Present
How to Coach and Train Your Sales
Team in the Five Selling Skills
That Can Best Increase Your
Competitive Advantage
Questions? You may contact Jim at:
800-526-0074
jim@pancero.com
Name _________________________________________________________________________________
© Copyright 11/2014 Jim Pancero, Inc. Dallas TX
www.pancero.com
ABOUT JIM PANCERO
Jim Pancero has the most advanced, leading-edge "business-to-business" sales and sales
management training available today. Everything he does is extensively researched and has one
bottom line focus...to increase an organization's strategic competitive advantage and market
uniqueness.
Jim's work focuses on sales organizations with high priced, large and/or competitively complex
products and services. His information-intensive keynote speeches, training programs and indepth consulting work detail his innovative selling processes and strategies for the new economy
and global marketplace.
Even during a sixty-minute keynote, Jim provides the most experienced members of his audience
with proven, immediately usable advanced ideas to increase their competitive advantage and
enhance their selling processes. His combination of humor and real-world examples evolved from
his experience researching and training in over 80 different industries.
Jim has been directly involved in "business-to-business" selling for over 40 years. Six of those years
were spent successfully selling the largest computer systems for the Data Processing Division of
the IBM Corporation. During Jim's prestigious IBM career he earned several awards including the
coveted "Golden Circle" designation annually awarded to the top 5% of their international sales
force.
In 1982, Jim founded his advanced sales training and consulting company. Since then, Jim has
conducted over 3,000 presentations or consulting days for 600 companies providing a career
average of five events per client. Over 90% of Jim's clients utilize his services more than once. You
can learn more about Jim at Pancero.com as well view video clips on YouTube®
© Copyright 2014 Jim Pancero, Inc.
Page 1
ISSA
HOW STRONG ARE YOUR SELLING SKILLS?
(Without looking ahead in your workbook)
Skill #1 – Sales consistency and professionalism
Test #1 - Write down the steps of a sales call:
Skill #2 – Thinking and planning multiple moves ahead selling new
business
Test #2 - List the steps of your multiple-stepped “Identify to close” selling process you follow
going after new business (within a prospect or existing customer)
Identify
© Copyright 2014 Jim Pancero, Inc.
Close
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HOW STRONG ARE YOUR SELLING SKILLS?
(Without looking ahead in your workbook) Continued
Skill #3 – Thinking and planning multiple moves ahead with your support
of your most important customers
Test #3 - List the activities or efforts you have planned to support and grow your most
important customer over the next twelve months
Skill #4 – Connecting within your most important accounts
Test #4 - Identify your plan to get higher, wider and deeper within your largest and most
important customers
-
Higher - Up to the top customer executives
Wider - Getting to others that are impacted by your product or services
Deeper - Talking with front line operators or users
Skill #5 – Communicating a stronger message of competitive positioning,
value and uniqueness
Test #5 - Write down the major bullet points you would explain answering a prospect or
customer asking “Why, based on all the competitive alternatives available to me do I want to
buy from you?”
© Copyright 2014 Jim Pancero, Inc.
Page 3
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PROGRAM AGENDA
Section I – How to strengthen the “selling best practices” of your sales team
Section II – Improving Your Team’s Operational Selling Skills
- Improving your personal selling skills and persuasive structures
- Test #1 – Write down the steps of a sales call
Section III – Increasing Your Team’s Tactical Selling Skills
- Increasing your customer control and future-focused account planning
- Test #2 - List the steps of your multiple-stepped “Identify to close” selling process
you follow going after new business (within a prospect or existing
customer)
- Test #3 - List the activities or efforts you have planned to support and grow your
most important customer over the next twelve months
- Test #4 - Identify your plan to get higher, wider and deeper within your largest
and most important customers
Section IV – Strengthening Your Team’s Strategic Selling Skills
- Strengthening your team’s ability to communicate a stronger message of
competitive positioning, value and uniqueness
- Test #5 - Write down the major bullet points you would explain answering a
prospect or customer asking “Why, based on all the competitive
alternatives available to me do I want to buy from you?”
