Sales and Sales Management Blog

February 5, 2015

Objection? Buying Signal? Maybe Neither–Maybe You’re Being Put Under the Microscope

A few years ago I wrote an article titled “How to Take the Sting Out of the Price Question Early in the Sale.”  In the course of the article I argued that it is natural for a prospect to ask about price–and often to do so too early in the sale, before the seller has had an opportunity to create real value for the prospect—because price is one of the factors prospects use as they seek to qualify the seller and the purchasing opportunity.

In response to that article I received numerous emails and comments from salespeople and sales leaders that they had never thought about the idea that the prospect is qualifying them and their offering at the same time they are trying to qualify the prospect.

Yet the prospect’s qualifying the seller and the seller’s value/solution is the crux of the whole sales process.

We are all familiar with the concepts of qualifying the prospect, investigating needs, developing a solution and creating real value for the prospect, overcoming objections, and the other aspects of making a sale.  All of these concepts are views of the sales process from the seller’s perspective.  These are the constructs that we as sellers tend to concentrate on.

We then view the prospect’s questions as either worrisome objections that are nothing but a smokescreen or are out-n-out buying signals.  For many of us, the questions and actions of the prospect are either those of an enemy or those of someone telling us they are ready to buy.

What if neither of those choices is true?

What if all of those questions and the statements by the prospect, instead of being obstacles to our sale or indications of their desire to consummate the purchase, are simply questions and statements to help them qualify us and our offering? 

What if they are doing the same to us as we are doing to them?

If that is the case, then that means we’re neither dealing with an enemy to be overcome nor are we dealing with someone asking us to close them.  Instead we’re dealing with a human being who wants to know whether or not we’re trustworthy, whether or not our offering is appropriate for them, whether or not we’re wasting their time.

In other words, they are in the process of qualifying us just as much as we’re qualifying them.  When we qualify a prospect we ask questions and probe to discover who we’re dealing with and what we might be able to do for them.  When we’re asking questions we’re not trying to play the ‘gotcha’ game.  Most of us aren’t trying to trap them into a sale.  We’re honestly seeking information that allows us to know whether or not we are in front of a real prospect with a real need that we can help solve in a way that produces real value for them.

The prospect is going through the same process with us.  Whether they are conscious of it or not, they’re trying to determine whether or not we are someone they want to do business with, and then, whether or not our product/service/company presents any real solid worthwhile value for them.

The traditional terms sellers think in—overcoming objections, closing the sale, etc.—tend to set up an adversarial relationship where we are on the lookout for the dreaded objection and the opportunity to pounce with the closing question.

However, if we recognize that the sales process involves both parties qualifying one another and that the qualifying process involves the investigation and questioning of each party, we can relax and begin to address the prospect’s questions for what they really are—a legitimate desire to find out who we are and whether or not we are someone they want to work with.

Go forth and qualify—and let yourself be qualified.  It’s a whole lot more fun to sell when you’re working with a prospect to mutually qualify one another than it is to try to out fox and overcome an adversary.

 

January 27, 2015

Do You Talk To Your Prospects and Clients or Do You Talk At Them?

Knowledge should be one of the most powerful tools in our toolbox. 

Knowing how to use specialized industry vocabularies should also be one of our basic and power tools.

In reality, for many of us, knowledge and specialized lingo are powerful—in costing us business.

Naturally a great many new salespeople are tempted to try to impress prospects and clients by demonstrating their product knowledge and slinging their newly learned industry vocabulary around.  They tend to oversell, answer questions no prospect has ever had, dazzle with words the prospect and client may not be familiar with.  They talk about the fine points of their product or service; discuss how their service or product will impact ROI; how best to onboard new employees or products or services;  how their product or service creates a new paradigm to address the prospect’s issues or needs; and the list goes on.

Impact ROI?  I see, you mean whether or not it makes me more money than it costs.  Onboarding new employees or products or services?  I get it, you mean purchasing and integrating a new product or service or hiring and orienting a new employee.  Creating a new paradigm to address issues or needs?  You mean a different way of dealing with the problem, right? 

