Make It All About Them E-Book

Nadine Keller

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 288

Veröffentlichungsjahr: 2012

Beschreibung

Debunks the myths of the traditional rules of presentations In today's commodity-based marketplace it is harder than ever to differentiate even the most superlative services and products. The sales presentation provides the most powerful opportunity to do so. Make It All About Them reveals the truth behind the traditional rules of presentations and offers sales professionals a new way forward. It explains why focusing on three key points trumps a presentation full of details, why plain English always wins over jargon, why the audience doesn't need to know how important you are but how important they are, and other effective tactics. * Provides quick and useful concepts and tools to help salespeople break through the "we have always done it this way" mentality that is so prevalent in corporate America * Author Nadine Keller is founding partner of Precision Sales Coaching & Training with more than twenty-five years of experience in sales and sales leadership coaching and consulting This unique approach will allow you to deliver a winning presentation every time by making it all about your audience.

Leseprobe

Contents

Acknowledgments

Introduction: Creating an Experience

The Sales Presentation Experience

Section I: What You Present: The Messages

Chapter 1: Make It All About Them

Chapter 2: Start with the End in Mind

The Power of Three

The “How to Choose Just Three” Exercise

The Reviews Exercise

Chapter 3: Develop a Story

The Presentation as a Story

Creating a Storyboard

Chapter 4: Developing Stories for Existing Clients (Rebids)

Section II: The Skill: How You Say It

Chapter 5: Facilitating the Experience

Client Introductions

Chapter 6: Speaking the Client’s Language

Emotion and Power Words

The Most Powerful Word in Sales: You

When Numbers Count

Chapter 7: Making It Compelling

All Benefits Are Not Created Equal

Three-O’clock-in-the-Morning Language

What We Are Really Selling

The Art of Storytelling

Say It with Passion—Enthusiasm Sells

Say It with Conviction

Chapter 8: Anticipating and Answering Questions

Common Mistakes

Types of Questions

Guidelines for Answering Questions

Helpful Phrases

When You Don’t Know the Answer . . .

Chapter 9: Behaving as a Team: Team Dynamics

Using Senior Executives in the Presentation

The Team Makeup: Who and How Many?

Sales Leadership

Coaching the Team

Stand or Sit?

Power Poses

Strategy Sessions and Rehearsals

A Note on Time

Debrief Sessions

Chapter 10: Analyzing Your Audience

Section III: The Materials: What We Say It With

Chapter 11: Dodging the Bullets: Avoiding Death by PowerPoint

Where to Start

Animation

Slide Headlines

Client Logos

A Picture Is Worth a Thousand Words

Representing the Numbers

Protecting the Deck

Chapter 12: The Strategy behind the Materials

Slide Advancers

Presenter Tools

Leave-Behinds

The Mundane and the Extraordinary

Section IV: Twenty-three Elements of the Experience

Section V: The Tool Kit

Index

Cover image: Name Tag © Francisco Fernandez/istockphoto

Cover design: C. Wallace

Copyright © 2013 by Nadine Keller. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

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ISBN 978-1-118-51961-5 (ebk); ISBN 978-1-118-51962-2 (ebk)

To the men in my life:

My dad, my husband Peter, and my two phenomenal boys, PK and Christopher

Acknowledgments

Thank you everyone at Wiley, especially you, Daniel Ambrosio for finding me! Christine Moore, my goal is to channel you!

I am so grateful for my husband Peter, and my two boys, PK and Christopher. I will never forget our first editorial session, on a beautiful summer day in the field, as we scoured the first 30,000 words! Thank you for your love and support throughout this process and for always being champions of my career. I am so proud! Christopher—who knew that a teenage boy could be a responsible and insightful intern to his own mother? You did a great job (except for that day when you fell asleep reading my manuscript). I think we broke records, and your editing skills make it easier to write those tuition checks!

Melinda—you make me laugh every day. It seems such a cliché to say that you are the wind beneath my wings, but, what the heck, you are—and you always have been.

Dad—you are my number-one cheerleader . . . even at age 94!

Linda Knox, Kathleen Johnson, Kristin Arnold, and Erin Hubbard you inspire me. Thanks, girlfriends!

Eric Baron—you are the master! Thank you for your generosity and support over the years.

