Snap Guia estrategica

Study Guide

Jill Konrath

For more fresh sales strategies, visit www.jillkonrath.com

SNAP Selling Study Guide 2

●● lntroduction 3

●● Part I: SNAP Decisions 4

Chapters 1 – 6

●● Part 2: The 1st Decision 11

Chapters 7 – 14

●● Part 3: The 2nd Decision 16

Chapters 15 – 25

●● Part 4: The 3rd Decision 24

Chapters 26 – 32

●● Part 5: Wrapping It Up 29

Table of Contents

http://www.jillkonrath.com/

It's a crazy-busy world out there. Your prospects feel the pressure like never before. They're

expected to do more, in less time, with fewer resources. The last thing they want to do is

change from the status quo.

That's why sales is so challenging today. And, it's why you need fresh strategies that actually

work in this business environment.

The purpose of this study guide is to help you get the most value from SNAP Selling.

You can use it by yourself, but for maximum effectiveness do it as a group and:

● Set up a regular time to meet, preferably every week.

● Assign 2-3 chapters for each meeting.

● Review the key points, discuss the questions and do the action steps.

● Talk about how the SNAP strategies apply to your own sales initiatives.

To stay on track, have one person lead the conversation to ensure it keeps moving forward and

everyone participates.

When you're all done—or even when you're halfway through—I'd love to know how SNAPSelling has impacted you personally and professionally.

Get talking!

Jill Konrath

Author, SNAP Selling



Welcome to the SNAP SellingStudy Guide!


Part 1: SNAP Decisions

■ Chapter 1: It's Tough Out There

What are your reactions to the Candid Letter from Your Customer? How close does this reflect

your experience with your prospects and customers?

The symptoms of Frazzled Customer Syndrome from Chapter 1 are listed here.

● Have you experienced these behaviors with your prospects?

● What other behaviors have you observed that indicate that your customer is in a state of

overwhelm.

Think About

Are the people in your own company crazy-busy? How about you? Reflect on how they/you

react when you're under pressure to get important things done before an impending deadline.

■ Chapter 2: How Frazzled Customers Think

In this chapter, you learn about the five descriptors of how customers think. Have you've

encountered these attitudes with your own prospects?

Konrath states that when your prospects disappear into the dreaded D-Zone, it's easy to blame

them for their "idiotic" decisions or for being rude. Then, she states that your own behaviors

may have contributed to this result.

● Knowing how frazzled your prospects are – and how people react under all this pressure –

how might you have unknowingly made things even worse?

● Can you give specific examples?

Think About

Any time your customer goes into the dreaded D-Zone, pay attention to what you were doing

just prior to this. Ask yourself how you might have contributed to this outcome.




■ Chapter 3: Inside the SNAP Factors

In this chapter, Konrath describes the four SNAP Factors in depth. Discuss these related

questions:

● Have you ever seen your prospects use simplicity as a decision fact? If so, explain.

● If a seller's ability to be an iNvaluable resource is critical to their success, what are the

ramifications for you? What can you personally do to be more valuable?

● How frequently do you encounter the "telltale signs" of lack of alignment on page 28 –

and did you realize you could change this reaction by changing your own behavior?

● Have you ever experienced organizational priorities changing overnight? What was the

impact on your ability to get the business?

Action Step

As a group, discuss how you personally use the SNAP Factors in your own encounters with

salespeople or when making a decision. Which factors are most important to you? How

quickly do you make these "SNAP Decisions"?

■ Chapter 4: SNAP Rules

In this chapter, the SNAP Rules of selling are defined. While they sound like common sense,

most sellers seldom consider all of them as they interact with their prospects.

● As you review the key questions under each rule, what really got you thinking? Why?

● What are the implications for you?



Simple Complex

▲

iNvaluable Ordinary

▲

Aligned Irrelevant

▲

Priority Nicety

▲GO Zone D-Zone


● Think of the last voicemail message you left or email message you sent. If you were a

prospect, how would you rate it – honestly!

● How else can you personally use this SNAP Check to increase your sales effectiveness?

