How to Give An Effective Sales Presentation

Fortunately or unfortunately, people judge products and services by the way a sales rep presents them before a buying audience. People’s perceptions about the company are formed based on the sales presentations they attend. This is a stage where the personality of the sales person comes in to consideration along with the product. The way the sales person speaks, what he says, how he answers questions, and how he dispels doubts all fall under scrutiny. An effective sales presentation can enhance the reputation of the company, help form a high opinion about the products, and can lead to sales of the products. A sales presentation therefore is an integral part of the sales process and proper preparation and emphasis should be placed on it.

Everybody gets butterflies before a sales presentation. But those with confidence present a better picture than those without it. The ones that speak confidently and explain lucidly make the sales presentation entertaining and effective. Those that are not able to give an effective sales presentation can improve. There are ways by which a sales presentation can be made a winning one.

Ignore the Butterflies

Remember being slightly nervous about a presentation is a natural thing and soon you should forget those feelings as you get immersed in the subject. Besides, people will not notice your nervousness unless you make a scene of it. People are busy thinking about themselves. So move on with confidence. If you are feeling butterflies whirling wildly around your stomach, get them to fly in formation with the same focus you have given to your sales presentation.

Give a Solid Start

Make a good start. As they say about the first impression – if the starting is easy the remaining part of the presentation just rolls. Preferably start with a healthy joke or some comment that will connect you with your audience. That will relax everybody and you will get their attention too.

Add Enthusiasm to Your Voice

Make sure that you sound enthusiastic enough and ensure that it comes across in your voice. If you, the presenter, is not enthusiastic enough nobody else will be. Practice speaking in an enthusiastic tone before a mirror. Make a habit of being enthusiastic whenever you talk. During the presentation it will come without much effort. Remember, enthusiasm sells!

Keep Presentations Short

To sustain the interest of the audience keep your sales presentation short. Lengthy presentations will attract yawns, resistance, and disinterest. Only elaborate the main features, functions and benefits of your product or service and keep your talk concise. If your prospect or audience starts to look at his watch repeatedly you know you are losing him. The best strategy to employ at this time is to pick-up the pace and/or shorten the presentation and position yourself competitively.

Love Your Job

What does a sales rep giving a confident presentation exude? He exudes unmistakable authenticity. He is more likely to exhibit a “feel good” aura for representing his company and its products. He loves his company, product, his job, and himself. It’s natural for that love and self-respect to get reflected in his words and his presentation. The energy that springs from a natural love for his job simply gets noticed. And the audience starts believing in his product or service.

The profession of sales is for people that like to meet new people, get to know them and their needs, and establish a professional relationship with them. Also, a sales person must like the company he represents and the product or service he promotes. Otherwise all attempts at making sales presentations better will not appear genuine. No amount of rehearsal can help if you do not love your job genuinely.

As you speak out of conviction the feeling of authenticity gets transmitted and the audience starts to believe what you are saying. This could open the gates to future sales opportunities for which you are ultimately aiming.

“The Lack of Leverage Can Destroy Negotiator’s Abilities” – Negotiation Tip of the Week

“We need to destroy their lead negotiator’s leverage to weaken his abilities to negotiate effectively.” Those were the words uttered during the planning stage of a pending negotiation.

When planning your negotiation, do you consider how the lack of leverage can destroy a negotiator‘s abilities? Leverage adds weight to a negotiator’s efforts. It can be the difference between a mediocre outcome and one that’s substantially better.

Leverage Constriction:
The use of leverage can constrict the implementation of a negotiator’s plans. Therefore, be watchful of when its usage might be employed against you and how/when you’ll employ it. Since its implementation will alter the flow of the negotiation, you should calculate the timing of its usage to maximize the benefits derived from it. Be aware that all forms of leverage do not bear the same weight. Thus, always examine the different forms of leverage you’ll use, and determine which ones will be most impactful when assembling them.

Timing of Leverage Implementation:
There are several occasions in a negotiation when you should consider using leverage.

  1. Ponder using it when you don’t wish to discuss points that will drastically alter your negotiation plan.
  2. Use it on defense to inject a point as a challenge to the opposing negotiator from implementing his.
  3. Consider how you can inject leverage as a surprise to observe the other negotiator’s reaction. That reaction may uncover hidden elements that you should discuss that your negotiation counterpart would rather keep undisclosed.

Combating Leverage Usage:
Park it – When thinking about leverage attempts used against you, consider whether you should address the premise that’s raised. In some cases, it may behoove you to say, “let’s put that aside for now.” If your request is successful, it will negate the need for discussion about the premise of the leverage attempt. Thus, it’s a way to deflate its charges.

