CONFERENCE OBJECTIVES

CONFERENCE OBJECTIVESCONFERENCE OBJECTIVES

• Increase call productivityIncrease call productivity

• Get new customers – sell additional products to Get new customers – sell additional products to present onespresent ones

• Reduce selling costReduce selling cost

• Improve competitive positionImprove competitive position

• Resolve common selling problemsResolve common selling problems

USE OF TIME – KEY TO SALES USE OF TIME – KEY TO SALES SUCCESSSUCCESS

• 1/3 OF AVERAGE DAY IN 1/3 OF AVERAGE DAY IN FACE-TO-FACE SELLINGFACE-TO-FACE SELLING

• 2/3 OF AVERAGE DAY IN 2/3 OF AVERAGE DAY IN TRAVELLING, PREPARING, TRAVELLING, PREPARING, SERVICING, REPORTING, SERVICING, REPORTING, PAPER-WORKPAPER-WORK

HOWHOW YOUYOU BENEFITBENEFIT

• Develop communication skill and Develop communication skill and professional capacityprofessional capacity

• Greater job satisfactionGreater job satisfaction

• Easier and less time-consuming sellingEasier and less time-consuming selling

• Enhance advancement opportunitiesEnhance advancement opportunities

WHAT IS EFFECTIVEWHAT IS EFFECTIVE SELLING?SELLING?

• TWO WAY TWO WAY COMMUNICATIONCOMMUNICATION

• NEED-SATISFACTIONNEED-SATISFACTION

• MIND CHANGINGMIND CHANGING

HOWHOW YOUYOU USE SELLINGUSE SELLING

• Secure NEW CUSTOMERSSecure NEW CUSTOMERS

• Sell ADDITIONAL APPLICATIONSSell ADDITIONAL APPLICATIONS

• Get APPOINTMENTSGet APPOINTMENTS

• Resolve CUSTOMER COMPLAINTSResolve CUSTOMER COMPLAINTS

• Secure IDEA ACCEPTANCE by Secure IDEA ACCEPTANCE by customers-management-associatescustomers-management-associates

WHEN A COMPANY OR AN INDIVIDUAL WHEN A COMPANY OR AN INDIVIDUAL COMPROMISES ONE TIME, WHETHER IT’S COMPROMISES ONE TIME, WHETHER IT’S

ON PRICE OR PRINCIPLE, THE NEXT ON PRICE OR PRINCIPLE, THE NEXT COMPROMISE IS RIGHT AROUND THE COMPROMISE IS RIGHT AROUND THE

CORNER AND YOU CAN BET YOUR LAST CORNER AND YOU CAN BET YOUR LAST NICKEL ON IT.NICKEL ON IT.

HOW ANHOW AN IDEAIDEA TO ACTTO ACT DEVELOPSDEVELOPS

• PERCEIVED THROUGH PERCEIVED THROUGH

SENSESSENSES

• DEVELOPED BY DEVELOPED BY

EVALUATIONEVALUATION

• JUSTIFIED BY JUSTIFIED BY

PROOFPROOF

• IMPLEMENTED BY IMPLEMENTED BY

ACTIONACTION

FOR SALE

PEOPLE BUY WHAT THEY WANT WHEN THEY PEOPLE BUY WHAT THEY WANT WHEN THEY

WANT IT MORE THAN THEY WANT THE WANT IT MORE THAN THEY WANT THE MONEY IT COSTS!MONEY IT COSTS!

WHYWHY SELLINGSELLING ISIS NECESSARYNECESSARY

• Overcome HABIT or INERTIAOvercome HABIT or INERTIA

• Overcome FEAR or DOUBT about Overcome FEAR or DOUBT about actionaction

• Develop AWARENESS of NEEDSDevelop AWARENESS of NEEDS

• Communicate SOLUTIONS and Communicate SOLUTIONS and CAPACITYCAPACITY

• Convince that you have the BEST Convince that you have the BEST SOLUTIONSOLUTION

PEOPLE DON’T BUY FOR LOGICAL PEOPLE DON’T BUY FOR LOGICAL RESONSRESONS

THEY BUY FOR EMOTIONAL THEY BUY FOR EMOTIONAL REASONSREASONS

HOW TO HOW TO ACCELERATEACCELERATE AND AND GUIDEGUIDE THE DEVELOPMENT PROCESSTHE DEVELOPMENT PROCESS

You Supply – You Supply – SENSORYSENSORY IMPRESSIONS IMPRESSIONS

PROOF TO PROOF TO CONVINCECONVINCE

FACTS TO FACTS TO EVALUATE EVALUATE

SUGGESTIONS ON SUGGESTIONS ON WAYS TO ACTWAYS TO ACT

FOR SALE

SELLING IS ESSENTIALLY A SELLING IS ESSENTIALLY A TRANSFERENCE OF FEELINGTRANSFERENCE OF FEELING

EFFECTIVE SELLING REQUIRESEFFECTIVE SELLING REQUIRES

POSITIVE ATTITUDEPOSITIVE ATTITUDE

CONVICTION – belief in what you sellCONVICTION – belief in what you sell

EMPATHY – understanding HIS viewpointEMPATHY – understanding HIS viewpoint

CURIOSITY – desire to seek out and satisfy needsCURIOSITY – desire to seek out and satisfy needs

INITIATIVE – willingness to coordinate need satisfying INITIATIVE – willingness to coordinate need satisfying resourcesresources

CONFIDENCE – belief in YOUR capabilityCONFIDENCE – belief in YOUR capability

OPEN MIND – willingness to explore new waysOPEN MIND – willingness to explore new ways

ENTHUSIASM – felling and generating excitementENTHUSIASM – felling and generating excitement


ORGANIZED KNOWLEDGEORGANIZED KNOWLEDGE

WHATWHAT YOU HAVE TO YOU HAVE TO SELLSELL

WHATWHAT YOU SELL YOU SELL AGAINSTAGAINST

WHAT WHAT MOTIVATESMOTIVATES PEOPLE PEOPLE

WHERE AND HOW TO FIND WHERE AND HOW TO FIND

SALES OPPORTUNITIESSALES OPPORTUNITIES

THE PROSPECT IS PERSUADED MORE THE PROSPECT IS PERSUADED MORE BY THEBY THE

DEPTH OF YOUR CONVICTION THAN DEPTH OF YOUR CONVICTION THAN BY THEBY THE

HEIGHT OF YOUR LOGICHEIGHT OF YOUR LOGIC

SELLING IS ASELLING IS A WIN-WIN WIN-WIN PROPOSITIONPROPOSITION

YOUYOU MUST WIN

YOUR CUSTOMERYOUR CUSTOMER MUST WIN

GIVE EVERY CALL YOUR BEST EFFORTEVEN THOUGH YOU MAY NOT GET

THE ORDER DEFEATED?

NO!NOT UNLESS YOU LET IT EFFECT

YOUR NEXT CALL!

HOW TO MAKE AN ACTION-GETTING HOW TO MAKE AN ACTION-GETTING SALES CALLSALES CALL

WARM WARM

UPUP

OFFER OFFER

BENEFITBENEFIT

DISCUSS DISCUSS

NEEDSNEEDS

SHOW SHOW

EXAMPLEEXAMPLE

EXPLAIN EXPLAIN FEATURES FEATURES

ADVANTAGES ADVANTAGES BENEFITSBENEFITS

ASK ASK

FOR FOR

ACTIONACTION

•Refer to Friend

or Acquaintance•Discuss Interests•Compliment on Achievements

•Ask Direct Question•Offer Multiple Benefits

•Review ExistingSituation•Ask Need Revealing Questions

•Qualify NotSame As…•Describe Situation Before•Report on Results•Hedge – Not Exactly Same Can’t Guarantee Same Results

•Identify Feature•Explain Advantage•Describe Benefit•Test for Understanding

•Ask “Green Light” Question•Review Benefits•“Next Step Is”•Ask Either-Or Decision Question•Confirm Decision•Thank and Assure

SPECTACULAR ACHIEVEMENT IS SPECTACULAR ACHIEVEMENT IS ALWAYSALWAYS

PRECEDED BY UNSPECTACULAR PRECEDED BY UNSPECTACULAR PREPARATIONPREPARATION


SKILLSKILL

PLANNINGPLANNING strategystrategy

Making action-gettingMaking action-getting PRESENTATIONPRESENTATION

CONVERTING CONVERTING RESISTANCERESISTANCE to actionto action

Keeping customers sold byKeeping customers sold by FOLLOW UPFOLLOW UP

BASIC MOTIVESBASIC MOTIVES

GAIN or PROFITGAIN or PROFIT Self Preservation Self Preservation or SECURITYor SECURITY

