FranklinCovey Sales Performance Practice Course Catalog Table of Contents

Transcription

1 FranklinCovey Sales Performance Practice Course Catalog Table of Contents Sales Strategy... 2 Sales Leadership... 5 The Account Plan... 9 Filling the Pipeline: New Accounts Filling the Pipeline: New Business from Current Accounts Qualifying and Advancing Opportunities Closing the Sale Win-Win Negotiation... 26

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 FranklinCovey. All rights reserved. Page 2

3 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 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 90 Minutes Player Focus Operations and Administration Management Executive FranklinCovey. All rights reserved. Page 3

4 TIMING 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? 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 FranklinCovey. All rights reserved. Page 4

5 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 WHAT MAKES A DIFFERENCE? 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 FranklinCovey. All rights reserved. Page 5

6 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 Duration Format Tools 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 SAMPLE 3-Day Agenda Courses are typically customized for specific clients. DAY 1 TIMING 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 FranklinCovey. All rights reserved. Page 6

7 TIMING 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? 60 Minutes Consultative Selling Skills for Leaders (continued) DAY 2 TIMING 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? 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 FranklinCovey. All rights reserved. Page 7

8 TIMING 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 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 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 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? Franklin Covey Sales Performance Practice FranklinCovey. All rights reserved. Page 8

9 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 WHAT MAKES A DIFFERENCE? 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. 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. Account Plan TOOLSETS 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 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) FranklinCovey. All rights reserved. Page 9

10 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 Duration Format Tools ½ Day Live or Virtual Account Plan SAMPLE ½-Day Agenda Courses are typically customized for specific clients. TIMING 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? 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 FranklinCovey. All rights reserved. Page 10

11 TIMING 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) Franklin Covey Sales Performance Practice FranklinCovey. All rights reserved. Page 11

12 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? MINDSETS Do fewer. Do them better. Solutions have no inherent value. They derive value from solving problems or gaining results people care about. Diagnose before you prescribe. To get good information about what it takes to get a Yes, make No be OK. Intent counts more than Technique. WHAT MAKES A DIFFERENCE? 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. 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 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 FranklinCovey. All rights reserved. Page 12

13 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 Duration Format Tools 1 Day Live or Virtual Prioritize Tool Call Plan Web 2.0 tools for research SAMPLE 1-Day Agenda Courses are typically customized for specific clients. TIMING 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

14 TIMING 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 and voic tactics 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? Franklin Covey Sales Performance Practice FranklinCovey. All rights reserved. Page 14

15 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. WHAT MAKES A DIFFERENCE? 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. 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) MINDSETS Do fewer, better. Solutions have no inherent value. They derive value from solving problem/results people care about. Diagnose before you prescribe. 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 Web 2.0 tools for research FranklinCovey. All rights reserved. Page 15

16 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 Duration Format Tools 1 Day Live or Virtual Account Plan Prioritize Tool Call Plan Web 2.0 tools for research SAMPLE 1-Day Agenda Courses are typically customized for specific clients. NOTE: This course varies depending on whether or not a robust Account Plan exists. TIMING 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

17 TIMING 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? 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? Franklin Covey Sales Performance Practice FranklinCovey. All rights reserved. Page 17

18 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. WHAT MAKES A DIFFERENCE? 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 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 Opportunity Plan (includes the Business Opportunity Worksheet and Decision Grid) Call Plan make meetings matter and end in key decisions FranklinCovey. All rights reserved. Page 18

19 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 Duration Format Tools 2 Days Live or Virtual Opportunity Plan Decision Grid Call Plan SAMPLE 2-Day Agenda Courses are typically customized for specific clients. DAY 1 TIMING 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 FranklinCovey. All rights reserved. Page 19

20 TIMING 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 60 Minutes Opportunity (continued) 60 Minutes Lunch 90 Minutes Opportunity (continued) 90 Minutes Opportunity (continued) Conduct practice exercises for each skill Conduct a structured opportunity conversation 20 Minutes Review and consolidate Day One; Preview Day Two DAY 2 TIMING 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 30 Minutes Decision Process (continued) FranklinCovey. All rights reserved. Page 20

21 TIMING 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. 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 Franklin Covey Sales Performance Practice FranklinCovey. All rights reserved. Page 21

22 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. WHAT MAKES A DIFFERENCE? 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 FranklinCovey. All rights reserved. Page 22

23 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 Duration Format Tools 1½ Days Live or Virtual Call Plan Presentation Checklist SAMPLE 1 ½-Day Agenda Courses are typically customized for specific clients. DAY 1 TIMING 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 FranklinCovey. All rights reserved. Page 23

24 TIMING 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 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 FranklinCovey. All rights reserved. Page 24

25 TIMING 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. Franklin Covey Sales Performance Practice FranklinCovey. All rights reserved. Page 25

26 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? MINDSETS Never give something for nothing. Establish Aggressive Realistic Targets (ART). When rationale ends, your navigation begins. Navigate from hard to soft. WHAT MAKES A DIFFERENCE? 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 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 FranklinCovey. All rights reserved. Page 26

27 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 Duration Format Tools 2 Days Live or Virtual Call Plan Negotiation Plan SAMPLE 2-Day Agenda Courses are typically customized for specific clients. DAY 1 TIMING 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 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 60 Minutes Opening Statements in Negotiation Two Classic Tactics: Downward Pressure and The Flinch Using Match Resolve Pushback skill FranklinCovey. All rights reserved. Page 27

28 TIMING 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 15 Minutes Review 75 Minutes Anchoring and Unanchoring Exercise: The role of anchoring The role of value justification 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 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 FranklinCovey. All rights reserved. Page 28