Sales Training

“Now that you mention it…”

“… our best deals usually happen when we don’t get past our fourth, seventh, or whatever slide, when we meet with a client for the first time.”

These were the words of a business development exec halfway through the two-day sales workshop. He had joined this financial services firm less than a year earlier.

A six-year veteran of the firm agreed. “Actually, you’re right. When the conversation moves away from our funds and asset class, and toward the prospect’s challenges and opportunities, that’s usually when we get the most traction with a prospect.”

This was a tipping point for this high-powered commercial team.

Until this very moment, they had adhered to the industry norm.

Go in an present long pitch decks. If the prospect raised a question, they usually answered it and then refocused on their pitch deck.

After all, they had put a lot into its preparation, right!

What they were now beginning to realize was that, although their prospects had expectations of a long presentation, but actually placed higher value in a robust discussion and, early on, a discussion about challenges and opportunities.

The C in S.C.O.R.E© Selling Method.

Challenges.

Of course, this was part of the training content, but it wasn’t force-fed to the participants.

The team came to this conclusion itself… at least that’s what they thought.

It was obvious to me from my assessment that they needed to break this modus operandi, but instead of just telling and showing them, I guided them here.

The team came to the conclusion itself and were, therefore, more committed to adopting it and integrating it to the selling system that, following the workshop, we branded as theirs.

It was essentially the S.C.O.R.E© Selling Method, re-branded.

Deals within this firm are typically in the € 10 to 40 million range. To change the sales modus operandi is not easy.

But I knew they would benefit tremendously.

Within six months, each and every salesperson (heresy! the financial world shuns the word “sales,” heaven forbid), every business development executive claimed that they had concluded at least one deal in which a tool from the training and subsequent coaching had an impact.

Most said they were using several tools regularly, and it was having a positive impact on biz dev.

The moral of the story: the sales training content needs to be good, but even then, facilitation is key to building the participants’ commitment to using it..

Ironically, the skilled facilitator loves it when the participants feel that theye generated the findings from within.

In fact, that’s exactly what the skilled facilitator does.

Let’s discuss how we can improve your teams skills, while maximizing their commitment to implementing it immediately.