POWER or POWER or CONTROLCONTROL

Satisfaction of Satisfaction of SENSESENSE

ACHIVEMENT ACHIVEMENT and and

RECOGNITIONRECOGNITION

SERVICE to SERVICE to othersothers

GAIN OR PROFITGAIN OR PROFIT

Increase ProductionIncrease Production

Reduce RejectsReduce Rejects

Reduce Raw MaterialReduce Raw Material

Improve QualityImprove Quality

Reduce LaborReduce Labor

Increase Service LifeIncrease Service Life

Reduce Maintenance CostsReduce Maintenance Costs

Reduce Plant Space RequiredReduce Plant Space Required

POWER OR CONTROLPOWER OR CONTROL

Control over job directionControl over job direction

Control over business destinyControl over business destiny

Greater business leverageGreater business leverage

Retain valued employeesRetain valued employees

Quick reaction to business Quick reaction to business changeschanges

Bargaining powerBargaining power

Improved employee moraleImproved employee morale

Tighter production controlTighter production control

Be in a position to knowBe in a position to know

ACHIEVEMENT AND RECOGNITIONACHIEVEMENT AND RECOGNITION

Be FIRST in industry to useBe FIRST in industry to use

Praise from managementPraise from management

Praise from associatesPraise from associates

Enhance recognitionEnhance recognition

Respect of customersRespect of customers

Associate with business leadersAssociate with business leaders

SELF PRESERVATION or SECURITYSELF PRESERVATION or SECURITY

Loss of jobLoss of jobMake job easierMake job easierAtmosphere more pleasantAtmosphere more pleasantReduce worry & anxietyReduce worry & anxietyMeet or beat competitionMeet or beat competitionGreater peace of mindGreater peace of mindInsure continuance of Insure continuance of

businessbusiness

SATISFACTION of SENSESATISFACTION of SENSE

Enjoy attractive, modern plant Enjoy attractive, modern plant environmentenvironment

Gain more space and comfortGain more space and comfort

Cleaner, more pleasant work Cleaner, more pleasant work environmentenvironment

Orderly, organized, convenient Orderly, organized, convenient environmentenvironment

SERVICE to OTHERSSERVICE to OTHERS

Reduce work hazards – safer Reduce work hazards – safer environmentenvironment

Provide promotion path for Provide promotion path for employeesemployees

Help employees become more Help employees become more efficient and prosperousefficient and prosperous

Be in position to do “RIGHT Be in position to do “RIGHT THING”THING”

Build job opportunitiesBuild job opportunities

HOW TO HOW TO ORGANIZEORGANIZE FOR MORE EFFECTIVE FOR MORE EFFECTIVE

COMMUNICATIONCOMMUNICATION

• IDENTIFY IDENTIFY

FEATUREFEATURE

• EXPLAIN EXPLAIN

ADVANTAGEADVANTAGE

• DESCRIBEDESCRIBE

BENEFITBENEFIT

WHAT YOU SELL AGAINSTWHAT YOU SELL AGAINST

• Other equipment suppliers• Other processes

– Adhesive– Mechanicals– Heat bonding

• Complacency – Status Quo

WHAT TO KNOW ABOUT WHAT TO KNOW ABOUT

COMPETITIONCOMPETITION

• WHO THEY ARE… WHERE THEY AREWHO THEY ARE… WHERE THEY ARE

• WHAT THEY HAVE TO OFFER-WHAT THEY HAVE TO OFFER-

– ProductsProducts

– Service CapabilitiesService Capabilities

– Application KnowledgeApplication Knowledge

• MAJOR STRENGTHS and LIMITATIONSMAJOR STRENGTHS and LIMITATIONS

STAGES OF PLANNINGSTAGES OF PLANNING

• IDENTIFY SELLING IDENTIFY SELLING OPPORTUNITIESOPPORTUNITIES

• PLAN SPECIFIC PLAN SPECIFIC CONTACTCONTACT

• PLAN LONG RANGE PLAN LONG RANGE STRATEGYSTRATEGY

FIND SALES FIND SALES OPPOTUNITIESOPPOTUNITIES

• INDUSTRIAL GUIDEINDUSTRIAL GUIDE

• CUSTOMER’S CUSTOMER’S EMPLOYEESEMPLOYEES

• PAST CUSTOMERSPAST CUSTOMERS

• PROSPECTSPROSPECTS• ORGANIZATIONSORGANIZATIONS

• INDIVIDUALSINDIVIDUALS

EVALUATE SALESEVALUATE SALESOPPORTUNITIESOPPORTUNITIES

• SALES + PROFIT SALES + PROFIT POTENTIALPOTENTIAL

• GROWTH GROWTH POTENTIALPOTENTIAL

• FINANCIAL FINANCIAL DESIRABILITYDESIRABILITY

• AVAILABILITY AVAILABILITY OF BUSINESSOF BUSINESS

HOW TOHOW TO IDENTIFY NEEDSIDENTIFY NEEDS

COMPARE EXISTING SITUATION WITH DESIRABLE STANDARDS

• ACCEPTED INDUSTRY STANDARDS

• SUCESSFUL EXPERIENCE

• CAPACITY TO PROVIDE

• CUSTOMER’S GOALS

• PRIOR EXPERIENCE

LOOK FOR• PERFORMANCE OR PRACTICES THAT

CAN BE IMPROVED• PROBLEMS CALLING FOR SOLUTION• GOALS NOT ACHIEVED

FACTS TO KNOWFACTS TO KNOWTO DETERMINE EXISTING SITUATIONTO DETERMINE EXISTING SITUATION

FACTS ABOUT BUSINESS

• NATURE OF ORGANIZATION• PERFORMANCE• MARKET POSITIONS• COMPETITION

FACTS ABOUT INDIVIDUAL

• PRIOR EXPERIENCE• FAMILY-HOBBIES

HOW TO GET FACTS HOW TO GET FACTS ABOUT PROSPECTSABOUT PROSPECTS

RESEARCH RECORDED RESEARCH RECORDED INFORMATIONINFORMATION

SURVEY CALLSSURVEY CALLS• ASK QUESTIONSASK QUESTIONS

• OBSERVATIONSOBSERVATIONS

DISCUSSIONDISCUSSION

CONTINUING CALLSCONTINUING CALLS

HOW TO PLANHOW TO PLAN

LONG RANGELONG RANGESALES APPROACHSALES APPROACH

• IDENTIFYIDENTIFY POSSIBLE POSSIBLE NEEDSNEEDS

• DETERMINEDETERMINE EXISTING EXISTING SITUATIONSITUATION

• DECIDEDECIDE WHAT YOU CAN WHAT YOU CAN PROVIDE PROVIDE TO SATISFY NEEDSTO SATISFY NEEDS

• PLAN SELLING EFFORT PLAN SELLING EFFORT TO GET ACTIONTO GET ACTION

HOW TOHOW TO DECIDE WHAT DECIDE WHAT TO PROPOSETO PROPOSE

SET PRIORITIES• IMPACT ON EXISTING SITUATION• SPEED OF HANDLING AND PRODUCING RESULTS• CAPACITY VS COMPETITION• URGENCY

SELECT APPROPRIATE EQUIPMENT• OUR CAPACITY TO SUPPLY• CUSTOMER’S CAPACITY TO IMPLEMENT• BENEFITS TO BE PRODUCED

DETERMINE INTERNAL CHANGES TO BE MADE BY CUSTOMER

HOW TOHOW TO

PLAN PLAN ANDAND SCHEDULE SCHEDULELONG RANGE SELLING ACTIONLONG RANGE SELLING ACTION

• ESTABLISH LONG RANGE OBJECTIVEESTABLISH LONG RANGE OBJECTIVE

• DETERMINE INTERMEDIATE GOALSDETERMINE INTERMEDIATE GOALS

• DEVELOP ACTION-ACHIVEMENT DEVELOP ACTION-ACHIVEMENT SCHEDULESCHEDULE

BASIC STEPS INBASIC STEPS IN PLANNING SALES CALLPLANNING SALES CALL

• WHAT WHAT GOALSGOALS SHOULD I SEEK? SHOULD I SEEK?

• WHAT WHAT BENEFITBENEFIT CAN I OFFER? CAN I OFFER?

• WHAT WHAT FACTS AND QUESTIONSFACTS AND QUESTIONS SHOULD I DISCUSS? SHOULD I DISCUSS?

• WHAT WHAT EXAMPLEEXAMPLE CAN I USE? CAN I USE?

• WHAT WHAT FEATURES/ADVANTAGES/BENEFITSFEATURES/ADVANTAGES/BENEFITS MUST MUST I EXPLAIN?I EXPLAIN?

• WHAT WHAT DECISION QUESTIONSDECISION QUESTIONS SHOULD I ASK? SHOULD I ASK?

• WHAT WHAT RESISTANCERESISTANCE MAY I ENCOUNTER? MAY I ENCOUNTER?

YOUR BUSINESS IS NEVER REALLY YOUR BUSINESS IS NEVER REALLY GOOD OR BAD OUT THERE. YOUR GOOD OR BAD OUT THERE. YOUR

BUSINESS IS EITHER GOOD OR BAD BUSINESS IS EITHER GOOD OR BAD RIGHT BETWEEN YOUR OWN TWO RIGHT BETWEEN YOUR OWN TWO

EARSEARS

WHATWHAT GOALSGOALS SHOULD I SHOULD I SEEK?SEEK?

SETSET MAXIMUM MAXIMUM ACTION GOAL ACTION GOAL TO STRIVE FORTO STRIVE FOR

SETSET MINIMUM MINIMUM ACTIONACTION GOAL TO SETTLE FORGOAL TO SETTLE FOR

To make effectiveTo make effective

Be SPECIFICBe SPECIFIC

Be REALISTICBe REALISTIC

RELATE Minimum to MaximumRELATE Minimum to Maximum

PLANNING STEP 1

WHATWHAT BENEFITBENEFIT CAN I CAN I

OFFER?OFFER?

