Build Rapport

DALE CARNEGIE

TRAINING |WWW.DALECARNEGIE.COM

Sales Advantage

PARTICIPANT MANUAL

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dale Carnegie & associates, global services.

.

, &

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from March, 2008 to March, 2009.

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2000 :8000 .

Copyright 2008

dale Carnegie & associates, Inc.

290 motor parkway

Hauppauge, New York 11788

8002

, &

820

,00222

Sales Advantage

PROGRAM OBJECTIVES

At the completion of this program, participants will be able to:

1. Demonstrate self-confidence needed to overcome the challenges

of selling

2. Communicate value and sell from a buyer's point of view

3. Master a consultative selling process to accelerate the sales cycle

4. Strengthen relationships by building credibility and client loyalty

5. Develop a positive attitude to generate predictable sales results

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Sales Advantage

Session Topics

rtppoSession One build ra

tSession Two generate interes

provide solutions Session Three

sSession Four resolve objection

Session Five appeal a motives and gain commitment

uncover opportunitiesSession Six

ssSession Seven plan for succe

Session Eight master the selling process

Syllabus

lossaryG

recommended reading Resources section

Strengthen relationships

Enhance relationships and build trust

1. Don't criticize, condemn, or complain.

0. . , ,

2. Give honest, sincere appreciation.

8 .. ,

3. Arouse in the other person an eager want.

3. .

4. Become genuinely interested in other people.

4. .

5. Smile.

5. .

6. Remember that a person's name is to that person the

sweetest and most important sound in any language.

2.

.

7. Be a good listener. Encourage others to talk about

themselves.

2. . .

8. Talk in terms of the other person's interests.

2. .

9. Make the other person feel important-and do it

sincerely.

2. -.

Gain willing cooperation

Win people to your way of thinking

10. The only way to get the best of an argument is to avoid it.

00. .

11. Show respect for the other person's opinion.

Never say "you're wrong."

00. .

". "

12. If you are wrong, admit it quickly and emphatically.

08. . ,

13. Being in a friendly way.

03. .

14. Get the other person saying "yes,yes" immediately.

04. . ","

15. Let the other person do a great deal of the talking.

05. .

16. Let the other person feel the idea is his or hers.

02. .

17. Try honestly to see things from the other person's point

of view.

02. .

18. Be sympathetic with the other person's ideas and desires.

02. .

19. Appeal to the nobler motives.

02. .

20. Dramatize your ideas.

80. .

21. Throw down a challenge.

80. .

Be a leader

Changing attitudes and behaviors

22. Being with praise and honest appreciation.

88. .

23. Call attention to people's mistakes indirectly.

83. .

24. Talk about your own mistakes before criticizing the

other person.

84. .

25. Ask questions instead of giving direct orders.

85. .

26. Let the other person save face.

82. .

27. Praise the slightest improvement and praise every

improvement. Be "hearty in your approbation and

lavish in your praise."

82. " .

".

28. Give the other person a fine reputation to live up to.

82. .

29. Use encouragement. Make the fault seem easy to

correct.

82. . .

30. Make the other person happy about doing the thing

you suggest.

30. .

B U I L D R A P P O R T

Overview

Selling without a process is like fishing with a rod and reel instead of a net. You'll catch some, but it takes more work and time. A proven process delivers consistent results. Our sales philosophy focuses on increasing our business by building relationships and helping our buyers be more successful. The sales process starts by building rapport, then continues by establishing credibility and solving problems from a buyer's point of view. At each step of the process, we must communicate our ability to bring value to buyers.

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Suggested reading supporting this session:

How to win friends and influence people by dale Carnegie, part II, chapter 6

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, 8 , 2

" a sale isn't a thing, it's a process. It isn't standing still, it's moving.

it isn't one long job, it's a series of smaller jobs. "

At the completion of this session, participants will be able to:

Apply a proven seven-step selling process to create partnerships

with buyers

Employ three strategies to make buyers eager to talk

Establish immediate credibility to build alignment with buyers

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1

1

Attitude25%

Knowledge25%

Practice25%

Skill25%

CSD

Attitude Knowledge Practice Skill

Cycle of self-development

Notes

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ACHIEVE NEW LEVELS OF

PERFORMANCE NEED TO WANT TO CAN DO _ _ _ _ _ _ _

MOTIVATION GAP _ _ _ _ _ _ _ _

WILL DO SHOW ME HOW

FUNDAMENTALS

CONCEPTS

PRINCIPLES

RIGHT PRACTICE WITH STRONG

COACHING

_ _ _ _ _ _ _

_ _ _ _ _ _ _

Build rapport with prospects and clients

The foundation of customer loyalty and repeat business lies in building long-term relationships. Dale carnegie's famous book. How to win friends and influence people, contains 30 proven human relations principles on how to deal with people. The first 9 principles focus on becoming a friendlier person. Using these principles with sincerity helps us break the ice with new prospects and strengthen relationships with current clients.

