Sales Presentation for:

: By Moziez Chamadiya
 Sales Don’t Just Happen
• 80% of all sales are made after the 5th
call
• 48% of all salespersons call once, and
quit
• 25% call twice, and quit
• 10% keep on calling
• These 10% make 80% of the sales
 STAGES OF A SALES
CYCLE ...
Approach
Prospect In the approach Negotiatio
stage, the
Suspect Identifying salesperson
nIt is a two- Close
the makes the first way process
Identifying
the target
interested contact with the where the At the closing
stage,
Order
one's from client through consideration
account or the list of s and budgets the salesperson Order is
customer for face to face gets the
suspects are put on the placed from
potential meetings or decision from
table for a the client
business through the client to
fair which
opportunities technologies move forward
understandin indicates
(suspected to such as depending on
g. completion of
be potential telephone, the business a cycle.
customers) skype, email, proposal and
etc., There are previous
three common negotiations.`
approach
tactics.
Benefits for us:
• It helps us prioritize & focus on our target customers.
• It helps us structure our pipeline growth more visibly
• It develops sales disciplines & professionalism
• It helps us manage present & future opportunities
• It helps us identify where we need more resources

Benefits for the Business:

• It helps embed the sales process
• It helps promote better sales success & best practices
• It helps develop customer intimacy
 ADOPT MARKETING CONCEPT

VALUE PERSONAL SELLING

BE PROBLEM SOLVER/PARTNER

STEP 1 : DEVELOP PERSONAL SELLING PHILOSOPHY

STEP 1 : DEVELOP PERSONAL SELLING
PHILOSOPHY

ADOPT MARKETING CONCEPT

VALUE PERSONAL SELLING

 BE PROBLEM SOLVER/PARTNER
STEP 2: DEVELOP RELATIONSHIP
STRATEGY

ADOPT WIN-WIN APPROACH

PROJECT PROFESSIONAL IMAGE

 MAINTAIN HIGH ETHICAL STANDARDS

STEP 3: DEVELOP PRODUCT STRATEGY

BECOME PRODUCT EXPERT

SELL BENEFITS, NOT FEATURES

 CONFIGURE VALUE-ADDED SOLUTIONS

THE TOTAL PRODUCT CONCEPT
STEP 4: DEVELOP CUSTOMER STRATEGY

UNDERSTAND BUYER BEHAVIOR

DISCOVER CUSTOMER NEEDS

 DEVELOP PROSPECT BASE

STEP 5: DEVELOP PRESENTATION
STRATEGY

PREPARE OBJECTIVES

DEVELOP PRESENTATION PLAN

 PROVIDE OUTSTANDING SERVICE

 Prospecting
and Follow-Up
Qualifying

Preapproac
Close
h

Creative Selling Process

Handling
Approach
Objection

Sales
Presentatio
n
PRICE ICEBERG
Price is only the tip of the iceberg…remind
customer of value-added factors below tip
 Selling Skills & attitudes
• Communication skills
• Listening skills
• Conflict resolution
• Negotiation skills
• Objection-handling ability
• Problem-solving skills
• Diligence
• ‘Can Do’ attitude
 Quarterly Target - FY21/22 & FY22/23

Lead Type< Lead Type< Lead Type< Lead Type> Referencing Monthly Profitable Daily Calls
Month No Of Emp No of Sales Rs: 10/- Rs: 50/- Rs: 100/- Rs: 100]/- leads Monthly Target costing Revenue sources of Made
leads

Q4 4.00 56 480 160 64 64 96 30,40,000 13,60,000 28,00,000 7.3% 864

Q1 6.00 63 540 180 72 72 108 64,60,000 15,30,000 31,50,000 8.0% 972
Q2 6.00 63 540 180 72 72 108 98,80,000 15,30,000 31,50,000 8.0% 972
Q3 6.33 67 570 190 76 76 114 1,34,90,000 16,15,000 33,25,000 8.0% 1,026
Total FY21/22 5.58 249 2130 710 284 284 426 3,28,70,000 60,35,000 1,24,25,000 7.8% 3,834
Q4 20.67 217 1860 620 248 248 372 1,14,70,000 52,70,000 1,08,50,000 6.3% 3,348
Q1 24.33 256 2190 730 292 292 438 1,35,05,000 62,05,000 1,27,75,000 7.7% 3,942
Q2 25.00 263 2250 750 300 300 450 1,38,75,000 63,75,000 1,31,25,000 8.0% 4,050
Q3 27.67 291 2490 830 332 332 498 1,56,40,000 70,55,000 1,45,25,000 7.7% 4,482
Total FY22/23 24.42 1026 8790 2930 1172 1172 1758 5,44,90,000 2,49,05,000 5,12,75,000 7.4% 15,822

