Planning Effective Sales Calls

Planning effective sales calls.

Transcript

1. Planning Effective Sales Calls MAKING THE MOST OF OUR CLIENT CONVERSATIONS
2. In this module, we are looking at utilizing call planning as a way to optimize client discussions and have the best possible client interactions and outcomes. After completing this course you should be able to use best practice pre call planning elements and execution strategies to: • Establish actionable client focused call objectives • Research to uncover key data • Develop focused questions • Anticipate questions and handle objections Fixed Date [via Insert tab > Header & Footer] Footer [via Insert tab > Header & Footer] 2 P L A N N I N G E F F E C T I V E S A L E S C A L L S
3. Why plan? According to the Sales Executive Council, star performers place more emphasis on preparing for calls / opportunities than core performers SALES EXCELLENCE: Sales Process Workshop 3 P L A N N I N G E F F E C T I V E S A L E S C A L L S
4. Harvard Business Review sites Call Planning as a leading practice for driving sales effectiveness Fixed Date [via Insert tab > Header & Footer] Footer [via Insert tab > Header & Footer] 4 P L A N N I N G E F F E C T I V E S A L E S C A L L S http://blogs.hbr.org/cs/2012/06/making_the_most_of_a_sales_cal.html PREPARATION IS THE COMMON DIFFERENTIATOR BETWEEN SUCCESSFUL AND UNSUCCESSFUL CLIENT INTERACTIONS
5. Best practice activities for pre call planning P L A N N I N G E F F E C T I V E S A L E S C A L L S Determine the O B J E C T I V E of the call 1 Conduct Pre-Call R E S E A R C H 2 Anticipate C L I E N T Q U E S T I O N S and O B J E C T I O N S 4 Plan and document Y O U R Q U E S T I O N S 3
6. 1. Determine the objective of the call FRAMING QUESTIONS - ASK YOURSELF… Fixed Date [via Insert tab > Header & Footer] Footer [via Insert tab > Header & Footer] 6 P L A N N I N G E F F E C T I V E S A L E S C A L L S  What do I want to accomplish during the interaction?  What will progress the opportunity (vs. a continuation or no sale?)  How does it build from previous interactions with the client?  How does it address the customer’s priorities?  How does it support your objectives for the account? For this opportunity?  What value are you trying to bring to the client?  What is the primary reason for the call? The appropriate action or commitment is determined by where you are in the sales cycle and the person with whom you are meeting.
7. Criteria for effective, high quality call objectives Fixed Date [via Insert tab > Header & Footer] Footer [via Insert tab > Header & Footer] 7 P L A N N I N G E F F E C T I V E S A L E S C A L L S SPECIFIC TIME-BASED ACTIONABLE SPECIFIC • The explicit information or commitment you want to obtain from the client. • Describe who, what, why, and when. • Specific objectives are both actionable and time-based. A S P E C I F I C , T I M E L Y, C L I E N T A C T I O N T H A T M O V E S Y O U T O W A R D Y O U R S A L E S G O A L R E M E M B E R T O D O C U M E N T Y O U R O B J E C T I V E I N Y O U R P R E C A L L P L A N
8. Criteria for effective, high quality call objectives Fixed Date [via Insert tab > Header & Footer] Footer [via Insert tab > Header & Footer] 8 P L A N N I N G E F F E C T I V E S A L E S C A L L S SPECIFIC TIME-BASED ACTIONABLE ACTIONABLE • Observable – something you can actually do. • The action you want the client to take. For example: • Agree to analysis, next meeting, next steps for proposal development, choose IMS as their partner of choice, etc. A S P E C I F I C , T I M E L Y, C L I E N T A C T I O N T H A T M O V E S Y O U T O W A R D Y O U R S A L E S G O A L R E M E M B E R T O D O C U M E N T Y O U R O B J E C T I V E I N Y O U R P R E C A L L P L A N
9. Criteria for effective, high quality call objectives Fixed Date [via Insert tab > Header & Footer] Footer [via Insert tab > Header & Footer] 9 P L A N N I N G E F F E C T I V E S A L E S C A L L S SPECIFIC TIME-BASED ACTIONABLE TIME-BASED • Has a clear deadline or timeframe. A S P E C I F I C , T I M E L Y, C L I E N T A C T I O N T H A T M O V E S Y O U T O W A R D Y O U R S A L E S G O A L R E M E M B E R T O D O C U M E N T Y O U R O B J E C T I V E I N Y O U R P R E C A L L P L A N
10. 2. Conduct pre-call research KEY AREAS TO RESEARCH Company History / Current Situation Market Analysis Competition Financials Purchase History Industry Trends & Analysis P L A N N I N G E F F E C T I V E S A L E S C A L L S COMPANY HISTORY / CURRENT SITUATION • Reading their mission statement and annual reports can provide insight into their current and future goals, objectives, and strategies. • Look for change events that may affect business operations: – Pipeline of new products – New markets – Other launches in their brand space – LOE – Executive changes – Acquisitions Contact / Buyer MARKET ANALYSIS • Find out where a given market has been and where it is headed – Size – Location – Trends – Maturity COMPETITION • Learn about the competitive landscape. It could tell you important information about the obstacles the company, and IMS, may face. – Who does the company consider as their main competition and why? – Our competition o How positioned o Are they entrenched o How much share of wallet do they have FINANCIALS • Reviewing balance sheets, income statements and other financial documentation can highlight a company’s track record as well as indicate which direction they may be focused most on. – Is the organization growing or consolidating? – What financial pressures is the company facing? – Is the company financially sound? – Is its business performance meeting financial objectives? If not, in what areas can you help? PURCHASE HISTORY • Prepares you to handle negative experiences and to leverage positive ones. – Have they purchased from us before? – Have they had any prior conversations? INDUSTRY TRENDS & ANALYSIS • It will help you understand “what keeps them up at night.” Demonstrate your understanding and weave it into your conversation. – Have they purchased from us before? – Look for industry or government potential change or change events –Business drivers such as increasing regulations CONTACT / BUYER • Where are they in their career (where are they going, what motivates them)? • History of dealings with IMS? • Does he/she have accounts on Twitter, Facebook, or LinkedIn? – Who do you know in common? – Learn about their interests o Scan their presence on these social media sites. o Do you have something in common that could be used as a good ice-breaker on the call? o Have they been discussing something that our products or solutions may address or solve.