You can say ROI, onboarding, or paradigm, or you could just talk to your prospect.  Some say that if you want credibility with your prospects and clients you have to speak their language.  I don’t have a problem with that in the least—if you’re actually speaking your prospect’s language.  But how many prospects actually talk about onboarding a new product or service or creating a new paradigm to address an issue or problem?  And there’s certainly something to be said about just talking to the prospect in plain English.

And very often new sellers butcher their newly acquired vocabulary and confound and frustrate their prospects with their enthusiastic demonstration of their knowledge of the minutiae of their product or service.  Many lose more sales than they capture because of their lack of discipline and their need to impress.

Unfortunately I’ve noticed over the past three years that this desire to impress isn’t confined to new sellers.  I consistently run across experienced sellers who should know better that are making the same rookie mistakes.  The only real difference between these experienced sellers and new salespeople is experienced sellers tend to have a better grasp of the industry lingo.

In the current tough selling environment even experienced sellers are falling into the trap of trying to oversell and to impress with their knowledge and ‘deep’ understanding of the prospect’s issues.  We tend to pull out all the stops and often end up losing our discipline and the prospect’s attention.  We try to force the sale.

Rather than creating new clients, we end up alienating them. 

Whether you’re a relatively new seller bursting with enthusiasm and wanting to impress your prospects or an experienced seller feeling the pressure to produce, you need to step back and relax.  Giving in to the pressure to oversell and force the sale is self defeating.  Address your prospect’s needs and leave the unnecessary demonstration of knowledge and the impressive vocabulary at the office. 

January 14, 2015

The “Prospecting” Disease

During my three decades in the sales industry I’ve worked with, met, coached, and observed thousands of sellers from a multitude of industries.  They’ve been new and experienced, inside and outside sellers, big ticket and small, specialized products and services as well as common, commodity products, some very successful and a great many barely holding their own or failing.

Some have been hail fellow well met types, others have been shy introverts.  Some pound the phones, others pound the pavement.  Some are highly attuned to technology, others can barely turn their cell phone on.  Some like to hit the office or the road early, others prefer to work late, a few do both.

But with rare exceptions they all have one thing in common—they’re busy.

They’re all doing stuff.

And a great deal of the time when you ask them what they’re doing they tell you they’re prospecting.

They’re busy trying to find business.  They’re focused on getting a contract in the door and getting paid.

Some, not the majority by any means, are very successful.  Most are not.

So the natural question is what’s the difference?  Why are a few really good at finding prospects and brining in business and most aren’t?

Turns out that most of the time the answer is really pretty simple.

The successful sellers spend their time prospecting.

The majority are simply infected with the disease of “prospecting,” that is, the illusion that what they are doing is prospecting when in reality it is nothing more than busy work to keep them from having to do the tough work of actually prospecting.

These unsuccessful sellers can show lists of several hundred names and phone numbers they have spent hours and hours researching that they have on a call list—a few dozen will have check marks beside them, even fewer will be scratched through.  They can show stacks of fliers and letters they have mailed out.  They can produce a list of networking events they have attended over the past couple of months.  They can produce a passel of emails they have sent out.  They may even have their business card pinned to every corkboard in every restaurant, laundromat, and other business that has a board to display customer’s cards.

Certainly they’ve been busy; no doubt about that.  The problem is although they have been busy, they haven’t been prospecting.  Instead of prospecting, they’ve been “prospecting”—creating filers, writing letters and emails, attending non-qualified networking events, making a phone call here and there—and increasingly spending more and more time “connecting’ with prospects via social media, tweeting and updating their facebook page and searching LinkedIn for any warm body that might be a prospect to try to connect with.  They confuse preparatory and busy work for prospecting, with the actual activity of interacting with a qualified prospect.

Although they spend a great deal of time doing busy work, they spend very little time actually prospecting.  They “feel” they are always prospecting, but in reality they are always finding ways not to prospect by spending their time preparing to prospect.  They engage in a great deal of activity, but the activity isn’t the activity that will produce business; instead, it is the activity that makes them feel good, feel productive, allowing them to convince themselves that they are being extremely active.