Action Step

Think about a recent prospect you met with who brushed you off after the first meeting.

Knowing what you know now about how they evaluate you, brainstorm the numerous possible

things you might have done that actually lead to this outcome. If you were going to replay the

call, what would you do differently?

Since using the SNAP Check prior to, during and after customer interactions significantly

increases your success rate, incorporate it into your daily routine.

■ Chapter 5: What's Going On Inside Your Customer's Head?

In this chapter, Konrath talks about the four steps to become effective at getting into your

customer's head.

● Who are the decision makers that you're targeting? What are the functional roles they

have within an organization?

● How can you best use the Buyer's Matrix to help both your customer and yourself?

Action Step

As a group, do the Buyer's Matrix exercise on one of your key decision makers. Make sure

you get input from everyone to get maximum value from this exercise. Then repeat this

exercise with another primary decision maker you interact with on a regular basis




■ Chapter 6: Your Customer's Decision-Making Process

In this chapter, Konrath focuses on customer personas and gives several examples.

● Describe one of your prototypical customers in this manner.

● Discuss how you might leverage this to improve your sales.

Action Step

As a group, create a customer persona of a decision maker that you deal with on a frequent

basis. Once you've created this "person," practice doing a mind meld, talking as if you're this

person.

● What's important in your life?

● What do you like/dislike about salespeople?

● What are your biggest challenges?

Make sure you speak as if you’re actually this person.




Buyer's Matrix

Complete a Buyer's Matrix for every one of your primary decision makers. Refer to

page 42 in the book for a more detailed explanation. If possible, do it as a group activity

to gain even better insight into this position.

POSITION:_____________________________________________________________

● Roles and Responsibilities. What is he/she in charge of or expected to manage?

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● Business Objectives and Metrics. What does he/she want to achieve? How does

he/she measure success? How is he/she evaluated?

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● External Challenges. What external factors or industry trends might make it more

difficult to reach his/her objectives?

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● Strategies and Initiatives. What likely strategies and initiatives are in place to help

achieve his/her objectives?

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● Internal Issues. What likely issues does the organization face that could

prevent/hinder goal achievement?

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● Primary Interfaces. Who are the peers, subordinates, superiors, and outsiders with

whom he/she frequently interacts?

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● Status Quo. What's his/her status quo relevant to your product, service or solution?

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● Change Drivers. What would cause him/her to change from what is currently being

done?

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● Change Inhibitors. What would cause him/her to stay with the status quo, even if

they're not happy about it?

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NOTES: Part 1

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Part 2: The First Decision

■ Chapter 7: 1st Decision Overview

Take a look at the1st Decision Overview on page 57.

● As you review your customer's perspective, what thoughts come to mind?

● How about your role in the 1st Decision?

● Why do you think most sellers have such a hard time setting up meetings?

■ Chapter 8: Getting in the Game

In this chapter, Konrath cites several examples of "nice" messages that get deleted. Have one

person in the group read each message aloud and listen "as if" you were the targeted decision

maker.

● Would you have deleted the message at any point? If so, when?

● Review the chart on page 67. Are any of the words/phrases that you're using listed?

● What other words/phrases do you or your company like to use to impress potential

customers?

Action Step

Have everyone read a typical phone or email message they're currently using. Review these

messages to identify words and phrases that could be getting them deleted. Be ruthless. It will

save you problems later.



1st Decision

Allow

Access

2nd Decision

Initiate

Change

3rd Decision

Select

Resources

Oblivious Curious Complacent Committed Open Certain

No interest

in connecting

Agrees to

conversation

Will listen

to ideas

Status quo

unacceptable

Consider their

options

Best decision

selected


■ Chapter 9: Aligned: Craft Winning Value Propositions

In this chapter, Konrath states, "alignment starts with having a strong value proposition that's

highly attractive to your targeted customer – one that answers the question "Why should I

consider changing from the status quo?"

● Why should your customers consider changing from the status quo? What value will they

get? What problems will they eliminate? So what?

