The Skandia Approach

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The Skandia Approach
Presentation
Exploration
The Process
Discovery
Collaboration
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The Skandia Approach
Is the Who, What, When Where and How
Exploration
Is the Show Tell
Presentation
Is the Question Answer Stage
Discovery
Is Realizing an Agreement
Collaboration
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Exploration

• For example
• Coach of a Team
• Parenting
• What products are needed?
• Why do people want these products?
• How are these products used?
• Where will they go?

• Exploration is a process in which the explorer
  (leader, coach, salesperson/dealer, spouse,
  parenting, etc ) attempts to

uncover the need for an action.
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Presentation

• For example
• Marriage
• Children
• Here are my products?
• Here is how my products will meet your needs?

• Presentation is a process in which the explorer
  (leader, coach, salesperson/dealer, spouse,
  parents) now attempts to present his or her
  findings to the appropriate audience.

present findings
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Discovery

• For example
• Coaches
• Parenting
• How much do your products cost?
• What colors do you have?
• Once I place an order how long does it take for
  installation?

(Question Answers)

• Discovery is a process in which now the leader
  and audience discovers the strengths and
  weaknesses of the opportunity.

discover strengths and weaknesses
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Collaboration

• For example
• Coaching
• Parenting
• Will continue to work together for an
  installation.
• Repairs
• Future sale
• Referrals

Collaboration is a process in which now the
leader and audience comes to an agreement in
which the opportunity is solidified.
comes to an agreement
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Leadership
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Leadership
Relationship
Marketing
1. Controlled Leadership
2. Influential Leadership
4. Collaborative Leadership
3. Guiding Leadership
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Leading Your Team
1. Controlled Leadership
Meets the goals and creates an inclusive
atmosphere
Takes Command
2. Influential Leadership
4. Collaborative Leadership
3. Guiding Leadership
Articulates a vision of the future
Coaches, mentors and disciplines the team
towards the set goals
Foundation
Relationships
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Controlled Leadership
When?
When you first take command of an organization
new or old
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Controlled Leadership
Why?
To establish control and set the ethics and
values the company will operate on.
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Controlled Leadership
Needs

• More authoritative and directing in order to
  create stability
• Able to process large amounts of information,
  create order and make quick decisions.

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Controlled Leadership
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Controlled Leadership

• George Washington

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Controlled Leadership

• Determined Gets results, directs,
  authoritative, commanding

• Competent Works with current circumstances and
  resources to ensure quality and accuracy,
  analytical, detailed, orderly

Exploration
Controlled Leadership
Key Action Steps

• Take-charge style

• Strong direct leadership

• Focus on immediate goals and organization work
  activities

• Recognize the need for behavioral shifts

• Urgency-results oriented

• Creates contingencies

• Directive, analytical

• Maintains a time-management focus

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Influential Leadership
When?
After control and direction have been
established, its time to rally the troops
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Influential Leadership
Why?
To motivate individuals to accomplish the
leaders vision.
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Influential Leadership
Needs
Needs to be Dynamic
Clearly communicate their vision
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Influential Leadership
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Influential Leadership

• Determined - Practical, results-oriented,
  directing, task oriented

• Influencer - Optimistic, persuasive, people
  oriented, enthusiastic, inspiring, informing,
  interacting

Presentation
Influential Leadership
Key Action Steps

• Ensures that team or organization understands the
  ultimate strategy that is to be achieved

• Provides a clear picture of self, organization
• Bring confidence

• Less autocratic

• Maintains a directing style of leadership that
  gives people comfort

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Guiding Leadership
When?
After the relationships have been formed.
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Guiding Leadership
Why?
To keep the team working effectively in order
to meet the leaders goals and standards.
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Guiding Leadership
Needs

• Focused on making sure the work is being done
  correctly.
• Motivate the team to work hard and efficiently.

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Guiding Leadership
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• Influencer Persuasive, empathic, enthusiastic,
  interacting, influencing

• Competent Detailed and accurate, analyzing,
  perfecting, calculating

Discovery
Guiding Leadership
Key Action Steps

• Shift from Presentation to Discovery

• Moves organization to a point of coaching,
  mentoring and shepherding

• Maintains vision of goals

• Maximize coaching and mentoring opportunities

• Encourages positive team development

• Has alternatives for negative results

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Collaborative Leadership
When?
Once the company is effectively meeting goals and
expectations.
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Collaborative Leadership
Why?

