Impact Sales

Front 1

Discuss the Principle of IMPACT Selling.

Back 1

The secret to successful recruiting is to be in front of qualified applicants when they’re ready to make a decision, not when you need to fill a vacancy.

Front 2

Explain the two most essential components of selling.

Back 2

• Positioning

• Timing

Front 3

Explain the three Customer IMPACT Principles

Back 3

1. People commit to things for their reasons, not yours or mine.

2. People don’t want to be sold, but they do want to buy.

3. Buying is basically an emotional response no no matter what the emotional price tag of the commitment.

Front 4

Construct the IMPACT Selling Graphic/System.

Back 4

The recruiter being assessed should be able to draw the two triangles representing the IMPACT System and the recruiter. He/She should also include blank lines representing the target segments. The triangle pointing to the right that represents the IMPACT model should be divided into six sections:

I = Investigate
M = Meet
P = Probe
A = Apply
C = Convince
T = Tie-It-Up

Front 5

Explain what is meant by “Focus.”

Back 5

Focus is defined as a sharp, clearly defined center of interest or expenditure of time, energy or dollars.

Front 6

Discuss the differences between Needs and Wants.

Back 6

NEEDS

1. High level of awareness
2. Product specific
3. Fact-oriented

WANTS

1. Low level of awareness
2. Unrelated to a specific product
3. Emotion-based

Front 7

Identify and explain the four areas where a recruiter can place his/her focus.

Back 7

There are four areas where you can focus:

1. Yourself
2. The Air Force Reserve
3. The Opportunity (Features & Benefits)
4. The applicant

If you focus on the first three, your applicant is out-numbered
three to one. Applicants who are out-numbered feel confused
and uncomfortable and rarely make commitment decisions.

Front 8

Explain what is meant by “alignment.”

Back 8

Carefully coordinated linkage between your sales strategy and your prospecting strategy is crucial for long-range success in crowded market.

Front 9

Identify and explain the two types of prospecting recruiters can use to grow a recruiting zone.

Back 9

1. Reactive: Prospects find you. Examples: walk-in traffic, national leads, billboards, etc.

2. Proactive: You find prospects. Examples: Direct mail, school visits, referrals, job fairs, etc.

Front 10

Explain what is meant by “leverage.”

Back 10

• Gaining maximum return on a minimum investment.

• Using your time, talent, resources or advantages to deliver maximum value to your applicants.

Front 11

Discuss the four ways you can leverage time, talents, resources, energy or advantage.

Back 11

1. Invest: For which we get a return.

2. Spend: For which we may get little or nothing in return.

3. Waste: For which we get nothing in return.

4. Abuse: For which we suffer a loss.

Front 12

Identify at least five examples of the knowledge-based raw materials every recruiter should know.

Back 12

1. Your zone

2. The Wing’s mission

3. Available vacancies

4. Networking know-how

5. Major employers in the area and their philosophy

6. Competitive factors

7. Geography and density, socio-economic realities and demographics

8. The media

Front 13

Explain the Diving Board / Parthenon Analogy.

Back 13

Diving Board – If you have only one leg to stand on (like a diving board) for acquiring new leads, such as referrals, and that source is suddenly gone, you are in the water and in danger of missing goal.

Unlike the diving board approach to prospecting, the Parthenon approach requires that you establish many approaches to prospecting so that you have multiple approaches to each segment that you are attempting to penetrate.

Front 14

Discuss the roles skills, behaviors, attitudes and values and skills play in being a successful Recruiter.

Back 14

How does this person sell? - Behavior

Will this person sell? – Attitude (Personal Skills Hierarchy)

Why will this person sell? – Personal Interests & Values

Can this person sell? – Skills

How well will this person sell here? Competencies

Front 15

Discuss the results of your TriMetrix™ System 3.0 Personal Plus Assessment and the IMPACT Selling Sales Strategy Index Coaching Report™ 3.0.

Back 15

The recruiter should be able to walk you through the results of their assessments, explain what each section measures and point out their strengths and areas for improvement.

Front 16

Discuss how you will use these assessments to improve your success as a Recruiter.

Back 16

The recruiter should be able to walk you through their Coaching Report, explaining what the different reports mean and then stating how they plan to use this information to improve their own recruiting activities and relationships
with the people they work with.

Front 17

What are the primary characteristics of each of the four styles of behavior: DOER

Back 17

Doer

• Directing and dominating, take charge person

• Exudes power, authority and confidence

• Very competitive and naturally aggressive

• Quick, impulsive, always pushed for time

• Direct and straight forward with people, very outspoken

• Under pressure – belligerent

• Fears – Unfair advantage

Front 18

TALKER

Back 18

Talker

• Outgoing, people oriented, very friendly and affable

• Enthusiastic, popular, easy to talk to and with

• Exudes charm and eloquence

• Stylish and trendy

• Positive and optimistic

• Under pressure – emotional

• Fears conflict

• Meet questions – People/Motivators/Dreams

Front 19

PACER

Back 19

Pacer

• Easygoing, steady, process oriented, slower paced

• Predictable, consistent, prefers routine

• Accepts others slowly

• Indirect, prefers to suggest

• Accommodating, willing, conforming

• Under pressure – Slows down

• Fears – Change

• Meet questions – Family/How Does Job/Organization Structure

Front 20

CONTROLLER

Back 20

Controller

• Cool, distant, reserved, diplomatic, courteous

• Thinks before acting

• Concerned about accuracy, precision and compliance to own standards

• Prefers data, facts, and order

• Objective, conservative closed and unemotional

• Under pressure – Becomes critical

• Fears – Making mistake

• Meet questions – Data/Facts/Order

Front 21

Discuss how you integrate the results of your Buyer (Behavior) Style with selling to varied styles of people.