We salespeople tend to focus on activity—after all, activity is what gets us in the door, gets us the business we must have in order to succeed.  But activity alone is fruitless.  Activity for activity’s sake is just as sure a way to failure as inactivity.

Prospecting isn’t preparation to prospect; it isn’t finding easy ways to feel like you’re getting your message out; and it isn’t simply being busy all of the time.  Prospecting is a very specific activity—connecting and interacting with qualified prospects.

If you cold call, that means being on the phone, not getting ready to get on the phone.  If you network, it means actually being in front of and meeting prospects or garnering introductions to prospects from referral partners, not researching events or even spending time at non-qualified events where you’ll meet few, if any, prospects, or spending your time at the event hanging with friends and co-workers.

Investing time and energy in the wrong activities has killed as many sales careers as inactivity has.

As salespeople we have three very basic duties—finding and connecting with quality prospects, working with those prospects to help them satisfy needs or wants, and insuring that they are taken care of during and after the sale. 

Everything else is busy work and busy work doesn’t make a sale, doesn’t generate income, and doesn’t move us toward our sales or income goals.

Before you engage in any activity consider whether that activity is income producing or not.  If it isn’t directly producing income, does it really need to be done?  If not, move on to an activity that will directly lead to a sale.

To succeed you need to spend your time prospecting.  Getting infected with the “prospecting” disease where you “feel” you’re prospecting but in reality are finding ways to keep from having to prospect is a career killer.

January 12, 2015

Take Action Now to Create the Success You Want this Year

Are you in control of your sales career or are you simply going with the flow hoping that you’ll end up somewhere on the plus side?

If you haven’t done so already, here are some things you need to do now to insure that this year is the year you not only meet your annual goals but that you exceed them–that, if fact, you blow them completely away.

1. Flush out all of the tail chasing “prospects” in your system.
We all have “prospects” in our pipeline that take up time and energy but that we know in our hearts will never buy. Get them out of your system now. Don’t spend any more of your precious time on them. Concentrate on real prospects not  the “hope someday.” Vow not to spend any more time chasing your tail.

2. Get organized.
Most of us spend as much or more time “organizing” each day as we do working. Take a day or two and get yourself organized and then 30 minutes each evening getting ready for the next day. Don’t waste half the year “getting ready” to sell.

3. Know who a real prospect is.
If you haven’t already defined your ideal prospect(s) in detail, do so now.  Many waste a great deal of time chasing unqualified prospects because they haven’t taken the time to define for themselves exactly who their real prospects are.

4. Focus only on real prospects.
Even many who have defined in-detail who their real prospects are find themselves chasing after those who don’t qualify.  Commit yourself to staying on track.  Defining your prospect doesn’t do any good if you allow yourself to wander.

5. Eliminate the success killing busy work.
If what you do isn’t directly involved with finding qualified prospects, making sales presentations and closing sales, or getting a sale completed its busy work.  Busy work may make you feel like you’re accomplishing something but it isn’t making you a dime. If it doesn’t make you money, don’t do it.

6. Learn to generate referrals.
Referrals are the best, most cost effective prospecting and marketing method there is. Nothing can beat referrals in terms of ROI, close ratio, and client loyalty.  Yet, few salespeople generate many quality referrals.  Less than 15% of all salespeople generate enough quality referrals to impact their business.  Learn the process that really generates a large number of high quality referrals and turn your clients into your marketing platform.

7. Create a consistent client communication campaign.
If you don’t already have a consistent communication campaign for your clients and prospects, create one now.  You should be touching each of your clients and long-term prospects 12 to 16 times a year.  Use a combination of media–calls, emails, newsletters, letters, postcards.  Make sure each of your communications brings value to your client.  The key question to ask yourself before making any contact is “does this benefit the client or only me?”  If it doesn’t benefit the client, don’t send it or don’t call. Never waste your client’s time.

