Commercial Service Sales
Contractor Training
Service Agreement Sales Process
Presented By:
Mark Roberts
Contractor Support System
Knowledge, Skills & Attitude
Commercial Service Agreement Sales
The primary benefits of the course are to gain knowledge,
acquire skills and learn proven techniques that enable you to
significantly increase your sales success in the commercial
service market. These tools will ensure that you:

Understand the unique aspects of the conceptual sale
and selling strategically

Understand the skills necessary to successfully develop
and close these sales

Utilize the sales and marketing tools that make up the
unique approach related to “performance-based
maintenance” and recommendation-driven sales
2
Agenda
 Introduction to Conceptual Selling
Knowledge, Skills & Attitude
 Service Agreement Marketing Approach
 The Sales Process Overview:
1.
Planning & Prospecting Strategies
2.
First Meeting Appointment, Qualifying
3.
Surveying & Operating Cost Analysis
4.
Confirming Information & Financials
5.
Estimating, Proposal Generating & Presenting
6.
Closing The Sale – Agreements - Reviews
7.
Delivery, Activity Management
3
Knowledge, Skills & Attitude
Administration
 Introduction
 Rest Room
 Phones
 Schedule
 Logistics - Class Material Review
4
Knowledge, Skills & Attitude
 Mark Roberts,
Contractor Support System
Your Name
 Your Company
 Responsibilities
 Sales Experience/Training
 What You Would Like to Get out of the Training?

5
Knowledge, Skills & Attitude
Introduction – Chapter 1
6
Introduction
Knowledge, Skills & Attitude
Selling in the HVAC Industry
We’ll talk about…
Knowledge
 Skills
 Attitude
 Conceptual Selling
 Questioning
 Listening

7
Knowledge, Skills & Attitude
Introduction
 Our Company
 Offerings
 Technical Ability
Knowledge
 Our Industry
 Their Business
 Prospect Buying Habits
 Purchasing Process
8
Knowledge, Skills & Attitude
Introduction
 Selling Skills
 Presentation
 Organizational
Skills
 Thorough Questioning
 Active Listening
 Relationship Building
9
Introduction
Knowledge, Skills & Attitude
 Servant Attitude
 Attitude of Expectation
Attitude
 Positive Attitude, Built on:

Trust

Empathy

Credibility

Personal, Professional Integrity
10
Knowledge, Skills & Attitude
HVAC Service Sales – Chapter 2
11
HVAC Service Sales
Knowledge, Skills & Attitude
Service as an Intangible
 An intangible is something that requires a concept to
understand. It cannot be seen, held, touched or felt
 Intangibles require a great amount of trust, empathy and
performance to be deemed valuable
 Selling an intangible requires the customer to understand and
buy-off on a specific concept or set of conceptual premises
 Presenting a concept requires tools that help to make the
intangible tangible or at least illustrative enough to relay real
value
12
HVAC Service Sales
Knowledge, Skills & Attitude
Understanding Needs, Objectives
 Start by questioning and listening well
 Determine who will benefit and why
 What is the business and financial impact of HVAC?
 Develop an understanding of the emotional attachment to
comfort
 How can you obtain or produce comprehensive
documentation?
13
HVAC Service Sales
Knowledge, Skills & Attitude
Organizing the Customers’ Hurts
 The customer is hurting because…
 What is the direct financial impact of hurts?
 What have they said about indoor air quality, ventilation?
 Discuss comfort, utility and productivity concerns
 Remember solutions and results make the customer a hero
14
HVAC Service Sales
Knowledge, Skills & Attitude
Presenting a Recommendation
 Presenting a recommendation instead of showing off a
proposal or giving out a quote will set you apart from most of
the way business is still conducted today.
 A recommendation is non-threatening, creates a team or
partnership approach and leaves room for adjustments and
the correct changes for a purchase decision
“Selling a concept by definition builds relationships because it
requires a plan, discussions and a strategic partnership
approach!”
“The buying or purchasing decision is a natural conclusion of
the process of presenting a concept such as HVAC service.”
15
Knowledge, Skills & Attitude
Marketing Approach – Chapter 3
16
Marketing Approach
Knowledge, Skills & Attitude
 Suspects & Prospects, Definitions
 Generating the ‘Best Few’ Leads
 Letters, Email & the Phone
 Benefits & Phone Conversations
 Telephone Script Review
17
Marketing Approach
Knowledge, Skills & Attitude
Suspects & Prospects, Definitions:
Suspect:
A potential customer, unqualified and only a business
name, address and phone number
Prospect:
Acquired first-meeting appointment, identified potential
needs, hurts and objectives; gained agreement on
benefits, identified decision maker(s)
Active Prospect:
You have an action plan
18
Marketing Approach
Knowledge, Skills & Attitude
Generating the ‘Best-Few’ Leads:
 Sources of Qualified Leads:
Our own files and past clients
 Referrals from customers, techs
 Networking with associations, vendors
 Your own circle of influence
 Facility “Cold Call”

19
Marketing Approach
Knowledge, Skills & Attitude
Letters, Email & the Phone:
Attention Getting Letter…
 Three or four paragraphs
Who you are…Your company and capabilities
Your approach
Their benefits
“I will call you…” (Write Your Letter)
 Opens the door, gets beyond the ‘gatekeepers’
 Starts to build a relationship
 Manages your sales objectives
Fifteen to twenty letters/emails at a time, then make
follow-up phone calls
20
Introductory letter sample
“The business and financial demands placed upon building owners and facility
managers related to heating, cooling, comfort and health can be difficult to
address and even more confusing to outsource.”
Knowledge, Skills & Attitude
AAA HVAC specializes in offering some very unique solutions and thorough recommendations
for controlling Heating, Ventilating and Air Conditioning costs. Our proactive, planned service
and replacement programs are designed to meet your complex maintenance and operations
needs, which, in turn, helps you manage your budget.
We provide complete programmed tasking to allow a predictive approach for maintaining your
heating and cooling systems. As a full service HVAC contractor, we also offer design/build
construction, repair, replacement and service recommendations with in-house sheet metal
fabrication, mechanical and duct system installation, control, automation and piping
capabilities.
Our approach includes a complete survey, review of operating procedures and evaluation of
costs related to heating, ventilating and air conditioning. We work with you to find the best
solutions to your concerns.
Each program, recommendation or project is presented to help enhance heating and cooling
efficiencies, improve comfort, maintain indoor air quality, protect your mechanical systems
investment and save you money. Many programs are funded through energy saving measures
that offset HVAC upgrade expenses.
I would like to learn more about your business and your responsibilities, discuss our
capabilities and a possible plan to help you. I will call you this week to schedule a convenient
time to meet.
21
Marketing Approach
Knowledge, Skills & Attitude
Your telephone script should mimic your letter:
Introduce Yourself and Your Company
 Express Desire to Understand Their Business
 Review Company Capabilities, Competencies
 Identify “Best Few” Benefits
 Give Examples of How You’ve Helped Others
 Stress the Importance of (their) input, understanding
(their) company, (their) needs and finding out if
there is a possible fit.
…Ask for a ½ Hour Meeting

