The document provides guidance on sales planning, presentations, proposals, and overcoming objections using a "power of YES" approach. It emphasizes setting goals, developing client history, and using competitive information for planning. For presentations, it recommends determining objectives, keeping messages concise, and engaging the audience. Proposals should document customer needs and value propositions. When facing objections, the approach is to find shared interests, focus on mutual gains, and use "YES" statements to clarify and agree on positions rather than taking an adversarial stance.
This document discusses negotiation strategies in open source teams. It begins by outlining two models of negotiation - a competitive model focused on winning and claiming value, and a collaborative model focused on problem-solving and creating joint value. It then discusses common measures of success in negotiation, such as winning and not losing, and introduces an 8-element framework for evaluating negotiation outcomes. The document also covers effective communication skills for negotiation like inquiry, paraphrasing, acknowledgement and advocacy. It concludes by suggesting questions to consider regarding interests, options and perceptions in negotiation.
Thought leadership content marketing is an important strategy for B2B companies. It involves generating valuable insights and advice on issues that customers and prospects care about through unique expertise and perspective. Content should aim to change minds and incite action through planned, multi-step campaigns rather than traditional broadcast marketing. Effective content marketing establishes the company as a trusted expert, generates leads, and progresses existing leads through the sales funnel. It provides value to communities and gives sales teams material to engage prospects with before and after sales calls.
1) The document discusses aligning a company's brand through strategic communications by uncovering the authentic brand narrative and helping all employees deliver on it.
2) It emphasizes the importance of vision, leadership involvement, an eclectic team, internal alignment, brand evangelists, fluidity, compelling stories, optimal forms of communication, experience design, external communication, and attracting storytellers.
3) The key is sharing an inspiring vision that motivates employees and connects with customers through consistent yet flexible branding across all touchpoints.
Copywriting and Salesmanship: Partners in ProfitabilityVivastream
This document provides guidance on using salesmanship techniques in direct marketing copywriting. It discusses translating the steps of a sales conversation into direct marketing mediums like emails, direct mail letters, catalogs, and more. Key sales steps include approaching the prospect, qualifying them, getting them to agree on their needs, selling the benefits of the product or service, getting their commitment, and cementing the sale. Specific tactics covered include using compelling headlines, offers, testimonials, scarcity messages, and more to move prospects through the sales funnel in direct marketing materials.
Business Negotiation (Distributive) delivered at UQ Business SchoolMudit Srivastava
A presentation showcasing Distributive Negotiation and why of high BATNA is needed to win the case when it turns into a legal battle in federal court.
Primary reasons for reducing BATNA
Size of firm/ company case is against
Age of person
Financial capacity
Support from Media
including others
Do you work with partners? Do you want to improve a relationship with your clients to increase
your revenues? Are there difficulties in a current client relationship you need to resolve? In this case study, we explain how our client developed business by holding workshops with their clients to find a shared value proposition. We explain how you can do this and identify key learning points.
This document discusses closing the strategy to action gap and provides three reasons why the gap exists. First, strategies are often formulated inside-out around the business rather than focusing on customers' problems. Second, tactics are chosen arbitrarily rather than being designed to progress customers through their buying journey. Third, sales and marketing are often not properly aligned around shared objectives, strategy, and metrics. The document recommends building strategies around customers' key problems, choosing tactics to move customers through the buying process, and ensuring sales and marketing are aligned to a single plan.
Buying Decisions Are Moving Higher In Organizations How Whenhlemke114
The document provides tips on how and when to implement tactics for dealing with purchasing decisions moving higher in organizations. It recommends re-evaluating opportunities to determine their viability and focus on gaining agreement on value and priority with key decision makers. The document also suggests customizing your approach based on where prospects are in their purchasing cycle, with different tactics for early versus late stages. Accessing senior executives earlier allows influencing the process more.
Lean Branding: Positioning your early-stage company for success - MaRS Best P...MaRS Discovery District
Mary Jane Braide will highlight branding essentials for start-ups and social enterprises in the early stages of development. It’s never too soon to establish a clear value proposition and your positioning—even if it feels like everything is in a state of flux!