You have a choice–you can either take control of your time, energy, and sales business or you can go from crisis to crisis putting out fires while desperately trying to get a sale here and another there.

Life’s a whole lot better when you’re in control than when you’re at the mercy of chance dictates.

January 8, 2015

3 Steps to Getting High Quality Referrals From Your Clients

Are you one of the majority of sellers that isn’t converting the majority of the referrals you get because the “referral” is nothing more than the name and phone number of someone who isn’t a real prospect?  Are you one of the sellers who have simply given up even asking for referrals because they have proven to be more of a waste of time than anything else?   Chances are you said yes because that’s the experience of most sellers–weak or worthless “referrals” that cost more time and waste more energy than they’re worth.  Oh, sure, we all have some clients that will give us referrals all day long.  Just ask and they’ll give you name after name.  Other clients, the majority, aren’t nearly as generous with their referrals.

The biggest problem in both cases is so often the referral we get isn’t much better than pointing at a name in the phonebook at random.

How can you guarantee that you get great referrals?  Simple.  Make sure the client gives you a great referral by creating the referral for them to give you, rather than relying on them coming up with a quality referral to give.

The reality is that clients really don’t know who we’re looking for and most of them just don’t have a real incentive to invest the time and energy to come up with a great referral.

But we know who is a great referral for us.  And certainly we’re willing to invest the time and energy to find a great referral (if we’re not, we have some real serious issues to deal with).

Since we’re the one with the need; and we’re the one with the desire; and we’re the one who knows who makes a good referral for us, why would we rely on anyone else other than our self to come up with the referral?

So how can we create a great referral for our client to give us?

Here are three steps to guaranteeing you get great referrals from your clients:

  1. Get Your Client On-board to Give Referrals.  Most sellers wait until after the sale has been completed before they bring up the idea of referrals.  Bad idea.

    Most clients need time to get comfortable with the idea of giving referrals, so bring up referrals early in the relationship.  Don’t ask for referrals; just let your client know that your business is built on referrals and then drop referral seeds as the sale progresses.  Since your prospects and clients aren’t stupid, if they hear you mention referrals often in a casual manner, they’ll get the impression referrals are important to you and they will be expecting you to ask for them at some point.

  2. Find Out Who Your Client Knows.  We’ve already established that in order to get great referrals you have to do the work for your client, so do it by discovering during the course of the relationship who they know that you know you want to be referred to.How do you find out? Through small-talk (who do they mention in conversation they know); paying attention to what’s in their environment (pictures, association directories, membership plaques, and such); their background (where did they work previously); their work (what vendors and suppliers do they interact with).  Your job is to be a detective and to uncover the relationships they have with people or companies that you know you want to be referred to.  The more you uncover the more quality referrals you uncover.
  3. Don’t Ask for Referrals, Ask for THE Introduction.  Now when it comes time to ask for referrals, you’re not going to be like every other seller and ask a weak question such as, “Donna, do you happen to know anyone else (or another company) that might be able to use my products or services (or that I can help—or any other such weak question)?”

    Instead you’re going to ask for a direct introduction to someone you know is a great prospect for you and that you have reason to believe your client knows:  “Donna, I’ve been trying to connect with David Jones for some time without success.  You mentioned that you’ve worked with David for several years, would you be comfortable introducing me to him?”  You know she knows David.  You have reason to believe David is a good prospect for you.  Don’t waste Donna’s time with that weak general referral question; ask to get connected to a person you know she knows that you know you want to connect with.

Referrals can be the foundation of your sales business if you just develop the skills necessary to be a referral-based salesperson.  If Donna knows three people or companies you know you want to be referred to and you can get introductions to them from her, how much time and energy have you saved getting those three introductions through referrals instead of cold calling or sending out direct mail or hoping to bump into them at a networking event?

Forget what you’ve been taught about asking for referrals.  Referral generation is a PROACTIVE process where you do the work, not your client.  Your client doesn’t have the motivation, you do.  They don’t have the understanding of who makes a good referral like you do.  Your client doesn’t have the time to invest in figuring out a good referral like you do.  It’s your business, not theirs.