Section V - Suggested “Next Best Steps”
© Copyright 2014 Jim Pancero, Inc.
Page 4
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SECTION I
Section I – How to Strengthen the “Selling
Best Practices” Of Your Sales Team
© Copyright 2014 Jim Pancero, Inc.
Page 5
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SELLING “BEST PRACTICES”
Intuitive
Structural
Reactive
Proactive
Planned “Multi-Stepped”
Selling Strategies
“Only One Move Ahead”
Focused Selling
Control of Customer
Information
“Memories of Customers”
© Copyright 2014 Jim Pancero, Inc.
Page 6
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SELLING SKILLS REQUIRED FOR SELLING SUCCESS
Strategic
Focus and Positioning
 Communicating your philosophy and market position
 Test #5 – Answering the question "why, based on all of the competitive
alternatives available to me, do I want to buy from you?"
Tactical
Tools and Controls
 How to utilize the rest of your team in your selling process
 Test #4 – How to call "higher and wider" within a customer's organization
 Test #3 – Understanding and controlling your “January 1st to December 31st”
existing customer support plans
 Test #2 – Understanding and controlling your new business "id to close" selling
process
Operational
Skills and Abilities
 Test #1 – Steps of a sales call
 Personality awareness skills ("Why people buy")
 Product and industry knowledge
Attitude & Energy
© Copyright 2014 Jim Pancero, Inc.
Page 7
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SECTION II
Improving Your Team’s Operational
Selling Skills
Improving your personal selling skills and persuasive structures
Skill #1 – Sales Consistency and Professionalism
Test #1 – Write down the Steps of a Sales Call
© Copyright 2014 Jim Pancero, Inc.
Page 8
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SKILL #1 – SALES CONSISTENCY AND PROFESSIONALISM
Test #1 – Write down the steps of a sales call
- Mastering (and utilizing) the steps of a sales call…
- Increases your control, consistency and organization of your sales calls
- Increases your ability to complete a successful sales call even when given only a few
minutes
- Steps of a sales call gives you control
- Control gives you calmness (even under pressure)
- Calmness gives you professionalism and the ability to successfully
complete your sales call
- If you ignore or are unaware of the steps of a sales call
- Some sales calls will go well, but others will “crash & burn”
- You will appear unfocused, unorganized or scattered in your thought processes
- Your sales call will fall apart if you receive any resistance or objections
- You will likely not leave yourself a reason or excuse to return and continue calling
- Ideas to help you evaluate your team’s mastery of the steps of a sales call
1) Ride with your sales reps to observe how they handle a sales call (did they follow
the steps?)
- You will likely observe a lack of control or consistency in the steps they follow on
a sales call
2) In a sales meeting ask your sales reps to write down the steps of a sales call they are
using
- Most cannot complete the exercise having little written down
© Copyright 2014 Jim Pancero, Inc.
Page 9
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STEPS OF A SALES CALL
1st - Lower resistance
2nd - Ask questions and qualify
- ID customer needs.
- Learn/understand their environment.
- Qualify the relevance and appropriateness of your solution.
3rd - Present your solution
4th - Close
- Where do we go from here?
- What happens now?
- What do we need to do next?
5th - Agree to your next contact
© Copyright 2014 Jim Pancero, Inc.
Page 10
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SECTION III
Improving Your Team’s Tactical
Selling Skills
Increasing Your Customer Control and Future-Focused Account
Planning
Skill #2 – Thinking and Planning Multiple Moves
Ahead Selling New Business
Test #2 – List the steps of your multiple-stepped “Identify to Close”
selling process you follow going after new business (within a
prospect or existing customer)
© Copyright 2014 Jim Pancero, Inc.
