Ron Willingham

Take aways

Six step selling process called the Aid Inc. system.
Approach
Interview
Demonstrate
Validate
Negotiate
Close

4 traits of highly successful salespeople
Strong goal clarity
High achievement drive
Healthy emotional intelligence
Excellent social skills

It is important to feel a professional responsibility to create as much value for your customers as possible.

A pie chart graph shows the behavior style of talkers, doers, controllers, and supporters.

-Talkers are process oriented and have a need for recognition. Talkers are social types. They love people, they love to visit and socialize and have block parties and join bowling leagues. They are easy to gain rapport with an easy to approach after 10 minutes you think you have been friends for life.
Talkers like to answer these kind of approach questions. How have you been doing? Where are you spending the holidays? What do you do for fun?

Talkers respond well to questions like who will be involved in using the product or service? What do other people like or dislike about the product or service they’re currently using? Who else will be involved in the final decision? How do you feel about what I am offering? A talker may purchase because it makes another employee happy or so to make someone like him or her better. They may buy from you because they like you or because you have lunch or coffee with them. The need for recognition strongly influences them. They also need to please others and even you.
When presenting to talkers talk about how their would look to others and how they will enjoy owning your product or service. Show them you’re a friend who cares about them.
Talkers don’t enjoy making decisions. They’re concerned about what others will think of them. They need reassurance that other people will approve of their purchase decisions. They want to bring enjoyment and pleasure to their peers. They often need help in making decisions. Their indecision may be caused by their reluctance to reject you. They find it very difficult to say no to anyone.
When negotiating with a talker remember they need personal support and help as they work toward a decision. Concerns they will have might say I have to see how others feel about this, give me more time to make a decision, I have to sell this idea to some other people. Their objections or problems may consist of needing a final approval from others, they fear social disapproval and making decisions, they have conflicts 12 or more sellers are competing or they want to make sure that everyone’s happy with their decision.
Talkers buy from people whom they like and trust. However, you can expect someone else’s involvement before a decision. they may find it difficult to turn you down or reject you or they may stall or make excuses.

Doors are results oriented and have a need for recognition. Their objective is to get things done they are often impatient type a personalities. They like to get to the point and they’re impulsive and very decisive and they will make a quick decision once they think they have the fax.
Usually do not have time for a chitchat. Opener questions for them consist of how do you manage to get so much done? How are you able to juggle so many different responsibilities? What does it take to be successful in your position?

Questions to ask during their interview include what do you want to accomplish? What do you want to happen that isn’t now happening? What can you do to save you time? How important is it that you get more accomplished? What problems do you have that I can help you solve? They do not demand a lot of details so you need to take care of as many of them as possible. Since they’re meant to turn is getting results do you want to talk in terms of results.
When presenting to doers talk in terms of results, the bottom line, achievement. Keep your presentation short and abbreviated making it clear to them that your take care of details and will deliver and results.
Doers love to make decisions. They’re often make them based on their trust of you. Mainly, they will be motivated by their perceived bottom line benefits to themselves. Let the decision be their own idea. Let them tell you what their benefits will be. Remember that they would be motivated by benefits that help them achieve results or help them appear in charge.
When negotiating with doers remember they want to be convinced of results and make their own decisions. Typically they do not have problems making decisions. They are most concerned with getting results and getting the job done. Doers will often object by saying I’m not totally convinced that this will work, I think I can get a better deal elsewhere, who else has made this work, we’ve got to have a faster delivery date.
Doers are usually ready to make quick decisions once they believe that your solution will give them bottom line results. Be sure to take as many details off their shoulders as possible. Doers want you to be confident that you can give them the benefits they want. They like for you to be direct with them. However, pressuring a doer will usually backfire. Their egos won’t allow you to win them over if they feel like you’re trying to push them into a decision. You must you’d their strong personalities and allow the buying decision to be their own idea.

Controllers have a need for security and are result oriented. They are logical rational people highly organized and show strong attention to detail. They revolve around facts and figures. They file information neatly and no how to retrieve it quickly when needed. They also exhibit low energy and emotional responsiveness. Their greatest fear is being in accurate we’re making mistakes. As they are logical no nonsense people, the best questions are how are you able to use your time so well? what are the most important elements that keep your organization functioning? What’s your secret for being so well organized?