• To share the leadership role
• Demonstrates trust in team

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Collaborative Leadership
Needs

• A good listener.
• An effective problem solver.

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Collaborative Leadership
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Collaborative Leadership
Steady - dependable, loyal, consistent, listener
Competent - Detailed, orderly, accurate,
systematic
Collaboration
Collaborative Leadership
Key Action Steps

• Make a behavioral shift from Discovery to
  Collaboration

• Leader Development

• Builds relationships

• Build self-managing organizations and individuals

• Maintains open and honest communication

• Delegate key tasks to competent individuals

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Marketing
Controlled Leader Influential Leader Guiding
Leader Collaborative Leader

• The Approach
• Marketing

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Marketing Process
2. Presentation
1. Exploration
4. Collaboration
3. Discovery
Foundation
Relationships
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Two Main Areas of Marketing
Macro How to market your business.
Micro How to sell a product.
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Marketing Your Business Four main stages Macro
Evaluate Success or Failure, Return on Investment
Maintain Relationships and watch for changes
Research Development
Enact a Marketing Plan
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Selling A Product Four main stages Micro
Problem Solve Negotiate Q A
Sales Presentation
Finalize sale Follow up and follow through
Preparation
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Behavioral Choices
Controlled
Influential
Guiding
Collaborative
LeadershipStyle
Leadership
Leadership
Leadership
Leadership
Determined
Determined
Determined
Determined
BehavioralChoice
Influencer
Influencer
Influencer
Influencer
Steady
Steady
Steady
Steady
Competent
Competent
Competent
Competent
Servant
Pursuit of
Positive
Golden
GuidingPrinciples
Excellence
Attitude
Rule
Leadership
I N T E G R I T Y
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Exploration

• The study of a plan or theory.
• For example
• Juan Ponce de Leon (c. 1460 - 1521) - Spanish
  explorer who explored Florida while vainly trying
  to find the Fountain of Youth.

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Exploration Process
When?
When you design your market and/or business
plan.
Exploration
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Exploration Process
Why?
Failing to plan is planning to fail. This is why
most business do not succeed.
Exploration
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Exploration Process
Goals

• Clearly define goals and expectations.
• Design a complete marketing plan that details how
  you find customers and how you present the
  product.

Exploration
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Exploration Process
Company Brand
Service
Service
Price
Quality
Price
Quality
Successful organizations bring value to the
relationship in these areas.
Be advised that you cannot be all things to all
people. Example You cannot have the lowest
price and the highest quality, company/brand and
service.
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Exploration Process
Stated in writing the way you want them Kept
simple and specific Attainable and realistic
Now!! Write the goal in the present tense
Defined with measurable results Implemented with
a time frame Assessed daily

Setting goals are the blueprint to success.
Action steps are the smaller steps or
objectives in pursuit of the goal(s) you list.
Use the Seven Skandia Steps.
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Key Action Steps
Exploration
Successful Store
Go forward?
Stop?
Wear at age 12 . . .
Go forward?
Stop?
Go forward?
Stop
Jeans Mom pick . . .
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Key Action Steps

• Identify territory, customers and size of market
  that may buy

• Review all aspects, applications and potential
  use of the product

• Begin to organize features and benefits

• Practice presentation skills

• Review the total demographics of the territory

• Develop product knowledge and presentation skills

• Evaluate culture and ethics

• Obtain training to fully understand the product
  in detail

• Balance the presentation with the communication
  methods utilized

• Measure the effectiveness

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Exploration Process
Macro

• Develop your marketing materials
• Prepare your sell sheets
• Design your advertising materials like flyers or
  phone book ads.

• Develop your sales presentation
• Gather all materials you will need, like sample
  books, pictures, sales materials and practice how
  you will use them.
• Practice your presentation
• Get your appearance ready.

