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Sales Training Workshop



Introduction & Overview



Time Management



What Is Time?

For what is time? Who is able easily and

briefly to explain it? Surely we understand

well enough when we speak of it. What then

is time? If nobody asks me I know; but if I

were desirous to explain it to someone –

plainly I know not.

~ St. Augustine



What Is Time?

Time is a continuum in which events

succeed one another from Past through

Present to Future.

Webster’s Dictionary



WISDOM: Is knowledge rightfully applied

A BASIC ELEMENT OF TIME IS…

KEY TO MANAGING TIME IS…

To gain control of our life, we must

first gain control of OUR TIME!

Personal Productivity



Time Is Life…

This training is your key to unlocking all the

vital energies and vast potential you possess

vs.effectivenessefficiency



Profile of an Effective

Account Executive

They know where their time goes

They focus on outward contribution

They build on strengths

They concentrate on the few major areas where

superior performance will produce outstanding

results

They make effective decisions



Barriers to Planning



Hope Is Not A Plan

Planning Requires You To…

Review long-range goals & objectives

Evaluate TIME versus TASK-SETTING

To have specific objectives

Anticipate obstacles

Prioritize tasks



Stephen Covey’s

Time Management Matrix



I.

ACTIVITIES:

Crises

Pressing Problems

Deadline-driven projects

II.

ACTIVITIES:

Prevention

Relationship building

Recognizing new opportunities

III.

ACTIVITIES:

Interruptions, some calls

Some mail, some reports

Some meetings

Proximate, pressing matters

Popular activities

IV.

ACTIVITIES:

Trivia, busy work

Some mail

Some phone calls

Time wasters

Pleasant activities

URGENT NOT URGENTIm

port

ant

Not

Import

ant



Ten Steps to Effective

Time Management

1. Unrealistic time estimates

2. Prevent an increasing workload

from fouling up your workday

3. Make meetings effective

4. Controlling interruptions

5. Handling procrastination



Ten Steps to Effective

Time Management

6. Make useless time, productive time

7. Waiting for answers

8. Organize your work space

9. Telephone skills can create time for you

10. Maximize travel time



1. Unrealistic Time Estimates

Create a timeline with a critical path

Anticipate obstacles - plan effectively

Build in buffers to allow for interruptions

Clearly define tasks

Negotiate deadlines



2. Prevent An Increasing Workload

From Fouling Up Your Workday

Effective delegation increases your discretionary time

Strengthen priority-setting

Put some items on the back burner

Don’t reinvent the wheel

Isolate yourself

Set aside a block of time for “must do’s”

“Do I have a perfectionist attitude?”



3. Make Meetings Effective

Have an agenda

Clearly define the mission and goals

Have a “start” and “stop” time

Have a “time keeper”

Leave with an action plan

Establish a follow-up system



3. Make Meetings Effective (cont’d.)

Be prompt and attentive

Take notes

Have the right people in attendance

Send a subordinate as your representative

Have a “stand-up” meeting



4. Controlling Interruptions

Throw up a screen

Set “will see” periods

Use the other person’s office

Don’t sit down

Use your assistant as a terminator



Pick up the telephone

Turn the tables

“I know you’re busy, this will take a few minutes.”

Be honest

“I’m really busy, can we schedule this for another

time?”

4. Controlling Interruptions (cont’d.)



Review call - summarize for action

Schedule specific meeting times with associates

and ask …“Can it wait ‘til then?”

4. Controlling Interruptions (cont’d.)



5. Handling Procrastination

Develop a written plan

Identify area of procrastination

Use affirmations

Do one priority at a time, and finish it

before doing anything else

Force the issue



5. Handling Procrastination (cont’d.)

Look for a different environment

Create a prioritized daily task

Use self-discipline - DO IT NOW!

Keep work space clean

Use unexpected free moments of time

Put yourself on record

Do the ‘thing I hate the most’



6. Make Useless Time, Productive Time

Plan and prioritize to achieve your mission

Clip articles from publications and create a

traveling “to be read” file

Let work contract to fill the time available -

- work on a chapter, not the book

Link small points of time together



7. Waiting For Answers

People take your time for granted

If you don’t value yourself, no one else

will

Use down time constructively

Don’t leave your fate and success solely

in the hands of those who may not share

the same priority

Offer options and possible solutions



7. Waiting For Answers

Go to a higher authority

Put it in writing -- set a deadline

Use the “DONOVAN Fifteen Minute Rule”

Don’t wait … create



8. Organize Your Work Space

Create your command center

Clutter is a major form of procrastination

Everything on your desk not relevant to the project

is a distraction

Inventory everything on your desk from A to Z

Handle each piece of paper once and then decide

to Act Now, File, or Trash It



8. Organize Your Work Space (cont’d.)

Create a maintenance drawer

Create an invisible in box

Create a pending/to be read file

When in doubt, throw it out



9. Telephone Skills Can Create Time

For You

Outline each call, before you start

Utilize speed dialing

Set aside a specific time for phone calls

Avoid answering the phone when others

are in your office



Stand up when making a difficult call

Use “egg timer”

Screen calls

Eliminate repeat calls -- go for

appointment

9. Telephone Skills Can Create Time

For You (cont’d.)



