telesales lesley aitken les mills sales training © 2006 les mills international limited
TRANSCRIPT
Telesales
Lesley Aitken
Les MillsSales Training
© 2006 Les Mills International Limited
A successful general will have more than one strategy. A football team with the greatest number of plays and capability of carrying them out can prevail over a team with more talent.
The same holds true for a salesperson. The more ways you have of communicating trust to the customer, the more successful you will be.
Kerry Johnston
Selling Les Mills on the Telephone
What would you like to learn from this work shop?
What would you like to be reminded of?
Foundation of success
Develop the necessary skills
Product knowledge
Inherent flexibility
Daily disciplines
The outstanding telesales
Think of the greatest Telesales Professional that ever lived, what would they look like, sound like, and how would they act when they are on the telephone.
You are now going to set the standard for a Telesales Professional in your organisation
professional
What language are we speaking?
Talk their language
Match & mirror – be the same
Understand the elements of communication
Listen up – check in
Avoid auto pilot
Small talk
Business talk
Customer centric selling
Pretend you are the author of your own dictionary and define the word selling:
The vital importance of adopting
Traditional
Customer Centric
We need to be good at customer centric selling
The Customer Centric Mindset!
Whose agenda is it anyway?
Engage in solution conversations.
Solution conversations should be usage andresult orientated rather than feature orientated.
Who is in the driving seat?
Your customers are in first class
Empower you customers
Employ the real human element
What motivates change?
All human and motivation decisions come down to two major forces
The need to avoid pain and gain pleasure
The three levels of need
Admitted Pain
Latent Pain
The pain chain
Pain flows through the entire club!
THE INITIAL OUTGOING CALL
Do your homework
1. Build an account profile
2. Gather information on the company
3. Visit their web site
4. Knowledge is power!
Be proactive
Know the number of calls/sales you can make
Get going early in the day
Get some success to start the day – success breeds success
Avoid the ‘drift start’
Plan who you are going to call the night before
Make sure you know the name of the power person
The 7 steps of the initial call
1. Establish rapport
2. Introduce the call
3. Qualification
4. Gain agreement to move
5. Determine the decision maker(s)
6. Conclude the call neatly
7. Follow up!
The initial call
Good morning (their name), my name is (your name) from (your company)
Hinge: “(Referral’s name) we haven’t yet met but (referrer’s name) has asked me to contact you. Choose an appropriate hinge from the hinge menu.
Do you have a moment to speak on the telephone?”
Step 1: Establish rapport
Step 1: Establish rapportUsing hinges
What is a hinge?: A hinge on which to hang your approach
Referral Hinge : Sarah we haven’t met yet but Andy Jackson asked
me to contact you…
Letter & Brochure Hinge: Sarah, did you receive the information I
sent you on Les Mills programmes?
Feedback Hinge: Sarah the reason for my call is to introduce myself
and also get some feedback on how classes are going in the industry.
Interest Hinge: We’ve had loads of interest in your local area
Introduction Hinge: Introduction Hinge: The reason for my call is to introduce you to my
company
The initial call
Step 2: Introduce the callState the call objective
Good morning (their name). My name is … from…
Do you have a moment to speak? (Optional)
Hinge: The reason for my call is to...
Or…
What I would like to do during the next few minutes is…
Give you a brief overview of (our company) and
tell you about another (club/group) we have worked with.
I would then like to learn about you and your situation.
Then the two of us will be able to make a mutual decision as to
whether or not we should proceed any further.
The initial call
Step 2: Introduce the callShare a positioning statement
We are in the business of helping over 7,000 health clubs and fitness facilities in more than 50 countries worldwide to (brief statement of how clubs use Les Mills)… “
Choose two or three key benefits from the menu below.
Increase group fitness usage
Attract new members
Reduce cardio area congestion
Improve member retention
Monitor and manage group fitness
Increase profit
Now share a success story…
The initial call
Step 2: Introduce the call
Share a relevant success story
A particular situation you might be interested in is another (health club).
The (Area Director) was having difficulty achieving (full classes).
He said he needed a way to (dramatically improve their group fitness programme and have higher studio attendance).
We provided his clubs with a variety of Les Mills programmes and as a result,
(he increased studio attendance and improved retention by 10%).
