STAR Business Development Series:

Overview: As a manager and a salesperson you wear several hats every day. Your primary goal is to maintain and increase your office business. These goals can be achieved more effectively and efficiently through a knowledgeable, well managed team. This series was designed specifically for sales managers to help you in your dual roles as managers and builders of sales relationships. You will learn how to manage and motivate your staff more effectively through meetings, coaching and setting action strategies. You will learn how to build sales relationships more effectively through prospecting, rapport building, asking questions, handling objections and closing skills.

The STAR Business Development series is offered through five separate modules that build upon each other. Participants are encouraged to practice the skills taught in between attending modules. The building block approach aids in reinforcement and offers opportunity for participants to discuss what is working for them and what challenges they may still be experiencing.

STAR Business Development Series:
  • Module 1: Organizing, Planning and Preparing for Meetings and Coaching Skills
  • Module 2: Setting Action Strategies & Practice Meeting Assignments
  • Module 3: Prospecting: You and Your Best Sales Approach
  • Module 4: Building Rapport, Discovering Needs
  • Module 5: Overcoming Objections and Resolving Issues, Closing the Sale

  • Target Audience: Sales and Service Managers
  • “I have never liked selling. Consultative selling does not seem like selling. I am eager to try the steps. My staff always rejected suggestions for selling more, now with using the tips I learned from this seminar they are asking me for ideas. What a turn around ...Selling has always been the last thing for me to do, now I actually enjoy leaving my office and going out on calls.”

    STAR Business Development Series:
    Module 1: Organizing, Planning and Preparing for Meetings and Coaching Skills

    Overview: Do you find your weekly staff meetings burdensome? Do employees find them boring? Do you find yourself repeating the same sales goals and customer service strategies time and time again? We will discuss ways to plan, and prepare for more effective meetings. We’ll look at ways to energize you and others. You will be assigned a topic to practice between day one and day two, and you will have the opportunity to present it in day two.

    Managers learn the importance of coaching by giving encouragement feedback and developmental feedback to employees. This seminar helps individuals analyze personal coaching skills and improve areas that are often put off or avoided all together. Effective coaching can be a strong motivational tool for supervisors, one that employees appreciate!

  • • Introductions
  • • Objective setting
  • • Plan for a meeting…meet with a plan
    • Organize your thoughts: what is your objective?
    • Notify everyone
    • Get your team involved
    • Use visual aids
    • Meeting dos and don’ts
    • Assignments
  • • What does coaching have to do with me – I thought I was a sales manager?
  • • Coaching sales relationships
    • Encouragement feedback
    • Developmental feedback
    • Video review
    • Practice

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    STAR Business Development Series:
    Module 2: Setting Action Strategies & Practice Meeting Assignments

    Overview: Setting action strategies includes using S.M.A.R.T. goals that are quantitative and qualitative. Using action strategies helps you to be objective in evaluating performance, keeps your employees focused on office priorities and keeps everyone motivated and working towards common goals.

    You will have the opportunity to practice your meeting assignment from day one in a non-threatening, supportive environment. You will also be able to practice your encouragement and developmental feedback skills on your peers after their presentations. You will walk away with new ideas for your office meetings and enhanced delivery skills.

  • • Coaching review
    • Open discussion of application and use
  • • Setting action strategies
    • Q.Q.T. exercise
    • S.M.A.R.T. exercise
  • • Meeting practices: 10 min. each
    • Feedback practice
  • • New idea summary
  • • Evaluations
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    STAR Business Development Series:
    Module 3: Prospecting: You and Your Best Sales Approach

    Overview: Do you look forward to business development or do you dread it? Do you prefer visiting your current customers or prospects? Do you know why some of your employees are outgoing and others seem to prefer to concentrate on the details of each transaction? Learn how you prefer to communicate with others, identify your strengths and uncover your challenges. You will have an opportunity to discuss how you can adapt your communication style to increase your effectiveness with others.

    On an average, salespeople make 25 contacts to find 5 prospects and eventually close 1 sale. Obviously, successful prospecting is vital to your sales success. But, how and where do you begin to locate “qualified” prospects? The first step is for you, the salesperson to get organized, know your market, understand your company’s goals and objectives and determine your capabilities-in other words, do your homework!

