Break the Rules and Close More Sales

Presented by Maurits Horbach

 

David H. Sandler – Called the Game! This system was developed 30 years ago by

someone who hated sales! Sandler hated the games played by Buyers

and developed a system to stop the games. We are an organization of more than 250

business development experts and trainers world wide.

The Difference Between Good to Great is Mental Toughness.

© 2007 Sandler Systems Inc. All Rights Reserved

SUCCESS

TechniqueBehavior

Attitude

Plan Action

Goals

Tactics Strategy

Presence

Company Market

YOU

Motivation &Commitment Conviction

Beliefs

Nothing Happens Until Someone Sells Something… The majority of problems businesses face go

away with increased Sales and Gross Profit Margin

Most people want to buy and resent being sold. What words would you use to describe the

typical salesperson? Have you earned that designation? How?

Rules that need to be Broken

And how to make it stick!

Break the Rules:

“You can tell a sales person a mile away…they are only interested in themselves and getting their hands on my money!”

The sale is about your prospect and their pain. Your product, service and charming personality is meaningless to them.

A trusted Advisor walks away from money if there is not a mutual benefit

Break the Rules:

“You can tell when a sales person is lying…their lips are moving!”

The restoration of integrity in the sales process happens only when both the prospect and salesperson agree to stop playing games.

You must know the games that are being played and have the guts to “call the game”.

Break the Rules:

“My sales people need to be experts who understand our product, service and applications.”

A Sandler Trained Professional understands people and the psychology behind the sale and recognizes that product knowledge is only used to understand how to help a client, not to sell them.

Emphasis on product training leads to: Show up and Throw up!

Break the Rules:

“Sales people are self focused, they presume to know what I need and are only in it for the money!”

Sandler Trained Professionals focus on disqualifying, not qualifying.

Fortune 500 Companies Focus training dollars on developing people skills not product knowledge.

Break the Rules:

“If I just knew the magic close, I could grow my business.”

Technique Training Alone Doesn’t Work…Why? Hidden Head Trash.

We need to identify the road blocks that stop growth.Change begins with an objective and accurate

diagnosis of the beliefs that support or abort sales success.

Break the Rules:

“_____ could sell ice cubes to Eskimos!”All sales peoples are not extroverts. The top 20%

of sales people are not “born sales people”. They are people who develop and follow a

system and typically have to work hard on the people side of the equation.

Break the Rules:

“If I could just learn the right techniques I could double my income!”

What you believe determines how you act. Clients come to us and say “I have heard you have a

cold calling technique that works 90% of the time…teach it to me!”

The technique will not help you if you don’t identify the belief that keeps you and your team from executing.

Break the Rules:

“The customer is always right!”This belief is designed to create a subservient

relationship with the client that lets them control us. The doorway to intimacy is conflict and true trust

develops out of intimacy. If you don’t challenge them, you cannot manage

them. The Trusted Advisor warns about the unknown that

threatens the prospect, even if it is their wrong thinking.

Break the Rules:

“Prove to me you are an expert and I will buy from you.”

This move is designed to encourage premature presentation that results in unpaid consulting.

The salesperson is always trying to close and the prospect is always dodging and misleading.

The Sandler Trained Professional uses negative reverse selling to let the client do the closing.

Break the Rules:

“Salespeople are desperate for a close…if you wait for the end of the month the price will really go down.”

This move is designed to reduce the product or service to a commodity and intimidate the company to compromise.

Capitulation results in continued abuse and a loss of respect and trust. Respect is earned, not purchased.

The Sales Call Is Never Between You And Your Client It is always between your parents and your

prospect’s parents! Lynn in Cincinnati

Guess what mom? I am starting my own business! Great honey, how are you going to find clients…? Cold

calling…Oh no, you’re not going to be ONE OF THEM, are you?

The negative belief about being “one of them” almost cost Lynn to fail.

I Don’t Have Hidden Beliefs…Do I?

Before you cross the street, ____ ___ _____. Children should be ______ ___ _______. Don’t talk to _____________. Clean your ________, there are starving ______ __

______. That is none of _____ __________. Always wear clean __________. Speak when you are _______ __. Don’t inter____!

Non-Supporting Belief:Need for Approval Need for approval: You were raised to be liked. High Need for approval = Professional Visitor Moderate Need for Approval = wishy washy

outcomes. Need for approval = Time spent with people who

won’t reject you. Sales people who don’t want to hear no. Suspects who don’t want to say no.