22
Marketing Approach
Knowledge, Skills & Attitude
Benefits & Phone Conversations:
List of few general benefits to discuss in the initial
telephone call for setting up an appointment…
Examples:
 Increased comfort conditions
 Protect investment in your HVAC system
 Reduced energy consumption
 Control operating costs
23
Marketing Approach
Knowledge, Skills & Attitude
Telephone Appointments - Review
 You must have a script!
 You must practice the script!
 Your best tool for getting appointments
 Use same script to make personal “cold calls”
24
Knowledge, Skills & Attitude
List other specific benefit statements
that can be used in letters and the
phone script:
___________________________________________
___________________________________________
___________________________________________
___________________________________________
___________________________________________
___________________________________________
25
Knowledge, Skills & Attitude
Differentiating Your Offerings –
Chapter 4
26
Differentiating Your Offerings
Differentiating with Select Purchasing Options
Knowledge, Skills & Attitude
 The “Performance-Based Planned Maintenance” difference
 Building System Analysis and Evaluation
 Financing and Warranty Benefit Statements
 The Importance of Differentiating with Technology
 Promises Kept = A Strong Relationship
 Professional Sales in HVAC
A professional sales person has what it takes to persevere through a
follow-up process (a sales cycle)…and they will not quit
27
Differentiating Your Offerings
Knowledge, Skills & Attitude
“Performance-Based Planned Maintenance” difference
 Owners and managers today expect more from planned
maintenance
 Opportunity to provide additional services is critical
 Thorough questioning and listening helps us understand
needs, hurts and objectives
 Helps us know how to present the Building Analysis
reports
28
Differentiating Your Offerings
Knowledge, Skills & Attitude
Building System Analysis and Evaluation
 Perform a comprehensive survey to evaluate the operations
 Survey will include a unique performance analysis
 Study is performed to identify any problems that exist
 Problems and comfort concerns will be reviewed and
discussed
 Review the costs related to operating the systems to
provide energy efficient, cost effective, professional
recommendations
29
Differentiating Your Offerings
Knowledge, Skills & Attitude
Planned Maintenance Benefit Statements
 We protect your investment in the mechanical systems
through comprehensive maintenance and reporting…which
prolongs the life of your equipment, preventing premature
replacement expense.
 Breakdowns are avoided because of the planned, predictive
approach…which stabilizes productivity and maintains
your profitability
 You achieve energy and utility savings based on proper
calibration and adjustment of temperature and humidity
controls…which means that you recapture more of your
money to put back into the company
30
Differentiating Your Offerings
Knowledge, Skills & Attitude
Planned Maintenance Benefit Statements (cont’d)
 Comfort conditions are maintained…which increases
productivity and can also protect your products, saving
you money that is normally otherwise wasted.
 Environment is healthier based on true planned
maintenance and reporting…which gives your employees
and customers peace of mind.
 Emergency situations are reduced due to planned services
and evaluations…which help to assure uptime vs.
downtime…saving you money.
31
Differentiating Your Offerings
Knowledge, Skills & Attitude
The Importance of Differentiating with Technology
How well you are organized will all play into how successful you will be
in uncovering needs, presenting options and closing sales
 No substitute for preparation and skill training to know what to
say, when to say it and how to ask the correct questions
 All selling involves knowing the difference between emotional,
financial and technical concerns
 We ask questions about the business in order to earn the right to
ask questions about the building and mechanical systems
 We use the Building Analysis tools to validate specific equipment
concerns
32
Differentiating Your Offerings
Knowledge, Skills & Attitude
Promises Kept = A Strong Relationship
 Explain the benefits of true planned maintenance and
building optimization
 Illustrate how Building Analysis provides validation
 Describe how reports will help justify upgrades,
replacements and improvements
 Explain that you have an Approach and Plan to solve
problems…
33
Differentiating Your Offerings
Knowledge, Skills & Attitude
Professional Sales in HVAC
 A professional sales person has what it takes to persevere
through a follow-up process (a sales cycle)…and they will
not quit
 Manage your time wisely, work with your best few
prospects
 Follow-through, place important events and specific hurts
or needs in writing
 Be creative, humorous and sincere as well as educate the
prospect or customer about how you can help and the plan
you have
34
35
Knowledge, Skills & Attitude
Knowledge, Skills & Attitude
 Customer Focused
 Selling the Invisible (Intangibles)
 Developing Questioning Skills
 Developing Listening Skills
 Developing an Action Plan
36
Knowledge, Skills & Attitude
 Intangibles need stories, proof and illustrations to
make them real
 Selling intangibles means presenting a concept
 Concepts are illustrated through examples, stories,
benefits and financial justification
 We concentrate on obtaining the true needs, hurts and
objectives of the customer in order to present specific
benefits and strong solution concepts
37
Knowledge, Skills & Attitude
 We qualify and ask questions to understand the
“big picture”…to uncover needs and hurts related
to the entire environmental systems.
 We know that “bundled offerings” and complete
recommendations covering a multitude of needs
help close more programmed maintenance.
38
Knowledge, Skills & Attitude
 For centuries sales success was attributed to
product knowledge and the belief that it could
solve any problem
 This magic wand could turn the most difficult
buyer into a willing victim by buying whatever the
salesperson was selling
39
Knowledge, Skills & Attitude
 This belief is no longer valid in this day and age of
the savvy customer. ‘Product knowledge’ is the
last tool in the sales kit
 The new rule is to start by ‘listening’ to the
prospect and to get their perception of your
product/service
 This perception is what is called the ‘Concept’ and
the process of selling to this concept, is called
‘Conceptual Selling’
40
Knowledge, Skills & Attitude
Conceptual Selling
41
Knowledge, Skills & Attitude
“ People buy for their own reasons, not for yours” and
“No one buys a product per se.”
 What your customer’s really buy is what they
think the product or service will do for them
 Instead of focusing on controlling the sales
process, discover the real reasons the customer
wants to buy
 As difficult as it is to discover those reasons,
sales success depends on staying in touch with
customer’s reasons, even when they change
42
Knowledge, Skills & Attitude
The buying decision is a series of predictable and
logical steps.
The decision making process can be identified and
tracked by the seller.
You discover one of two things:
a) there is a solid fit between their needs and
your solution or
b) there is no fit and you should not be doing
business together.
By ignoring or working against the customer’s
decision-making process, you ensure confusion,
resentment and sooner or later, lost sales.
43
Knowledge, Skills & Attitude
1. Understand
Cognitive Thinking
2. Generate
Divergent Thinking
3. Select best
Convergent Thinking
Knowledge, Skills & Attitude
Human decision-making involves three distinct and inter-related
thinking processes.
 They follow a natural order or sequence:
 Cognitive Thinking - which allows the decision-maker
to understand the situation he or she is facing
 Divergent thinking - which helps the person to explore
options and solutions and
 Convergent thinking – which enables the person to
select the best solution.
45
Knowledge, Skills & Attitude
Cognition is the process by which raw information is given
sense and structure – (asks Q’s such as Why? What? Where?
When? etc.)
 Cognitive thinking is critical for both you and the
customer to understand the parameters of the mutual
situation
 An effective sales process must begin with questioning
that helps makes sense of your customer’s cognition or
understanding.
46
Knowledge, Skills & Attitude
The second stage is called divergent thinking. It is the natural
second step, as you cannot do good divergent thinking unless
you first have clear cognition.
 In divergent thinking a variety of solutions is considered.
Things like: How about…?, Could we…?, What if…?, Let’s
consider….’)
 The point of divergent thinking is to explore possibilities
through brainstorming and not to exclude them.
Your customer needs to spend time sifting through all
possibilities. You have to let your prospect’s divergent thinking
run its course or you will generate confusion, resentment and
very likely a ‘no-win’ outcome to the sales effort.
47
Knowledge, Skills & Attitude
Convergence narrows the focus on one solution for the problem.
It is decisive, but only one step in the decision-making process.
 If you spend enough time on the earlier two steps, then
converging on the final answer becomes a quick and
automatic operation.
 Buying is a form of decision-making, which means
selling should also follow the same sequence.
 Traditional selling worked the other way around i.e.
presenting the features and functions of your
product/service without understanding the Buying
Influence’s concept, and then hoping that the buyer
finds the fit as you see it.
48
Knowledge, Skills & Attitude
Conceptual Selling
49
Knowledge, Skills & Attitude
In Conceptual Selling a customer’s concept is their ‘mindset’ or
their ‘solution image’ of what they want to get done.
 Companies don’t have concepts, but individuals do –
hence concepts are always subjective and internal to the
individual.