Denise, HT, Ian, Ron, Lionel, and Jim, thank you for your contributions.

Thanks, Trish Loger, for your wonderful cartoons, and Doug Barron, for all your help on this and all other projects, old and new.

I am honored to be a coach to many wonderful professionals. Thank you for allowing me into your lives. It has been my privilege, and I have learned so much!

Introduction: Creating an Experience

We have been boring each other for years during sales presentations.

If you have ever been a member of a buying committee, you surely know what it’s like to sit through a page-by-page turn of a presentation that is more easily measured in pounds than ounces.

Perhaps you have heard salespeople drone on about the size of their firm, their clients, and their products. Or watched some poor souls read bullet point after bullet point of detailed information about their company that is of little interest to their audience.

Maybe you’ve witnessed someone respond to a simple yes-or-no question with a five-minute response that never really seems to answer the initial query. Or you may have even experienced that awkward and uncomfortable moment when a member of the buying committee says to the sales team, “I am sorry, but we are going to have to end now. Your time is up.” Yikes!

These scenarios are abundant in sales presentations. They often come as a result of unstated traditions, myths, and rules that have been so ingrained in corporate America that they have become commonplace.

Let’s face it, the bar has been set low—very low.

And because these scenarios are often accepted behavior, people have been successful in spite of it.

Early in my career, I was responsible for the investor, client, and employee communications for a man named Bill Harrison, who was the vice chairman of the Chase Manhattan’s Global Bank. It was just after the Chemical–Chase merger, and several years before the JPMorgan–Chase merger. Bill later became the Chairman of JPMorgan Chase. I would love to tell you I had something to do with the man’s success, but I would be lying. In fact, looking back at it, I consider myself an accessory to the popular crime of the day—“murder by PowerPoint.” I loaded him up with slide after slide and bullet point after bullet point until his warm and charming personality was so diluted that there was little or no chance of his connecting with his audience. Sorry, Bill.

It was hardly a career-breaking approach. In fact, his presentations looked like every other soon-to-be-chairman type back in the 1990s. To be honest, not much has changed since then (with a few notable exceptions, such as Steve Jobs.) So, the question becomes, “If you can still be successful in the traditional presentation approach, then why bother to change?” My answer is, “Because doing so brings huge opportunities.”

It is harder than ever, in today’s commodity-based world, to differentiate ourselves from the competition. The experience that we create for our prospects in a sales presentation can be that sought-after point of differentiation—and can be the difference between winning and losing deals.

Creating this experience has a lot less to do with what we say than with how we say it. Yet when salespeople and teams prepare for sales presentations, they focus most of their time and energy on the content (i.e., the what) and very little on the experience (i.e., the how).

There has been a substantial shift to focusing on customer experience over the past 10 years or so. In fact, most of our clients have appointed so-called experience officers. A client of mine named Linda Knox is responsible for the intermediary experience at Prudential Retirement. In a paper that she wrote to help define experience for the organization, she noted that “with the commoditization of products and services, differentiation has become elusive—the Holy Grail all companies seek.” She further states that the “ability to stage experience is the gateway to differentiation.” Linda takes this concept to an extraordinary level by very consciously designing the desired experience for every interaction a client or intermediary has with Prudential Retirement. Several years ago, she led a team that created a homelike environment in their Hartford office building to use for client meetings and site visits. They actually renovated about 1,200 square feet of space in their office building to mimic a warm yet contemporary space that resembles someone’s home—complete with a front door, a living room, a kitchen and a dining room–conference area. Every detail, from the scents that are created by diffusers to the sound of the doorbell at the front door to what is written on the blackboard in the kitchen to the ice cream loaded in the freezer, was designed with experience in mind.

In their book The Experience Economy: Work Is Theater & Every Business a Stage (B. Joseph Pine II and James H. Gilmore, Harvard Business Press, 1999), Pine and Gilmore argue that businesses must orchestrate memorable events for their customers and that memory itself becomes the product—the experience. They suggest that there is concrete economic value in experience, as it allows a company to truly differentiate from its competition.

Pine and Gilmore write, “While commodities are fungible, goods tangible and services intangible, experiences are memorable.” They suggest that most parents don’t take their kids to Walt Disney World just for the event itself, but rather to make that shared experience part of everyday family conversations for months, even years, afterward. They explain, “While the experience itself lacks tangibility, people greatly value the offering because its value lies within them, where it remains long afterward.”