Back 21

Discuss the results of Activity 2 in Checkpoint Three. At the very least, the recruiter should be able to identify their own Buyer Style (Doer, Talker, Pacer, Controller or combination) and explain how their style plays out during a
selling interview. Also, they should be able to tell you the adjustments they must make because of their own style.

Front 22

Discuss the three Principles of the Investigate Step.

Back 22

1. The better job you do of finding and attracting qualified prospects you do, the higher your closing average will be!

2. Your future success in recruiting is in direct proportion to the quality and breath of your prospect file.

3. The recruiter who asks enough of the right questions of the right people in the right places will always have plenty of qualified prospects.

Front 23

Explain the concept of Personal Positioning and identify at least three ways a recruiter can position himself/herself.

Back 23

In the world of professional selling, Positioning is defined as: The relative ranking or perception that prospects and customers have of you, your product, and/or your organization relative to your competition.

It’s all about creating the perception in the marketplace that you are everywhere.

It’s all about making your targeted segments believe that you and the Air Force Reserve are the “service of choice” and that they would be foolish not to talk to you about joining the military.

• Here are five examples of how a recruiter can position himself or herself:

-- As a career counselor
-- As a successful testimonial
-- As a military expert
-- As an advocate
-- As a creative problem solver

Front 24

Identify and explain at least four common positioning mistakes recruiters can commit.

Back 24

• Appearing as a pest or as too pushy to your prospect

• Coming across as too desperate to make a sale

• Coming across as a stereotypical, fast-talking recruiter

• Being a benefits-dumper

• Relying too much on cold calling

• Selling jobs before qualifying the prospect

Front 25

Identify and discuss at least four things recruiters can do to position themselves as recruiting experts.

Back 25

• Research the organizations their influencers belong to and join them.

• Read journals, trade publications and other informative materials that their
target markets read.

• Search the web for information related to their target market and trends.

• Gather as much information as they can about their competition and how they do business.

• Ask other recruiters in the Air Force Reserve what they see going on—what trends they see, what the most common questions they’re asked are, how they are serving their applicants better, etc.

• They work longer, harder, and smarter than their competition.

Front 26

Discuss the five characteristics of a qualified prospect/applicant.

Back 26

A qualified prospect/applicant is a person who:

• Has a Need and is aware of it.

• Has the authority to make the decision and the ability to qualify for the opportunity.

• Has a relative sense of urgency about the decision.

• Has developed a sense of trust with you.

• Has agreed to listen to you.

Front 27

Explain the two types of Proactive Prospecting.

Back 27

• Pull Prospecting: attracting prospects to you through methods such as proper positioning, networking, or gaining celebrity status.

• Push Prospecting: proactively contacting prospects one at a time on an individual basis through traditional prospecting strategies.

Front 28

Explain what the six Power Prospecting Tools are and how to use them.

Back 28

• Some excellent who questions to ask in order to convert suspects within his or her market into highly qualified prospects.

• Where questions to turn up prospects beyond his or her current client list and probably way beyond their initial expectations.

• Why questions to help set priorities as they seek to transform suspects into highly qualified prospects.

• What questions to boost their prospecting IMPACT by improving their focus on the most powerful content for prospecting. Each what question should focus on what it is that the prospect needs from them or their product.

• When - Timing has a great influence in how successful you will be at prospecting.

• Their how questions are perhaps the most crucial of all the tools for prospecting because many of their answers will evolve from answers to the five other types of questions.

Front 29

Explain the three essential steps every recruiter should take before an appointment.

Back 29

1. Confirm your appointment: There’s no point waiting around or driving to a meeting that’s not going to take place. It’s not rude; it’s just smart business to be sure your prospect hasn’t forgotten about your meeting.

2. Mentally prepare yourself: Clear your mind of other issues and focus on the business at hand. Your prospect deserves 100% of your attention.

3. Physically prepare yourself: Take a look in the mirror. How does your uniform look? Is your hair neat? Shoes polished? Ribbons on straight? Desk clear of extraneous materials?

Front 30

Discuss five of the IMPACT Selling Investigate tips that you found to be most useful for you.

Back 30

1. Treat prospecting as the lifeblood of your recruiting career.

2. Treat prospecting as your most valuable time management tool.

3. Take an organized approach, but never at the expense of activity.

4. Always keep alert for suspects who can eventually become qualified applicants after they become qualified prospects.

5. Stay in touch with current prospects by working your Parthenons.

6. Work on your zone, not in your zone.

7. Network your prospect and influencer inventory regularly.

8. Work hard at referral selling.

9. Respect organizational structures.

10. Identify the key roles (buffer, applicant & advocate)

11. Research in advance.