Will Pitching Add Ons At The End Of Your Sales Call, Blow It? by Jim Domanski

You've made the perfect sales call. The customer is happy and the moment to suggest a complementary add on product or service seems glorious.

But is it?

The moment a client says yes to a sale is the moment of vulnerability where contentment could turn to disappointment. An inappropriate cross sell or up sell delivered poorly could sully the moment, turn the client off, negate future sales and possibly, blow the initial sale. On the other hand, a well delivered add on can increase client satisfaction and increase the value of the sale.

So, how do you pitch an add on without jeopardizing the sale and future sales? Here are ten tips on how NOT to blow the add on opportunity.

1. Get The Bird In The Hand

An add on sale is about finesse; it's about delighting the client with a complimentary item through a cross sell or an up sell. To accomplish that objective you must first satisfy the client's initial wants or needs. Handle the inquiry or take the order or do a needs analysis or provide a recommendation. Do whatever it takes but make certain that you get the bird in the hand before you go for the two in the bush.

2. Use A Verbal Bridge

Perhaps one of the most effective ways to ensure you don't blow it is to present your add on in a casual, easy going, 'no-big-deal' manner. This tends to put the customer at ease and makes him more receptive to your suggestion. The secret to doing that is by using a "verbal bridge" that alerts the client that there is something else to consider. For example,

"Oh, Chris, while I have you..."

"Pat, thank you for that order...Just one more thing before I let you go..."

"Todd, before we conclude..."

"Ms. Cruise, I'm not sure if you need any, but do you require..."

Notice the verbal bridge has two parts. The first part is the use of the client's name. Not only does this personalize the moment, it gets the client to listen and focus very closely to the next 10-15 words.

The second part is a parenthetical-like phrase that suggests the next remark will be short, fast and simple. This is important because the sale is about to conclude and the client wants to move on to other things. By alerting customers that whatever the rep has to say will be brief and easy to handle makes them that much more receptive.

3. Make Sure The Item Is Related

Increase your chances of success by making sure that whatever add on item you suggest is related to the original purchase. Non related items can annoy the client and blow the opportunity because they are not relevant and you've wasted their time. So, for example, if a person buys a lap top, a carrying case is a practical and related item.

This means you have to be prepared ahead of time so that you're not struggling to think of an item at the last moment. Identify your top ten selling products and list one or two related items for each of those products. Commit these to memory or build a chart to help remind you.

4. Provide A Simple Explanation

This is something many reps fail to do properly and consequently blow the cross sell or up sell. While the add on should be a simple and spontaneous decision to make, increase your odds by providing a crisp explanation of why the client should buy it. This means referencing a benefit. If you recommend a carrying case for the lap top you might say,

"Oh, Kevin, while I have you, have you given any thought to a carrying case? They're less that fifty dollars, well padded, and they'll really protect your new investment from damage."

Everyone knows what a carrying case does but reminding the client of the benefit and explaining the minimal investment required gives the client an extra reason to say yes.

Keep your message short and sweet. The add on should be logical and easy to understand. There is no need to belabor the point.

5. Keep The Investment To Within 25%

Make the add on sale easy to buy by making it affordable. Your add on item should be no more that 25% of the purchase price. This means if primary purchase item was $1000 dollars, your add on offer should be no more than $250. Studies indicate that this value is something that does not require a lot of thought or a lot of justification. It's not a major buying decision. But beyond that the sale takes a different scope and dimension.

6. Deliver It Well

Surveys also indicate that the delivery of the message is absolutely vital to success. A dull, disinterested tone conveys your lack of interest; when delivered too fast it creates distrust.; stutter and sputter and you'll look tentative and uncertain. Your delivery should be smooth, casual and easy going. This is why the verbal bridge is so important.

7. Close The Add On

There are two ways to close the add on. One way is to simply ask, "Would you like me to add that to the order?" It's quick, efficient and gets every one on their way. The other way is a little more passive. Present the add on and then don't say a single word. The silence allows the client to contemplate your recommendation and make the decision on his own accord. But whatever you do, don't blather on and clutter the moment.

8. Step Away From The Objection

Objections handling can truly blow the sale. This is critically important and may be contrary to the advice that other trainers and consultants might provide. If the client tosses out a lame, smokescreen objection about the add on, accept it. Do not try to 'overcome' the objection. Let it go.

The client purchased the primary product and is not anticipating the secondary offer. Trying to overcome that objection can make him feel uncomfortable. An odd thing occurs at this stage of a sale. When your client agrees to buy something there's a subtle shift in the dynamics of the sale. At a subconscious level, the client expects a certain degree of gratitude from you. It's like you are in their debt. At the same time, they don't want to feel like you're taking advantage of the moment by pushing additional products on to them. Respect that moment.

If they balk, step away from the objection.

9. Don't Push Your Luck

Make only one attempt at presenting an add on. If the client rejects at your offer, don't make a secondary recommendation much less a third. Similar to the point above, the client's tolerance level drops markedly if you try too hard. You become cloyingly annoying and you WILL sully the moment and you may even lose the initial sale.