 Each buying influence has his/her own ‘concept’ and
these concepts are dynamic i.e. they can change – so
the rule is never make assumptions about a customer’s
concept.
 You need to re-verify the concept each time you meet
the same customer for a specific sale.
50
Knowledge, Skills & Attitude
Focus On The Results
Customers like everyone in business are looking for results.
Only when they think that you can provide them with results,
will they want to hear more about your product/service.
 The conceptual results that a customer expects are always
related to one or more of three basic areas
 Discrepancy or perceived gap in current service
 Importance or urgency
 Solving a problem
51
Knowledge, Skills & Attitude
In a highly competitive environment, where buyers have a vast
array of choices, customizing the sale is the only way the seller
can survive in the long run.
There are two essential selling tasks –
 First, you need to understand the customer’s concept:
what this individual feels is important to accomplish, fix
or avoid.
 And Secondly, you need to ‘connect’ your product/service
by relating – the specifications, price, capabilities,
technologies, proven results etc., to meet this ‘concept’.
52
Knowledge, Skills & Attitude
It allows you to learn more about your customer, than you
would possibly learn, if you started off by pitching the
product/service first.
By drawing out the customer’s current interests and
concerns, you can focus on the results that he or she really
wants.
Because focusing on concept first is so rare, you can
differentiate yourself from the competition.
53
Knowledge, Skills & Attitude
You can minimize the importance of ‘price’ by showing the
customer that you are interested in delivering value.
It is the ideal way to position yourself with the person who
makes the final decision.
Lastly, it enables you to spot, early in the selling cycle, those
customers or situations that you cannot win, hence you
should not pursue.
54
Knowledge, Skills & Attitude
 The customer’s ‘concept’ is dynamic and like everything else
in selling, it evolves in response to the customer’s own
perceptions and expectations
 It evolves in response to the information the customer gets
from your competition (What are they saying?)
 It can also evolve with you, as you work with your customer,
to refine and shape the concept to your mutual advantage
 It is always preferable for you to manage the evolution of the
customer’s concept with them, rather than allow it to be
shaped by them alone or your competition.
 Thus the customer’s concept is not something waiting to be
discovered, but rather, something to be developed…together.
55
Knowledge, Skills & Attitude
Conceptual Selling
56
Knowledge, Skills & Attitude
Q1. Why am I here?
Q2. What do I want the customer to do?
Q3. Why should the customer see me?
Q4. Do I have credibility?
57
Knowledge, Skills & Attitude
Sales people call on customers for a number of reasons.
However, the distinguishing characteristic of a sales call
is:
 You go into it, with a ‘single sales objective’
 Your single sales objective is a specific revenue
objective, or new business that you anticipate
By calling on this person…it defines ‘why you are there’.
58
Five Criteria: Your sales objective is
Knowledge, Skills & Attitude
 Product/Service related: It tells you exactly which
product/service you intend to sell and how much
 Specific clear and concise: There should be no ambiguity
and it must be clearly understood
 Measurable: Once the objective is achieved, you should
be able to measure your accomplishment
 Tied to a time-line: It should set a deadline within which
it is to be achieved
 Not connected by ‘and’: Using ‘and’ means having dual or
more than one objective. Each sales call should have a
single objective
59
In order to meet your single sales objective, you need to secure
incremental achievements along the way.
Knowledge, Skills & Attitude
Set near-term accomplishments for each call – we call these ‘action
commitments’.
An ‘action commitment’ is a customer’s promise to do
something for the buy/sell process, to move things forward on
to the next step
Ideally you should never end a sales call without getting a specific
promise referred to as the ‘action commitment’ .
Real commitment involves an opportunity cost, wherein the
customer is willing to give up some of their time to do something
concrete for the sale.
60
Knowledge, Skills & Attitude
Setting a ‘best action target’ assures that the action you want,
is appropriate for “where you are in the selling cycle”.
The action commitment should be specific:
 Focused on what the customer will do
 Measureable once it is done
 Moves the sale forward and…
 Should be realistic
61
Knowledge, Skills & Attitude
The minimum acceptable action is the least you will settle for
to make it clear that there’s still a mutual interest in producing
a Win-Win outcome.
 If you are unable to get the minimum, you should:
a) Ask questions to uncover why the customer is resisting
b) Revise your minimum acceptable action downward in
response to what is happening. And if these tactics do
not help then
c) Shut your briefcase and walk out.
62
A ‘Valid Business Reason’ is something that gives a potential
buyer a reason for wanting to spend some of their valuable
Knowledge, Skills & Attitude
time with you, hence the reason should be stated from the
customer’s perspective.
 Stating the Valid Business Reason shows that you are
prepared and it minimizes your call time by letting both
you and the buyer focus on mutual goals.
 Stating a Valid Business Reason decodes as ‘Time is
valuable’ and also says that you are courteous and
efficient.
 It also gives the customer sufficient time to prepare
queries for the seller and sets the mutual expectations
for the call.
63
Knowledge, Skills & Attitude
There are five things to bear in mind while preparing a valid
business reason.
 The reason should address the customers ‘concept’ and
should be seen as providing a solution
 It should give the prospect a reason to give high priority
to your call
 The reason should be clear not ambiguous
 It should be related to the customer’s business and not
your own
 Lastly, it should be stated precisely and concisely
64
Knowledge, Skills & Attitude
Clarify your selling responsibilities in the call – what you will be
speaking about. Have an agenda and use it!
Clarify the customer’s responsibilities – mention what
information you expect to receive in the call.
 State the valid business reason or purpose derived from
the customer’s perspective
 Identify the people to be present, so that you meet with
the right people
 If you are planning a presentation, then identify the
material needed, such as a laptop, projector, white
board, easel, etc.
65
If you can’t convince your potential buyers that you can be trusted, your
sales purpose is defeated. Establishing your personal credibility and that
Knowledge, Skills & Attitude
of your company is a must.
 Understand the common elements of credibility. These can be broken
down to the following four areas:
 Your experience
 Your knowledge
 Your presentation of yourself
 And your associations.
 It is important to check that you have credibility and not just assume
you do, by looking for evidence that you do.
 Is the customer ready to talk about your product/service, share data
with you or even tell you outright that you have their trust?
66
Knowledge, Skills & Attitude
 Ask precise and necessary questions
 Listen intently
 Allow customer time to answer…take notes
 Be Yourself – don’t put on an act
 Don’t be a ‘Know-it all’
 Stay ‘Win-Win’
 Keep your promises and
 Perform/Deliver as per the expectations you created.
67
Knowledge, Skills & Attitude
Conceptual Selling
68
Knowledge, Skills & Attitude
1. Getting Information
69
Effective selling is the art of establishing dialogue
Knowledge, Skills & Attitude
Sales success begins with the ability to ask good questions and
then listen - to the answers.
 Allows you identify clearly and clarify early in the sales process,
whether a business is an appropriate account match for your
company.
 Establishes rapport with the customer, understand their concept
and reinforce your credibility, as well as identify differences
between you and your competition.
Despite the advantages, few sales people spend their time planning and
preparing good questions prior to the sales call so that they can get the
information that they need to personalize the pitch.
70
Knowledge, Skills & Attitude
While developing questions to acquire information from the
prospect, the questions you ask must 1. Elicit the information you need
2. Be phrased in an effective manner
3. Be presented in an appropriate sequence
You must develop a process in which to:
a) Select the most appropriate questions
b) Phrase those questions effectively and
c) Arrange them in a sequence that will create a positive
flow of information between you and each of your
customers.
71
The five types of questions typically used on a sales call are:
Knowledge, Skills & Attitude
1. Confirmation questions - to validate data
2. New Information questions - to update data
3. Attitude Questions - identify personal needs
4. Commitment Questions - to identify your progress
5. Basic Issue Questions - to help identify customer
concerns that could result in the loss of the sale.
 We will discuss ‘commitment and basic issue questions’
when we reach the ‘getting commitment’ stage. Right now
we will look at the first three questions.
72
Usually asked at the beginning of the sales call; serve a dual purpose
 They help verify information that you already have
Knowledge, Skills & Attitude
 Provides clarification
Some common areas where these are used are – to verify
 Your customer’s concept
 Organizational structure and
 Business issues related to poor mechanical system performance
Confirmation Questions should be used to verify any data that you come
across in the sales process, either at the beginning of the call or before
presenting the solution or to summarize and confirm ideas, or to move
the discussion forward. Key words – ‘Still, Remain, Continue, Now,
