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FranklinCovey Sales Performance Practice Course Catalog
Table of Contents
Sales Strategy ................................................................................................................................................ 2
Sales Leadership ............................................................................................................................................ 5
The Account Plan .......................................................................................................................................... 9
Filling the Pipeline: New Accounts ............................................................................................................. 12
Filling the Pipeline: New Business from Current Accounts ........................................................................ 15
Qualifying and Advancing Opportunities .................................................................................................... 18
Closing the Sale ........................................................................................................................................... 22
Win-Win Negotiation .................................................................................................................................. 26
© FranklinCovey. All rights reserved. Page | 2
Sales Strategy
THE CHALLENGE
In a complex sale, multiple people tend to influence and make a buying
decision. How those people relate to and interact with each other to make
a decision — the politics of an organization — can be as important to the
sale as the qualities of your product or service. While all buyer votes are
important, some votes count much more than others. Many salespeople
don’t like or aren’t skilled at navigating through such organizational
challenges.
Complicating matters further is the competition for the money you want
the client to spend with your company; internal competition for other
initiatives and external competition for other solutions. Salespeople need
strategy and tactics to help demonstrate both how your solution meets the
client’s needs AND how it exceeds their alternatives of doing nothing, doing
it themselves, or doing it with someone other than your company.
WHAT MAKES A DIFFERENCE?
In Sales Strategy, you will learn how to use Player Map, a dynamic visual
sales plan that illustrates a client’s political and organizational landscape
and how you and your company fit into that environment. With a Player
Map, managers can see at a glance exactly what’s going on within a client
organization. Teams can brainstorm and coordinate the most effective
approach to navigating the terrain, and sales professionals can quickly map
their sales strategy to win.
In this program, we will help you monitor the status and advance the
progress of important opportunities.
MINDSETS
All votes are important. Some votes count more than others. Act accordingly.
Relationships must be built on purpose.
Inter-relationships are important to understand and influence.
There is always competition and it can make us stronger.
SKILLSETS
Build a Player Map to identify influencers and decision makers and establish how they interact with each other to make decisions.
Gain access to and build relationships with key buyer stakeholders.
Establish Champions and neutralize Anti-Champions.
Elicit buying criteria.
Productively direct co-worker roles and activities.
Develop and execute a competitive strategy.
TOOLSETS
Player Map
Opportunity Plan
Call Plan
Account Plan
ROI OUTCOMES AND MEASURES Increased Win Rate
Larger deal size Improved realized margins Increased add-on business
© FranklinCovey. All rights reserved. Page | 3
Sales Strategy
Learning Objectives Explain a Player Map and its purpose
Identify the components of a Player Map
Use a Player Map to identify influencers and decision makers and how
they interact with each other to make decisions
Determine how to gain access to and build relationships with key buyer
stakeholders
Identify how to establish Champions and neutralize Anti-Champions
Identify how to elicit buying criteria
Use the Player Map to productively direct co-worker roles and activities
Develop and execute a competitive strategy using the Player Map
Duration Format Tools
1 Day Live or Virtual
Player Map
Opportunity Plan
Call Plan
Account Plan
SAMPLE 1-Day Agenda Courses are typically customized for specific clients.
TIMING TOPIC
20 Minutes Introduction to Player Map
30 Minutes Player Progression
Pretender
Producer
Player
30 Minutes Goals
Know the market
Know the client
Know the Players
Know the politics
Know your value
Know your place
Know your competitors
Know your plan
30 Minutes Power and Performance
Power: The ability to make things happen
Performance: The ability to get things done
Relationship to Pretenders, Producers, and Players
15 Minutes Break
90 Minutes Player Focus
Operations and Administration
Management
Executive
© FranklinCovey. All rights reserved. Page | 4
TIMING TOPIC
30 Minutes Structures
Hierarchy, Flat, Virtual
60 Minutes Lunch
30 Minutes Players
Track Record = Ability to Perform
Value seekers
Team builders
Risk takers
Love to buy (hate to be sold)
Like to prewire decisions
30 Minutes Headsets: A Player’s perspective, perception, and priorities at any given time
Envision = Where are we going?
Evaluate = Are you the right one to help us?
Enabling = Can we succeed?
Execute = Can we get going?
15 Minutes Break
30 Minutes Champions
Champions want you, and only you, to win
Important to cultivate in the selling environment
Awareness and attention
Identifying and Managing Anti-Champions
45 Minutes Working with Bridges
Why Bridging is important
Professional and personal bridges
External and internal bridges
Building Bridges
20 Minutes Path Forward: How will you use the Sales Success System including 5 Online, coaching, and the global sales community to
implement and improve what you learned today?
Franklin Covey Sales Performance Practice 1.800.707.5191 www.franklincovey.com/spg
© FranklinCovey. All rights reserved. Page | 5
Sales Leadership
THE CHALLENGE
When it comes to building a winning sales culture, leaders are the fulcrum of
change. Every sales leader who makes a significant jump in performance does so
by helping multiple salespeople be more successful at their jobs. Helping sales
leaders raise the bar on their performance — from wherever that bar is today —
is a key to driving measurable growth in profitable revenue.
Give me a lever long enough, and a fulcrum on which to
place it, and I shall move the world. —Archimedes
WHAT MAKES A DIFFERENCE?