- . . , 30 . 2

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Strengthen relationships

Remembering

names

Look and listen

Impression

Repetition

Association

Enhance relationships and build trust

1. don't criticize, condemn, or complain. 1 .. , ,

2. give honest, sincere appreciation. 2. , .

3. arouse in the other person an eager want. 3 ..

4. become genuinely interested in other people. 4. .

5. Smile. 5. .

6. remember that a person's name is to that person the sweetest and most important sound in any language.

6. .

7. be a good listener. Encourage others to talk about themselves. 7. . .

8. talk in terms of the other person's interests. 8. .

9. make the other person feel important-and do it sincerely. 9 .- .

Sales model

1. ______________________ _____________________ _____________________ 2. ______________________ _____________________ _____________________ 3. ______________________ _____________________ _____________________ 4. ______________________ _____________________ _____________________ 5. ______________________ _____________________ _____________________

Try honestly to see thing from the other person's point of view.

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Interest

Rapport

Solution

Motive

Commitment

Customer

relationship

Planning

Follow-through

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Buyer attitudes

Sales step

What we sell

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. 5 .

Working with a repeatable, proven process helps take the mystery out of selling.

Knowing where the buyer is in the selling process helps us advance and accelerate the

sale. See page 5 in the sales advantage book for additional insights.

Build rapport

Overcome preoccupation

Rapport rule: build rapport by talking to people briefly about something in which they are interested.

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ROI

Results

applications

Satisfaction

Interest

Rapport

Solution

Customer

relationship

Planning

Follow-through

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Motive

Commitment

Pleasantries

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0 .

8 .

3 .

4 .

5 .

Attention-getters

1. Compliment

2. Ask a question

3. Referral

4. Educate

5. Startle

0 .

8 .

3.

4 .

Credibility statement

1. General benefits

2. Specific results

3. Suggestion

4. Transition

0 .

8 .

3 .

Agenda statement

1. Benefit of meeting

2. Agenda review

3. Transition

Attention getters:

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After exchanging pleasantries, one way to start the sale is the attention-getter.

Attention-getters are tools to get the buyer's mind off of what he or she was doing

and onto us. There are multiple attention-getters available. Variety and creativity

in getting favorable attention helps buyers see us as unique.

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Compliment:

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Give them a compliment they would not hear from someone else.

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Ask a question:

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Ask a unique question that requires some thought to answer.

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Referral:

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Use the name of someone they respect, especially a direct referral.

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Educate:

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Provide information, advice, or service.

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Startle:

:

Say something startling or intriguing.

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Buyer's point of view

What people buy

What I sell

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Buyers want to know what we can do for them, either by

solving their problems or by helping them capitalize on new

opportunities. In the sales advantage on page 59 you'll find

an example of how someone did both for mr.carnegie.

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52

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Client interview

Interviewing our current clients helps us: provide customers with more value, strengthen their loyalty, gather evidence, get testimonials, ask for referrals, and get more business from them. Before interviewing clients, identify specific call objectives. Some questions might include:

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:

CURRENT CLIENT: _________________________________

_______________________________ :

Why did you decide to do business with us?

____________________________________________________________________________________________________________________________

What kind of impact have our solutions had for you?

0. ______________________: 1. satisfaction:____________________ 8. _____________________: 2. applications:____________________ 3. _______________________: 3. results:________________________ 4. __________________: 4. return on investment:____________

In what areas can we improve our service for you?

____________________________________________________________________________________________________________________________

What is our next step?

____________________________________________________________________________________________________________________________

Voice mail: we can often view voice mail as a barrier and an

aggravation. Turn it into a bridge instead! Use the evidence from

client interviews to leave a powerful voice mail when prospecting.

See page 68 in the sales advantage for some additional suggestions.

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22 .


We establish credibility by talking about issues relevant to the buyers. These issues should reflect what similar buyers have enjoyed by using our solutions. This tool helps us establish ourselves as problem-solvers and shows we create value and return on investment for our clients.