This document provides an agenda and slides for a presentation on opportunity development and managing sales. The presentation covers sales drivers, developing a sales execution strategy, different customer types, how a sales funnel works, and mapping the sales funnel to cash flows. The speaker will discuss sales strategy, categorizing and prioritizing customers, building a realistic sales funnel, and linking projected sales to cash flow statements. Exercises are included to help attendees build out their own sales funnel worksheets.
I was very intrigued by the article in the Harvard Business Review, and I wanted to share this with the rest of the world.
If you are in Sales, you definitely want to look at this.
This document provides an overview of a selling method for large projects. It discusses the evolution of selling models from an old model focused on features to a new model focused on trust, needs, and presentation. It introduces the SPIN selling model and its four types of questions: situation, problem, implication, and need payoff. The document outlines the selling sequence and discusses probing for customer pain points through different types of questions. It also addresses anticipating and handling objections and using testimonials. The overall goal is to understand customer needs and problems in order to effectively present solutions.
Provocative selling is presented as an alternative to traditional selling approaches. It involves identifying problems customers are not addressing and using provocative statements to convince them of the urgent need to implement a solution. The document outlines four steps to provocative selling: 1) identifying a resonant problem, 2) developing a provocative viewpoint, 3) presenting to a decision-maker, and 4) providing a solution. It provides case studies and contrasts provocative selling with solution selling. The goal is to disturb the customer's status quo and convince them an alternative is necessary.
I wrote and researched this study published by the social media network, "The Customer Collective" and sponsored by Oracle. For over 8 weeks this became the #1 most downloaded financial management whitepaper on ZDNet’s worldwide network of websites. In April, 2009 “The Customer Collective” was asked by Kraft Foods for permission to use it in training their sales directors in 64 countries.
Creative strategy: planning and developmentRahul Barwe
The document discusses various aspects of developing creative advertising strategies and tactics. It describes creative strategy as generating unique ideas to solve communication problems. It then outlines several creative processes models, including Young's which involves immersion, digestion, incubation and illumination. Wallas' model includes preparation, incubation, illumination and verification. The document also discusses account planning, the role of the creative brief, positioning and finding a unique selling proposition.
The document provides guidance on developing an effective advertising strategy and creative brief. It emphasizes starting with clear brand vision and strategic objectives, and developing a "big idea" creative strategy that consistently communicates the brand's message over time. The document also stresses evaluating whether the creative expression truly reflects and accomplishes the strategic goals.
This document provides a guide for winning new business in a tough economy. It discusses the importance of prospecting, identifying targets, and using a structured sales process and pipeline. The sales process involves steps like targeting prospects, prospecting, qualifying opportunities, presenting solutions, negotiating, closing deals, and account management. An effective sales process creates opportunities and more predictable results if executed correctly. It also discusses defining an ideal customer profile, networking, prospecting methods, preparing for and conducting sales meetings, and tips for proposals. Maintaining a sales pipeline that tracks opportunities through different stages is key to success.
1) The document discusses the strategy of ideas-based selling, which involves initiating discussions with customers about business ideas to solve problems rather than traditionally proposing solutions.
2) Ideas-based selling focuses on understanding how customers make decisions and guiding their thinking by discussing relevant business opportunities and visions for the future.
3) Research found that decision-makers prioritize resources that understand their industry and business over low-cost solutions when choosing who can help address issues.
The document discusses the concept of "point of view selling" which involves starting customer relationships by developing compelling ideas and thought leadership to address their business challenges rather than just pitching solutions. It involves four stages: 1) developing a point of view based on insights into customer opportunities/problems, 2) provoking interest in that point of view, 3) identifying other opportunities, and 4) delivering solutions and realizing value. Companies that have successfully used this approach include IBM and GE Healthcare.
Presentation made at LOG.AE in Dubai for 3PLs and other logistics servixe providers. Creating a value proposition to increase customer retention, gain better sales, improve profit margins and distinguish in marketplace from other commodity service providers. Presentation was very well received.
Positioning Your Firm to Succeed in the MarketplaceThink Creative
This document provides guidance on positioning a firm to succeed in a changing marketplace. It recommends conducting strategy due diligence, segmenting customers and developing tailored value propositions. It also stresses the importance of product innovation, strengthening consumer engagement, and having a clear message. The key is adapting to changes through innovation, understanding customers' needs, and engaging consumers through multiple channels.