10. Thank The Client

If they buy the add on, thank them but do not make a big fuss out of it. If they do not buy be gracious and humble. Simply say, "thank you for your order" or "thanks for calling" or "we look forward to helping you again' or words to that effect, and conclude the call.

Summary

Add on selling is a great way to increase the value of the sale but do not blow the moment. Follow these 10 tips and you will delight the client and get the sale.

About The Author:

Teleconcepts Consulting works with companies and individuals who struggle to use the telephone more effectively to sell and market their products and services. For more information on consulting services and training programs, articles, and other resources visit  www.teleconceptsconsulting.com   or call 613 591 1998.

Expect To Win by Jim Meisenheimer

Expectations are like a two-sided coin. Heads you win, tails you lose.

You can expect the best outcomes or you can expect the worst outcomes.

You can expect to win or expect to lose. It's your choice.

Our lives are loaded with expectations. Our expectations influence us and influence others as well. Let me give you a few examples.



Medical

There's an interesting article in the current issue of Forbes Magazine. The title is, "The Nothing Cure." It seems like Ted Kaptchuk, of Harvard University, has helped people suffering from irritable bowel syndrome.

His cure is nothing more than "fake acupuncture delivered with lots of warm talk from a sympathetic acupuncturist - without using needles." The article cites a trial which included 262 people suffering from severe irritable bowel syndrome. Amazingly - 62% of the people who received the fake treatment got better.

Here's what Kaptchuk says about the results. "Our own will, imagination and belief can modulate the course of illness." Researchers are finding that expectations that a treatment will help, will help produce lasting effects on symptoms of many diseases.

Let's see if I got this right. Simply expecting to feel better after a placebo treatment can actually make you feel better.

Your expectations matter!



Golf

My wife and I are members of the Lakewood Ranch Country Club. Bernadette and her friend Alexis entered the women's member member matchplay event. Even though they both have high handicaps they won their matches and made it to the finals - last Saturday.

Three days before the final event Bernadette took a one-hour golf lesson.

I expected her to win. I even wrote her a note which said, "Every day, in every way, your golf game is getting better and better. Go out and play like you've never played before!

Expecting to lose never entered her mind. She expected to win.

And guess what - she did and won the event with Alexis.

Expectations matter!

Sales

Did you ever expect to get clobbered on your pricing? Sure, who hasn't?

Then during the sales call, you get clobbered and start thinking, "I knew that was going to happen."

In this case, you can expect to get clobbered on your pricing, or you can expect to get a better price for your product. Two different expectations with two different outcomes.

Expectations are the ultimate equalizer for entrepreneurs and professional salespeople.

Always expect the best outcomes and you won't be disappointed.

Your expectations matter.



Sales Management

Hey - if you're sales manager always expect the best selling results for every one of your salespeople.

Expect your salespeople to win and they will!



Finally, "If your will, imagination and beliefs can modulate the course of an illness," then maybe your expectations can influence the outcome of your next sales call. Just something to think about.

I believe actions follow thoughts. Why have negative thoughts when you can choose to have positive thoughts?

How you think is everything about everything in sales.

Why expect to lose, when you can expect to win?

Always expect the best outcomes for yourself.

Always expect to win!

About
The Author:

Make sure you check out Jim's Sales Trailblazer program: http://salestrailblazer.com

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/

8 Must-Have Qualities for Achieving Sales Success by Paul Cherry

Performance Based Results interviewed 400 highly seasoned business-to-business sales professionals. With their help, we’ve identified eight qualities you want to look for when hiring the right candidate, or when coaching a current sales performer to achieve maximum results:



1) Being Creatively Persistent.

There’s a fine line between persistence and pushiness, and a smart sales professional knows how to toe that line. When good salespeople hit a wall — unreturned phone calls, no response to e-mails — they don’t give up easily, but they don’t make pests of themselves, either. Such a person will find ways to reconnect before an opportunity withers away. It’s not just a matter of leaving call after call in his contact’s voice mail. In order to connect, he’ll talk with the gatekeeper, the executive assistant, and others in the organization. He may call or even show up in person at odd hours, like 7 a.m. or 7 p.m., or even make phone calls on a Saturday morning.



When great sales people reach a sales stall, they approach the situation from a new angle. For example, one sales person was trying to reach an organization’s VP of Sales for months, with no response. So he bought notepads made to look just like a $100 bill and wrote a note to the VP reading, “Let’s turn this into real money for you and your sales team!” He crumpled it up, threw it into an oversized envelope, and mailed it to him. The client got a laugh, called him back and got his business after a great meeting that really got a good dialogue going.



2) Being Passionate.

Persistence and passion typically go hand in hand. A good salesperson is passionate — that is, he truly believes in his solution. He’s hungry, motivated and competitive. This sales rep is a doer, not just a talker. He doesn’t blame the economy, or competitors’ lower pricing, or waste time whining about possible weaknesses in his product compared to the competition. He’s got great ideas, and they’re measurable by the number and quality of his activities. Passionate salespeople create their own opportunities instead of waiting around for them!



3) Prospecting for New Business.

