Archive for the ‘Sales Presentations’ Category

Meetings: How to be memorable

Most people have a diary overflowing with meetings that were created weeks ago, and sometimes by others. If you’re a sales person trying to get into a prospect’s diary, try these tips to be memorable:

  1. Put your name first in the meeting subject. When their calendar only gives them the first 10 characters of the meeting subject they will see it’s with you. (If you put their name first they will see that they are at a meeting – der!)
  2. Use their time zone. When meeting online or planning trips interstate always speak in their timezone. It’s not up to them to know where you are!
  3. Send a meeting request via e-mail. This massively reduces the chances of someone else stealing the time slot from you.

It’s about focusing on them (and not yourself) and being easy to buy.

As always I’d love your thoughts on this here.

Your 2019* training needs

My diary is filling fast for 2019.  If you want to ensure your team have the skills to stay ahead of the competition contact me today and we can lock that training in. The three most common ways clients used my services in 2018 were:

  1. Sales training – helping sales teams sell by focusing on value
  2. Presentation skills training – stopping death by PowerPoint and ensuring clients and staff remember the message and take action
  3. Pitch preparation – The most important presentation in the workplace is the sales presentation. I help you stand out and stop boring clients with slides.

To lock your dates in for 2019, just send me a private message and let me know what you’d like and when. I’ll then call you to work out the details.



*We can even play with invoicing dates to fit around budgets if you need!

Two Levels of Positioning

There are two levels of positioning you need in the market. The first is company positioning. This is brand management, PR, social responsibility and all the other important activities that brand managers look after.

The second is individual positioning. This covers the well-known macro concepts like employee behaviours, codes of conduct and other modifiable activities. But it also covers the intangible micro activities of employees. Do they have the ability to hold their ground, lead a sales conversation and push back with the right amount of pressure at the right time?

If your organisation has strong positioning in the market, but your sales team cannot match that positioning in the sales conversation all your money and effort in company positioning is wasted. The customer only deals with the sales/admin/support person – never the company itself. The way your team position themselves is just as important as how the company positions itself.

As always, would love your thoughts on this here.



The Contradiction in Presentations

In 2010 the iPhone 4 was launched. If you had one you were one of the cool kids. Now if you still have an iPhone 4 you keep quiet about it.

In 2014 it was common to go to the DVD store on a Saturday night to select a movie to watch. Now you’d be hard-pressed to find a DVD store because everyone is streaming Netflix.

Everything evolves – that’s the way life is.

Has your method of selling evolved to the same level your product has?

The main ways that presentations evolved are:

New playbook pic

The Contradiction in Presentations

The contradiction happens when you try to build a consensus as to why the audience should pay attention to your long sales pitch as you sell your cutting edge product.

Your product might be cutting edge, but your sales presentation isn’t.

Audiences get a gut feeling about your presentation and make a decision based on that. They then use the features of your product to confirm that gut feel.

What is the gut reaction they get from your presentations?



What If You Doubled The Price?

What if you doubled the price of what you are selling? What additional value would you have to demonstrate to make it so valuable to your customers still wanted to buy it over the cheaper alternative?

The key here is value demonstrated – not features added.

Once you have identified this, you know how to step away from the price war and protect your margins. That’s what Rolls Royce does.

Customers buy value – not features




Three ways to increase sales in 2017

There are three ways to increase sales for 2017. They are:

  1. Do what you did in 2016 and hope for better luck. This is unreliable.
  2. Add more staff and/or products to sell. This is good but expensive and the lead-time is long.
  3. Develop positioning so people come to you. This is powerful, cheap and offers leverage.

Positioning is about assuming a position in the market and telling the market you own it. You do this by capturing what you know and using it to lead the market.

Positioning gives you:

  1. Marketing content that people read. No one reads ads anymore but they read content that is relevant to their business.
  2. A reason to see your customers. When you stop advertising and start generating ideas that are valuable people want to see you. This is the perfect excuse to call and see a customer.
  3. It’s easy – it is about what you know, your experience and how you can use that to sell more.
  4. An endless supply of information that keeps your market connected to you.

My program Better Positioning, Deeper Conversation, More Sales will show you how to position yourself as the leader you want to be so customers want to buy from you. You can get more of its details here.

