19 Ways to Lose Top-Performing Salespeople by Brian Jeffrey

Relax, this is not a tutorial on how to lose salespeople, good or bad. It's hard enough finding top-performing salespeople in the first place, so why would anyone want to lose them? The answer, of course, is that you don't, but there are a number of things that you do or don't do that will drive your top performers out the door.

What about your other salespeople — the less-than-top performers? They're likely to stay put simply because they're not top performers and finding another job isn't as easy.

Good salespeople move around because they can. The less-than-good salespeople hang tight because it's prudent to do so. The not-so-good salespeople take root and you have to dig them out before they'll migrate.

The Top 19 Retention Sins

In their eBook "Sales Recruiting 2.0 — How to Find Top-Performing Sales People, Fast," Eliot Burdett and Brent Thompson of Peak Sales Recruiting Inc have identified the most common mistakes, issues, and omissions that cause peak performers to leave an organization. You might consider buying a copy. It's a good read if you're considering using a recruiting professional.

As you read down through this list of 19 retention sins, check off those that your company might be guilty of so that you can plug the holes in your sales dike.

1. Frequent changes to the commission plan.


2. A reduction in commission rate if the salesperson produces big sales and big commissions.


3. Penalizing the sales team for post sales delivery.


4. Refusal to compensate the salesperson on certain types of sales that generate desirable profits for the company.


5. Failure to support them with proactive product management, strong product development, professional delivery and effective support.


6. Investing nothing in marketing and brand recognition.


7. Making them spend a lot of time completing reports and doing other non-selling activities.


8. Hiring sub-par salespeople and keeping poor performers on board.


9. Stepping in to take over accounts which salespeople have worked hard to acquire and develop.


10. Focusing on hours and activities instead of results.


11. Forgetting to be a cheerleader to get everyone over their daily rejections.


12. Requiring salespeople to make cheap travel arrangements which waste valuable selling time.


13. Not providing best practices and resources such as objection handling scripts and reference material.


14. Asking the salespeople to lie to customers and prospects in order to close more business.


15. Avoiding coaching and constructively helping the salespeople to be bigger producers.


16. Refusing to leave your office and visit customers.


17. Paying commissions late.


18. Taking credit for closing deals the salesperson closed.


19. Implying that selling is the easy part of the company's success.
    
     

Building the Best Environment

While the prime intention of this list is to help you uncover potential problems within your organization, it can have a more important use as well. It can be used as a checklist to build an internal environment that not only keeps your top salespeople happy but gets others to aspire to join that lofty rank.

Building the Best Team

Just like having a great stadium to play in doesn't guarantee a winning team, creating an open and supportive environment for your salespeople, while important, is only one part of the equation. The players are the key.

Sports teams are constantly assessing their players and fine-tuning their line-up. Unfortunately for us, we can't send a poor-performing salesperson off to the farm team for some seasoning, or draft a top performer from one of our competitors as they do in hockey. We have to make do with what we've got.

This means that we've always got to be on the lookout for "free agents," as well as take care in our hiring process to ensure we're strengthening our line-up.

Because of the nature of my business, I agree with Burdett's and Thompson's sin #8. Hiring sub-par salespeople and keeping poor performers on board is not how you build a strong, enduring sales team.

You might consider benchmarking your existing team to see who's who and what's what. Benchmarking can help you find the holes that need plugging or the people that may need culling on your way to the best team you can build.

If you want to know more about benchmarking, let me know and I'll send you a copy of our white paper on the topic.

The Bottom Line

Build an environment where top performers can thrive and then find top performers to put into that environment. Help your good salespeople become better and assist the bottom 10 percent to find a position more in keeping with their talents.

About the Author

Brian Jeffrey is President of Salesforce Assessments Ltd. His company works with sales managers who want to make the right hiring decisions and build a strong sales team using his sales assessment test. For more articles like this and your free copy of "The 8 Biggest Hiring Mistakes Sales Managers Make" go to => www.SalesforceAssessments.com

©2010 Brian Jeffrey. All rights reserved.

What Are You Struggling With In Your Sales Career? by Jim Meisenheimer

What are you struggling with in your sales career?

Have you ever taken an inventory of what's holding you back?

