First, the pitch is about your counterpart, not you. This is a crucial point of distinction.

Prospects don't care about your company's 150-year history, the fact that you provide the greatest service or the fact that you have the best offering; they just care about themselves and are only interested in what is going on in their own world.  

They are interested in finding a solution to the problems that are now holding them back.

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The difficulty is that they are now dissatisfied with the outcomes of meetings and ask how we can resolve this issue, so when we spend the early portion of our chat on the problems that are faced.

In the end, using that brief pitch to start a dialogue with them will help you establish your expertise, which will increase their trust and confidence in you and the value your proposal will provide.

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Use a tiny whiteboard for Option 2.

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Naturally, if you're talking to someone over the phone, you won't be utilising a whiteboard, but you may still explain the procedure to them without displaying the whiteboard.  On the other hand, if you're in a face-to-face meeting or using zoom, you can really utilise a tiny whiteboard, your cell phone, or simply a napkin to take notes at a networking event.

Alternatively, if you're using zoom, it may appear directly on your screen while you write out your ideas in a logical manner.

What the main problems are that they are dealing with, how it affects them ultimately, and utilise it to both shows your experience and start a dialogue.  By the way, when I'm in their boardroom with the CEO and we're talking about sales, I'll really get up and walk over to the whiteboard.  Nothing is more impressive than a salesperson who is extremely proficient, at ease writing on a whiteboard, and who does so in a systematic manner.

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3. List the top three difficulties you notice.

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Since what we ultimately want to achieve is structured, here is where the whiteboard becomes really, incredibly interesting.

The top three problems I now perceive with my prospects are how I begin a discussion.

I'll thus utilise a scenario from my own experience, in which I'm discussing sales with a senior executive.

I may thus use the whiteboard to begin that lesson.

Discuss how there are three main difficulties that many of the customers we meet right now, including you, are dealing with.

One is that they are losing business to less expensive rivals.

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That Person.

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They have been treated like any other orphan.  I'll now lead you through the fourth and last section of the whiteboard pitch, which is the core cause of each problem.  I'll now outline the underlying factors that contribute to each of the major problems we're seeing.  We can therefore conclude that each of these three problems has true causes.  The first is that salesmen don't talk to customers about the true worth of products.  Second, they aren't ultimately succeeding in the sales process.  The sales procedure is not consistently organised.  The third point is that so many sales representatives are just doing more.  4th is there is never any genuine difference because it is always the same thing.

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I'd like to now walk you through the 5th and final item, which is quite fascinating and where things get incredibly fascinating and reveal a tonne of insight.  One piece of data to demonstrate the underlying issue.  Here is when you truly start to demonstrate your knowledge.  I don't care what you're selling, by the way.  There are going to be data points that you can share with prospects that will indicate a high degree of expertise, especially if you're in the business-to-business sector, but even in the business-to-consumer sector.

Returning to the whiteboard pitching, what are the main root causes that we are observing?

I'll show an example of how I would approach those three problems with data on the screen.

Regarding the first issue, our data shows that just roughly 18% of salespeople in today's market are properly categorised by buyers.

As respected counselors who can be trusted. And second, we can see it.  68 percent of salespeople firmly support the techniques used to date down performances.  Finally, the third problem is that only about 25% of salespeople exceeded their quota.  Six was the number last year that got people to start talking, so I just went through the entire whiteboard presentation, which, by the way, only takes about two minutes.

 

As a result, that would be something I would say to start a face-to-face chat or a Zoom meeting.

And now, depending on what I've just said to any of these concerns, I'm just going to engage them and declare as such.

'John, you, and I are now at the point where, having gained a tonne of knowledge, we're going to engage them in conversation about the issues that matter to them. They'll respond by saying things like, "Yes, yeah, you know, we're seeing a lot of our folks being perceived as just another vendor," and at this point, I'll move on to the final point, which is number 7.

The disqualification follows it. So, we're going to do it right away.

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When a prospect genuinely states an issue, jump right into the question portion using the disqualification process, which I discuss a lot in my videos.

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As we move forward, we want to ask them a sequence of questions that will hold their interest.

A highly valuable dialogue follows, in which I ask them to express their difficulty before asking them to elaborate on what they see happening in their reality. At this point, they feel as like they are speaking with an expert, which they are, but they are also doing so with someone that has shown that they comprehend their environment, and because they believe they are not just conversing with a duck, they are now willing to answer many questions.

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The following are the seven guidelines for creating the ideal salesperson.

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To understand the needs of potential clients, we all need to be asking the right questions. However, a lot of people ignore this advice and instead approach prospects by asking them illogical questions.  In essence, we use the sales pitch every time we need to persuade someone to do something we want or need them to.

Let's go over this now before we begin discussing how to develop and customise a sales pitch.  You must have a thorough understanding of your product, I had to quickly learn.  With both your product and their system, you are very familiar.

You are accustomed to that service if it is a service, which is acceptable.  Let's assume you are familiar with your product or service, then.  Our second presumption is that you are knowledgeable about your market.  In other words, the size of your total market, the industry you concentrate on, and the types of customers you usually target.  Considering that, let's assume once more that it is true.  You possess a sales procedure, according to the third presumption.  Presently, there is a presentation step in your sales process.

Since today's lesson will only cover a presentation piece, I'm also going to assume that you already have a formalised sales process in place.  Finally, let's pretend that you're going to give a presentation.  You'll enter the room and give a presentation.

I must assume one more thing: important people are present.

 

Now I refer to the key players whom I wanted in the room by the acronym MUTE.  Let's go over each one.

 

M is the first one.

That would be either management or a CEO or another senior executive.

They must now decide whether to buy or not buy, whether to move forward or not, so you want them there. Having those is therefore always important.

 

U stands for the user.

If you're selling a product, you should make sure that the users are present to provide feedback to you or the technical staff on how simple the product is to use and how accepting they will be of the product.

 

T, is the technical expert.

They will inform you whether using the product you are trying to sell them is technically possible or not.

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E for the Economic Buyer,

which engages people who make financial decisions as well as requiring them to be present in the room like purses.

 

Let me explain what I mean when I refer to one-on-one or two-on-one business-to-consumer sales.

It's a very straightforward sale, and even though it involves multiple parties, it might only be one person.

These individuals come from various departments and groups, and occasionally we will need to speak with the management team on their own while giving our presentations.

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