Advertising the power of yes-sabatier

ADVANCED MAGAZINE TRAINING

The Power of YES: Advertising Sales Planning

Entire contents © 2012 Sabatier Consulting LLC All Rights Reserved

Strategic Selling, Planning and Prospecting

Setting Goals

Short-term and long-term selling

Develop Client History

Use Competitive Information

Develop Editorial and Reader Positioning – what’s your story?

Presentations

Goal: to generate a focused change of ideas…to deepen dialogue “…it’s hard to have interaction if you are simply giving a speech. Bringing visuals along can open a dialogue between you and your customer and provide points of reference throughout your presentation.” former publisher & CEO

Presentations

Four questions to ask prior to creating a presentation 1. Am I going to talk about something the client is

interested in?

2. Has the client heard this before?

3. Does the presentation fit the client’s needs and the allotted time for the meeting?

4. Will this presentation encourage dialogue?

Presentations

Preparation is almost as important as the delivery. Determine the goal and objective of the presentation. Don’t try to cover more than one or two key points. Determine in advance how much time you will have

Presentations

Preparation is almost as important as the delivery. Organize the presentation. A good sales presentation starts with a quick review of the customer’s goals and objectives.

Presentations

Start by asking a couple questions. Grab the client’s attention early. Be memorable. Use visuals. Get to the point quickly. Constantly monitor how attentive your audience is.

Presentations

Start by asking a couple questions. Grab the client’s attention early. Be memorable. Use visuals. Get to the point quickly. Constantly monitor how attentive your audience is.

Proposals

What is the purpose of a sales proposal? It provides a good way of documenting and reminding a buyer: 1. Of their need to change (the original problem) 2. How to deal with the consequences of buying 3. Why they should buy from you (the value) 4. Why he/she should buy now

Proposals

What should go into a sales proposal? Our understanding of your situation – executive summary of conversations that have taken place Method and approach (i.e. the solution and benefits) Associated timing and costs Next steps

Proposals

Common problems: Many proposals are unsuccessful. A poorly developed proposal can sink a sale by showing the buyer that you don’t really understand their requirements. Often sales proposals are presented at the wrong time in the buying/selling process or they are done instead of closing the sale verbally.

Sales Follow-up

Questions to ask yourself before you write a sales follow-up: 1. What do you want the client to do as a result of

reading this communication?

2. What benefit are you offering the client if he does what you want him to do?

3. How can you prove that doing what you ask the client to do will result in the benefits you have stated?

Sales Follow-up

1. Build trust. 2. Get to bona fides, quick. 3. Make it memorable. 4. Include a call to action.

A D V A N C E D M A G A Z I N E I N S T I T U T E 2 0 1 2

The Power of YES: Overcoming Objections

E L E A N O R R O O S E V E L T

A M E R I C A N F I R S T L A D Y

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“Never allow a person to tell you no who doesn't have the power to say yes.”

S E S S I O N H I G H L I G H T S

* B U Y E R E X P E C T A T I O N S

* U N C O V E R I N T E R E S T S / M O T I V E S

* P O W E R O F Y E S S T R A T E G Y

* P O W E R O F Y E S S T A T E M E N T S

* S E L L T H R O U G H O B J E C T I O N S

* Y E S A P P R O A C H B E N E F I T S

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The Power of YES: Overcoming Objections

Sale Dichotomy

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Sales Goal

INITIATE COLLABORATIVE, BUSINESS -BUILDING DISCUSSIONS THAT PRODUCE SOLUTIONS -ORIENTED SALES

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Make Yourself A Valuable Resource

Adversarial posture

Same old, same old

Short-term benefit to you

Inflexibility

Boilerplate offerings

Take it or leave it attitude

Retort to previous objections

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An understanding of their business and the issues they are facing

Questions that engage the buyer

Empathy for hard economic times

Shared solutions for beating the system (e.g. you both have competitors) Reasons why a relationship

with you is better for them.

Platform for future business

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Understand your client’s business

Risk and success factors

Products and processes

Identify needs that client has not articulated

Co-create solutions with client

Earn the right to ask for the client’s business

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The Value of Hypothesis

IF YOU DON’T KNOW WHAT IS IMPORTANT TO A SPECIFIC CLIENT, HYPOTHESIZING IS A GOOD WAY TO GET THEM TO ARTICULATE THEIR NEEDS, INTERESTS OR FEARS.