Throughout your life you're bound to struggle from time to time. Hey, we all do. It's no crime to struggle. It is however poor judgment to struggle needlessly and endlessly.

One of my favorite quotes is by Albert Einstein who once said, "Insanity is doing the same thing over and over and expecting different results."

Your life isn't designed to face endless struggles. They come and they go. The more you learn about what you're struggling with the sooner you'll get rid of them.

Continuous learning is one of the solutions for dealing with the stuff you face in your sales career.

The opportunities to learn are limitless. You can read books, listen to CDs, watch DVDs, subscribe to blogs and even newsletters. You can take courses at your local university and today it's possible to take courses online.

Just don't stop learning because it's too important to be put on the back burner of your life.

Here's how you can deal with whatever you may be struggling with today.

Got struggles =>> Get competence =>> Get confidence

Take a close look at this list to see if you're struggling with any of these things. Send me an email if you're struggling with something else that's not on the list. I'd like to hear about it. jim@meisenheimer.com

Here are some of the things professional salespeople struggle with on a daily basis:

1. Dream Big - your life isn’t a dress rehearsal

2. How To Become The Best You Can Be

3. The A-B-C’s Of Effective Goal Setting - Establishing Goals That Stick

4. How To Find Time For Yourself, Protect Your Insanity, Stay Balanced, And Sell More

5. How To Avoid Making The Mistakes Most Salespeople Make - part I

6. How To Avoid Making The Mistakes Most Salespeople Make - part II

7. How To Explore And Explode The Brand Called You

8. How To Turn Gate-keepers Into Advocates

9. How To Avoid Turning A Sales Call Into An Adventure

10. How To Use Systems To Make Everything Work For You - part I

11. How To Use Systems To Make Everything Work For You - part II

12. The Shocking Truth About Asking The Right Sales Questions

13. How To Create The Perfect Segue To Any Sales Presentation

14. How To Make Every Stand-up Sales Presentations Standout

15. How To Achieve Selling Success Using Simple Strategic Account Plans

16. How To Prepare Effective Sales Proposals (Step-By-Step)

17. How To Adapt Your Selling Style To Your Buyers’ Buying Style

18. How To Overcome Obstacles Including Price

19. How To Master Your Follow-ups

20. How You Can Make Big Things Happen With 47 Little Things

21. How To Build Your Self-confidence and Preparing To Succeed

22. How To Multiply Your Sales With Clever Selling Strategies

23. In Sales Attitude Has Everything To Do With Everything

24. Even More Valuable Sales Tips And Selling Techniques

Just like your actions follow your thoughts, your self-confidence always improves with increased competence. And I just don't think you can acquire competence via osmosis.

I didn't become a student of selling until I became a teacher of selling and maybe, just maybe that's another example of insanity.

I don't have all the answers because I'm still a student with a thirst for more knowledge. It's a journey not a destination. But what a journey it is.

Why struggle when you can choose to grow and prosper.

Ya know - every day, in every way, you can get better and better!

Take another look at the list of 24. This list is what's covered in the 24 Sales Trailblazer Lessons.

Remember Einstein's quote about insanity.

Stop doing what you've been doing, IF IT's NOT WORKING for you. Become a Sales Trailblazer and learn how to live your life to the fullest!

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/

 

E-Mail Prospecting - 7 Ways to Get Your Prospect's E-Mail Address by Jim Domanski

Business to business cold calling can be made easier and more successful when you use a well crafted e-mail targeted to a specific prospect. Some studies indicate that an e-mail and voice contact strategy can increase closing by as much as 20%. So, it pays to have an e-mail address.

Of course, the problem is getting the prospect's e-mail address.

This article provides you with  7 ways to obtain an e-mail address. The techniques tend to take time and effort, and they assume that you're crafting a 1:1 approach to your prospecting effort (versus a mass mailing effort).  If you are a financial adviser, trainer, consultant, or if you sell high end products or services, this article is for you.

WARNING:  Some of the techniques below are a little edgy and must be used with integrity.  What this really means is you need to follow the processes described so that you never misrepresent yourself or your company.

1. Receptionist - Just Ask

Start with the easiest of tactics. For the amount of time and effort it takes to dial a company and speak to the receptionist this approach is a no-brainer. Just call and ask for the e-mail address of your prospect. You might get lucky.