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Guidelines for credibility statements

1. cite general benefits your company provides that relate to the buyer's needs, wants,

and issues.

2. Give results of how specific clients have benefitted.

3. Suggest that similar benefits are possible.

4. Transition to the next step.

1 . , , .

2 . .

3 . .

4. .

Caution: there are legal restrictions on sending unsolicited faxes and/or e-mails.

Use for prospecting letters, getting appointments, or starting the sale.

Don't sell. Focus on buyer issues.

Include relevant pre-approach research information.

Talk about specific results, especially return on investment.

Use powerful language.

Use bullet points.

Be brief, usually less than one minute.

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Marketing.

Advertising.

Correspondence.

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Prospecting.

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Opening the

interview.

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Credibility statement: Example

Caution: there are legal restrictions on sending unsolicited

WORKSHEET:


:

Prospect name: ___________________________

Pre-approach information: ______________________________________

_______________________ :

-_______________________________ :

1. Broad overview of benefits you provide:

0: .

____________________________________________________________________________________________________________________________

2. Specific results of value you added for your clients:

8 . :

____________________________________________________________________________________________________________________________

3. Suggestion that similar benefits are possible:

3: .

____________________________________________________________________________________________________________________________

4. Transition:

4: .

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Agenda statements

The purpose of the agenda statement is to establish the intent of the appointment or interview. An agenda statement assures that everyone has the same objective in mind for the meeting. The agenda statement incorporates three vital component:

. : .

EXAMPLE:

:

1. we're here today to share some ideas that can improve your business by increasing profitability and bringing more clients to you. We will explore ways to utilize your advertising budget more effectively, increase sales, and improve your bottom line.

0 . . . , ,

2. Let's discuss an agenda that includes:

Exploring the results you are currently experiencing

Discussing your current plans for growth

Identifying possible changes to expand your customer base

Looking at creative solutions to your issues

Exploring how we might help you meet your objectives

8 .:

1. A specific buyer benefit related directly to the meeting. This establishes why the

buyer should invest time talking with you.

2. An overview (agenda) of the meeting itself. This can be done verbally or may involve

a written agenda that is presented to the buyer.

3. Transition to the first point on the agenda.

0 . . .

8 . ) ( .

.

3. .

3. Are there any changes you suggest to this agenda? May I ask you some questions to get a better feel for your current situation?

3 .

Agenda statements help us establish a professional tone and

project a confident image of a business consultant. The sales

advantage (page 93) uses the term "why talk statements"

because the purpose of this tool is to convince buyers that

meeting with us is a valuable use of their time.

( . 93 " )

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Worksheet:

Agenda statement

:

Buyer: _______________________________

____________________________ :

1. Buyer benefit related to meeting:

0: .

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2. Overview/agenda of meeting:

8: / .

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3. Question to proceed to first agenda item:

3: .

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Summary

The two most useful ideas I gained:

:

1. ___________________________________________________________________

2. ___________________________________________________________________

Applications to my selling:

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Specific actions I will take:

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Applications

1. Reading

The sales advantage------chapter 14

How to win friends and influence people------chapter 1---3

0 .

------ 0---4 ------ 0---3

2. Prepare to relate a sales success based on an idea from the training.

8. .

3. Use unique, creative pleasantries in every sales presentation.

3 .. ,

4. Incorporate an attention-getter and a credibility statement or agenda statement in each sales interview you conduct.

4 .-.

5. Interview five clients.

5. .

6. Apply the strengthen relationship principles.

5 . .

7. Ask three people you trust to give you candid feedback about your listening skills.

5. .

Reading recap notes

How to win friends and influence people

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The sales advantage

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Sales report

Describe a recent sales call in which you applied an idea from the training.

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What was the outcome?

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What advice do you have for us?

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How will we benefit from your advice?

