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Closing the Complex Sale (The laws of sales and selling (1 people will do…

- - - - Find the shortest path to success
        
        drive a sale from beginning to end and manage/control that
        
        Guide the process
      - find patterns
  - - - Shark analogy
  - - - social skills
      - Think like your client, NOT a sales rep
    - - how do organizations make decisions?
        
        Divide and concur
    - - 20 minutes talk about industry/space/knowledge
        
        whats driving/problems people are facing
    - - FCE
        
        DMC
    - - what to do, when to do it
      - Learn from others mistakes
      - what do i think is going to happen and why?
      - Predicting what is going to happen
- - - - scheduled calls/actions/touch points
  - - - Less formal the better
  - - - YOU CONTROL THIS
  - - - car keys example
  - - - industry standards
        
        something you have that competitor doesn't have
      - features
        
        they are going to tell you it's very important - things have changed
        
        top three that nobody else has
        
        levels
        
        users
        
        user features
        
        managers
        
        company/econmomic features
      - Company
        
        too big
        
        same people that are here today are going to help with implimentation
        
        want/need you, I need a referance
        
        our company is going to bend over backwards for you
        
        their small company
        
        go out of business/bought
        
        have to be careful
        
        product will change-lose your investment
      - Service
        
        whoever gives the best service usually wins
        
        using quid pro quo to get what you want
      - Market share
        
        maliable
        
        show you're the largest market share in their niche
      - new product releases
        
        Change the rules / reset the rules
        
        building a vision of working together/partner with them
        
        people have to document why to purchase
- - - - Quid pro quo
        
        perfect time to get what you want is when THEY ask for something
    - - demo
      - proposal
      - business justification
      - POC
      - help
      - support
      - questions
    - - CONSTANT CONSISTENT scheduled COMMUNICATION
      - guding from where they are and where they want to be
  - - - You never know whats going to happen
        
        prices can go up
        
        prodcut avalibility
        
        prodcut as a standalone may go away
        
        Different offers may go away
      - what is in the way of taking action now?
- - - - work back from the last deal
        
        what went wrong?
  - - - what order
      - what do they care about
      - divide and concur
        
        typical policy is we talk to all the people involved in the project
        
        i expect you to do the same, you can talk with my manager/other people at the company
        
        We want the two companies to work together to acomplish the goal
        
        you are the key player, I Love working with you but you have to respect the need that we have to talk with other people
        
        "I understand" - I don't work for you
        
        I have to have you understand that will do nothing but flatter and promote you, and how much you've helped us in the process
    - - what are the requirements
      - how can i define the rules?
      - who is involved
    - - who is involved?
      - why would it make business sense to do this
    - - pound of flesh
      - how long does it take
- - - - how will it help them
      - better their career
      - quality of life
    - - example: burns not good with business sale so brought CEO
    - - land and expand
      - elephant hunting
  - - - how does this help them personally and professionally
    - - how to neutralize them -or- avoid them
      - listen and address their concerns
    - - work around them
      - neutralize
      - turn them around
  - - - lockout the competition
        
        company
        
        us
        
        service
        
        standards
        
        pricing
        
        contractual flexability
        
        joint marketing
  - - - phone battery
      - waterproof
      - Customize
      - Market
    - - What others have found is
      - What happens when (that old technique doesn't work)
    - - Things have changed (good yesterday, doesn't work anymore)
      - yes, at first look you are right, but once you look into it.....
      - Examples (think of 5 for each product)
        
        Company size
        
        Small vs Large
        
        Feature
        
        Service
  - - - find anyone who touches your sale and make sure product is a good match for them
    - - start it shortly after
    - - think backwards into the outcome they need to accomplish
    - - vetting everything that matters, talking to everyone in the sale
    - - Radio Silence
      - Asked about a competitors lockout
      - Delay for no real reason
        
        delay is risky, unethical, and not good for bottom line
- - - - Quote
      - Proposal
    - - ROI
      - Outcome focused
      - Proof
    - - Executive summary
      - Requirements
      - Alternatives
      - Evaluation Process
      - ROI
      - Implementation plan
      - Scheudle
  - - - example:ROI
  - - - Approval
      - ROI
        
        what is the financial outcome they are going to get?
      - Business Justification
        
        Why now
        
        why this configuration
        
        Branded/looks like it was written by them
      - Home office visit
      - CEO-CEO meeting
    - - Client views
      - planning meetings
    - - Pricing
        
        it's this range x-y
        
        for budgeting purposes its X
        
        expiration date tight
      - Services
      - Partnerships
        
        resources at my company
  - - - have to coach
        
        worked on the business justification
        
        filled out a purchase request
        
        Approval process
        
        board of directors
        
        standards board?
  - - - getting blocked by that person
    - - Depends on your specific configuration
      - We never lose on price
      - Does this person have any purchasing power at the company?
      - Value (outcome) vs price
    - - approval proceess
      - who has to get involved?
      - what do they have to do
      - what do they need to do it
      - do they need referances?
      - Validation of due diligence
      - ROI
    - - prevent it from happening
        
        "dont tell you competitors that you've made a decision"
        
        "project has been delayed/prioritized"
        
        Tell after legal contacts have been signed/payment has been made
        
        "this is what they've typically said in the past, they'll do what every they have, they'll say whatever - the best thing is to delay them - say that they are strong competitor, doing a do diligence
  - - - Question - What's you sign off?
      - Good time to involve manager - a good negotiator
    - - realistic
      - don't miss the deadline bc its too tight
    - - think backwards to when they want the outcome
      - Work a month ahead of the quarter - to repair/fix and any delays
    - - peer to peer selling
      - Partnership
      - one time deal - the pricing is unqiue
    - - "we went though this, the CEO committed to this - do we need to get him/her on the phone?
      - Time based - is this something that can be done by the end of the quarter