(YOUR TEAM HERE)
(TEAM LOGO HERE)
Outside Sales Pitch
Presented by:
(YOUR NAME)
(DATES)
1
Selling the CEO
Telling is not selling
2
Types of
presentations
1. Canned presentation.
2. Wing it presentation.
3. Planned presentation.
3
Planned
presentation
•
Not a stream of
consciousness by the
salesperson.
•
Not flying blind.
•
Not an avalanche of
information.
•
Well orchestrated, wellrehearsed, and professional.
4
What a planned
presentation is
Logical, step-by-step process of
teaching and learning.
YOU are teaching how our
tickets can be used to
increase the prospect's sales.
You are learning from the
PROSPECT which key
benefits will work best for him.
The PROSPECT should talk
70% of the time.
5
Stories, pictures &
props
You’re going to have a conversation
with the prospect on how your team
can improve the prospect’s business.
In your conversation, you’ll have
stories, pictures and props to help
make a point.
6
3 easy parts to the
Planned Presentation
1. Intro: 60 seconds.
2. Pitch: 3-4 minutes.
3. Close: 4-5 minutes.
7
First thing
Breaking the
preoccupation barrier
Warning: You have 30 seconds
to convince them that they
should listen to you.
8
Breaking the
preoccupation
barrier
You walk in carrying a prop from your
team. You hand it to the prospect.
“Would you please hold this while we
talk? It’s a tool we use in our business.”
9
Your small talk
“We have a thing that we call
silly putty tickets--remember
silly putty, you can shape it,
stretch it, mold it.” (Stage
direction: Bring out an egg of
Silly Putty and hold it up.)
“Well, we can shape and
mold our tickets to your
specific needs to help you
increase your sales.”
10
First of five
questions in Part 1
Q1. “For instance, how many
local sales people do you
have?”
11
If the answer is
‘none’
If the answer is ‘none’ to Q1, then the
rest of this presentation is not
applicable.
You would swing right into group
sales. Your next questions would be,
“How many employees do you have
here?” You would then start pitching a
group sale, which is different.
As for now, assume that the answer is
a number.
12
Ask just five
questions for Part 1
Q2. “How many key accounts
does each salesperson have?”
Q3. “What size is an
important account?”
13
Planned
presentation, Part 1
Q4. “How important is new
business to your salespeople?”
Q5. “Do you have a strict plan
that is designed to get new
business every month?”
14
That’s it for Part 1
Q1. How many local sales people do
you have?
Q2. How many key accounts does
each salesperson have?
Q3. What size is an important
account?
Q4. How important is new business
to your salespeople?
Q5. Do you have a strict plan that is
designed to get new business
every month?
15
Part 2
The Pitch
(3-4 minutes)
16
The First Step
“It’s always tough to get salespeople to
focus on new business. By using our
silly putty tickets, you can get them to
focus on new business, and, you can
keep track. For example, the first step
would be to have each salesperson
identify in writing to you which new
prospects are key to them.”
Q6. That wouldn’t be too difficult to do,
would it?
A. _____________
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Planned
Presentation
“Most of my clients have told me the key
to building business from new prospects
is for the salesperson to develop a good
relationship with them, usually through
constant contact.”
“A lot of times, to build that relationship,
salespeople will use an out-of-the office
activity like golf or lunches.”
“Some of my clients have told me their
problem with golf is that some people
just may not be good golfers and it’s
almost more embarrassing to play than
not. And, it’s pretty expensive. And
when was the last time you had a
memorable chicken sandwich at lunch?”
18
Part 2
The 2nd step:
Going to a game
“Here's how it works.
“The salesperson calls a prospect he’s
been working on for a little while. He
says, “How about joining me for the
Kangaroos game next week. I’ve got
the President’s seats.”
“This is not a situation of the
salesperson just giving away the seats-it's the salesperson inviting the prospect
to go with him. Now, the salesperson
has the chance to do some real out-ofthe-office bonding.”
“Remember, he wants to develop a
relationship through constant contact.
Giving the tickets away doesn’t help
build that relationship.”
19
Getting an important
‘yes’ answer
Q7.
How effective do you think 2-3
hours at our game would be for
relationships?