Page 11
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SKILL #2 – THINKING AND PLANNING MULTIPLE MOVES AHEAD SELLING
NEW BUSINESS
Test #2 - List the steps of your multiple-stepped “Identify to close” selling process
you follow going after new business (within a prospect or existing customer)
Mastering (and utilizing) the steps of your “Identify to Close” selling process
- Increases your control and effectiveness selling new business to either a prospect or
existing customer
- Allows a sales rep (and their team) to predict and anticipate customer buying
expectations and needs
- Allows for the entire sales team to learn (and improve their “ID to Close” selling process)
from the successes and losses of the rest of the team
- If you ignore or are unaware of the steps of your “Identify to Close” selling process
- You will be constantly surprised by the demands of your buyer or the selling efforts
of your competition
- You will be outsold and will lose more business (if your competitors are thinking and
planning more moves ahead than you are)
- You will slow your selling process down (and waste a lot of time) by not knowing what
to do or suggest as a next step to your buyer
- Ideas to help you evaluate your team’s mastery of the steps of your “Identify to Close”
selling process
1) Drawing this visual, ask each sales rep to write down the steps they have been
following from the time they identify a new selling opportunity until they have a
signed order
Identify
Close
- Expect to learn few (if any) sales reps are thinking or planning multiple moves ahead
with their selling efforts and instead just keep repeating a "next best step"
approach to selling
© Copyright 2014 Jim Pancero, Inc.
Page 12
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SUGGESTED SELLING PROCESS FOR A TRADITIONAL SUPPLIES DISTRIBUTOR
Step 1 – Set up, Positioning and Establishing an Appointment
- Identify Potential Selling “Success Factors”
Step 2 - Initial Sales Call, Plant Tour & ID of “Next Best” Application to Promote
- Can you position your customer’s evaluation/decision process by recommending
your four questions?
1. What’s my total cost?
2, Can you support me?
3. How much risk am I taking doing business with you?
4. How will you help me improve my business?
- What step are you on as an organization?
1st – Decide pain
2nd – Decide direction
3rd – Decide solutions
4th – Decide vendors
5th – Decide process
Step 3 - Do More Research/Positioning and get “Higher wider & deeper”
Step 4 - Proposal Positioning & delivery
Step 5 – Justify Your “Higher Price – Lower Total Cost” Philosophy
- Have you walked your customer through the ROI of buying from you?
Step 1 – “Apples to apples” (Are we talking the same products and specs?)
Step 2 – Prove “Hard Savings” (Can be quantified and validated)
Step 3 – Prove “Soft Savings” (Not as quantified and harder to validate)
Step 4 – Explain your “Insurance Policy” (Can’t quantify or prove the savings
of this point…but it is important to the buyer)
Close is to say…”For only $xx/month (or unit or assembly) you get all of this
extra coverage and protection”
Step 6 – Post sale support to identify and position your next application solution
Step 7 – Evaluate, Adjust & Prepare For Your Next Sale
© Copyright 2014 Jim Pancero, Inc.
Page 13
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Improving Your Team’s Tactical Selling
Skills
Increasing Your Customer Control and Future-Focused Account
Planning
Skill #3 – Thinking and Planning Multiple Moves
Ahead With Your Support of Your Most
Important Customers
Test #3 – List the activities or efforts you have planned to support
and grow your most important customer over the next twelve
months
© Copyright 2014 Jim Pancero, Inc.
Page 14
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SKILL #3 – THINKING AND PLANNING MULTIPLE MOVES AHEAD WITH YOUR
SUPPORT OF YOUR MOST IMPORTANT CUSTOMERS
Test #3 - List the activities or efforts you have planned to support and grow your most
important customer over the next twelve months
1/1
12/31
- Mastering (and utilizing) a multiple-stepped plan to maintain and grow your most
important customers
- Increases your customer's loyalty and satisfaction with you and your company
- Provides a great response when a buyer asks "What have you done for me lately?"
- Provides a support plan that can be understood (and supported) by your entire sales
and support team
- Customer support and inside sales teams can provide better customer support
when they understand what you, as the sales rep, are trying to accomplish
or achieve with a customer
- If you ignore or have no multiple-stepped plan to maintain and grow your most
important customers
- Your most important customers will likely see less value, or uniqueness in you and your
company opening you up to lower priced competitive threats
- Your customers will treat you more like a vendor than a trusted advisor
- Without a plan you will likely just keep repeating the same sales call to a customer
asking them (in the same order every time):
- "Anything you need?"