In this program, we help sales leaders be more successful and derive greater
personal and professional satisfaction by helping them:
Identify what needs to change within themselves and their team
Practice, apply, and model improved Consultative Selling Skills (beyond
their current skill set)
Understand and apply the Science of Expert Performance — precisely
how people get better at sales (replace mystery with mastery)
Practice and apply key Time Management skills
Learn and apply G.R.O.W. — a proven performance-coaching approach
Develop a personalized implementation plan for a high-performance
sales culture
FranklinCovey typically assigns a FranklinCovey sales guide to each sales leader —
we coach the coach. We provide sales leaders with an experienced FranklinCovey
sales guide to help them apply playbooks and proven processes within their
team, and to upgrade and model their own sales skills, greatly leveraging and
accelerating the performance of the entire sales team.
MINDSETS
Everything you need to be great at sales is learnable—if you are willing to practice.
Keep getting better. Keep getting better. Keep getting better.
Performance = Capacity - Interference
Move from knowing what to do to doing what you know.
Busy is the enemy of better.
Create a passionate focus on helping clients succeed.
SKILLSETS
Adopt the behaviors of an effective leader.
Know which people to invest in, and how to invest in them.
Understand and apply the 5 Steps to Mastery (S.P.A.C.E.).
Apply the G.R.O.W. coaching methodology.
Apply and model consultative selling skills (“Helping Clients Succeed” and related content).
TOOLSETS
5 Online S.P.A.C.E. modules
Skill/Will Matrix
Time Matrix
G.R.O.W. template
Helping Customers Succeed toolset
ROI OUTCOMES AND MEASURES Increased profitable revenue per team
Increased number of sales people meeting or exceeding quota Improved speed to productivity for new salespeople
Increased retention of valued leaders and salespeople Improved employee satisfaction; measureable growth in skills
© FranklinCovey. All rights reserved. Page | 6
Sales Leadership
Learning Objectives Determine what leadership behaviors need to change
Identify where to focus leadership efforts
Identify and apply the Five Steps to Mastery (S.P.A.C.E.)
Identify how to use Account Plans and Sales Plans to be a
successful sales leader
Identify key selling skills for sales leaders (“Helping Clients
Succeed” and related content) and how to apply and
model them
Identify which people to invest in and how to invest
in them
Define and apply the G.R.O.W. coaching methodology
Duration Format Tools
3 Days Live or Virtual
5 Online S.P.A.C.E. modules
Skill/Will Matrix
Time Matrix
G.R.O.W. template
Helping Customers Succeed toolset
SAMPLE 3-Day Agenda Courses are typically customized for specific clients.
DAY 1
TIMING TOPIC
15 Minutes See. Do. Get.
For incremental improvements focus on Do. For substantial improvements, focus on See.
15 Minutes What Needs to Change?
30 Minutes FOCUS
What do you and your team spend time on? Urgent/Important exercise
30 Minutes Power and Performance
Power: The ability to make things happen Performance: The ability to get things done Relationship to Pretenders, Producers, and Players
30 Minutes S.P.A.C.E.: Understand the Five Steps to Mastery — a scientific, predictable, repeatable process for getting much better at sales
15 Minutes Break
© FranklinCovey. All rights reserved. Page | 7
TIMING TOPIC
90 Minutes Planning for Success: Coaching your team to focus and succeed
Sales Plan — A good plan provides a clear picture of where you want to be in the future, a prioritized set of actions you can take to make that future a reality, and a way to measure your progress along the way.
Account Plan — A good account plan connects heads-down tactics to heads-up strategy. It allows you to organize and direct your activities in a cohesive and coordinated way so that the whole is much greater than the sum of its parts.
60 Minutes Lunch
120 Minutes Consultative Selling Skills for Leaders
Key Principles Move Off the Solution
Framing the Business Opportunity Key Business Issues — what is most important
to your client?
15 Minutes Break
60 Minutes Consultative Selling Skills for Leaders (continued)
DAY 2
TIMING TOPIC
90 Minutes Consultative Selling Skills for Leaders (continued)
Evidence — using questions to uncover pain and gain
Impact — sizing financial impact
Context — who is affected and who cares? Constraints — what might prevent your
client’s success?
15 Minutes Break
90 Minutes Consultative Selling Skills for Leaders (continued): Resources
Scanning for Yellow Lights Time — too much / too little People — is the division of labor right?
Money — how to talk about money Logistics — objections Value — objections
60 Minutes Lunch
90 Minutes Consultative Selling Skills for Leaders (continued): Decision Grid
Navigating the decision process Gatekeepers — how to get through to the people you need to see
15 Minutes Break
© FranklinCovey. All rights reserved. Page | 8
TIMING TOPIC
120 Minutes Consultative Selling Skills for Leaders (continued): Planning and executing successful client meetings
Call Plan End in Mind — why meet? Key Beliefs — what needs to be discussed? Questions and objections — prepare and succeed
DAY 3
TIMING TOPIC
120 Minutes InsideOut Coaching: Tools for Sales and Business Leaders
Becoming a results-oriented coach for your employees Understanding key elements of human performance and how to influence them Learning and practicing a process for holding effective coaching conversations with employees to
increase engagement and get results Eliminating interference for employees and helping them pay attention to critical tasks
15 Minutes Break
120 Minutes InsideOut Coaching (continued)
Generating innovative ideas for deal advancement Developing trust and understanding between managers and employees so even difficult or
uncomfortable discussions have a positive outcome Opening the way for continual dialogue about progress and performance
60 Minutes Lunch
120 Minutes Leading the Sales Transformation
Coaching Program Overview — What we will do together Advancing Deals — The Opportunity Advancement Session routine
15 Minutes Break
120 Minutes Leading the Sales Transformation (continued)
Developing Talent — The Sales Success Meeting and 5 Online Measuring Success — How will you measure progress and course correction?