Currently’.
73
Knowledge, Skills & Attitude
Usually follow or build on confirmation questions by seeking
more clarity. They could be explicit or exploratory in nature.
 The purpose of the new information question is threefold:
1. To clarify your understanding of what your customer is
trying to accomplish, fix or avoid
2. To update your information and
3. Resolve any information discrepancies
 While phrasing these questions use the five “W” i.e. who,
what, when, where and why, and sometimes ‘how’ Key words
are – ‘Tell me, Elaborate, Show me, Explain, Describe,
Demonstrate’.
74
Knowledge, Skills & Attitude
Focus on how your customer personally feels about the results
and how he/she, individually will win or lose in this sale.
 Such questions seek to discover the individual
customer’s values and attitudes
 They also frequently serve to uncover unidentified
personal concerns
 These questions typically use key words like ‘What, How,
Which, Describe’ along with words like ‘Attitude, Feeling,
Opinion, Reaction’.
75
The best questions in the world won’t do you any good, unless
Knowledge, Skills & Attitude
you listen carefully to the answers.
In order to achieve ‘Superb Communication’, you need to
avoid ‘question shock’ (a steady barrage of questioning).
This happens when salespersons do not wait long enough for
a reply.
‘Golden Silence’ is the only reliable cure for question shock.
Here, you simply pause for three or four seconds at two
different points in the questioning process; after you ask a
question, and after your customer responds, to give him time
to elaborate.
76
Knowledge, Skills & Attitude
Conceptual Selling
77
Knowledge, Skills & Attitude
2. Giving Information
78
Knowledge, Skills & Attitude
The information you have about your product/service, may or
may not be the information that your customer needs to make a
sensible purchase decision.
 Share product information selectively, so that it facilitates a
better understanding of the customer’s situation and leads
to an appropriate solution
 In order to be effective, the information you give your
customer has to do two things:
1.
Help you identify and demonstrate the fit
2.
And make it clear that your solution is
significantly better and different from that being
offered by your competition.
79
Knowledge, Skills & Attitude
Buyers can perform selection by differentiating – i.e. acting on
a perceived distinction between one option and all of the
others.
 ‘Differentiation’ helps the buyer to set your proposal
higher in the list of choices, by highlighting the benefits
that are unique to your product/service or company, and
which connects directly to his or her concept.
 By demonstrating a ‘unique strength’ or ‘relative
uniqueness’, you give the client a reason to favor your
proposal over others. This in turn diminishes the
importance of price competition.
80
Knowledge, Skills & Attitude
Buyers follow a natural thought process, which begins with
cognitive thinking or understanding, moves to divergent thinking
or consideration of options, and ends with convergent thinking,
or the selection of the best option.
 In Partnership selling, the salesperson facilitates this natural
process, which makes buying infinitely easy for the customer.
It is also easier on the seller, making it less stressful.
 The advantage that partnership selling has over traditional
selling is that it facilitates the customers’ input into the
solution.
● In other words, ‘People don’t resist their own ideas’
81
Knowledge, Skills & Attitude
Conceptual Selling
82
Knowledge, Skills & Attitude
3. Getting Commitment
83
Knowledge, Skills & Attitude
Among the various forms of promotion, face-to-face selling is
the most expensive, therefore to conduct a successful sales call
today, you need to ensure that every time you go out, you come
back with something to show for the time and money spent.
Remember, you are considered “overhead”!
 It doesn’t have to be the order itself, but what you do need
on every call is some measurable degree of ‘Action
Commitment’.
 On a first call to a new customer, you have no choice but to
commit yourself with no guarantee of customer
commitment, but not on subsequent calls.
 Whatever level of commitment your customer agrees to, it
should indicate that they are willing to spend some of their
company’s time and resources, just as you have.
84
Knowledge, Skills & Attitude
Commitment isn’t free or automatic, so if you want
commitment on every sales call, you have to ask for it.
A good commitment question does more than simply move you
towards the close. It also
 Gives you information that tells you how far away you
are from the final close
 Suggests the timing of events that have to happen to
move the sale forward, and
 Tells you what aspects of your customer’s concept you
may have to explore further
It works like a ‘compass’.
85
Commitment questions often function well at or towards the end
of the sales call. However, you can use it whenever you need to:
Knowledge, Skills & Attitude
 Check on your current position or
 If you are uncertain what needs to be done to move a
selling process forward.
86
The bottom-line in asking commitment questions is to confirm
Knowledge, Skills & Attitude
mutual commitment to the sale.
Commitment means a time, a date and a specific agenda
It also means your client is interested enough in what
you have said, to give you more time in taking things to
the next level.
Without a commitment, you are wasting your time and
further calling would be a waste of time.
Key words used in Commitment questions are – Decide,
Direct, Determine, Schedule, Propose, Provide,
Recommend, Agree, Secure.
87
Knowledge, Skills & Attitude
Sometimes you find yourself in a position, where initially you had
some progress, however you have suddenly not been able to get
commitment from the client to move things further.
 This may be because the buyer perceives a ‘personal loss’
or ‘no-win’ in accepting your solution. In conceptual
selling we define those perceptions as ‘basic issues’.
 The sooner you are able to spot and deal with a potential
buyers “lose” feelings, or basic issues, the sooner you’ll be
able to move the selling process forward again.
 A Basic issue and an Objection may both impede the
selling process, but are two very different things.
88
Knowledge, Skills & Attitude
When an objection manifests itself it is typically a symptom of a
deeper cause or ‘basic issue’ which is lying hidden in your
customer’s reluctance.
 It may involve negative feelings about you, about your
proposal, about your company, or something else
unrelated to the sales situation.
 Basic Issues, like any mental picture, are subjective,
intangible and personal.
 Overcoming an objection is therefore different from
addressing the basic issue, which is important for any
long-term business relationship.
89
Knowledge, Skills & Attitude
Basic Issues can manifest themselves in the following signals –
hesitation, questioning attitude, repeated objections, failure to
commit, argument, or passive resistance.
Some possible reasons for Issues are loss of:
 Power
 Control
 Credibility
 Self-esteem
 Job-security and
 Lack of recognition
90
Knowledge, Skills & Attitude
In order to identify the Basic Issue, you need to ask a particular
type of question to help search out the hidden reason why the
individual feels they are going to lose.
 This is the fifth type of question that we call – ‘the basic
issue question’.
91
Knowledge, Skills & Attitude
A Basic Issue question is a specialized form of commitment
question
 Key words while phrasing these questions are “Doubtful,
Puzzled, Unclear, Uncomfortable, Hesitant, Concern,
Uncertain, Issue”.
 You should ask a basic issue question whenever you
encounter a basic issue signal, no matter how trivial it may
seem and the earlier you do this in a sales call the better.
 Better late than never. A common place to ask a Basic issue
question is towards the end of every sales call.
 You need to try and resolve the basic issue, to get the sales
process back on track.
92
Knowledge, Skills & Attitude
Success comes not to the person who puts in the most effort
during the performance, but to the one who has already put so
much into rehearsing, that he/she can manage the performance
as if by instinct.
Work on pre-planning sales calls with
 Fellow sales associates
 Supervisors
 Subordinate employees
 Friends, family or anyone that will take the time to help
you rehearse
Maintain a record of your performance that helps you decide on
your course ahead
93
94
Knowledge, Skills & Attitude
The Sales Process
Knowledge, Skills & Attitude
“The sales process or selling cycle is a
roadmap for successful new business
development and building strong
business relationships.”
95
The Sales Process
Knowledge, Skills & Attitude
 Stay on track
 Qualify better
 Develop structured sales calls
 Stay focused on the “Best Few”
 Relationship building process
 Disqualifies prospects, It’s OK to say no
96
The Sales Process
The sales process consists of:
Knowledge, Skills & Attitude
a. Prospecting Strategies & Territory Management
b. Planning & Setting the Appointments
c. Conducting First Meetings - Qualifying
d. Surveying & Operating Cost Analysis
e. Confirming Financial Information
f. Making Recommendations - Presenting
g. Closing the Sale
97
Knowledge, Skills & Attitude
The Sales Process – Cycle Continuum
98
The Sales Process
Knowledge, Skills & Attitude
“Five A’s” - The Habit of Selling
 Approach
 Analysis
 Active Demonstration
 Answer Objections
 Always Be Closing
99
Knowledge, Skills & Attitude
The Sales Process
100
Knowledge, Skills & Attitude
Prospecting Strategies – Chapter 7
101
Prospecting Strategies
Knowledge, Skills & Attitude
 Pre-Call Planning
 Target Markets, Your Territory
 Competencies & Offerings
 Capabilities Overview
102
Prospecting Strategies
Knowledge, Skills & Attitude
 Pre-call Planning and Research begins with an analysis of
your company capabilities and where to find prospects…
What service offerings does your company provide?
 Who do you want to sell them to?