- "Anything coming up?"
- "Anything I can help with?"
- "How's the family?"
© Copyright 2014 Jim Pancero, Inc.
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SKILL #3 – THINKING AND PLANNING MULTIPLE MOVES AHEAD WITH YOUR
SUPPORT OF YOUR MOST IMPORTANT CUSTOMERS
- Ideas to help you evaluate your team’s mastery of a multiple-stepped plan to maintain
and grow your most important customers
1) Drawing this visual, ask each sales rep to write down everything they have planned for
their most important customer over the next twelve months that will help
maintain and grow their business
1/1
12/31
- Expect to hear three sets of responses from your sales reps:
1st – "This is how often I call on this account"
- But only solving problems and asking the same four questions of:
- "Anything you need?”
- “Anything coming up?”
- "Anything I can help with?"
- “How's the family?"
2nd – "This is the social activity I have planned with this customer to
strengthen our relationship"
3rd – "The only efforts I have planned are the things I plan to
personally do"
- Notice no efforts being done by the rest of your team will be
part of their list or plans
© Copyright 2014 Jim Pancero, Inc.
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SUGGESTED ACCOUNT PLANNING COACHING SESSION AGENDA
1) History (Brief time)
- “What’s been happening?”
- “What’s the latest?”
2) “Crisis” and transactional closing problems (Brief time)
- “What’s it going to take to close this business?”
- “What’s it going to take to solve this problem?”
3) Review and discuss planned actions with your selected account
1.
2.
3.
4.
5.
6.
To whom are you talking?
What equipment/products do they currently have?
What additional equipment/products do you think they will need?
What other competitors do you expect to be going after this business?
Who do you think you should be strengthening your relationship with at this account?
How do you plan to position our company’s philosophies and messaging with this
customer?
7. What is your 90-day plan to work to win this business?
8. What can you do to increase your competitive advantage with this account?
9. What else can you do to get your profitability up on this sale/proposal?
10. How can you best position our higher price?
4) Recap and summarize identified action plans and completion deadlines
© Copyright 2014 Jim Pancero, Inc.
Page 17
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Improving Your Team’s Tactical Selling
Skills
Increasing Your Customer Control and Future-Focused Account
Planning
Skill #4 – Connecting Within Your Most
Important Accounts
Test #4 – Identify your plan to get higher, wider and deeper within
your largest and most important customers
© Copyright 2014 Jim Pancero, Inc.
Page 18
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SKILL #4 – CONNECTING WITHIN YOUR MOST IMPORTANT ACCOUNTS
Test #4 - Identify your plan to get higher, wider and deeper
within your largest and most important customers
- Getting “Higher, Wider and Deeper”
- “Higher” - Calling on more senior managers or company executives
- “Wider” - Calling on other departments or users who are impacted by your products or
services
- “Deeper” - Calling on the front line operators or users of your products or services
- Getting "Higher, Wider and Deeper" within an account
- Potentially opens up additional business opportunities because of your conversations
with a wider range of people within your customer account
- Increases your competitive advantage (reducing competitive threats) because you have
a wider range of people aware and interested in your company and products
- Improves your customer service opportunities by receiving feedback from a wider range
of connections at your important customers
- If you ignore or make no effort to get "Higher, Wider and Deeper"
- How many of your accounts are "One car wreck" away from you losing the business (or
having it put out to competitive bid)?
- The "Car wreck" sales test – "Did you hear the news? Your main buyer contact at your
most important account was just killed in a car wreck…will you still keep the
business?"
- The average distribution sales rep has over 50% of their accounts exposed due to
them only calling and being connected with a single buying contact at their
customer
- You expose yourself and your company to an "end run" where your competitor
convinces other departments or more senior executives on the value and
uniqueness of doing business with them instead of you
- Ideas to help your team get "Higher, Wider and Deeper"
1) Look for exposed accounts where a sales rep has not successfully gotten "Higher, Wider
and Deeper"
- Put those customers or prospects through your account planning coaching to
identify plans to correct this situation
© Copyright 2014 Jim Pancero, Inc.