The key is for salespeople to actively seek out new business relationships rather than limiting their sales efforts to a dwindling customer base. Leveraging and strengthening an existing customer base is important, to be sure, but it’s all too easy to become complacent and keep calling on the same customers. Sometimes the relationship has run its course. In an economic climate like the one we’ve been in recently, a once promising customer may now be in dire straits, possibly due to mergers and downsizing, so the salesperson’s timing is off. He’s better off investing his time and efforts on fresh new opportunities. Good salespeople are always looking to develop new business relationships, not waiting until their current well runs dry.



4) Planning Before the Call.

Great sales people always bring value on every call. They plan and strategize their key accounts. A lot of sales reps like to “show up and throw up.” Depending on the complexity of the account, up to 50% of the outcome of a major sales call is determined before even one word is exchanged. Good salespeople are thinking about multiple plans. In fact, they’ve already figured out Plans A, B and C before they even walk in the door.

Checking the customer’s Web site is a good start, but great salespeople go further. They’ve done their homework, having read trade publications, talked to insiders about industry trends, researched industry blogs such as Technorati for more insider information, news of competitive threats, and political and internal issues. They keep up with issues and obstacles that can negate or catapult an opportunity. That’s why it’s vital for salespeople to become business advisors to their customers — someone who can provide value-added information to drive opportunities forward.



5) Developing New Relationships in Established Accounts.

When a salesperson wins an account and develops good rapport with a buyer, he tends to gravitate towards that relationship, becoming protective of it. But when he does, he might fall into the trap of being too cautious. He may fear that if he digs too deep in trying to build new relationships, he’ll step on his contact’s toes or offend him some other way. The sales rep may think, “If I’m going to reach out for other business relationships when I already have this relationship in place, this person will help open doors for me.” But when his contact says, “Oh, you don’t need to contact anyone here but me,” that’s a red flag signaling that he really should be reaching out to others in the organization. Relationships can turn on a dime. Even if a sales rep thinks he’s got it made with a particular account, if he suddenly loses this business relationship, he’ll find himself starting from scratch. Therefore, it’s so important to leverage existing relationships and insist on gaining access to other decision makers and influencers. As a result you and your customers will continue to grow.



6) Asking Great Questions to Uncover Buying Needs.

Most salespeople have the best intentions, but without realizing it, they’re often doing more talking than listening. Asking the right questions allows you to qualify if there is an opportunity to pursue, and if so, how pressing is the prospect’s need? Who is involved? How are decisions made? What’s the unique criteria your prospect looks for in a vendor relationship? What are the underlying motivations? What kind of budget do they have to invest with you? A great sales rep shows genuine interest and listens, but asking and listening go hand-in-hand.



7) Selling Value.

What if a good salesperson takes pride in his premium product or service, only to be told his price is too high? Not necessarily a problem if he’s already asked great questions of all the right people in the organization and done his homework. By then, the sales rep understands his customer’s needs and issues, and where the customer wants to go. Because the sales rep understands, he’s easily able to justify why the customer needs to make that initial investment in the rep’s solution over competitive choices.

Sure, the customer can pick other options, but there’s always the implication that if he were to do so, the risk would be too great. Let’s say the customer went with a lower-priced computer system of lower quality. A glitch in the customer’s computer system causes it to crash, bringing everything in the company to a standstill for the rest of the day. That could cost the customer thousands of dollars, easily wiping out what he saved when he bought that cheap system. Or let’s say a delivery to the customer’s customer was a day late. That’ll not only cost the customer big bucks, it could cost the salesperson a client! Good sales reps thrive on selling value because the additional investment in choosing a premium service fully outweighs the potential cost of doing business with a cheaper but inferior alternative.



A sales person in our study shared the following example. A doctor was looking to invest in an expensive piece of radiographic equipment for surgery on patients with spine issues. Treatment with this device costs $2,000 per patient. The doctor ended up spending a good $37,000 on the device, about 25% more than what the competition was offering. However, if he’d bought equipment of lesser quality, and that inferior machine went down for even one day, it would mean the difference between the doctor helping 12 patients (his typical per-day average) vs. being unable to help any patients! Do the math: 12 patients times $2,000 = $24,000! So you see, equipment that performs well saves money (and in this case, patients) in the long run.



8) Getting Customers to Commit.

Salespeople must make customers commit to achieving some form of closure, some kind of outcome to each sales call. Even if the salesperson doesn’t get an agreement on an order right away because multiple steps are required, that’s okay. This salesperson knows he won’t be satisfied with just leaving some literature and promising a follow-up call. He always has a purpose, a call to action. It could be as simple as the sales rep scheduling a follow-up meeting with other parties, or an appointment to return to demonstrate a product or service to the customer, or bringing the customer and his boss to visit and evaluate the salesperson’s facility — whatever it takes for the sales rep to encourage customers to continue the sales process by getting them to invest time and or resources, demonstrating a willingness to keep the sale moving forward.