Franklin Covey Sales Performance Practice 1.800.707.5191 www.franklincovey.com/spg
© FranklinCovey. All rights reserved. Page | 9
The Account Plan
THE CHALLENGE
Account planning has some good news and some bad news. The good news
is that when people come together to do a well-led account plan, it can be
engaging and motivating time spent. The bad news is that the
implementation rate of many account plans is often very low. As a result,
the desire to participate in future planning sessions goes down as well. So
what’s the point?
“Unless commitment is made, there are only promises
and hopes; but no plans.” —Peter Drucker
WHAT MAKES A DIFFERENCE?
An account plan is a Value-Creation Strategy. It doesn’t start with how
much business you want to do with a company. It outlines how you will
create and then capture value. It connects targeted research on what your
client most wants, needs, and values to what you do well. By clarifying your
beliefs and assumptions about how value will be created, it allows you to
test those beliefs in the real world and get vital feedback about what is
working and what isn’t.
The success of a good account plan includes what we call a Cadence of
Accountability that keeps the plan alive and dynamic. It helps hold you
accountable not just to complete activities, but also to ensure that the plan
and its related planning activity add value to your client, your company, and
yourself
MINDSETS
Passionately focus on client success.
Do fewer, do them better.
Solutions have no inherent value; they derive value from solving problem/results people care about.
Diagnose before you prescribe.
Replace guessing with research, knowledge, and focus.
SKILLSETS
Complete and execute an Account Plan for a key account.
TOOLSETS
Account Plan
ROI OUTCOMES AND MEASURES Increased revenues and margins from key accounts
Increased account retention Increased “wallet share” (you get a greater percentage
of the client’s available spend) Account dominance (you get the greatest percentage of the client’s
available spend – which typically results in greater profitability)
© FranklinCovey. All rights reserved. Page | 10
The Account Plan
Learning Objectives Define the purpose of Account Plans
Identify the key components of an Account plan
Identify and develop an effective account strategy statement
Develop a relationship strategy
Identify and develop a communication strategy
Develop a list of key client issues that can be addressed
Determine which opportunities will be most meaningful to the client
Analyze the competitive landscape and develop a competitive strategy
Develop an action plan for moving the account and specific opportunities forward
Duration Format Tools
½ Day Live or Virtual
Account Plan
SAMPLE ½-Day Agenda Courses are typically customized for specific clients.
TIMING TOPIC
20 Minutes Introduction: Account plans detail how you will create and capture client value.
What is the payoff? How do you make the payoff a reality
30 Minutes Account Strategy
Develop an account strategy statement How will your contribution be noticed?
30 Minutes Relationship Strategy
What is your relationship strategy for the account as a whole? Who are the key “Players” for the specific targeted opportunities? Develop your relationship plan
30 Minutes Communication Strategy
What is the single most important message you must convey to key stakeholders? Second most important?
What must you and your company do to be congruent with and communicate that message? How does your positioning and messaging differentiate you from the competition?
15 Minutes Break
90 Minutes Value Creation Analysis
Business Conditions: Financial, strategic, competitive Key corporate initiatives Industry trends and implications Summary of key client issues we can help address Use the prioritize tool to determine the top three
opportunities you will initiate with this client
© FranklinCovey. All rights reserved. Page | 11
TIMING TOPIC
30 Minutes Competitive Strategy Overview: For the account as a whole (separate from individual opportunities)
What is the competitive landscape? Conduct a “SWOT” analysis for yourselves, the client’s internal resources, and your chief external
competitors
20 Minutes Path Forward (Typically the second half day is spent planning to initiate one of the opportunities defined above)
Action Plan (cadence of accountability)
Franklin Covey Sales Performance Practice 1.800.707.5191 www.franklincovey.com/spg
© FranklinCovey. All rights reserved. Page | 12
Filling the Pipeline: New Accounts
THE CHALLENGE
Growth in profitable revenue typically demands a consistent ability to open new
accounts with high growth potential. Additionally, many firms are exposed to the
substantial risk of having a large percentage of their revenues tied to one or a
small number of current accounts; the loss of one of these accounts can be life
threatening.
How can you control your own destinty by opening desireable new accounts
repeatedly, predictably, and in a way that is more respectful and satisfying for
both buyers and sellers?
WHAT MAKES A DIFFERENCE?
The FranklinCovey approach helps you identify and connect to the people you
most want to talk to in order to answer the simple question “Should we be
talking?” If the answer is yes, the opportunity moves to the Qualify and Advance
portion of the sales cycle (Qualify). The FranklinCovey Demand Creation process
is straightforward with the goal of “less nonsense, more sales.”
MINDSETS
Do fewer. Do them better.
