Franklincovey Sales Training Catalog

FranklinCovey Sales Performance Practice
Course Catalog
Table of Contents
Sales Strategy ................................................................................................................................................ 2
Sales Leadership............................................................................................................................................ 5
The Account Plan .......................................................................................................................................... 9
Filling the Pipeline: New Accounts ............................................................................................................. 12
Filling the Pipeline: New Business from Current Accounts ........................................................................ 15
Qualifying and Advancing Opportunities .................................................................................................... 18
Closing the Sale ........................................................................................................................................... 22
Win-Win Negotiation .................................................................................................................................. 26
Sales
Strategy
THE CHALLENGE MINDSETS

In a complex sale, multiple people tend to influence and make a buying
decision. How those people relate to and interact with each other to make  All votes are important. Some votes count
more than others. Act accordingly.
a decision — the politics of an organization — can be as important to the  Relationships must be built on purpose.
sale as the qualities of your product or service. While all buyer votes are  Inter-relationships are important to
important, some votes count much more than others. Many salespeople understand and influence.
don’t like or aren’t skilled at navigating through such organizational  There is always competition and it can
make us stronger.
challenges.
Complicating matters further is the competition for the money you want
SKILLSETS
the client to spend with your company; internal competition for other
initiatives and external competition for other solutions. Salespeople need  Build a Player Map to identify influencers
strategy and tactics to help demonstrate both how your solution meets the and decision makers and establish how
they interact with each other to make
client’s needs AND how it exceeds their alternatives of doing nothing, doing
decisions.
it themselves, or doing it with someone other than your company.  Gain access to and build relationships with
key buyer stakeholders.
WHAT MAKES A DIFFERENCE?  Establish Champions and neutralize Anti-
In Sales Strategy, you will learn how to use Player Map, a dynamic visual Champions.
sales plan that illustrates a client’s political and organizational landscape  Elicit buying criteria.
 Productively direct co-worker roles and
and how you and your company fit into that environment. With a Player
activities.
Map, managers can see at a glance exactly what’s going on within a client  Develop and execute a competitive
organization. Teams can brainstorm and coordinate the most effective strategy.
approach to navigating the terrain, and sales professionals can quickly map
their sales strategy to win.
TOOLSETS
In this program, we will help you monitor the status and advance the
 Player Map
progress of important opportunities.  Opportunity Plan
 Call Plan
 Account Plan
ROI OUTCOMES AND MEASURES

Increased Win Rate
Larger deal size
Improved realized margins
Increased add-on business
© FranklinCovey. All rights reserved. Page | 2

Sales Strategy
Learning Objectives
 Explain a Player Map and its purpose
 Identify the components of a Player Map
 Use a Player Map to identify influencers and decision makers and how
they interact with each other to make decisions
 Determine how to gain access to and build relationships with key buyer
stakeholders
 Identify how to establish Champions and neutralize Anti-Champions Duration Format Tools
 Identify how to elicit buying criteria
 Use the Player Map to productively direct co-worker roles and activities Player Map
 Develop and execute a competitive strategy using the Player Map Opportunity
Live or Plan
1 Day
Virtual
Call Plan
Account
Plan
SAMPLE 1-Day Agenda

Courses are typically customized for specific clients.
TIMING TOPIC
20 Minutes Introduction to Player Map
30 Minutes Player Progression

 Pretender
 Producer
 Player
30 Minutes Goals
 Know the market  Know your value
 Know the client  Know your place
 Know the Players  Know your competitors
 Know the politics  Know your plan
30 Minutes Power and Performance

 Power: The ability to make things happen
 Performance: The ability to get things done
 Relationship to Pretenders, Producers, and Players
15 Minutes Break
90 Minutes Player Focus

 Operations and Administration
 Management
 Executive

TIMING TOPIC
30 Minutes Structures
Hierarchy, Flat, Virtual
60 Minutes Lunch
30 Minutes Players
 Track Record = Ability to Perform  Risk takers
 Value seekers  Love to buy (hate to be sold)
 Team builders  Like to prewire decisions
30 Minutes Headsets: A Player’s perspective, perception, and priorities at any given time
 Envision = Where are we going?
 Evaluate = Are you the right one to help us?
 Enabling = Can we succeed?
 Execute = Can we get going?
15 Minutes Break
30 Minutes Champions
 Champions want you, and only you, to win
 Important to cultivate in the selling environment
 Awareness and attention
 Identifying and Managing Anti-Champions
45 Minutes Working with Bridges

 Why Bridging is important
 Professional and personal bridges
 External and internal bridges
 Building Bridges
20 Minutes Path Forward: How will you use the Sales Success System including 5 Online, coaching, and the global sales community to
implement and improve what you learned today?
Franklin Covey Sales Performance Practice

