Advanced Sales Training
Public Seminar
You Can Always Sell More – Are You
Good Enough to Get Better?”
Questions? You may contact Jim at:
952-913-8998
jim@pancero.com
Name _________________________________________________________________________________
© Copyright 12/2014 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 12/2014 Jim Pancero, Inc.
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Public Seminar
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.”
- “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 hour 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.
- Break up the year into 2-4 month selling campaigns.
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Public Seminar
PROGRAM AGENDA
SECTION I - An Overview of "SWAT Team Selling" - Are You Good Enough to Get Better?
SECTION II – Increasing Your Competitive Advantage by Communicating a Stronger
Philosophy/Positioning Within Your Markets
SECTION III – How to Maintain and Grow Important Existing Customers
SECTION IV – “SWAT Team Prospecting” – How to Control Your New Business ‘ID to Close’
Selling Process
SECTION V – Account Planning
SECTION VI – How to Get Higher, Wider and Deeper Within Your Most Important
Accounts
© Copyright 12/2014 Jim Pancero, Inc.
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SECTION I
An Overview of “SWAT Team Selling” –
Are You Good Enough to Get Better?
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Public Seminar
SUCCESS IN SELLING TODAY IS BASED ON CONSISTENCY
- What is your definition of a professional?
- My definition… A professional is defined by their consistency of performance
- Problem of “Sales Painters” (less effective) vs. “Sales Printers” (More effective)
- Painters (less effective) – Salesperson treats each customer or selling situation as a
unique selling opportunity.
- Each customer gets their own unique “painting” sales presentation.
- Nothing is learned or gained from either a win or loss since the next customer
will get their own unique painting anyway.
- Printers (more effective) - Sales team defines and then follows a consistent multistepped selling process.
- What is learned through the win or loss of an individual sale provides learning,
input, and value to the entire sales team helping all make the next selling
opportunity even more efficient and successful.
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SELLING BEST PRACTICES
Intuitive
Structural
Reactive
Proactive
“Only One Move Ahead” Focused
Selling
“Memories of Customers”
© Copyright 12/2014 Jim Pancero, Inc.
Planned “Multi-Stepped” Selling
Strategies
Control of Customer Information
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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 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.
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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”?
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SECTION II
Increasing Your Competitive Advantage
by Communicating a Stronger
Philosophy/Positioning Within
Your Markets
© Copyright 12/2014 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
better price.
terms or a
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
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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. ___________________________________________________________
___________________________________________________________
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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.
“Core Value”
- Use “core values” for points 1 & 2.
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.”
- Less than 5 minutes
4
3
5
- 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.
_____________________________ _____________________________
_____________________________ _____________________________
_____________________________ _____________________________
_____________________________ _____________________________
_____________________________ _____________________________
_____________________________ _____________________________
_____________________________ _____________________________
_____________________________ _____________________________
_____________________________ _____________________________
_____________________________ _____________________________
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_____________________________
_____________________________
_____________________________
_____________________________
_____________________________
_____________________________
_____________________________
_____________________________
_____________________________
_____________________________
Public Seminar
TABLE DISCUSSION
Question #1 - What message will work best for you and your team?
Question #2 - How do you see utilizing your new message?
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SECTION III
How to Maintain and Grow Important
Existing Customers
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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
PROACTIVE
REACTIVE
"Specials" Presenter
- Covering as many "special deals" as possible
Order Taker / Problem Solver
- Taking care of your customer's problems
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FOUR LEVELS OF CUSTOMERS
- Key Accounts – Your largest buying volumes
- Demands proactive, ongoing “best of” support
- Account responsiveness and satisfaction requires weekly (and even daily) investment
- Critical to have your manager active within the account
- Important Customers – Have strong buying volumes
- Important accounts to you and your location
- Make sure you have multiple contacts within the account and are looking and offering
ways to add value
- Prospects/High Potential Customers – Current levels could be low but have strong future
potential
- Look for opportunities to expand your relationship and prove more value
- Order Taker Customers – Happy to have their business but not worth investing proactive
selling efforts
- Call on them once or twice a year (ok by telephone)
- Very small infrequent orders demanding a lot of support
- Treat Order Taker customers as prospects always looking for more opportunity or
sales leads
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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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ACCOUNT PLANNING FOR AN EXISTING CUSTOMER
1/1
12/31
- 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 your team?