TO SELECT BEST BENEFIT –TO SELECT BEST BENEFIT – ““TAILOR” to his needsTAILOR” to his needs BASE OFFER ON YOURBASE OFFER ON YOUR

CAPACITY TO SATISFY NEEDSCAPACITY TO SATISFY NEEDS ASK “WHY WOULD I ACT”ASK “WHY WOULD I ACT” BE SPECIFIC AND REALISTICBE SPECIFIC AND REALISTIC

PLANNING STEP 2

DETERMINE WHAT HE DETERMINE WHAT HE

REALLYREALLY WANTS WANTS

WHATWHAT FACTSFACTS ANDANDQUESTIONSQUESTIONS SHOULD I SHOULD I

DISCUSS?DISCUSS?

POSSIBLE IMPROVEMENT OPPORTUNITIESPOSSIBLE IMPROVEMENT OPPORTUNITIES CHANGES IN HIS SITUATIONCHANGES IN HIS SITUATION UNSATISFIED GOALSUNSATISFIED GOALS CONDITIONS OR PROBLEMS COMMON TO HIS CONDITIONS OR PROBLEMS COMMON TO HIS

BUSINESSBUSINESS

PLAN TO DISCUSS PLAN TO DISCUSS FACTSFACTS RELATING TO- RELATING TO-

PLANNING STEP 3

PLANPLAN QUESTIONSQUESTIONS TO ASKTO ASK

• ELABORATE ON BENEFITELABORATE ON BENEFIT• CREATE OR REVEAL NEEDSCREATE OR REVEAL NEEDS• QUALIFY PROSPECTQUALIFY PROSPECT• SET STAGE FOR PROPOSITIONSET STAGE FOR PROPOSITION• ASK – ASK – WHAT – WHICH – WHERE – WHY – WHEN – WHAT – WHICH – WHERE – WHY – WHEN –

HOW – HOW MUCH – HOW MANY?HOW – HOW MUCH – HOW MANY?

• ARE SPECIFICARE SPECIFIC

WHATWHAT EXAMPLEEXAMPLE CAN I CAN I

USE?USE?

IDENTIFY 3RD PARTY (WHEN POSSIBLE)

INDICATE SITUATION BEFORE REPORT RESULTS AFTER

PLANNING STEP 4

THIRD PARTY CASE HISTORY

WHATWHAT FEATURES-FEATURES-ADVANTAGES-BENEFITSADVANTAGES-BENEFITS

MUST I EXPLAIN?MUST I EXPLAIN?

EXPLAIN “DIFFERENCE” OR RESULTS DESCRIBED IN EXPLAIN “DIFFERENCE” OR RESULTS DESCRIBED IN EXAMPLEEXAMPLE

SATISFY PROSPECTS NEEDSSATISFY PROSPECTS NEEDS BUILD STRONGEST IMPRESSION OF VALUE IN BUILD STRONGEST IMPRESSION OF VALUE IN

COMPARISON TO COMPETITIONCOMPARISON TO COMPETITION MOVE PROSPECT TO DECISIVE ACTIONMOVE PROSPECT TO DECISIVE ACTION

PLANNING STEP 5

INCLUDE THOSE THAT-

WHATWHAT DECISION DECISION

QUESTIONSQUESTIONS SHOULD I ASK?SHOULD I ASK?

SPECIFY SPECIFY ACTIONACTION REQUIRED REQUIRED

RESOLVE RESOLVE MINOR MINOR DETAILSDETAILS OF TIME-PLACE- OF TIME-PLACE-METHODS-PEOPLEMETHODS-PEOPLE

““EITHER-OR”EITHER-OR” QUESTIONS QUESTIONS

PLANNING STEP 6

RESISTANCE CAN OCCUR…RESISTANCE CAN OCCUR…

ANYTIMEANYTIMEANYWHEREANYWHERE

FOR ANY REASONFOR ANY REASON

YOU CAN HANDLE ITYOU CAN HANDLE ITBEFORE IT OCCURSBEFORE IT OCCURSWHEN IT OCCURSWHEN IT OCCURSAFTER IT OCCURSAFTER IT OCCURS

NEVERNEVER

BEST TIME IS BEFORE IT OCCURS!BEST TIME IS BEFORE IT OCCURS!WHY?WHY?

WHATWHAT RESISTANCERESISTANCE MAY I ENCOUNTER?MAY I ENCOUNTER?

WHAT MIGHT I NOT UNDERSTAND?WHAT MIGHT I NOT UNDERSTAND? WHAT MIGHT I DOUBT OR FEARWHAT MIGHT I DOUBT OR FEAR WHY MIGHT I PUT OFF ACTION?WHY MIGHT I PUT OFF ACTION?

PUT YOURSELF IN PUT YOURSELF IN PROSPECT’S POSITION AND PROSPECT’S POSITION AND ASK-ASK-

PLANNING STEP 7

DEVELOP ANSWERS AND DEVELOP ANSWERS AND INCORPORATE IN SELLING INCORPORATE IN SELLING PLANPLAN

GENERAL DOUGLAS MACARTHUR GENERAL DOUGLAS MACARTHUR DEFINED SECURITY AS THE ABILITY DEFINED SECURITY AS THE ABILITY

TO PRODUCETO PRODUCE

TWO APPROACHES TO GETTINGTWO APPROACHES TO GETTING ACTIONACTION

““BLUNT ENDBLUNT END” SELLING ………” SELLING ……… YOU NEED TOYOU NEED TO ………!………!

““SHARP ENDSHARP END” SELLING ………” SELLING ……… IFIF YOU COULD GETYOU COULD GET ………!………!

HOW ACTION STEPS RELATE TO IDEA DEVELOPMENT

HOW IDEA TO ACT DEVELOPSHOW IDEA TO ACT DEVELOPSACTION STEPS TO GUIDE AND ACTION STEPS TO GUIDE AND

ACCELERATEACCELERATE

RECEIVED THROUGH RECEIVED THROUGH SENSORY SENSORY IMPRESSIONIMPRESSION

1.1. WARM UPWARM UP

2.2. BENEFIT OFFERBENEFIT OFFER

3.3. DISCUSS NEEDSDISCUSS NEEDS

4.4. SHOW EXAMPLESHOW EXAMPLE

DEVELOPS BY DEVELOPS BY EVALUATIONEVALUATION

JUSTIFIED BY JUSTIFIED BY PROOFPROOF5.5. EXPLAIN FEATURE, EXPLAIN FEATURE,

ADVANTAGE, BENEFITADVANTAGE, BENEFIT

IMPLEMENTED BY IMPLEMENTED BY ACTIONACTION

6. ASK FOR ACTION6. ASK FOR ACTION

HOW SALES PLAN IS APPLIED THROUGH BASIC HOW SALES PLAN IS APPLIED THROUGH BASIC STEPS TO ACTIONSTEPS TO ACTION

1.1. WHAT GOALS SHOULD I WHAT GOALS SHOULD I SEEK?SEEK?

2.2. WHAT BENEFIT CAN I OFFER?WHAT BENEFIT CAN I OFFER?

3.3. WHAT FACTS AND WHAT FACTS AND QUESTIONS SHOULD I QUESTIONS SHOULD I DISCUSS?DISCUSS?

4.4. WHAT EXAMPLE CAN I USE?WHAT EXAMPLE CAN I USE?

5.5. WHAT FEATURES, WHAT FEATURES, ADVANTAGES, BENEFITS ADVANTAGES, BENEFITS MUST I EXPLAIN?MUST I EXPLAIN?

6.6. WHAT DECISION QUESTIONS WHAT DECISION QUESTIONS SHOULD I ASK?SHOULD I ASK?

7.7. WHAT OBJECTIONS MIGHT I WHAT OBJECTIONS MIGHT I ENCOUNTER?ENCOUNTER?

1.1. WARM UPWARM UP

2.2. OFFER A BENEFITOFFER A BENEFIT

3.3. DISCUSS NEEDSDISCUSS NEEDS

4.4. SHOW AN EXAMPLESHOW AN EXAMPLE

5.5. EXPLAIN FEATURES, EXPLAIN FEATURES, ADVANTAGES, BENEFITSADVANTAGES, BENEFITS

6.6. ASK FOR ACTIONASK FOR ACTION

ACTION STEP 1ACTION STEP 1

WARM UPWARM UP

• REFER TO REFER TO MUTUALMUTUAL FRIENDFRIEND OR OR

ACCQUAINTANCEACCQUAINTANCE

• DISCUSS HISDISCUSS HIS INTERESTSINTERESTS

• COMPLIMENT ONCOMPLIMENT ON ACHIVEMENTSACHIVEMENTS

HOW TO MAKEHOW TO MAKE WARM UPWARM UP MORE EFFECTIVEMORE EFFECTIVE

LET LET PROSPECTPROSPECT DO TALKING DO TALKING

KEEP INFORMATION SEEKING KEEP INFORMATION SEEKING

QUESTIONS IN RESERVEQUESTIONS IN RESERVE

LOOK FOR OPPORTUNITY TO LOOK FOR OPPORTUNITY TO MOVE MOVE TO NEXT ACTION STEPTO NEXT ACTION STEP

DON’T BE TRITEDON’T BE TRITE OR SUPERFICIAL OR SUPERFICIAL

MAKE CERTAIN THE OBSERVATION OR MAKE CERTAIN THE OBSERVATION OR COMPLIMENT IS ACCURATE AND SINCERECOMPLIMENT IS ACCURATE AND SINCERE


OFFER A BENEFITOFFER A BENEFIT

DIRECT QUESTION

If it were possible for you If it were possible for you to …?to …?