2. Website - Look for the Code

Sometimes the most obvious spot to find an e-mail address is the most overlooked. Check the website. On occasion, e-mail addresses are as bold as brass.

Look for the 'code.'  You might not find your prospect's e-mail address but if you can find any e-mail address chances are you'll discover the address code.

A great place to look is the "sales contact" page. Sometimes the name of a marketing or sales rep is listed. If you see, joe.smith@abc.com chances are your client's first name, dot, last name and the company name is all you need. (Be careful with this tactic. Sometimes the name is fictitious and is used only to garner inquiries.)

3. Call Sales or Customer Service - Direct  and Indirect

Direct. A quick and easy way to get e-mail addresses is to call your prospect's sales or customer service department.  When calling sales, be candid. Explain that you are sales rep (just like them) and you'd like the e-mail address of your prospect. Sales reps understand your plight and will often help you out. This is a powerful and effective technique.

Customer Service departments can be helpful too because most CSRs have been taught to be helpful.  Simply ask,

"I am sending Mr. Big an e-mail but I don't seem to have his address. Can you help me?"

Simple as that.  Always be candid if asked why or what you are sending.

Indirect.  Some sales or customer service departments won't give e-mail addresses as a matter of policy.  One way to tackle this is to treat the call as an information gathering contact.  Ask the rep for information about the company, products and services and then request his/her e-mail address in order to send him/her a thank you note. Et voila! You've got the code.

Or, if you ask the rep for Mr. Big's e-mail address and they refuse, ask the rep for his e-mail address. He will know what you are doing but will he probably chuckle and give it to you. You can figure out the rest from there.

4. Experiment - Try Different Addresses

This tactic takes some time and effort but it sets you up for the next step (#5) listed below.  Most e-mail addresses are standardized.  For example, first name plus company name or first name last name and company name. Or maybe it is last name with an initial and company name. The variations are obvious.

If you have a handful of prime prospects and you haven't been able to get an e-mail address despite trying a number of avenues, try sending your e-mail to the variations you've created. Usually you'll get an error message on those addresses that don't exist. Meanwhile, one of your variations is bound to get through.

But if they don't here's what you do next.

5. Back to Reception, Sales or Customer Service - The E-Mail Error

If the variations do not work, call reception, sales or customer service. Explain that you have attempted to send an e-mail to Ms. Decisiononi but the e-mail address does not seem to be correct; that there seems to be an 'error:'

'I have been trying to send Ms. Decisioni an e-mail and I am wondering if I have the right address. I keep getting an error message.  I have, j_decisioni@xyz.com.  Is that correct or did I get wrong?"

The beauty about this approach is that it is legitimate. You can honestly say that you have attempted to reach the prospect and that the e-mail address is truly wrong. This protects the integrity of the relationship.  And while the approach does take additional time and effort, it works well. Use it for prospects that have the greatest potential.

6.  Use LinkedIn

LinkedIn offers a vast amount of information on your prospects. First, use the search feature to determine if your prospect is a LinkedIn member. If so, review the information provided in the profile. Sometimes you will find an e-mail address.  Or, you can contact the prospect via LinkedIn e-mail service.   

7.  Use Traditional Marketing - Send Something

The final way to gather an e-mail address is to send the prospect a card or letter and request an e-mail response. Offer a special report or copy a company newsletter or send something of value (anything from an industry report to something more personal like a jar of BBQ spices) and then ask the client to respond by sending you an e-mail.

Summary

There is no question that e-mail prospecting enhances telephone prospecting. Getting an e-mail address may take time and require a little creativity but the 'synergy' that the e-mail provides in the cold call processing is considerable. Give yourself an edge. Do what it takes.  For more information here is my e-mail address: jim@teleconceptsconsulting.com There, I made it easy for you.

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.

Disastrous Prospecting Mistakes You May Be Making Unintentionally By Jill Konrath, Author of SNAP Selling & Selling to Big Companies

No one I know wants to sound like a self-serving salesperson. So, as we prospect for new customers, we vow to never stoop as low as those product-pushing peddlers.



Instead, we decide to be paragons of professionalism. When we contact our prospects and get their voicemail instead, we'll leave a message like this one:

Hi Pat. This is Jane Kerry calling. I'm with Big Deal Strategies, a leading marketing firm in the Minneapolis area. We offer a wide range of services, including branding, collateral development, as well as packaging and web design - one-stop shopping for all your marketing needs.



