Present
You Can Always Sell More – Are You
Ready to Get Even Better?
Questions? You may contact Jim at:
952-913-8998
jim@pancero.com
Name _________________________________________________________________________________
© Copyright 2/2016 Jim Pancero, Inc. Dallas TX
www.pancero.com
ABOUT JIM PANCERO
If you are interested…open… and ready to improve your team’s success, then Jim Pancero has
answers for you. The proven selling philosophies, processes and structures Jim shares all have just
one goal…to increase your personal “Powerhouse Selling Advantage.” The leading-edged ideas Jim
shares have been researched, validated and fine-tuned through his over 30 years influencing and
guiding top performers selling higher priced and/or competitively complex distribution materials,
large equipment, or business services. Jim has conducted extensive work within the agricultural
industry including training over 3,500 John Deere dealer team members in the US and Canada.
Even during a sixty-minute keynote, Jim’s combination of humor and real-world examples
provides even experienced audience members who think they’ve heard it all before and are
convinced there’s nothing new in sales with immediately implementable concepts that work. Jim’s
proven concepts center on showing you ways to strengthen the messaging and positioning of your
uniqueness and value, gaining more control of your selling processes, and strengthening your
leadership team’s abilities to coach and lead in today’s hyper-competitive economy and global
marketplace.
Jim’s background includes being a top performer selling large 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.
Since founding his sales training and consulting company in 1982, Jim has conducted over 3,100
speeches, in-depth seminars or consulting days for more than 600 companies in over 80 different
industries. Over 90% of Jim's clients have utilized his ideas and services more than once. Jim has
also been recognized by the National Speakers Association having earned their CSP (Certified
Speaking Professional) designation and been inducted into their Speakers Hall of Fame. This
combined honor has only been awarded to less than 3% of their 3,500 professional members.
For more on how to increase your competitive selling advantage visit Jim’s www.Pancero.com
website, download his free Apple or Android mobile app, and check out his video clips on
YouTube® (YouTube channel “2Sellmore”).
“We know you’re good. Now the only
question is…are you ready to get
even better?”
© Copyright 2/2016 Jim Pancero, Inc.
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PROGRAM AGENDA
Section I – An overview of advanced selling - Are you ready to get even better? Pg. 3
Section II – Increasing your competitive advantage by communicating a stronger
philosophy/positioning within your markets. Pg. 17
Section III – How competitive are your current levels of customer service and support?
Pg. 26
Section IV – Understanding the “Steps of a Sales Call.” Pg. 31
Section V – How Account Planning Can Increase Your Competitive Selling Advantage. Pg. 40
Section VI – So what now? Pg. 47
© Copyright 2/2016 Jim Pancero, Inc.
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SECTION I
An Overview of Advanced Selling – Are You
Ready to Get Even Better?
© Copyright 2/2016 Jim Pancero, Inc.
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ARE YOU SELLING LIKE AN “INDEPENDENT GUNFIGHTER?”
- WHAT IS YOUR DEFINITION OF A PROFESSIONAL?
- My definition…A professional is defined by their consistency of performance
- WHAT IS THE PHILOSOPHY OF YOU AND YOUR SALES TEAM?
- “Independent Gunfighters” – Old school “baby boomer” style
- Like a gunfighter in the old West, treats each customer or selling situation as a
unique selling opportunity or challenge
- Each customer gets a unique selling message of value to best fit what they said
they wanted (no matter what they said they wanted)
- Each customer is sold in a different way or approach…no consistency of their
multiple stepped selling process
- Nothing is learned or gained from either a win or loss since the next customer
will get their own unique approach anyway
- Sees themselves in direct competition against all the other reps on their team.
- Manager only learns about a new selling opportunity after a proposal or quote is
delivered
- Wants as little management attention as possible. Only wants to use their
manager for special pricing, expediting, problem solving, or customer visits
- “Selling SWAT Team” – More competitive “Millennial” style
- Sales team defines, and then follows a consistent multiple-stepped selling process
and message of value and uniqueness
- What is learned through the win or loss of an individual sales provides learning,
input and value to the entire sales team helping all make the next selling
opportunity even more efficient and successful
- Encourages an “Us against the rest of the world” team philosophy so team
members encourage and support each other
- Manager involved from the beginning of the sales planning efforts so the first
positioning efforts are effective and successful
- Active involvement with their sales manager to help develop account plans and
next best steps to be taking
© Copyright 2/2016 Jim Pancero, Inc.