OFFER MULTIPLE BENEFITS

If you could get ________ If you could get ________ and ________ and and ________ and ________, would we ________, would we have something to talk have something to talk about?about?

HOW TO MAKE HOW TO MAKE BENEFIT OFFERBENEFIT OFFER MORE EFFECTIVEMORE EFFECTIVE

BE BE SPECIFICSPECIFIC OFFER OFFER LESSLESS THAN YOU THAN YOU

CAN PRODUCECAN PRODUCE

DON’TDON’T GUARANTEEGUARANTEE

NO DETAILSNO DETAILS OF OF PROPOSITIONPROPOSITION

NO!NO! – ASKASK “WHY”“WHY” AND LISTENAND LISTEN

OTHER USES OF OTHER USES OF BENEFIT OFFERBENEFIT OFFER

SET APPONTMENT BY SET APPONTMENT BY TELEPHONETELEPHONE

GET PAST “DIFFICULT” GET PAST “DIFFICULT” RECEPTIONISTRECEPTIONIST

GET IN TO SEE BUSY GET IN TO SEE BUSY PROPECTPROPECT

GET REFERRALSGET REFERRALS


DISCUSS NEEDSDISCUSS NEEDS

REVIEWREVIEW EXISTING SITUATIONEXISTING SITUATION

FACTS FROM PLANFACTS FROM PLAN PROSPECT – GENERALPROSPECT – GENERAL

CUSTOMER – SPECIFICCUSTOMER – SPECIFIC

FACTS FACTS QUESTIONS QUESTIONS DISCUSSION DISCUSSION

AFTER ANALYSIS OR STUDY OR SURVEYAFTER ANALYSIS OR STUDY OR SURVEY HOW AND WHY FACTS DEVELOPEDHOW AND WHY FACTS DEVELOPED

POSITIVE FINDINGSPOSITIVE FINDINGS

OPPORTUNITIES FOR IMPROVEMENTOPPORTUNITIES FOR IMPROVEMENT


DISCUSS NEEDSDISCUSS NEEDS

• ASKASK NEED REVEALING NEED REVEALING QUESTIONSQUESTIONS

• OPEN END FROM PLANOPEN END FROM PLAN• VERIFY AND GET MORE VERIFY AND GET MORE

FACTSFACTS• GET PROSPECT TO FOCUS GET PROSPECT TO FOCUS

ON NEEDSON NEEDS• INTERSPERSE QUESITONS INTERSPERSE QUESITONS

WITH FACTSWITH FACTS

WHOWHOWHATWHATWHENWHENWHEREWHEREWHICHWHICHWHYWHYHOWHOWHOW MUCHHOW MUCHHOW MANYHOW MANY

HOW TO MAKE QUESTIONS HOW TO MAKE QUESTIONS MORE EFFECTIVEMORE EFFECTIVE

• PRECEDE WITH REASON TO ANSWER

• USE NATURAL INTERESTED TONE

• EASY-TO-ANSWER QUESTIONS FIRST

• ASK EVEN WHEN YOU THINK YOU KNOW THE ANSWER

HOW TO MAKE QUESTIONS HOW TO MAKE QUESTIONS MORE EFFECTIVEMORE EFFECTIVE

• DON’T SELL TO INDIVIDUAL ANSWERS

• TAKE NOTES – WHEN AND WHERE APPROPRIATE

• LISTEN TO ANSWER

• FEED BACK YOUR UNDERSTANDING

YOU LIKE GREEN, WE YOU LIKE GREEN, WE HAVE GREEN, LET ME HAVE GREEN, LET ME SHOW YOU!SHOW YOU!

WE WANT WE WANT LOWER LOWER MATERIAL MATERIAL COSTS!COSTS!

YOU’RE INTERESTED IN YOU’RE INTERESTED IN LOWER MATERIAL LOWER MATERIAL COSTS!COSTS!

•DESCRIBE DESCRIBE THIRD PARTYTHIRD PARTY CASE HISTORY CASE HISTORY

QUALIFY AS SIMILARQUALIFY AS SIMILAR OR OR ACCEPTABLEACCEPTABLE


SHOW AN EXAMPLESHOW AN EXAMPLE

GRANTED, THEIR GRANTED, THEIR SITUATION IS NOT SITUATION IS NOT EXACTLY THE SAME AS EXACTLY THE SAME AS YOURS!YOURS!

DESCRIBEDESCRIBE SITUATION SITUATION BEFOREBEFORE

REPORTREPORT SITUATION SITUATION AFTERAFTER

HEDGEHEDGE AS SUGGESTIVE ONLY AS SUGGESTIVE ONLY

YOU DON’T TELL PEOPLE WHAT IT YOU DON’T TELL PEOPLE WHAT IT IS, YOU TELL PEOPLE WHAT IT IS, YOU TELL PEOPLE WHAT IT

DOES!DOES!

““EXPLAIN WHYEXPLAIN WHY” REASONING ” REASONING ESTABLISHES PROPOSITION IN ESTABLISHES PROPOSITION IN

PROSPECT’S MINDPROSPECT’S MIND


EXPLAIN FEATURE, EXPLAIN FEATURE, ADVANTAGE, BENEFITADVANTAGE, BENEFIT

• IDENTIFYIDENTIFY FEATURE FEATURE

• EXPLAINEXPLAIN FEATURE FEATURE

• EXPLAINEXPLAIN ADVANTAGE ADVANTAGE

• EXPLAINEXPLAIN BENEFIT BENEFIT

• ADD “ADD “WHO SAYS SOWHO SAYS SO” PROOF” PROOF

• TESTTEST FOR UNDERSTANDING AND FOR UNDERSTANDING AND ACCEPTANCEACCEPTANCE

I I agreeagree

HOW TO USEHOW TO USE BUYING SIGNALSBUYING SIGNALS AS “BRIDGE” TO ACTIONAS “BRIDGE” TO ACTION

1.1. ANSWER QUESTION ANSWER QUESTION OR EXPAND OR EXPAND STATEMENT OF STATEMENT OF PROPECTPROPECT

2.2. ASK “GREEN LIGHT” ASK “GREEN LIGHT” QUESTIONQUESTION

3.3. ASK FOR ACTION WITH ASK FOR ACTION WITH “EITHER-OR” QUESTION“EITHER-OR” QUESTION

BUYING A BUYING A NEW LINE!NEW LINE!

WHEN WILL WHEN WILL IT ARRIVE?IT ARRIVE?

MONDAY MONDAY OR OR

TUESDAY?TUESDAY?

ACTION STEPS “CARRY” YOUR PROPOSITION TO ACTION STEPS “CARRY” YOUR PROPOSITION TO MIND OF CUSTOMERMIND OF CUSTOMER

1.1. WARM UPWARM UP2.2. BENEFITBENEFIT3.3. DISCUSS NEEDSDISCUSS NEEDS4.4. EXAMPLEEXAMPLE5.5. EXPLAIN EXPLAIN

FEATURE, FEATURE, ADVANTAGE, ADVANTAGE, BENEFITBENEFIT

6.6. ACTIONACTION

PACKAGE OF VALUESPACKAGE OF VALUES

COMPANYCOMPANY

SERVICESERVICE

PERSONALPERSONAL

PRODUCTPRODUCT

PRODUCT FEATURESPRODUCT FEATURES

• CLOSED LOOP DC DRIVE SYSTEMCLOSED LOOP DC DRIVE SYSTEM

• SPEED TRACKING CAPABILITIESSPEED TRACKING CAPABILITIES

• TANK CAST IN HEATERSTANK CAST IN HEATERS

• LONG LIFE MODULESLONG LIFE MODULES

• HIGH PRECISION NOZZLESHIGH PRECISION NOZZLES

• DIGITAL TEMPERATURE CONTROLSDIGITAL TEMPERATURE CONTROLS

• RPM PUMP READOUTRPM PUMP READOUT

• CE APPROVED PRODUCTSCE APPROVED PRODUCTS

• SNUFF BACK SLOT DIESNUFF BACK SLOT DIE

• HIGH DEFINITION CF SWIRL NOZZLEHIGH DEFINITION CF SWIRL NOZZLE

• AIR OPEN/SPRING CLOSED AIR OPEN/SPRING CLOSED MODULESMODULES

• ZERO CAVITY TIPSZERO CAVITY TIPS

• PRESSURE READOUTPRESSURE READOUT

• MULTIPLE PUMP CAPACITYMULTIPLE PUMP CAPACITY

• CWCWTMTM NOZZLE TECHNOLOGY NOZZLE TECHNOLOGY

• CWCWTMTM NOZZLE TECHNOLOGY NOZZLE TECHNOLOGY• DOUBLE ACTING DEMAND PISTON DOUBLE ACTING DEMAND PISTON

PUMPPUMP• CF 200 MODULES WITH LIFE UP TO CF 200 MODULES WITH LIFE UP TO

200,000,000 CYCLES200,000,000 CYCLES• 12 MONTH WARRANTY12 MONTH WARRANTY• HIGH PRESSURE TEFLON CORE HIGH PRESSURE TEFLON CORE