● What are the business drivers that your targeted customers are most interested in

achieving? (Make sure to identify ones you can impact.)

● Is your current value proposition strong enough? What do you need to do to strengthen it?

Action Step

Interview your existing customers – preferably ones that started using your product/service in

the past 12 months – and ask them about the value they've received.

Action Step

Craft several iterations of value propositions that would appeal to your targeted customer.

Work on strengthening them. Listen to them from a customer's perspective.

■ Chapter 10: Priorities: Capitalize on Trigger Events

In this chapter, Konrath states, "Trigger events shake the status quo to its core. What was

acceptable yesterday is no longer tolerable. New problems emerge that require resolution.

Traditional vendors become vulnerable to shifting needs. Fresh strategic initiatives dominate

the discussion. Review the list of trigger events (pages 78 – 79) and the section called

"Determine Your Own Trigger Events" (page 80). Then think about your own customers as

you answer these questions:

● What internal trigger events create opportunities for your product or service?

● What external trigger events create opportunities for your product or service?

● How can you leverage these trigger events to open doors in targeted accounts? What can

you say in your messaging?

Action Step

Set up "Google Alerts" on your key trigger events. Or, sign up for one of the recommended services.




■ Chapter 11: Create the Critical Connections

The focus in this chapter is on finding out who to contact within an organization. Konrath even

states that it's imperative to pursue multiple people concurrently because you don't want just

one person to determine your future in the account?

● Currently, what are you doing to identify who to contact? What are the strengths and

weaknesses of your current approach?

● Of the various online methods presented, which ones have you used? Successes?

Downsides? Which are worth exploring more?

● Multiple ways of leveraging LinkedIn are discussed. Which ways have you used? What

sounds interesting to you?

Action Step

Implement the LinkedIn connection strategies recommended in the book. Check out Jigsaw,

ZoomInfo, Hoovers and other online resources.

■ Chapter 12: Simple: Messages that Matter

Creating a "message that matters" is essential to your ability to gain access – both for use on

the phone and via email.

● How would you rate the effectiveness of your own messaging based on the format that

Konrath recommends? Share samples and talk about them.

● How could you use each of the three credibility-building strategies?

● Which of the three curiosity-piquing strategies would work best for your prospects? How

could you use all three of them?

● How can you close confidently so that you sound much more like a peer?

● If you get someone on the phone, what questions can you ask to engage him or her in a

conversation?

Action Step

Craft multiple versions of your email and phone messages. Share them with peers. Evaluate

them 'as if' you were your targeted customer and then figure out how to make them stronger.




■ Chapter 13: Passing the "Tell Me More" Test

In this chapter, Konrath states that most sellers misinterpret what their customers really mean

when they say, "Tell me more."

● Have you ever been guilty of these mistakes that are outlined in this chapter?

● What kind of "tell me more" stories do you have that would be appealing to your

customers?

● Discuss the three components of the "tell me more" story. Why do they all need to be

included?

● Verbally share your own "tell me more" story with your colleagues following the

guidelines described. In your first "telling" of it, what problems did you encounter?

Action Step

Work on developing your own "tell me more" story. Share it with your colleagues to get their

feedback. Then make it better.

■ Chapter 14: iNvaluable: Become Irresistible Right Away

In the final chapter of the 1st Decision, the focus is on how you can become an iNvaluable

resource before your customer even meets with you.

● What resources do you currently have at your disposal that you can share with your

customers?

● How can you get some new resources quickly without spending a ton of money? What

could you be doing on a long-term basis?

● Why is your digital image so important today? How would you currently evaluate your

digital image? What do you need to do to upgrade it?

Action Step

Pull together your own resources to share with prospective customers. Map out an entire

campaign to go after a specific account you'd really like to land.

Go upgrade your LinkedIn profile right now. Check out Jill Konrath's for ideas. Invite several

customers to be your connections. Ask Jill too! (Just mention this guide). Write a few

recommendations for people you've worked with before. Ask for several yourself.