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setoN

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Sales advantage

Breakthrough plan

Name: _________________________________________________________

Home address: __________________________________________________

City: ___________________ state: __________________ zip: ____________

Organization: ___________________________________________________

Title: __________________________________________________________

Work phone: _____________________home phone: ___________________

E-mail address: __________________________________________________

Program no: _____________________ trainer: ________________________

__________________________________________________ :

_____________________________________________ :

_______ : _____________ :/ _____________ :

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________ :___________________________________________

___________________ : ___________________ :

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________________________ : _________________ :

Initial assessment

Please rate yourself on each item. How effectively do you display the behavior when it is relevant and feasible? Do not ponder any one response too long. Be as honest as possible. The purpose of this form is to identify opportunities for improvement. 1-2 very low; 3-4 below average; 5-6 average; 7-8 above average; 9-10 outstanding

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0-8 : 3-4 : 5-2 :2-2 : 2-00

Self-confidence

-

Communication skills

Selling process

9 107 85 63 41 2sets clear goals

9 107 85 63 41 2willingly takes appropriate risks

- 9 107 85 63 41 2sells to high level decision-makers

9 107 85 63 41 2demonstrates poise and confidence

- 9 107 85 63 41 2shows healthy self-esteem

9 107 85 63 41 2listens for understanding

9 107 85 63 41 2delivers effective presentations

9 107 85 63 41 2expresses self clearly and concisely

9 107 85 63 41 2asks queations to clarify

9 107 85 63 41 2accurately summarizes decisions

/ 9 107 85 63 41 2understands the buying/selling process

9 107 85 63 41 2determines the customer's wants and needs

9 107 85 63 41 2builds rapport

9 107 85 63 41 2asks buyers the right questions

9 107 85 63 41 2gains the customer's commitment

9 107 85 63 41 2is seen as credible by customers

- 9 107 85 63 41 2creates win-win relationships

9 107 85 63 41 2effectively resolves objections

9 107 85 63 41 2helps customers achieve their goals

9 107 85 63 41 2exceeds customer's expectations

9 107 85 63 41 2presents unique solutions to buyers

9 107 85 63 41 2defines benefits and competitive edge

9 107 85 63 41 2develops referral network

9 107 85 63 41 2follows up to maintain customer loyalty

Build relationships

Positive attitude

9 107 85 63 41 2maintains good relationships with colleagues

9 107 85 63 41 2practices good interpersonal skills with buyers

9 107 85 63 41 2builds customer trust

9 107 85 63 41 2demonstrates empathy

9 107 85 63 41 2builds an on-going professional relationship with customers

- 9 107 85 63 41 2is self-motivated

9 107 85 63 41 2demonstrates a positive attitude

9 107 85 63 41 2shows enthusiasm

9 107 85 63 41 2handles rejection appropriately

9 107 85 63 41 2willingly accepts new challenges

9 107 85 63 41 2keeps criticism in proper perspective

Final assessment questions

1. please evaluate yourself in the following areas (on a scale of 1-10 with 10 being

the highest):

0 ( .0-00 00 :)

2. What has been the major benefit of this training for you?

3 .

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3. What has been the major benefit to your organization? (specific sales increase.)

3). ( .

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after trainingbefore training

____________________________________1. self-confidence

____________________________________2. communication

____________________________________3. sales process

____________________________________4. build relationships

____________________________________5. positive attitude

Sales advantage name: ___________________________________ participant record program no: ____________ location: __________

______________________________ : ________ : ______________ :

Verification

I hereby verify that this participant has met the requirements of the sales advantage program. This participant has attended the required sessions with visible improvement in the program related skills and abilities as indicated by oral reports. Therefore, this participant is entitled to _____________ continuing education units ( 10 program hours equals one CEU).

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, . ___________ (00 .)

Attendance

yes or no

1

2

3

4

5

6

7

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CommentsSignatureAwardsDateSession

Initial assessment-breakthroughs

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Name: __________________________________________

______________________________________________ :

Listed below are the drivers for success. Concentrating on growth in these areas can lead to breakthroughs in your selling! Consider the breakthroughs you envision as you experience significant growth in each of the five drivers.

. ! .

business resultsprofessional breakthroughsdrivers for succes

self-confidence

-

communication skills

sales process

build relationships

positive attitude

Mid-point feedback

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Name: _____________________________________________

__________________________________________ :

1. Are you making progress toward your breakthroughs? Why or why not?

0 .

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2. What specific results have you seen? (Sales increase, number of new clients, etc.)

8). , , ( .

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3. What will you do throughout the rest of the training to continue to work toward your breakthroughs?

3 .

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4. What more can the Dale Carnegie team do to help you?

4 .

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5. Additional comments:

5: .

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G E N E R A T E I N T E R E S T

Overview

Information gathering forms the heart of the solutions we present. What we learn in this stage determines what solutions we present, how we present them, and ultimately how we create value for buyers. The Dale Carnegie sales process teaches that we must gather information before we talk about our solutions. A common mistake is selling before thoroughly exploring buyers' wants, needs, and motives.