Non-Supporting Belief:Fear of Rejection Fear of Rejection results in No prospecting

and Slow No’s Slow No’s result in:

Hopa-hopa landTime wastingDisappointment & FrustrationFailure

Selling Systems

Prospect’sSystem

TraditionalSales System

Sandler’s System

Prospect’s System

Prospect’sSystem

Hold Cards Close to Vest

Get All the Information You Can

Commit to Nothing Disappear

Traditional Selling System

TraditionalSales System

Rapport

Qualify

Presentation

Trial Close

Prospect vs. Traditional

Hold Cards Close to Vest Rapport

Get All the Info You Can Qualify

Commit to Nothing Presentation

Disappear Trial Close

Step What the Buyer Said:

What the Seller Thinks:

What the Buyer Meant:

1 I am interested in what you have to offer.

I’ve got a live one. I’m shopping around and comparing prices.

2 Tell me more about it.

They are ready for me to convince them to buy.

I want as much data as I can get without making a commitment.

3 Sounds Good! Give me some time to think it over and we will get right back to you.

They’ll call soon and give me the PO number.

Don’t call me. I’ll call you if I decide to buy.

4 --Silence-- They are probably busy or forgot, so I will call them for the order.

No Sale, It’s over!

The Buyer Seller Dance

Buyer’s Seller’s If they like me, they will

buy from me

If they give me great ideas, it’s not stealing

It’s ok to lie to sales people

If I show them I am an expert, they will trust me

If I don’t see them or return their calls, they will go away

If I know I will not buy, it is still OK to get help

They are really interested and they really like me!

They must be really busy

The Buyer Seller DanceBuyer’s Seller’s

Qualify

Steal

Lie

Present

Hide

Lie Close

Chase

Sandler Selling System

Traditional Selling:

If the Competition is doing it,

STOP!

Seek First to Understand… Understand: Before you develop or propose a

solution, you must clearly understand the prospects… Pain and Gain Budget and available resources Decision making process

Be Understood: Present the Fulfillment to their Pain and Gain in the context of their budget, decision process and your relationship.

Step 1: Bonding and Rapport

Neural Linguistic Programming Modalities

Auditory Visual Kinesthetic

Active Communication Transactional Analysis

Communication Wheel

Tonality38%

Verbal7% Physiology

55%

Primary Sensory Dominance

Visuals - People who make sense of the world through sight.

Auditories - People who make sense of the world through sound.

Kinesthetics - People who make sense of the world through touch.

Stern Nurturing Movie is going or Hooked PAST Reaction Rebellious Compliant DEFEND LEARNER PRESENT Thinking

Movie is going or Hooked

Parent

Adapted

Child

Adult

Natural Child

Transactional Analysis

↑Faster

Pace

↓

↑Slower

Pace

↓

When communicating with a person who isdependent, neat, conservative, perfectionist, careful and compliant:

Prepare your "case" in advance. Stick to business. Be accurate and realistic.

Factors that create tension or dissatisfaction: Being giddy, casual, informal, loud. Pushing too hard or being unrealistic with deadlines. Being disorganized or messy.

When communicating with a person who isambitious, forceful, decisive, strong-willed,independent and goal-oriented:

Be clear, specific, brief and to the point. Stick to business. Be prepared with support material in awell-organized "package."

Factors that create tension or dissatisfaction: Talking about things that are notrelevant to the issue. Leaving loopholes or cloudy issues. Appearing disorganized.

When communicating with a person who ismagnetic, enthusiastic, friendly, demonstrativeand political:

Provide a warm and friendly environment. Don't deal with a lot of details (put them inwriting). Ask "feeling" questions to draw their opinions or comments.

Factors that create tension or dissatisfaction: Being curt, cold or tight-lipped. Controlling the conversation. Driving on facts and figures, alternatives,abstractions.

When communicating with a person who is patient, predictable, reliable, steady, relaxed and modest:

Begin with a personal comment-break the ice. Present your case softly, non-threateningly. Ask "how?" questions to draw their opinions.

Factors that create tension or dissatisfaction: Rushing headlong into business. Being domineering or demanding. Forcing them to respond quickly to yourobjectives.