NOTES: Part 2

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Part 3: The Second Decision

■ Chapter 15: Second Decision Overview

Take a look at the 2nd Decision Overview on page 119.


● How about your role in the 2nd Decision?

● Review and discuss the implications of the Final Caveat. What does this mean to you?

■ Chapter 16: Getting Off to a Good Start

In this chapter, Konrath states the value of getting into a company BEFORE they're thinking

about changing.

● What do you think about her rationale? Is it possible that you're overlooking some

opportunities?

● Should you back off when people say there's "no money in the budget"? How can you tell

if you might have a chance versus it being a total waste of your time?

● In the book is a quote from sales expert Sharon Drew Morgen. She says that most

salespeople totally ignore "the majority of the confusing, risky and hidden change issues

buyers need to address behind-the-scenes before they can responsibility bring in a new

solution." When you take a look at your product/ service, what are they? Be honest.

Action Step

Go interview your customers to find out everything they had to go through internally before

they got the "go ahead" to change from the status quo. Find out everything they had to do

before they started looking at options.




■ Chapter 17: Mind Over Chatter

In this chapter, the focus is on the very first meeting – the gateway to turning your opportunity

into a reality. If you have a good one, you have a chance. If you have a bad one, you're gonzo.

● What "homework" is required to ensure that you're a credible resource? If you're selling

to small or medium-sized businesses, you can't invest hours researching prior to each call.

What homework can you do to ensure that you sound like you're worth meeting?

● Konrath talks about the "death of consultative selling." That's a pretty strong statement

that typically gets people pretty riled up. Why is she taking such a firm stand on this and

telling you that you must assume? Do you agree or disagree?

● What are common ways that sellers goof on the first meeting? How do they "break the

promise?" Why should you keep the brochures at home?

● What are you doing on first calls? What are the obstacles you're running into? What

might you need to change? Be brutally honest.

Action Step

Go to www.sellingtobigcompanies.com and register for the newsletter. You will get a Sales

Call Planning Guide when you subscribe.

Use this to plan an upcoming meeting. Discuss it with your boss and/or colleagues. How can

you be more effective?

■ Chapter 18: Meetings That SNAP, Crackle & Pop

What does it take to get a prospect really interested in learning more about how your

product/service can positively impact your business? That's the focus of this chapter.

● To be successful today, sellers need to "enroll" their prospects by lighting a "spark of

possibility." What does this mean? Why is it important today? What can you do in an

initial meeting to light the spark of possibility with your prospects?

● Konrath states that you need to "Let go of the outcome." How can you be successful in

sales if you do that?

● On page 143, Konrath asks, "Have you thought about what you'd do if your prospects

gave you only five minutes?" Looking at your own product/service offering, what's most

important to cover?




● List as many ideas as you can. When you've exhausted the ideas, then discuss each one to

determine 1) What's good about it; 2) The potential hidden in the idea; and 3) It's

weaknesses.

● What do you think about preparing agendas for your meetings? What's the value to your

prospect? You?

Action Step

Write up how you'd respond if you called on one of the Mr. Kronicks of this world. Practice it

aloud, then share it with your colleagues. When you're done, ask them to tell you: 1) What's

good about it; 2) The potential hidden in the idea; and 3) It's weaknesses.

Additionally, create an agenda for an upcoming meeting with a prospective customer. Practice

presenting it to one of your colleagues, asking him/her to play the role of your prospect.

■ Chapter 19: Aligned: Assessing Business Value

To win more sales, you need a strong business case. In this chapter, Konrath covers the

strategies you need to use to make that a reality.

● Konrath states, "Your ability to ask good questions cannot be left to chance." Why is she

so adamant about it? What can good questions do for you?

● What questions have you used that work extremely well to engage the prospect and

uncover business value?

● Pulling together a business case for change is important. Is yours strong enough? What do

you need to do to make it stronger?

● Review the 2 sales-busting mistakes on page 160. Why are they sales killers?

Action Step

Using your completed Buyer's Matrix as a guide, develop questions you can ask your

prospects to uncover business value, explore the white space and find the white space. Share

with your colleagues.