I'd love to set up a time to find out about your needs and tell you a bit about how we might help your company. Please give me a call at your earliest convenience. My number is 123-456-7890. I look forward to meeting you. Have a great day!

As we hang up the phone, we pride ourselves on how gracious we were. Not one bit pushy either. In short, perfect.



Well, guess what! When your prospects hear that "nice" message, the first thing that pops into their head is, "Another self-serving salesperson!" Then they hit the Delete button as fast as they can. It happens with email too.



Or if you actually get a person on the phone, they'll brush you off right away by saying, "We're happy with our present vendor" or "We're not interested."



Why is this happening? It's simple. Your non-salesy message is "salesy." You may not think it is, but if you got dozens of near-identical, but very gracious messages each day from salespeople, you'd change your mind in a hurry.



In short, you have violated the #1 Paradoxical Sales Principle: To get more sales, stop selling.



When you talk about your own company, you're selling - even if you do it nicely. You really cross the line if you use verbiage like one-stop shopping, industry leader, user-friendly, scalable, best-in-class, robust, or innovative.



In fact, if you say even one nice word about your company, you're seen as a typical salesperson - despite all your best efforts to not be. So stop talking about yourself.



How about this for a fresh perspective: Focus on your customer instead. That's the antidote to "selling." In your next call on a prospect, think about how you can quickly:

• Demonstrate your knowledge of what's happening in their firm or industry.


• Align your message with their issues, goals, objectives and concerns.


• Bring them ideas, insights and information about highly relevant topics.


• Sound like a colleague who's been thinking about their business challenges.

That's what it takes to capture your prospect's attention today. Your "nice" spiel doesn't work anymore. It just gets you d-e-l-e-t-e-d. 



Try this instead.

Pat. Jane Kerry calling. 123-456-7890. If you're like most marketers today, you're probably under a ton of pressure to increase your lead generation effectiveness. One of our recent clients was able to increase their sales pipeline by 31% at the same time they decreased their marketing spend. Let's set up a time to talk. Again, it's Jane Kerry and my number is 123-456-7890.

Or, you could say this.

Pat, Jane Kerry calling. In researching your company, I saw that one of your prime initiatives this year is to drive sales of your new products. We've worked with lots of other high tech companies on this same challenge. I have some ideas on how to shorten ramp up time for your new product introduction. I think you'll find them interesting. Let's see if we can get some time on the calendar in the next week. My number is 123-456-7890. (repeat)

See the difference. It's palpable. You're a business peer. A real professional. A person who brings substantial value. Someone worth meeting. A person who cannot be ignored!



** P.S. Want to learn more about the 7 Paradoxical Sales Principles? Get my one-page cheat sheet here: http://bit.ly/60Yhip.

About The Author:

Jill Konrath, author of SNAP Selling and Selling to Big Companies, helps sellers crack into new accounts, speed up sales cycles and land big contracts. She's a frequent speaker at sales conferences. 

For more fresh sales strategies that work with crazy-busy prospects AND to get four bonus sales-accelerating tools, visit www.snapselling.com.

 

What Customers Hate About You by Kelley Robertson

(Note About Author: Don't miss Kelley's teleseminar How To Eliminate The Dreaded Price Objection this Friday! Can't make the seminar? Pre-order the cd. Click here for details.)

Recent research uncovered almost eighty reasons why
customers dislike salespeople. Here are the top seven.

1. Not listening. This was the most cited reason
customers dislike salespeople. Too many salespeople
neglect to listen to what their customers or prospects
say which means they fail to address the key issues
that their customer has stated as being important. I
remember an interaction with a couple of salespeople a
few years ago. One of them asked some great
questions to learn more about my particular situation.
However, his counterpart did not listen to my
responses, and as a result, his solution did not address
my business challenges and buying requirements. In
fact, his presentation was so far off-base, I abruptly
called an end to the meeting. Time is a precious
commodity for people and when you don’t listen you
disrespect your prospect.

