Presentation and Negotiation. Agenda Welcome, reflections and expectations Presentation skills...
49
WWW.LADEGAARD.AS Presentation and Negotiation
-
Upload
lilian-parks -
Category
Documents
-
view
223 -
download
0
Transcript of Presentation and Negotiation. Agenda Welcome, reflections and expectations Presentation skills...
WWW.LADEGAARD.AS
Presentation and Negotiation
WWW.LADEGAARD.AS
Agenda
Welcome, reflections and expectations
Presentation skills
Objections and buying signals
Closing and negotiation
WWW.LADEGAARD.AS
Reflections and repetition
from the previous modules
WWW.LADEGAARD.AS
What does the sales process look like?What tools are there in the “tool box”?
How do we use them?
WWW.LADEGAARD.AS
The ABC of the sale
Contact CloseNeed Solution
Attention Benefit Close
Small talkAgendaThe customer’ssituation
Open-endedQuestions
Important, focuson, benefit
Science questionsWhat challenges
the customer
Present the solution with FABThe customer must understandthe benefitHandle objections
SummarizeAcceptNext stepWho does what- and when?
Pre
para
tion
Follow
up
WWW.LADEGAARD.AS
Presentation of your products
WWW.LADEGAARD.AS
The presentation circle
Analysis
PlanningFollow up
Presenting
WWW.LADEGAARD.AS
The presentation circle
Analysis
PlanningFollow up
Presenting
WWW.LADEGAARD.AS
2 x T and 2 x M
Target group
Target
Motivation
Methodology
WWW.LADEGAARD.AS
Preparing the presentation
Who is your audience?
What are your objectives?
Which methodology do you want to use?
What motivates your audience to be involved?
WWW.LADEGAARD.AS
Target group
How many are they?
What’s their level of knowledge?
What type are they?
WWW.LADEGAARD.AS
Target
What is expected of them after the presentation?
WWW.LADEGAARD.AS
Methodology
How do I execute my presentation? How will I remember all my different topics? Which tools and accessories are necessary? Am I planning a monologue or dialogue? Group discussion or group work? Questions from the audience? How do I handle and answer them? What do I to if…? Worst case!
WWW.LADEGAARD.AS
Presentation circle
Analysis
PlanningFollow up
Presenting
WWW.LADEGAARD.AS
Preparing the presentation
Say what
you intend
to say
Say it!
Say what
you just
said
WWW.LADEGAARD.AS
Mind Map
”Why Marsing”
Introduction
I believe
BecauseExampelsObjection
Closing remarks
WWW.LADEGAARD.AS
Presentation circle
Analysis
PlanningFollow up
Presenting
WWW.LADEGAARD.AS
Presenting
The room
Video & audio equipment
What’s allowed?
Voice and language
Body language
WWW.LADEGAARD.AS
Introduction – Say what you intend to say
Welcome
Presentation and expectations
Say what you intend to say
Your competence
What is allowed
Time frame
WWW.LADEGAARD.AS
Say it!
Headlines – signs Methodology Body and voice Time management Metaphors Jokes Irony
WWW.LADEGAARD.AS
Closing remarks
This concludes my presentation
Questions?
Summary
Any extra questions
Summary – conclusion
Next step
WWW.LADEGAARD.AS
The basic law of sales
Analysis
PlanningFollow up
Presenting
WWW.LADEGAARD.AS
Follow up
How did I do in terms of my preparation? Did I involve the whole audience? Did I answer questions satisfactorily? Did I keep the time schedule? Was I inspiring? Did I follow my plan? Were my slides ok? Did we agree on the next step?
WWW.LADEGAARD.AS
Objections and Negotiations
WWW.LADEGAARD.AS
Objections
Raise objections in advance
Advantages:
Allows you to answer at a time that suits you
Shows that you understand the customer
Makes you sound credible and serious
WWW.LADEGAARD.AS
Objections
Don’t:
Ignore them
Challenge them
Question them
Interrupt
Agree
argue
WWW.LADEGAARD.AS
Objections
Listen – let the customer finish!
Go along with things.
Put yourself in the customer’s place.
Try to understand the customer’s point of view.
WWW.LADEGAARD.AS
Objections
Instead….
Discussion
Focus on benefits
Remember to get the customer’s acceptance
WWW.LADEGAARD.AS
Objections
What does the customer say
to avoid dealing with you?
WWW.LADEGAARD.AS
Closing technique
Summing up
Alternative
Reference
Isolation
Extra benefit
Fear – pressure
WWW.LADEGAARD.AS
Negotiating technique
A negotiation is communication between two parties
with shared and opposing interests.
