XChange · Channel EQ is a global leader in Channel Enablement and Acceleration strategies. Through our innovative Channel University Learning Management Platform we help organizations

XChangeSolution Provider 2016

Learning to Close Effectively

Keith Lubner, C3 Ken Thoreson, Acumen Management Group

Closing Strategies

Closing Fundamentals

Buyer Styles

Objections

Call to Action

3

Keith Lubner

Keith’s Contact Info:

Email: [email protected]

Websites:

www.c3channel.com

www.channeleq.co

Channel

Enablement &

Recruitment

Ecosystem

Acceleration,

Optimization,

& Productivity

Programs

Channel

Marketing

Services

Channel

Strategy,

Metrics, &

Business

Intelligence

Adaptive Partnering

Methodology

Channel University Training

Channel Performance Focus

Singularly FocusedVAR, ISV, Distributor, Retail TECH

Channels

Acceleration FocusedPrograms that spur fast growth

and profits

President Managing Partner, Co-Founder

Copyright © 2016 Channel EQ Inc. All rights reserved. Page 5

Closing Business

Establish a clearly documented selling/buying

process based upon:

Prospecting in a well-defined target market

In assigned territory

Meets marketing criteria

Developing knowledge of client’s business

drivers

Become a “student of the business”

Align your value proposition with client needs

Qualifying prospects to ensure focus is

maintained

Sponsor identified

Sponsor has buying vision

Access to power agreed

Use Vendor value/resources:


Establish a clearly documented

selling/buying process based

upon:

Being credible, consistent and

reliable during the

buying/implementation

process

Being the selected/desired

vendor

Reaching agreement and

commitment

Use vendor

value/resources:

Implementation

Tracking results for feedback

into process


Fundamentals Of Closing

Ben Franklin

Price=Value/Cost

Option A, Option B, Option C

“Best Time”

“Silence means Consent, right?”

SHUT UP


Close Early & Often

•Qualify accurately to focus your efforts on winnable

business

•Confirm understanding at close of all discussions and

in follow up email to ensure alignment on required

solution -

•Verify satisfaction of client’s needs – obtain

agreement

•Verify that solution will impact the way they do

business and help to satisfy their clients’ needs –

obtain confirmation

•Leave no loose ends or unsatisfied expectations – ask

for the order or get agreement on next action by client

Ken’s Contact Info:


Website: www.AcumenManagement.com

Top 50 Sales

& Marketing

Influencer's

2015

Partner

Business

Builder

Programs

Workshops

Keynotes,

Workshops,

Consulting

Services

Strategy,

Business

Management,

Sales

Leadership

The Sales Mgmt Guru Book

series, 5- Video Training Kit,

Sales Mgmt Tool Kit,

Peer Groups

Singularly FocusedVendor, ISV, Distributor, Partner


and profits

Ken Thoreson

President Partner

13

Decisiveness

Rela

tion

sh

ips

Analyst Supporter

Driver Persuader

Task o

rien

tati

on

Cautiousness

Adapting to Different Personalities

14

Questions To Determine Their Personality

• How much time do we have today?

• How will you make a decision about this?

• What is your process?

• Who else will be involved in your decision process?

• How was your weekend? Did you do anything special?

• What outcome do you expect as a result of this meeting?

• HINT: Look at their office, desk, decorations

16

Working With Driver’s

DO Don’t

Be Clear & Specific Ramble

Be Prepared Try to be Personal

Present the Facts Leave Loopholes

Ask Specific Questions Speculate Wildly

Provide Alternatives Direct

Be Result Oriented Order

Stay on Course Philosophize

“In your case, having considered all the options, I would strongly recommend the second alternative, we can then get your solution up and running in your 90 day time frame. Are you ready to begin the process?”

24

DO Don’t

Be Prepared Be Disorganized

Stick to Business Be Informal

List Pro’s & Con’s Rush Decisions

Be Organized Provide Personal Incentives

Be Factual Be Vague

Draw up a Schedule Use Unreliable Testimonials

Give Them Time to Verify Leave Things to Chance

Provide Options Waste Their Time

Working With Analyst’s

Sample Closing Questions for Analyst’s

“In reviewing all of the choices and incentives from [vendor] and comparing to your current situations and objectives, we believe the first alternative is your best choice… Let me review why we made this recommendation….”

32

Working With Persuader’s

DO Don’t

Socialize Be Curt or Cold

Share Opinions Drive on to Facts

Discuss Their Interests Talk Down to Them

Share Ideas Leave Things Hanging

Provide Testimonials Dream with Them

Offer Incentives Be Dogmatic

Interact with Intentions Legislate

39

Working With Supporter’s

DO Don’t

Be Personable Rush

Show Sincere InterestLose Sight of Their

Personal Goals

Be Non-Threatening Force Issues

Be Casual Debate Facts

Provide Assurances Offer Opinions

Make Guarantees to

Minimize Risks

Manipulate / Threaten with

Power

Sample Closing Questions for Supporter’s

“Your situation is very similar to ABC company,

My manager and I feel very comfortable in

recommending an approach comparable to that

taken with ABC company. Their president

chose this similar solution with us for of the

following reasons...”

46

Keith Lubner

Keith’s Contact Info:


Websites:

www.c3channel.com

www.channeleq.co

Channel

Enablement &

Recruitment

Ecosystem

Acceleration,

Optimization,

& Productivity

Programs

Channel

Marketing

Services

Channel

Strategy,

Metrics, &

Business

Intelligence

Adaptive Partnering

Methodology

Channel University Training

Channel Performance Focus

Singularly FocusedVAR, ISV, Distributor, Retail TECH

Channels


and profits

President Managing Partner, Co-Founder


Your Next Steps

•Analyze all deals in Pipeline

–Establish 10 – 30 – 60 day plan

•Analyze all decision makers required to close/influence deals

–Assign research responsibility

–Assign contact/follow up responsibility

•Publicize objectives

–Track contact and closing results

•Publicize results

Prospecting Becomes Better with an Always on Mobile Platform that Adapts to the Ways Partners and Employees Learn

Self-directed, online video based modules and tutorials

Mobile APP – anywhere, anytime -learning

Live Virtual Classroom training programs facilitated by certified instructors

Interactive and Experiential classroom training programs

Channel EQ is a global leader in Channel Enablement and Acceleration strategies. Through our innovative Channel University Learning Management Platform we help organizations that sell through Partners own mindshare, accelerate change, and reach peak sales and service performance fast.

Our innovative Adaptive Partnering™ methodology helps channel owners align, leverage, and optimize the four elements most critical to channel performance:

• Channel Partner (external)• Channel Manager (internal)• Sales, Service, & Support (internal)• Customer (external)

The Channel Enablement Company

"I thought the training was fantastic. I have been through a number ofsales trainings where everyone rolls their eyes and that was not the caseon Monday. You did a fantastic job of engaging the [VENDOR] team andmaking it relevant to their business…."- VENDOR Director

“The sales success I've experienced has been around longer and moreprobing conversations with partners. In turn, I've effectively gatheredmore information relevant to the business model of a particularpartner. This new-found skill has led to ongoing conversations with newpartners to grow their certifications with [VENDOR] through[DISTRIBUTOR]. Conversations that have updated and changed paymentterms for the benefit of all involved. Conversations that have led toapproximately $250k in sales this week from a newer partner. "- VENDOR Partner Manager

www.channeleq.co

Documents

XChange · Channel EQ is a global leader in Channel Enablement and Acceleration strategies. Through our innovative Channel University Learning Management Platform we help organizations