A. ___________________
What could be even better is if you
as the President or maybe your
sales manager could go also.
Q8. Would you be willing to do that
occasionally?
A. ____________________
20
What to do when a
negative answer pops up
You have two strategic tools to battle
almost any negative answer:
1. You ask another question: “How do
you mean?”
2. You have ‘evidence letters’.
You can use these two tools any time a
negative answer comes up.
21
22
Part 2
Using the Evidence Letter in a
positive/negative situation
Positive answer.
Negative answer.
PROSPECT: "Yes, I think
that would be effective.“
PROSPECT: "I don't think
that going to a game
would help in getting new
business..."
YOU: “How do you mean?”
PROSPECT: (Almost
anything.)
YOU: “That's a valid concern
and many executives that
I have dealt with had a
similar concern....(Bring
out "evidence" letter) and
here is how they have
done...”
(Hand "evidence” letter to
prospect)...
YOU: “You're exactly right,
look at how one of my
clients benefited by
using our tickets to get
new business...”
(Hand "evidence” letter to
prospect and tell a story).
23
A ‘no’ that could
lead to a ‘yes’
Q9.
“Would it be asking too much of
your salespeople to spend one
evening a month with a solid
potential client?
“It should be someone the
salesperson has already identified
to you as a key new business
prospect.”
A. _______________
24
Part 2
Doing the math
“Our season is about six months long.
“If each one of your salespeople took
just one key prospect a month to one of
our games, each salesperson would
bring six prospects a season.”
Q10. “Of those six prospects, how
many do you think would end up
as customers?”
25
Doing the math, con’t
“Let’s see. If each salesperson
converted just one prospect to become
a customer that would be____ (Answer to
Q3, Average account size) for each
salesperson. That would be
_________ in new business” (multiply
the above number by the number of
salespeople.)
Q11.Do you see how I arrived at
this number?
A. ________________
26
Doing the math,
con’t
“You know, we’ve been talking about
new business. We might also consider
your existing clients. After all, your
competitor may be out there trying to
build the same relationships with your
clients.”
Q12. “Would it be asking too much to
have your salespeople also
spend just one evening with an
existing client as well as one
evening with a prospect?”
27
Doing the math,
con’t
“To give each salesperson one game a
month for a prospect, you would need
____ games a month.”
Q13. “Does that make sense to you?”
“You would need a similar number of
games per month for your salespeople to
take existing clients out to the games.”
“All in, you would need tickets for a total
of _____ games per month.”
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Part 2
Zeroing in
“Now let’s talk about which type of
ticket would work best for you.
“Based on what you’ve told me, here’s
what I would suggest you do.
“Our best available seating area is
_______________. With these seats,
here’s what you get…(describe benefits here)
:
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Part 3
Wrapping Up The Sale
(4-5 minutes)
30
Cost
“To have each salesperson take out one
key prospect per month, you would need
tickets to ____ games a month.”
“To have each salesperson take out one
current client per month, you would need
tickets to a similar number of games.”
“To have a planned, controlled new
business campaign that has a modest
cost, you would need tickets to _____
games per month.”
“We play on average, ___ games per
month. Because you need ___ games, I
recommend (number) full season tickets.”
(see the chart on the next page for details)
31
How to read the chart
Column 1: See number of sales people in left hand column.
Column 2: Each salesperson needs tickets for 5 prospects (one game per
month).
Column 3. Each salesperson might need tickets for 5 current accounts
(one game per month.)
Column 4. Total games needed for this prospect.
Column 5. Best ticket package for that need.
Column 6. How those tickets can be used.
Column 7, 8, 9. Prices for four tickets per ticket package needed.