 Target Markets-Define specific market demographics and
buying conditions that best fit your company core
competencies
103
Prospecting Strategies
Target Market Strategies (Review tab #2)
Knowledge, Skills & Attitude
 Office, Owner Occupied
 Property Management and Development
 Manufacturing, Industrial, Distribution, Warehouse
 Healthcare, Hospital
 Schools, Universities, K-12
 Government, Institutions
 Specialty (retail, clean rooms, computer rooms, etc.)
104
Knowledge, Skills & Attitude
Prospecting Strategies

Technical decision makers

Financial decision makers

Systems and buildings

Motivation and concerns

Competitive analysis
105
Prospecting Strategies
Knowledge, Skills & Attitude
 Create your prospect profiles
1.
2.
3.
4.
5.
6.
7.
Names, companies, individuals
Contact Titles
Addresses of locations
Contact information; phone, email, etc.
Building size
Potential needs, hurts, objectives
Why?
106
Prospecting Strategies &
Phone Scripts
Company Information
 Capabilities Overview (Your message)
 General Benefits
 Specific Examples
 Ask for a ½ Hour Meeting
Knowledge, Skills & Attitude


Confirm …“Will talk about our company, importance of
getting (their) input, understanding (their) company,
(their) needs and finding out if there is a possible fit.”
107
Knowledge, Skills & Attitude
Setting the Appointment – Chapter 8
108
Setting the Appointment
Knowledge, Skills & Attitude
Use General Benefits
The Telephone Script
The Cold Call Approach
Who To See & Why…Decision Makers
Writing the Perfect Script…Yours!
109
Setting the Appointment
Knowledge, Skills & Attitude
Use General Benefits:
 Adding Dollars To The Bottom Line
 Improving Overall Comfort
 Increasing Equipment Efficiency
 Extended Life Of Equipment
 Assurance Of Being Proactive
The Objective Is To Get The Appointment
110
Setting the Appointment
Knowledge, Skills & Attitude
The Telephone Script  Simple In Content
 Cover Who You Are
 What Company You Represent
 Why You Are Calling…
 Visit
 Interest
 Help
 Benefits of Building Optimization
111
Setting the Appointment
Knowledge, Skills & Attitude
The Telephone Script 
Identify your best few benefits

Request a half hour meeting

Stress the importance of their input, their knowledge of the
business

Express desire to understand their business and a possible fit

Select the day, date and time to meet

Go back to those best few benefits
112
Knowledge, Skills & Attitude
Setting Appointments – Role Play
 “I’d like to meet with you for about a half hour to talk
about our company and capabilities, your business
and your responsibilities and a possible plan to help
you.”
 “Do you have a half hour on Tuesday at 9:00 AM?”
113
Knowledge, Skills & Attitude
Conducting a Structured Meeting –
Chapter 9
114
Conducting a Structured Meeting
Knowledge, Skills & Attitude
Value of the first structured meeting

Most important call you’ll have…

First Impressions…One chance

State Meeting Objective

Use the First Meeting Flip Chart

Review Ownership & Operating Costs

Confirm your plan of action
115
Knowledge, Skills & Attitude
Conducting a Structured Meeting
 Have and introduce your agenda
 Capabilities Overview (Your message)
 General Benefits
 Specific Examples
 Question and Listen
 Owning & Operating Costs
 Plan of Action……………
•Today’s Meeting
•Survey and Cost Analysis
•Preliminary Proposal
•Recommendations
116
Knowledge, Skills & Attitude
Conducting a Structured Meeting
Earn the right to ask qualifying questions to uncover
needs, hurts and objectives.
Ask questions:
 Related to the prospects’ responsibilities and business
 About the facility and HVAC system or comfort concerns
 About the budget and financial issues related to HVAC
 About how the recommendation would be approved and
who would be involved
117
Conducting a Structured Meeting
Knowledge, Skills & Attitude
The most common qualifying question words in the
English language are:
 Who (person)
 What (specific thing, object)
 Where (position, place)
 When (time, occasion, moment)
 Why (reason, explanation)
 Which (choice, alternative)
 How (way, manner, form)
118
Conducting a Structured Meeting
Knowledge, Skills & Attitude
WHO is only used when referring to people.
 Who, besides yourself will be interested in
looking at our program offerings and services?
 Who has the authority to sign and enter into an
agreement between our two companies should
we agree to move forward?
 Who is the person responsible to escort me
through your facility when I come back to
survey your mechanical equipment?
119
Conducting a Structured Meeting
Knowledge, Skills & Attitude
WHAT is used to refer to specific information.
 What do you mean when you say, “That area is
critical to production?”
 What time of day is the computer room most
accessible for servicing the equipment?
 What is the plan for replacing your equipment
when it nears the end of its useful life?
120
Conducting a Structured Meeting
Knowledge, Skills & Attitude
WHERE is used when referring to a place or location.
 Where can we store items such as tools, parts,
maintenance materials and filters?
 Where do we park our trucks when we are here
to perform maintenance or other services?
 Where do our technicians go to get their service
reports reviewed and signed?
121
Conducting a Structured Meeting
Knowledge, Skills & Attitude
WHEN is used to refer to a time or an occasion.
 When does your current service agreement
expire?
 When will it be possible to meet the other
parties interested in reviewing our programs
and services?
 When would you like for our services to become
effective?
122
Conducting a Structured Meeting
Knowledge, Skills & Attitude
WHY is used to obtain an explanation or a reason.
 Why are you considering a change in your
current contracted services?
 Why do you purchase and change your own
filters?
 Why is improving employee comfort conditions
important to you?
123
Conducting a Structured Meeting
Knowledge, Skills & Attitude
WHICH is used when a choice needs to be made.
 Which concerns you the most, high energy costs
or low productivity?
 Which day next week do you prefer I return for
my survey, Tuesday or Wednesday?
 Which is more important – reducing energy
consumption or improving comfort conditions?
124
Conducting a Structured Meeting
Knowledge, Skills & Attitude
HOW is used to describe the manner that something
is done.
 How does your purchasing process work?
 How do you measure the performance of your
in-house staff?
 How do you monitor and record your current
maintenance needs?
 How does the HVAC system impact your
business if it fails to operate properly?
125
Conducting a Structured Meeting
Knowledge, Skills & Attitude
 Use Open-Ended Questions
1.
2.
3.
4.
5.
6.
7.
How do you…?
Could you explain that to me?
Would you describe how you…?
What else can you tell me about…?
Where does the money come from to…?
How does your HVAC system impact your
business when…?
If you had a wish list, what kinds of
things…?
126
Knowledge, Skills & Attitude
Conducting a Structured Meeting
Ask further questions; probe, dig deep. Qualify their
responses and confirm your understanding of the real
hurts, needs and objectives.
 Prioritize each of the Needs, Hurts, Objectives
Confirm the hurt
 Convert to a feature
 Convey as a benefit
 Take notes

127
Conducting a Structured Meeting
Knowledge, Skills & Attitude
Active Listening, Listening Exercise
Forward Body Language
 Don’t Interrupt
 Non-Verbal Confirmation
 Eye Contact
 Let Them Finish a Thought
 Express Genuine Interest
 Probe Further
 Take Notes