Review your business case. What do you need to do to make it more compelling? Where can

you gather the data you need.




■ Chapter 20: iNvaluable: Become the Expert They Can't Live Without

In this chapter, Konrath states: "Frazzled customers want to work with experts." Most sellers

have never considered that their prospects want them for their knowledge, expertise, problem-

solving capability or ability to create new options.

● Why are YOU so important in your customer's decision process today?

● Read the story on page 165 on how one failing salesperson became invaluable. How

could you leverage that kind of thinking to be increase your sales?

● What expertise do you currently possess? What other areas of expertise could you

develop that your customer might find valuable?

● What are your MVP talents? What do you really like to do in the sales process? How can

you do even more of what you're good at.

Action Step

Create a plan to develop your expertise. Identify one thing you can do each week to become an

iNvaluable resource. Present your plan to your colleagues; listen to theirs for ideas.

■ Chapter 21: iNvaluable: Using Your Smarts to Create Change

This chapter focuses on how you leverage your expertise in your interactions with your

customers and prospects.

● What makes an experience with you—the seller—rich and compelling? Would your

prospects willingly pay you $500 to meet with them?

● How can you leverage each of these strategies with your prospects? Brainstorm ideas,

take turns role-playing the different approaches:

- "I understand your challenge" strategy

- "Closing the gap" strategy

- "Mind expansion" strategy

- "Show but don't tell too much" strategy

Action Step

Interview a customer to find what they think makes a great experience with a salesperson.

Their perspectives can help you find numerous ways to increase your personal value.




Action Step

Assign each seller (or small group) to one of the strategies. Have them lead your group on this

exercise exactly as they would in real time. While one person (or small group) conducts the

exercise, all the rest of the salespeople do the role-play as if they were your targeted

customers.

■ Chapter 22: iNvaluable: Be an Everyday Value Creator

In this final chapter on being an iNvaluable resource during your prospects second decision,

you'll learn fresh strategies to make that happen.

● What does Konrath mean when she says, "If you want to get to the Go Zone, you have to

take your questioning skills to a whole new level." Why is it necessary? What needs to

change?

● What if you stopped seeing yourself as a seller and instead said, "I am a business

improvement specialist." What expertise would you focus on developing that would make

you a greater asset to your prospects? How else can you create value for your prospects?

● On page 181, Konrath asks, "When was the last time you made your prospects really stop

and think?" What did you ask or say? Why is it important to be provocative? How can

you be more provocative?

Action Step

As a group, work on developing better question. Take your standard questions and rewrite

them to make them more provocative. Work on creating questions that encapsulate your

experience, knowledge and research too.





■ Chapter 23: Cut the Complexity

Complexity can throw a prospect into overwhelm and grind a hot opportunity to a screeching

halt. But that doesn't have to happen – especially if you take the lead. This is a whole new skill

set for many sellers.

● How often do your prospects go into the "I can't handle anything more now" mode? What

might you unwittingly be doing to make this happen?

● On page 186, Konrath says, "[Your prospects] want you to use your expertise to guide

them through the complex decision-making process." Why is this necessary today? How

can you do it effectively, without sounding bossy or over-assumptive.?

● As sellers, we hate to bring up the tough stuff. We hope our prospects won't notice and

we're afraid that talking about it will derail our sales efforts. Yet Konrath says it's critical.

What "tough stuff" do you typically run into? How can we bring up these issues

preemptively?

● Review the Buying Facilitation™ on page 189 – 190. These are not typical sales

questions, yet they can slash your sale cycle significantly because they deal with the

behind-the-scenes issues. Talk about how these questions feel, how you might use them

and possible variations that would work when selling your product or service.

Action Step

As a group, brainstorm the numerous ways you can make it easier for your prospect to change

from the status quo. Think about the bottlenecks you run into. Then explore ideas you could

use to prevent them from occurring.

