How do different roles within an organization determine the client success of ongoing engagement? Create unique calculations on determining the number of meetings that need to be measured on a weekly basis and how those in non-selling roles can support selling opportunities to generate more revenue opportunities.
What do companies need to do when they discount deals? How will that change the number of clients they need to connect with? Both sales and post-sales support can impact the overall client lifetime value. How will you ensure you are generating enough activities to achieve the company’s overall revenue goals?
What are complex buyer’s motivations and how do their motivations change in the different roles they are involved in within their organization? How would you approach a new person within a client organization where you have just sold products and services to? How can you gain trust in a quick way?
LinkedIn polls are great for creating instant engagement with clients and new relationships. We will learn how to create a LinkedIn poll and what makes a LinkedIn poll one that will inspire people to take action on. Finally, when people do engage, what is the next action you should be taking in order to create valuable conversations?
What was your client suffering from before they chose to engage with your organization? What is the impact and change they were able to create after your solution was implemented? Taking examples of clients you are already working with (or formerly engaged with), you will create a longer impact statement which will then be used for the next module.
Building on the previous module we will see examples of longer impact statements and learn how to rephrase them into a question or an email subject line of 5 words or less. What is the words we need to remove? How can you simply inject positivity and emotion into these statements. Students will see examples of fun and practical situations to inspire their own questions and email subject lines
LinkedIn found that Direct Messages (and with that, emails) of 400 characters or less saw the highest response rates from clients. How can you create an email that engages a potential (or inactive) client and inspire them to respond. Learn the email structure companies are using to achieve incredible results which gets clients and prospects to hit the reply button fast.
BoomerangApp.com studied various emails and found an increase in the response from emails when there were more questions posed. Keeping in line with the previous module of 100-words or less, and the module before that in taking longer impact statements and turning them into questions, we will combine the previous learnings to create short, succinct emails, which will increase replies even more. Interested in learning more?
What is the difference between an open-ended and closed-ended question? When should one type of question be used over the other? We will learn the appropriate times within client conversations when certain questions are more meaningful than others. We will also learn how you can change a question from closed-ended to open-ended (and vice versa).
Not all questions are created equal. Some questions, such as long-winded, stacked, and leading questions can either complicate or enhance the information you receive from a client. Learn these advanced questioning techniques and why you should always avoid, or use, certain questions over others.
Instead of asking “Do you have a budget in mind” and “Are you the decision maker?” let’s reframe our questions to ensure we are receiving more information from our prospects and clients. Learn how to quantify the results we should receive from our clients and how to determine the chains of command with additional questions that will have us no longer become confused when the client says “we need to run this by Amanda”.
More importantly than if the client has a budget, the client must have deliverables within a certain timeframe. Finding out when the client is expecting to see the results of the solution and how the solution will further impact the goals the client wants to achieve will all be discovered through the right types of questions. This module will cover the unique questions that need to be asked to find out the most important pieces of information a company needs to create a proposal for the client.
Why is emotional intelligence so important in a sales cycle? Why will including emotion (and creating it) will encourage buyers to take faster action? We’ll learn how emotional intelligence was created within psychology and how we can use the philosophies and the personal motivations to create buyers who are compelled to take action.
Building on the previous module (and the modules before) we will combine the learning from emotional intelligence and asking different types of questions to create questions which invite the feelings and identity of who the buyer wants to become into the sales process. Learning more about the client’s legacy and the impact they want to create through the questions we ask will inspire buyers to purchase our solutions at premium prices.
What are the things we need to pay attention to in virtual meetings? We’ll learn about the importance of background, video, and audio when hosting meetings. We’ll also learn where we need to be paying attention to on a screen and how we can trick the brain into thinking we’re providing eye-contact, even when looking into a screen. This meeting will ensure all your virtual meetings are powerful and meaningful, and what the right screen-share to talking ratio should be to ensure you are making the most of your 20-minute meetings.
If a client wasn’t spending time with you, what would they be doing? Whether our clients consciously or subconsciously are aware, by choosing to be with us they are making an economic choice that will impact their business. How do we ensure we are providing value in these meetings and continuing to create more meetings going forward. Building on the first module in the series we will learn how these valuable meetings will ensure we are meeting our number of meetings objective and how to build a case for the client to be ready to invest more - now or in the future.
What matters more to the client than the solution? How about how it will fit in the overall goals for the client’s business? Building on earlier modules where we learned about the clients needs and financial goals, we will learn how to take this information and present it in a way that can simply be summarized in 3-slides. Once you have these three slides, and the emotional tie in to each one, it will be easy for the client to say “yes” to your solution.
Building on earlier modules where we discovered the client’s timeline to change, and why that was important, we will build this into a visual slide for the client to learn why taking action now is important. We will also build the slides within the proposal where we can communicate the client’s return on investment and the steps they need to take next in order to see the future they envision come to life.
How many solutions should we present to a client to get them to move toward higher-priced solutions? How much information should we be presenting to the client. Using inspiration from Robert Cialdini’s book Influence and Dan Pink’s When we will learn the art of presenting solutions in specific order (and how much information to present) will inspire clients to want to invest in the platinum and gold solutions over the silver and bronze.
Presenting proposals should never be a “talking head” presentation. In order for the client to want to invest in the right solution for them they need to feel it was made custom for them (even if it’s an out-of-the-box solution). Clients hate to be sold to and love to buy. We’ll learn why it’s okay to “open the proposal up” and which slides, and language, can be easily changed for the client to feel they have been fully involved in the collaborative solution.
What happens when pricing is delivered in different ways? How does someone compare different priced solutions, especially when faced with competitive situations? Social science has shown how the “illusion of choice” changes buying behavior and why it may make sense to purposefully give clients “sticker shock” in order to anchor them to purchase more than they were initially prepared to invest.
We often think about the things we are willing to give up in order to get the deal, but what happens when we ask for more in return? In high-stakes situations, and for providers offering premium solutions in complex deals, it can be detrimental to provide pricing solutions too soon when asked. In exchange we need to ask for more from the client, and assign a value to each ask and exchange in the deal. Learn how high-stakes negotiators, such as hostage negotiators, apply psychology when making requests, and how organizations can use that same methodology within their own sales conversations.
How do you build sales faster? Through the use of referrals. People like your ideal client are likely related to others just like them. Learn how to properly ask for referrals in order to receive more ideal clients. In the chance you aren’t able to obtain a referral (because of secrecy or complexity of the deal) learn how the fall back testimonial can be just as effective. We’ll also learn which types of clients are better for the opposite approach and why by asking in a specific order you’re more likely to gain the right company growth opportunities.
What happens when the client is finished working with you (or perhaps they choose to wait on their decision overall)? What are the next steps we should be taking? In this module we’ll learn how to keep the momentum going with our clients and prospects, how often we should be reaching out, and when we should ultimately decide to classify the deal as no longer active. This module will show us why staying actively involved will keep our clients coming back and buying more