11. Information sources Fixed Date [via Insert tab > Header & Footer] Footer [via Insert tab > Header & Footer] 11 P L A N N I N G E F F E C T I V E S A L E S C A L L S Public Sources • Newspapers • News and Investor Feeds −Strategic business issues • Annual Report −Management’s discussions, analysis of financial condition and operational results • Company’s Website −View Careers , Press Release, and Management sections • Linked In • Twitter Internal Sources • CRM Data – Product sales, forecast sheets, historical sales trends by business lines • IMS NewsScripts – Trends and issues faced by IMS, our competitors, clients and the healthcare industry • Account Plan • Chatter – Collaborate on opportunities, accounts, contacts and more. If you find a great source, make sure you share it with the rest of the team!
12. 3. Plan and document your questions THE DNA OF A GOOD QUESTION Fixed Date [via Insert tab > Header & Footer] Footer [via Insert tab > Header & Footer] 12 P L A N N I N G E F F E C T I V E S A L E S C A L L S Prompt a reaction with your questions Ground questions in specific context Use pacing phrases Ask open-ended questions
13. 3. Plan and document your questions THE DNA OF A GOOD QUESTION Fixed Date [via Insert tab > Header & Footer] Footer [via Insert tab > Header & Footer] 13 P L A N N I N G E F F E C T I V E S A L E S C A L L S Prompt a reaction with your questions PROVOKE A REACTION USING PROMPTING PHRASES • “If this were to happen, what…” • “If you had to do without…” • “How would you know if…” • “What are those problems costing you in terms of lost revenue, customers, market share, etc.?” • What impact is that having on your business? On you?” • “How important is this project compared to the others on your plate?”
14. 3. Plan and document your questions THE DNA OF A GOOD QUESTION Fixed Date [via Insert tab > Header & Footer] Footer [via Insert tab > Header & Footer] 14 P L A N N I N G E F F E C T I V E S A L E S C A L L S Ground questions in specific context SITUATE QUESTIONS WITHIN CONTEXT • “Compared to X, Y, Z on your plate…” • “Your competitors are at 70%, does that number sound familiar?” • “Based on these unique circumstances, what would you need to change…?” • “What internal challenges do you need to deal with before this project gets the go-ahead?”
15. 3. Plan and document your questions THE DNA OF A GOOD QUESTION Fixed Date [via Insert tab > Header & Footer] Footer [via Insert tab > Header & Footer] 15 P L A N N I N G E F F E C T I V E S A L E S C A L L S Use pacing phrases GAIN PERMISSION BEFORE ASKING FOLLOW-UPS • “It sounds like you’re saying…” • “To keep my comments relevant, may I ask…” • “Interesting, can you share more about why…”
16. 3. Plan and document your questions THE DNA OF A GOOD QUESTION Fixed Date [via Insert tab > Header & Footer] Footer [via Insert tab > Header & Footer] 16 P L A N N I N G E F F E C T I V E S A L E S C A L L S Ask open-ended questions ASK OPEN-ENDED QUESTIONS • “What would happen if…” • “Why…?” • “What would you have to believe in order to…?” • “How will you…?”