A great example of how an experience can be game changing is former vice president Al Gore’s film project, An Inconvenient Truth. During the 2000 presidential campaign—and for many years leading up to it—Gore touted the dangers of global warming without much fanfare. On losing the election, he devoted his full energies to creating awareness around the topic. He hired a California-based firm, Duarte, to help him create a story and develop a slide show. The presentation was so powerful that it was later made into a film that received an Academy Award and a Nobel Peace Prize.

The moral of the story is that Gore did not change what he said; he changed how he said it. He created an experience for the audience unlike any other. And he became a rock star as a result.

So, how does this translate to the sales presentation? We sometimes forget why prospects often spend thousands of dollars and invest many hours in final presentations. They want to experience the team—and what it would be like to work with you. Now, they may not use these exact words; they may not even be conscious of it. But that is what it essentially boils down to. If it were solely about the facts and the figures, we could save everyone a lot of time and money by just sending them the presentation in an e-mail and calling it a day. Better yet, they would make the decision based on the request for proposal (RFP) response.

It is crucial to remember that buying decisions are largely based on emotion. Back in the 1950s, many companies and brands assumed that consumers made purchasing decisions based on the facts. So Madison Avenue (which now conjures up images from the popular cable show Mad Men) was busy creating advertising designed to convince consumers that one product worked better than another product.

Today, it is widely understood and documented that emotions play a significant role in buying decisions. In the late 1990s, science and technology gave way to a new field of marketing, developed by Harvard psychologists, called neuromarketing—the science of analyzing brain activity in decision making. Researchers use technologies such as MRIs and EEGs to measure brain patterns that demonstrate the link between emotions and decision making. Companies such as Google and Frito Lay are currently using this technology to test their messages in the marketplace.

Of course, I’m not suggesting that you hook up the entire buying committee to an EEG. However, I am suggesting that we need to spend a lot more time thinking through how we impact the emotions of our buyers in a sales presentation.

The Sales Presentation Experience

Three components contribute to the sales presentation experience: the messages we communicate, the behaviors (and skills) we exhibit, and the materials we use. The messages are the what; the behaviors, skills, and materials are the how. All three components should help us make emotional connections with the audience.

This book is divided into three sections based on these components. It is meant to break down years of myths and traditions under which salespeople have labored and to point out rules that are meant to be broken. By applying the tips, tools, and techniques outlined within each chapter, salespeople can break through the “we have always done it this way” mentality that is so prevalent in corporate America and provide a truly unique and differentiated sales presentation experience that will ultimately result in winning presentations.

Section 1 focuses on how to identify the key messages for your clients. Section 2 explores how to deliver those messages in the most memorable, engaging, and compelling way. Section 3 addresses how to use materials so they drive home your messages and support your personal and emotional connection with the client. Also included is a section that outlines all the components that will impact the presentation experience and a simple tool kit designed to help you immediately apply this winning approach.

Section I

What You Present: The Messages

Chapter 1

Make It All About Them

Myth: It’s all about us.

Truth: It’s all about them.

The most common misconception about the sales presentation is that the prospects want to hear all about us, the company presenting: our size, our clients, our products, our people, and our awards. In fact, this is so ingrained in corporate sales culture that clients actually feed into these misconceptions—so much so that they provide direction or issue agendas that make everyone think that they want the presentation to be all about the firm that is selling the products and services. They ask us to explain our products and services, they ask us to tell them how we are different, and they ask us to tell them about our processes and systems. Yet, in reality, clients want the presentation to be about them. They want to hear how we are going to help them to solve their problems, address their needs, and seize their opportunities. They want to be the center of the story. Think about it: Most of us have been on the buying side at one time or another. A sales presentation that is all about the vendor and the product is a big bore. A sales presentation that focuses on the audience and their problems, on the other hand, is engaging.

