Guerrilla Selling & Negotiating

GUERRILLA SELLING AND NEGOTIATING

Competitive Edge Presents

Orvel Ray Wilson, CSP
Sr. Partner
THE GUERRILLA GROUPinc
inc

Presented by:
Presented by:


It’s a Jungle Out There!
Economic Uncertainty


Further Cutbacks


Further Cutbacks
Demanding Customers


Further Cutbacks
Demanding Customers
Pressure on Prices and Margins


What do we Mean by
“Guerrilla”?

The most successful marketing series in history:


Time
4 to 1
Golden Selling Hour
Don’t waste a lunch
Make one more stop


Energy
–Eat Right
–20 Minutes a Day

–Time Out

–Reward Yourself


Imagination
Think Big
Think Small
Visualize Success
Idea-of-the-Week Book


Guerrilla’s Secret Weapons
Information
–Industry research

–Competitive Recon
–Customer feedback


Build Your Own Survey
Limit 1
Limit 10
No Fill in the __________
Fax (or e-mail) Back
Share the Results


Guerrilla’s Secret Weapons
Surprise
–Do the Unexpected

–Tell the Truth
–Personalize Everything


10 Strategies to
Increase Your Sales
Immediately


1. Investment
The Law of The Slight Edge:
“The difference between a
champion and an also-ran, more
often than not, is a very slim
margin.”


1. Investment (cont.)
(cont.)

People
Technology
Yourself


Invest in People
Hire first for Attitude
–Jack Welsh 20/70/10
Train Constantly
Resource Center
Outside Seminars
Outside Expertise


Invest in Technology
Digital Camera
Wireless POS
E-mail
Web site
Social Media


Invest in Yourself
Join Professional Groups
Master Mind
Build Your Library
Study the Masters


Invest in Yourself
Browse to:
www.GuerrillaGroup.com
Mouse over “Press Room” then
click on “Competitive Edge”
OrvelRay@GuerrillaGroup.com


2. Consistent
“Poor selling done consistently will
be more effective than great selling
done sporadically.”
Consistency is interpreted as
longevity, credibility, and trust.


Why Customers Quit:
15% quit for quality - found better
product

15% quit for price - found cheaper
product

20% quit for lack of contact or
individual-
lost by 14 ized attentionservice companies.
Forum Corporation study of commercial customers
Forum Corporation study of commercial customers
lost by 14 major manufacturing and service companies.
major manufacturing and

He’s on another line

“He’s on another line at the moment, would you like to hold?”


3. Confident
“Guerrillas believe in their
products and their people.”


Why Customers Buy:


Why Customers Buy:
Confidence
Quality
Service
Selection
Price


Why Customers Buy:
1. Confidence
2. Quality
3. Service
4. Selection
5. Price


“I’ll tell you why I don’t trust him.
It’s that damn sheepskin vest.”


3. Confident (cont..)
(cont..)

Expect the Sale
Collect Testimonials
Don’t play price games.

Low Bidder

“How did I go broke? I was the low bid!”


3. Confident (cont..)
(cont..)

Guarantee Everything
–No longer a differentiator

–Sunshine Trash Service

Double your Price


Don’t Wave a White Flag

“The best I can do is…”
“If you compare…”
“I’ve cleared my afternoon for
you…”


Speaking of Prices…
94% of sales people won’t bring up
price
63% of sales people volunteer to cut
the price, without being asked!
What time is it?


What to say when you're
asked to cut your price:
“I RILLY wish I could, but. . .
“What do I tell my next customer?”
“It’s a lot like buying oats.”
“Why are you so much more
expensive than (the competition)?”


Why you don't want price
shoppers as customers
They gobble up your capacity
–If you cut your price by 10%,
you have to increase your volume by
40% just to make up the difference.

You establish a precedent


Why you don't want price
shoppers as customers:
They’re less discerning
They’re more demanding
They’re often disloyal
Nobody ever gets fired for paying
too much.


4. Patient
Fine-tuning your
knowledge and skills takes
time.


Gretsch kit


Prospect Learning Curve
Purchase
Purchase
Readiness
Readiness

Total
Total 1 2
3
Apathy
Apathy 4
5
6
7
8
9
Number of Impressions
Number of Impressions


Don’t Quit
48% quit after the first contact
20% quit after the second contact
7% quit after the third contact
5% quit after the fourth contact
4% quit after the fifth contact
Yet 80% close AFTER the sixth call


5. Assortment
“The more products and services
you offer, the greater the
constituency of customers you
can serve.”


Move Them Up the Curve
14000

12000 –Fill the Curve
10000
U
n 8000 –Show the Best First
i
t 6000
s –Opportunities to Upgrade
4000

2000

0
$1 $10 $50 $250 $1,000


6. Subsequent
“Guerrillas wage their marketing
campaign simultaneously on three
fronts.” Prospects
30%

Universe
10%

Customers
60%


Lifetime Customer Value
Average cost of an industrial sales call:
$150.00
It takes AT LEAST nine impressions to
create a new customer.
Acquisition cost of a new customer:

$1,350.00
Mail Advertising Services Association MASA
Mail Advertising Services Association MASA


6. Subsequent (cont..)
(cont..)

“It takes 11 positive impressions
to overcome a single negative
impression.”
–Repetition, Repetition, Repetition

–You Oughta’ Be In Pictures

Dear David,
Photo Note Pad
THANK YOU From the desk of
Orvel Ray Wilson

for the opportunity
to serve Competitive
Edge. What a FUN
group! We had a
GREAT time!
OrvelRay
34316 Gap Road, Golden, CO 80403 800-247-9145


Show Up
“90% of sex is showing up.”
-- Woody Allen


7. Convenient
“Guerrillas are user friendly. They
are in touch, easy to reach, and
they do everything immediately.”
–Message in a bottle
–Follow-up, Follow-up.