Annual Sales Target - FY21/22 & FY22/23

Profita
No Lead Lead Lead Lead Daily
Aver Refere ble
of Type Type Type< Type> Monthly Monthly Calls
Month age ncing Revenue sources
Sale < Rs: < Rs: Rs: Rs: Target costing Made
Emp leads of
s 10/- 50/- 100/- 100]/-
leads

FY21/22 5.58 249 2130 710 284 284 426 3,28,70,0 60,35,000
1,24,25,0 7.8% 3,834
00 00

24.4 102 2,49,05,0 5,12,75,0

FY22/23 8790 2930 1172 1172 1758 5,44,90,0 7.4% 15,822
2 6
00
00 00

evenue sales target for FY21/22 is 1,24,25,000 with an average employee of 5.8 achieving 246 sales closure with an approx. costing of 60,35,000
• Revenue sales target for FY22/23 is 5,12,75,000 with an average employee of 24.42 achieving 1026 sales closure with
an approx. costing of 2,49,05,000
 Profitable Daily Calls
Lead Type< Lead Type< Lead Type< Lead Type> Refrencing Monthly
Month No Of Emp No of Sales Monthly Target Revenue sources of Made
Rs: 10/- Rs: 50/- Rs: 100/- Rs: 100]/- leads costing
leads
September 2 7 60 20 8 8 12 3,80,000 170000 3,50,000 6% 108
October 4 14 120 40 16 16 24 7,60,000 340000 7,00,000 7% 216
November 5 18 150 50 20 20 30 9,50,000 425000 8,75,000 8% 270
December 5 18 150 50 20 20 30 9,50,000 425000 8,75,000 8% 270
Q4 4.00 56 480 160 64 64 96 30,40,000 13,60,000 28,00,000 7.3% 864
Jan 6 21 180 60 24 24 36 11,40,000 510000 10,50,000 8% 324
Feb 6 21 180 60 24 24 36 11,40,000 510000 10,50,000 8% 324
March 6 21 180 60 24 24 36 11,40,000 510000 10,50,000 8% 324
Q1 6.00 63 540 180 72 72 108 64,60,000 15,30,000 31,50,000 8.0% 972
April 6 21 180 60 24 24 36 11,40,000 510000 10,50,000 7% 324
May 6 21 180 60 24 24 36 11,40,000 510000 10,50,000 8% 324
June 6 21 180 60 24 24 36 11,40,000 510000 10,50,000 9% 324
Q2 6.00 63 540 180 72 72 108 98,80,000 15,30,000 31,50,000 8.0% 972
July 6 21 180 60 24 24 36 11,40,000 510000 10,50,000 9% 324
August 6 21 180 60 24 24 36 11,40,000 510000 10,50,000 8% 324
Sep 7 25 210 70 28 28 42 13,30,000 595000 12,25,000 7.0% 378
Q3 6.33 67 570 190 76 76 114 1,34,90,000 16,15,000 33,25,000 8.0% 1,026
FY21/22 5.58 249 2130 710 284 284 426 3,28,70,000 60,35,000 1,24,25,000 7.8% 3,834

Lead Lead Profitable Daily Calls

Month No Of No of Type< Rs: Type< Rs: Lead Type< Lead Type> Refrenci Monthly Target Monthly costing Revenue sources of Made
Emp Sales Rs: 100/- Rs: 100]/- ng leads
10/- 50/- leads
October 19 67 570 190 76 76 114 35,15,000 1615000 33,25,000 7% 1,026
November 20 70 600 200 80 80 120 37,00,000 1700000 35,00,000 7% 1,080
December 23 81 690 230 92 92 138 42,55,000 1955000 40,25,000 5% 1,242
Q4 20.67 217 1860 620 248 248 372 1,14,70,000 52,70,000 1,08,50,000 6.3% 3,348
Jan 23 81 690 230 92 92 138 42,55,000 1955000 40,25,000 7% 1,242
Feb 25 88 750 250 100 100 150 46,25,000 2125000 43,75,000 8% 1,350
March 25 88 750 250 100 100 150 46,25,000 2125000 43,75,000 8% 1,350
Q1 24.33 256 2190 730 292 292 438 1,35,05,000 62,05,000 1,27,75,000 7.7% 3,942
April 25 88 750 250 100 100 150 46,25,000 2125000 43,75,000 9% 1,350
May 25 88 750 250 100 100 150 46,25,000 2125000 43,75,000 7% 1,350
June 25 88 750 250 100 100 150 46,25,000 2125000 43,75,000 8% 1,350
Q2 25.00 263 2250 750 300 300 450 1,38,75,000 63,75,000 1,31,25,000 8.0% 4,050
July 26 91 780 260 104 104 156 48,10,000 2210000 45,50,000 7% 1,404
August 27 95 810 270 108 108 162 51,30,000 2295000 47,25,000 8% 1,458
Sep 30 105 900 300 120 120 180 57,00,000 2550000 52,50,000 8% 1,620
Q3 27.67 291 2490 830 332 332 498 1,56,40,000 70,55,000 1,45,25,000 7.7% 4,482
Total FY22/23 24.42 1026 8790 2930 1172 1172 1758 5,44,90,000 2,49,05,000 5,12,75,000 7.4% 15,822
 Our job is to understand our customers
better than anyone else.
Ignoring competitors is as same as ignoring
customers

