceptation signals; make a test close!

Do not forget to always make a summary before you close

To close you could also make a suggestion for a next step Who is responsible for the next step if more persons are

involved? Is there something to be organized for the next meeting? Etc.



GENERAL TYPES OF QUESTIONS

Open questions:Informative, Initiative and “Bridge Building” between client

and Sales Engineer

Closed questions:

Are questions who only can be answered by a yes or a no

Acceptation questions:Ask the client whether he agrees to the benefits, or if he

accepts the advantage, or if he also wants to improve systems, save money etc. These are important to close!!



NEED ANALYSIS: IPE QUESTIONING TECHNIQUE

I = Information

Information questions with the goal to learn about important facts which we do not yet know, but need to know in order to build up our argumentation around the solution and added values

P = Pain

Questions who generate “head ache”, or “tooth pain”!. Goal: analyze needs!

E = Earnings

Questions who convince the client to agree on benefits and advantages and that he confirms part acceptations. Goal: create needs!!



IPE QUESTIONS: INFORMATION



IPE QUESTIONS: PAIN “HEADACHE”



IPE QUESTIONS: EARNINGS “I WANT TO HAVE THIS!”



IPE QUESTIONS, AN EXAMPLE

Earning Questions

“…yes, that’s right. It

is a pity that we have to lose all that

money… and time!”

Information Questions

Pain Questions

You, the Salesperson:

Proactive Selling

- May I ask you… how big is the harvest damage with the present sort?

- Low storability: a problem for your clients ?

Do I see it right… this means a profit

loss of approximately, if I

see that right…Of 50 – 75.000 p.a.?

Can you afford this?

Ok, I have a great solution for you

which will save you money

and increase profit. Would that be interesting for

you?

The Client answers

“Quite unwelcome, I must say. 50.000!”

“Yes, we even lost some…”

Well, that sounds indeed

interesting…! Tell me more, please.

Product:

LABADIA



IPE QUESTIONING TECHNIQUE

What do you expect from a professional supplier?

What would you do with money saved when using

our solution?

Do I see it right, you could save even 10.000 in 3

months when using our products?

Obtain information

Need analysis

Need creation

I = Informationquestion

P = Pain(“headache”)question

E = Earnings(my profit)question

His conviction his decision



IPE QUESTIONING TECHNIQUE

Work out in groups the following:- Describe typical IPE questions: Choose a product, and/or service

Use the work form in tab 2



SUBJECT 4:

PROFESSIONAL OBJECTION HANDLING

WORKSHOP



OBJECTIONS: THREAT OR CHANCE?

Question: What are objections?

Objections and obstacles: What is the difference?

Which objections do you get?



OBJECTION HANDLING 5 STEPS

1. Active listening Be interested in the client. Listen to what he says.Think on how to solve his problem, concentrate on his UBN! Don’t take it personal! Use your empathy: why is he reacting that way??

2. Soften the objectionDo not deny! Show understanding for his situation.

3. ClarifyAsk whether you understood his objection correctly. Repeat his objection with his own words, but somewhat “milder”.

4. Challenge the objectionVerbal/non verbal reaction. Analyze the reason for his objection.

5. Close the objection! Make sure that the client is not coming back again with the same objection.



OBJECTIONS: 5 CLASSIC ONES

Price Too high

We already have a supplier

We have no budget

We don’t need to change

I have to think about it…



OBJECTION HANDLING MEANS TO SERIOUSLY FOCUS ON CLIENT’S NEEDS.

1. Active Listening!

2. Soften the objection

3. Clarify4.

Challenge!5. Close

Objection

Ch

an

ce t

o c

on

vin

ce

Flow of objection handling



OBJECTION HANDLING(EXAMPLE)

Active Listening!(Concentrate on customer’s needs. Empathy: Why does he react like that?)

KWS

Customer

Good, Mr. Petersen, this was the presentation of my solution. What do you think?

Great… I like it! Professional.

Customer But, a real huge amount of money I would have to invest…

KWS




Soften the objection(Never ever deny!)

KWS

Customer

I understand what you are saying, Mr. Petersen. We all have to consider investments carefully.

Yes, sure…

KWSInvestments need to show a quick ROI, that’s what we want, right?



Customer Yes, right, we have to safe costs and improve yields!


Clarify the objection(You don’t know yet why this reaction…. “just ask why!”)

KWS

Customer

May I ask you… our solution with high yield was what you requested, right?

It is crisis… We have to be careful with expenses. But the same time we know that we have to improve to safe the next season.

KWS If we put aside the investment for a moment… what do you think about the cost savings in the production, because the yield is much higher than you were used to?