■ Chapter 24: Priorities: Maintain the Momentum

It's tough to keep prospects from disappearing into the black hole. Yet it's imperative for you to

do that if you don't want to lose momentum and have to start all over again. In this chapter,

you'll learn strategies to ensure that doesn't happen.

● TMTQ – Too much, too quickly. It's a common seller-created problem that actually

paralyzes customers. Have you ever had that happen? What did you do? How can you

prevent it in the future?

● Review the chart on page 197. It's essential to speeding up your prospect's decision – or

keeping it from bogging way down.




- What are the common reasons that your prospects decide to stay with the status quo

instead of change?

- What momentum-building tools do you currently have in place to address these

issues?

- What might you want to add? What does your company need to create

- How can you best parcel these educational resources out slowly? Put together a plan

you can use when working with your prospects.

● As a seller, you need to be the catalytic agent. What do you currently do to make that

happen? If you got serious about doing this, what else could you be doing?

Action Step

Create a library of momentum-building tools that can be shared with others in your sales

organization. Engage everyone in your sales force in contributing to at least one of the

activities listed. Write your own articles, interview customers, put together case studies, find

papers from industry experts. Together, you can develop lots of usable material.

■ Chapter 25: Success with the Second Decision

This chapter summarizes what how you know you've accomplished your mission in the second

decision.

● How do you know when you've successfully completed the 2nd Decision?

● Sometimes prospects combine the 2nd & 3rd decisions. Why is that? How do you know

when that happens?

● Why is it worth getting involved in the 2nd Decision when you know your prospect will

be calling in your competitors before they make the final decision?




NOTES: Part 3

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Part 4: The Third Decision

■ Chapter 26: Third Decision Overview

Take a look at the 3rd Decision Overview on page 209.


● How about your role in the 3rd Decision?

● Why do you think most sellers struggle to win the business when they're up against

competitors?

■ Chapter 27: Selling to Hot Prospects

This chapter focuses on key strategies you need to use when you're dealing with prospects

who've already made the decision to change. Now, they're looking at options.

● On page 216, Konrath talks about the biggest goof that sellers make at this stage of the

decision process. Have you ever made a similar mistake? If you could do it over again,

what would you change?

● What can you to do increase your chances of getting the business if you're "late to the

party?"

● Describe the process your customers go through to make a decision to change. What

positions (vice president, director, manager) and groups are involved (marketing,

operations, legal)?

Action Step

As a group, create a decision map. Make sure to include all decision makers involved in your

buying process. Analyze it for potential bottlenecks. Look for places you could create tools to

expedite the process. Think about how you could become a differentiator in the process.

Continue on by landscaping the competition. Share your knowledge regarding their strengths,

weaknesses, strategies, customer insights and more.




■ Chapter 28: Simple: Make the Decision as Easy as Possible

This chapter focuses on how you can leverage simplicity to get the business when your

prospects are looking at competitors.

● What does it mean to become a decision guide? Why is that so important when dealing

with crazy-busy people? What are some things you can do to help your prospects simplify

their decision-making process?

● Review the questions on pages 226 – 229. Talk about the ones you're currently using.

Also, talk about the ones you're not using: Would they work? Should you include them?

How do you feel about asking them?

● Bringing up the "tough stuff" is always a challenge. Review the dialogs on page 230 –

231. Notice how the seller dealt with the issues.

- If you were the prospect, how would these responses make you feel?

- What are the tough things you have to bring up? How can you address them better?

Action Step

Create a road map for your prospects. Show them how you'll be working with them, outline

the steps of the process. Practice explaining it to each other so you can use it effectively.

■ Chapter 29: Aligned: Balancing the Value-Risk Equation

This chapter focuses on the multitude of considerations that prospects address as they assess their

options — and what you can do to significantly increase your chances of getting the business.

● Do you have a compelling vision of the future? Could you create one? How can you

create conceptual buy-in to your product or service?

● What type of financial decision makers are your prospects? Do you have the tools &

strategies you need to be effective with both types? Share your ideas with each other.

● Are you risky business? If so, what do your prospects fret over? What can you do to

reduce your prospect's perceived risk in doing business with you? What other ideas do

you have besides the ones in the book?