Sales
people
Prospects
Clients
G
# of pkgs
1
6
6
12
4 Quarters
2
6
6
24
3
6
6
4
6
5
Comments
Club Level
Whites
Blues
No extra games
$
$
$
4 Half Season
2 less games for salespeople
$
$
$
36
4 Full Season
8 extra games for employees
$
$
$
6
48
4 Full Season
4 fewer games for salespeople
$
$
$
6
6
60
4 Full; 4 Big Game
2 fewer games for salespeople
$
$
$
6
6
6
72
4 Fulls; 4 Half
6 fewer games for salespeople
$
$
$
7
6
6
84
8 Full Season
4 games for employees
$
$
$
8
6
6
96
8 Full Season
8 fewer games for salespeople
$
$
$
9
6
6
108
8 Full Season;
8 Big Game
Perfect Fit
$
$
$
32
Asking for the order
“The cost to have a planned, controlled new business effort is really
quite nominal for the return. For each one of your salespeople to
take just one key prospect once a month and one current client a
month you would need ____games per month or _____ games for
the season.
(Stage instruction: Look at your chart and find the row with 5
salespeople. You do’t have to stumble around doing math, it’s right
there.)
“The return on investment is substantial. If each salesperson
brought in only one new piece of new business because of this
focus on new business, your sales would increase to $125,000.”
($25,000 x 5 = $125,000).
“Because you need 60 games, I recommend four full season
tickets. That would leave 10 games for your employees or more
customers. Your costs for 4 season tickets is only $14,000.
“How happy do you think you’d be with those results by giving this
plan a try? That decision would be worth at least $125,000 in new
business to you and maybe up to $250,000 in new business.
“Let me get this order in today. Don’t worry about a thing, I’ll take
care of all the details....”
Q14.Would you prefer the seats in your
name?
Stage Directions: Remain silent and let the prospect speak.
name or the company’s
Handling
Objections
Tips on closing
1. Pause before speaking, just a couple
seconds. It will make it appear you
are truly considering their objection.
2. If there is an objection, first ask, “How
do you mean?”
3. Silence is the strongest closing tool.
4. The most difficult part of selling is
asking for the order. The most
difficult part of closing is…not talking
your way out of a sale.
34
Objections
“I need to talk to my
partner” objection
CEO: “Let me talk to my partner (wife, business manager,
dog etc) and get back to you.”
SALESPERSON: “Mr. Prospect, I can understand wanting to
talk to your partner. When would you be able to talk to your
partner?”
CEO: “Thursday (or some other date)”
SALESPERSON: ”Having looked at this program and looked
at the new business potential, what will you recommend?”
CEO: “I think I would recommend it.”
SALESPERSON: “What do you think your partner will be
inclined to say?”
CEO: “I think he’d like it.”
SALESPERSON: “ Then why don’t we do this. Let’s sign
you up today and we’ll use our Opt-Out Clause. Here’s how
it works. You’re meeting with your partner on Thursday.
Well, I’ll write next Monday’s date at the top of the
agreement. You have until that date to Opt-Out if you decide
this isn’t right for you. This way, you can get the better seat
locations, but, if you and your partner decide that this isn’t for
you, you’ll just call me up and cancel the order.” I’m allowed
to hold seats without money for up to three accounts. You 35
would be my third.”
Objections
“I’ll talk to the sales staff”
objection, Part 1
CEO: “Looks pretty good. Let me talk to my salespeople and
make sure they are into it and get back to you.”
SALESPERSON: “When would you talk to your salespeople
about this?”
CEO: Thursday
SALESPERSON: “Jim, you said earlier that it wouldn’t be too
much to ask of your salespeople to spend one night a month out
with a key prospect, right?”
CEO: “I think it’s reasonable.”
SALESPERSON: “And, you said you thought our games were a
good place to develop relationships and there was a potential of
____________ in new business, right?”
CEO: “Sure”
36
Objections
“I’ll talk to the sales
staff” objection
SALESPERSON: “Then with all due respect to your
salespeople, why let them even vote on it? Why let them vote
on $________of new revenue for your company? If you think
this will work and you think they can spend just one evening a
month out with a prospect, and generate $________ to
$________in new business, what’s there to vote on? What if
they voted no? I had a client last year who was concerned
about whether his salespeople would use the tickets. Here’s
how well it worked for him.”
(STAGE DIRECTIONS: Hand a testimonial letter to the
CEO.)
SALESPERSON: (when CEO looks up from the letter): “Why
don’t we do this? Let’s sign you up today and we’ll use our
Opt-Out Clause. Here’s how it works. You’re meeting with
your salespeople on Thursday (see above). Well, I’ll write
next Monday’s date at the top of the agreement. You have
until that date to Opt-Out if you decide that this isn’t for you.