HEATED HOSEHEATED HOSE• QUICK DISCONNECT ELECTRICALSQUICK DISCONNECT ELECTRICALS• PASSWORD PROTECTIONPASSWORD PROTECTION• + / - 1% SPEED TRACKING ACCURACY+ / - 1% SPEED TRACKING ACCURACY• LOW AND HIGH PRESSURE SYSTEMSLOW AND HIGH PRESSURE SYSTEMS• UP TO FOUR PUMPS PER UNITUP TO FOUR PUMPS PER UNIT• INDEPENDENTLY ADJUSTABLE INDEPENDENTLY ADJUSTABLE

(MANUAL OR SPEED TRACKING) (MANUAL OR SPEED TRACKING) OUTPUT AT EACH PUMPOUTPUT AT EACH PUMP

• COMPREHENSIVE MAINTENANCE COMPREHENSIVE MAINTENANCE MANUALSMANUALS

COMPANY FEATURESCOMPANY FEATURES

• INTEGRATE ENGINEERING, MANUFACTURING, INTEGRATE ENGINEERING, MANUFACTURING, DISTRIBUTIONDISTRIBUTION

• ACKNOWLEDGED LEADER IN HOT MELT ACKNOWLEDGED LEADER IN HOT MELT APPLICATION EQUIPMENTAPPLICATION EQUIPMENT

• NATIONAL AND INTERNATION SALES AND NATIONAL AND INTERNATION SALES AND SUPPORT FACILITIESSUPPORT FACILITIES

• DIRECT COMPANY ORGANIZATIONDIRECT COMPANY ORGANIZATION• PIONEER IN USE OF HOT MELTS FOR PIONEER IN USE OF HOT MELTS FOR

PACKAGING, ASSEMBLY, CONVERTING PACKAGING, ASSEMBLY, CONVERTING OPERATIONSOPERATIONS

• MODERN ENGINEERING AND PRODUCTION MODERN ENGINEERING AND PRODUCTION FACILITIESFACILITIES

• LEADER IN INTRODUCTION OF NEW LEADER IN INTRODUCTION OF NEW TECHNOLOGY PRODUCTSTECHNOLOGY PRODUCTS

SUPPORT FEATURESSUPPORT FEATURES

• FEASIBILITY SERVEY AND RECOMMENDATIONSFEASIBILITY SERVEY AND RECOMMENDATIONS• ENGINEERING AND APPLICATION COUNSEL, ENGINEERING AND APPLICATION COUNSEL,

DESIGN AND ASSISTANCEDESIGN AND ASSISTANCE• SYSTEM SETUP AND INSTALLATION ASSISTANCESYSTEM SETUP AND INSTALLATION ASSISTANCE• REGULARLY SCHEDULED IN-PLANT SERVICE REGULARLY SCHEDULED IN-PLANT SERVICE

CLASSESCLASSES• REGIONAL TECHNICAL AND SUPPORT STAFFREGIONAL TECHNICAL AND SUPPORT STAFF• REBUILT EXCHANGE PROGRAM (RBX)REBUILT EXCHANGE PROGRAM (RBX)• REGIONAL TEST AND DEMONSTRATION REGIONAL TEST AND DEMONSTRATION

LABORATORY FACILITIESLABORATORY FACILITIES• COMPLETE SERVICE MANUALSCOMPLETE SERVICE MANUALS• REGULAR EFFICIENCY AND PROCESS REGULAR EFFICIENCY AND PROCESS

OPTIMIZATION SERVICE AVAILABLEOPTIMIZATION SERVICE AVAILABLE• GUARANTEE PERFORMANCE POLICYGUARANTEE PERFORMANCE POLICY• ON-LINE TEST CAPABILITYON-LINE TEST CAPABILITY• TRADE-IN PROGRAMTRADE-IN PROGRAM

PERSONAL FEATURESPERSONAL FEATURES

• DIRECT COMPANY REPRESENTATIVEDIRECT COMPANY REPRESENTATIVE

• TRAINED IN APPLICATION ANALYSISTRAINED IN APPLICATION ANALYSIS

• EXPERIENCE IN INSTALLATION AND SUPPORTEXPERIENCE IN INSTALLATION AND SUPPORT

• ______ YEARS OF EXPERIENCE IN APPLICATION FIELD______ YEARS OF EXPERIENCE IN APPLICATION FIELD

• INSTALLATION, TRAINING AND START-UP SUPERVISIONINSTALLATION, TRAINING AND START-UP SUPERVISION

• REGIONALLY BASEDREGIONALLY BASED

• KNOWLEDGE OF CONTACTS WITH MATERIAL SUPPLIERSKNOWLEDGE OF CONTACTS WITH MATERIAL SUPPLIERS

• BROAD APPLICATION KNOWLEDGE DATABASE UPON WHICH BROAD APPLICATION KNOWLEDGE DATABASE UPON WHICH TO DRAWTO DRAW


ASK FOR ACTIONASK FOR ACTION

• ASK “GREEN LIGHT” ASK “GREEN LIGHT” QUESTIONQUESTION

• REVIEW BENEFITSREVIEW BENEFITS

• RECOMMEND ACTIONRECOMMEND ACTION

• ASK “EITHER-OR” ASK “EITHER-OR” QUESTIONQUESTION

• CONFIRM DECISIONCONFIRM DECISION

• THANK AND ASSURETHANK AND ASSURE

OVERVIEW OF SIX STEPS TO ACTIONOVERVIEW OF SIX STEPS TO ACTION

1.1. WARM UPWARM UP • Oh, you’re interested in art. How Oh, you’re interested in art. How did that interest develop?did that interest develop?

2.2. OFFER BENEFITOFFER BENEFIT • If it were possible to reduce If it were possible to reduce ____ and improve ____, would ____ and improve ____, would we have something to discuss?we have something to discuss?

3.3. DISCUSS NEEDSDISCUSS NEEDS • How do you seal your products?How do you seal your products?

4.4. SHOW EXAMPLESHOW EXAMPLE • You’d probably be interested in You’d probably be interested in the experience of ABC Corpthe experience of ABC Corp

5.5. EXPLAIN “FAB”EXPLAIN “FAB” • Here’s how and what they were Here’s how and what they were able to save …able to save …

5.5. ASK FOR ACTIONASK FOR ACTION • The next step is …The next step is …

TYPICAL “BRIDGES”TYPICAL “BRIDGES”

WARM UP TO BENEFIT OFFERWARM UP TO BENEFIT OFFER “ “SPEAKING OF COSTS ASSOCIATED WITH YOUR BOAT, IF IT SPEAKING OF COSTS ASSOCIATED WITH YOUR BOAT, IF IT

WERE POSSIBLE TO REDUCE YOUR IN PLANT COSTS, FREE UP WERE POSSIBLE TO REDUCE YOUR IN PLANT COSTS, FREE UP SOME LABOR FOR OTHER OPERATION, AND IMPROVE SOME LABOR FOR OTHER OPERATION, AND IMPROVE PRODUCTIVITY, WOULD WE HAVE SOMETHING TO TALK PRODUCTIVITY, WOULD WE HAVE SOMETHING TO TALK ABOUT?”ABOUT?”

BENEFIT OFFER TO NEED REVEALING QUESTIONSBENEFIT OFFER TO NEED REVEALING QUESTIONS “ “IN ORDER TO DETERMINE JUST HOW AND TO WHAT EXTENT IN ORDER TO DETERMINE JUST HOW AND TO WHAT EXTENT

SOME OF THESE SAVINGS MIGHT BE APPLICABLE TO YOU, I’LL SOME OF THESE SAVINGS MIGHT BE APPLICABLE TO YOU, I’LL NEED TO ASK YOU SOME QUESTIONS ABOUT YOUR CURRENT NEED TO ASK YOU SOME QUESTIONS ABOUT YOUR CURRENT SITUATION. JUST SO I DON’T MISS ANYTHING IMPORTANT, I’LL SITUATION. JUST SO I DON’T MISS ANYTHING IMPORTANT, I’LL TAKE SOME NOTES WHICH I’LL KEEP CONFIDENTIAL. OK?”TAKE SOME NOTES WHICH I’LL KEEP CONFIDENTIAL. OK?”


NEED REVEALING QUESITONS TO EXAMPLENEED REVEALING QUESITONS TO EXAMPLE““BASED ON WHAT YOU’VE TOLD ME, YOU’LL BE BASED ON WHAT YOU’VE TOLD ME, YOU’LL BE

INTERESTED IN ABC COMPANY. THEY WERE INTERESTED IN ABC COMPANY. THEY WERE EXPERIENCING ___ AND ___ AND ___ , IN MUCH THE EXPERIENCING ___ AND ___ AND ___ , IN MUCH THE SAME WAY AS YOU. THEY CONTACTED US AND WE SAME WAY AS YOU. THEY CONTACTED US AND WE MADE SOME RECOMMENDATIONS WHICH THEY MADE SOME RECOMMENDATIONS WHICH THEY ACCEPTED. AS A RESULT, THEY WERE ABLE TO REDUCE ACCEPTED. AS A RESULT, THEY WERE ABLE TO REDUCE ___, IMPROVE ___ AND ___ .___, IMPROVE ___ AND ___ .