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www.franklincovey.com/spg

Sales Leadership
THE CHALLENGE
MINDSETS
When it comes to building a winning sales culture, leaders are the fulcrum of
change. Every sales leader who makes a significant jump in performance does so  Everything you need to be great at
by helping multiple salespeople be more successful at their jobs. Helping sales sales is learnable—if you are willing
leaders raise the bar on their performance — from wherever that bar is today — to practice.
 Keep getting better. Keep getting
is a key to driving measurable growth in profitable revenue. better. Keep getting better.
 Performance = Capacity -
Give me a lever long enough, and a fulcrum on which to Interference
 Move from knowing what to do to
place it, and I shall move the world. doing what you know.
—Archimedes  Busy is the enemy of better.
 Create a passionate focus on helping
WHAT MAKES A DIFFERENCE? clients succeed.
In this program, we help sales leaders be more successful and derive greater
personal and professional satisfaction by helping them:
SKILLSETS
 Identify what needs to change within themselves and their team
 Practice, apply, and model improved Consultative Selling Skills (beyond  Adopt the behaviors of an effective
their current skill set) leader.
 Know which people to invest in, and
 Understand and apply the Science of Expert Performance — precisely how to invest in them.
how people get better at sales (replace mystery with mastery)  Understand and apply the 5 Steps to
 Practice and apply key Time Management skills Mastery (S.P.A.C.E.).
 Learn and apply G.R.O.W. — a proven performance-coaching approach  Apply the G.R.O.W. coaching
methodology.
 Develop a personalized implementation plan for a high-performance
 Apply and model consultative selling
sales culture skills (“Helping Clients Succeed” and
related content).
FranklinCovey typically assigns a FranklinCovey sales guide to each sales leader —
we coach the coach. We provide sales leaders with an experienced FranklinCovey
sales guide to help them apply playbooks and proven processes within their TOOLSETS
team, and to upgrade and model their own sales skills, greatly leveraging and
 5 Online S.P.A.C.E. modules
accelerating the performance of the entire sales team.  Skill/Will Matrix
 Time Matrix
 G.R.O.W. template
 Helping Customers Succeed toolset

Increased profitable revenue per team
Increased number of sales people meeting or exceeding quota
Improved speed to productivity for new salespeople
Increased retention of valued leaders and salespeople
Improved employee satisfaction; measureable growth in skills

Sales Leadership
Learning Objectives
 Determine what leadership behaviors need to change
 Identify where to focus leadership efforts
 Identify and apply the Five Steps to Mastery (S.P.A.C.E.)
 Identify how to use Account Plans and Sales Plans to be a
successful sales leader
 Identify key selling skills for sales leaders (“Helping Clients Duration Format Tools
Succeed” and related content) and how to apply and 5 Online S.P.A.C.E.
model them modules
 Identify which people to invest in and how to invest Skill/Will Matrix
in them Live or
3 Days Time Matrix
 Define and apply the G.R.O.W. coaching methodology Virtual
G.R.O.W. template
Helping Customers
Succeed toolset
SAMPLE 3-Day Agenda

DAY 1
TIMING TOPIC
15 Minutes See. Do. Get.
 For incremental improvements focus on Do.
 For substantial improvements, focus on See.
15 Minutes What Needs to Change?
30 Minutes FOCUS
 What do you and your team spend time on?
 Urgent/Important exercise
30 Minutes Power and Performance

 Power: The ability to make things happen
 Performance: The ability to get things done
 Relationship to Pretenders, Producers, and Players
30 Minutes S.P.A.C.E.: Understand the Five Steps to Mastery — a scientific, predictable, repeatable process for getting much
better at sales
15 Minutes Break

TIMING TOPIC
90 Minutes Planning for Success: Coaching your team to focus and succeed
 Sales Plan — A good plan provides a clear picture of where you want to be in the future, a prioritized set
of actions you can take to make that future a reality, and a way to measure your progress along the way.
 Account Plan — A good account plan connects heads-down tactics to heads-up strategy. It allows you to
organize and direct your activities in a cohesive and coordinated way so that the whole is much greater
than the sum of its parts.
60 Minutes Lunch
120 Minutes Consultative Selling Skills for Leaders

 Key Principles  Framing the Business Opportunity
 Move Off the Solution  Key Business Issues — what is most important
to your client?
15 Minutes Break
60 Minutes Consultative Selling Skills for Leaders (continued)
DAY 2
TIMING TOPIC
90 Minutes Consultative Selling Skills for Leaders (continued)
 Evidence — using questions to uncover pain  Context — who is affected and who cares?
and gain  Constraints — what might prevent your
 Impact — sizing financial impact client’s success?
15 Minutes Break
90 Minutes Consultative Selling Skills for Leaders (continued): Resources

 Scanning for Yellow Lights  Money — how to talk about money
 Time — too much / too little  Logistics — objections
 People — is the division of labor right?  Value — objections
60 Minutes Lunch
90 Minutes Consultative Selling Skills for Leaders (continued): Decision Grid

 Navigating the decision process
 Gatekeepers — how to get through to the people you need to see
15 Minutes Break

TIMING TOPIC
120 Minutes Consultative Selling Skills for Leaders (continued): Planning and executing successful client meetings
 Call Plan
 End in Mind — why meet?
 Key Beliefs — what needs to be discussed?
 Questions and objections — prepare and succeed
DAY 3
TIMING TOPIC
120 Minutes InsideOut Coaching: Tools for Sales and Business Leaders
 Becoming a results-oriented coach for your employees
 Understanding key elements of human performance and how to influence them
 Learning and practicing a process for holding effective coaching conversations with employees to
increase engagement and get results
 Eliminating interference for employees and helping them pay attention to critical tasks
15 Minutes Break
120 Minutes InsideOut Coaching (continued)

 Generating innovative ideas for deal advancement
 Developing trust and understanding between managers and employees so even difficult or
uncomfortable discussions have a positive outcome
 Opening the way for continual dialogue about progress and performance
60 Minutes Lunch
120 Minutes Leading the Sales Transformation

 Coaching Program Overview — What we will do together
 Advancing Deals — The Opportunity Advancement Session routine
15 Minutes Break
120 Minutes Leading the Sales Transformation (continued)

 Developing Talent — The Sales Success Meeting and 5 Online
 Measuring Success — How will you measure progress and course correction?