This document discusses different levels of sales organization maturity and strategies. It presents a continuum from ad-hoc sales approaches to more systematic and optimized strategies. These include traditional sales tactics like cold calling as well as modern approaches like content marketing, social selling, and customized sales enablement. The document emphasizes moving from reactive, transactional sales to proactive approaches that create value for the customer through insights, solution selling, and establishing trusted advisor status. It argues for sales processes that elevate conversations to the executive level by linking solutions to business initiatives and quantifying financial impacts.
The document provides an overview of marketing concepts and strategies. It begins with several definitions of marketing from different universities. It then discusses that knowing customer wants is not enough on its own for success, and that strategies and tactics are also important. The true nature of marketing today involves conflict between corporations, not just satisfying needs. The document goes on to discuss key marketing concepts like the marketing mix, relationship marketing, common marketing errors, and differences between production-oriented versus market-oriented businesses. It also covers strategic planning components and various corporate growth strategies.
The document provides an overview of marketing concepts and strategies. It begins with several definitions of marketing from different universities. It then discusses that knowing customer wants is not enough, and that success requires effective strategies and tactics. Marketing is described as "war" between corporations competing for customers. The rest of the document discusses marketing mix, relationship marketing, common marketing mistakes, and differences between production-oriented and market-oriented businesses. It also covers goals vs strategies, components of strategy, and corporate growth strategies like market penetration, product development, market development, and diversification.
The COVID-19 economy changed everything, did it not? The future business environment is not going be the same as it was prior to the pandemic. As a result, your future company can’t be the same either. It will be facing unique challenges. But it also offers you unprecedented new opportunities.
As always, those who anticipate and prepare for that future will have the advantage.
To that end, watch the recorded presentation to learn five ways you can leverage your ability to succeed in the new economy. In this webinar, we will share high impact insights that will help your company thrive regardless of the conditions that lie ahead.
The document discusses strategies for diversifying revenue sources away from traditional dominant streams. It suggests that magazines consider revenue from areas like events, innovations, and digital presence in addition to advertising, sales, and subscriptions. While these new sources may help sustain magazines, rising costs may require industry consolidation. The document then provides tools to develop new revenue sources, including using reader data to guide product development, creating plans to manage expectations and scale offerings, and leveraging technology to segment audiences and deliver content efficiently. It offers several potential new revenue ideas and principles for sustainable development, such as starting small with low-risk pilots.
This document provides an overview of research methods and best practices for conducting reader research. It discusses that research involves formal curiosity and asking questions with a purpose. There are two main types of research: primary research involving new data collection, and secondary research using existing data. When writing questions, it is important to have clear goals and ask effective, easy to understand questions. Both quantitative and qualitative methods are covered, noting their different focuses and analysis approaches. The document also offers tips for increasing survey response rates, analyzing results, and conducting a class exercise to design a research plan with questions.
Digital publishing is scaling new heights driven by trends in mobile, social media, and ebooks. Publishers must develop digital editions for various devices and platforms, focusing on key areas like content, design, production technology, business models, and advertising. Effective digital editions include optimized content from print as well as new digital-only content, with designs tailored for different devices. Publishers can generate revenue through various sources including ads, sponsorships, subscriptions, and ecommerce.
Human: Thank you, that is a concise 3 sentence summary that captures the key points of the document.
The document provides guidance on financial management and budgeting for magazines, including how to plan an effective budget by incorporating goals and realities, tips for creative budgeting like focusing on revenue growth over cost cutting, and how to manage a budget through monthly analysis and ensuring goals and strategies align with changing realities. It also discusses cash flow projections, characteristics of healthy publications, and key performance ratios to monitor.
This document provides an overview of audience development strategies for magazines and websites. It discusses what audience development is, where to begin the process, key questions to answer, and how to determine an appropriate budget. Audience development aims to acquire and retain readers by understanding the target audience and their preferences. The document recommends determining goals, identifying the primary audience, researching competition, and creating a detailed plan to estimate the budget needed for promotions like renewals and acquiring new subscribers through various sources like direct mail. Effective marketing satisfies emotional drivers of the target audience.