←People/Feeling→

←Tasks/Thinking→

↑AggressIve

↓

↑Passive

↓

←People/Feeling→

←Tasks/Thinking→

↑Faster

Pace

↓

↑Slower

Pace

↓

When communicating with a person who isdependent, neat, conservative, perfectionist, careful and compliant:

Prepare your "case" in advance. Stick to business. Be accurate and realistic.

Factors that create tension or dissatisfaction: Being giddy, casual, informal, loud. Pushing too hard or being unrealistic with deadlines. Being disorganized or messy.

When communicating with a person who isambitious, forceful, decisive, strong-willed,independent and goal-oriented:

Be clear, specific, brief and to the point. Stick to business. Be prepared with support material in awell-organized "package."

Factors that create tension or dissatisfaction: Talking about things that are notrelevant to the issue. Leaving loopholes or cloudy issues. Appearing disorganized.

When communicating with a person who ismagnetic, enthusiastic, friendly, demonstrativeand political:

Provide a warm and friendly environment. Don't deal with a lot of details (put them inwriting). Ask "feeling" questions to draw their opinions or comments.

Factors that create tension or dissatisfaction: Being curt, cold or tight-lipped. Controlling the conversation. Driving on facts and figures, alternatives,abstractions.

When communicating with a person who is patient, predictable, reliable, steady, relaxed and modest:

Begin with a personal comment-break the ice. Present your case softly, non-threateningly. Ask "how?" questions to draw their opinions.

Factors that create tension or dissatisfaction: Rushing headlong into business. Being domineering or demanding. Forcing them to respond quickly to yourobjectives.

Emotion: OptimismFear: Social Rejection

Emotion: AngerFear: Being Taken Advantage Of

Emotion: No EmotionFear: Change

↑AggressIve

↓

↑Passive

↓

Emotion: FearFear: Criticism of Performance

Step 2: Up Front Contract

Agreement between you and your prospect about what will happen next.

If we fail at this we get sucked into looks good, TIO, and Hopa-hopa Land!

Step 3: Pain/Gain

If you don’t find blood, you are in the intellectual realm.

If you have a burst appendix, will you ask the surgeon for Features, Benefits, and Cost?

If you develop the skill to find Pain, you will never sell on price again!

It Is Not About You… It’s about your prospect’s Pain and how you can

help them… Eliminate the Pain– tangible and quantifiable Avoid the Pain – intangible fear or speculation Turn the Pain into Gain

People ask for your help if they are convinced you can help them with their: Fear of Loss Expectation of Gain

Traditional Salespeople think Solution

Sales Professionals think Issues.Quick List up front of all the issues Confirm that it is completePrioritizeDig for Pain starting with the top priority

Identify the symptom Discover the underlying problem Quantify the Personal Impact

Summarize and Confirm

Formula To Find Pain:

Well

+ Critical+ Sick

+ Hurt

Pain!!!

Uncovering Pain Emotional Example:

Annual Check-up

“Let’s take a closer look”Wasted time

$1500.00

Surface Indicator QuestionsLevel 1 Pain

What’s the biggest problem you are having with _______________?

Tell me more about that…

Can you be a bit more specific…maybe give me an example?

Underlying Problem QuestionsLevel 2 Pain

How long has that been a problem?

What have you tried to do to solve it?

Why do you suppose that didn’t work?

Personal Impact QuestionsLevel 3 PainHow much would you say your

problem has cost you in the last year?

How does that affect you directly?

How does that make you feel?

Call to Action QuestionsLevel 4 Pain Are you ready to give up trying to deal

with it?

Is there anything else I should know that would be helpful?

What were you hoping I would do?

Does the prospect have enough pain to qualify for the next step?

Is the problem one that you can fix?

Do they acknowledge it is a problem?

Are they committed to fixing it?

Are they willing to do something about it now?

Step 4: Budget

Translate Pain into Dollar to help validate the investment

Logistics - Where will the money come from? Can I help?

Do you want to know if they can afford you before or after the presentation?

How much do they anticipate investing?

Step 5: Decision Process

Who, What, When, Where, Why and How Long?

Each time you present to a non-decision maker, you waste time and sell out your self and your family.

Step 6: Fulfillment

Set the Ultimate Up Front Contract for the Final Decision Meeting

No presentation until you have Pain, Budget, and Decision.

Use Features and Benefits ONLY to solve pain, not to sell.

