In order to establish value, you must first know what is
valued. These are the areas of concern for most
Global 2000 executives.
Very secure
How does your solution provide increased security and
protection?
What can a prospect or customer expect from you solution
in terms of providing additional security?
Adaptable
What enables your solution able to expand and contract
quickly?
Is your solution scalable? If more of
your product or service was required, would you be in a
position to provide it? What are your capabilities as a
company in terms Of adapting your solution to fit the
prospect or customer's specific needs or environment?
Low total cost of ownership
What will be the Total Cost of Ownership?
Remember to factor in the additional costs of
documentation, training or education, consulting services
and maintenance or maintenance renewal costs.
What type of Return on Investment can the prospect
reasonably expect?
How fast or what is the net payback period of your
solution?
Usable
How difficult will your solution be to implement and use?
What can the prospect expect to encounter when using your
solution?
What type of support is available if they encounter
problems?
Efficient and effective
How will your solution increase their efficiency or the
Effectiveness upon the way they do business?
What is it about your solution that will allow the prospect
to get more done in less time than before?
Dependable
What is your solution track record in terms of being
consistent and reliable?
Who has used it and for what types of applications?
Take some time to write out your answers to each question.
Then read your answers aloud.
Which make the most sense?
Which ring true when you say them?
Add those statements to your sales toolbox.
Thursday, July 5, 2007
Monday, June 25, 2007
Putting the Person back into a Technical Presentation
Putting the Person back into a Technical Presentation
by Cathleen Fillmore
Sometimes a lot of money hangs on these sales presentations.
Yet the sales professional is not really trained in the art
of delivery. So he or she takes the time to learn to do a
very sophisticated technical presentation with lots of flashy
graphics and a great sound system and still loses the deal.
What happened? Simple. No matter how sophisticated
technology has become over the past few decades, buying is
still an emotional reaction backed up by logic. This tells
you that your buyer needs to relate to you as a person
and then needs to justify his buying decision based on the
information you present.
Keep in mind, then, that YOU are the presentation and your
laptop is your assistant. And keep these tips in mind:
Pause before you begin your presentation. Take a moment
to really connect with as many of the audience members as
you can.
2. After you've been introduced or introduced yourself,
tell an ice-breaking story. The story should be yours
rather than one that you've borrowed that they may have
heard before. The story should be something that your
audience members can easily identify with.
If it's funny, that's great but it doesn't have to be.
Humor is tricky unless you're totally comfortable with it.
3. State clearly (and briefly) why you're there, what you
will be showing them and how that will benefit them. If a
set time limit hasn't been established, set one and then
stick to it. People get anxious when they don't know how
long you'll go on.
4. Don't allow your Power Point Presentation to dominate.
You're still in charge. Intersperse your slides with
personal comments. Make sure your audience is aware of
your presence.
5. Finish on a high note. If you're allowing time for
questions and answers, slot that in before you end your
presentation with a rousing call to action and reiteration
of the benefits your products or services can bring to your
clients. Wish them every success in their endeavors and
thank them sincerely for taking the time to listen to you.
And that's your exit cue!
Cathleen Fillmore is author of Going for Gold! A Complete
Marketing Strategy for Speakers and has published over 200
articles. She is Director of Speakers Gold, a proactive
speakers bureau http://www.speakersgold.com. For more
detailed information on making a dynamic presentation,
contact Cathleen by sending cfillmore@idirect.com
or call 416-532-9886.
by Cathleen Fillmore
Sometimes a lot of money hangs on these sales presentations.
Yet the sales professional is not really trained in the art
of delivery. So he or she takes the time to learn to do a
very sophisticated technical presentation with lots of flashy
graphics and a great sound system and still loses the deal.
What happened? Simple. No matter how sophisticated
technology has become over the past few decades, buying is
still an emotional reaction backed up by logic. This tells
you that your buyer needs to relate to you as a person
and then needs to justify his buying decision based on the
information you present.
Keep in mind, then, that YOU are the presentation and your
laptop is your assistant. And keep these tips in mind:
Pause before you begin your presentation. Take a moment
to really connect with as many of the audience members as
you can.
2. After you've been introduced or introduced yourself,
tell an ice-breaking story. The story should be yours
rather than one that you've borrowed that they may have
heard before. The story should be something that your
audience members can easily identify with.
If it's funny, that's great but it doesn't have to be.