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Suggested reading supporting this session:

:

How to win friends and influence people by Dale Carnegie, part II, chapter 4

,8 ,4


Practice methods to uncover and appeal to different buyer interests

Create power questions to get the information needed from buyers

Widen the buyer expectation gap to create interest

: ,

"Well, we have been together for five minutes and I can already tell

that you know nothing about me, my company, my product, my

issues, and my market. What was it you were trying to sell me

again?" - Anonymous buyer

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2

2

Generate interest

Overcome indifference

Interest rule: generate interest by finding out what your solutions will do to benefit or service your prospects

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Interest

Rapport

Solution

Customer

relationship

Planning

Follow-through

-

Motive

Commitment

Primary interest

Buying criteria

Buying motive

Other considerations

Financial

Executive

User

Technical

As-is

Should be

Barriers

Payout

Interest

Capability statement

Interest Areas

Our goal in this area is to gather pertinent information from the buyer. We ask

questions and listen carefully to discover primary interest, buying criteria, and

other considerations. Most important is the buying motive, or the emotional,

personal payout the buyer receives when we can help solve his or her problem.

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Primary interest- what they want -

Buying criteria- what they must have (absolutes) - ( )

Other considerations- what they would like to have (desirable) - )(

Dominant buying motive- why they want it -

Listening levels


Primary interest

Buying motive

Buying criteria

The way to uncover and clarify the interests

of the buyer is to ask questions and listen

proactively. Selective listening usually leads

us to sell before we understand the buyer.

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.

Ignore

Pretend

Selective

Attention

Proactive

Primary interest

The primary interest is rarely what we sell. It is the result of what we sell; what the

buyer wants. A common mistake is to assume that buyers want what we sell. In

fact, buyers want solutions for their problems or new opportunities. People buy

products and services not because of what they are, but because of what they do.

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_________________________________ __________________________________

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Primary interest

Effective employees

Expand business

Flexibility

Increase market share

Reduce costs

Return on investment

Reduce cycle time

Comfort

Safety

Improve efficiency

Increase revenues

Ask questions with the intent to help the buyer rather than just

make a sale. We often have to really probe to get to the primary

interest. Sometimes the best way to get a loyal client is to give up

the sale and the offer valuable advice instead. See the example on

page 126 in the sales advantage.

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082 .

Buying Criteria

The buying criteria are the requirements of the sale. If buying criteria are not met,

then the sale cannot advance. We will often find that our competitors can provide

the same buying criteria we do. We need to meet these criteria just to be

considered.

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Features

Approvals

Warranty

service

Location

Value

Quality

Support

Delivery

Specifications

Budget

Buying criteria

Other Considerations

Other considerations are points of interest or concern that influence the buying

decision. They are not typically requirements of the sale, but they influence the

decision. We will have a competitive edge when we discover these factors and

provide buyers with unique solutions.

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Special Features

Added value

Payment terms

Service

Special packaging

Creative solutions

Value justifications

Relationships

Delivery options

Consulting

Price

Dominant Buying Motive

The dominant buying motive is the compelling emotional reason for the buyer,

team, or organization to make the buying decision. Although there are thousands

of motives, most decisions have one compelling motive for going ahead. The

dominant buying motive is that compelling factors. Motives fall into these general

areas:

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Buying motive

Self-fulfillment

Self-preservation

Acquisition

Relationships

Recognition

Notes

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We ask questions for two reasons. One is to help us understand the

wants and needs of our buyers. The more important reason is so

the buyer clearly understands their current reality, and how far

they are from where they could be. Their interest areas (the sales

advantage, page 98) outline the kind of information we need to

widen this buyer's gap.

. .

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( . ,22 )

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Questioning Model

An effective model for asking questions allows us to discover the interest areas of

buyers. A process of gathering information should be conversational and capture

the information we need in order to present compelling solutions. The research we

do and the questions we ask will help us identify the buyer's interest areas. This

will help us make our solution unique for each buyer. A good questioning process

points us to the interest areas. Implication questions create a sense of urgency by

establishing a gap in the mind of the buyer.

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.

.

. .

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Buyer's Gap

A buyer's gap is the difference between the benefits they are currently receiving

and the benefits they should receive. We need to widen the perception of the gap.

We create a sense of urgency for change when we help them Cleary see a wide gap

here. Effective questions make the gap clearer for both us and our buyers.

.

.

. .