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WHERE DOES YOUR SELLING POWER COME FROM?
Proactive control of messaging and
customer buying experience
Technical Expertise
Relationships
© Copyright 2/2016 Jim Pancero, Inc.
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SELLING SKILLS REQUIRED FOR SELLING SUCCESS
Strategic
Focus and Positioning
- Communicating Your Philosophy and Market Position
- 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
- Understanding and Controlling Your "ID to Close" Selling Process
- How to Call "Higher and Wider" Within a Customer's Organization
- How to Utilize the Rest of Your Team in Your Selling Process
- Time and Territory Management Skills
- Effective Negotiation Skills
Operational
Skills and Abilities
- Steps of a Sales Call
- Personality Awareness Skills ("Why people buy")
- Persuasive Communication Skills
- Product and Industry Knowledge
Attitude & Energy
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INCREASING YOUR SALES TEAM’S SELLING SKILLS
- What to expect from strengthened strategic selling skills
- The ability of your sales team to sell at higher margins because they understand you are
not in a price driven market
- The ability to answer persuasively a customer asking them “why, based on all the
alternatives available to me do I want to buy from you?”
- What to expect from strengthened tactical selling skills
- Sales professionals planning their daily and weekly activities or travel schedules in
advance and in a logical way that is visible to everyone within your sales team.
- Sales professionals better able to answer where any customer currently is and what they
have planned to maintain or grow their business
- Sales professionals being more proactive and initiating competitive protection activities
sooner and with a higher degree of effectiveness
- More ongoing new business prospecting efforts
- What to expect from strengthened operational selling skills
- A more consistent and persuasive sales professional able to handle a wider range of
customers, their concerns, their needs and expectations.
- A sales team who will come across to your customers as more customer focused, more
professional and of more value than your competition.
- What to expect from strengthened attitude and energy selling skills
- A sales team who has earned customer's loyalty due to their proven professionalism,
values, and commitment to helping.
- A more energized, excited and harder working sales professional.
- A "coachable" sales team open to your suggestions and guidance.
© Copyright 2/2016 Jim Pancero, Inc.
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INCREASING YOUR TACTICAL SELLING EFFECTIVENESS

With prospects and new selling efforts.
Close
Identify

With existing customers, you want to maintain and grow.
January 1st

December 31st
Within your larger customers.
- How do you get “Higher, Wider, and Deeper”?
© Copyright 2/2016 Jim Pancero, Inc.
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THE CHANGING DEFINITION OF SALES COACHING
Selling Process Coaching
IDENTIFY
Transactional Coaching
Proposal or Price
Quote Issued
CLOSE
- Transactional Sales Coaching
- Reactive – Starts after proposal is issued
- Major focus is to help close the business with minimal loss of margin
- “Cut it to win it”
- Selling Process Coaching
- Proactive – Starts involvement before rep makes first call on prospect (optimum)
- Major focus is to help define account selling strategy and multiple stepped tactical
implementation plan
- “Get it set up correctly from the beginning”
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LET'S MAKE SURE WE ARE ALL USING THE SAME TERMS…
- Your age tends to define your philosophy
Over 90
- "The Greatest Generation" (Born before 1925)
71 - 90
- "The Silent Generation" (1923 to 1944)
51 to 70
- "Baby Boomer Generation" (1945 to 1964)
38 to 50
- "Generation X" (1965 to 1977)
16 to 37
- "Generation Y / Millennials” (1978 to 2000)
Under 15
- "Generation Z" (2000 to 2015)
- Dominant generations that significantly changed (or will change) our culture and the
way we do business
Over 90
- "The Greatest Generation" (Born before 1925)
71 - 90
- "The Silent Generation" (1923 to 1944)
51 to 70
- "Baby Boomer Generation" (1945 to 1964)
38 to 50
- "Generation X" (1965 to 1977)
16 to 37
- "Generation Y / Millennials" (1978 to 2000)
Under 15
- "Generation Z" (2000 to 2015)
- Now is a time of major change…a changing of the leadership guard
- Over 50% of U.S. workforce are millennials
- Last 30 years was ruled by Baby Boomers and their philosophies
- Next 30 years will be ruled by Millennials and your philosophies
© Copyright 2/2016 Jim Pancero, Inc.