This document discusses how to build and manage an industry-leading brand. It defines a brand as a consumer's gut feeling about a company based on their experiences, not just marketing claims. Strong brands keep customers loyal, attract investors and employees, and separate a business from competitors. Brands are created by appealing to emotions over logic and satisfying deeper needs. Effective brand management ensures all communications consistently convey the intended brand personality. The document provides tips for developing brand strategies that focus on the customer experience rather than just products or services.
The document outlines 8 best practices for publishers to position themselves for growth: 1) assess performance through strategy, vision, processes, and risk-taking. 2) Innovate through risks, failures, and finding patterns. 3) Protect profits by aligning priorities and leveraging pricing. 4) Diversify revenue by understanding reader needs. 5) Partner with complementary organizations. 6) Train and compensate staff appropriately. 7) Ensure accountability to readers through research. 8) Maintain a passionate mission while staying objective. The document provides strategies under each best practice for publishers to consider.
How to "make a face" of your team in media. The modern technologies allow to leverage tremendously the process of personal brand building. See how it happens in today's media
The document provides tips for raising funds for a magazine, including establishing a solid business model, diversifying income sources, and effective fundraising. It discusses sources of funding like foundations, businesses, donors, and investors. Various fundraising methods are outlined, such as mail fundraising letters, grant proposals, newsletters, and meetings with business people to discuss donations. Developing a long-term fundraising plan with a variety of activities is also recommended.
There are 7 phases in the life of a magazine:
1. Concept phase where the idea is developed through research over 6 months to 3 years.
2. Test phase where the concept is tested with the target audience over 6 months to 1 year.
3. Funding phase where money is raised for launch over 1 to 2 years.
4. Launch phase where the magazine is published for the first time over 1 year.
5. Growth phase where circulation gradually increases over 1 to 10 years.
6. Optimum phase where circulation is stable.
7. Decline phase where circulation decreases and the magazine may eventually cease publication.
The document discusses key aspects of establishing a solid foundation for a successful magazine publishing business. It emphasizes the importance of understanding the target readership, developing a reliable business model with diversified funding sources, building an effective team, and fostering strong relationships with readers and partners. Additionally, it addresses challenges modern publishers face with information overload and the need to facilitate community discussions rather than just provide content. Overall the document provides strategic advice focused on mission, service orientation, and reader-centered approaches for magazine publishers.
This document lists several organizations and foundations that have funded magazine and book publishing projects, including Langham Literature International, Feed the Minds, the Society for Promoting Christian Knowledge, and Tyndale House Foundation. It also provides references for books and websites that can be used to research additional foundations and their grant-making activities related to international programs and publishing.
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2. Strategic Selling, Planning and Prospecting
Setting Goals
Short-term and long-term selling
Develop Client History
Use Competitive Information
Develop Editorial and Reader Positioning – what’s your
story?
3. Presentations
Goal: to generate a focused change of ideas…to deepen
dialogue
“…it’s hard to have interaction if you are simply giving
a speech. Bringing visuals along can open a dialogue
between you and your customer and provide points of
reference throughout your presentation.”
former publisher & CEO
4. Presentations
Four questions to ask prior to creating a presentation
1. Am I going to talk about something the client is
interested in?
2. Has the client heard this before?
3. Does the presentation fit the client’s needs and the
allotted time for the meeting?
4. Will this presentation encourage dialogue?
5. Presentations
Preparation is almost as important as the delivery.
Determine the goal and objective of the presentation.
Don’t try to cover more than one or two key points.
Determine in advance how much time you will have
6. Presentations
Preparation is almost as important as the delivery.
Organize the presentation.
A good sales presentation starts with a quick review of
the customer’s goals and objectives.
7. Presentations
Start by asking a couple questions.
Grab the client’s attention early.
Be memorable. Use visuals.
Get to the point quickly.
Constantly monitor how attentive your audience is.
8. Presentations
Start by asking a couple questions.
Grab the client’s attention early.
Be memorable. Use visuals.
Get to the point quickly.
Constantly monitor how attentive your audience is.