Recently, my husband and I interviewed financial advisors. We were rolling over a 401(k) from a previous employer and thought it would make sense to consolidate our investments. We interviewed two advisors, and the contrast between the two was notable. We spent considerable time reviewing our situation with each, and the first began his discussion with an overview of his background and his firm’s capabilities. He then said that he had looked at our portfolio and would recommend several mutual funds based on his review. He went on to talk about the funds—their track record, management fees, and so forth. In contrast, the other advisor started by confirming what he knew about our particular situation and then continued with a series of questions. He asked us to talk about our biggest short-term concerns and our vision for the future. At the end of this, he summarized our situation as if he had known us for years. He went on with several recommendations, tying them into our needs, fears, dreams, and realities. When he left, my husband and I knew he was the guy for us. It didn’t really have much to do with his recommendations (although they were certainly on target). Rather, it was his ability to demonstrate that he understood what was important to us—after just one encounter—that impressed us so greatly.

My colleague Kent Reilly brings the concept of making it all about the client to life with the following analogy that I have borrowed many times. Imagine that you ran into a friend after a party that you had both attended. He whips out his iPad to show you pictures from the party. As you scroll through, Kent asks, which pictures do you think will most hold your interest? If you are like most people, you will answer—pictures of you!

Maybe you can better relate to a situation in which a host at a dinner party offers to share the family vacation slides (yes, one of those), and you have that sudden and urgent need to get that extra glass of wine to help you through the next 20 minutes. Do you think you would feel differently about those slides if you had been along on that vacation? Of course you would. Stories, like slide shows and photo albums, are much more interesting to you if you are in them.

This is why we need to make our clients the stars of the photo album—and then show them how we fit into their pictures, not the other way around. In short, we need to make it all about them.

Old tradition: Begin the content of the presentation with your stats.

New tradition: Begin the content of the presentation with their needs.

Because so many people think that clients want to hear all about us, the tendency is to kick off the presentation talking all about us. I have seen far too many introductory slides with bullet points detailing the company’s history, scale, and clients. Is this the most important and engaging information that we can give the client during those critical first few moments of a final presentation? Of course not!

I have heard Eric Baron, president and founder of The Baron Group, a sales training firm in Westport, Connecticut, suggest many times that clients’ first inclination to buy happens when they believe that the salesperson understands their needs.

I think we can all relate to an experience where we have been the prospect—whether we are buying a house, a new TV, or the services of a financial advisor. You know, that moment where the salesperson just seems to get what is important to you?

For example, I was recently in the market for a dishwasher to replace the dish drawers that we had installed in our kitchen about eight years ago. I thought this was going to be a pretty easy purchase—and I was completely wrong. After visiting several appliance stores and a couple of the big-box stores, I found out there are a lot of bad dishwashers out there. While checking reviews on the Internet, I happened across an online appliance store and decided to call. The salesperson began by asking me why I was in the market for a new dishwasher. I told him that my current dishwasher needed too many repairs and I was tired of all the service calls. He then asked me several more questions. After about 10 minutes, he said something like, “So, with two teenage boys in the house and a husband who loves to cook, you probably can easily run that dishwasher a couple of times a day. You also do a lot of entertaining, and the last thing you need is for the dishwasher to give out right before a holiday, like it did for you on Thanksgiving. Given how you describe your kitchen, I imagine that the style is important to you as well, am I right?” Bingo! This salesperson had obviously been listening—and had clearly understood my needs. I was now inclined to buy.

He went on to strongly suggest that I rethink my target price upward to buy what he considers the best dishwasher on the market—which cost about twice as much as the dishwasher I thought I would buy. I gave him my credit card information, and my new dishwasher arrived the next day. I couldn’t be happier with it—and with my entire buying experience (in case you are wondering, it is a Miele).

This story illustrates how important it is to frame everything in the context of the prospect’s needs. The first order of business in the sales presentation is to confirm those needs, because this frames the rest of the presentation.

I am going to assume if you are reading this book that you are well versed in the importance of eliciting as much information and insight as you can about your clients’ needs before you present any solutions to them. In a complex sale—where the sales cycle is typically long—this process is likely to occur over time through research, analysis, and a series of contacts with the client. Your understanding and insight into the client’s situation, problems, and needs provides a critical foundation to an effective sales presentation. Failing to do this puts you at a significant disadvantage.