128
Conducting a Structured Meeting
Knowledge, Skills & Attitude
Get a signed ‘Plan of Action’
Authorization is required to perform the equipment survey and
review Owning & Operating Costs. Your assurance that we will
“Do It Right…The First Time!”
129
Knowledge, Skills & Attitude
Conducting a Structured Meeting
Typical HVAC Owning & Operating Costs
 Systems Replacement
 Energy Usage
 Contracted Services
 Filters, Parts & Materials
 In-house Staff
 Unexpected Repairs
 Management & Administration
We will review your Owning & Operating Costs and provide a
complete report and analysis of your current operating
expenses.
130
Knowledge, Skills & Attitude
First Meeting Agenda, Role Play
“Today, we’ll talk about our capabilities and programs. I’d
like to learn more about your business and your
responsibilities and discuss a possible plan to help you.”
Capabilities Overview (Use Qualifier Flip Chart)
Story or Examples
Question & Listen
Take Notes
 Use Client Profile Worksheet
Get a Signed Plan of Action
 Confirm survey appointment
And Finally…
 Present Owning & Operating Costs Worksheet
131
Knowledge, Skills & Attitude
Surveying, Qualifying Needs & Hurts
– Chapter 10
132
Surveying, Qualifying Needs & Hurts
Knowledge, Skills & Attitude
Review Survey Procedures – (See tab #3)
133
Surveying, Qualifying Needs & Hurts
Knowledge, Skills & Attitude
Confirm notes from last meeting. Be prepared
to discuss with customer.
 Probe, qualify and confirm the hurts
 Prioritize needs, hurts and objectives
 Summarize using benefits of solutions
 Perform physical survey
 Take notes
 Take photos
134
Knowledge, Skills & Attitude
Surveying, Qualifying Needs & Hurts
 Confirm equipment list with customer
 (customer to sign off on equipment list)
 Review equipment issues
 Review equipment photos
 Discuss any immediate needs
 Perform Cost of Operations Analysis
 Verify financial data sources
 Present budget numbers
 Have customer sign Cost of Operations Worksheet
 Summarize with specific benefits
 Confirm final proposal meeting (new Plan of Action)
135
Knowledge, Skills & Attitude
Surveying, Qualifying Needs & Hurts
 Confirm the needs, hurts and objectives. This is the
negotiation stage and we are preparing for the
“automatic close”.
 Ask final questions to confirm and verify accurate
information based on your notes.
 Perform the Owning & operating Costs analysis, even if
you have to use the industry averages.
136
Surveying, Qualifying Needs & Hurts
Knowledge, Skills & Attitude
Operating Costs Review
Three ways to use the operating cost analysis…

Collect actual bills, invoices, ledger information to
provide financial justification

Review and provide building average or square
footage data information

Use industry cost averages based on total
mechanical system value
137
Knowledge, Skills & Attitude
Understanding Owning and
Operating Cost Analysis
 For the purposes of this discussion, the term “Owning and
Operating Cost Analysis” will exclusively be limited to mean
only those costs associated with our products and services.
 With that established…Go to tab #4
138
Understanding Owning and
Operating Cost Analysis
Knowledge, Skills & Attitude
 Key Primary Cost Types and the Value of Utilizing Them
A.
B.
C.
D.
E.
F.
G.
System Replacement
Energy Use
Contracted Services
Tools, Parts and Materials
In-house Staff
Administration
Unanticipated Major Equipment Failure
139
Knowledge, Skills & Attitude
Understanding Owning and
Operating Cost Analysis
 “Owning and Operating Cost” are the total
maintenance and operating expenses for the HVAC
system incurred by the customer within their facility.
 The following primary cost types should always be
considered upon initiation of each sales call until
which time that the order is closed:
140
Understanding Owning and
Operating Cost Analysis
Knowledge, Skills & Attitude
Vital tool that helps us identify our customers’ needs
and concerns
Forces us to develop the right solution to meet those
needs
Shows us how to position the features and benefits of
our solution
Customer has a better understanding of how we will
address his or her needs and concerns
141
Knowledge, Skills & Attitude
Understanding Owning and
Operating Cost Analysis
System Replacement Cost*
 The cost associated with replacing some or all
of the major parts or pieces in the HVAC system
i.e.: chiller, an entire boiler, or the entire
package unit.

Determines the estimated asset value of the
total mechanical system.
*The equipment survey must be complete prior to
performing the Cost of Operations analysis, without
which you cannot determine the estimated asset value
142
Knowledge, Skills & Attitude
Understanding Owning and
Operating Cost Analysis
Energy Use
 The cost associated with energy producing
fuels used to operate the heating, ventilation,
air conditioning and lighting.
 Fuels include the following:
Electricity
 Fuel Oil
 Natural Gas
 LP Gas
 Purchased Steam
 Purchased Chilled Water

143
Understanding Owning and
Operating Cost Analysis
Knowledge, Skills & Attitude
Contracted Services

The cost associated with outside labor/contract
costs. These costs consist of the amount the
owner of a facility pays to outside vendors to
maintain various components of the facilities
HVAC system.
*These costs include mechanical equipment, water
treatment, fire and security, temperature controls,
lighting, air filters, and building automation.
144
Understanding Owning and
Operating Cost Analysis
Knowledge, Skills & Attitude
Tools, Parts, and Materials*

The cost associated with any and all
maintenance necessary to support the facilities
HVAC system.
*This includes consumables such as refrigerants and
lubricants, and parts such as filters, relays, and belts.
145
Understanding Owning and
Operating Cost Analysis
Knowledge, Skills & Attitude
Internal Staff Services*

The cost associated with internal labor and staff
training necessary to operate, service, and
maintain the HVAC equipment.
*When in-house staff is present, this is a crucial element
in determining the overall cost of operation.
146
Understanding Owning and
Operating Cost Analysis
Knowledge, Skills & Attitude
Administration

The cost associated with administrative duties
such as completing purchase orders, verifying
invoices, calling vendors, and various other
clerical time.

Administrative costs can also include time spent
in considering HVAC decisions, energy
management considerations, rebuilding vs.
replacement, and vendor selections.

The cost of lost opportunity should also be
considered; time that could be devoted to other
areas is necessary to oversee HVAC
administration.
147
Understanding Owning and
Operating Cost Analysis
Knowledge, Skills & Attitude
Unanticipated Major Equipment Failure*

The cost associated with repairs necessary to a
major component of the HVAC system. This
component is often not given the necessary
consideration.
*These costs may include the pump, motor, compressor,
shaft, fan, heat exchanger, or burner assembly.
148
Knowledge, Skills & Attitude
Understanding Owning and
Operating Cost Analysis
 The fundamental objective of utilizing Owning and
Operating Cost analysis in the sales process is to have
prospective customers recognize a substantial cost
reduction.
 Owning and Operating Cost Analysis is much more
than just a set of formulas. It is a belief and a selling
philosophy that should be practiced on every call.
 Through this thorough, straightforward method, we
can verifiably demonstrate how our products and
services can save customers’ time, money, and
headaches.
149
Knowledge, Skills & Attitude
Negotiating and Confirming
Information – Chapter 11
150
Knowledge, Skills & Attitude
Making Recommendations Chapter 12
151
Making the Recommendation
Knowledge, Skills & Attitude
 Create a unique package
 Proposal/presentation hybrid
 Review the key needs and hurts
 Be clear, concise and direct
 Review building operations, use reports
 Use “bundled offerings” approach
 Review the key benefits of your solution
 Present agreement documents
 Give specific benefit statements
152
Knowledge, Skills & Attitude
Making the Recommendation
 Customer-Focused Recommendations are based on
and present a clear picture of benefits related to
needs, hurts and objectives being satisfied.
 Create a unique package that presents financial
justification which means we use the building
operating cost analysis information.
 Use a proven proposal/presentation format or
template.
153
Making the Recommendation
Knowledge, Skills & Attitude
 Presentation Format Example
 The Building Operating Cost Analysis
1.
2.
3.
4.
5.
6.
7.
8.
Introduction to Proposal (executive summary)
Planned, Proactive Approach (plan of action)
References-Customer List (examples of success)
Equipment List and Condition (review hurts)
Program Recommendations (the solution)
Agreement Documents (price and signature)
Program Benefits (specific to proposal)
Summary (supporting documents)
154
Knowledge, Skills & Attitude
Closing the Sale - Chapter 13
155
Closing the Sale - Agreements
Knowledge, Skills & Attitude
 Ask for the order
 Handle objections
 Review key needs, hurts
 Present specific benefits
 Talk about when, how and implementation timing
“The close is the logical conclusion to a thorough
sales process.”
156
Knowledge, Skills & Attitude
The Agreement, Closing
Ask for the order
 Ask when they would like to get started, talk about
implementation and review signature documents.
Handle objections
 Get clarification of the real issue, ask further
questions, confirm, respond and move on to ask
for the order.
Review the key needs, hurts and objectives
 Present the benefits that apply to your solution in
your proposal.
157
Knowledge, Skills & Attitude
Benefits
 Maintained, optimized comfort
 Investment protection
 Reduced overall operating costs
 Measurable performance
 Reduction in energy usage
 Improved productivity
 Improved equipment efficiencies  Reduction in breakdowns
 Optimized energy usage
 Less downtime
 Extended life of systems
 Reduced Liability
158
Knowledge, Skills & Attitude
Operational Reviews - Chapter 14
159
Provide Operational Reviews
Knowledge, Skills & Attitude
 Operational performance reviews are the best way to establish
and strengthen relationships
 Set specific times throughout the year to discuss the
performance of your service program, their equipment and
building optimization.
 Meet with the customer based on frequency of your
maintenance visits or inspection schedule.
 Monthly
 quarterly or
 semi-annual basis.
160
Provide Operational Reviews
Knowledge, Skills & Attitude
Discuss the following typical interests:

