How to Get More Sales in Less Time by Jill Konrath

More, more, more! Faster, faster, faster! Have you ever wondered how you could get more sales when you're already working as hard as you possibly can?

Perhaps you've even tried a "time management system." They lure you in with the promise of squeezing more work and faster income generation into an already overcrowded schedule. The next thing you know, you're spending all your time prioritizing and organizing tasks.

In our hypercompetitive business environment, that's simply not enough. Why? Because you're not doing what really matters.

To really increase sales productivity today, the savviest sellers are leveraging new Sales 2.0 technologies to:

• Identify prospective accounts with immediate needs.


• Execute highly targeted account entry campaigns to get their foot in the door.


• Establish immediate credibility with decision makers.


• Close deals before competitors even know an opportunity exists.

If you're not using these new Sales 2.0 technologies, you're wasting tons of time. You're dialing for dollars hoping to find a hot prospect. You're spending hours scouring the internet for relevant prospect information or finding decision maker's names. Your messaging is hit-and-miss instead of aligned with your prospect's needs, issues, concerns and interest.

Unlike in the past, you don't need to be a genius to take advantage of the value these new technologies provide. I'm a technophobe, but was able to get up-and-running with minimal effort. That's how simple things have become.

Nor do you need to be a big company with deep pockets and an IT staff. Some of these new Sales 2.0 technologies are free, some have varying levels of services, while others cost a minimum monthly fee. But since the payback can be huge, the investment is well worth it.

Check out these technologies to find opportunities, develop relationships and outsell your competitors:

• Jigsaw: Use this huge online directory of companies and business professional to quickly identify who to contact in your targeted accounts. It's especially good for finding mid-level managers. Plus, you can create your own customized lists for free.
  
  

• LinkedIn: Use this online network to do more in-depth research on prospects. Learn about their job responsibilities, background and possible ways to develop rapport. Search your network for find possible insider connections that can help you land a meeting or close a deal.
  
  

• InsideView: This business search and intelligence application immediately notifies you of pre-selected trigger events in your targeted accounts or territory. Use it to identify companies going through mergers, receiving venture funding, expanding to new markets, under new leadership or more. As I point out in Selling to Big Companies, this is the best way to shorten your sales cycle.
  
  

• Genius: Use this service to track emails sent to your prospects. Whenever the recipient opens an email or clicks a link you sent, you receive an instant alert that the prospect is online and demonstrating interest by visiting your website. You'll even get a page-by-page replay of every web page the prospect visits, so you can focus your conversation on highly relevant topics.

• Landslide: This on-beyond CRM system has sales tools built into it that help sellers advance the process, not just track activities. Includes email prospecting tools, InsideView, Jigsaw and much more – all on your desktop. One big time saving feature? A human being that updates your accounts for you. Just call in and dictate your follow-up.

• GoToMeeting: Leverage GoToMeeting to set up initial meetings with prospects, demonstrate your system's capabilities or engage decision makers in discussions about important sales topics. Advance your sales process to the next step without having to jump on a plane!

You'll make a quantum leap in sales productivity when you start using these new Sales 2.0 technologies. It's how you can make more sales in less time! As my mother used to say, "Don't be penny wise and pound foolish. Invest in yourself today!

About The Author:

Jill Konrath, author of Selling to Big Companies, is a frequent speaker at annual sales meetings and professional conferences. Check out her new Great Sales Give website to get free sales training resources, plus have an opportunity to win valuable sales goodies. www.GreatSalesGive.com.

Jill Konrath also helps sellers crack into corporate accounts, shorten sales cycles and win big contracts. She is a frequent speaker at annual sales meetings and association events.



For more articles like this, visit http://www.SellingtoBigCompanies.com . Get a free Sales Call Planning Guide ($19.95 value) when you sign up for the Selling to Big Companies e-newsletter. 

