TLI 314 The Human Side Of Scientific Selling STUDENT …

THEHUMANSIDEOFSCIENTIFICSELLING

ChocolateChipCookiesNow,Normaownstherecipe,

shemadeithers



Revealed:aProvenSystemforDramaCcallyImprovingYourTimeManagementSkillsSoYouGetMoreDone,MoreEffecCvely,InLessTime.

90%ofwhatIwriteaboutIlearnedfrom

someoneelse.BrianTracy:EatThatFrog


“Human beings are almost unique in having the ability to learn from

the experience of others.


They are also remarkable in their apparent disinclination to do so.”


“For every thousand people hacking at the leaves of evil,

there is one striking at the roots”

Henry David Thoreau

Whoispayingforthis?

Desire and Repetition

are key building blocks to education


IfyouthinkthateducaOonisexpensive,

tryignorance!

AnonymousTeacher


Wearehereprimarilytolearnsomethingnewand/ortoberemindedofsomethingimportant


SalesRepresentaOve,AccountExecuOve,PromoOonalManager,AdverOsingManager,AdverOsingDirector,AssociatePublisher,

Publisher,NaOonalSalesManager,CorporateClassifiedDirector,CEO&Owner,VicePresidentAdverOsing,VicePresident&

RegionalDirector,President,ClientSuccessAdvocate,NaOonalAccountsDirector


IntheUS,some1in9workersearnalivingtryingtogetothersto

makeapurchase.

WearenotaloneTHEHUMANSIDEOFSCIENTIFICSELLING

TheKnowing-DoingGapByJeffreyPfeffer&RobertSu\on

(AFour-YearStudyofwhycompaniesfail

toturnknowledgeintoac<on)


TheKnowing-DoingGap

•  In1996morethan1,700businessbookswerepublishedinTheUnitedStatesandmorearepublishedeachyear.

•  ManagersconOnuetobuybooksfilledwithideastheyalreadyknowbecausetheyintuiOvelyunderstandthatknowledgeisn’tenough.TheyhopethatbysomehowreadinganotherbooktheywillfinallybeabletoturnknowledgeintoacOon.


TheKnowing-DoingGap

•  Wefoundnosimpleanswerstotheknowing-doingdilemma.Giventheimportanceoftheknowing-doingproblem,ifsuchsimpleanswersexisted,theywouldhavealreadybeenwidelyimplemented.


TheKnowing-DoingGap

Responsefromkeypersonnel:“Whattheydon’tknowhowtodo,whattheygetwildlyfrustratedabout,whatmakesthem

holler,curse,moanandevencry,istounderstandwhytheirfirmssoo"enfailtoturn

thisknowledgeintoac4on.”


TheKnowing-DoingGap

•  So,thequesOonisnotsomuchwhatareyoudoing?RatherthequesOonmustbe,whatareyougoingtodo?


Whatmustyoubuildtobesuccessful?

RELATIONSHIPS


YouarebuildingBusinessRelaOonships

Youmustbemorecommi\edtoyourclient’sbusinessthantoyourclient


BuildingBusinessRelaOonships

…doesnotsellclients,itkeepsthemsold!


WhatarerelaOonshipsbuiltupon?

TRUST


Trust,overOme,is

EARNEDTrustcanbedestroyed


OliverSchmidtformerlyVolkswagen’stopemissionscomplianceexecuOveintheUnitedStates

InanemailtoacolleagueinApril2014,hewrote,“Itshouldfirstbedecidedwhetherwearehonest,”accordingtoanaffidavit

signedbyIanDinsmore,anF.B.I.specialagent.


OliverSchmidtformerlyVolkswagen’stopemissionscomplianceexecuOveintheUnitedStates

InanemailtoacolleagueinApril2014,hewrote,“Itshouldfirstbedecidedwhetherwearehonest,”accordingtoanaffidavit

signedbyIanDinsmore,anF.B.I.specialagent.


GoodIsTheEnemyof

Great

Considerwhatmakesyoudifferent


WHY1___________2___________3___________


WHYNOT1___________2___________3___________


GoodIsTheEnemyof

Great

Whatisyourmostvaluableasset,

thatcanbeleveraged?


1___________2___________3___________

ThreeUniqueValues


GoodIsTheEnemyof

Great


ConsistencyisthefoundaConuponwhichthesalesprocessisbuilt.ConsistencyleadstoanexpectaConinthemindofthecustomer.AndonceanexpectaConisconCnuallymet,customersdevelopatrust.Whentrustisreinforceditleadstosales.

The7ElementsofHIGHLYEFFECTIVEADVERTISINGbyGabrielAluisy

ExpectaOons


ThePYGMALIONStudy1.SelfFulfillingProphecy2.SustainingExpectaOon3.TeacherExpectaOonscananddoaffectstudentperformance

SchoolImprovementResearchSeries/1989


You must learn how to effectively

Set & Manage Client Expectations


StateofSales2016

MeeOngCustomerexpectaConsistheTopOverarchingChallengetoasalesorganizaOon.