Solutions have no inherent value. They derive value from solving problems or gaining results people care about.
Diagnose before you prescribe.
To get good information about what it takes to get a “Yes,” make “No” be OK.
Intent counts more than Technique.
SKILLSETS
Prioritize which companies and people you should talk to.
Research companies and people to connect with what they value most.
Prepare to talk about possible solutions in terms of client problems and results.
Prepare/execute a Call Plan that makes it easy for the client to decide whether there is something worth pursuing.
Learn how, early in the conversation, to move skillfully from advocacy to inquiry.
Learn to better work through typical objections.
Develop a series of “next steps” for you and the client to easily and at relatively low cost/low risk move forward.
Get referrals.
TOOLSETS
Prioritize Tool
Call Plan
Web 2.0 tools for research
ROI OUTCOMES AND MEASURES Increase the number of new opportunities with new accounts
Increased percentage of calls made to calls accepted (more people are willing to talk with you)
Increased percentage of first calls resulting in second meetings (more people want to move forward)
Increase in the quality of new opportunities Higher conversion rate from prospect to client (talking to the right
people about the right things in the right way) Larger monetary value of initial sale and of lifetime revenue
Greater return on each business development dollar spent on acquiring new accounts
Increased satisfaction for clients and salespeople
Filling the Pipeline: New Accounts
Learning Objectives Define effective demand creation
Use the Prioritize Tool to determine which companies and people
you should talk to
Identify how researching companies and people can help connect
with what they value most
Research companies and people
Explain and demonstrate how to move off your own solution
Prepare to talk about possible solutions in terms of client problems
and results, rather than solution features and benefits
Use a Call Plan to prepare a meeting that makes it easy for the client
to decide whether there is something worth pursuing
Identify how and when to move skillfully from advocacy to inquiry
Identify and plan for effectively addressing questions and Yellow
Lights
Develop a series of easy, low cost/low risk “next steps” for you and
the client
Explain the importance of getting referrals
Define how to get referrals
Duration Format Tools
1 Day Live or Virtual
Prioritize Tool
Call Plan
Web 2.0 tools for research
SAMPLE 1-Day Agenda Courses are typically customized for specific clients.
TIMING TOPIC
20 Minutes Introduction: Demand creation is the straightforward task of more skillfully answering the question, “Should we be talking?”
How do you do a better job of predicting good fits between what your prospective client wants, needs, and values, and what you do well?
How do you do a better job of gaining a first meeting with someone you want to talk with?
40 Minutes Prioritize: Do fewer, do them better.
Use the Prioritize Tool to establish weighted criteria for clients you should call on versus the long list of those you could call on
Select one company to work on today. Make it meaningful
60 Minutes Prepare: When you prioritize, you can take more time to prepare a customized approach.
Research company
Research people NOTE: Depending on the depth of material covered this section can expand considerably
15 Minutes Break
© FranklinCovey. All rights reserved. Page | 14
TIMING TOPIC
60 Minutes Prepare (continued)
Move off your own solution Based on your research, select one solution or solution set that connects with what the prospective
client needs or values
60 Minutes Lunch
120 Minutes Prepare (continued)
Call Plans
For the prospective client
For the assistant: What if we get the assistant? (Quick preview)
For the referral source: How will we approach the person whom we want to refer us to the prospective client? (Quick preview)
Effective email and voicemail tactics
15 Minutes Break
60 Minutes Personalize
Why bother? Referrals hugely increase the odds that someone will take our call
How do we find a referral?
Make it easy for the referral
40 Minutes Path Forward: Going forward, how will you use the Sales Success System, including 5 Online, coaches, and the global sales
community to implement and improve what you began today?
Franklin Covey Sales Performance Practice 1.800.707.5191 www.franklincovey.com/spg
© FranklinCovey. All rights reserved. Page | 15
Filling the Pipeline: New Business from Current Accounts
THE CHALLENGE
Conventional wisdom says it is easier to sell to current accounts than
new accounts. And if you are producing good value for those accounts,
that wisdom has sound footing. You should have sufficient trust and
credibility that people will listen to new ideas. You should know enough
about the client to propose ideas that are relevant. That is the power of
Helping Clients Succeed. However, easier doesn’t always mean easy.
WHAT MAKES A DIFFERENCE?
In this program salespeople will improve their ability to initiate new
ideas to current clients in ways that allow the client to feel well served,
whether they choose to move forward or pass. They will work more
effectively to accomplish the following:
Prioritize: Salespeople will analyze the opportunities they could expose
to this client, and decide which has the greatest value and relevance —
from the client’s perspective.
Prepare: Salespeople will prepare to talk about the opportunity in terms
of problems and results the client cares about rather than features and
benefits.
Personalize: Salespeople will learn about the people they call on in
advance and customize their interaction accordingly.
MINDSETS
Do fewer, better.
Solutions have no inherent value. They derive value from solving problem/results people care about.
Diagnose before you prescribe.
To get good information about what it takes to get a “Yes” — make “No” OK.
Language matters.
Intent counts more than Technique.
SKILLSETS
Combine internal knowledge of the client with external research to determine good potential fits.
Prioritize which opportunities will be most meaningful to the client.
Prepare to talk about possible solutions in terms of client problems and results.
