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Multi-Level Marketing Training - Week 4
At this point, the new distributor should have made some sales and should have a prospect lined up for an opportunity meeting. As mentioned in the Week 3 training, the presentation will be handled by the sponsor. The distributor is simply an observer. If the distributor is going to become a serious sponsor and team builder, they will have to master the opportunity meeting presentation.
During Week 4, the sponsor must train their distributor to present the opportunity in a fluid and compelling way.
Most companies have sales aids that help in the recruiting process. These could come in the form of a brochure, DVD, YouTube or other online videos, a PowerPoint presentation, detailed scripts for each presentation type and other such collateral. These sales aids help keep the recruiting distributor focused on the message and provide visual reinforcement for the message. Most importantly, the collateral provides a consistent, reliable, simple and duplicatable process that will result in new members joining the business.
For a distributor to enjoy long-term success, they need to master the opportunity presentation. The message needs to be delivered in a smooth and concise manner with no stumbling. This can only be achieved with extensive practice.
Three-step training process
I recommend you use a three-step approach to opportunity presentation training.
Learn the script
In Step 1 the distributor learns the presentation while reading the relevant script and going through the sales aid. The better they know the script the more fluid the presentation will be. I like them to learn the script verbatim and to be able to recite it back without looking at it.
In Step 2 the distributor practices the opportunity presentation with the sponsor until it is smooth and flawless. This process should be repeated for the one-one-one presentation, the home presentation and the venue-based opportunity meeting. The goal of the sponsor is to get their distributor to the point where they can host a meeting and recruit a new member on their own. If the sponsor is to build a big team, they need independent distributors to help them build their business.
In Step 3, the distributor watches the sponsor do a presentation, then they do the presentation together and finally, the sponsor watches the distributor do the presentation. At the end of Week 4, the distributor should be able to deliver a convincing presentation and recruit a new member into the team.
I did a presentation to a group of people some time ago. It was the first time I had done this presentation and was not 100% sure of myself. To avoid confrontation, I did not open the floor to questions and as a result, every person thanked me for my time and left without joining. On reflection, I realized that avoiding questions is a sure way to end the presentation without a positive outcome.
This is not a sales course and I am not trying to teach you how to deal with objections. I would simply like to point out that for a new distributor, objections can cause a great deal of consternation and if not addressed in training can cause the distributor to leave the business. The key thing when it comes to understanding objections is that they are simply a request for more information. As a salesperson, you are not in trouble when a prospect is asking you questions. You are in trouble when they stop asking questions. Therefore, dealing with objections is a natural part of the recruiting and sales process.
The best way to help a new person deal with objections is to make a list of the most common ones they may encounter and then provide them with an easy way to deal with them. Remember that you don’t have time to make your distributor into a master salesperson, so you need to provide them with the exact wording and phrasing required to deal with specific and common objections. Whatever you do, it must be duplicatable and very easy to adopt.
Rate your sponsor
As you can see, by the end of Week 4 you have covered a lot of ground. Your distributor should be able to sell the product and present the opportunity without help. They should now receive an email asking them to rate their sponsor's performance. The rating should include the following:
1. Did you receive adequate product training?
2. Did you receive adequate sales training?
3. Did you receive adequate compensation plan training?
4. Did you receive adequate opportunity presentation training?
5. Are you satisfied with the performance of your sponsor?
You can word these any way you like but the bottom line is that the sponsor needs to be held accountable for their training and it is their distributor that holds them accountable. If the distributor rates their sponsor poorly, it would be a good idea to contact them and find out what went wrong. You may be able to rescue them from a fate worse than death … resigning! It will also give you a chance to help the sponsor to perform better with their next trainee.
Building a team is one of the most profitable undertakings a distributor can make. I have witnessed team leaders earn millions by building a good team. Let’s be realistic and say that an effective distributor with a reasonably effective team could earn $10K per month. This is a substantial chunk of change. Now ask yourself - in any other profession, what type of training would they need to justify this type of income? The answer is probably a substantial amount of training. If you can help the sponsor and the new recruit realize that the training is essential to success and that their success will be in proportion to the effort they put into their training, you will be on the road to having a powerful and sustainable multi-level marketing company.
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