How many presentations do you make each week, each month? Presentations are a killer for most small businesses. Often we even measure, the number of attempts to the number of presentations we make. We end up putting a lot of pressure on ourselves to make a good, or even great presentations.

The quality of your work is important. However, if you are thinking, "If I make great presentations, my prospects will buy from me". You may be falling into the trap of "unpaid consulting". The largest and best client we have today, was sold without a presentation.

How did it happen? We spoke to the "real" decision maker and made sure that we had addressed the "real" issue. After that it was all down hill.

If you spend lot's of time and money on presentations and are not getting the return you want. Try stopping the presentations and focusing more on what the decision maker is really looking to gain by adding your product or service.

A great presentation may cause a "fence sitter" to get off the fence. However, if you rely on your presentation to convince, persuade, entice, or motivate a prospect to buy your product or service, you put too much pressure on yourself and your prospect.

Conceptually, prospects should be "sold" before you make your presentation. They must develop a view of your product or service as the best fit for their problem, need, or challenge during the development process.

By asking the appropriate questions, you can help your prospects define their problems, their challenges to be met, and their needs, wants, or desires to be satisfied, from the perspective of how your product or service would do so. Your questions help them paint a picture of what they want - a picture that looks a lot like your product or service.

That way your prospects approach your presentation predisposed to buying. You do not have to convince them, you only have to demonstrate how your product or service will fill their needs.

Last week I had a conversation with a suspect. We were introduced via a referral. The referral came via an e-mail that suggested we speak. What should be my goal. I explained to the prospect that we will converse and ask a lot of questions. I then asked what they would like to accomplish at the end of this phone conversation. I got a good list which included such standards as how much does it cost? How many hours a week? What is the curriculum like?

All was explained in time. I explained up front that at the end of the meeting we need to agree on the next step. I discussed what a next step could look like. But I also needed to know if they were willing to pay for support, coaching and training. At first they felt it was too expensive. After a review of their costs and expenses it became clear they were not thinking it would be so expensive.

We review the ROI and the realized that just one client would be for the training many times over. Next thing I knew, they were ready to check out class. Don't give in on the budget step. Make them realize that the value of what you sell is worth it. I can only be successful if the prospect can see the value of the training to what they would lose by not doing the training.......Jeremy

Sales is such an interesting business... there's a lesson to learn around every corner. I got a call from a woman the other day who said she was interested in some sales training for her company. That's a good thing, right? Sure beats making a cold call, right? Well... maybe. Watch these pitfalls:

First she says, "Can you send me some information on your programs and prices via email, please?" How many salespeople would jump at the opportunity to send some literature to a "hot prospect"? BIG MISTAKE. What's she really looking for? Who the heck IS she, anyway? Why does she want to talk to me in th first place?

So at least I'm savvy enough to know to say, "I'd be happy to. Do you mind if I ask you a few questions so I can get a better idea what you're looking for?"

"I'm looking for some information about your training and your prices", she snaps back. Looks like I got a tough one on my hands. Now what? Do I get in a fight? Or do I send some stuff?

OK, here's where I have to decide if I'm going to WIMP OUT and do what she wants, or to remember that being in sales DOES NOT mean being subservient to the prospective customer? Let's get real! What's the chances of this turning into anything if I just send her stuff?

So here's what I did: "Jane..." I said as nurturingly as I could, "I want to help you. I really do. But I can't possibly know what to send you if I don't have a better understanding of what you need and why you need it. If we can spend five or ten minutes on the phone, we can figure out together if I can help you or not. Is that fair?"

And guess what? I turned it into a conversation, then an appointment. I'll let you know soon if it becomes a sale! -- Rich Isaac.

Rich Isaac of the Sandler Sales Institute is joining the blog. He will add a personal perspective to the blog. I hope you will also enjoy his thoughts and entries on Sales,Sales Management and Life.

Rich can be reached at the Sandler Sales Institute in Hauppauge. His phone number is 631-231-3538.

Many salespeople believe that great presentations will always result in great deals, but often presentations have little to do with whether or not a prospect buys the product. Prospects are looking for solutions to their problems, not fancy presentations. The only time that a presentation sells a deal like the salesperson wants is when they happen to meet all of the prospect's needs in their presentation (or with their product).

Sometimes the prospect buys in spite of the presentation! In sales, this is called a random act of kindness or need – not a good plan of action. Don't expect the presentation to close the deal with your prospects. Even when they decide they will buy, the result is still a battle over prices with you being viewed as a commodity. It is wise to know how to present your product or service well, but always keep in mind that the presentation is a minor (but often necessary) part of the sales process.

To get sales the way you want (and at the price you want) takes more effort than just a great presentation; however, keep in mind that hard work can enhance your presentation. If you want to sell your product or service at your price, you have to provide value. Value is perceived by the prospects and cannot be named. To help them see the value of your product or service, you have to work with your prospects to help them to solve their problems.

The only way to create solutions to their problems is through conversation – ask them question after question until you fully understand their situation and help them to see how your product or service can help. That will close deals the way you want them to close.

Much of our sales training focuses on knowing the features and benefits and being ready to present them, and so we (as salespeople) often focus too much on the presentation. But the truth is that sometimes we are the only ones who pay any attention to the features and benefits! Prospects only care about the presentation if they see how these benefits are applicable to them. If you aren't talking about the features and benefits that affect the prospect, you probably won't close the deal.

Forget the idea that a prospect will be wowed by your presentation and buy, and instead put your efforts into learning about the prospect's needs. That will make an outstanding presentation, which will equal great sales.

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