SALES WORKSHOP

•WHERE ARE WE ?

•WHERE DO WE WANT TO BE

•HOW DO WE GET THERE

At a cross roads, Alice asks the Cheshire Cat.
'Would you tell me, please, which way I ought to
go from here?'
'That depends a good deal on where you want to
get to,' said the Cat.
'I don't much care where----'
said Alice.

'Then it doesn't matter which way you go,' said the

Cat.
 Surgeon Baker

Plumber Electrician

Carpenter
Butcher

Candle Stick Maker

 Every occupation
exchanges time for money

How do we gain time?

DOING THE MATH
Annual Commission Target $ 40,000

Commission Rate 8.3%

Annual Billing Target $ 481,928

Average Monthly Invoice $ 1,000

Monthly Invoices 481

Monthly Close Goal 40

Contact to Close Ratio 5%

Monthly Contact Objective 803

Daily Contact Objective 38

We are all victims of
Parkinson’s Law:

“Work expands so as to fill

the time available for its
completion“
Administration - 31 %
Travel time - 18 %
Downtime, including personal phone calls
and e-mails - 17 %
Problem Solving - 14 %
Active selling - 10 %
Prospecting - 10 %
e.g. 48 minutes per day
 CONCLUSION:

“When you think about how critical sales

performance is to a company’s bottom line,
it is shocking how little time sales reps
spend on what makes both them and their
company money --- SELLING!”
Daily Contact Target 38

Daily Time Allocated 48 Minutes

Ooooooooooops?!
A word about the importance
of “prospecting” ………………
On January 10th, 1901, the
modern oil industry was
born on a barren hill in
southeastern Texas.
"Black Gold" erupted from
this well near Beaumont,
Texas to a height greater
than 150 feet. In the 9 days
before being brought under
control one million barrels of
oil had been .
Over 153,000,000 barrels of
oil had been produced from
the Spindletop fields by
1985.
When did the owner of
“Spindletop” begin to enjoy the
wealth of his oil ?

What is the likelihood that he

would ever have enjoyed his oil
wealth if he never stuck a
shovel in the ground?
 The Good News:

It is more likely that your

competitors will depend upon
luck for their results.
Rather than accept the
disciplined processes required
to help their prospects to be
successful
Outrunning the Bear
 And now to the issues for
which your competition may
lack the necessary
enthusiasm
Critical Success Factors for
getting to the destination:

Salesmanship
Transport
Map
GPS – Travel Guide
 Salesmanship

Key Characteristics?
Best Practice Model?
 Salesmanship
Characteristics

Avoiding the C L I F F
 Language Harmony
Assumptions:
Assume what you hear is false and try
to determine the person would make
such a ridiculous statement

OR

Assume what you hear is true and try to

imagine what it is true of
 The Gentle Art of Verbal Self Defense
CD 1
Sensory Mode Syntonics
Satir Mode Responses
Blaming
Placating The importance
Computing of the “meta
Distracting message” e.g.
Leveling what is NOT said

Anything you feed will grow

Transport is comprised of
the resources required for
momentum– e.g. Value
Proposition, Activity,
relationship, discovery,
proposal, delivery… TO
BE CONTINUED……….
 BEGINNING THE CONVERSATION
PEOPLE BUY FROM PEOPLE THEY KNOW AND LIKE AND
TRUST

PEOPLE WOULD PREFER NOT TO BUY FROM STRANGERS

WHEN DO YOU THINK IS THE BEST TIME TO EVALUATE

FIRE EXTINGUISHERS? HOME SECURITY SYSTEMS?
CARDIOLOGISTS?

WHEN YOU CONSIDER CHANGES TO TECHNIQUE OR

TECHNOLOGY, HOW IMPORTANT IS THE COMPETENCE OF
THE SUPPLIER TO YOUR DECISION?
What will our Map look like?
How do you do it
now? 1

Answer confirmed
and documented? No

Yes

Next Question
What do you like
best about it? 2

Answer confirmed
and documented? No

Yes

Next Question
 What improvements
would you like to see? 3

Answer confirmed
and documented? No

Yes

Next Question
What value would they
add ? 4

Answer confirmed
and documented? No

Yes

Next Question
 When we discover a solution
that meets your requirements
who will be involved with you in
5
the final decision ?

Answer confirmed
and documented? No

Yes

Next Question
How do you do it now? REVIEW
What do you like best about it?

What improvements would you like to see?

What value would they add ?

When we discover a solution that meets your

requirements who will be involved with you in
the final decision ?
 What’s left?

Look’s like we’re

missing three
questions – any
suggestions
Have we given the
prospect any thing to
make a decision about?
 6
Mr./Ms Prospect- Can you
see how the Aeneas
Solutions we have
presented will help you
achieve the goals that we
have discussed?
 7
Are you interested in
achieving those goals ?
 If you are going to 8
achieve those goals and
begin to enjoy the benefit,
when do you think is the
best time for us to begin?
Remember the 5 reasons why people do not buy:
No Need
No Money
No Hurry
No Desire
No Confidence

When you have developed a repeatable, measurable

process for evaluating each Client opportunity
based upon each of these obstacles AND specific
actions to translate each into a buying condition,
you will be able to help more Clients.
Of the 5 reasons that
people do not buy, which is
the most critical?

Which is the easiest to

resolve?
Discussion questions to
consider as you help a Client
to assess and/or develop
strategic goals and tactical
objectives relative to Aeneas
Solution Set.
How do you communicate
your “brand” to Customers?
Prospects? Employees?
How much of the "intuitive
knowledge" possessed by
specific subject matter
experts in the enterprise is
available as common
knowledge to all having a
need to know?
What affect does
communication have on your
Company’s competitiveness?
 Between employees?
 With Customers and
Prospects?
How does communications
affect employee productivity
and empowerment?
How does communications
affect profitability?
When should we have these
conversations with our
Business Neighbors?
When they initiate it

Before they are aware of a

need