How to Sell Personal Emergency Response System (PERS)

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How to Sell Personal Emergency Response System
(PERS)

• Gretchen Gordon
• Managing Partner
• Braveheart Sales Performance

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Why Is PERS Selling Different Than Security Alarm?

• Can be more emotional
• Subscriber is frequently not paying for it

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Whats Important

• Relationships
• Trust
• Suggested Reading The Trust Project, a White
  Paper by Dave Kurlan
• Identify the motivator
• Pain
• Fear
• Gain

If you want the white paper, email
nlawler_at_braveheartsales.com
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Skill Sets Required
             
  Hunter   Consultative Seller   Account Manager  
  Uses Sales 2.0 Tools   Asks Good Questions   Has Strong Relationships  
  Attends Networking Events   Asks Enough Questions   Will Meet/Talk with Decision Makers  
  Prospects via Phone and/or Walk-ins   Quickly Develops Relationships   Will Know the Real Budgets  
  Gets Referrals from Customers/ Network   Not Presenting at Inappropriate Times   Will Handle Organizational Politics  
  Reaches Decision Markers   Uncovers Compelling Reasons to Buy   Will Manager Time Effectively  
  Schedules Appointments   Understands How to Prospect Will Buy   Won't Feel Urgency to Close Business  
  Prospects Consistently   Takes Nothing for Granted   Won't Alienate People  
  Has No Need for Approval   Wont Have Trouble Asking Tough Questions   Won't Look for New Accounts  
  Recovers From Rejection   Will be Able to Listen/ Ask with Ease   Will Make Friends Everywhere  
  Maintains a Full Pipeline       Will Follow Up Often  
  Will Prospect          
             
  Closer   Farmer   Ambassador  
  Gets Prospect To Agree To Make Decision   Handles "It's a Lot of Money Objection"   Very Likable  
  Wont Make Inappropriate Quotes   Has Closing Urgency   Networks Well  
  Will Meet with the Decision Maker   Attempts to Close   Will be Effective with People  
  Will Find a Way to Close   Won't Panic Over Objections   Likes Being in Sales  
  Wont be Overly Patient   Won't Accept PutOffs   May Follow Up without Reason  
  Unlikely to be Derailed by Put-Offs   Won't "Understand" Most Objections   Will Waste a Lot of Time  
  Not Likely to Take "Think it Overs"   Won't Alienate Customers   Prefers to Make Friends  
  Isn't Looking to be Liked   Will be Very Likable   Little in the Way of Selling Skills  
  Will Stay in the Moment at Closing Time   Unlikely to be Distracted by New Accounts      
             
  Qualifier          
  Uncovers Actual Budget          
  Meets with Decision Maker          
  Knows the Compelling Reasons to Buy          
  Knows Decision Making Process          
  Asks about Everything          
  Will Discuss Finances          
  Handles High-Ticket Pricing OK          
  Doesn't Let Being Liked Get in the Way          
  Able to Stay in the Moment          
  Self-Limiting Beliefs Won't be an Obstacle          
             
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Health Care Workers Are Perfect Right?

• Service vs sales
• Patient vs company
• Can they command respect?
• Are they appropriately motivated?
• Does the compensation plan support the right
  behavior?

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Crucial Elements of Success
Equals Incentive to Change
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Hidden Weaknesses
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Models

• Referral based
• Pull marketing
• Internet
• Advertising
• Flyers to inform (alarm) clients

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Referral Based - Whats Important

• Hunting
• Confidence building
• Persistent
• Activity plan Leading indicators
• Still need to manage the activity
• Might be contacts, and speeches as opposed to
  appointments
• Need to pay attention to critical ratios
• Need to be Ambassadors but also must have a need
  to close business
• How to get people to trust them
• Personality styles
• Relationship building specifics
• Be viewed as expert

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Pull Marketing

• Sales via phone
• Relationship building without visual
• Communication pie More difficult to build trust
• Tone, pausing

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Sales Cycle

• Typically the actual sales cycle is very short if
  speaking directly with the subscriber or sponsor
  (the one paying for subscriber)
• Must be able to close in one call
• Supportive buy cycle
• Getting the trust of the referring party may be
  significantly longer
• Incumbent they trust or like
• Wariness because of bad experiences
• Frequency and consistency is key

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QuestionsIf you want The Trust Project white
paper call me to talk or email Nikki at
nlawler_at_braveheartsales.com
Gretchen Gordon 571 High Street Worthington, Ohio
43085 [phone] ggordon_at_braveheartsales.com
www.braveheartsales.com blog www.braveheartsales.
com/blog/
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