September 7, 2014

The Dark Side of Sales–It Ain’t Going Away

Filed under: Uncategorized — Paul McCord @ 3:45 pm
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My father passed away in 1979.  I went with my mother to the funeral home to help her make the arrangements for my father’s funeral.  It was one of the most obscene experiences of my life.

The salesperson used every trick he could think of to manipulate my mother’s grief and emotional distress to up-sell her at every turn.  I grew up in a working class family.  My father was a Battalion Chief for the City of Garland, Texas fire department.  He had some life insurance, but not much. Money was always tight and would continue to be tight for my mother—tighter than ever since my father’s income would cease.  She didn’t have the money to spend on more than necessary for a nice but modest funeral.

A nice but modest funeral wasn’t in the best interests of the salesperson at the funeral home.  He couldn’t sacrifice any commissions just because he had a working class widow in front of him.

When my mother picked a lower price casket he pointed out that since dad knew a great many folks and was well liked there would be a large crowd at the service and certainly he deserved a casket that would reflect well to that large group.  $$$$ out of her bank account.

When she chose to go with the least expense concrete burial vault the salesperson described in great detail what would happen to my father’s body if she didn’t buy the most expensive lined vault.  More $$$$ out of her account.
When she chose to have a simple large picture of dad in his formal department uniform the salesperson discussed how most people prefer to have a large mural of the deceased that reviewed their life and their relationships.  Of course, more $$$$ out of the account.

No matter how I tried to reason with mom about the dollars and the need for a more modest funeral, the damage had already been done by the seller’s manipulation of her grief.  Money became no object as she fought to make sure everyone knew that dad was loved and treasured.

Last Thursday my father-in-law passed away.  To my great disappointment, but not to my surprise, the exact same indecent and repugnant strategies are being used today by funeral homes to wring every penny out of grieving families whether they can afford it or not.  And, of course, the question of affordability shouldn’t even be an issue as indecent selling practices are indecent whether used with someone who can easily afford the product or service or someone who has to sacrifice to do so.

I would like to think that we are making great strides in moving the sales profession to higher ethical standards, and in many industries I think we are.

Yet there are still many, such as the funeral industry, the automobile industry, some areas of financial services, construction and remodeling, and others, where a good many sellers find it more profitable to manipulate, lie, and cheat than to sell ethically.

Many of us try to convince ourselves that things are changing and that the bad apples won’t be able to survive—but I’m far from sure that’s the case.

August 12, 2014

Your Client has a Vested Interest in that Referral They Just Gave You

I hope you are generating referrals from your clients.  If you’re not you should be as referrals are one of the most effective, if not the most effective, way of growing your business.  But know that once you have gotten the referral your job is hardly done.  No, I’m not talking about contacting and selling the referred prospect, I’m talking about keeping your client in the loop.

One of the primary reasons clients are hesitant to give referrals is that they are afraid of being embarrassed in front of a friend, relative, acquaintance or co-worker by you not performing as you should.  So, when they do give a referral, they have a vested interest in what’s going on between you and the person to whom they referred you.  Their interest isn’t in whether or not the prospect purchases but in how the prospect perceives you and the value being referred by the client.

When a client gives you a referral, you learn a number of things:

  1. The client will give referrals.  Obviously, you just received one or more.
  2. How well the client understands what you do.  The quality of the referral will let you know how well your client understands what you do and who is a good referral for you.  The better the referral, the more the client understands.  The poorer the referral, the more work you must do to educate them for future referrals (and future sales to them for that matter).
  3. How much they trust you.  Generally, the stronger the trust relationship between the client and the referred prospect, the more the client trusts you.
  4. They have more referrals to give.  Seldom will a client give you all of the referrals they can make at one time.  If a client gives referrals, you can almost bet they have more to give—if you keep earning them.