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WHAT EXTRA "WOW" EFFORTS CAN YOU OFFER YOUR MOST IMPORTANT
CUSTOMERS?
- Customers do not tend to remember reactive service and support efforts (unless there
was a problem)
- Invest in your most important customers by offering or initiating efforts to help
- Your proactive selling efforts will separate you from your competitors
- Helps improve a customer's overall satisfaction and loyalty
- Gives you an excuse to get "Higher, wider and deeper" within your account
- What can you offer or suggest to provide extra value to your most important customers?
- In-house safety or skill training for their workers
- Personal contact (phone or face-to-face) with your senior leadership
- Senior management asking "What kind of job are we doing for you?" and "What
can we do to make it even better?"
- When your customer's business is significantly smaller than yours, offer free business
training seminars or consulting conversations with your corporate experts
- How to make more money (or lower your costs) in your business
- HR or management organizational issues
- Participation in special projects looking for new opportunities or efficiencies
- Arranging a private meeting with your support team to discuss how you can improve
your support and make working with you easier
- Attended by your sales manager, outside sales rep, inside sales rep(s), service or
warehouse manager
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TABLE DISCUSSION
Question #1 - What types of proactive “wow” efforts have you done, and could you do
more of with your most important accounts?
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SECTION IV
“SWAT Team Prospecting” – How to
Control Your New Business ‘ID to Close’
Selling Process
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WHICH PROSPECTING PHILOSOPHY CAN HAVE THE BEST RESULTS FOR YOU?
- Prospecting categories – Where are you most successful for the time invested?
- Small customers
- Large customers
- RFQ (Request for Quote)
TIME NEEDED TO SELL
- Reverse auction
.
SMALL
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$ SIZE OF PROSPECT
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LARGE
Public Seminar
WHICH MARKET SEGMENT DO YOU SELL?
- Retail Selling (Blackjack)
- “Expert/Normal” Business-To-Business Selling (Checkers)
- “Large Account/Complex” Selling (Chess)
- High risk
- Large dollars
- First time or unique decision
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STEPS OF A “RETAIL” SELLING PROCESS
Lower Resistance
- “Thanks for coming in”
Ask questions to learn and qualify
- The “Mind if I ask you five quick questions” to ask selling a lawn mower:
- #1 – “How large an area do you want to cut?”
- #2 – “Are there any kinds of obstacles or unusual areas to cut?”
- #3 – “How fast do you want to get this done?”
- #4 – “What else would you like your mower to do?”
- #5 – “What are you using now?”
Present your solutions:
- Use “Feature – Advantage – Reaction”
- Feature – Fact about your product or services.
- Advantage – The advantage or benefit the buyer will receive from this feature.
- Reaction – Asking for feedback or direction.
- “Would this be important to you?”
- “Would this be something you’d like to use?”
- “Would this make it easier/faster/simpler to use?”
Ask for the order:
- “So what would you like to do?”
- “Where do we go from here?”
- “So what happens next?”
Agree and set up your next contact:
- Introduce them to the service counter.
- Discuss when they will want/need next service.
- Review your contact numbers and interest in answering any of their questions or
concerns.
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THE DIFFERENCE BETWEEN
“EXPERT/NORMAL” AND “LARGE/COMPLEX ACCOUNT” SELLING
Large/Complex Account
Intensity
Political Env And Decision
Process
Expert/Normal
Technical Solutions And
Financial Justification
ID
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Time
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STEPS OF AN “EXPERT/NORMAL BUSINESS-TO-BUSINESS” SELLING PROCESS
1 – Position
2 – Discover
- Can you learn more than your competitors?