The Economics of Exceptional
Service
The average business never hears
from 96% of its unhappy customers.
But 90% or more will not
visit or buy from them again.


Service
For every complaint, the average
company has 26 customers with
problems.
Of customers who register a
complaint, 70% will do business
with you again if you resolved the
complaint.


Service
That figure jumps to 95% if the
customer feels the problem was
resolved quickly.
The average upset customer tells 9
people about it. One in five will tell
more than 20.


Service
Better service performers charged
about 9% more for their goods.
They grew twice as fast and picked
up market share at 6% a year, while
those with poor customer service
lost 2% per year.


Service
Service stars earned a 12% return on
sales, vs. a paltry 1% for the rest.

The Strategic Planning Institute, Cambridge, MA
The Strategic Planning Institute, Cambridge, MA


8. Measurement
“What you measure is what you
get. Inspect what you expect.”
– Tom Peters

Monthly Sales Performance
Total Sales Number of Gross
Volume Transactions Margin %

Jeannie $16,550.00 25 31.1%
Cindy $20,196.00 26 30.2%
Kathy $24,952.00 30 29.3%
Chris $19,252.00 32 32.1%
Pat $22,532.00 31 34.9%

Michelle $21,036.00 25 26.0%

Ryan $26,382.00 19 31.0%
Average $21,557.14 26.86 30.7%

Total Sales Number of Gross
Volume Transactions Margin %

Jeannie $16,550.00 25 31.1%
Cindy $20,196.00 26 30.2%
Kathy $24,952.00 30 29.3%
Chris $19,252.00 32 32.1%
Pat $22,532.00 31 34.9%

Michelle $21,036.00 25 26.0%
Ryan $26,382.00 19 31.0%
Average $21,557.14 26.86 30.7%


Your Tip So Far


9. Excitement


9. Excitement
Greet them with a “10”
A Good Word for Everyone
Never Complain.


10. Commitment
Set goals and work toward them
Set goals and work toward them
Constantly Sharpen Your Skills.
Constantly Sharpen Your Skills.


What Is Guerrilla Negotiating?
Gain a fair advantage
Leverage your investment for
maximum return
Create an agreement that both
parties can keep


Sell The Total Product

• Generic



• Generic

• Expected

Technical support

“I know it’s technical support, but for $2.50 a minute
I expect you to talk dirty.”



• Generic

• Expected

• Augmented

“No one ever went broke by
making a profit”

“No one ever went broke making a profit.”



• Generic

• Expected

• Augmented

• Potential


Customers Will Pay More
Quality
Authenticity
Stability
Reliability
Social or Ecological Values

“Mr. Colton, do we stand behind our products?”

Knowledgeable salespeople


Knowledgeable salespeople
Reputation
Partnership
Consistency
Customization


Authority
Popularity
Exclusivity
Scarcity
Disposal


Expediting
Flexibility
Short delivery times
Advanced technology
Arrives in perfect condition


Problems fixed quickly

“You really should have called me sooner.”


Problems fixed quickly
Environmentally friendly
–78% Said they would pay $2,000 more
for a car that gets 35 mpg

Benefit a third party


Local Sourcing
–82% have consciously supported local
or neighborhood businesses

Brand Names
Referral


To do the right thing
–SRI funds account for 11% of all the
money in U.S. financial markets

More fun.


Why Negotiate
You negotiate all the time
Most things are negotiable
Your negotiating skill will
determine, who you work for, who
works for you, what kind of car you
drive, and where your kids will go to
college.


You Can and Should
Negotiate
We’re so accustomed to saying
“Yes!”
Recognize when you’re in a
negotiation.


You Shouldn’t Negotiate
When You’re Sold Out
When the Demands Are Unethical
When You Don’t Care
When You Don’t Have Time


You Shouldn’t Negotiate
When they act in bad faith
When waiting would improve your
position
When you’re not prepared
When it would be better to
beg forgiveness.


Prepare Properly
Do Your Homework
Evaluate their Options
Consider Alternatives
Know Your Boundaries
Know What You Intend to Get.


Set Priorities
Must gets
Intend to gets
Nice to gets


Control the Agenda
Who
What
When
Where
How long


Just Ask!
Ask the Right Person
Ask Someone Else
Ask for More
Ask for Less
Ask Three Times
The Aladdin Factor


Ask for the Right Things:
Time Training
Help Financing
Information Documentation
People Warrantee
Material Cleaning
Space Repairs
Equipment Recycling
Support Disposal


Develop Strong Rationales
Need. . .
Only…
Because…


Require Reciprocal
Concessions
Never offer anything without asking
for something, anything in return
Reserve the right to withdraw a
concession
Or request an unspecified concession
in the future.


Set Negotiating Expectations
and Aspirations
Higher expectations
yield higher outcomes.
Ask for more than you really want,
more than you even expect.


Manage the Other Person’s
Expectations
Set appropriate boundaries
Be clear about what you can do
and what you won’t do.


Settlement Range

MJP
MJP MAR
MAR
Win
Win
Win
Win
MAR
MAR MJP
MJP


How to Counter Dirty Tricks
False Quote
Quota Time
The Lopez
“Only Price Is Important…”


How to Counter Dirty Tricks
Throw a Fit
Telephone Mistakes
Split the Difference
Itemizing
The Crunch
The Stall.

Guerrilla Selling & Negotiating

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