How do you get those additional referrals?  Additional referrals are earned, just as the original referrals were earned.  You earn those additional referrals by:

  1. Giving your client the assurance that you’re trustworthy with referrals.  You must show through your actions that their trust in giving you a referral was well placed by making sure that the referred prospect has an exceptional experience with you.
  2. By keeping your client fully informed of everything that is occurring with the referred prospect.
  3. By continuing to deliver superior service to your client.

Does the above mean that you must perform perfectly with the referred prospect?  What if there was an honest mistake or miscommunication?  What if something out of your control happened during the course of the sale?  Will these incidents destroy any possibility of acquiring additional referrals?

No, not at all.

The keys to gaining additional referrals from a client are to treat the referred prospect exactly in the same manner you treated the client and to keep your client informed of what is transpiring between yourself and the referred prospect.

Your client gave you referrals because they understood that giving referrals was in their own best interests and because you earned them through the service you gave them.  You must now demonstrate that same level of service for the referral they have given you.  They expect—actually demand—you perform at the same level—or higher—for those they refer to as you did for them.  That level of service you gave them was what demonstrated to them that they could trust with a referral.  Anything short of that and they will reevaluate whether you should be trusted with additional referrals.

That having been said, most clients understand that mistakes, miscommunications, and problems arise in business.  A single issue during the course of the sale to a referred prospect, even a major issue, will not sever your ability to gain additional referrals from you client if you address and resolve the issue in an exceptional manner.

Clients don’t expect perfection, they expect exceptional service—both for themselves and for those they refer you to.  How well or poorly you handle the issues will be a major factor in determining your future refer-ability.

Keeping your client informed of the progress of the sale with the referred prospect reassures them that you’re doing your job—and that all is well.  It is also your source of informing them if there have been problems and how they were resolved.

It is critical that you let your client know of issues involved with sales to prospects they have referred you to before the prospect has a chance to relate the incident.  You can relate the circumstances and the resolution in the most favorable light—the prospect may not.  This doesn’t mean that you can lie or gloss over it, just that you can give the background and the full resolution without the emotional involvement the prospect will have.  Of course, if you’ve done an exceptional job of resolving the issue, the tale told by the prospect should also be impressive.  However, you always want problems to be related to your client by you—you don’t want to get a phone call from the client asking what happened.

Keeping your client informed doesn’t mean bombarding them with emails, phone calls, and notes.  A simple “thank you for the referral” card immediately after receiving the referral and the occasional call or email will suffice.  The object is to keep them in the loop and to reassure them that their referral was well made for both you and the prospect.  Even better than the occasional call or email is to explicitly ask the client how and how often they would like to be informed of the progress.

Clients are interested in what’s going on with the referrals they make.  They want to know the prospect is being taken care of in the manner the client expected, and they enjoy knowing that they have provided you with a quality referral.  More importantly, they want to know that they haven’t embarrassed themselves in front of an acquaintance.

Simple actions will earn those additional referrals your clients have—you just have to earn them.

August 6, 2014

Guest Article: “The Strengths of Sales Introverts,” by Alen Mayer

Filed under: Uncategorized — Paul McCord @ 12:46 pm
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The Strengths of Sales Introverts
by Alen Mayer

So introverts have game, and quite a bit of it to be exact. The advantages and strengths of sales introverts are multiple, and those who know how to draw upon such strengths have excelled greatly in the sales field as a result, many times catching critics by surprise.

Calm in the Storm

The first major strength of introverts involves composure. Often mistaken for being too reserved or shy, many introverts instead sit back to give themselves a better vantage point. They are able to then avoid getting emotionally entangled in the discussion and see all the players engaged as well as their various interests and directions. The more knowledge a person has obviously, the more he can strategize and manage the sale at an advantage.

Composure also has other side effects that work to the benefit of the introvert salesperson. Being calm and collected has the general effect of putting clients at ease rather than being tense or defensive. Too often, aggressive salespeople are either not trusted or annoying. Potential clients clam up and walk away early when they feel they are being led down a path, often switching to another provider who comes across a bit more honest and less “salesy.” The introvert, however, gets around this problem.