Is Your Sales Team Creating Real Differentiation? By Tom Roth

To avoid the pitfalls of competing on price, salespeople are often told they need to “sell the value.” Another strategy is to “value-add,” by offering the customer extra services or product features without charge. While these strategies can be effective short-term, neither of these approaches produces a sustainable advantage. Selling the value implies that the salesperson either truly understands what the customer values, or that the value offered is perceived as significantly different from the competing offerings. All too often, neither one of these is true. At the same time, a value-add strategy has its own drawbacks. While it may sometimes win a sale, it produces customer expectations of “free-stuff,” it also erodes margins, and may be easy for the competitor to match.

Salespeople rely on these strategies, ineffective though they often are, because they find it difficult to achieve genuine differentiation based on something the customer values and is hard for the competition to replicate. But suppose a salesperson were able to create a highly differentiated offering that provides real value competitors can’t copy—because it is unique to the customer? The secret lies in going beyond features and services that are easily commoditized, and developing what Ted Levitt called “the potential offering.” Salespeople can achieve this kind of differentiation by looking beyond their product to all aspects of the customer’s experience across the whole process of buying and using a product or service. 

The Customer Life Cycle, as it is sometimes called, provides a lens for understanding the experience at four critical phases, from buying the solution through the end of its useful life. Each phase offers an opportunity for an innovative salesperson to find sources of differentiation. 

The Customer Life Cycle

The following four steps are typical of the customer’s experience with a product or solution:

1. Shopping—identifying the right solution and vendor options, establishing buying criteria, making initial screening decisions


2. Buying—bringing a product or service through the process of contracting, financing, and paying, and receiving supplies and equipment


3. Using—installing and using the solution


4. Disposing—upgrading, recycling, discarding, replacing

By looking at each of these areas from the customer’s perspective, salespeople can identify opportunities to expand the offering. This may involve providing additional services or add-ons as part of the solution, or offering options that add value and generate benefits the customer can’t get elsewhere.  

In the Shopping phase, for example, there is great variability in how efficiently companies go about sourcing suppliers and alternative solutions and how clearly and accurately they are able to define their search criteria. Suppliers can help by making their services and products easy to find and understand, and providing tools and expertise to help the decision makers clarify technology and other requirements, as well as criteria for selecting a vendor.

The Buying phase is usually overlooked by salespeople, who focus on their own company’s policies around contracts and agreements rather than on the needs of the customer. By better understanding how the customer buys, a sales organization can help the customer solve problems—offering leasing and financing options, for example, or helping the customer with elements of the purchase such as taking delivery of equipment or supplies.

Example: A salesperson selling janitorial and sanitation products to a group of hospitals came up with the idea of using a system similar to the one used for reordering pharmaceuticals to automatically reorder the janitorial products as they were being used up.             

Although Usage and implementation are where most companies consciously add value to the offering, few look beyond initial installation and conventional service contracts. This is an area where innovation and in-depth understanding of the customer’s priorities and business processes can produce creative ideas for offering benefits unique to the customer.

Example: A salesperson working with a large distribution company helped them increase the efficiency of their warehouse operations by bringing in an expert from her own company to change the way products were being coded. 

 Depending on the product or service, the salesperson may be long gone by the time customers reach the Dispose phase of the Life Cycle. Today, there are many new opportunities to differentiate at this point. Companies are beginning to emphasize recycling and reusing as “green” becomes a corporate value and goal. Salespeople can look for ways to help companies that must discard equipment or byproducts, provide options for recycling, or reuse of part or all of the product/equipment.

Example: A salesperson for a company that sells paper products developed an innovative way for his company’s customers to help their customers recycle used office paper, helping increase sales and customer loyalty. Another company provided a way for their customers to dispose of empty containers for one of their products that came in the form of an aerosol spray.

 In a world where it is very easy for competitors to quickly duplicate even the most unique product features, it is still possible for a supplier to create a differentiated offering through creating individualized customer value competitors can’t easily provide. To help ensure your salespeople are expanding your offering to full potential value for each customer, ask yourself whether they are looking in the right places, across the full range of the customer’s experience with your company, products, and services.

Sidebar Quiz

Is your company reaching “full potential” value for customers?

