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Cold Calling Presentation
Transcript of Cold Calling Presentation
leaders possess this
ability or they would
not have become successful. Cold calling therefore enables success,
chiefly because cold calling is
strongly focused on initiative and action. Cold Calling The Power of cold calling Viewed negatively or passively, cold calling is merely a numbers game, where the sales person's calling is no different to a junk-mail leaflet. Somebody might respond - maybe one in twenty, maybe one in a hundred. This is the way that unsuccessful sales people see cold calling. No wonder for them that cold calling is a painful grind. Depressing, embarrassing, draining, exhausting, just horrible. On the other hand... Viewed positively and creatively , cold-calling is empowering and potent. Cold calling actually enables the sales person to:
supersede existing suppliers
pre-empt the competition
identify and create huge new business possibilities
become indispensable as someone who can make things happen and create new business
build (your) personal reputation beyond job title and grade
establish relationships and a respect (for you) beyond normal sales responsibilities
and be an entrepreneur. So, do you want to be the human equivalent of junk-mail, or do you want to achieve entrepreneurial reputation and success that will take you anywhere you want to go? Why it's good that cold calling is
so difficult for most sales people Cold calling is traditionally the most challenging part of the selling process.
Moreover, for most sales people cold calling is becoming increasingly difficult - because the prospective customer's time is increasingly pressurised and therefore increasingly protected, and so cold calling sales people are increasingly resisted.
Prospects and decision-makers are increasingly difficult to reach, on their guard, and very sensitive and resistant to obvious 'sales techniques'. However, sales people who adopt a positive and skilful approach
to cold calling generally find that cold calling becomes easier.
This is because cold calling itself is influenced hugely by market
forces, i.e., all the other cold calling sales people attempting to do it.
The more difficult cold calling is for the majority,
then the easier it becomes for the successful minority. If the cold calling challenge were easy, then it would be easy for everyone, and therefore very difficult to achieve differentiation or advantage, to stand out, to be noticed and respected and valued - to succeed.
Your aim is to be one of the successful minority! Cold calling - changing your
perspective changes cold calling When we look at what actually happens - and can happen - during the cold call, we see why the cold call stage of the selling process is so potent and full of opportunity for the sales person. When we stop looking at cold calling from the
sales person's viewpoint and from the customer's
viewpoint, and start seeing it from a business
perspective, cold calling becomes a wonderful
opportunity that any one can enjoy and optimize: How sales people typically see cold calling fearful
numbers game How customers see cold
calling done poorly nuisance
reject, repel cold callers
disrespectful What successful cold
calling should be honest/open
professional/business-like Cold calling techniques Important basic cold calling techniques are:
Listen and interpret
Inform and educate
Involve and coordinate
Keep in touch Preparation
Preparation for effective successful cold calling is in two parts:
your mental approach - the way you see yourself and the cold calling activity
and your understanding of your offering/proposition in relation to your prospects and their situations. Your mental approach - the way you see
yourself and the cold calling activity Your understanding and wording of your offering/proposition in relation to your prospects and their situations See cold calling as strategic and empowering, and yourself the same. Leave behind any temptation to treat cold calling as an indiscriminate or impersonal numbers game. If you want to succeed at cold calling then embrace it as the powerful process that it is and aspire to be great at it. Address and alter other factors which affect your attitude and mood for cold calling, for example: Your working environment, change it to suit yourself and the cold calling activity as far as you can such as effective time management. Standing up rather than sitting can make a remarkable difference, as can posture and ergonomics of desk and equipment. Avoid behaviours that add to your stress levels. Eat and drink properly. Exercise. Take breaks. Manage interruptions and other demands. Cold calling is much easier when you are relaxed, fit, focused and free of distractions. Have some personal goals and aims - whatever is meaningful and achievable. Visualise how you want to be regarded by the people you speak to - and you will grow into and live up to that image. For example: "People I speak to will regard me as a highly professional business person - beyond a sales person or a telephone canvasser - they will think of me as someone they can trust - an expert in my field, someone who can enable improvement, clarity, cooperation, solutions, etc. You must understand your business extremely well. Your success is ultimately limited by your knowledge. So inform yourself. Become an expert, and the world will open up to you. You must also research large organizations before calling them. For all organizations, large and small, you must prepare and understand well your initial or basic proposition - whatever it is - as it relates to the organization and/or the organization's situation. This might not require you to research the prospective customer in any great detail, especially if you are calling domestic consumers, but you must have a good strategic appreciation of the issues faced by your prospect in relation to your basic opening proposition. This is an absolutely fundamental requirement and when omitted will drastically reduce the effectiveness of cold calling. The prospective customer has a very keen sense of what is important to them and what is not - and if you fail to acknowledge this in your opening exchange, or worse demonstrate personal ignorance about their perspective - then your cold call go no further. Be prepared by refining several different short introductory statements, or questions, which you can mix and match according to the situation. It comes with preparation and practice, and constantly seeking and adapting the words that you use to achieve the desired results. You must write down these phrases as you develop and refine them.