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The Account
Plan

Account planning has some good news and some bad news. The good news
 Passionately focus on client success.
is that when people come together to do a well-led account plan, it can be
 Do fewer, do them better.
engaging and motivating time spent. The bad news is that the  Solutions have no inherent value; they
implementation rate of many account plans is often very low. As a result, derive value from solving
the desire to participate in future planning sessions goes down as well. So problem/results people care about.
 Diagnose before you prescribe.
what’s the point?
 Replace guessing with research,
knowledge, and focus.
“Unless commitment is made, there are only promises
and hopes; but no plans.” SKILLSETS
—Peter Drucker
Complete and execute an Account Plan for a key
WHAT MAKES A DIFFERENCE? account.
An account plan is a Value-Creation Strategy. It doesn’t start with how
much business you want to do with a company. It outlines how you will
create and then capture value. It connects targeted research on what your
client most wants, needs, and values to what you do well. By clarifying your TOOLSETS
beliefs and assumptions about how value will be created, it allows you to
test those beliefs in the real world and get vital feedback about what is Account Plan
working and what isn’t.
The success of a good account plan includes what we call a Cadence of
Accountability that keeps the plan alive and dynamic. It helps hold you
accountable not just to complete activities, but also to ensure that the plan
and its related planning activity add value to your client, your company, and
yourself

Increased revenues and margins from key accounts
Increased account retention
Increased “wallet share” (you get a greater percentage
of the client’s available spend)
Account dominance (you get the greatest percentage of the client’s
available spend – which typically results in greater profitability)

The Account Plan
Learning Objectives
 Define the purpose of Account Plans
 Identify the key components of an Account plan
 Identify and develop an effective account strategy statement
 Develop a relationship strategy
 Identify and develop a communication strategy
 Develop a list of key client issues that can be addressed Duration Format Tools
 Determine which opportunities will be most meaningful to the client
Live or Account
 Analyze the competitive landscape and develop a competitive strategy ½ Day
Virtual Plan
 Develop an action plan for moving the account and specific opportunities forward
SAMPLE ½-Day Agenda

TIMING TOPIC
20 Minutes Introduction: Account plans detail how you will create and capture client value.
 What is the payoff?
 How do you make the payoff a reality
30 Minutes Account Strategy

 Develop an account strategy statement
 How will your contribution be noticed?
30 Minutes Relationship Strategy

 What is your relationship strategy for the account as a whole?
 Who are the key “Players” for the specific targeted opportunities?
 Develop your relationship plan
30 Minutes Communication Strategy

 What is the single most important message you must convey to key stakeholders? Second most
important?
 What must you and your company do to be congruent with and communicate that message?
 How does your positioning and messaging differentiate you from the competition?
15 Minutes Break
90 Minutes Value Creation Analysis

 Business Conditions: Financial, strategic, competitive
 Key corporate initiatives
 Industry trends and implications
 Summary of key client issues we can help address
 Use the prioritize tool to determine the top three
opportunities you will initiate with this client

TIMING TOPIC
30 Minutes Competitive Strategy Overview: For the account as a whole (separate from individual opportunities)
 What is the competitive landscape?
 Conduct a “SWOT” analysis for yourselves, the client’s internal resources, and your chief external
competitors
20 Minutes Path Forward (Typically the second half day is spent planning to initiate one of the opportunities defined above)
Action Plan (cadence of accountability)

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Filling the Pipeline:
New Accounts

Growth in profitable revenue typically demands a consistent ability to open new
accounts with high growth potential. Additionally, many firms are exposed to the  Do fewer. Do them better.
 Solutions have no inherent value.
substantial risk of having a large percentage of their revenues tied to one or a They derive value from solving
small number of current accounts; the loss of one of these accounts can be life problems or gaining results people
threatening. care about.
 Diagnose before you prescribe.
How can you control your own destinty by opening desireable new accounts  To get good information about what
repeatedly, predictably, and in a way that is more respectful and satisfying for it takes to get a “Yes,” make “No” be
both buyers and sellers? OK.
 Intent counts more than Technique.
WHAT MAKES A DIFFERENCE? SKILLSETS

The FranklinCovey approach helps you identify and connect to the people you
 Prioritize which companies and
most want to talk to in order to answer the simple question “Should we be people you should talk to.
talking?” If the answer is yes, the opportunity moves to the Qualify and Advance  Research companies and people to
portion of the sales cycle (Qualify). The FranklinCovey Demand Creation process connect with what they value most.
 Prepare to talk about possible
is straightforward with the goal of “less nonsense, more sales.”
solutions in terms of client problems
and results.
 Prepare/execute a Call Plan that
makes it easy for the client to decide
ROI OUTCOMES AND MEASURES whether there is something worth
Increase the number of new opportunities with new accounts pursuing.
Increased percentage of calls made to calls accepted (more people are  Learn how, early in the conversation,
willing to talk with you) to move skillfully from advocacy to
inquiry.
Increased percentage of first calls resulting in second meetings (more
 Learn to better work through typical
people want to move forward) objections.
Increase in the quality of new opportunities  Develop a series of “next steps” for
Higher conversion rate from prospect to client (talking to the right you and the client to easily and at
people about the right things in the right way) relatively low cost/low risk move
forward.
Larger monetary value of initial sale and of lifetime revenue
 Get referrals.
Greater return on each business development dollar spent on acquiring
new accounts
Increased satisfaction for clients and salespeople TOOLSETS
 Prioritize Tool
 Call Plan
 Web 2.0 tools for research