About the Author: 

Paul Cherry is Managing Partner of the Philadelphia-based sales and leadership training organization Performance Based Results. Recognized as the leading authority on asking the right questions to win in business and in life, Paul is the author of the top-selling book Questions That Sell (AMACOM) and the upcoming book  Questions That Lead.  Paul can be reached at 302-478-4443 or e-mailed at cherry@pbresults.com

This Is Not The Time To Focus On Trivia by Tim Connor, CSP

               Words of wisdom for this week.   

"All mankind is divided into three classes: those that are immovable, those that are movable, and those that move."  Ben Franklin

Trivia - a collection of insignificant or obscure items, details, or information.  Sound familiar?  Is the trivia in your organization getting in the way of your growth, profits, success, effective communication or overall performance?   It’s really hard to know if you have numerous locations, over 10 employees, a heavy top-down management style, a micromanagement corporate culture or you are just flat out too busy to sit back and view your organization from a unique or different perspective.  But I will go out on a limb here and bet – that somewhere in your organization the Trivia is getting in the way of your growth, sales, profits or overall organization or department performance.

What is corporate trivia?  Well the list is far too long to illustrate here but I will share a few examples to justify my previous statement.

If you were to take any department in your organization such as – operations, finance, sales, administration, distribution, R & D, customer service or any other piece of your business it would be hard to believe that in each business area there are not some: politics, personal agendas, egos, sacred cows or areas of conflict that are getting in the way of that departments or the other areas of the business that they routinely interact with each others effectiveness and performance.

I define trivia from a corporate perspective as the unimportant “stuff” that gets more attention than it deserves or tends to get in the way of major decisions, actions or initiatives by individuals or groups of individuals.

Let me give you just two of the things that I have witnessed in the past several months.  And these are real examples not ones I have conjured up just for this article.

-At a weekly management staff meeting that I attended for a client the group spent over an hour discussing how to improve top-down communication.  The problem was that there were only 3 people in the room (out of 15 managers) who contributed to the discussion.  The President, CEO and CFO did all of the talking.  Trivia?  Well, if you have a communication problem in your organization that’s not trivia but if you get hung up on the details rather than the root corporate cause you’ll never solve the problem.  It became clear to me after only a few minutes that this was a total waste of time if senior management was unable to engage the entire group.

-During a recent regular weekly sales conference call with the entire sales staff who are spread around the country the VP of sales wanted feedback on why a certain customer in one of the 20 sales territories was unhappy.  The conversation on this topic took up half of the total call time.  And yet there were over 45 salespeople on the call.  Now I ask you, do you think the other 44 people got much out of that call? 



Why didn’t the VP just have an individual conversation with the representative involved?  Later he explained to me that this problem could become a problem for other salespeople in the future. My response – were there some vital timely issues that did not get discussed during this call because of the extra time spent on this topic?  I’ll let you guess what his answer was.

Trivia takes many forms but I have learned that almost all of it is grounded in the – corporate culture, feedback mechanisms, communication patterns or the predominant management style of the organization.

About
The Author:

Tim Connor, CSP World renowned Speaker, Trainer and best selling
author of 67 titles, Box 397, Davidson, N.C. 28036 USA, 704-895-1230
(voice) - 704-895-1231 (fax) - tim@timconnor.com (email) - www.timconnor.com (Website)

TO HIRE
TIM - CONTACT;

Tim Connor,
CSP

Speaker, Trainer, Best Selling Author

Box 397 Davidson, N.C. 28036 USA

704-895-1230 (voice) 704-895-1231 (fax)

tim@timconnor.com (email)

www.timconnor.com

How to Immunize Yourself Against Tough Economic Times by Jill Konrath

Selling in today's economy is tough. And, it's likely going to get a lot tougher in the upcoming months. That's not news that we want to hear, but it is the reality we face so it makes sense to address it head on.



Recently I noticed that 465 fewer sellers get my newsletter today than 3 months ago, even though I've added tons of new subscribers. Why? Dead email addresses. I can only surmise that these sellers have lost their jobs. Ouch!



So let me ask this: What are you doing about it?



I can tell you right now that I'm taking action. Tough times call for different sales approaches, new offerings and stronger business cases. It's not enough to just make more calls or have more meetings. We have to be better than we've ever been - in every aspect.

But let's talk about you right now. Are you hoping you can hang in there for a while longer? Hoping that you'll still have customers? Hoping that you'll make your numbers?

As Rick Page says, "Hope is not a strategy." As far as I'm concerned, there's only ONE thing that makes sense right now. It's time to take charge of your own career.

You can't count on your employer to take care of you. That's a brutal statement, but true.

Whether you work for a big organization or an upstart firm, you could lose your job tomorrow. Even if your boss really cares about you! Even if your company is still doing okay. Of course, you realize that it's not personal. It's just a business decision.

But it is personal. It's your life, your career, and your family that's at risk. I don't mean to be an alarmist. I just want you to wake up and take responsibility for your future now so you can minimize the effects of this economic downturn.

Too many sellers I know are complacent, coasting, doing what's expected of them but not a whole lot more. If this continues, it will be their downfall.

When companies hit tough times, mediocre sellers are the first to go. Doing an "okay" job or being "average" is no longer an acceptable contribution.