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Presentation

• The ability to articulate a clear and concise
  message or vision to an audience.
• For example
• Pamphlets, Flyers, Sales Presentations, Business
  Cards

Presentation
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Presentation
Key Action Steps

• Create positive appearance
• Be neat and well groomed
• Dress in business attire or appropriate dress
• Positive personal hygiene

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Presentation
Key Action Steps

• Communicate
• Return phone calls
• Arrive on-time
• Apologize for tardiness

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Presentation
Key Action Steps

• Connect with the customer
• Have professional handshake and greeting.
• Initiate appropriate non-business-related
  conversation of interest to the customer.
• Add humor but be sensitive.

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Presentation
Key Action Steps

• Consider buyers appearance
• i.e. hair style, color, dress
• Listen to key words used by the buyer

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Key Action Steps
Presentation

• Know your product and customer culture

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Key Action Steps
Presentation

• Create interest and excitement
• Establish foundation for the next meeting
• Commit to the next step
• Summarize the presentation
• Trial close?

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Learning Styles
Auditory
Visual
Kinesthetic
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Visual Learners
Visual

• Learn by seeing

• Will use the words see and saw when speaking

• Enjoy looking at sample books and respond well
  to pictures, charts and drawings

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Auditory Learners
Auditory

• Learn by hearing

• Will use words hear and heard when speaking

• Respond well to descriptive speakers

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Kinesthetic Learners
Kinesthetic

• Learn by doing very hands on

• Use the words feel and felt when speaking

• Responds well to direct involvement in the
  presentation let them hold and touch samples

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Discovery

• The final disclosure of pertinent facts relating
  to the business model or sale that leads to the
  appropriate action.
• For example
• It is the question and answer session in which
  the client discovers and confirms the right
  product and/or vendor.

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Key Action Steps
Discovery

• Clearly identify customer needs by using a
  question and answer process

• Use verbal, nonverbal communication skills

• Acquire knowledge of customer needs, aspirations
  and product solution

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Key Action Steps
Discovery

• Sequence and organize presentation to assure
  customer understanding of product performance and
  capability

• Overcome customer objections with product
  solutions

• Finalize the sales call and move toward the
  implementation process

• Seek to clarify and obtain approval from the
  customer

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Active Listening GuideIts not what you say
Its how you say it

• Prioritize the Message
• Pay attention to the customer.
• Make eye contact and turn head and body toward
  speaker.
• Is an immediate response needed?
• Do you need to redirect this conversation to
  another person?
• Separate message from the speakers tone and
  attitude.
• Work to bring calm.
• Take notes and follow up.

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Active Listening GuideIts not what you say
Its how you say it

• Translate the Message
• Words spoken only convey 5 - 10 of the
  message.
• Create a common vocabulary.
• Be aware of personal biases, company
  expectations, tone of voice, body language.

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Active Listening GuideIts not what you say
Its how you say it

• Analyze the Message Seek Clarification
• Would you please repeat what you said?
• Tell me more.
• Is this what you said?
• State what you heard.
• Im not clear on what you are saying.
• Why do you think this?
• Help me out on this point.
• Expand a little on your last comment.
• Help me understand your point.
• How did you come to this conclusion?
• What do you want me to do with this information?

Its not what you say Its how you say it
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Overcoming ObjectivesWith Open Ended Closed
Ended Questions

• Tell me how I can help make your decision about
  new window covering for your home easier?
• Tell me why you want to change your window
  coverings?

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Overcoming ObjectivesWith Open Ended Closed
Ended Questions

• Key words that will help you use open ended
  questions include
• What
• Where
• Why
• How
• Tell Me
• Explain
• Describe

?
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Overcoming ObjectivesWith Open Ended Closed
Ended Questions
?

• How does your spouse feel about . . .

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Collaboration

• Define common ground that allows the parties to
  work together towards a common goal, without the
  need for manipulation or heavy handed guidance.
• For example
• Closing the sale of a product that both the
  customer and or the vendor feels that the
  appropriate action is being taken.

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Key Action Steps

• Meet customer needs

Collaboration

• Ask for the Order
• Review goals and actions steps
• Constantly evaluate product, customer and
  territory for potential changes
• Create ongoing feedback loops
• Continue market experimentation
• Set up processes for future sales

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The Collaborative ApproachGood Marketing vs.
Manipulation
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The Approach
2. Presentation
1. Exploration
4. Collaboration
3. Discovery
Foundation
Relationships
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Continuing The Approach
Transferable to your personal life.