Gap

As is Should be Barriers

My solution

As-is

Should be

Barriers

Payout

AS IS QUESTIONS

Current situation

As is questions help us determine the buyer's current situation. These questions give us a picture of key issues such as product specifications, influential decision-makers, and challenges that we may be able to address in our solution.

. , -. ,

How has (information from pre-approach) impacted your operation?

What do your people do to deal with the new (pre-approach)?

Why did you start to (pre-approach)?

Where are you seeing some success with this new process?

Who are your current providers? How did you select them?

What do you like about their solutions?

What would you change about your current providers?

What are your specifications for this kind of investment?

How much did you plan to invest?

In addition to you, who is involved in this buying process?

How will your buying team decide on a provider?

( - ) ( -) ( -) ,

need to know

(person and business)

in addition to you, who else is involved in this kind of

decision?

what kinds of pressure are you getting to made

some changes?

questions

authority

budget how much are you currently spending on this?

need

( )

,

SHOULD BE QUESTIONS

Goals, objectives, initiatives

, ,

should be questions help us discover the buyer's vision of his or her operation at optimum performance. These questions focus on how the situation can be different if we can help the buyer solve his or her problems.

. .

In addition to (pre-approach), what are your objectives for the near future?

Which strategic initiatives need to be addressed?

How will those impact you?

Can you describe what your operation would look like at peak performance?

Where would you like to be six months from now? A year?

What would you like your people thinking, saying, and doing differently?

What would you like to hear your buyers saying?

What changes would you like to see?

What would that allow to happen?

What other factors are important to your business development?

Why is that? Could you tell me more? How do you mean?

( - ,) , ,

need to know


questions

( )

BARRIER QUESTIONS

Issues blocking the should be

Barrier questions identify factors that prevent the buyer from achieving the should be. While barriers are not objections, they can lead to objections. For example, a specified budget is a barrier that can lead to objections about price.

, . , . .

In addition to (pre-approach), what obstacles are you facing?

How is the (information from should be) holding you back?

What is preventing you from moving forward with your initiatives?

What time constraints are you under right now?

Which key actions need to take place before you make your quota?

How urgent is this specific initiative to you? To your company?

When will this have to take place?

What happens if it doesn't?

Who needs to support this, in addition to you?

What else would be important for us to consider?

( - ,) ) ( ,

need to know


questions

( )

PAYOUT QUESTIONS

Impact on the buyer

Payout questions are used to clarify how the buyer and/or the organization benefits from the solution. Responses to these questions allow us to understand and appeal to the motivational reasons for buying.

/ . .

If you are able to (should be), what impact will that have on your company?

Your department or team? You?

Why is that important?

What could happen when you are able to (should be)?

What would be the outcome?

How will your team perform differently?

What would you do with the additional time/revenue/resources saved?

What would you like to hear management say? Your family or friends?

What would achieving the outcome allow you to do?

,) ( ) ( //

need to know


questions

( )

Buying Perspectives

People buy from different perspectives. These perspectives depend on personalities and vary by function. We need to make sure that we sell to people based on their needs and their points of view.

. . .

User buyers can often give us leverage and insights that we

cannot get from executive and financial buyers. See page

121 in the sales advantage for an example.

. 080

Financial buyers

Executive buyers

Technical buyers

User buyers

Questioning Planning Sheet

Buyer's name: __________________________________________

__________________________________ :

As is questions:

:

____________________________________________________________________________________________________________________________

__________________________________________________________________________________________________________________________________________________________________________________________

Should be questions:

:

__________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________

Barrier questions:

:

____________________________________________________________________________________________________________________________

__________________________________________________________________________________________________________________________________________________________________________________________

Payout questions:

:

____________________________________________________________________________________________________________________________

__________________________________________________________________________________________________________________________________________________________________________________________

Capability Statement

Based on our research and questioning, we can make an assertive, specific statement about our ability to create value for the buyer. This is called the capability statement. The capability statement advances the sale from interest to solution. After gathering information from the buyer, we can confidently state that we are capable of providing competitive solutions.

, , , . .

. ,

Examples

Based on what you have told me, I'm confident the tech 2500 will provide the spend, quality, and reduced operational costs you have said are critical to your office operation the money and time you will save will help you and your team move toward the top position in your territory.

, 8500 , ,

.

Based on what you shared with me, outstanding the hosting of your website is the ideal way for your department to find the time you need to meet your deadlines. Outstanding will help reduce the stress you face at the end of each month.

, . .