If you're mediocre, you're also disposable to your customers. Being knowledgeable about your product or service is no longer enough. All that information is online, so you don't bring value. When that happens, they replace you with a lower cost solution.



Customers want to work with experts who understand their business and can help them achieve their objectives. To do that well, you need to be a problem solving, critical thinking person who can synthesize lots of information and turn it into invaluable, actionable ideas.



In tough times, you have to sharpen your sales skills and bring expertise to your customers. Doing just one is not sufficient. Whew! That's asking a lot.

You just have to keep getting smarter and better in order to stay in the game. If that's not your focus, you're vulnerable to the ravages of these tough times.

Don't let it happen to you. Give yourself a booster shot! It's time to invest in your own professional development program. Don't wait for your company to send you to training programs to upgrade your knowledge and skills. You're not #1 on their priority list.



But you are #1 on your own priority list. So, wake up. Get going. Your livelihood depends on it.



Booster Shot 1: Open Your Mind to New Thinking



When was the last time you read a book that offered fresh perspectives on how you can be a valuable resource and/or a top seller? Honestly? What are you waiting for?



Here are several books I've found stimulating:

• A Whole New Mind, Daniel Pink: Skills needed in a changing economy


• Good in a Room, Stephanie Power: Fresh observations and useful advice


• Presentation Zen, Garr Reynolds: Tantalize with your presentations


• Made to Stick, Chip & Dan Heath: What makes (sales) stories memorable


• Back of the Napkin, Dan Roam: Strategies to really engage your prospects


• Metaphorically Selling, Anne Miller: New ways to make what you say, pay

And I would be remiss if I didn't mention Selling to Big Companies. It challenges your entire process for getting into corporate accounts and shows you what's required. If you haven't read it yet, you're missing out.



Blogs are also a great place to get fresh perspectives. I regularly read blogs about sales, marketing, business development, creativity, writing and more.



Booster Shot 2: Increase Your Personal Productivity



Virtually every seller I know could get much more done in less time if they leveraged technology better. Not only that, but you'd be a whole lot savvier when you're with your customers - which should directly correlate to increased sales success.



There's no excuse any more for not using these resources. In fact, if you don't know about them or can't use them, it's time to get educated. Here's what I recommend for:

• Finding contacts: Jigsaw, Netprospex, LinkedIn


• Triggering event updates: InsideView, Google & BizJournals Alerts


• Account research: Hoovers, D&B, ZoomInfo


• Industry intelligence: First Research


• Email intelligence: Genius


• Sales productivity: Landslide


• Online Meetings: GoToMeeting, Webex

All these resources are affordable to everyone. If your company doesn't pay for these services, use your own money. The value that you get from them far outweighs the expense. You'll save so much time, plus learn critical insights that can be leveraged for business success.



Booster Shot 3: Get Connected - and Stay Connected



The worst time to build your personal network is when you're desperate. No matter how hard you try to sound normal, every contact oozes with your neediness.



Start by creating or updating your LinkedIn profile. From a business perspective, it's the place to be. If you're not sure what to do, check out my profile at www.linkedin.com/in/jillkonrath. Once yours is ready for prime time, you can:

• Ask your boss, co-workers and clients to recommend you. Do it now, not when you need it.


• Invite your customers to connect with you online. That way, if anyone changes jobs, you can keep in touch.


• Look up former colleagues (classmates, friends, etc.) and invite them to connect.

Get out from your self-imposed isolation too! I know you're busy. But it's important to talk or meet with people from outside your own company. Arrange breakfast meetings. Attend industry events. Take a former colleague to lunch. My favorite? Meet for coffee over the phone! It saves so much time, but it gives you a dedicated time to talk.



Finally, remember that networking is not a one-way street. You'll find people much more willing to help you out if you're a GIVER first. You can share insights, refer potential customers, make connections, or offer genuine assistance in any area. As a bonus, giving makes you feel good inside too!



In Conclusion

While these booster shots can't protect you against everything, they will give you the best immunity possible for these tough times. Plus, when you make them a part of your life, your success is truly guaranteed - in tough times and in good times!



Everything is within your control. That's why it should be your focus right now. Because it is what you can do. Because it will make you a better seller. Because it changes your life & your career.

About
The Author:

Jill Konrath, author of Selling to Big Companies, is a frequent speaker at national sales meetings and industry conferences. She helps sellers crack into corporate account, shorten their sales cycle and win more contracts. For more info, visit http://www.sellingtobigcompanies.com or call 651-429-1922.

How to Reach Unreachable Goals - Quickly by Jill Konrath

When I hung up the phone, I was in a state of shock. I'd just agreed to do something that was vital to my business growth, yet totally unreasonable to accomplish in only 90 days. To top it off - I had no extra time in my already over-flowing schedule.



It all started when leadership coach Caitlin Miller invited me to participate in the Breakthrough Game. When it came time to identify my goal, she insisted that I select one that was the "other side of possible." 



So, with a great deal of angst and a bit of excitement, I committed to increase my database by 50% in three months.