Filling the Pipeline: New Accounts
Learning Objectives
 Define effective demand creation
 Use the Prioritize Tool to determine which companies and people
you should talk to
 Identify how researching companies and people can help connect
with what they value most
 Research companies and people
 Explain and demonstrate how to move off your own solution
 Prepare to talk about possible solutions in terms of client problems
and results, rather than solution features and benefits
 Use a Call Plan to prepare a meeting that makes it easy for the client
to decide whether there is something worth pursuing
 Identify how and when to move skillfully from advocacy to inquiry
 Identify and plan for effectively addressing questions and Yellow
Lights Duration Format Tools
 Develop a series of easy, low cost/low risk “next steps” for you and
Prioritize Tool
the client
Live or Call Plan
 Explain the importance of getting referrals 1 Day Virtual
 Define how to get referrals Web 2.0 tools for
research
SAMPLE 1-Day Agenda

TIMING TOPIC
20 Minutes Introduction: Demand creation is the straightforward task of more skillfully answering the question, “Should we be talking?”
 How do you do a better job of predicting good fits between what your prospective client wants, needs,
and values, and what you do well?
 How do you do a better job of gaining a first meeting with someone you want to talk with?
40 Minutes Prioritize: Do fewer, do them better.

 Use the Prioritize Tool to establish weighted criteria for clients you should call on versus the long list of
those you could call on
 Select one company to work on today. Make it meaningful
60 Minutes Prepare: When you prioritize, you can take more time to prepare a customized approach.
 Research company
 Research people
NOTE: Depending on the depth of material
covered this section can expand considerably
15 Minutes Break
TIMING TOPIC
60 Minutes Prepare (continued)
 Move off your own solution
 Based on your research, select one solution or solution set that connects with what the prospective
client needs or values
60 Minutes Lunch
120 Minutes Prepare (continued)

 Call Plans
 For the prospective client
 For the assistant: What if we get the assistant? (Quick preview)
 For the referral source: How will we approach the person whom we want to refer us to the prospective
client? (Quick preview)
 Effective email and voicemail tactics
15 Minutes Break
60 Minutes Personalize
 Why bother? Referrals hugely increase the odds that someone will take our call
 How do we find a referral?
 Make it easy for the referral
40 Minutes Path Forward: Going forward, how will you use the Sales Success System, including 5 Online, coaches, and the global sales
community to implement and improve what you began today?

1.800.707.5191

Filling the Pipeline:
New Business from Current
Accounts
Conventional wisdom says it is easier to sell to current accounts than
new accounts. And if you are producing good value for those accounts,  Do fewer, better.
 Solutions have no inherent value. They derive
that wisdom has sound footing. You should have sufficient trust and value from solving problem/results people care
credibility that people will listen to new ideas. You should know enough about.
about the client to propose ideas that are relevant. That is the power of  Diagnose before you prescribe.
Helping Clients Succeed. However, easier doesn’t always mean easy.  To get good information about what it takes to
get a “Yes” — make “No” OK.
 Language matters.
 Intent counts more than Technique.
WHAT MAKES A DIFFERENCE?
In this program salespeople will improve their ability to initiate new
SKILLSETS
ideas to current clients in ways that allow the client to feel well served,
whether they choose to move forward or pass. They will work more  Combine internal knowledge of the client with
effectively to accomplish the following: external research to determine good potential
fits.
Prioritize: Salespeople will analyze the opportunities they could expose  Prioritize which opportunities will be most
to this client, and decide which has the greatest value and relevance — meaningful to the client.
 Prepare to talk about possible solutions in
from the client’s perspective.
terms of client problems and results.
Prepare: Salespeople will prepare to talk about the opportunity in terms  Prepare and execute a Call Plan that makes it
easy for the client to decide whether there is
of problems and results the client cares about rather than features and
something worth pursuing.
benefits.  Learn how, early in the conversation, to move
skillfully from advocacy to inquiry.
Personalize: Salespeople will learn about the people they call on in
 Learn to better work through typical
advance and customize their interaction accordingly. objections.
 Develop a series of “next steps.”
 Get referrals.
TOOLSETS
 Account Plan
 Prioritize Tool
 Call Plan
 Web 2.0 tools for research

More revenue from current accounts
Increased margins (higher value, lower selling costs)
Increased account retention
Increased “wallet share” (you get a greater percentage of the client’s available
spend)
Account dominance (you get the greatest percentage of the client’s
available spend — which typically results in greater profitability)

Filling the Pipeline: New Business from Current Accounts
Learning Objectives
 Identify the needed internal knowledge of the client
 Identify the key components of a value creation analysis
 Develop a list of key client issues that can be addressed
 Determine which opportunities will be most meaningful to the
client
 Prepare to talk about possible solutions in terms of client
problems and results, rather than solution features and
benefits
 Use a Call Plan to prepare a meeting that makes it easy for the
client to decide whether there is something worth pursuing.
 Identify how and when to move skillfully from advocacy to
inquiry
Duration Format Tools
 Identify and plan for effectively addressing questions and
Yellow Lights Account Plan
 Develop a series of easy, low cost/low risk “next steps” for you Prioritize Tool
and the client 1 Day Live or
Virtual Call Plan
 Explain the importance of getting referrals
 Define how to get referrals Web 2.0 tools for
research
SAMPLE 1-Day Agenda