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ADJUSTING YOUR LANGUAGE AND SELLING MESSAGE TO YOUR BUYER
Owner/CEO Level
STRATEGIC LEVEL
(Proactive)
“How will this help me improve our brand,
profitability or market share?”
Direction, profitability, growth
and market share
Vice President Level
“How will this help me improve our
performance, profitability or effectiveness?”
Department Head Level
TACTICAL LEVEL
“How will this help me improve my
department’s budget, performance or quality?”
Department profitability, budget,
tracking, product and quality
improvement
Manager Level
“How will this help my team by making their
job simpler, faster or lower cost?”
Worker Level
“How will this make my job easier or improve
the quality of what I do?”
© Copyright 2014 Jim Pancero, Inc.
OPERATIONAL LEVEL
(Reactive)
Maintaining productivity
and quality
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SECTION IV
Strengthening Your Team’s Strategic
Selling Skills
Strengthening your team’s ability to communicate a stronger
message of competitive positioning, value and uniqueness
Skill #5 – Communicating a Stronger Message of
Competitive Positioning, Value and Uniqueness
Test #5 – Write down the major bullet points you would explain
when answering a prospect or customer who asks, “Why, based on
all the competitive alternatives available to me do I want to buy
from you?”
© Copyright 2014 Jim Pancero, Inc.
Page 21
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SKILL #5 – COMMUNICATING A STRONGER MESSAGE OF COMPETITIVE
POSITIONING, VALUE AND UNIQUENESS
Test #5 - Write down the major bullet points you would explain when answering a
prospect or customer who asks, “Why, based on all the competitive alternatives available
to me do I want to buy from you?”
- Mastering (and utilizing) a consistent message of competitive uniqueness and value
- Increases the consistency and persuasiveness of your sales team by having a brief and
effective message of why you are unique and have more value
- Helps you sell more at higher prices
- The more of a differential in value you can communicate, the higher a price
buyers will pay (compared to your competition)
- Helps provide a common message or focus for all employees to work to fulfill for your
customers
- If you ignore or have no consistent message of uniqueness and value
- Inconsistent performance results from the sales team due to each sales person
communicating a different message of value and reasons to buy from them
- Sales people will be promising support the rest of your team doesn't know about or is
able to fulfill.
- The weaker your message of uniqueness and value, then the weaker your competitive
advantage and justification to win the business at anything other than the lowest
price
- Ideas to help you evaluate your team’s mastery of your message of uniqueness and value
1) Ask your sales team to write down the major bullets they would cover if a prospect or
customer asked them "Why, based on all the competitive alternatives available to
me, would I want to buy from you and your company?"
2) (After everyone has written down their answer) build a list on the board of everyone's
answers
- Notice how 1) everyone has different answers and 2) Few of the responses are
actually of value or unique from what your competition is already saying
© Copyright 2014 Jim Pancero, Inc.
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TEN STEPS TO STRENGTHENING YOUR TEAM’S MESSAGE OF
COMPETITIVE UNIQUENESS
Step 1 – Agreement - You are not in a price driven market.
- All markets are value focused. You increase your ability to win against lower priced
competitors by increasing your value and uniqueness – not by dropping your
prices.
- Your goal is to communicate how you are not the lowest price…but can prove how
and why you are the lowest total cost for your buyers.
Step 2 – Identification - Your uniqueness and competitive edge will no longer likely come
from your products, but from your support organization to help your
customers increase their utilization and ease of using your products.
Step 3 – Build a team list - on a flip chart pad or white board, of the major points to
answer a customer or prospect asking you, “Why, based on all the
competitive alternatives available to me do I want to buy from you?”
Step 4 – Put your completed “Why buy” list through the four consistent problems or tests
of your uniqueness message.
- This proves to your team how and why their current responses need to be strengthened
and improved.
Step 5 – Discuss the “Four Core Values” and how they apply to your organization.