Was I crazy? Perhaps. But trying to pull this off in such a short time frame was a challenge I couldn't resist.



The Failure of Incrementalism



Most of us are used to dealing with incremental goals. Our quota goes up 15% each year. We decide that we'd like to earn 10% more money. We'd want to increase our closing ratio by 5%.



These small increases keep us thinking and acting small. We commit to making one extra call each day. We focus on working harder. Perhaps we even think about working smarter.



But the reality of it is, incremental goals feel like a burden. They don't inspire us to greater heights. Mostly, they just wear us down as we face a never-ending cycle of doing more, more, more.



The Real Secret to Success



When we set unreachable goals that require us to stretch beyond what we think we're capable of achieving, we're forced to consider new options.



Take my situation: It took me seven years to build by database to its current size. Now I needed to increase it by 50% in a totally unrealistic timeframe. Clearly, my normal modus operandi wouldn't work.



New strategies were needed - ones that I'd never considered before. I had to think differently about this challenge.



I started by asking new questions:

• How could I double my database virtually overnight?


• Where could I find a critical mass of people who'd want to receive my newsletter?


• What partnerships could I put together?


• What resources did I have at my disposal?


• If I had all the money in the world, what would I do?


• What would Steve Jobs do if he were given this challenge?

You see, your brain cannot resist an unanswered question. It immediately goes to work connecting ideas and tidbits of information to create new options for you. It operates on hyper-alert as it goes about the day, searching for possible solutions from what it observes, reads or hears.



New ideas start to pop up- ones you may never have considered before. Some will be good. Others will be lousy or off-the-wall, but they may be just what you need to spark the next great idea.



The Clock Starts Ticking



When you give yourself an unreachable goal with an unrealistic deadline, you also need to plot out a plan. Personally, I divided my 90 days into three one-month segments.



In the first 30 days, I focused on exploring the challenge. I actively searched for ideas that I could implement. I challenged myself to find solutions that wouldn't push me to the brink, were easy to implement and low cost.



I spent the next 30 days, creating some lead generation tools as well as modifying my website. And, the final 30 days were allotted for implementation.



Did I achieve my goal? Not quite. I only grew my database by 25% in those 90 days, but that in itself was an unachievable goals. I was totally elated with these results - especially since I abandoned the project in the final three weeks in order to meet my publisher's deadline for my newest book, SNAP Selling.



I Double Dare You



Now that I've told you my story, it's your turn. What kind of unreachable goal can you set for yourself in the upcoming 90 days?



It has to be something that you'd really like to achieve - and, as Caitlin Miller says, "is on the other side of possible." You have to feel a little bit scared to tackle it, but it excites you too.



How about increasing your hot prospects by 50% in the next three months? Perhaps it's landing five new appointments with big companies in your area? Maybe it's pulling together an educational event for your prospects and getting 35 people to attend?



Think about it! I double dare you to take this challenge. And 90 days from now, I'd like to hear what you accomplished!

_____



Jill Konrath, author of Selling to Big Companies, helps sellers crack into accounts, speed up sales cycles and win big contracts. To get a free Sales Call Planning Guide and sign up for the newsletter, send an email to jill@sellingtobigcompanies.com.



For more info on bringing Jill into your upcoming sales meeting, kickoff event or conference, call 651-429-1922 or visiting www.SellingtoBigCompanies.com.

The 3 Most Powerful Words In Sales by Jim Meisenheimer

The 3 most powerful words in sales. They are probably not what you think they are.

You see, it's not something most entrepreneurs and professional salespeople give much thought to.

Day in and day out salespeople are focused on making sales and I guess that's the way it should be.

But what if you could make one change in your daily routine, just one minor adjustment that would enable you to run circles around your competition. Would you be interested in that?

The 3 most powerful words in sales are really derived from a contrarian point of view. It has to be contrarian because so many salespeople just don't think about it.

But if you did - your selling results would take off, like a US Shuttle Mission.

Okay - it's time for a confession. I didn't think of these 3 words. Well, actually I did but it was because of something I read.

In one of my recent newsletters I talked about a fabulous golf book I was reading titled, "Fearless Golf."

The 3 key words in this book are, "What's my target?"

Well, that got me thinking, I do a lot of that 'ya know.

How can I apply these 3 golf words to the professional selling environment?

If "What's my target" are the 3 most powerful words for every golfer, especially amateurs like me, how can I transform these words to work for entrepreneurs and professional salespeople?

After thinking about this for 5 nanoseconds, it suddenly dawned on me what the 3 most powerful words in sales would be.

Are you ready?

These 3 words can literally transform your selling effort and take your selling results to the next level - regardless what that is.

So - here they are for you.

The 3 most powerful words in sales are "What's my objective?"

Every day, salespeople get flustered and lose their focus because they are bombarded with interruptions and distractions.

Asking yourself repeatedly throughout the day, "What's my objective," will keep you focused on what you need to be focused on.

For example - what's my objective . . . when . . .

==> Calling for an appointment

==> During my first sales call

==> Asking the right questions

==> Handling the price objection

==> Preparing sales proposals

==> Closing the sale

==> Getting referrals

. . . you get the picture.