1.CustomerneedshavegrownmoresophisOcated

2.CustomermoOvaOonshaveshijedfromPRICEtoVALUE

3.CustomersexpectthesamelevelofservicewitheveryinteracOon

What customers expect from you

INDEPENDENT THINKING You represent their interest

first, not yours.


COURAGE Can you be trusted to tell them the truth and

do the right thing?



PRIDE You are not there to beg, you are there to

build.



CREATIVITY Customers do not have

time to create. Creativity is your job.



CONFIDENCE Customers take a risk when they do business with you. Make sure you deliver with

confidence.



EMPATHY Look through the client’s eyes. They need you to understand

their business and their situation.



Customers expect you and your company to become more

knowledgeable & skilled in serving them over time as a result of a mutually

beneficial relationship.



KNOWLEDGE

HONESTY Above all, clients expect

you to be honest. The truth will have to be good

enough.



Tosellwellistoconvincesomeoneelsetopartwith

resources,nottodeprivethatperson.Buttoleavethem

be\eroff.


ToSellIsHuman:DanielPink

GoodIsTheEnemyof

Great

RTBInorderforclientstobelieve,youmustbelieve

Believingleadstoadeeperunderstandingofyouroffering,whichallowssellerstobe\ermatchwhattheyhavewithwhattheprospectneeds



Therearenonaturalsalespeople,inpartbecausewe’reallnaturallysalespeople.Eachofus-because

we’rehuman-hasasellinginsOnct.

Anyonecanmastersales



THE HUMAN SIDE

Yourabilitytomovepeopledependsonpower’sinverse:

Understandinganotherperson’sperspecOve,geknginsidetheirhead

andseeingtheworldthroughtheireyes

EMPATHY



THE HUMAN SIDE

Startyourencounterswiththeacceptancethatyou’reinaposiOonoflowerpower.

Assumethatyouarenottheone

withpower.

EMPATHY



THE HUMAN SIDE

…canhelpbuildenduringrelaOonshipsanddefuseconflicts.

EMPATHY


THE HUMAN SIDE


IRRITATIONischallengingpeopletodosomethingwewantthemtodo

AGITATIONischallengingpeopletodosomethingtheywanttodo

CHALLENGEtheirsenseofwellbeing


THE HUMAN SIDE


EXTROVERT:Anoutgoingperson;aperson

concernedprimarilywiththephysicalandsocialenvironmentratherthanwiththeself.Extrovertsarethefinestsalespeopleisobviouswithoneteensyflaw.There’salmostnoevidenceofit.


THE HUMAN SIDE

INTROVERT:Ashyperson;apersonconcerned

primarilywithinnerthoughtsandfeelingsratherthanwiththephysicalorsocialenvironment.


THE HUMAN SIDE

AMBIVERT:Apersonalitytraitincludingthe

qualiOesofbothintroversionandextroversion.


THE HUMAN SIDE

Whosellsthemost?Introverts$120.00revenueperhour

Extroverts$125.00revenueperhour

Ambiverts$155.00revenueperhour

Source:UniversityofPennsylvaniaWhartonSchool,AdamGrantManagementProfessor


THE HUMAN SIDE

THE HUMAN SIDE

www.danpink.com/assessment



THE HUMAN SIDE

FindProblemstoSolve

Theabilitytomoveothershingeslessonproblemsolvingthanonproblemfinding



THE HUMAN SIDE Clarity

ThecapacitytohelpothersseetheirsituaOonsinfreshandmorerevealingwaysandandtoidenCfyproblemstheydidn’trealizetheyhad



Today’scustomersseekpersonalizedandseamlessengagementwiththebrandstheychoosetodobusinesswithandtheyexpecttheirsalesrepstolearn,understandandanCcipatetheirneeds.

StateofSales2016

%ofbusinessownerswhosayitsabsolutelycriOcal:

StateofSales2016

83%focusedonhelpingachievetheirgoalsandnotjustaquicksale

82%Isavailablewhenneeded

80%Don’tsellthemproductstheydon’tneed

79%Isatrustedadvisorthataddsvaluetotheirbusiness

StateofSales2016

%ofSalesProfessionalsWhoSayTheValueofConnecOonwithCustomersis:

87%InPerson83%OnThePhone78%Email

StateofSales2016

%ofSalesProfessionalsWhoSayTheseareTheReasonsTheirInternalProcessisIneffecOve:

45%ExcessiveadministraOvetasks

22%LackofOmeforface-to-faceselling

78%LimitedinsightintoissuesunOlitistoolate/lackofOmelyinsight

StateofSales2016

TrainingisCoreToASuccessfulSalesProcess

80%Ratetheirsalestrainingprocessasoutstandingorverygood

Youmayneedtochangeandchangeisalmostalwayshardin

thebeginning

NiccoloMachiavellisaid…

Thereisnothing…


The80/20PrincipleAminorityofcauses,inputsoreffort

usuallyleadtoamajorityoftheresults,outputsorrewards.