2. Talking too much. It still amazes me how many
salespeople think that telling is selling. I see this in
virtually every type of sales environment from B2B to
B2C to Retail. My personal belief is that your prospect
or customer should do most of the talking in a sales
conversation. Sales people react to this idea by saying,
“But if they’re doing all the talking how can I sell my
product?” The key is to let your customer do enough
talking so that you can properly present a solution to
their problem or situation.

3. Lack of knowledge. In today’s information-rich
world, there is no reason for a salesperson to lack
knowledge about the products and services they sell. I
was recently impressed by the person who gave us an
estimate on a new roof for our house. He knew his
products and was able to speak intelligently about them
and the differences between each. I know that the lifecycles
of many products are very short and that many
companies introduce new products at an alarming rate.
However, if you don’t know enough about your
products, you are going to lose your customer’s
respect, and in all likelihood, the sale. Do yourself a
favor and invest the necessary time learning about your
products and services.

4. Lack of follow-up. Many sales people say they will
do something and fail to follow through. This ranges
from promising to get information to taking care of a
problem or concern. Many people use this as a
barometer before they make a final buying decision.
Here’s how.

A potential customer asks for a particular piece of
information and the sales person promises to deliver it
by a certain date. The deadline passes and the
prospect has to call and remind the salesperson.
Because the sale has not been finalized, warning
signals sound in the customer’s mind. After all, if the
sales person is this slow to respond BEFORE the sale
is made (the courting stage), how long will it take him to
respond AFTER the sale (the marriage)?

Lack of follow up results in lost sales. A person contacts two or three companies about a particular item
or project. All three submit a quote but only one makes
the effort to follow up. Who is more likely going to get
the sale?

5. Lying. “I don’t care about the customer and I’ll tell
them anything I have to in order to get the sale.” Believe it or not, I heard this comment from a
participant in one of my sales training workshops.
Unfortunately, the number of sales people who lie or
intentionally mislead their customers is staggering. This
behavior includes; overstating the capabilities of your
product, stretching the truth, or giving people the wrong
information. Almost everyone has bought a product
from someone who was less than truthful, and as a
result, has become more skeptical with their buying
decisions.

6. Failing to understand their needs. This is an
extension of the first two reasons customers dislike
salespeople. When a sales rep talks too much and
listens too little, they don’t get a full understanding of
their prospect’s situation. I have worked and interacted
with thousands of sales people over the years, both as
a trainer and a buyer and I can state without hesitation
that a mere twenty percent of them actually take the
time to understand their customer’s needs, situation,
concerns, etc. And it is this group of individuals who are
the most successful.

7. Refusal to take ‘no’ for an answer. Almost
everyone in sales knows the importance of persistence.
However, there is a fine line between persistence and
stalking. While you shouldn’t drop your efforts after the
first ‘no’, it is critical to recognize that you won’t gain
anything by pressuring people. In many cases, the
reason someone says ‘no’ is because they don’t see
the value in your product/service or because they are
not a highly qualified prospect.

Sales is an honorable profession. Stand out from your
competition by avoiding these behaviours

.
© 2010 Kelley Robertson, All rights reserved.

Get your FREE copy of 100 Ways to Increase Your Sales by subscribing to Kelley's free newsletter, "59 Seconds to Sales Success" at www.Fearless-Selling.ca. Kelley Robertson, author of The Secrets of Power Selling helps sales professionals close more sales at higher profits. Kelley conducts workshops and speaks regularly at sales meetings and conferences. Contact him at 905-633-7750 or Kelley@Fearless-Selling.ca.

 

Sales Superstar Status by Dan Adams

This month's question comes from Jill in Cleveland, Ohio.



Dan:

I have read your book and attended your workshop.  You often refer to becoming a Sales Superstar. How do you know when you have reached Superstar Status?

Jill

Great question Jill. It is a very tough question to answer because there are a myriad qualities required of a true Sales Superstar. One definite requirement is a commitment to the art of selling. Another part of being a Superstar is having the humility to realize that you don't know enough about the customer at first to really be a consultant. You have to do some research on that person and her company so that you can customize your services and intelligently articulate the value you can bring to them. Of course, this assumes that you actually can bring value to them. Superstars are open and honest if they cannot bring value. It would be the height of arrogance to call someone up and say, "I know what's good for you."

There is another trait of superstars that I call the "Michael Jordan factor".