Prepare and execute a Call Plan that makes it easy for the client to decide whether there is something worth pursuing.
Learn how, early in the conversation, to move skillfully from advocacy to inquiry.
Learn to better work through typical objections.
Develop a series of “next steps.”
Get referrals.
TOOLSETS
Account Plan
Prioritize Tool
Call Plan
Web 2.0 tools for research
ROI OUTCOMES AND MEASURES More revenue from current accounts
Increased margins (higher value, lower selling costs) Increased account retention
Increased “wallet share” (you get a greater percentage of the client’s available spend)
Account dominance (you get the greatest percentage of the client’s available spend — which typically results in greater profitability)
Filling the Pipeline: New Business from Current Accounts
Learning Objectives Identify the needed internal knowledge of the client
Identify the key components of a value creation analysis
Develop a list of key client issues that can be addressed
Determine which opportunities will be most meaningful to the
client
Prepare to talk about possible solutions in terms of client
problems and results, rather than solution features and
benefits
Use a Call Plan to prepare a meeting that makes it easy for the
client to decide whether there is something worth pursuing.
Identify how and when to move skillfully from advocacy to
inquiry
Identify and plan for effectively addressing questions and
Yellow Lights
Develop a series of easy, low cost/low risk “next steps” for you
and the client
Explain the importance of getting referrals
Define how to get referrals
Duration Format Tools
1 Day Live or Virtual
Account Plan
Prioritize Tool
Call Plan
Web 2.0 tools for research
SAMPLE 1-Day Agenda Courses are typically customized for specific clients.
NOTE: This course varies depending on whether or not a robust Account Plan exists.
TIMING TOPIC
20 Minutes Introduction: How can you initiate opportunities with current clients that have a high probability of succeeding? How can you
do so in a way that the client feels well served whether they choose to pursue the opportunity or not?
Choose a specific current client to work on today. Prepare to initiate at least one high-leverage opportunity with this client.
40 Minutes What do you know about this client? Review (or Preview) Account Plan.
Account Strategy?
Relationship Strategy?
Communication Strategy?
Competitive Strategy?
Work completed or in process?
60 Minutes Value Creation Analysis
Business Conditions: Financial, strategic, competitive
Key corporate initiatives
Industry trends and implications
Lessons learned from previous work with this client
Summary of key client issues we can help address
15 Minutes Break
© FranklinCovey. All rights reserved. Page | 17
TIMING TOPIC
20 Minutes Prioritize: Use the Prioritize tool to determine the top-three opportunities we will initiate with this client.
40 Minutes Personalize: With whom should you initiate this opportunity?
60 Minutes Lunch
60 Minutes Prepare: Step One
Move off your own solution to connect with what the client wants, needs, or values.
30 Minutes Prepare: Step Two
Develop a Call Plan for the Person(s) with whom you will initiate the opportunity
What if you get the assistant?
15 Minutes Break
60 Minutes Prepare: Step Two (continued)
30 Minutes Personalize
Referrals hugely increase the odds that someone will take your call or meeting request
If the referral is with someone in their own company they respect, the favorable odds are very high
How do you find a referral?
Making it easy for the referral
20 Minutes Enabling the Sale Force
Does your company have people who are not directly responsible for sales and yet have an intimate view of the client’s challenges and circumstances?
How can you systematically involve them in developing new opportunities for this client?
30 Minutes Path Forward
Develop an action plan to implement this opportunity. Going forward, how will you use the Sales Success System, including 5 Online, coaches, and the global
sales community to implement and improve initiating new opportunities with current clients?
Franklin Covey Sales Performance Practice 1.800.707.5191 www.franklincovey.com/spg
© FranklinCovey. All rights reserved. Page | 18
Qualifying and Advancing Opportunities
THE CHALLENGE
Here are some common challenges facing many sales organizations that are
specifically addressed in this program:
Sales cycles are too long and too costly.
Too many deals are lost to competition that should have been won.
Salespeople “start low, stay low” in the client organization.
Salespeople are not identifying and getting access to key people who
influence and make the buying decision.
Superior products and services still fail to win without superior
relationships and strategic connections.
The success rate on RFPs is low, the cost of responding is high — yet
sellers still feel the need to respond.
Price resistance is strong and consistent. It is eating away at margins.
Client objections don’t surface, yet kill the opportunity — or when they
do surface, they are not resolved as often or as well as they could be.
Client meetings are rich in talk and yet poor in decisions that advance
the opportunity.
Forecasts are inaccurate and undependable.
WHAT MAKES A DIFFERENCE?
Big jumps in sales performance occur one client conversation at a time.
FranklinCovey helps salespeople have conversations that enable salespeople and
sales leaders to systematically advance opportunities where the Opportunity is
significant, the Resources are appropriate and available, the Decision Process
makes sense, and there is open access to the key stakeholders. The goal is to
develop the knowledge and relationships to Win before we present our solution
— and then present to Win.
MINDSETS
We and our clients both want the same thing — a solution that truly meets their needs.
Solutions have no inherent value. They derive value from problems to solve or results to achieve.
No guessing.
Slow down for Yellow Lights — don’t rush past objections or things that do not make sense.
Intent counts more than technique.
SKILLSETS
“Move off the solution” to explore problems or results.
Create rich dialogue that uncovers your client's real issues by structuring conversations.