The initial call
Step 3: Qualification: Get pain admittedTransition to the pain
Anyway enough about how we have helped…
Tell me about you and your situation. (Listen up!)
The four possible outcomes
1.I’m having the same problem – ask questions
2.I’m having a different problem – ask questions
3.No pain, no problem (friendly or unfriendly) – ask questions
4.I have the same problem and already working on it –ask questions
The initial call
Questions to use:
What sort of studio programmes are you running?
Which ones are doing well?
Why do you think they are doing well?
Which two classes are not doing well?
Why do you think that is?
The initial call
Step 3: Qualification: Get pain admitted
What sort of numbers are attending classes?
What is your studio capacity?
How do you feel about the low numbers?
Do you mind me asking what sort of things you are doing to try and fix problems?
How would you feel if the numbers didn’t improve?
What effect would this have on your members? Your instructors? Your revenue?
The initial call
Step 3: Qualification: Get pain admitted
Outcome: No pain, no problems:
The top three difficulties we are hearing from clubs are. . .(choose three from the menu below).
1. Generating quality leads
2. Motivating instructors
3. Increasing class attendance
4. Cardio area congestion at peak periods
5. Monitoring and managing group fitness effectively
6. Increasing retention i) Are you facing any of these issues today?
ii) Are you curious about how we have helped our customers with
these issues?
The initial call
Step 3: Qualification: Get pain admitted
Outcome: I have the same problems and already working on it
1. Make yourself equal before you make yourself different
Seek to understand their vision (What, Where, Why, When,
Who & How)
2. Reengineer a vision
Are you also looking for a way to…
Would it help if you also had a way to…
3. Confirm
You mentioned you were looking at (original vision)
Today you also said you needed…
If you had… could you (pain)?
The initial callStep 3: Qualification: Get pain admitted
Step 4: Gain agreement to move
I’m glad I called you today (their name).
I’m confident we can provide you with easy solutions to your challenges.
I would like the opportunity to prove it to you. Would you give me that opportunity?
The initial call
forward
Outcome: Meeting scheduled
“The best thing for us to do is arrange a time in the next few days.
Now let me see, I would be able to meet with you on (day) at (time) or would (day) at (time) suit you better?
Great! What I’ll do now is confirm our meeting and my contact details by e-mail.
Can I just confirm your details please?” CONFIRM ADDRESS, DIRECT LINE, MOBILE NUMBER & E-MAIL
The initial callStep 4: Gain agreement to move
forward
Outcome: No meeting scheduled
Would you be interested in me sending you some information? Yes…
Also with your permission I would like to call you next week to find out if you have any questions about the information.
Would that be alright with you? Great!
Is it best to call you on Monday at 2.15pm or Wednesday at 3.15pm?
The initial call
forward
Step 4: Gain agreement to move
Step 5: Determine the decision maker(s) Let’s say you become convinced that it really is
possible to (repeat buying vision) and you want to go forward, what do you do then?… who else is involved?
The meeting will take some of my company’s resources and I may be premature at this stage, however I would like to propose that (name(s)) also attends the meeting. Is that fair?
The initial call
And professionally
Thank you for taking time out to talk to me today. I’m looking forward to (meeting or talking) to you on (date & time).
Step 6: Conclude the call neatly
The initial call
Step 7: Follow up
Stay in touch fairly often.
A no today – a YES tomorrow.
Avoid harassing! Gauge your nuisance factor!
Ask each person how they would like to hear from you.
The initial call
Avoid…
How often shall I contact you?
Say…
With your permission I would like to follow up with you in about 7 days to find out if you have any questions. Would that be alright with you?
Be sure to keep notes on all your follow ups.
The initial call
Step 7: Follow up
Summary
People buy from people they TRUST
Pain flows through the entire organisation
No pain, no change
Diagnose before you prescribe
Power buys from power
Recommended resources Selling with NLP: Kerry L. Johnson
Selling for Dummies: Tom Hopkins
Customer Centric Selling: Michael T. Bosworth
Power Sales Presentations: Stephan Schiffman
ACTION PLAN
According to Pareto's Law, 80% of your results come from 20% of your actions.
Only one in five of the things you do have a significant impact on your success.
What are your big rocks?