NOW I REALIZE THAT THEIR SITUATION WAS NOT EXACTLY NOW I REALIZE THAT THEIR SITUATION WAS NOT EXACTLY THE SAME AS YOURS, NOR CAN I GUARANTEE THE SAME THE SAME AS YOURS, NOR CAN I GUARANTEE THE SAME RESULTS. BUS BASED UPON THEIR SAVINGS, DON’T YOU RESULTS. BUS BASED UPON THEIR SAVINGS, DON’T YOU AGREE THAT IT WOULD BE INTERESTING TO DISCOVER AGREE THAT IT WOULD BE INTERESTING TO DISCOVER JUST HOW THEY WERE ABLE TO ACCOMPLISH THESE JUST HOW THEY WERE ABLE TO ACCOMPLISH THESE RESULTS?”RESULTS?”


EXAMPLE TO FEATURES, ADVANTAGES, BENEFITSEXAMPLE TO FEATURES, ADVANTAGES, BENEFITS ONE OF THE FACTORS INSTRUMENTAL TO THE SUCCESS OF ONE OF THE FACTORS INSTRUMENTAL TO THE SUCCESS OF

ABC COMPANY WAS OUR (FEATURE), WHICH ABC COMPANY WAS OUR (FEATURE), WHICH (ADVANTAGE), RESULTING IN (BENEFIT). CAN YOU SEE (ADVANTAGE), RESULTING IN (BENEFIT). CAN YOU SEE HOW THAT WAS IMPORTANT TO THEIR RESULTS?HOW THAT WAS IMPORTANT TO THEIR RESULTS?

FEATURE, ADVANTAGE, BENEFIT TO ASK FOR ACTIONFEATURE, ADVANTAGE, BENEFIT TO ASK FOR ACTION “ “BASED UPON WHAT WE’VE DISCUSSED SO FAR, DO YOU BASED UPON WHAT WE’VE DISCUSSED SO FAR, DO YOU

HAVE ANY QUESTIONS, WHATSOEVER? FINE, LET’S TAKE HAVE ANY QUESTIONS, WHATSOEVER? FINE, LET’S TAKE A LOOK AT SOME OF THE ITEMS WE’VE DISCUSSED” A LOOK AT SOME OF THE ITEMS WE’VE DISCUSSED” (REVIEW BENEFIT)(REVIEW BENEFIT)

SUGGEST ACTIONSUGGEST ACTION “ “THE NEXT STEP IS …”THE NEXT STEP IS …”

HOW TO ADD HOW TO ADD

COLORCOLOR ANDAND IMPACTIMPACT TO YOUR COMMUNICATIONTO YOUR COMMUNICATION

USEUSE FORCEFUL WORDSFORCEFUL WORDS

USEUSE REPETITIONREPETITION

USEUSE VISUALSVISUALS

USEUSE PAPERPAPER ANDAND PENCILPENCIL

ENCOURAGEENCOURAGE PARTICIPATIONPARTICIPATION

USE FORMALUSE FORMAL PROPOSALSPROPOSALS

INJECTINJECT ENTHUSIASMENTHUSIASM

Here’s what’s in it for you…

WHY SHOULD WE QUOTE FEES?WHY SHOULD WE QUOTE FEES?

CONFIRM BENEFITS HE CONFIRM BENEFITS HE GETSGETS

CLARIFY “IN WRITING” WHAT CLARIFY “IN WRITING” WHAT OUR SYSTEM IS PROMISING OUR SYSTEM IS PROMISING TO DOTO DO

REVIEW DATA YOU HAVE REVIEW DATA YOU HAVE PRESENTEDPRESENTED

ADD DATA YOU HAVE NOT ADD DATA YOU HAVE NOT PRESENTEDPRESENTED

SET RESPONSIBILITIESSET RESPONSIBILITIES WHAT NORDSON PROVIDESWHAT NORDSON PROVIDES WHAT CUSTOMER PROVIDESWHAT CUSTOMER PROVIDES

TERMS AND CONDITIONS TERMS AND CONDITIONS SATISFY OUR OBLIGATION SATISFY OUR OBLIGATION TO PROTECT NORDSONTO PROTECT NORDSON

CONFIRM NORMAL CONFIRM NORMAL PRICING FOR ALL PARTIESPRICING FOR ALL PARTIES CUSTOMER PURCHASING CUSTOMER PURCHASING

OFFICEOFFICE

NORDSON ADMINISTRATIONNORDSON ADMINISTRATION

PROVIDE NORDSON SALES PROVIDE NORDSON SALES PRESENTATION TO OTHER PRESENTATION TO OTHER PEOPLE YOU DON’T MEETPEOPLE YOU DON’T MEET

HOW TO QUOTE FEESHOW TO QUOTE FEES

Quote in relation to the Quote in relation to the savings they representsavings they represent

State as an INVESTMENT in State as an INVESTMENT in desired benefitsdesired benefits

Break into smaller units of Break into smaller units of investmentinvestment $ ______ per month

$ ______ per item

YOU $ YOU GET

BASIC CAUSES OFBASIC CAUSES OF RESISTANCE RESISTANCE

INCOMPLETE OR INEFFICIENT INCOMPLETE OR INEFFICIENT COMMUNICATIONCOMMUNICATION

EMOTIONAL REACTION TO EMOTIONAL REACTION TO COMMUNICATIONCOMMUNICATIONFEAR OF CHANGEFEAR OF CHANGEHABITUAL RESISTANCE TO CHANGEHABITUAL RESISTANCE TO CHANGEDOUBT OR SUSPICION ABOUT SALESMEN DOUBT OR SUSPICION ABOUT SALESMEN AND CLAIMSAND CLAIMS

RATIONAL REACTION TO COMMUNICATIONRATIONAL REACTION TO COMMUNICATIONDESIRE TO BE SUREDESIRE TO BE SUREDESIRE FOR MORE COMPLETE FACTSDESIRE FOR MORE COMPLETE FACTSCOMPACENCY WITH PRESENT SITUATIONCOMPACENCY WITH PRESENT SITUATIONBAD PAST EXPERIENCEBAD PAST EXPERIENCE

WHAT YOU NEED TO HANDLE WHAT YOU NEED TO HANDLE

RESISTANCERESISTANCE

• POSITIVE ATTITUDEPOSITIVE ATTITUDE

• FACTS, LOGIC FACTS, LOGIC EVIDENCEEVIDENCE

• PROVEN PROVEN COMMUNICATION COMMUNICATION METHODSMETHODS

E = MC2

HOW TO INTERPRET HOW TO INTERPRET

RESISTANCERESISTANCE

• NOTNOT ABSOLURE TRUTH ABSOLURE TRUTH

• VIEWPOINT SUBJECT TO VIEWPOINT SUBJECT TO CHANGECHANGE

• DESIRE FOR DESIRE FOR MORE INFORMATIONMORE INFORMATION

• DESIRE TO BE DESIRE TO BE REASSUREDREASSURED

• SIGN OF SIGN OF INTERESTINTEREST

ASK ASK “WHY?”“WHY?” AND LISTEN AND LISTEN

• NEUTRALIZENEUTRALIZE OBJECTION OBJECTION

• ASK PROSPECT TOASK PROSPECT TO “EXPLAIN WHY” “EXPLAIN WHY”

• LISTENLISTEN ATTENTIVELY ATTENTIVELY

• ASK ASK CLARIFYING QUESITIONSCLARIFYING QUESITIONS

• ANSWER OBJECTIONANSWER OBJECTION – – WHEN NECESSARYWHEN NECESSARY

• GET GET BACK ON SELLING TRACKBACK ON SELLING TRACK

GIVE GIVE

REASON TO ACT NOWREASON TO ACT NOW

• NEUTRALIZENEUTRALIZE STATEMENT STATEMENT OF HESITANCYOF HESITANCY

• INDICATE INDICATE LOSSESLOSSES FROM FROM

DELAYINGDELAYING ACTION ACTION

• INDICATE INDICATE GAINSGAINS BY BY

IMMEDIATEIMMEDIATE ACTION ACTION

• ASK FOR ASK FOR ACTIONACTION

DESCRIBEDESCRIBE THIRD PARTY THIRD PARTY EXPERIENCEEXPERIENCE

• NEUTRALIZENEUTRALIZE OBJECTION OBJECTION

WITHWITH FEEL-FELT-FOUNDFEEL-FELT-FOUND

• DESCRIBE DESCRIBE THIRD PARTY THIRD PARTY EXPERIENCEEXPERIENCE• SITUATION BEFORESITUATION BEFORE• SITUATION AFTERSITUATION AFTER

• CHECK FORCHECK FOR UNDERSTANDINGUNDERSTANDING• GETGET BACKBACK ONON SELLING TRACKSELLING TRACK

I I agreeagree

BASIC RULES OFBASIC RULES OF RESISTANCE RESISTANCE

• OBJECTIONS THRIVE ON OBJECTIONS THRIVE ON OPPOSITION AND DIE WITH OPPOSITION AND DIE WITH AGREEMENTAGREEMENT

• OBJECTIONS ARE NOT CAST OBJECTIONS ARE NOT CAST IN STONE. THEY CAN BE IN STONE. THEY CAN BE ELIMINATED WITH ELIMINATED WITH ADDITIONAL INFORMATIONADDITIONAL INFORMATION