Trying to stay focused on "What's my target" when playing golf is like trying to stay focused on "What's my objective" when you're making sales calls.

Of course, it's easy to say and very hard to do.

During every selling day, when you stay focused on "What's my objective," you'll avoid appearing and becoming discombobulated.

Instead your sales prospects and customers will see you as an extraordinary and focused sales professional.

The 3 most powerful words in sales are "What's my objective?"

Now you know them, I hope you'll use them every selling day.

Remember - the 3 most powerful words in sales are, "What's my objective?"

About
The Author:

Make sure you check out Jim's Sales Trailblazer program: http://salestrailblazer.com

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/

 

How To Overcome The “I Need to Think About It / Need To Wait Until Next Week/Month / I'll Get Back to You” Objection by Mike Brooks

One of the oldest and most used smokescreens in the book is the, "I need to think about it" objection. So many sales reps struggle with this one because they think the prospect isn't saying no, and so they don't know how to respond to it.

Unfortunately, what many of you have found out is that your prospect actually is saying no - they're just saying it in a way that makes it difficult for you to handle it. Well that will end for you today. By using the scripts below, you'll see if you're prospect really does need to think about it, or if he/she is blowing you off. Believe me, you want to know now so you can save yourself weeks of chasing and begging a deal that will never close.

The following scripts were taken from my Brand New Book of Phone Scripts due out in about 6 weeks. These are seven out of ten in the book (there are 20+ NEW scripts on how to handle the money objection alone! You'll want to pick up a copy as soon as it's released, so stand by...)

In the meantime, enjoy these and send me an email and let me know how they work for you!!

Response #1:

"_________, whenever I tell someone I need to think about it, I usually mean one of three things: 1 - I'm not going to be a deal for whatever reason and I just want to get them off the phone, 2 - I kind of like the idea but I'm going to have to find the money or talk to my partner, or something else is holding me back, and 3 - I really like the idea and I just have to move something around before I say yes.

Be honest with me; which one of those things is it for you right now?"

Response #2:

"__________, I may have given you too much information on the warranty (or pick another part of your product or service here), is that what you need to think about?"

(Now use your mute button and let them tell you what they are going to really think about)

Response #3:

"You know _________, if this isn't for you, I'd rather have a no right now

- believe me, you won't hurt my feelings. Is that where you're leaning right now?

(It is always better to get this objection out of them early.)

Response #4:

"__________, let's face it - you've already been thinking about this for a long time. You know you have to make a change or nothing else will change with (your operating system, your results, etc.). Thinking about it more won't fix things for you - only making a decision will. You like this; you've already told me it would work for you. So let's do this - go ahead and put me/this solution to work for you now and if you change your mind later you will still get the benefit that you've acknowledged you need.

Here's what we need to do to get you started..."

Response #5:

"__________, the only thing more costly than making a bad decision is not making one at all. If you don't change things then things won't get better for you. Now, you've already admitted that this has the best chance to make a positive impact in your production, right?

Then do what my other clients do and put me and my company to work for you. Once you see the positive results we both know are possible here, you'll be back to expand our coverage for you. And that's going to be a win/win for us both, isn't it?

Then here's what we need to do..."

Response #6:

"___________, since we both agree this has a great chance to work for you, let me do this. While we're on the phone right now, I'm going to email you three customer testimonials - companies just like yours who were hesitant as well - and when you read about how successful they were with us, I'll put together an introductory offer that you won't be able to pass up. Once you see for yourself how this works, then we can talk about further involvement, is that fair?"

Response #7:

"__________, what I'm hearing from you is essentially a no - and that's alright. As a sales rep, I hear that all the time and it doesn't bother me. It just means I haven't yet explained the value proposition right.

Tell me, what would it take to convince you that this would be a good idea to move forward with - and please be honest with me."

About The Author:

Want more scripts like this?  Invest in 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

From Solution Selling to Business Consulting: Salesforce Expertise as Competitive Advantage by Ken Valla

In a shrinking economy, sales leaders face a dilemma: customers still able to invest in new solutions are also demanding discounts and other concessions. At the same time, selling organizations are under great pressure to deliver both sales numbers and profitability to meet their own companys’ expectations.

In this situation, what can sales leaders count on to win? Typically, the sales organization does not control product or market strategy, and pricing and revenue goals are set elsewhere in the organization. Nevertheless, the sales executive has direct influence on a powerful source of competitive advantage: the salesforce and how it interacts with customers. Expert sales professionals can build customer relationships that generate profitable sales—as long as they are able to add real value to the customer’s business. Even in the hardest of times, companies need expertise and solutions that address business fundamentals such as productivity, efficiency, financial results, and return on investment (ROI). Salespeople who can respond to these needs can shut out the competition while increasing both the amount and profitability of their sales.

The Business Consultant Role

“Consultative selling”—the ability to understand and link solutions to a customer’s business priorities—is a critical skill, but it is no longer by itself is a differentiator. Most experienced salespeople know how to identify information about a customer’s products and market position, and how to ask questions to uncover business issues important to the customer. Furthermore, the consultative sales role is still, as the term suggests, a sales role. 