1. We make it easy for prospective customers to find us and understand our products and services.	Y   N
2. We have the capability to offer expertise, tools, and other assistance to help customers determine their criteria for a good solution and which solutions best fit their situation.	Y   N
3. We offer various approaches for customers to acquire our products and services, such as different payment options, leasing, financing, etc.	Y   N
4. We can and do help customers with logistics and other issues related to receiving our products and services.	Y  N
5. We provide flexible options for support and assistance to customers in installing, implementing and using our products and services.	Y  N
6. We have a range of options available to help customers recycle, reuse, reduce waste, upgrade, and dispose of our products at the end of their useful life.	Y  N

If you answered Yes to all six questions, congratulations on meeting the criteria for creating a differentiated offering for your customers. You may, however, want to ask yourself whether all of your salespeople are consciously applying a Life Cycle strategy and are maximizing the potential for every customer.

If you answered No to all or most of the questions, you might want to raise your sales team’s awareness of the possibilities offered by a Life Cycle analysis and begin to ask them to explore how to better differentiate by finding opportunities at each stage of the Life Cycle.

If your answers were half and half, analyze the questions to which you answered No, and identify where you may be missing additional opportunities at some stages of the customer’s Life Cycle. Explore possibilities with your team, and raise their awareness of the value of looking across all four phases for differentiation opportunities.

To learn more about how to employ a Life Cycle approach and other differentiation strategies, contact Wilson Learning at www.wilsonlearning.com or 800.328.7937.

# # #

About the Author:

Tom Roth is President of Global Solutions Group for Wilson Learning Worldwide. With over 27 years experience developing and implementing human performance improvement solutions, he brings valuable expertise and strategic direction to the company. He assists executive leadership teams with issues related to employee engagement, leadership development, strategy alignment, and business transformation. Roth is the co-author of the book Creating the High Performance Team, and is a frequent international speaker representing Wilson Learning’s point of view on a variety of issues, including leadership, employee engagement, change, strategy implementation, and customer engagement. He is published in numerous business publications.

To learn more about the concepts shared within this article and how Wilson Learning can assist you in addressing these issues, contact Wilson Learning at 1.800.328.7937 or visit www.wilsonlearning.com.

In Sales Little Things Mean Everything by Jim Meisenheimer

In sales little things mean everything. I've always
believed this to be true.

Once again, I was reminded how important the little
things in life are.

About 10 days ago I had the privilege of working with
a golf professional and a tennis professional.

You see, they're in business together and wanted to
sharpen their selling skills.

So I put together a 2-day program tailored to their
specific needs.

At the end of the first day I offered to take them
to dinner.

We went to the Stonewood Grill & Tavern.

Sarah was our server.

She was friendly, very attentive and had a big warm
smile. I asked her what kind of Cabernet was on the
wine list.

She mentioned several and I asked her which one she
recommended. She said there were two favorites but
she recommended the Coastal Oaks Cabernet.

Like you - I've been to lots of restaurants.

Sarah did something no one has ever done before.

She came back with two bottles of beer - for the golf
and tennis pros.

And she had two wine glasses and two bottles of
Cabernet. She said, "I thought I'd let you try both."

I tried both and like the one she recommended better.

She was happy and I was even happier.

You have to admit, what Sarah did was a little thing.

Okay - so how come no one else has ever offered two
samples to try for me?

Sure it's a little thing, but it had a big impact.

I just told 22,457 newsletter subscribers about my
experience with Sarah at the Stonewood Grill & Tavern.

If you stop and think about it, I'm sure there are
any number of little things you could be doing for
your customers.

Dozens of restaurants have closed in Sarasota during
this recession.

Most restaurants mistakenly think they're in the "Serving food business."

Wrong - they're in the "Serving customers business."

Isn't take brains to hang up a "Going out of
business" sign.

It does however take brains, passion, enthusiasm,
and enormous energy to exceed your customer's
expectations to keep them coming back for more.

Keep looking for ways to exceed your customers
expectations.

Make them laugh!

Surprise them often!

Learn how to upsell and cross sell.

Ask your customers "How can we do it better?"

Take pictures of your customers using your products.

Develop an attitude of gratitude with regards to
your customers.

Collect snail mail and e-mail addresses so you can
creatively keep in touch with your customers.

Regardless of your business always ask for referrals
and introductions so you can keep growing your
business - even during a recession.