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WHAT DIFFERENCES DO YOU SEE BETWEEN BABY BOOMERS AND
MILLENNIALS?
BOOMERS
Millennials
Sports played as kids
Independent neighborhood
games
Team games with rules, coaches
and uniforms
View of Technology
Resistant and unresponsive
Center of their life
Communications with friends
Infrequent with selected few
Ongoing dominated by “group
talk”
Project or selling philosophy
Gun fighter
SWAT Team
Research & Info collection
Few but deep
Wide but shallow
Success goals at work
Win…be the competitive best
Be the greatest contributor to
team’s success
Expectations of their manager
Independence – Left alone until
they ask for help
Direction – Pulled into ongoing
coaching and planning support
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THE EVOLUTION OF A COMPETITIVE ADVANTAGE
Connectivity
& Info Control
Speed, simplicity
& ease of doing
business
Brand
Service
Products
Location/Proximity
BOOMERS
Most Value
MILLENNIALS
Most Value
Connectivity
& Info
Control
Connectivity
& Info
Control
Speed, simplicity
& ease of doing
business
Speed, simplicity
& ease of doing
business
Brand
Brand
Service
Service
Products
Products
Location/Proximity
Location/Proximity
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DO YOU HAVE A “SELLING GAME PLAN” FOR ALL SIX OF YOUR MARKETS?
SELLING TO THE
RETAIL/SMALL ITEMS BUYER
- Buying simple or well
known items
- Wants speed, simplicity and
great prices
SELLING TO THE EXPERT
BUYER
- Feel they know more about
what and why they are
buying than the vendor’s
team
- Wants service, support and
special attention
SELLING TO THE
COMPLEX/UNIQUE BUYER
- Buying is a high risk, large
dollars or first time decision
- Wants help and advice from
someone they can trust
© Copyright 2/2016 Jim Pancero, Inc.
BOOMER BUYERS
MILLENNIAL BUYERS
- Does not mind ordering
online but wants someone to
answer their questions
- Loves ordering online and is
comfortable doing research
online
- Wants experience to be low
risk
- Wants experience to be fun “Do I get to play a game after I
place my order?”
- Influenced by the order
taker
- Influenced by peers, social
media and chat rooms
- Wants the best support and
pricing compared to your
other customers
- Wants the best support and
pricing compared to your
other customers
- Values a complete website
for quick answers but wants
immediate support for
questions
- Prefers finding answers on
your website but wants
immediate support for
questions
- Influenced by their peers
and your references
- Influenced by their postings
and social media
- Wants to talk to an expert
rep to analyze problem,
propose solutions and
answer questions
- Wants to conduct as much
research online and to decide
what they want and need
before talking with a sales rep
- Will do simple online
research but wants an expert
involved as soon as possible
- Will extensively research
and evaluate vendors online
and through social media
- Influenced by the sales rep
and their references
- Influenced by their peers
and Internet postings
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WINNING BUSINESS IN EACH OF TODAY’S KEY BUYING MARKETS
“Old school” Boomer buying values…
- Talking with an expert sales rep and developing a personal relationship
- “I’ve got a guy/gal who will look out for me”
- Sales rep is brought into the buyer’s decision process as early as possible to clarify needs and
propose solutions
- “What will best solve my problem?”
- Will give a sale rep a tour just to see if they can get some free advice
- Values the manufacturer’s brand more than the distributor/provider’s brand
- Finds buying online a hassle due to difficult to sort through information and challenging online
ordering process
- “This website just isn’t answering my questions and concerns”
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WINNING BUSINESS IN EACH OF TODAY’S KEY BUYING MARKETS (Continued)
Today’s Millennial buying values…
- Finding the best website or online source where they can complete their problem research,
solution selection without having to talk to someone
- “This is my favorite website when I need…”
- Wanting multiple points of contact (and help) from within your company
- Values being supported by a team more than being protected by an individual
(their sales rep)
- Uses friends, chat rooms and Google to clarify needs and select solutions
- “Which website will best solve my problem?”