Companies often retain my firm, Precision Sales Coaching and Training, to help coach a team through a sales presentation. When structuring the presentation, we always ensure that the team begins their discussion with their analysis of the client’s needs, problems, and opportunities—demonstrating that they understand the client company and that this discussion will be all about addressing its needs. In other words—it will be the client’s photo album, not ours. We encourage salespeople to put the client’s needs into their own words so it does not look like a cut-and-paste job from the RFP, but rather a thoughtful reflection of their understanding and insight into their needs—something that adds value right off the bat.

Note that this is only an expression of clients’ needs; it does not and should not include your solution to their needs. It is the frame for the discussion—a photo of the clients without you in it. I sometimes think of it as a contract between you and the clients stating why you are there and what you will be discussing.

Later in the book, you will find out how negatively I feel about text-heavy slides. However, I make an exception with these kinds of needs-related slides, because the words and their meaning are so critical. It is important, however, that you preface this portion of your presentation carefully and deliberately by saying something like this: “Before we begin, I would like to review our understanding of your situation and needs. Everything that we talk about today is about addressing these, so it is critically important that we get this right. I am going to ask you to pay close attention as I review the next slide, which is a series of bullet points. Afterward, I will ask you to tell me what, if anything, we missed or what we may have misinterpreted.”

This type of preamble does a few things:

It demands audience attention. You have said that it is “critically important,” which are words that get most people to focus.

You have specifically asked the audience to read along with you—for just a few brief moments. This instruction engages them in the content and sends the message that you will not be reading to them the entire meeting.

It encourages the audience to really tune in to what you are about to say, because you have given them a heads-up that they will have a speaking role in a few minutes.

It sends a very strong message that this presentation is about them, not a 60- or 90-minute infomercial all about you. They are going to be the stars of this show.

We occasionally get some resistance when we suggest this approach to sales teams, which can come in the form of the question, “What if we’re wrong?” This is particularly concerning in sales situations where an intermediary is involved, thereby limiting direct access to the clients.

My response is simple: “The clients will correct you.” And it’s important that you allow them to do so by asking them for feedback after you have reviewed your understanding of their needs. Be sure to encourage their response with a statement that invites discussion, similar to the following examples: “I’d like to pause here and ask you for some feedback.” Or, “I’d like to hear your reaction to this.” Statements like this will encourage clients to share information with you, as opposed to something more close-ended, such as, “Is this accurate?” (to which they can reply with a simple yes).

Often, you will gain new insights as they share their reactions—something that is particularly helpful if you are presenting after your competition has presented. The members of the buying committee are likely to have been influenced by things that they have liked or haven’t liked during previous presentations. It is common for you to get a glimpse into their current thinking if you prompt them effectively—which can be gold to a sales team, because they can then adjust their comments directly to the client’s newly acquired hot buttons.

This happened to me recently. We were the last of three vendors presenting to the buying committee of a small international bank that wanted to provide its bankers with sales training and coaching. We had done what we thought was a very thorough needs analysis. After reviewing our understanding of the client’s needs, we paused and asked for feedback. The most senior member of the group shared the following: “We think our people struggle with time management.” We asked him to elaborate. He told us that one of our competitors had talked about time management often being an issue with salespeople.

Well, time management was the last thing that we would have brought into this presentation had he not mentioned it. But this newfound knowledge allowed us to discuss how we address time management issues in our training programs. Had we not asked the question, we would never have known that the buying committee had identified and rearranged their priorities during the sales presentation process. They might have even decided to go with another vendor in this situation, assuming (incorrectly, of course) that we could not address their newly identified need for improved time management.

When buying committee members accept your invitation to add to or elaborate on the list of needs you’ve provided, it is critically important for you to accomplish the following:

Make sure you understand exactly what they are saying and why it is important to them

. When appropriate, ask them to elaborate or give a bit more detail on what they said. Ask follow-up questions so that you know how to address the need as you move forward in the presentation. This also demonstrates to the clients that you genuinely care about—and are paying close attention to—everything they have to say.

Capture the need so that you can refer to it later in the presentation

. In advance of the sales presentation, you may want to appoint one of your team members the role of ensuring that you address any new needs that surface somewhere in the body of the presentation.