How will you increase your sales in 2017 – luck or positioning?



Sales Presentations

The typical Sales Presentation is like a bad date – the person talks about themselves all night while you have to sit there and listen. Sure you want to know about them, but you want to share about yourself too!

Sales people often fall into this trap. It happens for two reasons –

• We are narcissistic to a point. We think that everyone is interested in us and what we have to say*.
• The second is a lack of positioning and confidence. Without positioning they can’t control the sales conversation in the customers environment. Without confidence they cannot dig deep into the customers world to find out what they need to buy.

You can tell if your team lacks positioning by any of the three following signs:
• They (not the customer) are the focus on the sales call (we sell this, we do this)
• Sales calls are short (buyers don’t want to waste their time beyond 10 minutes)
• They don’t sell much

If your sales team has this problem, you might want to check out my January program Better Positioning, Deeper Conversations, More Sales. It’s being run in January when customers are away or just don’t want to see you. You can get the details here.

If you want your customer to think you are interesting, let them talk about themselves.



*You can test this in the next conversation you have. Say something about yourself and see how long it takes for the other person to make the conversation about themselves.

Where is the Head Office?

Most fast food chains do not have a head office for their restaurants. They are called Support Centers.

The State Manager, Manager of HR, Manager of Business Development sit in this support center. It sounds an awful lot like a Head Office.

But it’s not. And deliberately so.

The fast food chain wants their customers to think that the local restaurant is the head office. They want the staff of that restaurant to act as though they are the head office. This empowers staff to make decisions and the customer feels good about dealing with them.

When you are selling, are you the head office or just a representative of it? If you can’t make decisions, provide prices or clear up issues on the spot the customer won’t feel good about dealing with you.

Customers like to feel good when dealing with their suppliers. Giving staff head office powers enables this. It’s about being the leader.


This is an edited extract from my new book “Better Positioning Deeper Conversations More Sales”. To find out more or to purchase copies of this book click here



Pack, Push off or Provide

There are only three possible outcomes after a sales pitch:

  • Pack – pack the order and send it out
  • Push off – Go away
  • Provide – give me samples, specs and pricing

Most companies have strategies for two of these three outcomes.

Pack is customer nurture. Push off is start again

Provide is where it is let down. Most companies have a 2 strategy approach for follow up. They are:

  • Begging (I’m calling to see if you’ve made a decision)
  • Advertising (here is a copy of the latest brochure).

Neither approach offers value to the customer, or dignity to the sales person. After all, who likes begging!

You’re better off to offer the customer value so they want to talk to you. (A discount is not value – it’s prostitution)


This is an edited extract from my new book “Better Positioning Deeper Conversations More Sales”. To find out more or to purchase copies of this book click here


Go High

If you want an audience (buyer) to engage with you, you need to communicate from their world – not yours.

But many sales people will ask about the content they sell (e.g. Do you need any blue widgets?). If the buyer says yes they have a chance for a sale. If the buyer says no, they ask another content question (e.g. How about red widgets?).

These sales conversations are usually short and produce nothing.

This happens because subject matter experts love their content. They spend their time thinking about what they have and how it can benefit their customers. Their passion is clear.

The draw back is that they can see problems that the buyer is not yet aware of and go straight for it. They are selling a pill for a problem that the customer does not know they have.

If they don’t know they have a problem, they have no need to buy your pill.


This is an edited extract from my new book “Better Positioning Deeper Conversations More Sales”. To find out more or to purchase copies of this book click here


A$$ and Ego

Most (not all) buying decisions are based on either covering our backside, or positioning ourselves favorably in the eyes of others.

No one wants to be known as the person who bought on the dud supplier that ruined production. As such, many people stay with the status quo even when they know it’s not working.

Similarly, we want to be the person who looks great in front of our colleagues. This causes some to make buying decisions based on how good they will look when it all comes together.

What is common between these two? They are both based on emotions.

No amount of logic will convince me to take a risk if the emotional side is not covered off.

Are you covering off emotions with your buyers?



This is an edited extract from my new book “Better Positioning Deeper Conversations More Sales”. To find out more or to purchase copies of this book click here


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