- Is cautious when seeking advice and suggestions from a sales rep feeling their
answers might be biased and not necessarily in their best interest
- Will “check out” what they were told by a sales rep online to see if what
they were told is really true
- Buyer begins talking to sales reps much later in the selling process after they have done their
homework and selected what they feel will best solve their problem as well as what they
expect to pay.
- Will only take a sales rep on a tour of their business after the rep has proven their
expertise and has earned a “Trusted advisor” status with the buyer
- Values the distributor/provider’s brand as much or more than the manufacturer’s brand
- Finds buying from a real person a hassle due to a general lack of trust in sales people and a fear
they will be taken advantage of
- “I feel like they’re just trying to sell me what they have in inventory and not what
will best solve my problem”
© Copyright 2/2016 Jim Pancero, Inc.
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TABLE DISCUSSION
1) How is your selling area/markets unique in how you sell?
2) Where are your buyers?
- Boomers
- GenX
- Millennials
© Copyright 2/2016 Jim Pancero, Inc.
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SECTION II
Increasing Your Competitive Advantage
by Communicating a Stronger
Philosophy/Positioning Within
Your Markets
© Copyright 2/2016 Jim Pancero, Inc.
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YOU ARE NOT IN A PRICE DRIVEN MARKET
- Price is never the primary determinant in a customer’s competitive
buying decision
- #1 Determinant – _____________________________
- #2 Determinant – Price Differential
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IF I AM NOT IN A PRICE DRIVEN ENVIRONMENT…THEN HOW COME THERE IS
SO MUCH PRICING PRESSURE?
- Buyers will negotiate:
1) Because they can.
- The more vendors calling on me the more I’ll try negotiating better terms or a
better price.
2) When they see little to no value differential between vendor alternatives.
- The greater the differential in value perceived then the greater the differential
in value that will be paid.
3) When they receive demands or pressure from their bosses.
4) When they are not getting what they really want or need.
5) When your price is significantly higher than what they have paid in the past.
6) When they perceive weakness in the seller.
7) When they personally view negotiating with a vendor as a sport or game.
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HOW LONG DO YOU HAVE TO GET YOUR IDEAS ACROSS TO A PROSPECT OR
EXISTING CUSTOMER?
IDENTIFY
Less than two minutes
Attention
- Use core values
Less than
five minutes
Validation
- Prove how you can
fulfill your attention
getting statement.
Hours
Research, Customize,
and Fit
- Research,
discuss, and
propose how
you will help
solve their
problems.
CLOSE
© Copyright 2/2016 Jim Pancero, Inc.
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DO YOU HAVE A STRONG STRATEGIC MESSAGE OF
COMPETITIVE UNIQUENESS?
- How are you answering the question, “Why based on all of the competitive alternatives
available to me, do I want to buy from you?”
1. ___________________________________________________________
___________________________________________________________
2. ___________________________________________________________
___________________________________________________________
3. ___________________________________________________________
___________________________________________________________
© Copyright 2/2016 Jim Pancero, Inc.
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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.
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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”
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TABLE DISCUSSION
– Use a core value in a sentence to describe to a customer why they would want
to buy from you
- Each table will be asked to share two sentences with the class
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COMMUNICATING YOUR MESSAGE OF UNIQUENESS AND VALUE
Level 1 – Your “umbrella”
statement of uniqueness.
1
- Less than 2 minutes.
2
“Core Value”
- Use “core values” for points 1 & 2.
“Core Value”
- Suggested language – “We’re likely not going to be a lower price,
but we can offer you a lower total cost by helping you
[core value] and [core value].”
Level 2 – How/why you can
achieve your “umbrella
statement.”
3
4
5
- Less than 5 minutes
- Describe the best things you
do for your customers.
- Suggested language – “We can help you achieve these [core values] through our
ability to [points 3, 4, and 5].”
Level 3 – How/why we can
deliver on these promises.
- Detailed points of how you can fulfill points 3, 4, and 5.
______________________
______________________
______________________
______________________
______________________
______________________
______________________
______________________
______________________
© Copyright 2/2016 Jim Pancero, Inc.