And please don't ever forget - in sales little things
mean everything!

About
The Author:

Jim is a
Sales Strategist and is the creator of No-Brainer Selling Skills.
He shows salespeople and entrepreneurs how to increase sales,
earn more money, have more fun, and how to do it all in less
time. His focus is on practical ideas that get immediate results.
He offers Advanced Sales Management Workshops, Sales Coaching,
Consulting, In-house Sales Training Programs, and a wide variety
of Learning Tools i.e. books, special reports, sales manuals,
and CDs.Jim Meisenheimer
is a member of The National Speakers Association, where he earned
the C.S.P. designation, Certified Speaking Professional. He
has authored five books including, "The 12 Best Questions
To Ask Customers," and the recently published “57
Ways To Take Control Of Your Time And Your Life”.

Websites: http://www.startsellingmore.com/

http://www.meisenheimer.com/

 

Close More Sales with This One Technique by Mike Brooks

I talk a lot about the techniques that separate the Top 20% of the money earners from the other 80%.  As you know, this ezine is dedicated to providing you, often word for word, with the exact tools, tips and strategies that you, too, can use to become a Top 20% producer.

Today I'm going to share with you one of the easiest and most effective

ways to close more business.   And it all starts with what you say when

you call a prospect back to close the sale.

First, here's how 80% of sales reps begin their closing calls:

“Oh hi, this is _______ with the XYZ Company.  I'm calling to follow up on the (proposal, information, etc.).  Did you have a chance to review that?"

Or, another equally weak opening most sales reps use is:

“Hi, this is ________ with the XYZ Company, how are you?  Good, I was just calling to see if you received the demo we sent to you?”

This is the worst way to begin your closing call!  First, you're giving all control over to your prospect – now why would you want to do that?

Second, you're just opening yourself up for a stall or put off – “No, I haven't had time yet, why don’t you call me back next week?"

If you want to be a Top 20% closer, strike the phrases “just calling to follow up" and “just wanted to see if you..." out of your pitch – FOREVER!

Here is how the Top 20% start their closing calls, and how you can instantly begin to close more business starting with your very next call:

“Hi _______ this is ______ ______ with the ABC Company.  You know, I've been looking forward to getting back with you and getting you started with our (award-winning newsletter, number one industry ranked product, world-class service -- fill in your product/service/investment here).  I know you'll be as happy and satisfied as my other clients are.

Now, I'm sure you’ve (read the brochure/watched the demo, etc.), and I'm sure you see how it can help you (give a benefit they are looking for).

My question is: do you want to start with our professional position of _______, or does the _______ position work better for you?”

Now shut up and listen.

Earth shattering to you?  Perhaps it is.  But so will be your results.

This works on so many levels:

1) First, you're asking for the deal right away (and you’ll be surprised by how many are ready to buy on the spot!)

2) Second, it immediately starts the close on an assumptive and positive note.

3) And third, you eliminate introducing any put-offs and stalls.

4) And best of all, you immediately get the prospect to tell you where they stand and what they're thinking, and what direction you need to go in to make this sale.

While this technique may seem simple, it is powerful.  Don’t be afraid to use it with each prospect you call back – you will never scare away a real buyer!  What you will do is expose all those non-buyers who now take up all your time and drain your energy.  Wouldn’t you like to know upfront who they are?

I guarantee that if you begin using this approach on every sales call, you will be well on your way to doubling (or more!) your closing percentage and income.

But don't take my word for it -- try it for yourself and let me know your results.

I look forward to hearing from you…

If you found this article helpful, then you will love Mike’s ebook: “The Complete Book of Phone Scripts,” which is packed with word for word scripts and techniques that you can begin using today to make more appointments and more sales.  You can read about it by clicking here:

http://www.mrinsidesales.com/scripts.htm

Mike Brooks, Mr. Inside Sales, works with business owners and inside sales reps nationwide teaching them the skills, strategies and techniques of top 20% performance. If you’re looking to catapult your sales, or create a sales team that actually makes their monthly revenues, then learn how by

visiting: http://www.MrInsideSales.com

 

The Presentation Prep Script by Dan Adams

Q:   I work for a high technology company offering software and technical services to major corporations. I have a major presentation coming up and I'd like to know what I can to to insure my success. Any help would be appreciated.