WWW.LADEGAARD.AS
”I like to listen. Most of what I know has been learned by listening carefully to what people are really saying.”
” Most people don't listen. That's why they have no stories to tell.”
Ernest M. Hemingway.
The most powerful tool… listening
WWW.LADEGAARD.AS
Sources of strength in negotiations
In most negotiations, both parties will try to gain advantages by using power derived from one or more of the following sources:
What competitors are offering Time pressure Knowledge and information Personal qualities and attitudes Negotiating ability and experience Personal commitment Investment by the other party Personal or political connections Threat or promise of reward, punishment or other form of sanction Appeal to moral or ethical principles or honesty Differing degrees of need to reach an agreement Ability to find - and use - new variables Empathy - the ability to understand the other party's situation and needs.
WWW.LADEGAARD.AS
Two basic kinds of negotiations:
Conviction-based negotiations
Interest-based negotiations
WWW.LADEGAARD.AS
Conviction-based negotiation
I must adopt an opinion or conviction that gives me something with which to negotiate.
I must remain firm in my conviction for as long as possibleand only make minor concessions.
If the other party gets more, there will be less for me.
I have to show how strong I am so I don't lose the power struggle.
WWW.LADEGAARD.AS
Conviction-based negotiation
• Only one 'right' solution• My solution – not yours• I'm right – you're wrong• Best case: win/lose situation• Worst case: lose/lose situation
WWW.LADEGAARD.AS
Interest-based negotiation
Generate a result that is so good that nobody could ever beat it
Generate a result that is mutually advantageous so none of the parties want to change it afterwards
Maintain good relations, both during and after the negotiations
Targets:
WWW.LADEGAARD.AS
In partnerships:
Always used interest-based negotiations
WWW.LADEGAARD.AS
Guidelines for interest-based negotiation
Speak openly about your interest• Stick to facts – no guesswork. Be credible
Get the other party to accept and understand your interests
Insist on your interests being met (understood)
Chronology of the negotiation – “meeting points”• Shared interests• Neither/nor interests• Conflicting interests
Acknowledge the interests of the other party(not the same as giving in to them!!)
Formulate the problem before you propose a solution
Be open to corrections
WWW.LADEGAARD.AS
Interest-based negotiation
Never modify your interests!
Never add or remove points!
WWW.LADEGAARD.AS
Plan the negotiation
WWW.LADEGAARD.AS
Interest-based negotiation
THE METHOD
Keep the person and the problem separate
Focus on interests - not convictions
Find mutually beneficial solutions
Use objective criteria
Know your 'BATANS'
Find the other party's 'BATANS'
WWW.LADEGAARD.AS
Interest-based negotiation
B
NS
A
T
A
Best
Alternative
To
A
Negotiated Settlement
WWW.LADEGAARD.AS
Analysis of the interestsAs the
other partysees them
As Isee themMine The other party’s
SPECULATIO
N!
FACTS
SP
EC
ULA
TIO
N!
FA
CTS
I know I think I know
WWW.LADEGAARD.AS
Interest-based negotiation
Shared interests, neither/nor and conflicting interests
Does it benefit me?YES NO
Does it harm me?NO YES
SharedNeither
/norConflict
The other party's interests:Demands, wishes and concerns
WWW.LADEGAARD.AS
Phases of negotiation
Analyze interests + BATANS (opening bid, target, lower limit)
Initial discussion: The parties have met but negotiations have not yet commenced.
Before the negotiation
During the negotiation
Proposal: The parties define their interests, demands and offers.
The negotiation: Giving and taking – never give anything away – SWAP!
Compromise(s): When the parties are getting closer – and the differences are clear.
Conclusion: When agreement has been reached – summarize and ACCEPT!
WWW.LADEGAARD.AS
Phases of negotiation
After the negotiation
Follow-up:
An agreement has been made and confirmed.Stick to what you promised.
WWW.LADEGAARD.AS
Summary
• Avoid conviction-based negotiations
• When the other party states a conviction – look for the shared interests.
• Find variables – what do we have? What can we bring to the table?
• Be open about your interests.
• Help the other party if defining the shared interests is difficult.
• Acknowledge the other party's interests – both SHARED & CONFLICT.
• Use your variables to find NEITHER/NOR.
• Take a break in the negotiations if necessary.
• Agree on a clear allocation of roles, if there are several of you involved.
• Never forget the conflicting interests.
• Summarize and accept before the parties leave.
• Deliver on what you've promised.
WWW.LADEGAARD.AS
0505
JUST DO IT! NIKE