Repair/Retrofit Planning

Equipment Replacement Plan

Indoor Air Quality Overview

Planned Maintenance Performance

Temperature/Humidity Monitoring

Air Filtration Optimization

Pro-active, Preventive Approach

PM Tasking Validation
161
Knowledge, Skills & Attitude
Recommendations, Our Approach Chapter 15
162
Recommendations – Our Approach
Knowledge, Skills & Attitude
Review Chapter 15, page 46 in the training manual
163
Knowledge, Skills & Attitude
Assessing Your Company’s
Capabilities and Market Position
164
Importance of Assessing Your
Capabilities and Market Position
Knowledge, Skills & Attitude
Your core competencies are unique to your market
– Labor force derives capabilities
– Tools and resources makes them available
Allows you to provide a package of products/services
Your job is to provide creative solutions to your
customer by leveraging your unique capabilities
You look for business opportunities that provide the
highest margin and highest probability of close.
165
Importance of Assessing Your
Capabilities and Market Position
Knowledge, Skills & Attitude
First you assess what your capabilities are then you
identify what markets to pursue.
Capabilities are found in each of your organizational
departments such as:
– Operations
– Field labor and field management
– Support services - engineering, project management
– Financial (e.g. floating favorable payment terms)
You can expand capabilities by using business partners
(e.g. Engineering firm, cleaning companies)
166
Knowledge, Skills & Attitude
Importance of Assessing Your
Capabilities and Market Position
Knowing your capabilities allows you to focus only on
real, worth and win business
For example:
If you are a light commercial contractor with no
heavy refrigeration capabilities…
…you would not maximize your new business
development resources if you actively called on large
facilities with central plants.
167
Importance of Assessing Your
Capabilities and Market Position
Knowledge, Skills & Attitude
For example:
If you are a large commercial contractor with a core
competency in large central plants….
….you would not maximize your new business
development resources if you actively called on light
commercial facilities.
Why??
168
Knowledge, Skills & Attitude
Assessing Your Equipment Capabilities
 A good place to start is to develop your capability profile
and assess what types of equipment your labor force has
experience in.
 There are two classifications used in the industry to
distinguish light commercial from heavy commercial
contractors:

Low skill level less than 20 tons/hp

High Skill level greater than 20 ton/hp
 However, your firm may represent a hybrid of capabilities.
169
Assessing Your Equipment Capabilities
Knowledge, Skills & Attitude
<20 HP/Ton
EquipmentDescription
Packaged Unit Heat/Cool Air Cooled
L
Packaged Unit Heat/Cool/Humidity Control Air Cooled
L
Packaged Unit Heat/Cool Water Cooled
L
Packaged Unit Heat/Cool/Humidity Control/Water Cooled
L
Packaged Gas Driven Unit Heat/Cool
L
Split System Heat/Cool Air Cooled
L
Split System Heat/Cool/Humidity control Air Cooled
L
Split System Heat/Cool/Humidity control/Drycooler with Economizer
L
Heat Pump Packaged Air Cooled
L
Heat Pump Split Air Cooled
L
Incremental/Unit Ventilator Heat Cool Air Cooled
L
Commercial Refrigeration Self Contained Air Cooled
L
Commercial Refrigeration Split System Air Cooled
L
Ice Machines
L
Chillers Reciprocating DX Packaged Air Cooled
H
Chillers Reciprocation Packaged Water Cooled
H
Chillers Reciprocation Split Air Cooled
H
Chillers Screw Packaged Air Cooled
H
Chillers Screw Packaged Water Cooled
H
Chiller Screw Split Air Cooled
H
Chiller Absorption Trane
N/A
Chiller Absorption Carrier
N/A
Chiller Absorption York
N/A
Chiller Gas-Fired Absorption
N/A
Chiller Centrifugal Trane Carrier York McQuay
N/A
Cooling Tower
L
Evaporative Condenser Closed Loop with spray pump
L
Boilers Gas-Fired Hot Water/Steam
L
Boilers Oil-Fired Hot Water/Steam
L
Boilers Electric Hot Water/Steam
L
Unit Heater Hot Water/Steam
L
Unit Heater Electric
L
>20 HP/Ton
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
H
Small Commercial Large Commercial Your Company's
Contractor
Contractor
Capabilities
L
L/H
L
L/H
L
L/H
L
L/H
L
L/H
L
L/H
L
L/H
L
L/H
L
L/H
L
L/H
L
L/H
L
L/H
L
L/H
L
L/H
None
H
None
H
None
H
None
H
None
H
None
H
None
H
None
H
None
H
None
H
None
H
L
L/H
L
L/H
L
L/H
L
L/H
L
L/H
L
L/H
170
L
L/H
Assessing Your Support Service Capabilities
Knowledge, Skills & Attitude
 Next you assess what “High Skilled” or “High
Value” support service capabilities you have.
Support Capabilities
Engineering for energy/IAQ/capital projects
Diagnostic services
High Skill Level Replacement/repair services
Low Skill Level Replacement/repair services
Energy information services
Code compliance planning
Arrange for Capital Lease financing.
Arrange for Off balance sheet financing.
Arrange for Tax-exempt financing.
24 Hour emergency response
Inspection Maintenance Agreements
Inspections and Repair Labor Maintenance Agreements
Inspections and Repair Labor & Materials Maintenance Agreements
Y/N
171
Knowledge, Skills & Attitude
Mapping Your Target Markets
 You can further assess your target markets to
match your overall capabilities by mapping on a
Value versus Price chart.


The following chart illustrates the maps use
for some of the previously profiled target
markets already mapped.
The purpose of the map is for you to be able
to specify your area target markets to the
map.
172
Mapping Your Target Markets
Medium
Price
Knowledge, Skills & Attitude
High
Low
Low
Value Added
Medium
High









College/University
Large Commercial

 Large Industrial
Large Health Care

Federal Government


Small Retail
Local Government 
Small Commercial 




173
Mapping Your Target Markets
Knowledge, Skills & Attitude
 Where would the following markets be mapped?

Biomedical Research

Data Centers

Refrigerated Warehouses

Fast food chains
174
Knowledge, Skills & Attitude
Competitor Profiles (See tab #6)
175
The Importance of Knowing Your
Competitors
Knowledge, Skills & Attitude
 “Competitive Intelligence” is the process of:
– Tracking competitor offerings - creating files:

Service agreements

Project proposals

Pricing (especially public bids)
– Assessing strengths and weaknesses

What they did better (so can match or exceed)

Negative terms and conditions

Poor market approaches

Margins based on your cost
176
Knowledge, Skills & Attitude
The Importance of Knowing Your
Competitors
 Knowing your competitors allows you to launch precise
attacks as well as defend against attacks.
 There are five things to know about competitors:
– Who are your competitors?
– What are their strategies?
– What are their strengths?
– What are their weaknesses?
– What are their primary markets?
177
Knowledge, Skills & Attitude
Using Competitor Profiles to
Differentiate Your Offering
 Knowing their strengths helps you to make internal
improvements on the way you do business.
 Knowing their weaknesses helps you to “position”
your offering.
– Done through differentiation (providing
options)
– Provides focus of your probes
– Allows you to do promotional strategies for
targets where they have a presence
 Can you group competitors together?
178
Developing Competitor Profiles
Knowledge, Skills & Attitude
 Competitors can be classified as:
– Any entity that can influence the customer to
use their products/services instead of yours
– Includes those who specify, arrange or
subcontract these type of products/services.
– They include both internal and external
competitors.
179
Developing Competitor Profiles
 Developing Competitor Profiles:
Knowledge, Skills & Attitude
– Identify sample firms
– Traditional products/services
– New product direction - Where could they expand?
(threats)
– Target Markets - What are their primary markets?
– Strengths
– Weaknesses
– Successful Target Markets - Where are they strong?
180
Knowledge, Skills & Attitude
Managing Your Sales Objectives
181
The Importance of Prospecting to New
Business Development
Knowledge, Skills & Attitude
Prospecting is a funnel maintenance function
Requires a plan to avoid business slumps
The Sales Funnel
Plan
Target Market Prospects
Meet
Initital Contact
Study
Study Their Needs
Propose
Confirm
Close
Eliminated by Choice
No Need at This Time
Propose Solutions
Proposal Inappropriate
Satisfied Client/Goals Met
182
The Importance of Prospecting to New
Business Development
Prospecting activity fills the funnel
Knowledge, Skills & Attitude
– Starts with leads from your target market lists
– Objective is to close a face-to-face meeting
Purpose of face-to-face is to qualify into prospects
– Identify resource requirements needed to develop a
service agreement
– May or may not end in:
Conducting an equipment and facility survey
Developing a program offering
Developing an estimate
Developing a professional proposal
183
Types of Prospecting
Knowledge, Skills & Attitude
Begin with target lists
Use target profiles to develop unique
approach, strategies and tactics
Types of prospecting
– Direct mail
– Email*
– Tele-prospecting
– Cold calling or drop in site visits
184
Types of Prospecting
Knowledge, Skills & Attitude
 Use a script to answer the prospects questions:

Why Should I listen to you?