NOTE: This course varies depending on whether or not a robust Account Plan exists.
TIMING TOPIC
20 Minutes Introduction: How can you initiate opportunities with current clients that have a high probability of succeeding? How can you
do so in a way that the client feels well served whether they choose to pursue the opportunity or not?
 Choose a specific current client to work on today. Prepare to initiate at least one high-leverage
opportunity with this client.
40 Minutes What do you know about this client? Review (or Preview) Account Plan.
 Account Strategy?
 Relationship Strategy?
 Communication Strategy?
 Competitive Strategy?
 Work completed or in process?
60 Minutes Value Creation Analysis

 Business Conditions: Financial, strategic, competitive
 Key corporate initiatives
 Industry trends and implications
 Lessons learned from previous work with this client
 Summary of key client issues we can help address
15 Minutes Break
TIMING TOPIC
20 Minutes Prioritize: Use the Prioritize tool to determine the top-three opportunities we will initiate with this client.
40 Minutes Personalize: With whom should you initiate this opportunity?
60 Minutes Lunch
60 Minutes Prepare: Step One

 Move off your own solution to connect with what the client wants, needs, or values.
30 Minutes Prepare: Step Two

 Develop a Call Plan for the Person(s) with whom you will initiate the opportunity
 What if you get the assistant?
15 Minutes Break
60 Minutes Prepare: Step Two (continued)
30 Minutes Personalize
 Referrals hugely increase the odds that someone will take your call or meeting request
 If the referral is with someone in their own company they respect, the favorable odds are very high
 How do you find a referral?
 Making it easy for the referral
20 Minutes Enabling the Sale Force

 Does your company have people who are not directly responsible for sales and yet have an intimate view
of the client’s challenges and circumstances?
 How can you systematically involve them in developing new opportunities for this client?
30 Minutes Path Forward

 Develop an action plan to implement this opportunity.
 Going forward, how will you use the Sales Success System, including 5 Online, coaches, and the global
sales community to implement and improve initiating new opportunities with current clients?

1.800.707.5191

Qualifying and Advancing
Opportunities
THE CHALLENGE
MINDSETS
Here are some common challenges facing many sales organizations that are
specifically addressed in this program:  We and our clients both want the
 Sales cycles are too long and too costly. same thing — a solution that truly
 Too many deals are lost to competition that should have been won. meets their needs.
 Solutions have no inherent value.
 Salespeople “start low, stay low” in the client organization. They derive value from problems to
 Salespeople are not identifying and getting access to key people who solve or results to achieve.
influence and make the buying decision.  No guessing.
 Superior products and services still fail to win without superior  Slow down for Yellow Lights — don’t
rush past objections or things that do
relationships and strategic connections. not make sense.
 The success rate on RFPs is low, the cost of responding is high — yet  Intent counts more than technique.
sellers still feel the need to respond.
 Price resistance is strong and consistent. It is eating away at margins.
SKILLSETS
 Client objections don’t surface, yet kill the opportunity — or when they
do surface, they are not resolved as often or as well as they could be.  “Move off the solution” to explore
 Client meetings are rich in talk and yet poor in decisions that advance problems or results.
 Create rich dialogue that uncovers
the opportunity.
your client's real issues by structuring
 Forecasts are inaccurate and undependable. conversations.
 Manage "gatekeeper" objections and
gain access to key stakeholders.
WHAT MAKES A DIFFERENCE?  Articulate the client's decision
process (what, when, who, and how).
Big jumps in sales performance occur one client conversation at a time.  Skillfully resolve client objections – or
FranklinCovey helps salespeople have conversations that enable salespeople and find out early you cannot.
sales leaders to systematically advance opportunities where the Opportunity is  Discuss resource issues (time,
people, and money).
significant, the Resources are appropriate and available, the Decision Process
 Build a quantified business case with
makes sense, and there is open access to the key stakeholders. The goal is to the client.
develop the knowledge and relationships to Win before we present our solution  Exit gracefully from low-potential
— and then present to Win. opportunities.
TOOLSETS
 Opportunity Plan (includes the
Business Opportunity Worksheet and
ROI OUTCOMES AND MEASURES Decision Grid)
 Call Plan — make meetings matter
Win percentage increases
and end in key decisions
Average deal size increases

More profitable revenue per business development dollar spent
Shorter sales cycles
Higher realized margins
Increased satisfaction of buyers and sellers

Qualifying and Advancing Opportunities
Learning Objectives
 Recognize foundational principles that underlie successful sales
interactions
 Demonstrate how to move off the solution to explore problems to be
solved or results to be produced
 Define and demonstrate the elements of a Structured Opportunity
Conversation
 Identify and demonstrate how to discuss resource issues (time,
people, and money)
 Identify the purpose of understanding the client’s Decision Process
 Demonstrate how to elicit and influence a Decision Process and
Decision Criteria
 Use a Decision Grid to map the client’s Decision Process
 Identify and practice how to manage "gatekeeper" objections and gain
access to key stakeholders to get their perspectives
 Identify and practice how to resolve client doubts, concerns, stalls,
objections
 Identify how to use a Player Map
 Describe the key components of a Call Plan Duration Format Tools
 Develop and practice a Call Plan
 Explain the Sales Success System Opportunity Plan
Live or
 Identify when and how to exit gracefully from low-potential 2 Days Decision Grid
Virtual
opportunities
Call Plan
SAMPLE 2-Day Agenda