- Getting higher/wider and deeper
3 – Validation of your working relationship
- What does prospect most want from you and your company?
- What competitive pressures do you have with this prospect?
4 – Package your proposal
- Goal is your final proposal contains no surprises
- Can you offer a unique or more customized solution for your prospect?
5 – Negotiate your agreement
6 – Fulfill agreement
7 – Ongoing support and positioning
- What can you do to better position your next selling effort?
8 – Ask for help
- Use as reference
- “Anyone else who could benefit from the kind of help I provided you?”
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SUGGESTED TACTICAL "BUSINESS TO BUSINESS" SELLING PLAN
- Identify potential "selling success factors" for each selling step that, if achieved or
understood, will increase your team's chances of winning
- Examples - Getting samples, plant tour or meeting with a senior manager
Step 1 – Set up, positioning and establishing an appointment
- What job title is the best initial contact at a new prospect?
Step 2 - Initial sales call, plant tour & ID of “next best” application to promote
- Position your buyer’s evaluation/decision process by recommending they ask all
vendors (including you):
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 – Validate your working relationship
- What does your buyer most want from you and your company?
- If an existing customer remind them of your past service and quality
- If a new company prospect share your references and past proof of success
- Review how you support a customer and what level of service they can expect
Step 5 - Proposal positioning & delivery
- Never deliver a proposal to a buyer that contains new information or surprises
- Review major proposal points and pricing in advance so you can defend or adjust
what you are proposing
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SUGGESTED TACTICAL "BUSINESS TO BUSINESS" SELLING PLAN - Continued
Step 6 – Justify your “higher price – lower total cost” philosophy
- Walk your buyer through the ROI (Return on Investment) of buying from you
Step 1 – “Apples to apples” (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
support, coverage and protection”
Step 7 – Post sale support to identify and position your next application solution
- What can your team do to so impress and amaze this buyer that they want to do more
business with you in the future?
Step 8 – Evaluate, adjust & prepare for your next sale
- How does the multiple-stepped plan or supporting tools need to be added or adjusted to
improve our chances of winning in the future?
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STEPS OF THE FINANCIAL SELLING PROCESS
New opportunity identified
I - SET UP, POSITIONING AND RESEARCH
√
Step 1 - Present customer your message and the evaluative steps.
Step 2 - Do more research than your competitors.
II - PROPOSAL POSITIONING AND DELIVERY
Step 3 - Provide a more professional and detailed proposal.
Step 4 - Research competitive spread and reconfigure (if necessary).
III - JUSTIFY YOUR “HIGHER PRICE - LOWER TOTAL COST” PHILOSOPHY
Step 5 - Work your buyer through your “lowest total cost” financial justification.
Step 6 - Present your “Lowest total cost” financial/message to customer.
Step 7 - Final negotiations and order commitment.
IV - EVALUATE, ADJUST & PREPARE FOR YOUR NEXT SALE
Step 8 - Win or lose - Keep notes and keep score.
Step 9 - Evaluate how to adjust or improve your selling process for future selling
opportunities.
Begin selling next product or application to this customer.
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TABLE DISCUSSION
- Which multiple-stepped selling process makes the most sense for you and
your most important customers?
- What can you do with your team to define the "potential selling success factors?"
- "Potential selling success factors" - ways you have a competitive edge with this
selling step.
- Examples:
- Have an inside champion coaching your approach
- Prior work with this customer
- Knowledge of upcoming projects or changes
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SECTION V
Account Planning
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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
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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 products used:
Products
______________
Quantity
Part #
_________ ______________
Date first purchased
_________________________
______________
_________ ______________
_________________________
______________
_________ ______________
_________________________
3. Products requested by customer or expected to be proposed
Products
______________
Quantity
______________
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?