10. Maximize Travel Time

Carry a tape recorder or dictating machine

Listen to tapes in car

Carry folders with articles to be read and tasks to

be completed

Plan trips for maximum effectiveness

Use a good daily planner



The Sales Funnel



The Sales Funnel

Above Funnel: Data suggests a possible order or fit

In Funnel: Data verifies a possible order

Best Few: Close



The Ideal

Customer Profile



Suspects vs. Prospects

Do they have a problem you can solve?

Do they have the desire to solve the problem?

Do they have the authority to buy?

Do they have the willingness or ability to pay for a

marketing campaign on your station?

Do they have the authority to make a decision

within a certain time period?



Qualifying

Multi Function

High Volume

High Ticket Item(s)

Highly Specialized Business



PREParation

Plan

Rehearse

Edit

Psych



when asking for a meeting

L B RAlways have an



Never do an introductory call

Try to sound like you’re already on

the inside

Use Confusion ?????

Dealing With Screeners



Don’t sell the Receptionist.

Leave the L B R and a scheduled time

you’ll get back.



The Appointment Book

Always be booked up

Always be able to

move something

Schedule your return

calls



The Client Who Will NOT See You

Be persistent without becoming a nuisance

Don’t give up too soon

Don’t pass judgment on a prospect that has passed

judgment on you

Don’t leave messages

Send a letter



The Client Who Will NOT See You

Call early in the AM or late in the PM

Stop asking like a sales person

Worship their assistant

Stop calling for awhile

Get creative!



Goal Setting



Goals - Two Natural Laws

1. We tend to gravitate to our comfort zone

2. To reach a goal we must leave a comfort zone



Keys to Effective Goal Setting

Must own the Goal

Must be clearly and specifically

defined written down

Time dimensioned and measurable

Realistically assessed obstacles

Visualization – experience the success



Customer

Focused

Selling



Sales Philosophies

Face reality as it is, not as it was or as

you wish it were

Change before you have to

Control your own destiny or someone

else will



What Elements Drive Demand?



Questions Must be

Open-Ended

Large number and type of potential replies

Close-ended questions are a yes-no,

multiple choice, etc.



Questions Must be

Easy to Answer

Questions … Focused, Limited

Specific questions are easier to answer



Questions Must

Enhance Your Credibility

Every question you ask will either

enhance or detract from your

credibility

Do your homework

Be knowledgeable of their business



Questions Must be

Non-Threatening

Avoid these topics: Finances, Personal

Information, Competitive Strategy, Trade

Secrets, etc.

Threatening questions require long,

comprehensive answers



“Contract” through Threatening

Topics

People like to know where they are going

Be careful of touchy areas, explain yourself



Be Flexible

Allow the client to take the conversation

into areas of their interest

Go with the flow



Be Sincere & Genuine

Questions always sound better when you

really are interested

Be yourself

Be natural



Question Structuring

Structure your questions

around the

customer’s behavioral style



Maintain a Consultative

Atmosphere

Be conversational

Avoid rapid-fire questions



Break the Mold

Be more than just another

media sales rep

Be a credible problem

solver



Effective

Listening



TEN

Keys to Effective Listening



Ten Keys to

Effective Listening

1. Listen for ideas, not facts

2. Judge content, not delivery

3. Listen optimistically

4. Adjust your note-taking to the speaker

5. Don’t jump to conclusions



Ten Keys to

Effective Listening

6. Concentrate

7. Thoughts break the sound barrier

8. Keep your mind open … hold emotion in

check

9. Work at listening

10. Exercise your mind



80% of all sales calls

are made after the fifth call



48% of all sales people

give up after the first call




give up after the second call




give up after the third call



5% of sales people give

up after the fourth call



Only 10% of sales people will

make that fifth call and end up

with 80% of the sales!



The Art of

Negotiation



Strategies

Tactics

Concessions

Negotiating Strategies



How Your Job Works Against You

Jobs train us to be poor negotiators

Knocks our aspirations down

Most of our time, not making the sale

How do you change it?