There is no emotional push, no aggression, no hard sell. Instead, he comes in, provides the facts, identifies the problem the consumer or client has, and then offers a viable, practical solution. By getting the discussion away from questioning a salesperson’s honesty and back to focusing on the product or service, a sale and deal is far more likely. By allowing a sales meeting to be comfortable rather than an event of heavy pressure and hard-selling, the introvert is able to land sales where the traditional salesperson would find significant resistance and often fails.

Making the Connection

Introvert salespeople put a high priority on relationship building with customers and clients. They’re not into the deal for a single sale and then off to the next one. Instead, they are far more likely to build long-term streams of revenue by working with the same customers again and again.

Introvert salespeople understand and take advantage of the fact that it was 10 times easier to work with known customers than trying to develop a new relationship with unknown leads. Instead, they leverage known contacts and client interests to keep producing new sales again and again. This is done by focusing on win-win scenarios where both the introvert and the client both realize a significant gain in the deal negotiated.

Lending an Ear

Introverts have a keen, well-trained ability at listening to people. Often, customers want to tell people what they are dealing with, explain the issue, and discuss what really matters to them. Unfortunately, many sales people already have a script they feel they need to follow to make a sale. The two don’t mix. Instead, the customer ends up being turned off because the salesperson won’t do the most simply, easy thing in selling: listening.

Introverts, on the other hand, are quite adept at letting people talk around them. They take in all the details and statements, asking questions for more information, and getting the big picture that matters to the customer versus a script. In fact, many introverts will spend more than two-thirds of the sales meeting discussion asking the questions rather than wasting time on a pitch.

Listening provides access to key information, especially details that are valuable to allowing the introvert salesperson to connect with a client personally versus in generic terms.

In short, the strengths of sales introverts named above (composure, listening, and relationship-building) allow introverts to make in-roads where many of the best traditional salespeople can’t often break through. And they do it with far less effort, time, stress and cost.

————–

Alen Mayer, Chief Sales Introvert, helps sales people who identify themselves as introverts to be successful in sales by writing articles and conducting seminars on how to maximize introvert’s sales potential.  Find more of Alen

July 28, 2014

Is Your Employer Knowingly Destroying Your Career?

Filed under: Uncategorized — Paul McCord @ 12:24 pm
Tags: , , , , ,

If you work as an outside, commissioned salesperson, think about what your employer does:

Your employer pays for:

  • virtually 100% of your training
  • virtually 100% of your marketing
  • your gas, your cell phone, your prospect and client lunches and coffee meetings

Your employer is investing hundreds of dollars per month in your career.  Yet they:

  • knowingly allow you to waste time
  • knowingly allow you to blow off work
  • knowingly allow you to go home early
  • knowingly allow you to come in late
  • knowingly allow you to stand around and complain and moan with the other salespeople in the office
  • knowingly allow you to pad your call reports
  • knowingly allowing you to perform at a level far below your potential

Why would any employer pay for all of your training and marketing and then allow you to waste that investment?  Do you really want to work for someone who cares so little about the money they are investing in you—and ultimately so little about your future?  Do you really want to work for someone who says they want you to succeed, but then knowingly allows you to do those things that lead to failure?

What kind of employer is that?

That, however, is the employer for which the majority of salespeople work.

And if you work for that employer you have no one to blame except yourself.  For despite what your W2 says, you are your employer.  As a commissioned salesperson, you don’t work for anyone other than yourself.  You are your own mini company with a single client company that you sell for today.  You are leasing yourself, your knowledge, and your skills to your client company.  And if you are establishing strong relationships with your prospects and clients, you’re also leasing them to your client.

When you revoke your lease to the company you currently sell for and take on a new client, you’ll take all of your training, all of your skills, all of your abilities with you.  They don’t stay with your current client.  And if you’ve done a good job of building relationships with your clients, you’ll take them with you also.