• Capturing Leads
• Distributing them to the relevant sales/admission
counsellors
• Prioritizing the student inquiries based on sales readiness
• Automating tasks/notifications and reminders
• Automating personalized engagement
• Strengthen Lead Acquisition & Management
• EdTech market is set to grow at a 2.5x proportion between 2019 to 2025, reaching $404
billion in global expenditure
• The digital shift has opened up a much larger market. According to a study by INC42, the
Indian EdTech market is likely to grow 3.7x in the next five years – from $2.8 Bn (2020) to
$10.4 Bn (2025). Hence, with this momentum, generating leads will not be an issue.
However, converting them will be
 Common challenges for counsellors in B2C

How to overcome these challenges and

succeed
Define the role
Which priorities
does marketing own
What level of control
does marketing have
How are cross-functional
decisions made
Take a strategic
approach to marketing

Good” marketing can Marketing tends This question is

to be a Some influencing Some CMOs will be
look very different particularly
distributed tactics are more ready to take the
from one organization to important. Some
function, and successful than others business to the next
the next. companies that marketers own a
clarity around given reporting lines, level—for example,
develop advanced P&L, while others
what the CMO culture, personalities, using marketing as
marketing and sales serve as stewards
owns.  (versus and the level of an incubator for new
capabilities tend to for the business.
sales and cohesion across customer-driven
increase revenue two to Each CMO needs
business units) is brands and businesses. Others
three times more than the to be accountable
required. geographies. The will need a complete
average peer company. for business
Furthermore, CMO must overhaul to deliver
However, marketing cannot outcomes.
reporting lines understand these on the basics, which
succeed unilaterally
and decision- dynamics to be may imply heavy
making power effective.` investment in table
must be explicit stakes capabilities.
 Team Is Not Hitting Their Targets?

le w h o c a n b r ing leads
Finding the root a m m e A lig n w ith peop
u p p r o gr A R T
S p ea k Questions & support SM c
Make tough decisions p ec i fi
ar e S r a b le
s e a ms e as u
r r a l e tin g T M a ble
e f e M a rk Adjust your approach i o n
m o re r S a le s an d Act tic
k f o r
n n e c tedDeal retrospective o c ess R e a lis ted
As Disc o . p r r e la
Check Lead Quality onsistent
ly
r s ales T i m e-
e c t c f y ou Don’t accept the first “no”. 
Prosp n g tho
th e le
e d u ce
R
B2B Market
NOW.. is right time to enter the Market PANDEMIC - Having
Shows that Company an
Cares Emergency Fund is a
Engage and motivate Must
Employees
Financial wellness
programs, Tough times teach big
During this time of lessons;
and related benefits are
Pandemic Pandemic has taught us
hot
when employees are the
right now, and they’ll
stressed importance of savings.
probably only become
and working from home. In this
more
HRs pandemic, economies
important over time.
are looking for various around
With
means and ways to keep the world have taken
Zell Education an
their employees huge
organisation will help
motivated hits and hence
their employees to save
and engaged. Zell employers
and teach them HOW.
Education can provide understand the
As the proverb goes,
employee engagement importance
“give a man a fish and
activates with personal of saving and can bring
you’ll feed him for a
financial stability. it
day; teach a man to fish
and you’ll feed him for a down to employees
lifetime.”
Sales Numbers for the next 7 Months
(Sep 2021- March 2022)
Corporate Clients

Large Enterprise Small & Medium

(LE) Enterprise(SME)
1000– 100000+ Employees 01 -1000 Employees
 Large Enterprise (LE) & Small & Medium
Enterprise(SME) Employees
Small & Medium Large Enterprise (LE)
No Of Client
Month No Of Employees Prospect Client Sale Enterprise(SE) 01-1000 1000– 100000+ revenue
B2B Approached
Employees Employees
September 1 6 11 4 1 3 1,83,333
               
October 3 17 33 11 3 7 5,50,000
               

November 5 28 55 18 6 12 9,16,667
               

December 5 28 55 18 6 12 9,16,667
               
Jan 6 33 66 22 8 14 11,00,000
               
Feb 6 33 66 22 8 14 11,00,000
               
March 6 33 66 22 8 14 11,00,000
               
Total 5 176 352 117 40 76 58,66,667
Total Revenue (LE & SME):
58,66,667/-
Thank you