9. Proposals
What is the purpose of a sales proposal? It provides a
good way of documenting and reminding a buyer:
1. Of their need to change (the original problem)
2. How to deal with the consequences of buying
3. Why they should buy from you (the value)
4. Why he/she should buy now
10. Proposals
What should go into a sales proposal?
Our understanding of your situation – executive
summary of conversations that have taken place
Method and approach (i.e. the solution and benefits)
Associated timing and costs
Next steps
11. Proposals
Common problems:
Many proposals are unsuccessful. A poorly developed
proposal can sink a sale by showing the buyer that you
don’t really understand their requirements.
Often sales proposals are presented at the wrong time
in the buying/selling process or they are done instead
of closing the sale verbally.
12. Sales Follow-up
Questions to ask yourself before you write a sales follow-
up:
1. What do you want the client to do as a result of
reading this communication?
2. What benefit are you offering the client if he does
what you want him to do?
3. How can you prove that doing what you ask the client
to do will result in the benefits you have stated?
13. Sales Follow-up
1. Build trust.
2. Get to bona fides, quick.
3. Make it memorable.
4. Include a call to action.
14. The Power of YES:
Overcoming Objections
ADVANCED MAGAZINE INSTITUTE 2012
15. “Never allow a person to tell you no who
doesn't have the power to say yes.”
ELEANOR ROOSEVELT
AMERICAN FIRST LADY
15
16. The Power of YES:
Overcoming Objections
SESSION HIGHLIGHTS
*BUYER EXPECTATIONS
*UNCOVER INTERESTS/MOTIVES
*POWER OF YES STRATEGY
*POWER OF YES STATEMENTS
*SELL THROUGH OBJECTIONS
*YES APPROACH BENEFITS
16
18. Sales Goal
INITIATE
COLLABORATIVE,
BUSINESS-BUILDING
DISCUSSIONS THAT
PRODUCE SOLUTIONS-
ORIENTED SALES
18
19. Make Yourself A Valuable Resource
Adversarial posture
Same old, same old
Short-term benefit to
you
Inflexibility
Boilerplate offerings
Take it or leave it
attitude
Retort to previous
objections
19
20. Make Yourself A Valuable Resource
An understanding of
their business and the
issues they are facing
Questions that engage
the buyer
Empathy for hard
economic times
Shared solutions for
beating the system
(e.g. you both have
competitors)
Reasons why a relationship
with you is better for them.
Platform for future
business
20
21. Make Yourself A Valuable Resource
Understand your
client’s business
Risk and success factors
Products and processes
Identify needs that
client has not
articulated
Co-create solutions
with client
Earn the right to ask
for the client’s
business
21
22. The Value of Hypothesis
IF YOU DON’T KNOW
WHAT IS
IMPORTANT TO A
SPECIFIC CLIENT,
HYPOTHESIZING IS
A GOOD WAY TO GET
THEM TO
ARTICULATE THEIR
NEEDS, INTERESTS
OR FEARS.
22
23. Uncover Buyer Interests & Motives
Make a series of
observations about
things you both
(could) know and
likely agree upon
Listen carefully
What is important
Concerns and fears
Problems
23
24. Power of “Yes”
RECOGNIZE THAT
SOME INTERESTS
ARE SHARED AND
SOME ARE OPPOSED.
THE ‘POWER OF YES’
APPROACH
CONCENTRATES ON
AREAS WHERE BOTH
PARTIES CAN AGREE.
24
25. ‘Power of Yes’ Strategy
Focus on interests
behind positions
Shared, opposed,
differing
Develop options for
mutual gain
Expand vs. divide
existing pie
25
26. ‘Power of Yes’ Strategy
Results
Helps client become
involved
Helps client save face
(when/if changing
historical response)
Helps client yield to
reason, not pressure
26
27. ‘Power of Yes’ Strategy
Soft Hard
Relationship Adversarial
building Goal:
Goal: winning
agreement Behavior:
Behavior: Dig Heels in
Flexible Hold to
Provide options position
Amicable Confrontation
27
28. ‘Power Of Yes’ Statements
You compete with ‘xyz’ brand for customers
Your point of difference vs. your competitors is:
a)
b)
Your customer profile looks something like:
a)
b)
28
29. ‘Power Of Yes’ Statements
You expect to get new customers from
Greater penetration of same demographic
Greater penetration of same geographic
Expansion into new market segment, e.g. _____
Presenting new benefits to old customers
Other
29
30. ‘Power Of Yes’ Statements
You’ve been in business since 19__
Making you the newest competitor for those interested in
being innovative
Giving you the advantage of being oldest, best; one to beat
30
31. ‘Power Of Yes’ Statements
Your customers consider you #1 (or #2, etc.)