Manage "gatekeeper" objections and gain access to key stakeholders.
Articulate the client's decision process (what, when, who, and how).
Skillfully resolve client objections – or find out early you cannot.
Discuss resource issues (time, people, and money).
Build a quantified business case with the client.
Exit gracefully from low-potential opportunities.
TOOLSETS
Opportunity Plan (includes the Business Opportunity Worksheet and Decision Grid)
Call Plan — make meetings matter and end in key decisions
ROI OUTCOMES AND MEASURES Win percentage increases
Average deal size increases More profitable revenue per business development dollar spent
Shorter sales cycles Higher realized margins
Increased satisfaction of buyers and sellers
© FranklinCovey. All rights reserved. Page | 19
Qualifying and Advancing Opportunities
Learning Objectives Recognize foundational principles that underlie successful sales
interactions
Demonstrate how to move off the solution to explore problems to be
solved or results to be produced
Define and demonstrate the elements of a Structured Opportunity
Conversation
Identify and demonstrate how to discuss resource issues (time,
people, and money)
Identify the purpose of understanding the client’s Decision Process
Demonstrate how to elicit and influence a Decision Process and
Decision Criteria
Use a Decision Grid to map the client’s Decision Process
Identify and practice how to manage "gatekeeper" objections and gain
access to key stakeholders to get their perspectives
Identify and practice how to resolve client doubts, concerns, stalls,
objections
Identify how to use a Player Map
Describe the key components of a Call Plan
Develop and practice a Call Plan
Explain the Sales Success System
Identify when and how to exit gracefully from low-potential
opportunities
Duration Format Tools
2 Days Live or Virtual
Opportunity Plan
Decision Grid
Call Plan
SAMPLE 2-Day Agenda Courses are typically customized for specific clients.
DAY 1
TIMING TOPIC
30 Minutes Introduction to the Sales Improvement Initiative.
60 Minutes Foundational Mindsets
We and our client both want the same thing
No Guessing
Know which gear you are in
Slow down for Yellow Lights
Intent counts more than technique
© FranklinCovey. All rights reserved. Page | 20
TIMING TOPIC
60 Minutes Opportunity
Learn the elements of a Structured Opportunity Conversation o Move Off the Solution (solutions have no inherent value) o Create a Complete List of issues (don’t leave value on the table) o Prioritize the most important one or two issues (80/20 rule) o Explore Evidence and Impact (Calculate economic value) o Understand Context (Who or what else is affected) o Understand Constraints (What might get in the way?)
Conduct practice exercises for each skill
Conduct a structured opportunity conversation
15 Minutes Break
60 Minutes Opportunity (continued)
60 Minutes Lunch
90 Minutes Opportunity (continued)
15 Minutes Break
90 Minutes Opportunity (continued)
Conduct practice exercises for each skill
Conduct a structured opportunity conversation
20 Minutes Review and consolidate Day One; Preview Day Two
DAY 2
TIMING TOPIC
60 Minutes Resources — Time, People, Money
Qualify how soon the client wants to experience results (or get started)
Qualify expectations about division of labor and commitment of people for the initiative’s success
Qualify a rough match between what the client feels is a reasonable investment to get the results they want and what we feel is necessary to get those results
Practice predictable responses to the investment question
60 Minutes Decision Process
Learn how to clarify and influence the client’s decision process using a Decision Grid
Learn improved access to influencers and decisions makers
Respond successfully to gatekeeper objections Learn to elicit decision criteria
15 Minutes Break
30 Minutes Decision Process (continued)
© FranklinCovey. All rights reserved. Page | 21
TIMING TOPIC
30 Minutes Preview Player Map: Strategic and competitive selling
60 Minutes Lunch
120 Minutes Call Plan Basics
Use an upcoming important meeting to develop and practice: End in Mind: What the client will be able to say, do, decide by the end of the interaction.
Key Beliefs: What the client will need to resolve intellectually and emotionally to make that decision – and how you will address each key belief.
Questions: Predict and prepare for questions the client will ask and you will pose. Yellow Lights: Predict and prepare for stalls, doubts, concerns, objections. Next Steps: Prepare to both ask and offer. Opening Statement: Practice how you will start strong. Pre-condition the Agenda: Gain the client’s buy in and/or incorporate modifications to the End in Mind
and path to get there.
15 Minutes Break
60 Minutes The Sales Success System
Coaching Program Overview: What we will do together
Advancing Deals: The Opportunity Advancement Session routine
Developing Talent: The Sales Success Meeting and 5 Online
Measuring Success: How you will measure progress and change course
Franklin Covey Sales Performance Practice 1.800.707.5191 www.franklincovey.com/spg
© FranklinCovey. All rights reserved. Page | 22
Closing the Sale
THE CHALLENGE
Research from CSO Insights 2011 showed that only one out of six sales
presentations had greater than a 50/50 chance of resulting in a sale. We feel
many salespeople — even solid professionals — lose a sale for two common
reasons:
1. Many sales presentations are lost before they are even given.
Salespeople present to open the sales cycle rather than presenting to
close.
2. The sales presentations are information rich and decision poor. The
presentations end in “thanks a lot,” “we’ll think about it,” “Hey —
could you leave us some of the PowerPoint slides?” Critically, no
decision is made.