______________________
______________________
______________________
______________________
______________________
______________________
______________________
______________________
______________________
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______________________
______________________
______________________
______________________
______________________
______________________
______________________
______________________
______________________
Ellingson Companies
SECTION III
How Competitive Are Your Current Levels of
Customer Service and Support?
© Copyright 2/2016 Jim Pancero, Inc.
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WHERE DO YOUR CUSTOMERS SEE YOU?
Trusted Advisor
- Increasing customer order size and loyalty
Business Growth and Profit Generator
- Offering new ideas and suggestions
Customer seeks your
advice before taking
action
Important and key
vendor to do business
with
PROACTIVE (Loyalty to sales rep and company)
REACTIVE
(No loyalty to sales rep or company)
"Specials" Presenter
Helpful to do business
with
- Covering as many "special deals" as possible
Order Taker / Problem Solver
Convenient to do
business with
- Taking care of your customer's problems
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WHERE ARE YOUR CUSTOMER’S SUPPORT LEVELS NOW?
- Write down the five best “things” your customer services team are doing now to
contribute to your customer’s experience
1. _____________________________________________________________________________________________________
2. _____________________________________________________________________________________________________
3. _____________________________________________________________________________________________________
4. _____________________________________________________________________________________________________
5. _____________________________________________________________________________________________________
- The four levels of customer service
4. _____________________________________________________________________________________________________
3. _____________________________________________________________________________________________________
2. _____________________________________________________________________________________________________
1. _____________________________________________________________________________________________________
- The evolution of customer service and support as a competitive advantage
1st – (Oldest) – Service based on responsiveness
2nd – Service based on preventative efforts
3rd – (Newest) – Service based on predictive efforts
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TAKE THINGS ONE PERSUASIVE STEP FURTHER BY SAYING YES TO
EVERYTHING
- Answering “No” to a customer puts the pressure of rejection on you. If you say “Yes” the
pressure is now on your buyer
- “Yes if”
- “Yes when”
- Yes but”
- How could you answer yes to these questions?
- “Can I get a discount/cheaper price for this part?”
- “Can I get this out-of-stock part immediately?”
- “We’re currently on COD with your company, but my line is down. Can you sell this part to
me anyway to get me out of this jam?”
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TABLE DISCUSSION
- What can you do to improve your customer service levels?
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SECTION IV
Understanding the “Steps of a Sales Call”
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SELLING AT ITS MOST BASIC LEVEL
- Selling at the most fundamental level is only two steps:
1st – Lower resistance
2nd – Deliver your message
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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
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TABLE DISCUSSION – HOW IMPORTANT IS EACH STEP?
1st – Lower resistance – What could happen if this step were left out? How could that impact
the success of this sales call?
____________________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
2nd – Ask questions and qualify – What could happen if this step were left out? How could that
impact the success of this sales call?
_____________________________________________________________________________________________________
_____________________________________________________________________________________________________
_____________________________________________________________________________________________________
3rd – Present your solution – What could happen if this step were left out? How could that
impact the success of this sales call?
_____________________________________________________________________________________________________
_____________________________________________________________________________________________________
_____________________________________________________________________________________________________
4th – Ask for the order – What could happen if this step were left out? How could that
impact the success of this sales call?
_____________________________________________________________________________________________________
_____________________________________________________________________________________________________
_____________________________________________________________________________________________________
5th – Agree to next contact – What could happen if this step were left out? How could that
impact the success of this sales call?
_____________________________________________________________________________________________________
_____________________________________________________________________________________________________
_____________________________________________________________________________________________________
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HOW TO BEST QUALIFY A NEW PROSPECT/CUSTOMER
1st – Talk water flow removal expectations – “How much do you want to move?”
2nd – Give an estimated price – “How much do you want to spend?”
- Earlier in their decision process – the wider the range of pricing
3rd – Ask about timing and commitment – “When do you want to move on this?”
4th – Share why you versus any of your competitors – “Why we can be your lowest risk
and lowest total cost alternative”
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POSITIONING AGAINST YOUR COMPETITION
- “Our experience has shown you can lower your risk and ultimately achieve the lowest total
cost if you ask everyone..."