Thank you,

Alaina

Chicago, IL





A: Great question Alaina. Let's start with what your overall goal should be for your presentation. Is it to differentiate your product? No, that is secondary. Your overall goal is to differentiate yourself in a positive way in the eyes of the customer. Presentations provide an excellent opportunity for you to accomplish this goal. There are several best practices superstars utilize when planning, preparing, delivering and following up on presentations or demonstrations. One is called the Trust Triangle Selling Presentation Prep Script. Look for more presentation best practices in future Trust Triangle Selling newsletters.







The superstar abides by the principle that when making a presentation there is no such thing as a "Standard" presentation. All presentations are customized for each particular client.  



Here is how you would use the The Trust Triangle Selling Presentation Prep Script. Prior to the presentation you should call or visit each key attendee and say something like this:



YOU: "Hi, Dr. Simpson, this is Alaina."



CUSTOMER: "Hello Alaina, I guess we have a meeting set up soon, right?"



YOU: "Yes, thank you very much for agreeing to attend my presentation. Your time is extremely valuable and I want to make sure I use it as efficiently as possible. I will be customizing a presentation specifically for you. Could you please review the top three points that you would like me to  cover during my presentation?"



This first paragraph is really important. When you acknowledge the value of your customer's time, you are showing your customer empathy and concern. At the same time, you are probing for key decision making criteria.



CUSTOMER:  "Sure, it will be important for you to be sure to cover A, B, and C"



Now that you know these three points, you have an opportunity to use a Change the Game strategy in your favor by suggesting additional topics that the customer has not volunteered. What are the obvious topics that you will cue up with your customer?  Your unique competitive advantages. You are simply getting confirmation from the customer that he has a need for your unique advantage while getting permission to review it during your formal presentation. So you may respond:



YOU: "Great, thank you. I noticed that you did not mention D & E. Several of my other clients have indicated that these two issues were of prime importance their decision. Should I highlight them also?"



You are fully aware that D & E are your unique competitive advantages. This is a 'similar situation close' when you indicate that others have found these key issues essential.  

   

CUSTOMER: "Hmmm, yeah, in fact, D is really essential to the success of this project. I would definitely be sure to cover that topic."



You know that your presentation will cover ABCD.  Now you must get these issues prioritized.

 

YOU: "Ok, sure. So you have told me that I should be sure to cover ABC&D. Could you please help me to prioritize those four topics?"



CUSTOMER:  "Sure, D is the most important to me followed by A, C and B".



YOU: "Great, thank you very much for your input.  I'm looking forward to our presentation. Give me a call if you can think of anything else you would like me to include."



 

During this conversation you must take detailed notes for two key reasons: First, so you can compare your notes from your meetings with the the other key presentation attendees and customize your presentation outline to your customer.  This customized outline, summarized on one of the first slides in your presentation, will help you gain credibility. Second, you will use some of the quotes from your interviews to hammer home your key unique competitive advantages. Here's how you use the quotes. On the slide immediately before you begin to discuss your unique competitive advantages be sure to insert a slide that contains a customer quote in big bold letters. This is a perfect intro to your slides that follow. In the example above the quote would be: "D is really essential to the success of this project".  You insert this quote immediately before discussing your powerful "D" capabilities. People love seeing their ideas broadcast in bright lights. You are earning trust by showing that you have listened to your customer's needs and concerns. Your specific situation will dictate whether or not you will indicate the source of the quote. 



Good luck, and Close 'Em.

About
the Author:

Daniel Adams, author of Building Trust, Growing Sales,
and creator of Trust Triangle Selling™ helps corporations
improve their profits by optimizing the performance of their sales
teams. He is a frequent and popular speaker at national sales
meetings, workshops and association events. You can visit his
web site and read his other articles at www.trusttriangleselling.com.

What’s Wrong with This Cold Call? - What Advice Would You Give? by Jerry Hocutt

My intercom buzzed.  “Line 1.  Sounds like a cold call.  Couldn’t understand her name.  Sounds like Stacy or Tracy.  Something like that.  Couldn’t catch the company name either.”