WHAT MAKES A DIFFERENCE?
With good advocacy skills, you’re effective and convincing in demonstrating
how what you do well will help the client get what they want. In this program
we will help you win deals more consistently by learning two critical skills:
1. First, present only when you’re ready to present. Get in place all the
people and factors necessary for the appropriate decision: “You
present and they decide.”
2. Second, when you do present, present to enable a decision. The
phrase “Enabling Decisions” has two meanings. First, the decisions
themselves are enabling. They enable the client to get what they want
in a way they feel good about. Second, the phrase refers to your
ability to be a catalyst, a facilitator of the decision.
MINDSETS
We and our clients both want the same thing — a solution that truly meets their needs.
The purpose of a sales presentation is to help people make good decisions in their best interests.
Don’t present until you are ready to present.
Sales is about understanding and influencing beliefs — yours and others.
Slow down for Yellow Lights.
Language matters.
SKILLSETS
Identify the right time to present in the sales cycle.
Present live to the right people for the right amount of time.
Use a Call Plan to structure and practice your presentation.
Answer the real questions.
Skillfully resolve stalls, doubts, concerns, and objections.
Ask for decisions in ways that the client feels well served rather than pressured.
TOOLSETS
Call Plan
Presentation Checklist
© FranklinCovey. All rights reserved. Page | 23
Closing the Sale
Learning Objectives Identify the right time to present in the sales cycle
Define the key components of successful advocacy
Identify the purpose of a presentation
Explain the components of a Call Plan to structure a presentation
Develop an End in Mind for a presentation
Identify and address the client’s Key Beliefs in a presentation
Identify and plan how to effectively address questions and Yellow Lights
Prepare potential next steps, each with a key decision
Develop an effective agenda for the presentation
Develop an Opening Statement that is straightforward, persuasive, and
succinct
Determine how to ask for decisions in ways that the client feels well
served rather than pressured
Duration Format Tools
1½ Days Live or Virtual
Call Plan
Presentation Checklist
SAMPLE 1 ½-Day Agenda Courses are typically customized for specific clients.
DAY 1
TIMING TOPIC
20 Minutes Introduction
How does this course integrate with what we’ve done before — and what we might do in the future?
What are the objectives of the course?
What’s in it for you?
40 Minutes Introduction to Advocacy: The Three BIG Ideas
Win before you present
Present only when ready
Present to enable a decision.
60 Minutes Present to Enable a Decision
Use a Call Plan to structure a presentation. Begin with the End in Mind — What do we want the client to say, do, or decide at the end of the
presentation?
20 Minutes Break
90 Minutes Key Beliefs: What does the client have to check off intellectually and emotionally to comfortably decide on the End in Mind?
60 Minutes Lunch
© FranklinCovey. All rights reserved. Page | 24
TIMING TOPIC
60 Minutes Questions
What are the most important questions we’d like the client to answer?
How and when will we ask them?
What are the tough questions they might ask and how will we respond?
30 Minutes Ask for a Decision: It is hard to enable a decision if we never ask for one. Yet asking for a decision can seem helpful or
manipulative, comfortable or pressured. How will you ask for a decision on each Key Belief and on the End in Mind?
20 Minutes Break
40 Minutes Yellow Lights: Acknowledge
Resolving Yellow Lights (stalls, objections) is critical to enabling a decision. Working with your most frequent and difficult client objections, we will develop mindsets and skillsets that greatly improve your ability to turn Yellow Lights to green.
Acknowledge, Understand, Resolve
Mental and emotional mindsets that put you in frame to address Yellow Lights clearly and fearlessly
40 Minutes Yellow Lights: Understand
What is the real objection?
How would the client resolve it?
What will happen if it is or isn’t resolved?
40 Minutes Yellow Lights: Resolve
Once you understand the real objection and the client’s criteria for resolving it, you can use methods founded in the science of persuasion for resolving the Yellow Light — or finding out you can’t.
15 Minutes Review and Debrief: Conclude Day 1
DAY 2 (half day)
TIMING TOPIC
20 Minutes Review/Preview
NOTE: Depending on how we mutually decide to spend time, we may replace Next Steps and Pre-condition with “Proposing Proof/Action.” Price Negotiation, Visual Presentations, and Roles may or may not be covered during the 1.5 days. If not, they will be covered as we move forward together.
60 Minutes Yellow Lights (Part 3): Resolve — continued
30 Minutes Next Steps: Whether the client says “Yes,” “No,” or “Maybe,” there are next steps.
Think through the next steps needed to move to completion and be ready to offer them.
20 Minutes Break
© FranklinCovey. All rights reserved. Page | 25
TIMING TOPIC
20 Minutes Precondition the Agenda
Using the EIM, KB, and the opening statement you already developed and practiced, create a communication to get client buy-in to your proposed agenda.
If they agree in advance to the decision(s) to be made and what needs to be addressed to do so, your presentation if off to a great start. If they want to modify the agenda, it is great to find out in advance.
60 Minutes Price Negotiations (The Basics): Negotiation is a broad and deep topic that we cover in an independent course. Yet since price
issues are common, we will work through and practice how to move past common price objection.
20 Minutes Roles: Coordinating multiple presenters is a challenge for many companies. Often it seems like many soloists rather than an
orchestra. How can we better blend the efforts of multiple presenters towards the common goal of enabling a decision?