- To prove these core values fit all buying opportunities ask your team to identify any
terms on their “Why buy” list that do not tie directly into at least one of the four
core values.
Step 6 – Discuss as a team how you can repackage your value and uniqueness into one
consistent message delivered by all members of your team.
- Once you develop your new message do not put it in print, in a brochure or on your
website so you can keep your message away from your competitors
© Copyright 2014 Jim Pancero, Inc.
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TEN STEPS TO STRENGTHENING YOUR TEAM’S MESSAGE OF
COMPETITIVE UNIQUENESS...
Step 7 – Test your message to insure you are moving in the correct direction.
1st - Share your new message with some of your best customers (“We’ve been
working to clarify why others would want to buy from us…do you think our new
message accurately describes our competitive value and uniqueness?”).
2nd - Share your new message with prospects (“We’ve always described our uniqueness
and value based on…”).
3rd - Start sharing your new message with everyone your distributorship talks to, either
existing or new.
Step 8 – Discuss your expectations of how much of your message you expect each member
of your team to be able to communicate.
- Sales people – all message levels.
- All managers – at least the first two levels.
- Service and support people (including your drivers) – at least the first level.
Step 9 – Work with all members of your team to learn and consistently communicate your
new message of value and uniqueness to all prospects and customers.
Step 10 – Monitor your customers and competitors to insure your message continues
to accurately communicate your competitive value and uniqueness.
© Copyright 2014 Jim Pancero, Inc.
Page 24
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THE FOUR CONSISTENT PROBLEMS WITH A SALES TEAM’S
MESSAGE OF UNIQUENESS
Problem #1 – Everyone’s Saying the Same Thing…
- Four most common answers:
- “Our high quality products or services”
- “Our strong level of support”
- “Our competitive prices”
- “You get me”
Problem #2 – Everyone Has Different Answers (when they aren’t saying
the four same points).
- How many different responses did your team generate?
Problem #3 – Sales Reps Only Talk About Themselves.
- Give your answers the X’s and O’s test…
- “X” out every time you say “us,” “we,” “our,” your name, your
company name or your product/service names
- “O” circle every time you say “you,” “your,” or mention the customer
by name or use their company name
- What is your balance of “X’s” to “O’s”?
Problem #4 – Your Answers Assume You Are Alone in the World.
© Copyright 2014 Jim Pancero, Inc.
Page 25
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USING THE “FOUR CORE VALUES” ON A DAILY BASIS TO INCREASE YOUR
COMPETITIVE ADVANTAGE
- Focus On Core Values, Not Just Product Intangibles.
- Why do your customers really buy?
- The closer you identify to your customer's core values, the stronger
your position of uniqueness.
- Positioning Your Product vs. Your Competitors.
- How Can You Incorporate the Four Most Critical Core Values Into Your
Selling Message?
- “Lower my risk”
- “Make my life or work easier”
- “Lower my total costs or increase my profitability”
- “Increase my competitive advantage”
© Copyright 2014 Jim Pancero, Inc.
Page 26
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SECTION V
Suggested “Next Best Steps”
© Copyright 2014 Jim Pancero, Inc.
Page 27
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“SWAT Team Selling – Leading Your Team to a Competitive Advantage”
"Is your sales team functioning as a collection of independent gun fighters each choosing their
own targets or a trained unit with process, structures, strategy and direction?"
- Step 1 – Senior/Executive level – Commit to a more “Selling Process Coaching” style of
sales management.
- Who will take responsibility for actively coaching each sales team member?
- How will you free up sales management time and responsibilities so they have more
time to coach and lead their sales team?
- Step 2 – Senior/Executive level (with input from selected sales managers and senior
sales reps) - Identify & develop your team’s “Selling Best Practices”
- Account planning forms and coaching process – Standardized account planning or
coaching forms to help your sales reps prepare for their management coaching
sessions
- “Why buy from me” messaging - Having a brief message of strategic competitive
uniqueness and value being consistently delivered by all members of your sales
team
- “ID to Close” new business stepped selling process - Multiple-stepped plan to proactively
strategize and implement when selling to a new prospect or selling a new business
opportunity to an existing customer.