The80/20Principlesaystheminorityofyoureffortsleadstothemajorityof

yourresults


Whatevergetsmeasuredmustbemanaged

Whatisnotmeasuredtendstobeignored

"The greater danger for most of us lies not in

setting our aim too high and falling short, but in setting our aim too low,

and achieving our mark.” Michelangelo

TheGreaterDanger


Thereareonly2ways


Whoarethey,

anyway?


Nevermakeastatementyoucan’t

back-up

DLYAMWACYACC


GroworDie!


Maturityisahighpriceto

payforgrowingup


ATTEMPT

FAIL

ADJUST


Failureisakeycomponentofallsuccess.


“Success has happened because we’ve

harnessed our failures. I just wish we could have

made our mistakes faster.”

Google YX Labs Director: Astro Teller


“Failure should be our teacher, not our

undertaker. Failure is delay, not defeat. It is a

temporary detour, not a dead end. Failure is

something we can avoid by saying nothing, doing

nothing and being nothing ”

Dennis Waitley


“Failure isn’t fatal, but failure to change might be.”

John Wooden

“I never learned anything from a golf tournament

I won.”

Robert Trent “Bobby” Jones

WhoorWhat

Comfortor

Confidence


Ifpeoplearen’tbuying


“SAYITWITHSCIENCE”

THE SCIENTIFIC SIDE

Thetruthwillhavetobegoodenough

“SAYITWITHSCIENCE”

THE SCIENTIFIC SIDE

Dishonestdealingstendtodrivehonestdealingsoutofthemarket

Adishonestsalespersonanywhereisbadforgoodsalespeopleeverywhere

"Dimeconquiénandasytediréquiéneres”

"TellmewithwhomyouwalkandI

willtellyouwhoyouare."

GoodIsTheEnemyofGreat

Startwith1,435goodcompanies.Examinetheirperformanceover40years.Findthe11companiesthatbecamegreat.Nowhere'showyoucandoittoo.Lessonsoneggs,flywheels,hedgehogs,buses,andotheressenCalsofbusinessthatcanhelpyoutransformyourcompany.

GoodtoGreatbyJimCollins


THEHUMANSIDEOF

SCIENTIFICSELLING

Startbystopping


WalkFast


Whatevergotyouhere,willnotgetyouthere!


BecomeanExample!

Beagoodoneorbeagoodbadone


Ifyoudon’tread,youarenobe\eroffthan

someonewhocan’tread!


“What we must learn to do, we

learn by doing!”

Socrates


Itisnotwhatyouaredoing,itiswhatyoucouldbedoing!


Me:“ThankYou!”Person:“NoProblem”


Wearewhatwetolerate!


Comfortor

Confidence


Getallofthehelpyouneed,notallofthehelpyouwant!


Lookforwhatismissing,Lookforwhatisnext.


Regardlessofyourgoals,makeeducateddecisions.Getallofthefactsyoucan

get,thendecide.


Workonthenextvisit,thenextmove


DoYouBelieve


…thatyourclientsandprospectsknow?

Oneofthebiggesttreatstoyourclientsis,


RetenConMarkeCng

Sources:HarvardBusinessSchool,BainandCompany&ThanxLoyalty

CUSTOMERCHURN

1.64%ofrevenueiscontributedby25%ofcustomers


RetenConMarkeCng

2.A5%increaseincustomerretenOoncanincreaseprofitsbyasmuchas95%


3.Themorefrequentlyacustomervisitsthemorepervisittheyspend


RetenConMarkeCng

4.RetenOonismorecosteffecOvethatacquisiOon


5.OnaverageafirstOmecustomerwillrefer3people,ajer10purchasesthatsameshopperrefers7people


RetenConMarkeCng

6.72%ofcustomershavevisitedonlyoncewithinthelast6-months


Peopledonotreallycareaboutyouropinion


…theycarealotaboutwhatyouknow!

The4MostPowerfulWordsinBusiness.

“Ihaveanidea.”


The6MostPowerfulWordsinBusiness.

“Ihaveanidea,foryou.”


Yoursuccessinlifewillnotbemeasuredbywhatyouaccomplished.Yoursuccessinlifewillbemeasuredbywhatyouwereabletoovercome.

Because,onlybyovercoming,dowemeaningfullyaccomplishanything.


YouarewhateveryouthinkyouareandyouwillalwaysmoveinthedirecOonofyourcurrentdominantthoughts!


Yourhappinessisyourresponsibility.

You will be as happy �as you are grateful!


Documents

TLI 314 The Human Side Of Scientific Selling STUDENT …