ADDADD PROOF PROOF OF PERFORMANCEOF PERFORMANCE

• NEUTRALIZE NEUTRALIZE STATEMENT OF HESITANCYSTATEMENT OF HESITANCY

• PRESENTPRESENT PROOF IN NUMBERS PROOF IN NUMBERS

• PRESENTPRESENT PROOF IN CASES PROOF IN CASES

• ASKASK “GREEN LIGHT” “GREEN LIGHT” QUESTIONQUESTION

• ASK FORASK FOR ACTION ACTION

ADDADD PROOF PROOF OF PERFORMANCEOF PERFORMANCE

• NEUTRALIZE NEUTRALIZE STATEMENT OF HESITANCYSTATEMENT OF HESITANCY

• PRESENTPRESENT PROOF IN NUMBERS PROOF IN NUMBERS

• PRESENTPRESENT PROOF IN CASES PROOF IN CASES

• ASKASK “GREEN LIGHT” “GREEN LIGHT” QUESTIONQUESTION

• ASK FORASK FOR ACTION ACTION

KEEP CUSTOMERS SOLD THROUGHKEEP CUSTOMERS SOLD THROUGH FOLLOW UPFOLLOW UP

PLAN FUTURE ACTIONPLAN FUTURE ACTION- Plan selling strategy on NEW needs- Plan selling strategy on NEW needs- Make presentation- Make presentation

CHECK RESULTSCHECK RESULTS- measure results- measure results- determine opportunities- determine opportunities

IMPLEMENT DECISION IMPLEMENT DECISION TO ACTTO ACT

PROVIDE “PLUS” SERVICESPROVIDE “PLUS” SERVICES

THE BEST WAY TO GET A PROSPECT TO THE BEST WAY TO GET A PROSPECT TO MAKE A FAVORABLE NEW DECISION IS MAKE A FAVORABLE NEW DECISION IS

TO MAKE HIM HAPPY WITH AN OLD TO MAKE HIM HAPPY WITH AN OLD DECISIONDECISION

HOW TO MAKE MORE PRODUCTIVE HOW TO MAKE MORE PRODUCTIVE USE OF YOUR SELLING TIMEUSE OF YOUR SELLING TIME

• PLAN PRODUCTIVE SALES CALLSPLAN PRODUCTIVE SALES CALLS

• KEEP “WARM UP” TALK TO MINIMUMKEEP “WARM UP” TALK TO MINIMUM

• PRE-SELL PROSPECTIVE CUSTOMERS PRE-SELL PROSPECTIVE CUSTOMERS

• ORGANIZE YOUR SALES TOOLSORGANIZE YOUR SALES TOOLS

• BE SURE YOU’RE SELLING DECISION MAKERSBE SURE YOU’RE SELLING DECISION MAKERS

• CONCENTRATE TIME AND EFFORT WITH PROPECTS CONCENTRATE TIME AND EFFORT WITH PROPECTS WHO HAVE GOOD SALES AND PROFIT POTENTIAL.WHO HAVE GOOD SALES AND PROFIT POTENTIAL.

HOW TO INCREASE FACE-TO-FACE HOW TO INCREASE FACE-TO-FACE SELLING TIMESELLING TIME

• PLAN TIME SCHEDULEPLAN TIME SCHEDULE

• START EARLIER – FINISH LATERSTART EARLIER – FINISH LATER

• USE TELEPHONE TO MULTIPLY TIMEUSE TELEPHONE TO MULTIPLY TIME

• REDUCE WAITING TIME REDUCE WAITING TIME

• MAKE PRODUCTIVE USE OF WAITING TIMEMAKE PRODUCTIVE USE OF WAITING TIME

• REDUCE TRAVEL TIMEREDUCE TRAVEL TIME

• REDUCE OFFICE TIMEREDUCE OFFICE TIME

• MAKE LUNCH HOUR DO DOUBLE-DUTYMAKE LUNCH HOUR DO DOUBLE-DUTY

• CONTROL NON-SELLING ACTIVITIESCONTROL NON-SELLING ACTIVITIES

HOW TO GET HOW TO GET

MAXIMUM RESULTSMAXIMUM RESULTS FROM FROM THIS CONFERENCETHIS CONFERENCE

• APPROACH YOUR SELLING APPROACH YOUR SELLING WITH A POSITIVE ATTITUDEWITH A POSITIVE ATTITUDE

• APPLY IDEAS AND METHODS APPLY IDEAS AND METHODS YOU RECEIVED ON THE JOBYOU RECEIVED ON THE JOB

• CONTINUE TO DEVELOP CONTINUE TO DEVELOP YOUR KNOWLEDGE AND YOUR KNOWLEDGE AND SKILLSSKILLS

• SELF ANALYSISSELF ANALYSIS

• SELF-DEVELOPMENTSELF-DEVELOPMENT

LANGUAGELANGUAGE SUBTLETIES CAN MAKE A DIFFERENCESUBTLETIES CAN MAKE A DIFFERENCE

• PROFESSIONAL COMMUNICATION PRACTICE PROFESSIONAL COMMUNICATION PRACTICE SCRIPTS FOR HANDLING OBJECTIONS…SCRIPTS FOR HANDLING OBJECTIONS…• YOUR PRICE IS TOO HIGH!YOUR PRICE IS TOO HIGH!

• When we designed the system we’re discussing, When we designed the system we’re discussing, we had the opportunity of starting with a clean we had the opportunity of starting with a clean sheet of paper. We decided to incorporate the sheet of paper. We decided to incorporate the latest technology into this system to produce a latest technology into this system to produce a product which would maximize reliability, ease of product which would maximize reliability, ease of operation, and permit the greatest savings in operation, and permit the greatest savings in material usage. Now as we both know, quality material usage. Now as we both know, quality costs money. There are no two ways about it. costs money. There are no two ways about it. With our decision to incorporate the best quality With our decision to incorporate the best quality possible into our system, we felt it would be possible into our system, we felt it would be easier to explain price one time, than to forever easier to explain price one time, than to forever apologize for poor quality. Does that help apologize for poor quality. Does that help answer your question?answer your question?

PEOPLE FORGET PRICE, BUT THEY PEOPLE FORGET PRICE, BUT THEY NEVER FORGET POOR QUALITY OR NEVER FORGET POOR QUALITY OR

POOR SERVICEPOOR SERVICE

PRICE IS A ONE TIME FACTOR. ONCE PRICE IS A ONE TIME FACTOR. ONCE YOU’VE YOU’VE

PAID FOR THE EQUIPMENT THE PRICE IS PAID FOR THE EQUIPMENT THE PRICE IS BEHIND YOUBEHIND YOU

COST, HOWERVER, IS AN ONGOING COST, HOWERVER, IS AN ONGOING FACTOR, FACTOR,

AND CONTINUES THROUGHOUT THE LIFE AND CONTINUES THROUGHOUT THE LIFE OF THE EQUIPMENTOF THE EQUIPMENT


• PROFESSIONAL COMMUNICATION PRACTICE PROFESSIONAL COMMUNICATION PRACTICE SCRIPTS FOR HANDLING OBJECTIONS…SCRIPTS FOR HANDLING OBJECTIONS…• YOUR PRICE IS TOO HIGH!YOUR PRICE IS TOO HIGH!

• Our company had to make a choice between Our company had to make a choice between building our product as cheaply as possible and building our product as cheaply as possible and selling it as a get-by-product, or building quality into selling it as a get-by-product, or building quality into the product for service, durability and long term the product for service, durability and long term reliability. In short, for long range value. With this reliability. In short, for long range value. With this decision facing us, we tried to put ourselves in your decision facing us, we tried to put ourselves in your shoes. We felt that you would prefer to work with a shoes. We felt that you would prefer to work with a company that puts everything possible into their company that puts everything possible into their product to make it the best and most useful, rather product to make it the best and most useful, rather than a company that uses cheap materials and than a company that uses cheap materials and shabby engineering to turn out a get-by product. shabby engineering to turn out a get-by product. Most people clearly understand that good things are Most people clearly understand that good things are not cheap, and cheap things are seldom good. You not cheap, and cheap things are seldom good. You do want something you can depend upon over the do want something you can depend upon over the long haul, don’t you?long haul, don’t you?


• PROFESSIONAL COMMUNICATION PRACTICE PROFESSIONAL COMMUNICATION PRACTICE

SCRIPTS FOR HANDLING OBJECTIONS…SCRIPTS FOR HANDLING OBJECTIONS…

• YOUR PRICE IS TOO HIGH!YOUR PRICE IS TOO HIGH!

• I'm glad you’re concerned about price because I'm glad you’re concerned about price because

that’s one of the most attractive parts of our that’s one of the most attractive parts of our

package. Would you agree that as a practical package. Would you agree that as a practical

matter, a product is worth what it can do for matter, a product is worth what it can do for

you, and not what you have to pay for it? you, and not what you have to pay for it?

Starting at that point, let’ take a look at what our Starting at that point, let’ take a look at what our

product will do for you.product will do for you.




• ““X” COMPANY MAKES A BETTER PRODUCT…X” COMPANY MAKES A BETTER PRODUCT…

• I‘d be interested in hearing your unbiased I‘d be interested in hearing your unbiased

opinion of the two products. Obviously you’ve opinion of the two products. Obviously you’ve

had a chance to look at their product. What did had a chance to look at their product. What did

you see that impressed you?you see that impressed you?


• PROFESSIONAL COMMUNICATION PROFESSIONAL COMMUNICATION

PRACTICE SCRIPTS FOR HANDLING PRACTICE SCRIPTS FOR HANDLING

OBJECTIONS…OBJECTIONS…

• WE’VE DONE BUSINESS WITH XYZ WE’VE DONE BUSINESS WITH XYZ

COMPANY FOR 15 YEARS. WHY COMPANY FOR 15 YEARS. WHY

SHOULD I CHANGE?SHOULD I CHANGE?