- “1/1 to 12/31” plans to support and grow your best customers - Multiple-stepped
plan to proactively maintain and grow an existing customer.
- Step 3 – Front line Sales Managers - Teach your sales managers how to shift from being
“Transactional Managers” to “Selling Process Coaches.”
- The average sales manager today does little coaching or leadership but instead
focuses all of their efforts on merely supporting their sales team with special
pricing, expediting, problem solving and customer thank you calls. Time, and
coaching skills, needs to be committed each week to get more involved as a coach
and strategist to each member of your sales team.
© Copyright 2014 Jim Pancero, Inc.
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“SWAT Team Selling – Leading Your Team to a Competitive Advantage”
Page 2
- Step 4 – Sales Reps and their Sales Managers - Teach your sales team how to best utilize
your defined “Selling Best Practices” and account planning.
- The marketplace has changed. Customers are less loyal, more demanding and are more
price sensitive. Your competitors are effective selling professionals with a solid set
of existing customers, offering proven products at a very competitive price.
- Your ability to win competitively in this intensive market will be based on your capability
to consistently implement all areas of your selling expertise, functioning with your
team (and sales manager) to apply the “SWAT Team Selling Best Practices” and
proven philosophies that can best increase your competitive advantage and selling
success.
- Goals/outcomes from completing these four steps toward “SWAT Team Selling”
- Sales professionals utilizing a “SWAT Team Selling” multiple-stepped thinking,
planning, and selling approach
- Sales professionals better maintaining and growing their important customers
through structured account planning and coaching from their sales manager.
- All sales team members communicating a consistent and stronger message of
competitive uniqueness when any customer asks “Why do I want to buy
from you?”
- All sales team members understanding and following a consistent set of
“Selling Best Practices.”
- All sales team members gaining an understanding of how to sell, as a team, a
single solution of customer-focused value through all departments within
your organization.
- All sales team members gaining an appreciation and confidence that they are
“good enough to get better.”
© Copyright 2014 Jim Pancero, Inc.
Page 29
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VISIT PANCERO.COM TO ENHANCE YOUR
SALES AND SALES MANAGEMENT TRAINING
- Blog Articles for Sales Pros and Sales Managers to
help you with In-House training. Each article has a
"Print & PDF" button that will format the article for
your printer or create a PDF, your choice.
http://www.pancero.com/articles
- MP3's - MP3 audio training by Jim that you can listen
to while on the go, can be played from your phone or
tablet. http://www.pancero.com/free-resourses
- Videos - Watch training videos from Jim. Sales and
Sales Management topics are covered, including new
videos covering SWAT Team Selling and more coming
so bookmark the site. http://www.pancero.com/freeresourses
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© Copyright 2014 Jim Pancero, Inc.
Page 30
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Attend the 2015 University of
Industrial Distribution!
The University of Industrial Distribution is a
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unique needs of the industrial wholesale distribution
industry. 2015 will mark the 22nd year that UID has
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great pride in providing a superior learning experience.
March 8-11, 2015 at the JW Marriott Indianapolis
Registration will open in the Fall of 2014.
ISSA Members Receive a Discount!
More Information - REGISTER
Purdue Certificate in Industrial Distribution
At the conclusion of the program, all attendees will receive, via mail, an official Letter of Completion
issued by the Purdue University awarding 30 hours (3 CEUs – Continuing Education Units) for
satisfactory completion of this four-day UID program. These CEUs may be applied toward your
Professional Certificate in Industrial Distribution. As an industrial distribution professional, the Purdue
University Certificate recognizes your achievements and commitment to continuing education. The
certificate is awarded upon completion of 90 hours (9 CEUs) of approved course work. A minimum of
30 hours must be earned through UID course participation. Additional credits may be derived from
courses taken independently or through your trade association. Contact Dr. Kathy Newton, Department
Chair, Industrial Distribution Program, at kanewton@purdue.edu for more information.
© Copyright 2014 Jim Pancero, Inc.
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ISSA