_____________________________________________________________________
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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 _________________________________________________________
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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
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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
- New products to
propose
Contact Growth Plan
- Existing accounts
- New contacts
- New locations
Business/Executive
Review & Growth
Planning
Introduce New
Products and
Technologies
Executive
Involvement
Social
Entertainment
Customer Service
Reviews
© Copyright 12/2014 Jim Pancero, Inc.
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DIVIDING YOUR YEAR INTO SELLING CAMPAIGNS
- Number of campaigns per year
- One campaign allows your sales team to make one pass through their territory
calling on all their "A" and "B" level customers and half their "C" level accounts
- Two topics for each campaign
- Supporting materials needed for each campaign
- How to best communicate campaigns and coaching structure to sales team
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TABLE DISCUSSION
Question #1 - What types of selling campaigns are you using now?
Question #2 - What else can you do to strengthen your selling campaigns?
© Copyright 12/2014 Jim Pancero, Inc.
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SECTION VI
How to Get Higher, Wider and Deeper Within
Your Most Important Accounts
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HOW STABLE AND PROTECTED ARE YOUR MOST IMPORTANT CUSTOMERS?
- Getting “Higher, Wider and Deeper”
- “Higher” - Calling on more senior managers or company executives
- “Wider” - Calling to 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
- How many of your team's customers are "One car wreck" away from you losing the
business (or having it put out to competitive bid)?
- The "Car wreck" sales test (Ask a sales rep) – "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?"
- Having only one contact within a customer exposes your sales rep (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
- The average "business to business" 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
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IDEAS TO GET "HIGHER, WIDER & DEEPER"
Idea #1 - Look for exposed accounts where you have not successfully gotten "Higher, Wider
and Deeper"
- Put those customers or prospects through your account planning coaching to identify plans to
correct this situation
Idea #2 - Include discussions about how to get "Higher, Wider and Deeper" within all
account planning discussions
- Getting "Higher, Wider and Deeper" does not happen naturally within an account relationship
- It takes creative planning and selling to get above a main buyer
Idea #3 - Never go around a buyer…take them with you
- Your main contact/buyer will need to see the value to them in you getting higher, wider and
deeper than just calling on them
Idea #4 – Make sure you have a reason to be calling on someone outside your normal
buyer contact
- Have a reason to meet them
- "Just wanted a chance to meet you and introduce myself" just tends to irritate customers
- Great reasons to get a few minutes in front of senior customer management
- Explaining a new industry direction (and its impact on their business, profitability or usage)
- Significant new industry technologies, products or services that can dramatically impact
this customer, their business and profitability
Idea #5 - Use your senior managers
- The easiest way to get a meeting with customer senior management is when "My senior
manager wants to meet with your senior manager to discuss how we can be of more value
and assistance to you and your company"
Idea #6 - Change your message the higher up you get within your customer
- The higher up you go within a company the more your language and focus of discussion will
change
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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 12/2014 Jim Pancero, Inc.
OPERATIONAL LEVEL
(Reactive)
Maintaining productivity
and quality
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TABLE DISCUSSION
- How have you been getting “higher, wider and deeper” within your most important
accounts?
- How can you apply this “higher, wider and deeper” template to your customers?
© Copyright 12/2014 Jim Pancero, Inc.
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TABLE DISCUSSIONS
- Which program idea do you feel, will have the most impact on your selling success?
© Copyright 12/2014 Jim Pancero, Inc.
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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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Have Jim’s expertise at your fingertips, Videos, Audios, Articles, Sales Evaluation,
available anytime to help sharpen your selling and sales management skills.
Available now for iPhone, iPad, Android, Tablets. Search for: Jim Pancero
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The 20-question multiple choice Sales Evaluation for sales reps is a comprehensive analysis tool
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Both tests can be taken multiple times to see how your skills are increasing and all tests results
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© Copyright 12/2014 Jim Pancero, Inc.
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