Formal and Informal Impact

You know you are a Superstar when your skills help to improve your team's performance. Michael Jordan was one of the very best basketball players of all time. One of his most admired talents was his ability to improve the skills of his teammates. His skills and unselfish play was one reason his teammate Scottie Pippen was an all-star.  

Sales Superstars too can have this impact. They formally and informally affect their company's performance. Formally, Sales Superstars "raise the bar" relative to performance expectations. Informally, they are unselfish and consistently share best practices, sales tools, strategies, letters and templates with their colleagues.

Commitment to personal and professional growth and improvement.  

Sales Superstars are ravenous for new and different approaches and best practices. They internalize Ben Franklin's quote: "An investment in knowledge pays the best interest."  

 

The Customer Knows

At the end of the day, the one person whose vote really counts is your customer. Do they tell you that they don't see you as an outsider working for Company "A", but rather as an unpaid senior consultant in their business helping them to reach their current and future goals?

There are several other key indicators that you are viewed as trusted adviser by your customers. Ask yourself whether your customers do any of the following:

• Continually invest in products/solutions offered by your company regardless of price


• Serve as a reference for you and your company


• Ask for your help on other unrelated projects


• Share confidential information with you


• Allow "Back Door" access for you


• Consult with you on projects/issues/challenges outside of your paid area of specialization and compensation


• Continue to seek your advice even after you leave your company

If you cover a large number of accounts it is nearly impossible to be seen as a trusted adviser by each of them given that your limited interaction. Your goal in this situation is to conquer each account one by one. On the other hand, if you have just a handful or fewer number of accounts you have the potential to be seen as a trusted adviser by all.  

Jill, good luck on your quest to become a true Sales Superstar!



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.

Pilots & Trials by Dan Adams

Thank you to Joanna from Phoenix, AZ, whose question inspired this month's newsletter.

 

Hello Dan,

Our company offers a software solution to help companies improve their productivity. It comes in two "flavors": installed at the customer's site or accessed via web or cloud. 

The problem my sales team is having is that we have several deals where the sales cycle is expanding due to the trials we conduct for the customer. These trials allow the customer to feel more comfortable with the sizable cost of our solution and help us to close the deals. We are also experiencing quite a few instances where the customer does not buy after we invest heavily in the trial.

Any thoughts on how we can improve?

Sincerely,

Joanna  





Thanks for your question, Joanna. This is a familiar challenge for many reps and a useful opportunity to share some ideas about trials and pilot programs.

I do have a suggestion which will hopefully reap benefits for you and your team.

I like to say to myself: "Pilots are for airplanes. Trials are for court rooms." Your company is not an airplane or courtroom, so you should really offer neither. This could be a new best practice at your company for all reps to implement.

You may be worrying that you will lose business if you adopt this approach. However, there are other ways to satisfy your customers' requests. What do I mean? First, you will not call it a "pilot". It should be called exactly what it will be, which is a Contingent Order Evaluation Program. In other words, you will offer to spend a significant amount of your company's and personal scarce resources to assist your client in the evaluation of your offering. In return for that, you will seek a contingent order. (This approach is what we call a quid pro quo.) The contingencies will be mutually agreed upon and included on the purchase order prior to the commencement of the evaluation. You will only approve a Contingent Order Evaluation Program for a properly qualified client who meets very specific criteria. 

In order to establish your new Contingent Order Evaluation Program policy at your company, you will need the following:

• The specific criteria necessary to qualify your client for this program. For example, do you understand the "BMPCC" account qualification criteria? Are all the answers acceptable to you? For more information on the Trust Triangle Selling BMPCC account qualification criteria please access a previous TTS newsletter on the topic HERE.


• The exact performance criteria that can be used as the contingencies and listed directly on the customer's purchase order.


• The specified duration of the Contingent Order Evaluation Program. In other words, the program must have a clearly defined "end date" ("Critical Event Date") which must be listed on the purchase order.


• The purchase order must include a phrase which states something like: "If the software meets or exceeds all of the specific criteria described herein, the contingencies will be removed and this order shall become binding". 

The benefits of this approach are:

• Achieving customer buy-in. Typically a customer will not apply the necessary resources to something that she does not own. The Contingent Order Evaluation Program forces them to have "skin in the game" and they begin to take ownership which increase your chances of success.


• Weeding out the "tire kickers" and poorly qualified clients.