17. The questions you ask will vary depending on who you are speaking with, the objective and where you are in the sales process Think of the person who you are about to visit... • What kind of products is this person most likely to need? • What would motivate this person to buy those products? • What would I be looking for from the sales call, if I were the customer? • What assumptions can I make, before the call that can be tested out during the call? Think of your objective and where you are in the sales process… • Is this the 'discovery' meeting? • Is this a current client to whom I am introducing a new set of services? • Am I reviewing the results from the previous year and am now 'reselling' my value? • Am I looking to cross sell or up-sell with a current client? • Am I trying to displace a competitor? M101 – Management Essentials 17 P L A N N I N G E F F E C T I V E S A L E S C A L L S
18. Fixed Date [via Insert tab > Header & Footer] Footer [via Insert tab > Header & Footer] 18 • History, background • Problems, causes • Impact, consequences • Level of satisfaction • Buying Roles • Buying Conditions • Buying Motives • Compelling Event • Desired results • Desired changes, improvement • Desired advantages, gain • Desired level of satisfaction • Desired business goals • Desired personal aspirations Approach for identifying client needs IS THERE A GAP? P L A N N I N G E F F E C T I V E S A L E S C A L L S WHO WHEN WHERE HOW MANY FACT-FINDING QUESTIONS OPINION BENEFITS CHALLENGES TELL ME MORE FEELING-FINDING QUESTIONS
19. Collateral “KEY QUESTIONS BY ROLE” Fixed Date [via Insert tab > Header & Footer] Footer [via Insert tab > Header & Footer] 19 P L A N N I N G E F F E C T I V E S A L E S C A L L S The “Key Questions by Role” document contains a collection of questions that were generated from Sales Process and Consultative Selling Skills training over the last year. To view and print this document, please click on the attachment tab on the left navigation and click the “Key Questions by Role” document
20. 4. Anticipate client questions and objections • Ask yourself “If I were my customer, what concerns might I have about this upcoming sales call?” • Make a list of the customers concerns and identify those that you believe would be most important to the customer. Anticipate Customer Concerns Convert Concerns into Questions Answer Customer Questions The customer may be unsure about doing business based on what happened last year. I thought you might be wondering, “why would I give these guys more business?” Is that a concern? P L A N N I N G E F F E C T I V E S A L E S C A L L S
21. Handling objections P L A N N I N G E F F E C T I V E S A L E S C A L L S BEFORE YOU RESPOND ASK YOURSELF “DID I…” Empathize Verbally state that you understand, respect or appreciate the other person’s concern. “Mr. Smith, I understand that you have budget issues to deal with.” Clarify Restate the objection back to the prospect in your own words to ensure that you clearly understand it “So you see the value in this product, it’s just that the purchase exceeds the budget you had allotted, correct?” Seek Permission Ask the other person for permission to offer a solution. “Mr. Smith, would it be okay if I took a minute to discuss a few options?”
22. Getting results from pre call planning VALUE OBTAINED BY YOUR PEERS Fixed Date [via Insert tab > Header & Footer] Footer [via Insert tab > Header & Footer] 22 P L A N N I N G E F F E C T I V E S A L E S C A L L S LI LLY  Consulting study treatment pathway for diabetes  Sold the engagement after just one meeting and spent minimal time preparing “If you can’t put it on paper, it is not going to come across well in a meeting.” ASTELLAS  Patient journey analysis in prostate cancer  Closed a $250k consulting engagement—the first such engagement IMS has sold to Asetllas in Canada “Through call planning we explored different scenarios and were a lot more prepared when we met with the client. “ “You feel that you can’t be blindsided because there’s nothing they can throw at you that you can’t answer.”
23. Using the IMS Call Plan • Gain visibility of client touch points by other IMS sales and consulting teammates. • Drive more successful cross- geography or consulting, cross- selling deals. • Use it to get feedback from sales management. • Improve your list of questions by working with your team and brainstorming. Fixed Date [via Insert tab > Header & Footer] Footer [via Insert tab > Header & Footer] 23 Always use: • For Key Calls - $50k and up* • When you physically travel to clients (most countries) • Meetings with client executives *threshold differs by BU or country Consider for: top country deals, cross- functional deals, meetings with new clients, meetings every 6 months with existing clients; wide IMS team involved. W H E N GENERAL GUIDELINE: For Key Calls complete 2 per month P L A N N I N G E F F E C T I V E S A L E S C A L L S IMS SALES LEADER TIP: “Complete live during group planning sessions to save time” B E N E F I T S
24. Summary of key points Fixed Date [via Insert tab > Header & Footer] Footer [via Insert tab > Header & Footer] 24 P L A N N I N G E F F E C T I V E S A L E S C A L L S • There is no magic – just proper planning • Planning builds self-confidence, develops an atmosphere of goodwill, creates professionalism, and increases your chances of progressing an opportunity. • Before the call begins, know where you want to end up • Always have a sales call objective and document it before the call - the goals for your sales call should be specific, actionable, and time-based. • Practice, practice, practice -work to improve or skills will get rusty and decline • Good planning does not have to increase workload. • In the end good selling is disciplined execution of the fundamentals. Successful sales people execute fundamentals skillfully by habit.
25. Pre call plan checklist Fixed Date [via Insert tab > Header & Footer] Footer [via Insert tab > Header & Footer] 25 P L A N N I N G E F F E C T I V E S A L E S C A L L S This checklist serves as a quick reminder of the essential pre call planning activities covered in the course. To view and print this document, please click on the attachment tab on the left navigation and click the “Pre Call Plan Checklist” document.