Presentation and Negotiation

1. Presentation and Negotiation

2. Agenda • Welcome, reflections and expectations • Presentation skills • Objections and buying signals • Closing and negotiation

3. Reflections and repetition from the previous modules

4. What does the sales process look like? What tools are there in the “tool box”? How do we use them?

5. The ABC of the sale Preparation Attention Benefit Close Follow up Contact Need Solution Close Small talk Agenda The customer’s situation Open-ended Questions Important, focus on, benefit Science questions What challenges the customer Present the solution with FAB The customer must understand the benefit Handle objections Summarize Accept Next step Who does what - and when?

6. Presentation of your products

7. The presentation circle Analysis Follow up Planning Presenting

8. The presentation circle Analysis Follow up Planning Presenting

9. 2 x T and 2 x M • Target group • Target • Motivation • Methodology

10. Preparing the presentation • Who is your audience? • What are your objectives? • Which methodology do you want to use? • What motivates your audience to be involved?

11. Target group • How many are they? • What’s their level of knowledge? • What type are they?

12. Target • What is expected of them after the presentation?

13. Methodology • How do I execute my presentation? • How will I remember all my different topics? • Which tools and accessories are necessary? • Am I planning a monologue or dialogue? • Group discussion or group work? • Questions from the audience? • How do I handle and answer them? • What do I to if…? Worst case!

14. Presentation circle Analysis Follow up Planning Presenting

15. Preparing the presentation Say what you intend to say Say what you just said Say it!

16. Mind Map Introduction Closing remarks ”Why Marsing” I believe Objection Exampels Because

17. Presentation circle Analysis Follow up Planning Presenting

18. Presenting • The room • Video & audio equipment • What’s allowed? • Voice and language • Body language

19. Introduction – Say what you intend to say • Welcome • Presentation and expectations • Say what you intend to say • Your competence • What is allowed • Time frame

20. Say it! • Headlines – signs • Methodology • Body and voice • Time management • Metaphors • Jokes • Irony

21. Closing remarks • This concludes my presentation • Questions? • Summary • Any extra questions • Summary – conclusion • Next step

22. The basic law of sales Analysis Follow up Planning Presenting

23. Follow up • How did I do in terms of my preparation? • Did I involve the whole audience? • Did I answer questions satisfactorily? • Did I keep the time schedule? • Was I inspiring? • Did I follow my plan? • Were my slides ok? • Did we agree on the next step?

24. Objections and Negotiations

25. Objections Raise objections in advance Advantages: • Allows you to answer at a time that suits you • Shows that you understand the customer • Makes you sound credible and serious

26. Objections Don’t: • Ignore them • Challenge them • Question them • Interrupt • Agree • argue

27. Objections Listen – let the customer finish! Go along with things. Put yourself in the customer’s place. Try to understand the customer’s point of view.

28. Objections Instead…. • Discussion • Focus on benefits • Remember to get the customer’s acceptance

29. Objections What does the customer say to avoid dealing with you?

30. Closing technique • Summing up • Alternative • Reference • Isolation • Extra benefit • Fear – pressure

31. A negotiation is communication between two parties with shared and opposing interests. Negotiating technique

32. The most powerful tool… listening ”I like to listen. Most of what I know has been learned by listening carefully to what people are really saying.” ” Most people don't listen. That's why they have no stories to tell.” Ernest M. Hemingway.

33. Sources of strength in negotiations In most negotiations, both parties will try to gain advantages by using power derived from one or more of the following sources: • What competitors are offering • Time pressure • Knowledge and information • Personal qualities and attitudes • Negotiating ability and experience • Personal commitment • Investment by the other party • Personal or political connections • Threat or promise of reward, punishment or other form of sanction • Appeal to moral or ethical principles or honesty • Differing degrees of need to reach an agreement • Ability to find - and use - new variables • Empathy - the ability to understand the other party's situation and needs.

34. Two basic kinds of negotiations: • Conviction-based negotiations • Interest-based negotiations

35. Conviction-based negotiation I must adopt an opinion or conviction that gives me something with which to negotiate. I must remain firm in my conviction for as long as possible and only make minor concessions. If the other party gets more, there will be less for me. I have to show how strong I am so I don't lose the power struggle.

36. Conviction-based negotiation • Only one 'right' solution • My solution – not yours • I'm right – you're wrong • Best case: win/lose situation • Worst case: lose/lose situation

37. Interest-based negotiation Targets: Generate a result that is so good that nobody could ever beat it Generate a result that is mutually advantageous so none of the parties want to change it afterwards Maintain good relations, both during and after the negotiations

38. In partnerships: Always used interest-based negotiations

39. Guidelines for interest-based negotiation • Speak openly about your interest • Stick to facts – no guesswork. Be credible Get the other party to accept and understand your interests • Chronology of the negotiation – “meeting points” • Shared interests • Neither/nor interests • Conflicting interests Acknowledge the interests of the other party (not the same as giving in to them!!) Be open to corrections Formulate the problem before you propose a solution Insist on your interests being met (understood)

40. Interest-based negotiation Never modify your interests! Never add or remove points!

41. Plan the negotiation

42. Interest-based negotiation THE METHOD Keep the person and the problem separate Focus on interests - not convictions Find mutually beneficial solutions Use objective criteria Know your 'BATANS' Find the other party's 'BATANS'

43. B Best A Alternative T To A A NS Negotiated Settlement Interest-based negotiation

44. As the other party sees them Mine The other party’s As I see them Analysis of the interests I know I think I know SPECULATION! FACTS SPECULATION! FACTS

45. The other party's interests: Demands, wishes and concerns YES NO Does it benefit me? Does it harm me? NO YES Interest-based negotiation Shared interests, neither/nor and conflicting interests Shared Neither /nor Conflict

46. Phases of negotiation Before the negotiation Analyze interests + BATANS (opening bid, target, lower limit) During the negotiation Initial discussion: The parties have met but negotiations have not yet commenced. Proposal: The parties define their interests, demands and offers. The negotiation: Giving and taking – never give anything away –SWAP! Compromise(s): When the parties are getting closer – and the differences are clear. Conclusion: When agreement has been reached – summarize andACCEPT!

47. Phases of negotiation After the negotiation Follow-up: An agreement has been made and confirmed. Stick to what you promised.

48. Summary • Avoid conviction-based negotiations • When the other party states a conviction – look for the shared interests. • Find variables – what do we have? What can we bring to the table? • Be open about your interests. • Help the other party if defining the shared interests is difficult. • Acknowledge the other party's interests – both SHARED & CONFLICT. • Use your variables to find NEITHER/NOR. • Take a break in the negotiations if necessary. • Agree on a clear allocation of roles, if there are several of you involved. • Never forget the conflicting interests. • Summarize and accept before the parties leave. • Deliver on what you've promised.

49. 0505 JUST DO IT! NIKE