Specific buyer: ________________________________________

_________________________________ :

Solution: _____________________________________________________________ ___________________________________________________________________

________________________________________________________________

Primary interest: ______________________________________________________ _____________________________________________________________________

__________________________________________________________

Buying motive: ________________________________________________________ _____________________________________________________________________

____________________________________________________________

PLANNING SHEET

Rapport

Buyer: ____________________________________

__________________________________ :

Primary interest (2.4): ________________________________________

( 8.4_________________________________ :)

Dominant buying motive (2.7): _______________________________

( 8.2________________________________ :)

:Pleasantries: __________________________________________________________________________________________________________________________________________

-( 0.2 :)Attention-getter (1.6): __________________________________________________________________________________________________________________________________________

Credibility statement (1.11) or agenda statement (1.13): ( 0.00( )0.03:)

_______________________________________________________________________________________________________________________________________________________________________________________________________________

Interest

Rapport

Solution

Customer

relationship

Planning

Follow-through

-

Motive

Commitment

PLANNING SHEET

Interest

( 8.00 :)As is questions (2.10):

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

( 8.00 :)Should be questions (2.11):

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

( 8.08 :)Barrier questions (2.12):

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

( 8.03 :)Payout questions (2.13):

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

PLANNING SHEET

Capability statement (2.16)

( 8.02)

Solution:

:

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

Primary interest:

:

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

Buying motive:

:

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

Summary

The two most useful ideas I gained:

:

1. ___________________________________________________________________

2. ___________________________________________________________________

Applications to my selling:

:

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

Specific actions I will take:

:

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

Applications

1. Reading

The sales advantage-chapters 5-7

How to win friends and influence people part II, chapters 1-6

0 .

- 5-2 8 ,0-2

2. Prepare to relate a sales success based on an idea from the training.

8. .

3. Complete a questioning planning worksheet for five buyers.

3. .

4. Practice the questioning model with a colleague taking the role of a buyer.

4 . .

5. Use capability statements with buyers.

5. .

6. Create a list of facts that distinguish you from your competition.

2 ..

Reading recap notes

How to win friends and influence people

_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

The sales advantage

_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Sales Report

Describe a recent sales call in which you applied an idea from the training.

.

___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

What was the outcome?

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

What advice do you have for us?

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

How will we benefit from your advice?

_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

setoN

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P R O V I D E S O L U T I O N S

Overview

At this point in the sales process, we know the key information about our buyer's needs, interests, and most importantly, buying motives. Now we have the opportunity to tailor our presentation to fit what the buyer wants and increase the perceived value of our solution.

, , , .

.

In order to differentiate ourselves in a crowded, competitive marketplace, we need to be unique, with exciting approaches to solving buyer's problems. We also need to present in a way that builds credibility and makes people want to buy. One of the most effective ways to combat the price objection is to build value in the solution of the sale. What we present and how we present it is critical to the buying/selling process.

, , , . .

. ./

Suggested reading supporting this session: how to win friends and influence people by dale Carnegie, part II, chapter 5

: , 8 ,5


Develop solutions that are unique to each buyer

Formulate solutions that appeal to buyer's logic and emotions

Present solutions that are persuasive and convincing

: ,

"The longer I live, the more certain I am

that enthusiasm is the little recognized

key to success."

- Frederick Williamson

, "

"

-

3

3

Provide Solutions

Overcome doubt

Solution rule: give buyers enough information, and no more, about your solution and how it will benefit them, to convince them that they are justified in buying.

, , , : .

Interest

Rapport

Solution

Customer

relationship

Planning

Follow-through

-

Motive

Commitment

Communication

Evidence

Trial

close Application

Benefit Bridge Fact

Capability statement

Solution

Dramatize solutions

What Buyers Want to Know

What is it?

__________________________________________________________________________________________________________________________________________

_______________________________________

How does it work?

__________________________________________________________________________________________________________________________________________

_______________________________________

Why is it important?

__________________________________________________________________________________________________________________________________________

_______________________________________

Who says so besides you?

__________________________________________________________________________________________________________________________________________

_______________________________________

Can you prove it?

__________________________________________________________________________________________________________________________________________

_______________________________________

Buyers expect us to be experts in our products, our market , and

our industry . be a lifelong leaner so you can add value to your

clients on every call. See page 133 in the sales advantage for seven

ways to increase your product knowledge.

. , ,

. 033

.

FACTS

What it is

A fact is a statement that is specific, true, and can be proven. Some facts will be accepted without hesitation because of the buyer's familiarity with the information. Others may require additional proof.