This way, you can get better seat locations, but if your sales
staff really fights you on this by next Monday, you just call me
up and I’ll cancel the order. Can I reserve those seats today?
(STAGE DIRECTION: BE SILENT AND LET THE
37
PROSPECT SPEAK NEXT)
Objections
“It costs too much”
objection
SALESPERSON: “How do you mean?”
CEO: “Well, we had a tough year and cut some budgets
and I have to be smart on some expenses (or some other
explanation).”
SALESPERSON: “I can understand that. (pause). I had
some other clients that felt the same way. They thought of
it this way. You said yourself that you thought you could
generate $ _________ in new business for a pretty
reasonable cost of $ __________ . That sounds like a
pretty smart move on your part. What is it here that is
really causing you to hesitate?”
BE SILENT AND LET THE
PROSPECT SPEAK NEXT
SALESPERSON: (If he continues to persist on cost.)
“What would you be more comfortable with?”
38
“It costs too much”
objection- con’t
SALESPERSON: “Within that price range, I think this
could work for you” (cut the original recommendation
down with either a cheaper priced ticket or fewer
games and explain the number of games in this
package.)
____________________________________________
______________________________.
“With this plan, you can still get really good seat
locations and pretty close to the right number of games.
If this works the way we both think it will, you can
always add games or upgrade your seats during the
season. Will this work for you?”
STAGE DIRECTIONS: BE SILENT UNTIL HE SAYS
SOMETHING
39
None of my clients are
fans of your team or sport
(Or) Let me talk to a few clients
to see if they are interested.
SALESPERSON: “How do you mean?”
CEO: (some explanation)
SALESPERSON: “That makes sense to think
about your clients. Let’s really think about this
though. This program really is designed to get
new business. You said earlier that our games
would be an effective place to build
relationships, right? Well, prospects might not
be fans of our team, but most like to see the
biggest stars of the league at some of our
biggest and best sold out games. This works
for getting new business and it will work for
most of your clients. I can take your order right
now and get this new business program
going.”
STAGE DIRECTIONS: Be silent and let the prospect speak40
next
Objections
I’ll just buy from
StubHub or online
SALESPERSON: “I can understand how
easy it is to buy from StubHub. However,
StubHub has some weaknesses for
businesses: 1) You can’t really plan in
advance with a controlled new business
strategy, 2) You never really know how much
you’ll pay for tickets and more importantly,
whether you can get decent seats, 3) You
also don’t get access to the other features
and benefits of being a ticket package buyer
with the team.”
“I can take your order right now and get this
new business program going.”
“What is it about this package that’s really
causing you to hesitate?”
41
Objections
“I can’t see this
working” objection
SALESPERSON: I can understand that this
sounds crazy that you can get all this new
business by going to games. But, IT DOES
WORK. And, what is your risk? It’s only
about $_______. That’s not much of a
gamble—$________to get $________,
maybe $________. What if it isn’t as
effective as I say it is? What if it’s only 75%
effective? That would mean you would get
over $________ in new business for a
$________ investment. Plus you’ll have a
lot of fun at our games. Would it be all right
if I placed your order today?
BE SILENT UNTIL HE GIVES YOU A REAL
OBJECTION
42
Objections
“I’d like to think
about it” objection
CEO: “I’d like to think about it.”
SALESPERSON: “I can understand that. If
you took some time to think about it—maybe
even thinking about it walking some beach—
and you thought about the $__________ in
new sales and the $__________ in cost, do
you think you would be inclined to do it?”
(If the answer is yes or probably, say, “Well,
then, why don’t we just do it. You’ll really be
pleased with the results. ”)
(If the answer is no or probably not, ask why.
“Really? You’d be getting ______ in new
revenue and it cost only _______, What is it
that’s really causing you to hesitate here?”) 43
Objections
To those who
HESITATE
CEO: (Hesitating)
YOU: “Let me tell you about a company that was
in the same position as you and he followed this
plan and decided to give it a try. Take a look at
these numbers....”
(Hand the prospect another evidence letter and
be quiet while the CEO reads it.)