DAY 1
TIMING TOPIC
30 Minutes Introduction to the Sales Improvement Initiative.
60 Minutes Foundational Mindsets

 We and our client both want the same thing  Slow down for Yellow Lights
 No Guessing  Intent counts more than technique
 Know which gear you are in

TIMING TOPIC
60 Minutes Opportunity
 Learn the elements of a Structured Opportunity Conversation
o Move Off the Solution (solutions have no inherent value)
o Create a Complete List of issues (don’t leave value on the table)
o Prioritize the most important one or two issues (80/20 rule)
o Explore Evidence and Impact (Calculate economic value)
o Understand Context (Who or what else is affected)
o Understand Constraints (What might get in the way?)
 Conduct practice exercises for each skill
 Conduct a structured opportunity conversation
15 Minutes Break
60 Minutes Opportunity (continued)
60 Minutes Lunch
15 Minutes Break

 Conduct practice exercises for each skill
 Conduct a structured opportunity conversation
20 Minutes Review and consolidate Day One; Preview Day Two
DAY 2
TIMING TOPIC
60 Minutes Resources — Time, People, Money
 Qualify how soon the client wants to experience results (or get started)
 Qualify expectations about division of labor and commitment of people for the initiative’s success
 Qualify a rough match between what the client feels is a reasonable investment to get the results they
want and what we feel is necessary to get those results
 Practice predictable responses to the investment question
60 Minutes Decision Process

 Learn how to clarify and influence the client’s decision process using a Decision Grid
 Learn improved access to influencers and decisions makers
 Respond successfully to gatekeeper objections
 Learn to elicit decision criteria
15 Minutes Break
30 Minutes Decision Process (continued)

TIMING TOPIC
30 Minutes Preview Player Map: Strategic and competitive selling
60 Minutes Lunch
120 Minutes Call Plan Basics

Use an upcoming important meeting to develop and practice:
 End in Mind: What the client will be able to say, do, decide by the end of the interaction.
 Key Beliefs: What the client will need to resolve intellectually and emotionally to make that decision –
and how you will address each key belief.
 Questions: Predict and prepare for questions the client will ask and you will pose.
 Yellow Lights: Predict and prepare for stalls, doubts, concerns, objections.
 Next Steps: Prepare to both ask and offer.
 Opening Statement: Practice how you will start strong.
 Pre-condition the Agenda: Gain the client’s buy in and/or incorporate modifications to the End in Mind
and path to get there.
15 Minutes Break
60 Minutes The Sales Success System

 Coaching Program Overview: What we will do together
 Advancing Deals: The Opportunity Advancement Session routine
 Developing Talent: The Sales Success Meeting and 5 Online
 Measuring Success: How you will measure progress and change course

1.800.707.5191

Closing the
Sale
THE CHALLENGE
MINDSETS
Research from CSO Insights 2011 showed that only one out of six sales
presentations had greater than a 50/50 chance of resulting in a sale. We feel  We and our clients both want the same
many salespeople — even solid professionals — lose a sale for two common thing — a solution that truly meets their
reasons: needs.
 The purpose of a sales presentation is
1. Many sales presentations are lost before they are even given. to help people make good decisions in
Salespeople present to open the sales cycle rather than presenting to their best interests.
 Don’t present until you are ready to
close. present.
2. The sales presentations are information rich and decision poor. The  Sales is about understanding and
influencing beliefs — yours and others.
presentations end in “thanks a lot,” “we’ll think about it,” “Hey —  Slow down for Yellow Lights.
could you leave us some of the PowerPoint slides?” Critically, no  Language matters.
decision is made.
SKILLSETS
WHAT MAKES A DIFFERENCE?  Identify the right time to present in the
With good advocacy skills, you’re effective and convincing in demonstrating sales cycle.
 Present live to the right people for the
how what you do well will help the client get what they want. In this program
right amount of time.
we will help you win deals more consistently by learning two critical skills:  Use a Call Plan to structure and practice
your presentation.
1. First, present only when you’re ready to present. Get in place all the
 Answer the real questions.
people and factors necessary for the appropriate decision: “You  Skillfully resolve stalls, doubts,
present and they decide.” concerns, and objections.
 Ask for decisions in ways that the client
2. Second, when you do present, present to enable a decision. The feels well served rather than pressured.
phrase “Enabling Decisions” has two meanings. First, the decisions
themselves are enabling. They enable the client to get what they want
TOOLSETS
in a way they feel good about. Second, the phrase refers to your
ability to be a catalyst, a facilitator of the decision.  Call Plan
 Presentation Checklist

Closing the Sale
Learning Objectives
 Identify the right time to present in the sales cycle
 Define the key components of successful advocacy
 Identify the purpose of a presentation
 Explain the components of a Call Plan to structure a presentation
 Develop an End in Mind for a presentation
 Identify and address the client’s Key Beliefs in a presentation
 Identify and plan how to effectively address questions and Yellow Lights
 Prepare potential next steps, each with a key decision
 Develop an effective agenda for the presentation Duration Format Tools
 Develop an Opening Statement that is straightforward, persuasive, and
succinct Call Plan
Live or
 Determine how to ask for decisions in ways that the client feels well 1½ Days
Virtual Presentation
served rather than pressured Checklist
SAMPLE 1 ½-Day Agenda

DAY 1
TIMING TOPIC
20 Minutes Introduction
 How does this course integrate with what we’ve done before — and what we might do in the future?
 What are the objectives of the course?
 What’s in it for you?
40 Minutes Introduction to Advocacy: The Three BIG Ideas