Action Step

As a group, think about the cost of inaction. What is your customer losing by not moving ahead

right now? How can you calculate it? Then, how could you best explain it to your prospect?




■ Chapter 30: iNvaluable: Be the One They Want to Work With

In this chapter, you'll learn strategies you can use to become an iNvaluable resource who

regularly dominates the competition to win the business.

● Konrath talks about collaborating with your prospects "as if" they were already

customers. What exactly does she mean by this?

- Have you tried it before – and if so, what changes have you seen in how your

prospects respond to you?

- When could you use this strategy most effectively?

● What are you currently doing to help your prospects differentiate between your company

and your competitors? How can you make the contrast even more striking?

● When your prospects perceive minimal difference between you and your competitor, it's

your job to become the difference. Take a look at the strategies on 248 – 250. How and

when can you best utilize them to your advantage?

Action Step

As a group, craft a comparison chart showing the differences between you and your

competitors. Brainstorm how you can make intangible things like "excellent service" or "high

quality" or "technological superiority" become more tangible.

■ Chapter 31: Priority: Getting the Business

Now's the time to focus on presentations and proposals. In this chapter, you'll get fresh ideas to

make yours snappier.

● Pull out a sample presentation you recently gave to a prospect.

- Is it ruthlessly relevant?

- Does it raise the priority status of this change?

- Is it simple?

● Most sellers include way too many slides in their presentations. If you were only allowed

7-10 slides, which ones would you use? Do you need to add any new slides to fill any

obvious gaps?

● How can you get your prospects significantly more engaged? In other words, how can

you turn it from a presentation into a conversation?




● Review the proposal format on page 257. How would you evaluate your proposals based

on the recommendations? What might you need to add? Eliminate?

● How can you make it easier for your prospects to say, "Yes"? What other ideas do you

have beyond those that are presented in the book?

Action Step

If your customers typically request presentations as part of their decision process, spend

serious time evaluating the effectiveness of your current template. You can significantly

improve your success rate by changing what you do in these meetings.

■ Chapter 32: Success with the Third Decision

Your initial sale into an account is often a test. If you do well, you'll get more business. If not,

they won't waste any more time with you.

● What kinds of things can go wrong right after a deal is signed and you're just starting

working with a new customer? What do you need to do to minimize the chances of this

happening?

● Why is it important to celebrate your customer's success? How does it help them? You?




NOTES: Part 4

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Part 5: Wrapping It Up

■ Chapter 33: SNAP to It!

This final chapter brings together everything that's been covered in SNAP Selling. It's time for

you to thing about it too. Go back over the book and pick out the five most important things

you learned in reading it.

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About Jill Konrath

Jill Konrath is an internationally recognized sales strategist and author. As a frequentspeaker at sales conferences, annual meetings and kick-off events, she shares freshsales strategies and practical advice that actually works when selling to today's crazy-busy prospects.

SNAP Selling, her most recent book, soared to the #1 salesbook on Amazon within hours of its release. Selling to BigCompanies, her 1st book was selected as a "must read" byFortune magazine and has been an Amazon Top 20 salesbook since 2006.

Get More Fresh Strategies

If you liked the ideas in this ebook, make sure you check out Jill Konrath's newProspecting Tool Kit that contains four free must-have sales tools. They'll help you openmore doors -- and ultimately close more sales.

Download the Prospecting Tool Kit now: http://bit.ly/ProspectingKit

Connect with Jill

Phone: 651-429-1922 Website: www.jillkonrath.comEmail: [email protected] Twitter: http://www.twitter.com/jillkonrath


http://bit.ly/ProspectingKit

http://www.amazon.com/SNAP-Selling-Business-Frazzled-Customers/dp/1591843308/ref=sr_1_5?ie=UTF8&s=books&qid=1266964004&sr=1-5

http://www.amazon.com/Selling-Big-Companies-Jill-Konrath/dp/1419515624/ref=pd_ts_b_14?ie=UTF8&s=books

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