Only present to their pains identified.

Step 7: Post Sell

Cement the deal from back outs and buyers remorse.

Post Sell objectives: Manage the buyer’s remorse that everyone has.Coach the client on how to handle the usurped

vendor.Ask for Referrals

Prospect’sSystem

TraditionalSales System

Sandler’s System

Who’s in Control?

WimpJunction

Wimp Junction

You need a powerful selling system. It doesn’t matter if it is the Sandler System, but get one! If

you do not have a system that is more powerful than the prospects system, you will wimp out!

Exercise: Starting at 1, go as high as you can, circling each

consecutive number.Try again, knowing the system. Performance improve

at all?

Exercise:

Starting at 1, go as high as you can, circling each consecutive number.

If you have a system, can you beat your time? Try again, knowing the

system.

Performance improve?

How do you break the Rules and keep them broken? Any “Clean Plate Club” Members? You must install a new operating system and

that takes hard work and ongoing reinforcement.

Stop the Unpaid Consulting Now! Stop the Features and Benefits Now! If you do, you will differentiate yourself in the

market place!

A Trusted Advisor Knows and Follows a Process.

Is Your Team Reading Off of The Same Sheet of Music?

Sandler Training Sales Template :

The following is a sample of a sales template. Notice how a template sets and manages expectations and outcomes.

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5 Levels of 5 Levels of SellingSelling

VENDOR = OFFERING-BASED SOLUTION

Features/Advantages/Benefits Approach

SOLUTION PROVIDER = SOLVES PROBLEMS

Client shares a specific need.

CONSULTANT = NEEDS BASED Client shares what they want, but don't

have.

PARTNER = RELATIONSHIP BASED Both parties are committed to solve

problems & work together.

TRUSTED ADVISOR Exposes/anticipates problems the client

was not aware of.

People Who ‘Need ‘Need but Don’t Want’but Don’t Want’ or

‘Want but Don’t ‘Want but Don’t Need’ Need’ Are Looking

For A

TRUSTED ADVISOR

Adapted from: The Trusted Advisorby David H. Maister

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Sandler Selling System

Which of the 7 is the least important step?Where is the close?Why MUST a Trusted Advisor sell this way?

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Build A Sales TemplateA Sales Template will:

Establish and define next steps Mitigate risk for buyer & seller Control the sales cycle

How will I use a Sales Template?1. Every member of the team uses the tool

and shares it openly with prospects

2. To demonstrate a systematic approach to prospective clients

3. To set expectations and reduce the buyer’s tendency to “shop”

4. To differentiate my firm from my

competitors.

Build a map of sequential meetings, events, and interactions starting with first conversation through to the elimination of client’s problem(s) over the life of the engagement.

1. __________________

2. __________________

3. __________________

4. __________________

5. __________________

6. __________________

7. __________________

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59

60

61

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18 Months

Regular Check-Ups

A good look at the results.

What are they and what needs

to change.

12 Months6 Months10 Days

We

Beg

in

Reality CheckReview

Assessments, Develop Program

And Set Goals

If “YES” Program Starts

First 18 Months: BUILDING CRITICAL MASS AND THE FOUNDATION BLOCKS FOR SUCCESS

Ongoing Weekly Reinforcement

No Guts No Gain1.5 Days Of Mental And Emotional Conditioning

Boot Camp Meetings:

2 days of full immersion.

Timeline and General Overview

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18 M

onth

s

12 M

onth

s

No Guts No Gain: I WILL meet my

GOALS!!

6 M

onth

s

1st Boot Camp: I think I'm starting to get IT!!!

2 M

onth

s

We

Beg

in

The assessments say what? THIS ISN’T a LITTLE

PROBLEM!First 18 Months: CHANGE IS NOT EASY!

This is a TON OF WORK!!!

I’m so committed I refuse to be kept down.

The Emotional Rollercoaster

Breaking old habits is hard!

That UFC works!

This is becoming 2nd nature!

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The Stages Of Learning

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Your Belief Will Determine if You are Terrified, or You Enjoy the Ride!

Now That You Know… What Are You Going To Do?Maurits Horbach

Sandler TrainingFinding Power Through ReinforcementBeukenlaan 10-2121 TL-Bennebroek - the Netherlands

+31 6 11320751mhorbach@sandler.com

www.nederland1.sandler.com

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