20 Minutes Lunch
60 Minutes Proposing Proof/Action: Facts don’t always determine what people choose to believe — often, beliefs determine what facts
people will accept.
Reliable ways of presenting your proof and proposed action that will be both compelling and readily
accepted
60 Minutes Visual Presentations: Easy to absorb, hard to absorb? Your visual presentations can help or seriously hinder your ability to
enable a decision. Often visual aids include far too much information, are hard to absorb, and don’t clearly advance towards a
decision.
20 Minutes Break
30 Minutes Review: Consolidate what you have learned, answer questions, and resolve any “parking lot” issues.
60 Minutes Path Forward: How to work over time to build mastery in these skills and achieve measureable business outcomes: increased
win rates, higher maintained margins, and greater client satisfaction.
Franklin Covey Sales Performance Practice 1.800.707.5191 www.franklincovey.com/spg
© FranklinCovey. All rights reserved. Page | 26
Win-Win Negotiation
THE CHALLENGE
How well do you or your sales people negotiate? Do you ever leave anything on
the table? Do you ever “give something for nothing”? Do you ever win a deal,
only to lose it—or part of it—when negotiating terms and agreements? Do your
clients feel they’ve “gotten their money’s worth”—exchanged money for a
solution of comparable value?
WHAT MAKES A DIFFERENCE?
The ability to negotiate in a way about which the client feels good is a critical part
of yours and your client's success. When you apply negotiation principles with
effective dialogue in a process that's repeatable, you are able to manage a
discussion in which you can create the best value for the client—and claim the
exchange of value for your organization.
As a participant in the work session, you will work on your own negotiation
opportunities and receive expert how-to strategies, communication skills, and
tools for improving your abilities to stop discounting and start creating effective
value exchanges.
In the end, an organization is nothing more than the
collective capacity of its people to create value.” —LOU GERSTNER, FORMER CHAIR AND CEO OF IBM
MINDSETS
Never give something for nothing.
Establish Aggressive Realistic Targets (ART).
When rationale ends, your navigation begins.
Navigate from hard to soft.
SKILLSETS
Prepare and execute a plan with aggressive pricing targets.
Recognize and handle the most common negotiation tactics.
Resolve pressures and fears, and develop strong objection-handling skills.
Manage change orders.
TOOLSETS
Call Plan
Negotiation Plan
ROI OUTCOMES AND MEASURES Increased win rate
Increased client satisfaction Increased positive brand awareness
© FranklinCovey. All rights reserved. Page | 27
Win-Win Negotiation
Learning Objectives Identify key negotiation concepts
Define the concept of value
Define the role of preparation
Identify and develop the key components of preparation
Define anchoring and unanchoring
Define and determine negotiated targets
Determine how to navigate toward negotiated targets
Identify common objections
Develop strategies for handling common objections
Develop strategies for negotiating price
Define a strategy for handling Change Orders
Duration Format Tools
2 Days Live or Virtual
Call Plan
Negotiation Plan
SAMPLE 2-Day Agenda Courses are typically customized for specific clients.
DAY 1
TIMING TOPIC
75 Minutes Introduction: Key Strategies and Concepts
Exercise: Win as Much as You Can
Create value before claiming value
Communicate early and often
The role of trust
Saving face
15 Minutes Break
120 Minutes Building and Understanding Value: The role of negotiation during the sales process.
Defining value propositions
Structuring the conversation
Using the Decision Grid to work with the client’s decision process
15 Minutes Lunch
90 Minutes Power Through Preparation: How to build an effective negotiation plan
People, preparation, plan. Understanding your negotiating counterparts: History, Context, Styles, Background, Personal Win, Pressures and Fears – Can they really negotiate this deal?
Establishing targets: Aggressive Realistic Targets and No Deal Positions
15 Minutes Break
60 Minutes Opening Statements in Negotiation
Two Classic Tactics: Downward Pressure and The Flinch
Using Match Resolve Pushback skill
© FranklinCovey. All rights reserved. Page | 28
TIMING TOPIC
10 Minutes Break
65 Minutes Case Study
Apply what has been covered to a case or actual client
Get feedback from program facilitators and colleagues
DAY 2
TIMING TOPIC
15 Minutes Review
75 Minutes Anchoring and Unanchoring
Exercise: The role of anchoring
The role of value justification
15 Minutes Break
90 Minutes Negotiated Targets
Exchanges: Options and Interests
Navigating Toward your Negotiated Target
Exercise: “Yes…If”
60 Minutes Lunch
90 Minutes Objection Handling
Matching with EQ
Resolving with IQ
Exercise: Match Understand Resolve
Developing and practicing strategies for handling objections
15 Minutes Break
75 Minutes Price Negotiation
Taking price off the table
Developing and practicing strategies for price objections
Exercise: Price Negotiation
30 Minutes Overview: Change Orders
Creating value exchange in advance
Exercise on Change Orders
30 Minutes Addressing Other Common Tactics
Develop strategies to handle the following tactics:
Time
Ultimatums
Multiple negotiations
Good Guy/Bad Guy
Higher authority
30 Minutes Path Forward
Develop an action plan to implement negotiation concepts, skills, and Negotiation Plan
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