 Win before you present
 Present only when ready
 Present to enable a decision.
60 Minutes Present to Enable a Decision

 Use a Call Plan to structure a presentation.
 Begin with the End in Mind — What do we want the client to say, do, or decide at the end of the
presentation?
20 Minutes Break
90 Minutes Key Beliefs: What does the client have to check off intellectually and emotionally to comfortably decide on the End in Mind?
60 Minutes Lunch

TIMING TOPIC
60 Minutes Questions
 What are the most important questions we’d like the client to answer?
 How and when will we ask them?
 What are the tough questions they might ask and how will we respond?
30 Minutes Ask for a Decision: It is hard to enable a decision if we never ask for one. Yet asking for a decision can seem helpful or
manipulative, comfortable or pressured. How will you ask for a decision on each Key Belief and on the End in Mind?
20 Minutes Break
40 Minutes Yellow Lights: Acknowledge

 Resolving Yellow Lights (stalls, objections) is critical to enabling a decision. Working with your most
frequent and difficult client objections, we will develop mindsets and skillsets that greatly improve your
ability to turn Yellow Lights to green.
 Acknowledge, Understand, Resolve
 Mental and emotional mindsets that put you in frame to address Yellow Lights clearly and fearlessly
40 Minutes Yellow Lights: Understand

 What is the real objection?
 How would the client resolve it?
 What will happen if it is or isn’t resolved?
40 Minutes Yellow Lights: Resolve

Once you understand the real objection and the client’s criteria for resolving it, you can use methods founded
in the science of persuasion for resolving the Yellow Light — or finding out you can’t.
15 Minutes Review and Debrief: Conclude Day 1
DAY 2 (half day)

TIMING TOPIC
20 Minutes Review/Preview
NOTE: Depending on how we mutually decide to spend time, we may replace Next Steps and Pre-condition
with “Proposing Proof/Action.” Price Negotiation, Visual Presentations, and Roles may or may not be covered
during the 1.5 days. If not, they will be covered as we move forward together.
60 Minutes Yellow Lights (Part 3): Resolve — continued
30 Minutes Next Steps: Whether the client says “Yes,” “No,” or “Maybe,” there are next steps.
 Think through the next steps needed to move to completion and be ready to offer them.
20 Minutes Break

TIMING TOPIC
20 Minutes Precondition the Agenda
 Using the EIM, KB, and the opening statement you already developed and practiced, create a
communication to get client buy-in to your proposed agenda.
 If they agree in advance to the decision(s) to be made and what needs to be addressed to do so,
your presentation if off to a great start. If they want to modify the agenda, it is great to find out in
advance.
60 Minutes Price Negotiations (The Basics): Negotiation is a broad and deep topic that we cover in an independent course. Yet since price
issues are common, we will work through and practice how to move past common price objection.
20 Minutes Roles: Coordinating multiple presenters is a challenge for many companies. Often it seems like many soloists rather than an
orchestra. How can we better blend the efforts of multiple presenters towards the common goal of enabling a decision?
20 Minutes Lunch
60 Minutes Proposing Proof/Action: Facts don’t always determine what people choose to believe — often, beliefs determine what facts
people will accept.
 Reliable ways of presenting your proof and proposed action that will be both compelling and readily
accepted
60 Minutes Visual Presentations: Easy to absorb, hard to absorb? Your visual presentations can help or seriously hinder your ability to
enable a decision. Often visual aids include far too much information, are hard to absorb, and don’t clearly advance towards a
decision.
20 Minutes Break
30 Minutes Review: Consolidate what you have learned, answer questions, and resolve any “parking lot” issues.
60 Minutes Path Forward: How to work over time to build mastery in these skills and achieve measureable business outcomes: increased
win rates, higher maintained margins, and greater client satisfaction.

1.800.707.5191

Win-Win
Negotiation

How well do you or your sales people negotiate? Do you ever leave anything on
the table? Do you ever “give something for nothing”? Do you ever win a deal,  Never give something for nothing.
 Establish Aggressive Realistic Targets
only to lose it—or part of it—when negotiating terms and agreements? Do your (ART).
clients feel they’ve “gotten their money’s worth”—exchanged money for a  When rationale ends, your
solution of comparable value? navigation begins.
 Navigate from hard to soft.
WHAT MAKES A DIFFERENCE? SKILLSETS

The ability to negotiate in a way about which the client feels good is a critical part
 Prepare and execute a plan with
of yours and your client's success. When you apply negotiation principles with
aggressive pricing targets.
effective dialogue in a process that's repeatable, you are able to manage a  Recognize and handle the most
discussion in which you can create the best value for the client—and claim the common negotiation tactics.
exchange of value for your organization.  Resolve pressures and fears, and
develop strong objection-handling
As a participant in the work session, you will work on your own negotiation skills.
opportunities and receive expert how-to strategies, communication skills, and  Manage change orders.
tools for improving your abilities to stop discounting and start creating effective
value exchanges. TOOLSETS
 Call Plan
 Negotiation Plan
In the end, an organization is nothing more than the
collective capacity of its people to create value.”
—LOU GERSTNER, FORMER CHAIR AND CEO OF IBM

Increased win rate
Increased client satisfaction
Increased positive brand awareness