Humor is tricky unless you're totally comfortable with it.
3. State clearly (and briefly) why you're there, what you
will be showing them and how that will benefit them. If a
set time limit hasn't been established, set one and then
stick to it. People get anxious when they don't know how
long you'll go on.
4. Don't allow your Power Point Presentation to dominate.
You're still in charge. Intersperse your slides with
personal comments. Make sure your audience is aware of
your presence.
5. Finish on a high note. If you're allowing time for
questions and answers, slot that in before you end your
presentation with a rousing call to action and reiteration
of the benefits your products or services can bring to your
clients. Wish them every success in their endeavors and
thank them sincerely for taking the time to listen to you.
And that's your exit cue!
Cathleen Fillmore is author of Going for Gold! A Complete
Marketing Strategy for Speakers and has published over 200
articles. She is Director of Speakers Gold, a proactive
speakers bureau http://www.speakersgold.com. For more
detailed information on making a dynamic presentation,
contact Cathleen by sending cfillmore@idirect.com
or call 416-532-9886.
Thursday, June 14, 2007
How to Sell in Any Type of Market
This is my first post. I will post a new Cold Calling Sales Tip every week.
Think benefits. A few of the questions in this section were:” What is the minimum return our clients need from our products or services?” How can we out do that by 50% to 100%?""What has been the client's experience with the competition?” What sets us apart?" or” What is our unique selling proposition or specialization?"
Suggestion: Take some time during a sales meeting to discuss these questions, take notes of the answers, put them in an email and distribute them electronically via email so they can be modified and expanded by people throughout your company.
You could be surprised at who comes up with unique ways to help a customer or make it easier for them to do business with your company.
Set service standards. Define what the best type of customer service is and then measure and deliver it.
Sell your track record. Get permission to use specific client's names and documented numerical results to increase your credibility.
Nail it down. Don’t assume the customer has a clear understanding of the details. Be sure to go over information and especially contracts in detail.
Work back-to-front. If your start with a prospect's budget and vision it iseasier to work backward and demonstrate how your productor service will fit their requirements.
Bridge the gaps. Specify the results you want from your sales force, compare them to the current situation, and then center your strategy to bridge the gaps.
Don't promise more than your organization can deliver. Promising and not delivering is as bad as hearing complaints and ignoring them.
Use prospects' names as marketing tools. Create a seating chart in front of you and take note of their names. Use their names during a presentation to gain attention, control conversations and underscore points. Realize that past successes don't cut future deals. Track client's post sales shifting priorities and work them into renewal contracts.
Put the customer in charge. Adapt your company policies to meet the customer's needs.
The bottom line. Let your customers be in charge by letting their needs drive your strategy. It worked for Sam Walton the founder of Wal-Mart and it will work for you too.
Think benefits. A few of the questions in this section were:” What is the minimum return our clients need from our products or services?” How can we out do that by 50% to 100%?""What has been the client's experience with the competition?” What sets us apart?" or” What is our unique selling proposition or specialization?"
Suggestion: Take some time during a sales meeting to discuss these questions, take notes of the answers, put them in an email and distribute them electronically via email so they can be modified and expanded by people throughout your company.
You could be surprised at who comes up with unique ways to help a customer or make it easier for them to do business with your company.
Set service standards. Define what the best type of customer service is and then measure and deliver it.
Sell your track record. Get permission to use specific client's names and documented numerical results to increase your credibility.
Nail it down. Don’t assume the customer has a clear understanding of the details. Be sure to go over information and especially contracts in detail.
Work back-to-front. If your start with a prospect's budget and vision it iseasier to work backward and demonstrate how your productor service will fit their requirements.
Bridge the gaps. Specify the results you want from your sales force, compare them to the current situation, and then center your strategy to bridge the gaps.
Don't promise more than your organization can deliver. Promising and not delivering is as bad as hearing complaints and ignoring them.
Use prospects' names as marketing tools. Create a seating chart in front of you and take note of their names. Use their names during a presentation to gain attention, control conversations and underscore points. Realize that past successes don't cut future deals. Track client's post sales shifting priorities and work them into renewal contracts.
Put the customer in charge. Adapt your company policies to meet the customer's needs.
The bottom line. Let your customers be in charge by letting their needs drive your strategy. It worked for Sam Walton the founder of Wal-Mart and it will work for you too.
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