KWSYes, I understand what you mean. Lesser costs is crucial.

Customer Yes sure… but… it is a lot of money we have to invest!



Customer Well, that makes me think… I mean, we are not able to ignore all these benefits!


Challenge the objection!(Now you want to know it. You are the expert, “throw” facts on the table!)

KWS

Customer

If I could convince you of more advantages than higher yield… do we have a deal then?

That would be fine… what exactly does it mean?

KWS Look, because of this sort I proposed, you not only get a higher yield, but you are also able to safe on production as well.

KWS Based on our experience with similar projects and situations we find here, I think it can be an advantage of 15.000 plus for the next season, because of the facts I just presented to you.

Customer Ok, obviously I did not understand everything yet, is there more then??



Customer Yes, let me grab my agenda…


Close the objection!(… otherwise it will raise again.)

KWS

Customer

May ask you… does this answer your concerns? Could I convince you?

Yes, what’s next? When can you deliver?

KWS Great that we have solved this point… let me suggest how to proceed now.

KWS I suggest the following:- I send you the contracts and order confirmation tomorrow, when this is OK with

you.Let’s choose a date in our agendas for next week, then we meet again, OK?

Customer Yes, of course. I did not think on all those facts. I think the savings are even more than you suggested.



OBJECTION: WE HAVE A SUPPLIER

Active listening: What is the real reason that the client says this?Soften “I knew that a professional company as yours works together

with good suppliers”Clarify: “What is the biggest value you get from your supplier?” “What is for you important when choosing a supplier?” “If you in the present situation have to change something, what

would that be?”Challenge: “If I could offer you extra advantages regarding your present

supplier, could that be a basis to do business with each other?”Close the objection: “Ok, let’s go through some items to convince you what extra

benefits you will get!”



OBJECTION: I HAVE TO THINK ABOUT IT

Active listening: If you get this objection the client is not yet convinced!Soften: “It is important to consider important decisions, we all have to.”Clarify: “May I ask you, when do you want to make the decision? Are

there other persons in the decision making process or do you decide yourself?”

Challenge: “According to me you see added values in my proposal. Is there a

subject which is not explained or of big interest to you?”Close the objection: “Ok, I trust on a positive decision. May I call you (Date, time)?”



PROFESSIONAL OBJECTION HANDLING

Work out in groups the following:- Choose per group 2 common objections occurring in your business- Write down step by step the handling of it.




SUBJECT 5:

PREVENTION OF OBJECTIONS

WORKSHOP



HOW TO PREVENT OBJECTIONS

Question: What can we do in order to prevent objections?

Objections occur for different reasons and are most of the times positive Buying signals!!

Ask sufficient, most of the time, open questions Concentrate on the UBN unique buying needs of de client Analyze needs Create needs! Professionally argue your FFBE benefits/earnings, solution

and added values Professional attitude and behavior! You are the expert,

aren’t you?? Handle hesitations and questions of the client immediately You have one mouth, but too ears: Listen to what they say!



HOW TO PREVENT OBJECTIONS /2

Don’t try to close too fast (that is hard selling) Active listening Design together a solution and action plan Take into account issues like personality, way of thinking,

culture etc. of your client. Empathy! Focus on the problems, needs the client has Avoid objections by:

Your positive attitude Professional behavior Convincing argumentation Do not use a Sales Pitch!

Ask (good prepared) questions and listen!! Always know (the handling of) the objections you might

get!



PREVENTION OF OBJECTIONS

Role playing:- Let’s exercise some examples out of your daily live- Who is the Sales Engineer, who the customer?- Which subjects?

Assignment see following slide



ASSIGNMENT: ROLE PLAYING

Prepare for the following: It is a prospect with quite some interesting ground:

Huge!! Ideal for MONDEO, high marketable yield!

What are your IPE questions? focus on Pain & Earnings!

How do you handle the objections?



SUBJECT 6:

PROFESSIONAL CLOSING

WORKSHOP



WHAT ARE BUYING SIGNALS?

Buying signals are the chances to close and get the order! But we must recognize them and understand them.

Verbal buying signals: The customer asks for instance for:

The delivery time The price Plays with the sample Asks for referrals Is interested in the delivery terms and conditions Asks questions about the after sales service Standard packaging size Can it be delivered in blue Etc.



WHAT ARE BUYING SIGNALS? /2

Non-verbal buying signals, for instance: Observe good!

The body language of the client: The expression of his face I am interested,

want to have this, greediness The clients grabs the product as it is of him Yes-saying head Smiles, looks happy Takes in an interested sitting position Etc.



HANDLE OBJECTIONS BUYING SIGNALS!