Win-Win Negotiation
Learning Objectives
 Identify key negotiation concepts
 Define the concept of value
 Define the role of preparation
 Identify and develop the key components of preparation
 Define anchoring and unanchoring
 Define and determine negotiated targets
 Determine how to navigate toward negotiated targets Duration Format Tools
 Identify common objections
 Develop strategies for handling common objections Call Plan
Live or
 Develop strategies for negotiating price 2 Days
Virtual Negotiation
 Define a strategy for handling Change Orders Plan
SAMPLE 2-Day Agenda

DAY 1
TIMING TOPIC
75 Minutes Introduction: Key Strategies and Concepts
 Exercise: Win as Much as You Can  The role of trust
 Create value before claiming value  Saving face
 Communicate early and often
15 Minutes Break
120 Minutes Building and Understanding Value: The role of negotiation during the sales process.
 Defining value propositions
 Structuring the conversation
 Using the Decision Grid to work with the client’s decision process
15 Minutes Lunch
90 Minutes Power Through Preparation: How to build an effective negotiation plan

 People, preparation, plan. Understanding your negotiating counterparts: History, Context, Styles,
Background, Personal Win, Pressures and Fears – Can they really negotiate this deal?
 Establishing targets: Aggressive Realistic Targets and No Deal Positions
15 Minutes Break
60 Minutes Opening Statements in Negotiation

 Two Classic Tactics: Downward Pressure and The Flinch
 Using Match Resolve Pushback skill

TIMING TOPIC
10 Minutes Break
65 Minutes Case Study

 Apply what has been covered to a case or actual client
 Get feedback from program facilitators and colleagues
DAY 2
TIMING TOPIC
15 Minutes Review
75 Minutes Anchoring and Unanchoring

 Exercise: The role of anchoring
 The role of value justification
15 Minutes Break
90 Minutes Negotiated Targets

 Exchanges: Options and Interests
 Navigating Toward your Negotiated Target
 Exercise: “Yes…If”
60 Minutes Lunch
90 Minutes Objection Handling

 Matching with EQ  Exercise: Match Understand Resolve
 Resolving with IQ  Developing and practicing strategies for
handling objections
15 Minutes Break
75 Minutes Price Negotiation

 Taking price off the table
 Developing and practicing strategies for price objections
 Exercise: Price Negotiation
30 Minutes Overview: Change Orders

 Creating value exchange in advance
 Exercise on Change Orders
30 Minutes Addressing Other Common Tactics

Develop strategies to handle the following tactics:  Multiple negotiations
 Time  Good Guy/Bad Guy
 Ultimatums  Higher authority
30 Minutes Path Forward

 Develop an action plan to implement negotiation concepts, skills, and Negotiation Plan

Franklincovey Sales Training Catalog

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FranklinCovey Sales Performance Practice

THE CHALLENGE MINDSETS

ROI OUTCOMES AND MEASURES

© FranklinCovey. All rights reserved. Page | 2

SAMPLE 1-Day Agenda

30 Minutes Player Progression

30 Minutes Power and Performance

90 Minutes Player Focus

© FranklinCovey. All rights reserved. Page | 3

45 Minutes Working with Bridges

Franklin Covey Sales Performance Practice

© FranklinCovey. All rights reserved. Page | 4

ROI OUTCOMES AND MEASURES

© FranklinCovey. All rights reserved. Page | 5

SAMPLE 3-Day Agenda

15 Minutes What Needs to Change?

30 Minutes Power and Performance

© FranklinCovey. All rights reserved. Page | 6

120 Minutes Consultative Selling Skills for Leaders

60 Minutes Consultative Selling Skills for Leaders (continued)

90 Minutes Consultative Selling Skills for Leaders (continued): Resources

90 Minutes Consultative Selling Skills for Leaders (continued): Decision Grid

© FranklinCovey. All rights reserved. Page | 7

120 Minutes InsideOut Coaching (continued)

120 Minutes Leading the Sales Transformation

120 Minutes Leading the Sales Transformation (continued)

Franklin Covey Sales Performance Practice

© FranklinCovey. All rights reserved. Page | 8

THE CHALLENGE MINDSETS

ROI OUTCOMES AND MEASURES

© FranklinCovey. All rights reserved. Page | 9

SAMPLE ½-Day Agenda

30 Minutes Account Strategy

30 Minutes Relationship Strategy

30 Minutes Communication Strategy

90 Minutes Value Creation Analysis

© FranklinCovey. All rights reserved. Page | 10

Franklin Covey Sales Performance Practice

© FranklinCovey. All rights reserved. Page | 11

THE CHALLENGE MINDSETS

WHAT MAKES A DIFFERENCE? SKILLSETS

© FranklinCovey. All rights reserved. Page | 12

SAMPLE 1-Day Agenda

40 Minutes Prioritize: Do fewer, do them better.

120 Minutes Prepare (continued)

Franklin Covey Sales Performance Practice

© FranklinCovey. All rights reserved. Page | 14

ROI OUTCOMES AND MEASURES

© FranklinCovey. All rights reserved. Page | 15

SAMPLE 1-Day Agenda

60 Minutes Value Creation Analysis

40 Minutes Personalize: With whom should you initiate this opportunity?

60 Minutes Prepare: Step One

30 Minutes Prepare: Step Two

60 Minutes Prepare: Step Two (continued)

20 Minutes Enabling the Sale Force

30 Minutes Path Forward

Franklin Covey Sales Performance Practice

© FranklinCovey. All rights reserved. Page | 17

© FranklinCovey. All rights reserved. Page | 18

SAMPLE 2-Day Agenda

60 Minutes Foundational Mindsets

© FranklinCovey. All rights reserved. Page | 19

60 Minutes Opportunity (continued)