6 Step Sales Process Flashcards
(33 cards)
ATM
A - Ability - Are you speaking with the decision maker.
T - Timing - What is the prospects urgency to partner? Are sales slow?
M - Motivation - Have you identified the value prop? Could you state a “based on what you told me…” recommendation?
Open Ended Questions Start With…
Who What When Where Why Which How
Close Ended Questions Start With…
Did Do Is Will Can Are Should Would Could
Open-Ended Chaser Questions
How cool is that? How does that sound? How much sense does that make? How fair does that sound? What are your thoughts? What are the chances? How accurate is that? What do you think?
Diving Deeper:
Help me understand…
Tell me more…
If I’m hearing you correctly, it sounds like…
Active Listening - Peeling back the onion
Questions include:
Personal Operations Competitive Business Health Goals Financials
Areas to ask questions about:
PCBO
P - Personal / Rapport
C - Competitive Analysis
B - Business: Health, Goals & Marketing
O - Operations
Personal/Rapport Questions
Tell me about the business…
How long have you owned the restaurant for?
Where do you get your inspiration from? What inspired you to start the business?
How do you stay up to date with restaurant trends?
What’s the secret sauce? What’s made you so successful?
What are your favorite menu items?
What apps or technology do you use to make your life easier?
How do you come up with menu items?
Where are the recipes from?
What do you like to do outside of the restaurant?
Competitive Analysis Questions
What other third-party delivery services do you work with?
How has your experience been so far?
How are they treating you?
What do you like/dislike?
What is the one thing you wish you could change about the relationship?
How do they promote and market your brand?
What does the revenue sharing model between you and them look like?
How long have you been with them?
How are the sales they’re sending you?
How do they compare to other third-party delivery services?
Business: Health, Goals and Marketing
How’s the business doing?
How are sales trending?
How much did you grow last year? Over the last 3 to 5 years?
How has in-store traffic been?
Where do you want the business to be?
What are your goals for the business?
How much do you want to grow by? What % / $ amount?
What will hitting your goal do for the business? What about you personally?
What are you doing to reach your goals?
What are you forecasting for growth?
What kind of marketing are you doing?
What kind of marketing works best for your restaurant?
What are you doing to drive brand awareness?
Business: Health, Goals and Marketing Cont.
What’s the average age of your customer?
What’s your customer demographic?
Tell me about the area around your business?
How big is your customer base?
How excited would your loyal customers be if they can get food delivered directly to their home?
How often do your customers ask about delivery?
How many customers do you have on a daily basis?
How do you track your customers?
What kind of data do you use to make business decisions?
What’s your average order value (AOV)?
What types of incentives or reward programs do you have in place?
How do the margins look on your food costs?
If you received an extra $3-5K/mo. How would that affect your rent and labor costs?
Business: Health, Goals & Marketing Cont.
Where do you want the business to be in the next 6 to 12 months?
On a scale of 1-10 where would you rate your business and its current state?
What do you need to do to get to a 9 or 10?
What’s your annual run rate?
In a perfect world, what does our relationship look like?
What are your expectations from us?
I wouldn’t extra $3-5K/mo. affect the business?
How do you hear about the new tech in the restaurant space?
How many friends do you have in the restaurant industry?
What effect does increased labor costs have on your business?
How will rising minimum wages affect your business?
What makes your food better than (competitor) down the street?
Operations
Walk me through a take out order
What percentage of your business is off premise verse in the house?
How much time does your staff spend on each take out call?
How many takeout orders do you receive per day?
What’s the biggest operational challenges you deal with?
How would your kitchen respond to 10 extra orders per day?
How do your tickets get sent from the POS to the kitchen?
By adding delivery and increasing sales, what happens to your margins? Rent/labor?
How many employees do you have?
What are your operations like in house?
What’s the average shelflife of your food? How does a travel?
What type of POS system do you have?
How long does it take to or prepare a regular order?
PPP
Purpose - the reason you’re having a meeting
Process - the agenda for the meeting
Payoff - the conclusion of the meeting
Step 4:
Pitch/Apply Products Knowledge
At this point you found their value proposition through great open ended questions. If you can’t say “based on what you told me”, you haven’t asked enough questions. It’s the measuring stick for you to know when to start selling our service.
“Based on what you told me, I think (restaurant) is a great fit for a partnership, here’s why…”
Link value to prospects express needs and motives. Back your conclusion with supporting stats, facts and figures. Understand what their motives are: are they personal motives or task motives?
Personal Motives
Characterized by emotional reasons (WIFIM). It’s the “me” factor.
Task Motives
Usually involves money or productivity goals. Characterized by Logical or Practical reasons for making a decision.
Apply product knowledge examples
- ) “Sounds like carry out business is not a big driver for you. You said it’s about 5% of your total business. We found when Restaurants enter a partnership with DoorDash they typically see that number increases 3 to 5 times.” (Insert Data)
- ) “You mentioned you’re the new GM and your main objectives are to increase sales and expand your brand recognition in the area. We found a partnership with DoorDash increases both our partner restaurants sales and brand recognition. Let me tell you a bit more…”
- ) “As the marketing director for all the restaurants under your company umbrella, you know the impact increased exposure in the market has. We have 40,000+ unique customers who order through us on a weekly basis here locally. I’d love to tell you more about how we can increase the exposure of your brands through a partnership with DoorDash.”
Add Value then discuss products and features
A) Based in what you told me (the “why”)
B) Industry Insights / DD Overview (the “why” to the first “why”)
C) Products and Features (the “what” and “how”)
D) Price (what you’ve all been waiting for…)
The 3 Pivotal Pieces of Price
A) Incremental Revenue (support with stats and anecdotes)
B) Their Margins (wall the through the margin math or calculator)
C) Our costs (include in the margin math, recognize depth necessity)
Step 5: Handling Objections
The Best way to deal with an objection is to prevent them by asking great open ended questions during the discovery phase, however, prevention is not always possible.
EAR
E - Empathize
A - Ask
R - Reframe
AGRISAC
A - Ask why/why not
G - Get in step/Acknowledge
R - Restate
I - Isolate
S - Set a condition
A - Answer
C - Close
Isolating Agreement
- People don’t like friction. Humans inherently want to be liked and default is to avoid conflict. Conflict takes time and energy. Avoidance is easier.
- We need to weed out the buyers from the liars. It’s not our follow up game that’s weak, it’s identifying the validity of our commitment from the prospect.
- If it’s someone outside the room, they can avoid conflict and not sign. By creating hypotheticals and setting conditions we remove that option and Isolate only their viewpoint.
- After we isolate Agreement, tease our objection. Scale 1-10. Shift into isolating objections.
AGRISAC
A - Ask why/why not
Use probing skills to uncover all facts related to the objection.
“Oh, why is that?”
“Help me understand…”
“Tell me more about that…”
