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A few weeks ago, I met with the founders of a small financial services company in San Francisco to pitch a series of Sales and Presentation Skills programs. Though not everything went as planned, I got the business and learned in the process. In situations like these, how you prepare, handle the unexpected, manage the group dynamics and keep your composure determines the outcome. Here's what happened . . .
Preparation
I felt pretty well prepared. I knew who would be there, and I knew their business well enough to name their products and services and discuss their daily pursuits and challenges. I arrived with plenty of time so that I had to sit in the parking lot for 30 minutes to wait for the meeting (nothing's worse than the stress of being late for a sales pitch). For some inexplicable reason, however, I only brought three packets of materials for six people.
The Set-Up
The scene around the conference table when I walked into the room caught me off-guard. All six founders and partners were there with pads, pens and printouts of my website. What I had envisioned as a low-key conversation turned into a high-key grilling about my programs and their possible shortcomings.
The Pitch
I quickly learned their names (by writing them down in the order of where they were sitting) and used them when appropriate. I began with a suggestion of how our meeting could run: I tell them <i>briefly</i> about my programs, they tell me about their current situation and challenges, then we discuss whether we think it's a good match.
I gave them a short overview of the workshops and how I help people deliver outstanding presentations and increase their sales. In describing the workshops, I referred to situations where I had helped clients that had similar problems to the ones I knew they were currently experiencing (team presentations gone bad, technical people rambling or BS-ing answers, horrible PowerPoints).
Questions & Objections
This section, though the most thorough I have EVER experienced, went well. They asked me a number of "Can you do this?" questions to which my answer was always "Yes" (they were all within the scope of my programs).
Then came the objections. "The presentation training won't help the people who are doing one-on-one pitches and demos." I acknowledged that a training program isn't perfect. However, short of going with them on their sales calls, this was the closest we could come to simulating the real thing. AND, what the programs are really about is how their employees are perceived by the world.
For each question or objection, I tried to cite other clients of mine in their industry, how I helped them with similar situations and the results we achieved.
Group Dynamics
There were a few occasions when I got to step back and let someone else do the selling for me. When someone raised a concern, others would answer it and explain how the training actually would do what they feared it wouldn't. This was much more effective than me saying those same words.
It was a funny group, which was a relief because I like to include humor whenever possible. I matched their style, joked back at them, and it made the meeting more relaxed and enjoyable.
The Exit
All had gone well, I thought, and as we wrapped things up, they asked if I had any further questions for them. Knowing this was no time to push for a decision, I simply asked what the decision-making process was from there and how they would know if they wanted to move forward.
Then for no good reason, I <i>offered</i> them a discount if they were to do multiple programs. They hadn't even asked for it, and I left the room mentally scratching my head. One of them even joked about having a 10% off coupon.
The Shakeout
In the end, they signed up for a series of workshops. It was partly because they saw that I could help with their pain, partly because of the trust and relationship we built, partly because a few of them sold me to the others after I had left and partly because my price was right.
As I do with all sales calls, I studied it afterwards to reinforce what I did right and learn from my mistakes. Hope you do the same at your next meeting.
Robert Graham
Robert Graham is the Principal of GrahamComm (www.grahamcomm.net), a consulting and training company that helps clients increase their sales and deliver outstanding presentations. He can be reached at 415-652-0763 or Robert@grahamcomm.net.
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