When I picked up the phone, the caller quickly said her name, but I still couldn’t catch it.  She said her company name, which I also didn’t understand.  Without taking a breath she said her assistant saw my website about sales training, and followed with “We’re looking for a radio talk show host on sales training.  Would you like to do this for one hour each day for the next thirteen weeks?”

All the above happened in less than 45 seconds.



Can you predict the answer?

How would you have answered her question? 

If she asks you for help in improving her next call, what will you tell her?  What did she do right?  What did she do wrong?  Could she, or should she, be able to predict the outcome of her calls if she keeps using this script? 

Her call wasn’t all bad.  She scored several points.

1. She made the cold call.  That’s good.  I respect her for that. She took the initiative.


2. She did some basic research by finding my website and learning a little about me.


3. She was enthusiastic. 

Advice I would give if asked (but wasn’t)

1. By not clearly stating her name and company name, there’s no connection and people find it easier to say “Not interested” and hang up.


2. By not saying her name clearly, she puts the prospect in an embarrassing position, because most people won’t ask for her to repeat the name.  But I was curious, so had her send me an email so I could see the name.  Her name was Tacy; not Tracy or Stacy.  If she’s known that people have difficulty with her name (and I’m sure it’s happened more than once), she should introduce herself as “Tacy – like Stacy but without the S.” 


3. When identifying her company, she didn’t say the name clearly.  Problem is, now I’m confused about two things: her name and her company.  Are they both legitimate?  Did she gloss over the names on purpose?  As a result, I’m not paying attention to her spiel because I’m trying to figure out who she is and what she’s up to.  I’m not interested.  Or curious.  I’m wary.


4. She asked if I wanted to be a radio talk show host.  Now why in the world would she ask me that?  That’s crazy!  She hasn’t even asked me a qualifying question yet.  Like, oh, I don’t know, “Have you ever been a radio talk show host?”  Or, “How good are you at interviewing guests?”  Maybe, “Can you even speak in coherent sentences?”


5. But she did ask if I was interested.  “Would you like to do this for one hour a day for the next thirteen weeks?”  Huh?  In less than 45 seconds we’ve gone from a cold call to making a major decision that will require a minimum 65 hour commitment of my time.  And that’s not counting the hours of talk show prep work that could easily triple the hours she’s asking for.  She’ll get a decision, but it’s not the one she’s hoping for. 


6. I did have a question in the back of my mind if she cared to ask.  But she didn’t.  So I asked (correctly predicting the answer already): “What will I get paid?”  Ah, there’s the rub.  I wouldn’t get paid.  The fact of the matter is, it would cost me $6700 to be my own talk show host.  Plus, I’d have to find my own guests, and produce the show.  I’d have to learn the skills of a radio talk show host on my own.  Now I’m no genius, but I know it took me years to learn how to be a professional speaker.  And I’m sure there’s no shortcut for being a professional radio host either.


7. What she was selling was not for me to be a successful radio talk show host.  She was selling a $6700 package of airtime they had the rights to; she could care less whether I bombed as long as she made her commission.


8. Bottom line: well, you already know that.  It had a scam feeling about it.  But I found her company does have a large Internet presence, it’s well known, and they’re probably respectable.  So was Bernie Madoff at one time.  But in 45 seconds the call was over, the sale was lost, the relationship forever ended.  Maybe her technique works on those with big egos who may jump at the chance.  I don’t know.

My advice to her in a nutshell

Be clear about who you are, who you represent, what’s in it for customer, what it costs, and never – ever – ever – ask for a yes or no, $6700/13 week commitment-decision to buy on the fist cold call.  She raised too many red flags, created too many suspicions, and lost trust.

But that’s just me.  What’s your advice?

About The Author:

© 2009 Jerry Hocutt. Read more articles by Jerry at his blog http://footinthedoor.squarespace.com/journal and listen to a free preview of his CD/MP3 audio program Cold Calling for Cowards® at http://www.footinthedoor.com/freepreview.html.

For more article, visit Jerry's new site http://www.salesposse.com.