One hundred percent of the time, money and energy you invest in your sales business are invested in you for your benefit, not the company for which you are currently selling.  No matter your product or service–autos, real estate, financial services, consulting, telecommunications solutions, or anything else, you are your boss, your employer.  And as such, you must hold yourself accountable for your actions and the dollars you invest in you—your company.

As an employer, what kind of employer are you?  Do you demand the best from your employee?  Or, do you allow yourself to just slide through the motions of selling?  Are you seeking to get the most from the time and money you invest in your company or are you satisfied to just get by?

As an employee, are you happy with your employer?  Do think your employer demands enough from you?  Does your employer demand you work to your full potential?

Just because you receive a paycheck and a W2 doesn’t mean that you aren’t self-employed.  In reality, you sign your own paycheck.  The company you are leasing yourself to simply verifies your company’s earnings and then signs those earnings over to you.

Don’t be fooled into believing that you work for IBM, or UBS, or Century 21, or any other “employer” other than yourself.  You are your own CEO, and like any other CEO, you must demand the best from your employee.  And as an employee, if your company isn’t capable or willing to hold you accountable, maybe you need to fire your employer.

July 24, 2014

Guest Article: “No Problem, No Need,” by Jim Keenan

Filed under: Uncategorized — Paul McCord @ 11:55 am
Tags: , ,

No Problem, No Need
By Jim Keenan

As sales people we are taught to find a need and sell to it. Needs based selling is what many of us have been taught from the early days. In almost every conversation I have with sales people on how to sell, the word “need” comes up. It’s without a doubt the most common term I hear sales people use when discussing how they sell and what sales is all about.

In almost all cases it’s explained as the “thing” a sale must be attached to. Need, is what sales people need to ferret out. Good sales people find need. The best sales people dig and search until they can find a need, then they sell to that need by telling the prospect how their product or service can fill their need. As good as it sounds, this approach is wrong and actually handicaps sales people.

Selling to a need assumes the customer has a need and more importantly, knows they have a need. The problem with this assumption is most sales opportunities are found because the prospect didn’t know they had a need.  They didn’t know they needed anything. They thought things were just fine.  Have you ever listened to someone sell to a need that didn’t exist?  It’s painful.  The customer says they don’t need the sales persons product, and the sales person flounders around looking for a need, while the customer says nope, I’m happy with my current product, yup, it does that, nope don’t need that feature, nope don’t need that, nope, don’t need that feature either. After about 5 min. if the sales person is lucky, the call is over, dejected and confused, they call the next poor soul, ready to find their need.

Here’s what’s wrong.

There is no need without a problem.   Trying to find a need without finding the problem is like trying to fish without a pond. NO pond, no fish. No problem no need.

A problem is when something can’t get done, a goal is being blocked, or when there is a hinderance to reaching an objective.   A problem is when something is preventing something from being achieved such as; information, knowledge, a tool, resources, insight, etc. Problems exist when things are missing.  The missing things is where the needs come in.

Rather than selling to need, find the problem. Don’t ask if the client needs something. Don’t look for need but rather for a problem.  Dig in to see how they are operating the business your product effects. Try to determine if they are happy with the results they’re getting. Ask if they are getting everything out of the current environment they want. Ask if they are on track to achieve their yearly goals. Ask if their competition can do things they can’t. Find out if they would like to get more out of the current environment. The key is to look for problems or even better show them they have a problem they didn’t know they had.

If you want to increase sales stop looking for a need.  Start by trying to identify a problem. Once you’ve found the problem, you then can start focusing on what they NEED to solve it.

All sales starts with a problem, everything else comes after. Find or uncover the customer(s) problem and everything else will take care of itself.

This is a great real life story on how focusing on need gets a “NO!” But, finding the problem gets a “YES!”:

What I Learned From a Franklin Covey Store Clerk

Be a problem finder.

Jim Keenan of A Sales Guy Consulting has over 15 years’ experience building and leading successful sales teams. Jim is a trainer, coach, consultant and innovator, working with sales teams and sales leaders across the spectrum.  You can catch more of his wisdom a his A Sales Guy Consulting Blog.

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