  • • Who are you? You and your best sales approach (Use the Predictive Index or DiSC Profile)
    • Strengths
    • Challenges
    • Adaptations
  • • How to use this as a manager
  • • How to use this as a salesperson
  • • Prospecting: the key to sales success
    • Get organized
    • Know your organization’s goals and objectives
    • Learn your market
    • Discover different ways to prospect
    • Know how to get to decision makers

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    STAR Business Development Series:
    Module 4: Building Rapport, Discovering Needs

    Overview: Consultative selling, what’s the big deal? All sales people are alike; they just want to make the sale, right? WRONG! All sales people are NOT alike; consultative salespeople are not hard sell or pushy. They are knowledgeable, confident and great listeners. They focus on what the customer NEEDS and then match appropriate services to meet those needs. They build relationships, not just make sales.

    To sell effectively, it is critical to develop and maintain relationships with clients by creating trust and developing a good rapport. The ability to relate well often determines who gets the sale and maintains a long-term relationship. To achieve a sale and retain accounts, prospects and customers must feel some connection to their sales representative.

    Asking appropriate questions and actively listening are key elements in uncovering a client need and in knowing which key issues need to be addressed when presenting your products and services. Only after uncovering potential concerns and problems can the best possible solution be offered.

  • • Relating to the client: building rapport
    • What is so different about the CONSULTATIVE approach?
    • Reasons for sales training
    • First impressions: make it count!
    • The importance of building in-common connections
    • Create a comfort zone between you and your client
    • Human relations skills
    • Value clients: the cost of losing a client
    • Positive responses
  • • Discover your client’s needs: questions to ask
    • The purpose and value of a questioning strategy
    • How to ask questions to focus the customer and uncover specific product needs
    • The difference between direct probes and open probes
  • • Summary statements
  • • Empathy statements
  • • Techniques to actively listen and respond in the customer’s language
    • Barriers to listening
  • • The importance of linking features and benefits
  • • How to obtain customer feedback during the sales process
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    STAR Business Development Series:
    Module 5: Overcoming Objections and Resolving Issues, Closing the Sale

    Overview: Objections should be viewed as a prospect/customer telling the salesperson what issues need to be resolved before they will buy. Objections are a form of resistance, not rejection. Objections point out what benefits of a proposed solution must be better positioned. Participants are taught to embrace objections as an aid for closing the sale because they explain what the customer doesn’t understand or believe about the solution being offered to them. Participants also practice identifying different types of non-verbal communication, and get better at recognizing unspoken objections. Finally, this module addresses the most common forms of objections, such as no money, no need now, not the right solution, insufficient trust, and other “excuses” that prevent sales from closing and how to overcome them.

    Asking customers for their business isn’t always easy. We examine why salespeople don’t ask for the sale, such as fear of rejection and failure, not understanding subtle acceptance signals, not recognizing potential interest or uneasiness with a customer. This module emphasizes proven, effective closing techniques, e.g., confirmation, alternative choices, small decisions and assurance.

    Because so many sales are won or lost with the last ten percent of effort, we teach how to develop an action plan for closing sales, and how to make modifications, based on intervening events. Too often a customer is ready to move ahead but needs help in making a decision and understanding how to best proceed to buy the service or product being offered. The action plan contains objectives, responsibilities, target dates and checkpoints.

  • • Overcoming objections and resolving issues
    • How to understand and recognize objections (verbal and non-verbal)
    • Ways to distinguish various aspects of an objection for what they really are
    • Clarify the objection
    • Techniques for handling common objections
    • Develop winning solutions for overcoming issues and objections
  • • Closing the sale
    • Self-assessment: reasons for not confirming
    • Common obstacles to closing the sale –customer and salesperson
    • Proven techniques to confirm the customer’s willingness to buy
    • How to recognize and handle buying and danger signals from customers
    • Methods for closing the sale by making it easier for the customer to give the go-ahead
    • Follow-up techniques
    • Face-to-face, telephone, written and non-verbal
    • Design an action plan
    • Maintain contact

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