What is it? (Benefits Selling)

What’s in it for me? Tell how they will personally
benefit.

So what? Tie all facts about your Company and
offerings to benefits

Who says so? Use credible sources to back up claims.

Who else has done it? Use testimonial examples.
185
Knowledge, Skills & Attitude
Establishing a Prospecting Plan
How can you determine from the funnel the following
weekly objectives for:
– Number of customer visits (appointments)?
– Number of proposals?
186
Establishing a Prospecting Plan
Knowledge, Skills & Attitude
The Sales Funnel
Plan
Target Market Prospects
Meet
Initital Contact
Study
Study Their Needs
Propose
Confirm
Close






Eliminated by Choice
No Need at This Time
Propose Solutions
Proposal Inappropriate
Satisfied Client/Goals Met
4:1 – Agreement proposals to one close
2:1 – Project proposals to one close
3:1 – Agreement presentation to one proposal
4:1 – Project presentations to one proposal
3:1 – Agreement leads to one presentation
1:1 – Project lead to one presentation
187
Knowledge, Skills & Attitude
Traits of a High Achiever Salesperson
(See tab #7)
188
Traits of a High Achiever Salesperson
Knowledge, Skills & Attitude
In order to become a high achiever salesperson you need to:
 Understand what core and skill specific competencies
constitute a high achiever
 Understand the importance of knowledge of your
markets, products/services, competitors and the sales
skills to successfully position yourself with your
customers.
 Understand how to self assess your sales skills to
identify areas for skill development.
189
Knowledge, Skills & Attitude
What Are Competencies?
 Competencies are those sets of behaviors that
encompass knowledge, skills, attitudes, motives
and temperament that distinguish excellent
performance.
 There are two components to sales competencies.
 Core Competencies – behaviors required
across all job function types.
 Skill Specific Competencies – behaviors that
are required to be successful in the sales job
function.
190
Competency Model
Knowledge, Skills & Attitude
Competency Model
Technical
Credibility
Consultative
Selling
Continuous Honesty
Learning Integrity
Problem
Solving
Goal
Orientated
Respect for
Others
Account
Management
Planning & Flexibility &
Organization Adaptability
Alliance
Building
New Business
Development
191
Knowledge, Skills & Attitude
Core Competencies
Perform Self Evaluation
192
Knowledge, Skills & Attitude
Skill Specific Competencies
Perform Self Evaluation
193
Knowledge, Skills & Attitude
First Meeting Agenda - Review
“Today, we’ll talk about our capabilities and programs. I’d
like to learn more about your business and your
responsibilities and discuss a possible plan to help you.”
Capabilities Overview (Use Qualifier Flip Chart)
Story or Examples
Question & Listen
Take Notes
 Use Client Profile Worksheet
Get a Signed Plan of Action
 Confirm survey appointment
And Finally…
 Present Owning & Operating Costs Worksheet
194
Structured Meeting - Review
Knowledge, Skills & Attitude
 Use Open-Ended Questions
1.
2.
3.
4.
5.
6.
7.
How do you…?
Could you explain that to me?
Would you describe how you…?
What else can you tell me about…?
Where does the money come from to…?
How does your HVAC system impact your
business when…?
If you had a wish list, what kinds of
things…?
195
Structured Meeting - Review
Knowledge, Skills & Attitude
Active Listening, Listening Exercise
 Forward Body Language
 Don’t Interrupt
 Non-Verbal Confirmation
 Eye Contact
 Let Them Finish a Thought
 Express Genuine Interest
 Probe Further
 Take Notes
196
Surveying, Qualifying - Review
Knowledge, Skills & Attitude
Confirm notes from last meeting. Be prepared
to discuss with customer.
 Probe, qualify and confirm the hurts
 Prioritize needs, hurts and objectives
 Summarize using benefits of solutions
 Perform physical survey
 Take notes
 Take photos
197
Knowledge, Skills & Attitude
Surveying, Qualifying - Review
 Confirm equipment list with customer
 (customer to sign off on equipment list)
 Review equipment issues
 Review equipment photos
 Discuss any immediate needs
 Perform Cost of Operations Analysis
 Verify financial data sources
 Present budget numbers
 Have customer sign Cost of Operations Worksheet
 Summarize with specific benefits
 Confirm final proposal meeting (new Plan of Action)
198
Owning & Operating Costs - Review
Knowledge, Skills & Attitude
 Introduce the concept
 Review and provide building average or square
footage data information
 Collect actual bills, invoices, ledger information to
provide financial justification
 Use Cost of Operations worksheet on every call
199
Knowledge, Skills & Attitude
The Sales Process - Review
 Write Capabilities Overview
 Develop Intro and Follow-up Letters
 Practice Phone Calls
 Research and Plan Each Call-Meeting
 Use Structured First Meetings
 Question, Listen, Qualify
 Use Cost Analysis Worksheet on Every Call
 Confirm and Verify Information
 Use the Sales Process
200
The Sales Process - Review
Knowledge, Skills & Attitude
“Five A’s” - The Habit of Selling
 Approach
 Analysis
 Active Demonstration
 Answer Objections
 Always Be Closing
201
Knowledge, Skills & Attitude
The Sales Process - Review
202
Knowledge, Skills & Attitude
The Sales Process - Support
 Capabilities Overview
 Sales Flip Chart (PowerPoint)
 Marketing Approach and Letters
 Phone Script
 Active Prospect Log
 Prospect Profile
 Building Operating Cost Analysis
 Plan of Action
 Proposals/Presentations
 Strategic Account Management
203
Differentiation
Knowledge, Skills & Attitude
 Support Documents (Website)
 Training Review
 Financing, Leasing
 Technology Solutions (AirAdvice)
 Service Estimator Software
 Extended Warranty (Insurance)
 Comprehensive Coverage – (Total Service Protection)
204
Your Sales Plan Objective
Knowledge, Skills & Attitude
 Carry 90 suspects
 Carry 30 prospects for letters, calls
 Facilitate 4-6 First Meetings a week
 Obtain three “Action Plans” a week
 Carry 12-15 Active Prospects
205
Your Sales Plan Objective
Knowledge, Skills & Attitude
 Strategize on target accounts
 Write phone scripts, letters and capabilities overview
 Practice the use of the sales process
 Question, listen and qualify for hurts
 Develop and use prospect profiles
 Use the tools for each part of the sales process
 Manage your time correctly
 Track your progress
206
Track Your Progress
Knowledge, Skills & Attitude
 Account Activity Log
 Prospect Profile Forms
 Review Your Schedule
80
60
PMAs
Projects
Repairs
40
20
0
1st 2nd 3rd 4th
Qtr Qtr Qtr Qtr
207
Knowledge, Skills & Attitude
The Sales Process (Cycle)
208
Knowledge, Skills & Attitude
The Sales Process (Cycle)
 Learn it
 Practice it
 Master it
 The use of a process or cycle provides a clear picture
of the approach in order for you to go back to the
beginning again and again until you’re ready to
propose your final solution
 The close becomes the logical conclusion of a
thorough sales process.
209
Questions?
Knowledge, Skills & Attitude
 Thank you for attending…
 Mark Roberts, 513-535-7591
 [email protected]
 Sponsored by: Contractor Support System
210