Lay out the game plan -
Start at the end - the stalls and objections.
The Law of the Line.
The Five Pillars.
Feeling good, financial means and authority to decide.
That's all there is.
The purpose of the salesperson is to guide the customer through the process of making a big decision.
All the "how" - the word tracks, the flow, the strategies - are an effort to postpone the "Moment of Decision" until after we've gathered enough information to have constructive closing conversation.
The Law of the Line.
The Five Pillars.
Feeling good, financial means and authority to decide.
That's all there is.
The purpose of the salesperson is to guide the customer through the process of making a big decision.
All the "how" - the word tracks, the flow, the strategies - are an effort to postpone the "Moment of Decision" until after we've gathered enough information to have constructive closing conversation.
I called your salespeople and ask them two questions:
1. What is your job as a salesperson?
2. What service do you provide for your customers?
They'll tell me all about what they do all day and all the phone calls they have to make, emails they have to send, show cars, present numbers, all the "How" stuff. What they won't say is that their job is guide the customer through the process of making a big decision, or anything about how to do that in a way that psychologically aligns with how the brain makes decisions.
The way we're going to fix this problem is through the process of guided discovery. We sit them all down and start asking questions. Then based on the answers we get, we'll tailor the presentation of the Five Pillars, the Law of the Line, and the Closing Conversation. Then as a group we'll develop a list of essential questions to guide our new consultative sales process, and format those questions into a customized Discovery Sheet.
What's the biggest problem with conventional training?
1. People don't engage with it because don't believe in it.
2. The don't put into practice because they don't remember it because they weren't engaged with it the first place.
3. There's no return on investment. It was a waste of money.
In our method, the team produced the training program. Because the team produced it, the team will believe in it, engage with it, remember it, and use it. And that means your money was well spent.
1. What is your job as a salesperson?
2. What service do you provide for your customers?
They'll tell me all about what they do all day and all the phone calls they have to make, emails they have to send, show cars, present numbers, all the "How" stuff. What they won't say is that their job is guide the customer through the process of making a big decision, or anything about how to do that in a way that psychologically aligns with how the brain makes decisions.
The way we're going to fix this problem is through the process of guided discovery. We sit them all down and start asking questions. Then based on the answers we get, we'll tailor the presentation of the Five Pillars, the Law of the Line, and the Closing Conversation. Then as a group we'll develop a list of essential questions to guide our new consultative sales process, and format those questions into a customized Discovery Sheet.
What's the biggest problem with conventional training?
1. People don't engage with it because don't believe in it.
2. The don't put into practice because they don't remember it because they weren't engaged with it the first place.
3. There's no return on investment. It was a waste of money.
In our method, the team produced the training program. Because the team produced it, the team will believe in it, engage with it, remember it, and use it. And that means your money was well spent.
Not sure where this principle fits in, other than to prove that we'll always need salespeople.
The time/effort required to make a decision scales with the financial impact of the decision, and varies based on the customer's personality type (decision-making style) and the number of options available in the set.
I bet I can find some stats on this.
Something that's less than .01% of yearly income takes virtually no time to decide on, unless the selection is huge. These are grocery store items.
Things that are .5% to 1% of yearly income take longer - from a few hours up to a few days from the point of inception. These are things like cell phones, furniture, appliances, power tools, etc.
Items that are 2% - 5% of yearly income typically involve several days up to a few weeks from the point of inception. These are things like large TV's, computers, high-grade hobby items like golf clubs or guns, and higher-end appliances.
Items that are 20% and up will always require the most time, typically involving several months of ramp-up time, leading to a consultative visit, and finally a decision. These are things like home renovations/additions, other construction like outbuildings, large recreational items like RV's/Motorcycles/Boats, and automobiles.
The time/effort required to make a decision scales with the financial impact of the decision, and varies based on the customer's personality type (decision-making style) and the number of options available in the set.
I bet I can find some stats on this.
Something that's less than .01% of yearly income takes virtually no time to decide on, unless the selection is huge. These are grocery store items.
Things that are .5% to 1% of yearly income take longer - from a few hours up to a few days from the point of inception. These are things like cell phones, furniture, appliances, power tools, etc.
Items that are 2% - 5% of yearly income typically involve several days up to a few weeks from the point of inception. These are things like large TV's, computers, high-grade hobby items like golf clubs or guns, and higher-end appliances.
Items that are 20% and up will always require the most time, typically involving several months of ramp-up time, leading to a consultative visit, and finally a decision. These are things like home renovations/additions, other construction like outbuildings, large recreational items like RV's/Motorcycles/Boats, and automobiles.
Make sure all decision-makers are in the room.
Lay out the course - at the end of this you're going to circle yes, no, or think about it. But think about it isn't an option. If it's a no, that's fine, but you have to tell me no.
How'd you guys hear about me?
Why am I here today? Basically, what puts you in the market for for sales training? Have you had any outside trainers in the past? What other solutions are you considering?
What problems are you having now? How have those problems impacted the bottom line? What would it do for your business if those problems could be fixed?
What's the most important thing you'd like to get accomplished? Of course we want to sell more cars, but what specifically do you want to work on right now that you feel would make an impact on the bottom line?
Now present -
My industry. Why an outside trainer makes sense. My qualifications and past success.
Distinct value.
Limited availability. Only working with a small number of dealerships.
Present the menu and ask for the business.
Lay out the course - at the end of this you're going to circle yes, no, or think about it. But think about it isn't an option. If it's a no, that's fine, but you have to tell me no.
How'd you guys hear about me?
Why am I here today? Basically, what puts you in the market for for sales training? Have you had any outside trainers in the past? What other solutions are you considering?
What problems are you having now? How have those problems impacted the bottom line? What would it do for your business if those problems could be fixed?
What's the most important thing you'd like to get accomplished? Of course we want to sell more cars, but what specifically do you want to work on right now that you feel would make an impact on the bottom line?
Now present -
My industry. Why an outside trainer makes sense. My qualifications and past success.
Distinct value.
Limited availability. Only working with a small number of dealerships.
Present the menu and ask for the business.