1) What's my total cost?
- Accessories and tools in quoted price?
2) Can you support me?
- How will you prove your "24/7" support?
- Equipment performance record
- Technician availability
- Parts inventory/availability
3) How much risk am I taking doing business with you?
4) How will you help me improve my business?
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THE THREE MOST CONSISTENT SELLING WEAKNESSES FACED BY ALL SALES
PROFESSIONALS
Weakness #1 – Sales people without control of their steps of a sales call will talk too much
of the time in front of customers
- What percent of a sales call do you talk vs listen?
- Most sales calls are interactive, but the sales person still does as much as 90% of the
talking
- Customer asks a 5 second question “Why are you so expensive?”
- Sales person provides a 10 minute response
- Take a test – Next time you are making a sales call over the telephone record your side of
the conversation on your cell phone. You don’t need to record your customer, just
assume any silence on your recording was when your customer was talking. Go
back afterward with a stop watch and record what percent of your call you talked
versus listened
- What do you think would be the best persuasive balance of you, the sales person talking
compared to your customer talking?
________ % sales person talking / ________ % customer talking
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THE THREE MOST CONSISTENT SELLING WEAKNESSES FACED BY ALL SALES
PROFESSIONALS (Continued)
Weakness #2 – A sales person without control of their steps of a sales call will collapse
under pressure and only present/talk
- Pressures caused by:
- Selling pressures
- Relationship pressures
- Time pressures
- Competitive pressures
- Environmental pressures
- A sales person without control of their steps of a sales call will forget about lowering
resistance and asking questions and will only talk…sometimes not even asking for
an order or next contact
- How would you handle a customer saying “You’ve got five minutes…what do you
want?”
- The impact of selling under pressure without selling structures.
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THE THREE MOST CONSISTENT SELLING WEAKNESSES FACED BY ALL SALES
PROFESSIONALS (Continued)
Weakness #3 – All sales people are using the same steps…even the high pressure
“Slime Balls”
- The problem…they are using the exact same steps of a sales call you are using
- The difference between the most ethical customer-focused sales professionals and the
highest pressured “slime balls” is in how they apply the steps of a sales call
"Slime Balls" sell by talking and "pitching"
1st – Lower resistance
2nd – Questions and
qualify
___________________________________________________
< 25% Asking
> 75% Talking
3rd – Present
4th – Ask for the order
5th – Agree/Set up next
contact
© Copyright 2/2016 Jim Pancero, Inc.
"Low Pressure Selling Professionals" sell
by asking and listening
> 75% Asking
1st – Lower resistance
2nd – Questions and
qualify
____________________________________________________________________________
< 25% Talking
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3rd – Present
4th – Ask for the order
5th – Agree/Set up next
contact
Ellingson Companies
SECTION V
How Account Planning Can Increase Your
Competitive Selling Advantage
© Copyright 2/2016 Jim Pancero, Inc.
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Ellingson Companies
ACCOUNT PLANNING FOR AN EXISTING CUSTOMER
1/1
12/3
1
- Reactive Efforts
- Identify number of calls to make on an existing customer
- Identify any scheduled special events or time lines for your existing customers
- Proactive Efforts
1) What are your account target sales and margin goals for this account?
2) Are you talking to everyone?
- How are you working to get higher, wider and deeper?
- Do you have 100% of their business?
- What are the customer job titles you most need to be talking with and
developing a relationship?
- How often should you be calling on these contacts?
3) How are you adjusting your support levels based on this importance?
4) How are you using the rest of your management team as sales tools?
- Both “face-to-face” and by phone
5) What is the next major new growth opportunity you are working on?
6) What are your stepped plans to make this happen?
7) What else do you need from Ellingson Companies?
© Copyright 2/2016 Jim Pancero, Inc.
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ACCOUNT PLANNING FORM - Page 1 of 4 - Where we are now
Account Name: ______________________________________________
1. Important top contacts you have already met:
Status - Champion (and supporter of your company)
- Friend (of your company)
- Neutral (toward any company)
- Biased (toward another company)
- Unknown (where they stand)
Name
______________________________
Job Title
_________________________
Status
______
______________________________
_________________________
______
______________________________
_________________________
______
______________________________
_________________________
______
2. Current equipment or services used:
Equipment Type
______________
Brand
Model #
_________ ______________
Date Acquired
______________
Bought
New/Used
_________
______________
_________ ______________
______________
_________
______________
_________ ______________
______________
_________
3. Products requested by customer or expected to be proposed
Equipment Type
______________
Model #
______________
Why?