Most sales people fail to do this - and then they wonder why their opening statements don't work. Introduction Be very clear and concise about who you are and the purpose of your call, and have a powerful strategic basis (your main reason) for requesting dialogue, now or to be scheduled later, depending on the availability of the other person at the time. Base your opening proposition on your more detailed product offering, but keep it concise and strategic - not detailed and specific. Questioning Prepare and ask good facilitative questions which help the other person to see the situation more clearly, and which invite them to consider and explain how they decide about such issues. Objectivity Remain fair and neutral - objectivity is the mark of an advisor. It's a tricky thing to do given that you are selling your products and services, but ironically the more you 'push' your own solutions and services, and the more you denigrate or criticize the alternatives, then the more you will damage your chances. People don't want to be 'sold' - they want to be helped and guided by an expert in a particular field to make and then implement an informed decision. Listen & Interpret It is far better to listen and interpret from the customer's perspective, as would an expert advisor, rather than act as as a biased one-sided self-interested sales person. The former behaviour is helpful and appealing - giving - whereas the latter traditional pushy sales approach is seen immediately for what it is - taking. Remember your visualised image of yourself: how you want people to see you, and behave like it. Inform & Educate You are the expert in your service or proposition or technology (not necessarily in great technical detail, but strategically, in overview definitely) and if you are not then you need to be, otherwise you are wasting your prospect's time. Giving information and fair and useful feedback - educating effectively - in response to customers' requests for answers is much better than leaping in to 'close the appointment'. It's not a race or a rush. The aim is to build understanding and identify whether there is a potential useful fit between what you can offer and what the prospect might need. Do this and the situation quite naturally develops. Focus only on the appointment and you'll tend to skip the all-important stage of establishing yourself as a helper, information-provider, and enabler. Involve & Coordinate Involve the prospect in the discussion and decision to move to the next stage. Ask how they would find it most helpful to explore or move matters forward. Be guided by the prospect and also be guided by your own organizational systems and protocols. The prospect knows their systems and processes; you don't. Identify how the situation can be coordinated in order to progress things. You are the pivotal person.
You are the bridge, the interpreter, the enabler. Aspire to this role and you will begin to acquire a personal value and reputation greater than anyone. Keep in Touch Information and knowledge are crucial to your ability to act as interpreter and coordinator at the start of the cold calling process.
You must therefore take full notes and keep clear records of the cold call at all stages.
You should also take notes or keep yourself informed as the situation develops, whether the development of the opportunity remains your responsibility or not.
If you stay informed and knowledgeable about the resulting sales relationships then you can keep a watchful eye on situations, and thereby grow your personal standing and role beyond canvasser or sales person.
You have a responsibility for all relationships that you begin: to your customer contacts - and arguably a personal commitment which transcends organizational systems and policies. Many customers, especially personal contacts who put great faith in you at the beginning of the relationship, will expect and appreciate your staying in touch - if only as a last resort in the event of unresolved problems.