When the other negotiator attempts to wiggle free of your leverage usage, you can use your first effort to pin him to a position. As an example, if you ask if he’d like to accept offer one or two, knowing both are bad, and he said no to either, then you could make another offer that was better or worse than the first one; your offer per better or worse would be dependent on what you were attempting to achieve by your offers. He could reject your third offer but then you could feign exasperation and state that you’re really attempting to be amenable; the implication being, his position is untenable.

Refute It:
I attempt to be transparent when negotiating. That means, while I attempt not to mislead, I don’t disclose every aspect of my negotiation position.

During your negotiations, realize that some negotiators will be as transparent as seeing through a stain-free glass. That will be the exception, not the rule. In some situations, your opponent will outright lie. Be prepared to refute his lies with bona fide rebuts that are greater than his. Using that form of leverage will heighten your position and diminish his if he’s willing to accept your pronouncements. That will cause him to think twice about pursuing that line of deceit moving forward.

In your future negotiations, consider how you’ll use leverage to enhance your efforts. The better you become at identifying when, how, and at what points you’ll employ its usage, the better your negotiation outcomes will be… and everything will be right with the world.

Remember, you’re always negotiating!

Negotiating Events Out Clauses

Time and again, I have witnessed numerous organizations lose substantial amounts of monies because they failed to pre- negotiate numerous clauses, that are often key to substantially protecting the organization’s interests. Over my career in event planning, negotiations, and organizing, which now spans over more than thirty years, I have continuously tweaked and adapted my contract demands, in order to assure these protections. Those areas that have often caused the greatest agony for organizations are: limiting/ amending attrition clauses; addressing audio- visual expenses; protections regarding food and beverage areas; protections because of economic downturns, wars, or acts of God (weather, etc.); negotiating in modification and give- back dates; and, specific language regarding the ever- expanding tendency of many resorts to add on mandatory fees and service charges.

1. The strict attrition clauses of the past must never be permitted in a negotiated contract. The best way to address this is in advance, via a tersely and properly written and crystal clear Request For Proposal (R.F.P.). It is essential that group’s negotiate out or down attrition (i.e. not meeting certain specific numbers) either outright, or by instituting a substantial compromise/ outright reduction, or by being given flexible give-back dates (where the group can return rooms and reduce other targets, without penalty).

2. Audio- visual costs are often the great eye- openers to non- professional event organizers. These costs often escalate dramatically, often to the disbelief of amateurs. Professional negotiator first reduce substantially the audio- visual fee schedule, negotiate certain comps and allowances, and get in writing, in detail, all specific costs in this area, written in plain English descriptives.

3. Organizations must put in a clause regarding economic downturns, and the possible implications. Good negotiators have clauses regarding stock markets substantial drops, energy/ transportation substantial increases, acts of God (weather, war, terrorism, etc). Again, these clauses must be specific, and permit substantial givebacks if these parameters occur.

4. Giveback clauses must be included. These clauses are capable of protecting both the vendor as well as the organization, because it permits givebacks (and thus eliminates penalties, etc.) at three specific times (I recommend at 90 days out, at 60 days out, and then the final revision permitted at 30 days out, by specific percentages).

5. Many hotels today, observing the airline model, have instituted certain resort fees and service charges, in an attempt to promote an attractive hotel room rate, while collecting additional revenues. This has varied substantially from property to property, and, it is not unusual for the room rate promoted and the amount paid per night (adding in taxes, fees and service charges) to differ by thirty percent, or even more. Negotiators should have any fees that will be charged spelled out in detail, and a clause stating that the only fees the group will pay are those stated. In addition, negotiators should look closely at what these fees are for, because often what is included are not things that a large percentage of the group will either utilize or find of value. One area today that many surveys indicate are most resented in terms of fees, are substantial charges for internet access. With many properties today including or, at least, substantially reducing the cost of internet access, attendees often feel ripped off by excessive fees in this area. When a hotel says their service charge includes domestic local and long distance service, most attendees today find that of little value because most calls are made by their own cell phones anyway, and they rarely use these phones. Hotels that promote their spas as a reason to come to that hotel should not be charging fees for basic services, such as locker room access, saunas and hot tubs, or exercise equipment. It is appropriate, however, for them to charge additional for more advanced services such as massages, salons, classes, etc. Again, negotiators must carefully negotiate appropriate language into the initial contract.

Beware that it always easier, less stressful, more efficient, and fairer to all, to pre- negotiate in all of the above areas, and more. Failure to do so often leads to negative financial ramifications.