, , . . .

Examples:

:

1. we have comparable operations in over eighty countries, and all locations can tailor our solutions to meet your local needs.

0 . , .

2. we have 12 tech-certified technicians on call 24 hours a day, 7 days a week.

8 . 08 - 84 , 2 .

3. we offer 22 mutual funds, the broadest spectrum in the market.

3 . 88 . ,

Facts about my solution:

:

Fact 1: _______________________________________________________________ Fact 2: _______________________________________________________________ Fact 3: _______________________________________________________________ Fact 4: _______________________________________________________________ Fact 5: _______________________________________________________________ Fact 6: _______________________________________________________________

Bridge: a bridge is a brief phrase that links the fact and the benefit.

: .

Example:

:

1. Therefore 2. Which means 3. You'll find this helpful, because

0 ... . 8 ... .3 .... ,

BENEFITS:

What it will do for a typical buyer

:

A benefit is a verbal description of how any buyer could use or enjoy the solution. A benefit should briefly, but clearly, show how the fact relates to the buyer's interests and needs. The benefit is specifically related to the sales facts.

. , , .

.

Examples:

:

1. You will get consistent global delivery capability with cultural flexibility.

0 ..

2. You will have quick response to any problems.

8 . .

3. This gives you greater flexibility in your financial planning.

3. .

Benefits a buyer can get from my solution:

:

Benefit 1: ____________________________________________________________ Benefit 2: ____________________________________________________________ Benefit 3: ____________________________________________________________ Benefit 4: ____________________________________________________________ Benefit 5: ____________________________________________________________ Benefit 6: ____________________________________________________________

APPLICATIONS

What it will do for this buyer

The application is an explanation that clarifies specifically how the buyer will apply each aspect of the solution. The application statement involves the buyer and further clarifies how he or she will experience value from our solution.

. .

Examples:

:

1. We can service your branches in Munich, Paris, and Tokyo. We have German, French, and Japanese representatives there so you won't have the translation and cultural problems you said you had in the past.

0 , . , , . , .

2. you can have peace of mind knowing that once you call for service, you'll get a response within two hours. This is a vast improvement over the down-time you said you've been experiencing.

8 . , . -.

3. you can change your portfolio any time, for example, when you are ready to buy that boat this spring for your family.

3 , , ..

Specific buyer: ___________________________________

_________________________________ :

Application 1: _________________________________________________________ Application 2: _________________________________________________________ Application 3: _________________________________________________________ Application 4: _________________________________________________________ Application 5: _________________________________________________________ Application 6: _________________________________________________________

Evidence DEFEATS Doubt

D demonstrations

E examples

F facts

E exhibits

A analogies

T testimonials

S statistics

Evidence examples:

:

1. Demonstration an illustration using a physical demonstration with a prop or possibly the solution itself. The ports in this laptop allow the interchange of various pieces of hardware. Watch how easy this is: when I press this button, the disk drive is ejected. Now please insert a CD-ROM drive into the same port. And now let's eject the CD-ROM and insert the zip drive, which provides a quick means of backing up or storing large volumes of data.

0 . . : .

. , . ,

.

2. Examples a story about a satisfied buyer. Are you familiar with the law firm of Travis and Davis? Do you respect the way they do business? Then you will appreciate what I am about to say even more. One of their attorneys was involved in a large case. The Travis and Davis staff were working Friday afternoon completing their files when their computer system crashed. A call was made to our service department. The computer was functioning again in time for everything to be finished, and everyone was able to go home when they had planned.

8 . .

. . .

, . .

Evidence

3. Facts statements of truth that support the point you are making.

22 different industries in the fund

42% of companies are international

All 12 major market sectors are represented

An even 50/50 balance of growth stocks and value stocks

88 48% 08 50/50

4. Exhibit something physical that supports your solution-something the person can see, touch, hear, smell, or taste.

These visuals will help you see the results of making this change. Here on this bar graph you can see the anticipated additional revenue. This pie chart illustrates the percentage of business for each of your clothing lines. Here are some photographs of the different colors and styles. These fabric samples will help you see the colors and feel the texture.

4 . , , , . ,

. . .

. .

5. Analogy a comparison of your solution to something with which the person is already familiar.

Packing up your computer and shipping it to a service center you don't know is like taking prescription medicine without talking to your doctor. You can do more harm than good.

5 . .

. .

6. Testimonial an acknowledgement of your solution's capabilities, in spoken or other form, fro

Documents

Build Rapport