Controllers are interested in fax logical processes and organization along with efficiency. Interview questions include what would help your organization run more efficiently? What wrist do you want to avoid? How do you make decisions? How do you manage your functions/job/yourself so efficiently? they are interested in saving time and not establishing relationships. your emotional responsiveness must match there’s cool and controlled.
When presenting to controllers talk to them in logical terms. Their show row emotion and will not give you as much feedback as tuckers or doers. Therapy more critical and evaluating your presentation perhaps by demanding proof or evidence to support your claims.
Controllers need fax and logical proof. They’re questioning the accuracy of your claims and will cut you off if your proof is an accurate. They won’t be swayed by your enthusiasm or friendliness. They make very rational decisions once they see evidence and proof that what you’re selling will illuminate risk and get the results you claim. They’re driven by logic not emotions.
When negotiating with controllers remember that they want to fax and documentation. Their concerns arise when they feel they don’t have enough data or proof that your product is what they need. They want facts and figures supporting your data. You hear these types of questions or objections you haven’t provided me with enough accurate data, I’m not convinced that you can guarantee the quality, we prefer not to buy until we see a successful installation that you’ve done for another company, I am unclear of your specifications or warranty.
Before you ask controllers for a decision, you must ensure that they have all the facts. Make sure that you’ve discussed all the risks involved. Don’t try to minimize the risk, to show how the risk are outweighed by the benefits. Controllers respect sales people who clearly spell out the downside of things. Always ask is there any other information I can get you before you make a decision? Controllers don’t like to be pressured when you ask for a decision, be direct. If they’re not ready to make a decision, ask them when they will be. They’re usually honor the timeframe they commit to.

Supporters have a need for security and are process oriented. They are stable even tempered people. They are content with routine redundant jobs. They are usually honest and dependable and the first ones to arrive to work in the morning. They are motivated by security and focused on quality.
Approach questions include how did you learn to do your work? What activities do you most enjoy doing? How do you keep everything looking so nice?
Supporters are stable and dependable people. They often want to talk about stable and dependable things. You don’t need to hurry your interview with supporters. Ask questions like what would help you do your job better? What risk can I help you avoid? What details do you want explain? What has worked well for you in the past? Would you please help me understand how your processes work?
When presenting to supporters give lots of details how things work what to do if things go wrong. Take as much pressure off them as possible. Expect them to take more time and go slow when excepting new ideas. Don’t present ideas that require too much change on their part.
Supporters often avoid risk since their main motivation is to six security and please other people. They’re make a slow decisions and will want validation that well established and conservative. They’re less motivated by rewards or end result benefits then by the reduction of risk. Clearly understand their perceptions of risk, attempt to remove them, give them time and help them see a safe course.
When negotiating with a supporter remember they want plenty of information and time to make a decision. There are objections will center on concerns such as don’t rush me, I don’t want to run any big risks, I want to take plenty of time to make sure and common objections from supporters are we’ve never done it like that before, we’ve always used red and now you’re trying to sell us yellow, we’ve done business with your competition for 29 years and I don’t see a reason to change. Supporters will also give many variations of I’ve got to think about it more or I have to sleep on it. Lots of details about your product is important supporters also want to know how it’s made for the sake of her knowledge.
Supporters make a decision as while you’re working with them it’s important to remember that they don’t like to change or taking risks. You can expect a slow process decision. They often need help making decisions. They will want to be convinced of your product safety and security before so. It is important that you understand their perceived risk so you can reassure them before asking for a purchase decision. You will confuse them if you put pressure on them.

-Tune the world out and focus on people.
Gain additional rapport by holding iContact while listening and getting people to talk about themselves.

Ask open ended questions that draw out wants or needs.

Listen and paraphrase to acknowledge you are listening.

Larger sales demand more interviewing

People always have their own agendas and they were only hear solutions that address their need level.

-Learn from high achievers

-What do you feed your mind you’ll become.

When approaching a close, consider using a trial closing question to gauge responses. Examples include what other questions or concerns do you possibly have? At this point, what have I failed to explain? Would you explain your decision process again? At this point, do you need more validation or evidence of the benefits of our service?

Never get comfortable.… (mehr)