• Pinpointing the specific performance requirements of the software PRIOR to the trial versus after the trial.


• Allowing you to control the where, who, how and duration of the evaluation.


• Involving the client's Finance and Procurement departments. Given that the purchase order will contain specific legal contingencies, early participation by the Finance & Purchasing Department will prevent delays or sabotage of the sale at a later date.


• Forces a discussion of the investment and ROI before the evaluation. This prevents surprises and delays occurring at the completion of the evaluation.


• Driving a strong process (3-D) to the evaluation with a "Critical Event" date.


• Establishing the criteria for success up front, avoiding subsequent surprises and delays.

The criteria that are placed on the purchase order serve as a white picket fence of sorts, adding structure and process. You will clearly define exactly what both your company and client expect during the evaluation of your offering. This will prevent the chaos you described in your question and will help you for close more deals, in less time, with greater forecasting accuracy and at higher margins.



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.

The Easy Way to Get Bigger Sales by Art Sobczak

Greetings!



A newer sales rep came into a company, in an
industry he had never sold to before. Within
two months he was kicking major butt and
became the Number One rep. By a lot.



One disgruntled and jealous rep, in another region,
who had been there for a few years, asked the manager
what the new rep was doing that got such great results.



"He's going to the top level of the companies
we're selling to, and selling bigger deals."



The rep responded, "How does he sell to those
people? I always get stalled at the mid-management
level?"



The manager replied, "He doesn't know that it is
even possible to talk to mid-managers and sell our
product. We told him that the only people he can
talk to are those at the highest level, and that bigger
deals are all that we sell."



Hmmm. Pretty simple point this week:



All that limits us is ourselves, and thinking and
acting BIG gets BIG results



Here are some thoughts along those lines:



----------------------------------------------



It takes just as much energy to ask for a large
order as it does a small one. As long as you're
asking anyway, why not ask LARGE?



----------------------------------------------



When you EXPECT to sell large, that notion
becomes part of you; your thoughts, your
actions, and your results.



----------------------------------------------



Even when you don't get the large sale or project
you ask for, you will probably end with something
more than you would have gotten otherwise if you
had thought small.



----------------------------------------------



The pros with the highest average orders, and
the most overall sales are typically the ones
who shoot for--and ask for--the biggest sales.
The math works on this.



----------------------------------------------



Where you target in the organization usually
determines the size of the sale you're able
to get. Where are you calling? Aim high.



----------------------------------------------



Percy Ross wrote a syndicated newspaper column,"Thanks a Million," where he gave away millions
of dollars to people who wrote in, and ASKED
in the right way. In his now out-of-print book,"Ask for the Moon--and Get It!" he also suggested
asking large: "Take a chance; ask for something
big! Most of us have a tendency to shy away from
the things we want the most. What is it your heart
desires? What is it you want the most? Who could
give it to you or make it come true? Go ahead,
ASK THEM!"



----------------------------------------------



John F. Kennedy said that "Only those who dare
to fail greatly will succeed greatly." He
practiced what he preached; he asked for the
moon, got it approved by Congress, and received
commitment from the thousands of people
who ultimately made it happen in 1969.



----------------------------------------------



QUOTE OF THE WEEK

"Why not go out on a limb. 
Isn't that where the fruit is?"

Frank Scully

About the author:

Art Sobczak, President of
Business By Phone Inc., specializes in one area only: working
with business-to-business salespeople--both inside and outside--designing
and delivering content-rich programs that participants begin
showing results from the very next time they get on the phone.
Audiences love his "down-to-earth,"entertaining style,
and low-pressure, easy-to-use, customer oriented ideas and techniques.
He works with thousands of sales reps each year helping them
get more businesses by phone. Art provides real world, how-to
ideas and techniques that help salespeople use the phone more
effectively to prospect, sell, and service, without morale-killing
"rejection." Using the phone in sales is only difficult for people who use
outdated, salesy, manipulative tactics, or for those who aren't
quite sure what to do, or aren't confident in their abilities.
Art's audiences always comment how he simplifies the telesales
process, making it easily adaptable for anyone with the right
attitude.

Contact Info

Art Sobczak

Business By Phone Inc.