Acknowledge it, but do not address it

. The objective of this exercise is to agree on what the clients’ needs are and therefore what you will discuss in the meeting. All you need to do at this point is to thank them for their input, demonstrate that you heard them, and assure them that you will address it. For example, if a client were to say, “We also need to be certain that our current system will be compatible with your systems,” the salesperson might reply, “Yes, compatibility is important to a smooth transition, and we will be certain to talk about how we interface with systems like yours when we get to technology. Thank you, Erin. Anything else?” Ideally, the salesperson or the person covering technology will circle back at the right time in the presentation and say something like, “Erin, you had mentioned in the opening that you were particularly interested in systems integration.. . .” After the session, he or she might then check in with anyone else who had questions that needed to be addressed.

If You Remember Only Three Things:

1. Begin every presentation by expressing your understanding of the clients’ problems, needs, and opportunities.

2. Review each with them, explaining that since these are the basis for your presentation, you want to make sure that you have them right.

3. Elicit and take note of their feedback, and refer to it, as appropriate, during the presentation.

Challenge

Begin your next presentation with your understanding of the client’s problems, needs, and opportunities. Listen intently to the responses, and customize your comments throughout the presentation to what you have learned.

Chapter 2

Start with the End in Mind

Tradition: When preparing for a presentation, open up the last presentation and begin to retrofit. (Hello, search and replace!)

Breaking tradition: Start with the end in mind.

I fully support being as efficient as possible when it comes to presenting. I do not expect any salesperson or team to start preparing for each sales presentation with a blank screen. Having said this, I know it serves salespeople and teams well when they invest even just 15 or 20 minutes to strategize before customizing a PowerPoint presentation for the new situation.

You should approach the sales-presentation experience as a story—one with a clear beginning, a middle, and an end. You must design every sales presentation based on the client to whom you are presenting—and what that client is trying to accomplish.

The single biggest mistake we see sales teams make when preparing for sales presentations is cramming too many messages into too little time. While they intellectually understand that it doesn’t make sense, it is a hard habit to break for a number of reasons:

We are proud of all of our stuff—and we want them to see it all!

We are concerned that the competition will show them something that we don’t—and (God forbid) they will think we don’t have it.

We just don’t feel complete unless we show them everything.

The major problem with presenting too much information with too much detail in too little time is that we dilute our messages. The client is left confused and unable to understand how our offering is different from or better than the competition’s—and, most important, why they should care.

The Power of Three

So, what is a sales team to do? First, start with the rule of three. We know that it is unrealistic to expect an audience to remember more than three things. This concept goes back as far as Aristotle, who wrote about it in his book Rhetoric, and its applications are everywhere we look. Think about it—there is magic to the number three.

In Fairy Tales:

Three blind mice

Three little pigs

Goldilocks and the three bears

In Great Moments in History:

Life, liberty, and the pursuit of happiness

Blood, sweat, and tears

I came; I saw; I conquered

In Public Safety:

Stop, look, and listen.

Stop, drop, and roll.

Check, call, and care.

Even When There Is Just One Important Thing to Say, We Repeat It Three Times:

It’s all about location, location, location.

“Our top priority . . . education, education, education [Tony Blair].”

How do you get to Carnegie Hall? Practice, practice, practice.

And often, even when four things are stated, people will remember only three. The most famous example of this is Winton Churchill’s “Blood, Sweat, and Tears” speech, in which he said, “I have nothing to offer but blood, toil, tears and sweat.” So much for the toil!

Our brain is somehow programmed to easily remember groups of three. Push it to four, and it is on overload. I imagine that whatever is physiologically responsible for this in the human brain is made stronger by all the combinations of three that are introduced to us in childhood (e.g., A, B, C; 1, 2, 3; do, re, mi).

Advertisers, comedians, and screenplay writers apply this rule. Sales teams who apply this rule will have a competitive advantage.

How do you determine what those three messages should be? Ask yourself, “If I could communicate only three things to this client, what would they be?”

You can answer that question by applying the following screening criteria.

What Are the Client Needs?

Any consultative salesperson knows that if you don’t do your homework up front, you have a weak foundation for the close. The most critical part of this homework is the ability to understand and analyze clients’ needs. Your understanding goes far beyond the request for proposal (RFP), which is limited to the stated needs. The most pressing needs (and where deals are closed) typically take place behind the scenes, and they are typically unstated. These may include things such as:

To have a trusting partner (because they do not trust their current provider)

To like their relationship manager (because they either love or hate their current one)