The real opportunity to stand out from the competition lies in becoming a true consultant to the business, asking a different set of questions focused on the customer’s core business processes. Once the salesperson thoroughly understands these processes—how they link to each other and what kinds of information is exchanged among them—it is possible to identify unique opportunities to improve key metrics such as inventory turn, labor costs, or time to market. 

Where to Look for Opportunities: The Customer Value Chain

Unlike information about a company’s financial performance, people, and products, business process information can only be gathered by talking to the right people in the right parts of the organization. Michael Porter’s Value Chain model is a useful tool for organizing a business process discovery effort. It provides a lens for looking at the business from the point of view of key functions. The model then serves as a guide for gaining access to owners of key functions.

 

 

Michael Porter depicts an organization’s critical business processes (at the top of the model above) as a “value chain” wherein each key production process or system adds a specific type of value to the final output of the enterprise. Support processes (at the bottom of the model) include such functions as general management, technology, human resources, and procurement or purchasing.

The salesperson seeking to understand these core processes should focus on gaining sponsorship from executives who own the key processes. Once connections are made to the people who have primary responsibility for identified processes, the salesperson can ask questions to understand what the value chain looks like for this customer. Then, the salesperson can begin to analyze how efficiently and effectively these processes are functioning and how well or poorly they work together as a productive and profitable system. 

Conducting a Process Conversation

Typically, companies divide naturally into silos or individual territories that function semi-independently, despite operational interdependence and efforts to foster cross functional communication and collaboration. A salesperson acting as a business consultant can provide great value to an executive sponsor or key contact by asking questions and identifying patterns that cross functional lines.

A successful conversation with a business process owner should include several key components:

1. Preparation:  As with any call on a customer, it’s important to prepare by learning as much as possible about the function or department of the person you are calling on, and to consider what aspects of their process might be important. For example, if calling on the head of warehouse operations, it would be useful to learn something about managing inventory and in general, what metrics that are important in that process. By definition, what is most improtant to one functional head is bound to be different from that which is important to other functional heads.


2. Establishing the purpose of the discussion.  Many of the people contacted may not have a very clear idea of why they should be talking with a salesperson.  The purpose of the conversation needs to be explained – namely, to understand their function and operations in order to identify possible ways to help improve overall effectiveness across functional lines.


3. Asking Discovery Questions:  Drawing on preparatory information, the salesperson should plan a series of questions that will help guide the process of gathering the right information.  Three key questions should be discussed:
   
   
   
   
   
   What has to go right in your operation for you to be successful? 
   
   
   
   Which of those factors are currently the most effective?  Are there any that are not going as well as you would like?
   
   
   
   Which of the other functional areas in the company are the most important to you, in terms of receiving inputs to your operation, and which functions are the most affected by your success or lack of it?
   
   
   
   


4. Following Up:  Clearly, for the conversation to be productive, it’s very important to ask follow up questions when a problem appears to surface.  For example, if inventory turn is unsatisfactory, follow up questions should clarify what the ideal goal would be, and what issues are affecting the ability to reach it, such as difficulty in moving products out to distribution, delays in shipping, or internal problems with the processes of picking and packing products for shipping.  Any of these issues might be something the salesperson can help solve directly, or may serve as a foundation for asking more questions about another process, such as shipping.

The opportunities for improvement may lie in creating stronger linkages or linkages where none currently exist, or in making improvements in a process that increases efficiency or efficacy. By asking the right questions of the right people, the salesperson may identify issues such as high rates of product returns, poor communication between customer service and order fulfillment, or bottlenecks in production, any of which could affect the organization’s ability to meet high-level strategic goals. By offering a solution to a concrete problem, the salesperson moves beyond consultative selling to a distinctive role as a true business consultant able to make a substantive contribution to the overall success of the business.

It is important for salespeople to know how to research a company and ask questions to verify critical business issues, but if a sales professional wants to take the next step toward becoming a real business consultant, it takes more. Using the Value Chain as a starting point, the sales professional/business consultant can identify the most critical functional processes in the customer’s organization. By building a network of internal functional experts, the salesperson can identify potential issues and problems that may be new news to the executive process owner.  This information in itself has high value and provides credibility that is impossible for a competitor to replicate.  When the salesperson/consultant is able to offer information about and solutions to these substantive business problems that are affecting the customer’s business fundamentals, then consulting expertise becomes a powerful competitive advantage.  

About the Author:

Ken Valla, Regional Vice President of Sales, Wilson Learning Corporation, is responsible for driving sales strategies to increase revenue, profitability, and market share in North America. With over 15 years of experience in sales and sales management, Ken has consistently produced results exceeding annual objectives. Ken specializes in the complex sale that encompasses multiple buyers at various levels, often in global accounts and typically requiring executive involvement. His experience allows him to help his clients go-to-market more strategically and address their unique requirements. As an experienced sales executive, he understands what is required for sales people to succeed in today’s highly complex environment.

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.