• Is there anything about me that Is there anything about me that

prevents you from doing business prevents you from doing business

with our company? If I can show you with our company? If I can show you

three good reasons why you should three good reasons why you should

change, would you be ready to make change, would you be ready to make

a decision now?a decision now?





• I’M TO BUSY TO TALK WITH YOUI’M TO BUSY TO TALK WITH YOU

• I understand your concern for time. I understand your concern for time.

That’s why I want to show you how That’s why I want to show you how

giving me just a few minutes of your giving me just a few minutes of your

time could save you thousands of time could save you thousands of

dollar in the future. How much time do dollar in the future. How much time do

you think I need? Only five to ten you think I need? Only five to ten

minutes.minutes.





• HOW MUCH DOES THIS COST? – HOW MUCH DOES THIS COST? –

“PREMATURE”“PREMATURE”

• I’d be glad to answer that, but it would I’d be glad to answer that, but it would

be like paying for a suit before you saw be like paying for a suit before you saw

what you were getting. All I want to do what you were getting. All I want to do

is make certain that you see exactly is make certain that you see exactly

what you can get, so you can what you can get, so you can

appreciate how fair the price will be.appreciate how fair the price will be.






• The highest possible price would be $ _______. The highest possible price would be $ _______.

However, chances are good that the actual However, chances are good that the actual

figure will be less when we’ve determined your figure will be less when we’ve determined your

exact needs. I think that you primary concern is exact needs. I think that you primary concern is

that the product meets your needs, isn't it?that the product meets your needs, isn't it?







• I appreciate your concern, and please believe I appreciate your concern, and please believe

me when I say that I’m not evading the issue. me when I say that I’m not evading the issue.

However, until we’ve determined, as a result of However, until we’ve determined, as a result of

our discussion, what your needs are, it would our discussion, what your needs are, it would

be impossible for me to give you an accurate be impossible for me to give you an accurate

figure. My answer at this point might be too figure. My answer at this point might be too

high, or it might be too low. If it’s too high, you high, or it might be too low. If it’s too high, you

might lose interest. If it’s too low, then when I might lose interest. If it’s too low, then when I

give you the figure, you might be disappointedgive you the figure, you might be disappointed


• PROFESSIONAL COMMUNICATION PRACTICE SCRIPTS FOR HANDLING PROFESSIONAL COMMUNICATION PRACTICE SCRIPTS FOR HANDLING


MAYBE WE’RE MOVING AHEAD A LITTLE TO FAST ON THIS. LET ME THINK IT MAYBE WE’RE MOVING AHEAD A LITTLE TO FAST ON THIS. LET ME THINK IT

OVER FOR A FEW MONTHS.OVER FOR A FEW MONTHS.

I’m glad you want to think about it, because obviously you would not want to think I’m glad you want to think about it, because obviously you would not want to think about it if you were not interested. Therefore, I assume you want to think about about it if you were not interested. Therefore, I assume you want to think about it to help reduce any chance of error, whether you decision is yes or no. Is that it to help reduce any chance of error, whether you decision is yes or no. Is that correct?correct?

Would you agree that the length of time you think about it is not the important Would you agree that the length of time you think about it is not the important point? If I’m reading you right, and I think I am, your prime concern is to be as point? If I’m reading you right, and I think I am, your prime concern is to be as certain as possible that you make the right decision regardless of whether you certain as possible that you make the right decision regardless of whether you think about it for two days or two months. Is that correct?think about it for two days or two months. Is that correct?

Business people and efficiency experts agree that the best time to make Business people and efficiency experts agree that the best time to make accurate decisions is when you have the necessary facts which are unclouded accurate decisions is when you have the necessary facts which are unclouded with other issues of the day. This way, you can be more certain your thought with other issues of the day. This way, you can be more certain your thought process is aimed at making the correct decision. Forgotten facts or confused process is aimed at making the correct decision. Forgotten facts or confused info will almost always lead to a faulty decision. With this in mind, could we info will almost always lead to a faulty decision. With this in mind, could we think together for a minute to make certain you arrive at the best decision?think together for a minute to make certain you arrive at the best decision?




MAYBE WE’RE MOVING AHEAD A LITTLE TO FAST ON THIS. LET ME THINK MAYBE WE’RE MOVING AHEAD A LITTLE TO FAST ON THIS. LET ME THINK

IT OVER FOR A FEW MONTHS.IT OVER FOR A FEW MONTHS.

Actually there are only 4 questions you need to answer in your own mind, and Actually there are only 4 questions you need to answer in your own mind, and you’ve already voted “yes” on 3 of them.you’ve already voted “yes” on 3 of them.

Do you need it?Do you need it?

Do you want it?Do you want it?

Can you afford it?Can you afford it?

The only remaining decision is when do you want to start enjoying the The only remaining decision is when do you want to start enjoying the benefits? Obviously you’re the only one who can answer that question, but benefits? Obviously you’re the only one who can answer that question, but may I ask you another question?may I ask you another question?

The price on this equipment will remain constant, or perhaps increase slightly The price on this equipment will remain constant, or perhaps increase slightly over time. Since benefits and savings can only start when you acquire the over time. Since benefits and savings can only start when you acquire the system, your only decision boils down to system, your only decision boils down to when you want to start enjoying when you want to start enjoying the benefitsthe benefits. With this in mind, doesn’t it make sense to vote “YES” for . With this in mind, doesn’t it make sense to vote “YES” for NOW BENEFIT?NOW BENEFIT?




MAYBE WE’RE MOVING AHEAD A LITTLE TO FAST ON THIS. LET ME THINK IT MAYBE WE’RE MOVING AHEAD A LITTLE TO FAST ON THIS. LET ME THINK IT

OVER FOR A FEW MONTHS.OVER FOR A FEW MONTHS.

Mr. Jones, if I believed that it was worthwhile for you to think about this for any Mr. Jones, if I believed that it was worthwhile for you to think about this for any extended period of time, I’d be the first one to recommend delaying the project. extended period of time, I’d be the first one to recommend delaying the project. But let’s take a look at what the consequences of delaying the project really are:But let’s take a look at what the consequences of delaying the project really are:

$ 60,000 Bank Account$ 60,000 Bank Account If Your InvestIf Your Invest If You Don’t InvestIf You Don’t InvestSavings of $ 10,000/moSavings of $ 10,000/mo - 0 -- 0 - $ 60,000$ 60,00011stst Month Month + $ 10,000+ $ 10,000 - $ 10,000- $ 10,00022ndnd Month Month + $ 10,000+ $ 10,000 - $ 10,000- $ 10,00033rdrd Month Month + $ 10,000+ $ 10,000 - $ 10,000- $ 10,00044thth Month Month + $ 10,000+ $ 10,000 - $ 10,000- $ 10,00055thth Month Month + $ 10,000+ $ 10,000 - $ 10,000- $ 10,00066thth Month Month + $ 10,000+ $ 10,000 - $ 10,000- $ 10,000Total – 6 monthsTotal – 6 months $ 60,000 $ 60,000 - 0 -- 0 -

And You HaveAnd You Have And You Don’t And You Don’t HaveHave

The EquipmentThe Equipment The The EquipmentEquipment




I THINK THAT MAYBE THIS COSTS A LITTLE TOO MUCH.I THINK THAT MAYBE THIS COSTS A LITTLE TOO MUCH.

Mr. Jones, if I read you correctly, and I think I do, you’re concerned about the Mr. Jones, if I read you correctly, and I think I do, you’re concerned about the amount of investment involved in this project with the selection of Nordson amount of investment involved in this project with the selection of Nordson vs _____________. Is that correct?vs _____________. Is that correct?

Mr. Jones, are you focusing on the cost or the price?Mr. Jones, are you focusing on the cost or the price?

What do you mean?What do you mean?

Manufacturer Manufacturer Leading BrandLeading Brand Inexpensive BrandInexpensive BrandCost of Bicycle Cost of Bicycle $ 64.95$ 64.95 $ 39.95$ 39.95Corroded HandlebarsCorroded Handlebars - 0 - - 0 - WarrantyWarrantyBroken ChainBroken Chain - 0 - - 0 - $ 4.50$ 4.50Corroded Handlebars Corroded Handlebars - 0 - - 0 - $ 8.00$ 8.00Bad Wheel BearingBad Wheel Bearing - 0 - - 0 - $ 5.50$ 5.50Damaged SprocketDamaged Sprocket - 0 - - 0 - $ 7.50$ 7.50Damaged Wheel Bearing Damaged Wheel Bearing - 0 - - 0 - $ 5.50$ 5.50Total CostTotal Cost $ 64.95 $ 64.95 $ 65.45$ 65.45

10 years10 years 6 months6 monthsCost about:Cost about: $ 6.50/year$ 6.50/year $ 10.00/month$ 10.00/month

YOU CAN GET EVERYTHING IN LIFE YOU YOU CAN GET EVERYTHING IN LIFE YOU WANT WANT

IF YOU WILL JUST HELP ENOUGH OTHER IF YOU WILL JUST HELP ENOUGH OTHER PEOPLE PEOPLE

GET WHAT THEY WANTGET WHAT THEY WANT

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