_________________________
Expected
Delivery
_________
______________
______________
_________________________
_________
______________
______________
_________________________
_________
4. Who else do we expect will be proposing?
Competitor
Strengths
Weaknesses
______________
_________________________
__________________________
______________
_________________________
__________________________
______________
_________________________
__________________________
5. Who currently has the competitive advantage to win this business?
_____________________________________________________________________
© Copyright 2/2016 Jim Pancero, Inc.
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ACCOUNT PLANNING FORM - Page 2 of 4 - Where we want to go
Account Name: ______________________________________________
6. Most Important top contacts still want/need to meet:
Importance
- Critical (to us winning this business)
- Important (to us winning this business)
- Positive (for us to be talking with them)
- Unknown (what their real impact will be on their final decision to buy)
Name
______________________________
Job Title
_________________________
Status
______
______________________________
_________________________
______
______________________________
_________________________
______
______________________________
_________________________
______
7. Our current competitive strengths and weaknesses with this customer:
Strengths
Weaknesses
_____________________________
____________________________________
_____________________________
____________________________________
_____________________________
____________________________________
8. How we plan to position our company and our philosophies and messaging with
this customer:
Our selling message ______________________________________________
_______________________________________________________________
9. Key goals we want to accomplish with this customer
Goal #1 _________________________________________________________
Goal #2 _________________________________________________________
Goal #3 _________________________________________________________
© Copyright 2/2016 Jim Pancero, Inc.
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Ellingson Companies
ACCOUNT PLANNING FORM - Page 3 of 4 - How we plan to win this business
Your planned selling strategy with this customer
Selling “to-do’s” and action plans to win this business
© Copyright 2/2016 Jim Pancero, Inc.
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Ellingson Companies
Sales Professional: ___________________________________________
Account Planning Form For Existing Accounts – Page 4 of 4
Account Name__________________________
1st Quarter
2nd Quarter
Date Prepared ___________
3rd Quarter
4th Quarter
Account Growth
Plan
- Replacement units
- Additional units
Contact Growth
Plan
- Existing accounts
- New contacts
- New locations
Business/Executive
Review & Growth
Planning
Introduce New
Engineering and
Technical Products
Executive
Involvement
Social
Entertainment
Operational
Reviews
- Service evaluations
© Copyright 2/2016 Jim Pancero, Inc.
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PLANNING WORKSHEET TABLE DISCUSSIONS
Question #1 - When could using this Account Planning form help your selling and sales
planning efforts?
Question #2 - How do you plan to use these tactical account management selling plans
starting next week in your territory?
© Copyright 2/2016 Jim Pancero, Inc.
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SECTION VI
So What Now?
© Copyright 2/2016 Jim Pancero, Inc.
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Ellingson Companies
KEYS TO COMPETITIVE ADVANTAGE AND INCREASED SALES
1) Strong response to “Why buy from you?” consistently delivered by your entire team.
2) Defined (and coached to) “Selling Process Best Practices.”
- Steps of a Sales Call
- “ID to Close” new business selling process.
- “1/1 to 12/31” processes to support your best customers.
- Operational “Steps of a Sales Call” and “personality flexibility” skills.
3) Proactive “Selling Process” coaching to all team members.
- One to four hours a week, (for each assigned sales person), discussing “Future Focused”
account and territory planning and strategy.
- Free up time to coach.
- Each sales person prepares written plan for his or her five most important accounts.
© Copyright 2/2016 Jim Pancero, Inc.
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Ellingson Companies
TABLE DISCUSSION
- Which program idea do you feel, will have the most impact on your selling success?
© Copyright 2/2016 Jim Pancero, Inc.
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VISIT PANCERO.COM TO ENHANCE YOUR
SALES AND SALES MANAGEMENT TRAINING
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- Videos - Watch training videos from Jim. Sales and
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