YOU: “How happy do you think he is that he
gave this plan a try? That decision was worth
$100,000 in new business to him. Let me get
this order in today. Don’t worry about a thing, I’ll
take care of all the details....”
44
BIG INVESTMENT BANK, INC
123 Main Street
Yourtown, USA
February 7, 2XXX
Mr. Steve DeLay
Corporate Marketing Manager
YOURTEAM
1000 Stadium Drive
Yourtown, USA
Dear Steve:
Recently I reviewed my marketing plan for next year. I realized that an important aspect
would involve being with clients and prospects away from the office pressures and
meetings.
With your prompting, I purchased ticked to your team to determine if this would be a
comfortable locale to get to know my clients better. I purchased one of your plans.
Here are some early returns. I invited a prospect, the owner of a small business in the
next town, to a game. Previously he had been too busy to really chat over the phone.
We met at the game. Within minutes we were in the flow of the game and we had fun.
During a lull in the action, we talked about investment strategies and he said he could use
more personal attention that he was getting from his currect managers. At halftime, we
talked some more about his goals, a lot about the progress of the game and who was
playing best.
At the end of the game we agreed to meet in his office to more formally discuss his
pension plan. To make a long story short, we got the prospect’s business, and our
earnings on it will be in the tens of thousands of dollars.
I look forward to bringing other clients and prospects to the remaining games in my
package.
Kindest regards,
Joseph X. Myers
Senior Vice President
Objections
Making the decision
“Let’s take a look at this. . .the pros and
the cons.”
(Take out a piece of paper for this. Draw
a line vertically down the middle. Write
‘Reasons for’ in upper left; ‘Reasons
against’ in upper right).
“Let’s put down the amount of new
business in the left hand column....”
46
Making the decision
Reasons for
Reasons against
47
Making the decision
Reasons for
Reasons against
1. New business
of over $_____
over five months.
2. Renewal of
that new business
to equal at least
$_____over the
next year.
3. Total minimal
increase of new
business would be
$_______over the
next 15 months.
48
Making the decision
“Now let’s look at the reasons why this might be
of advantage to you.” (Write down the number of
things in conjunction with prospect.)
“Now, is that everything? Can you think of any
more reasons?”
“Wait...I’ve got one....It’s a fun way to get new
business. There’s nothing wrong with that is
there? Well the numbers are fun enough, but I’ll
write it down anyway.” (Write down ‘fun’).
“Now, M________, let’s fill out the other side.”
(Give the prospect the pen and the paper and let
him fill out the side ‘Reasons against’ all by
himself. They’ll come up with price. Help them.
Tell them how much it is. The most reasons they
could come up with is probably three.)
“It looks like you made your decision...”
49
Follow-up meeting
CEO: “I’m not sure about this and have to
talk to a few people first. Give me a call
next week and I’ll let you know.”
YOU: “I can understand that. I am
actually going to be right down the street
at ________ (insert company) for a
meeting at 10:00am on Tuesday. Would it
be okay to stop by here at 9:30am to
answer any new questions or get this
wrapped up?
STAGE DIRECTIONS: The salesperson
should be reaching in to their bag for
an appointment book or their cell
phone for a calendar. This will make it
seem more ‘official’ that they are going
50
to be back in the area.
Objections
When all else fails:
The Columbo Tactic
When a prospect says no, or delays a decision.....
“OK, thank you for your time. I hope I can get back to you
another time.....” (You get up, put away your stuff and walk
to the door of his office. At the door, you stop and ask...)
“Before I go, can I ask you just one question? I’ve tried to
present our product the best way I know how, but I’m a young
guy (woman) and I’m not very experienced in this business,
and I’d really appreciate you telling me why you didn’t buy
today?”
(This improves the chances that they will now tell you the real
reason. They will give you the final objection.)
“Oh, Mr. Jones, I didn’t explain that properly? That’s my
fault. Doggone it.” (You walk right back in and start closing
on that final objection.)
(If you feel you have no chance to make the sale, then…)
“Why don’t you just buy one of our all-inclusive seven game
plans and test this out. After all, it’s only about $XXX for two
seats. Heck, you could give them to your assistant for all her
hard work.”
51