Power is What You Think It Is

We underestimate our

power and overestimate

the power of the buyer

Everyone is a source of

power



Power Your Competition Gives You

What is the main reason we lower our prices?

Are all spots the same?

A spot is a spot is a spot, they’re all the

same to me

I need the lowest price



The Buyer Will Always ….

Want to buy the most reliable

product from the company with

the best reputation, but at the

price of the most unreliable

product from the most unreliable

salesperson.



The Power of Commitment

Five Types of Commitment

1. Your industry

2. Your product

3. Your personal goals

4. Your customer’s organization

5. Customer focus … customer satisfaction



The Power of Legitimacy

The printed list

Standard forms

Contracts

Standard terms and conditions



The Power of Legitimacy

Published procedures and policies, such as

your web site

Use these powers to your advantage in

negotiations.

Candid Camera



The Power of Wooing

I don’t need,

but I want

your business.



The more you’re willing to risk

The more you stand to gain …

Be more willing to take risks, it

pays big dividends

The Power of Taking Risks



The Power of Knowledge

Your product

Your company

Your competition

Buyer and their company



The Power of Time

Time is money

The more time you take, the more money

you end up with

Time is the ultimate power



Time is an Ally

Realize your sources of power

Helps you spot and identify tactics

Helps you discover what the buyer

really wants



Pricing

Price is always on the table, but is it the

most important issue?

Almost always appears to be … but, rarely is



Buyer Satisfaction

The buyer wants to:

Feel competent

Avoid risk and trouble

Look good in their organization

Get it over with

Be considered fair and nice

Add to their knowledge



Buyer Satisfaction

The buyer wants to:

Relief from unnecessary work

Help in making hard purchasing decisions

Help if they get in trouble

A good explanation

Not to feel boxed in

To be listened to



Negotiation Assumptions

The buyer is all-powerful, holding all the

cards

The buyer knows what they want

You’ll make the sale solely on the basis of

price



Negotiation Assumptions

Your competition is all around you with

better products and better services

You’d close more sales if you had more

authority

Your only real weapon is the ability to

lower price



Strategic Concessions

Start your negotiations with your highest

expectations in price and conditions

Leave yourself room to compromise

Avoid making the first major concession …

you can be the first to concede on a minor

issue




Don’t assume that the same kind of

concessions will be necessary; things

may have changed

When you start negotiations with a

prospect, free yourself from the

bonds of your past experiences




Don’t assume that the you have to match the customer’s concessions one to one

Measure the value of your concession against theirs

Don’t give a concession away for nothing. Always try to trade one concession for another

Make sure the customer understands the value of the concession




Don’t assume that the prospect will

understand the benefits of your concession

Emphasize the benefits in the form of cost

savings, quality, time savings and even

personal prestige

Make concessions in small amounts




Studies show that the negotiation losers

tend to give away too much in each

concession

Too large a concession tends to tell the

prospect that there is more to be trimmed

if we just hold out




Don’t concede too grudgingly, but express a

little pain as you do

Make at least the appearance of carefully

weighting the costs




Don’t jump at the customer’s first

concession, unless it is to accept your offer

(as is)

The odds are they’ll go higher

Don’t jump at the “Let’s split the

difference” offer

Clarify as to what that means exactly



Handle the Ridiculous

Handle the ridiculous offer with care Keep

cool and polite, this could be just another

buyer tactic

Don’t advertise your willingness to make

concessions




Get all the customer’s demands out on the

table before you make any concessions

Before making a concession, get the

commitment to buy from the customer. “If

I do this do we have a deal?”




Don’t begin the negotiations by signaling

there’s room to negotiate

Understand all the requirements before you

start making concession




Keep track of your concessions. Be ready to

remind the customer of them at any given

time

Be prepared to withdraw any concession you

made before the final sale. Concessions are

just bargaining chips




Don’t over evaluate your desire to be like

when making concessions

There comes a time in the sales negotiation

where the desire to be liked must be

evaluated against dollars and cents




Be willing to admit mistakes and make

corrections.

Even after a contract is signed and legally

enforceable, adjustments can often be

made in the interest of fairness



Remember, no one values

that which comes too easy.



Negotiating a Price Increase

Give customers as much advance notice as possible

Use the power of legitimacy

Present increases to key accounts face to face

Keep higher authority away from your customers at this time

Ask questions



Target

Product

Position

Strategy



Six Trends in Selling

1. More decision makers

2. Longer sales cycle

3. Random events

4. Custom solutions

5. Higher level, longer term customer

relationships

6. Death of the product solution



What do we do for the

customer beyond the product.

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