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Uncover Buyer Interests & Motives

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Make a series of observations about things you both (could) know and likely agree upon

Listen carefully

What is important

Concerns and fears

Problems

Power of “Yes”

R E C O G N I Z E T H A T S O M E I N T E R E S T S A R E S H A R E D A N D S O M E A R E O P P O S E D .

T H E ‘ P O W E R O F Y E S ’ A P P R O A C H C O N C E N T R A T E S O N A R E A S W H E R E B O T H P A R T I E S C A N A G R E E .

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‘Power of Yes’ Strategy

Focus on interests behind positions

Shared, opposed, differing

Develop options for mutual gain

Expand vs. divide existing pie

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Results

Helps client become involved

Helps client save face (when/if changing historical response)

Helps client yield to reason, not pressure

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Soft Relationship

building Goal:

agreement Behavior: Flexible Provide options Amicable

Hard Adversarial Goal:

winning Behavior: Dig Heels in Hold to

position Confrontation

‘Power Of Yes’ Statements

You compete with ‘xyz’ brand for customers

Your point of difference vs. your competitors is:

a)

b)

Your customer profile looks something like:

a)

b)

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You expect to get new customers from Greater penetration of same demographic Greater penetration of same geographic Expansion into new market segment, e.g. _____ Presenting new benefits to old customers Other

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You’ve been in business since 19__ Making you the newest competitor for those interested in

being innovative Giving you the advantage of being oldest, best; one to beat

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Your customers consider you #1 (or #2, etc.)

Your current market share is x%

Your long-term goal is to _______

Your toughest competitor(s) is/are _____, because _________

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Your biggest obstacle for 2011 is _______

Sales in your industry grew x% last year

You must be proud that your company was singled out for _______ recognition or achievement

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Process-Oriented ‘Yes’ Statements

I believe you prefer to work on annual plans, and lock in a contract rate and positions all at once.

I think I remember you need to have your budget remain ‘flexible’ and make commitments on a month-to-month basis.

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Power of “Yes”

R E - S T A T E W H A T Y O U B E L I E V E T H E B U Y E R H A S S A I D .

Clarify and identify.

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Sell Through Objections

While acknowledging the buyer’s objection, identify the potential opportunity within his/her statement.

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We don’t have the budget. Is there no budget, or is that

budget already allocated, and if so, how was it allocated?

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We are satisfied with our current schedule. Let’s discuss the next

schedule or possible additions/changes to your current schedule.

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Your rates are too high. Would you define too high? If

we produce more prospects and/or more sales, does this factor into your definition?

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We already reach your market. Are you interested in

exploring whether you are reaching the market in the most effective and/or complementary manner?

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We don’t need more sales right now. Are you interested in

producing quality leads for future sales?

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Will think it over. Call me next week (or month, etc.) I will be more than happy to

come back and review this with you. What other materials should I bring and what questions should I plan for?

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I don’t have time to see you. What would be a more

convenient time?

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The program is locked up. Does that mean the ads have

run and the money is spent?

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Your content doesn’t interest our customers or prospects. Can we review the reading

interests of your buyers?

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• I don’t see ads for my type of product in your magazine. Is this a criterion for all of

your ad placements? Do more competitor ads validate the market for you?


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• Your magazine is too cluttered. What are you looking for in

terms of design? We carry many ads because companies desire to reach our market. That is a sign of success.


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• We get a better deal from your competition. I’m sorry we can’t change

our rates because there is value attached to our audience. Perhaps we can discuss added value.


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• Business is poor, so we are cutting back. Will cutting back improve

the business outlook?


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• There’s only room for one more title in my schedule. What would it take for my

publication to be that title?


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• We are not interested in your market this year. When did the criteria

change and do you anticipate another change next year


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• We are not ready to move on that right now. I realize that these things

take time, but is there something that I can do in the meantime to make the decision easier – more information?


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• The decision is up to… When may I see him/her?

‘Yes’ Approach Benefits

Look for areas of agreement, harmony, being in accord

Provide and gain value from (each) meeting

Introduce side-by-side problem solving

Avoid traditional confrontation

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Amicable vs. adversarial

Concentrate on long-term results vs. short-term gains (while still encouraging both long and short-term decisions)

Create positive environment more conducive to building business (together)

Lessen resistance/avoidance to future calls/conversations

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Build strong and productive relationships

Questions

Entire contents © 2012 Sabatier Consulting LLC All Rights Reserved

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Lou Ann Sabatier Sabatier Consulting LLC 607 Greenwich Street Falls Church, VA 22046 703.536.2635/212.213.1550 [email protected] www.SabatierConsulting.com

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