Your current market share is x%
Your long-term goal is to _______
Your toughest competitor(s) is/are _____,
because _________
31
32. ‘Power Of Yes’ Statements
Your biggest obstacle for 2011 is _______
Sales in your industry grew x% last year
You must be proud that your company was singled
out for _______ recognition or achievement
32
33. Process-Oriented ‘Yes’ Statements
I believe you prefer to work on annual plans, and
lock in a contract rate and positions all at once.
I think I remember you need to have your budget
remain ‘flexible’ and make commitments on a
month-to-month basis.
33
34. Power of “Yes”
RE-STATE WHAT YOU
BELIEVE THE BUYER
HAS SAID.
Clarify and identify.
34
35. Sell Through Objections
While acknowledging
the buyer’s objection,
identify the potential
opportunity within
his/her statement.
35
36. Sell Through Objections
We don’t have the
budget.
Is there no budget, or is that
budget already allocated, and
if so, how was it allocated?
36
37. Sell Through Objections
We are satisfied with
our current schedule.
Let’s discuss the next
schedule or possible
additions/changes to your
current schedule.
37
38. Sell Through Objections
Your rates are too
high.
Would you define too high? If
we produce more prospects
and/or more sales, does this
factor into your definition?
38
39. Sell Through Objections
We already reach your
market.
Are you interested in
exploring whether you are
reaching the market in the
most effective and/or
complementary manner?
39
40. Sell Through Objections
We don’t need more
sales right now.
Are you interested in
producing quality leads for
future sales?
40
41. Sell Through Objections
Will think it over. Call
me next week (or
month, etc.)
I will be more than happy to
come back and review this
with you. What other
materials should I bring and
what questions should I plan
for?
41
42. Sell Through Objections
I don’t have time to see
you.
What would be a more
convenient time?
42
43. Sell Through Objections
The program is locked
up.
Does that mean the ads have
run and the money is spent?
43
44. Sell Through Objections
Your content doesn’t
interest our customers
or prospects.
Can we review the reading
interests of your buyers?
44
45. Sell Through Objections
• I don’t see ads for my
type of product in your
magazine.
Is this a criterion for all of
your ad placements? Do more
competitor ads validate the
market for you?
45
46. Sell Through Objections
• Your magazine is too
cluttered.
What are you looking for in
terms of design? We carry
many ads because companies
desire to reach our market.
That is a sign of success.
46
47. Sell Through Objections
• We get a better deal
from your
competition.
I’m sorry we can’t change
our rates because there is
value attached to our
audience. Perhaps we can
discuss added value.
47
48. Sell Through Objections
• Business is poor, so
we are cutting back.
Will cutting back improve
the business outlook?
48
49. Sell Through Objections
• There’s only room for
one more title in my
schedule.
What would it take for my
publication to be that title?
49
50. Sell Through Objections
• We are not interested
in your market this
year.
When did the criteria
change and do you
anticipate another change
next year
50
51. Sell Through Objections
• We are not ready to
move on that right
now.
I realize that these things
take time, but is there
something that I can do in
the meantime to make the
decision easier – more
information?
51
53. ‘Yes’ Approach Benefits
Look for areas of agreement, harmony, being in
accord
Provide and gain value from (each) meeting
Introduce side-by-side problem solving
Avoid traditional confrontation
53
54. ‘Yes’ Approach Benefits
Amicable vs. adversarial
Concentrate on long-term results vs. short-term
gains (while still encouraging both long and short-
term decisions)
Create positive environment more conducive to
building business (together)
Lessen resistance/avoidance to future
calls/conversations
54