Client hisUnique Buying

Need:Advantage

ProfitSolution

Cost reductionProgress

ImprovementEarning

Etc.

min

My solution and added value

His reaction!!=



Need:Advantage

ProfitSolution


ImprovementEarning

Etc.Etc

min

His reaction!!=



Need:Advantage

ProfitSolution


ImprovementEarning

Etc.

min

His reaction!!=



My solution and added

value


Need:Advantage

ProfitSolution


ImprovementEarning

Etc.

min

His reaction!!=

TEST CLOSING: MEASURE THE “BUYING TEMPERATURE”

Test closing

Close!

Measure the “buying temperature” by test closings.

Close the deal!



CLOSING START’S ACTUALLY RIGHT IN THE BEGINNING:IT “EVOLUTIONIZES”!!



KEEP IN MIND! IMPORTANT:



THE TEST CLOSING

The right “buying temperature” arises, after Coming fewer or no objections anymore The client gives verbal and non-verbal buying signals

Whether the temperature is “good” and/of favorable, we don’t know (yet)

We have to test it, by place a test close: The “yes question” ( closed question)

“Sir, do I get it right, you agree on the benefits?” “Do you need the first shipment next month?” “Can we deliver also in the weekend?”

At least 3 closed questions! Answers the client all of them with a “yes”, then you

have to close for the order!



CLOSING TECHNIQUES

There are different closings possible. For instance the following:

The direct question The alternative question The reflex method The win/win method The write/fill-in method The reduction method The penalty method The benefit method



CLOSING TECHNIQUES

Question: What is the most simple question to close a deal?

Right! The direct question: “Can I have this order?”

Only a few salesmen do this, are brave enough to do so. Why is that? You have come so far in your sales process:

The client is convinced of the solution and added value There are no objections The test close was successful And now, you dare to ask for the order?

Try it once and you will be surprised!



CLOSING TECHNIQUES

The alternative question

This is a very efficient closing technique: “Do you take 2 pallets or do you prefer 1?” “Do we have to deliver still in this quarter or in the 3rd

one?” “Do you take the motors with or without transmission

belts?” “Shall we organize the transport or do you pick it up

yourself?” “Do you take this car standard or including the winter

package?” “Can we start implementation in June or will we start in

July?” “Do you want the total package or without insurance?”



CLOSING TECHNIQUES

The reflex method

The client asks: “Can you deliver it in our special green bags within 2 weeks from now?”

Your answer: “Of course! I take the bags with me right now and we put it on our next transport which will leave Wednesday already!”



CLOSING TECHNIQUES

The win/win method

A question which always means an advantage for the client:

“Do you pay within 2 weeks or do you prefer our financing facility?”

“Shall we send it today by reimbursement or do you make a prepayment?”

“Shall we deliver against 2% discount payment within 2 weeks or 30 days net?”



CLOSING TECHNIQUES

The write/fill-in method

This method is efficient but also bears risks. Besides that it needs a portion of professionality and courage of the salesman.

If you are sure that the customer will buy, you just start with filling in the order and/or contract and ask him to sign it.



CLOSING TECHNIQUES

The reduction method

This is a method where you divide the investment by the time the product/service is used.

Making marginal costs by, for instance:

“I know that 5000 is quite an investment, but if the live cycle is 7 years this is less than 60 per month. What do you think?”

“65000 is not nothing for this car. But 5 years later the resell value is much higher than with other brands… and this is important for you, isn’t it?”



CLOSING TECHNIQUES

The penalty method

By use of this method you inform the client that if he is ordering later the price will be higher. “If we can deliver before (date) then the price is still

the old one, which is 5,2% less.” “In this action which runs until end of this month the

transport is free.” “With an order of 2 pallets I can offer you an extra

discount, but then you have to place the order before 17.00.”

“As from (date) on we increase prices, if you order now we can still produce against the existing conditions.”



CLOSING TECHNIQUES

The benefit method

With this method you repeat the advantages and benefits for the client (which he has accepted) and weighing it against small disadvantages in this solution.

“The location of this house is exactly what you where looking for since months. The kitchen is big, the garden direction south etc. Ok, the guest room is small but you are using it less than 5 days a year. Do you really want to drop all the benefits because of a small gust room?”



ROUND TABLE DISCUSSION

What do you think about “closing techniques”?

What are your experiences: tell us!

Use the work form in register 2 for your personal notes



PAP PERSONAL ACTION PLAN

Please describe individually the following:-Your personal action plan:

- Which 3 subjects learned in this workshop are most important to me?

- What do I do different as from tomorrow on?

Please also fill in the evaluation form and hand it to me, thanks!!


pssc module 2 professional client meetings a

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