| > | | | | of Doug’s sales assessments, individuals |
| In order to adapt to a client’s needs, a | | | | learn how to satisfy their natural motivators and |
| sales person must first understand his or her own | | | | to behaviorally adapt their sales style to target |
| selling style. Doug Dvorak offers an interactive | | | | the communication needs of their clients. As a |
| process for sales professionals to discover their | | | | result, sales will increase and job satisfaction rises. |
| natural talents and how to overcome potential | | | | The Managing For Success® Sales report (MFS) |
| roadblocks to sales success. Doug Dvorak offers | | | | is designed to help sales people attain a greater |
| an interactive process for sales professionals to | | | | knowledge of themselves as well as others. The |
| discover their natural talents and how to | | | | ability to interact effectively with people may be |
| overcome potential roadblocks to sales success. | | | | the difference between success and failure in our |
| Every individual has a unique selling style that sets | | | | work and personal life. Effective interaction starts |
| them apart. This interactive process allows the | | | | with an accurate perception of oneself. The MFS |
| individual to focus on and develop their strengths, | | | | Sales report quantifies information on how we |
| while identifying potential weaknesses through | | | | see ourselves and presents this self-perception in |
| Doug’s sales self-development plan. | | | | a detailed computer report. |
| Immediately, sales professionals can complete the | | | | Results and Benefits of the MFS Sales Report: |
| process and start implementation for sales | | | | - Helps spot winners and establish a reliable |
| success. | | | | method of choosing sales people. |
| Doug’s customized program focuses on | | | | - Evaluates the performance of both new and |
| selling techniques that are used throughout the | | | | existing sales people. |
| sales process, from creative prospecting, to | | | | - Shows the sales manager how to get the most |
| developing customized value propositions, to first | | | | out of the sales team. |
| impressions, to demonstration, to closing. In | | | | - Provides coaching for the sales team for |
| prospecting, it is imperative to understand the | | | | maximum results. |
| different types of clients you will encounter and | | | | The assessment also looks at six areas of the |
| what selling techniques will work best for them. | | | | sales process and helps select the salesperson |
| Some clients are going to want all of the facts | | | | that best fits the present needs of the company: |
| and supporting data and may take a long time to | | | | - Prospecting |
| make a decision to move forward. Other clients | | | | - First Impressions |
| will want to know how the product or service will | | | | - Qualifying |
| benefit the organization and may even make a | | | | - Demonstration |
| decision without hearing the entire presentation. | | | | - Influence |
| When dealing with demanding situations, sales | | | | - Closing |
| professionals need to be able to adapt their selling | | | | Once the results are received, sales skills |
| techniques and style to match the client’s | | | | development can be tailored to the different |
| needs. After all, the golden rule has changed to, | | | | needs of each sales person and organization. |
| "Treat others how THEY want to be treated." | | | | When sales people understand themselves and |
| In order to adapt to a client’s needs, a | | | | their prospects, communication becomes more |
| sales person must first understand his or her own | | | | effective. Therefore, sales productivity and |
| selling style. Which selling techniques come | | | | performance increase. The information given in |
| naturally, and which one is a challenge? How does | | | | these assessments will enhance the sales |
| he or she naturally tend to handle objections, | | | | development process for any organization. |
| make decisions, pay attention to details, and how | | | | Duration: |
| fast does he or she move through a | | | | Half-day abridged version is delivered in a 3-4 hour |
| presentation? If a client does not handle these | | | | format. Complete version may be delivered in a |
| items in the same manner, a communication | | | | 6-8 hour format. |
| breakdown is likely to occur. To avoid the | | | | Equipment Required: |
| breakdown, you will want to choose a different | | | | Overhead / LCD projector and screen |
| selling technique. | | | | Wireless lavaliere microphone |
| In addition to selling styles, properly managing an | | | | The program can be customized for any event |
| organization’s sales talent can be a key | | | | including: |
| competitive advantage in today’s | | | | Breakout Sessions |
| workforce. It will lead to higher productivity, job | | | | Breakfast / Lunch / Dinner Events |
| satisfaction, increased morale and decreased | | | | Sales Meetings |
| turnover. All of these factors can contribute to a | | | | Management Conferences |
| healthy increase in the organization’s return | | | | Corporate Retreats |
| on investment and are addressed in this | | | | Special Events |
| customized sales training program. | | | | Program Fee: |
| Sales professionals tend to be goal oriented and | | | | $5,500. |
| results driven. Through sales coaching and the use | | | | |