13254 Stevens St.

Omaha, NE, 68137

402-895-9399

ArtS@BusinessByPhone.com

www.businessbyphone.com

 

The 12 Deadly Sins of Sales Questioning - Are You Guilty? By Jim Domanski

Are you a good questioner? Most sales reps are not. Here is a list of the twelve most common "sins" made by tele-sales reps (or field reps for that matter) and what you can do about them. Are you guilty of any of these mistakes?

Deadly Sin #1:  Not Asking Questions at All

Still, after the millions of words that have been written about the importance and value of questioning, there are sales reps that continue to ignore the advice and simply pitch the product. Asking questions gets clients involved by getting THEM to tell YOU what they want or need or think is important. When they're involved, they are more likely to buy. To solve this blunder, stop talking and start asking.

Deadly Sin #2:  Asking Dumb and Destructive Questions

Don't be fooled, there ARE dumb questions. For instance, "What do you like about your current supplier?" is a particularly dumb and destructive question. This question gets the client to open up and verbally 'testify' why they like your competitor. In effect, it justifies and reinforces their rationale for choosing their vendor which makes your job even tougher. What to do? THINK about the questions you are going to ask before you ask them.

Deadly Sin #3:  Asking too Many Questions

While questions are good and necessary in the selling process too much of a good thing can be dangerous. Asking too many questions can overwhelm, bore or frustrate your client and YOU. Ask yourself: What do I really need to know from the customer or prospect?" Focus on these questions to ensure you get what you need.

Deadly Sin # 4: Asking too Many Open Ended Questions

Open ended questions are often positioned as the Holy Grail of questions because they get the client to 'open up' and provide vital information on their problems, predicaments, pains, opportunities, challenges and the like. However, the truth of the matter is too many open ended questions can be destructive. Unless they are relevant and pertinent, they can confuse, bore, annoy, overwhelm, and bewilder the client. They can often lead you down paths you don't want to go. The solution is twofold: carefully select your open ended questions and then direct and point the discussion with the judicious use of closed ended questions.

Deadly Sin # 5:  Asking too Many Close Ended Questions

Closed ended questions are short answer or yes or no type answers. When used wisely they are handy little helpers that verify, clarify and confirm information. In addition they can help direct the questioning so you can identify needs more quickly and easily. The problem occurs when they are overused which tends to make buyers feel they are being grilled or interrogated. Surveys reveal that after three or four consecutive close ended questions buyers feel frustration; beyond that they are annoyed or hostile and will disengage from the conversation. Regrettably, the majority of reps tend to use more closed ended questions than open ended.

The Incredible Questioning Guide

The trick to balancing close and open ended questions is to create a Questioning Guide Chart. Take a sheet of paper and draw a line down the middle. On the left side, list all the INFORMATION you need to help understand the client's situation, needs, wants etc. On the right side, list the QUESTIONS that you need to ask in order to get the information. What you will find is that most of your questions end up being close ended. Revamp those questions so there is mix of open and closed. You can use this chart to help you deal with virtually all of the blunders listed here.

Deadly Sin #6: Not Asking Bold Questions

Bold questions are qualifying questions that many reps seem to avoid or forget. They are called bold because sometimes it takes a little nerve to ask them but in doing so you can save time by cutting to the quick and determining if the prospect has potential or not.

One bold question is the decision maker question: "Apart from yourself, Jim, who else is involved in the decision making process?" Another bold question is the budgetary question, "Tara, let me ask you: have funds been budgeted for this project (product, service)?" A third bold question is the time frame question,

"Wendi, when will the decision to buy be made?"

What are your bold questions? Add them to your Questioning Guide.

Deadly Sin # 7: Assuming that One Person Has All the Answers to Your Questions

Depending on the nature of your sale, there may be several stakeholders that could be impacted. Each stakeholder has different needs and requirements and it is vital that you ask each of THEM questions that are relevant to their situation.

Here's what you do. First, ask your contact who does this sale affect? Second, use a bold question and ask your contact for the names of those who might have a stake in the sale. Third, create a Questioning Guide for each particular stakeholder.

Deadly Sin # 8:  Not Asking Pain and Gain Questions

Pain questions are those that query about a problem or a predicament or a concern that a client might have that you can fix. Gain questions query about opportunities or enhancements that you might be able to provide. Both questions deal with the issue of motivation. Find a pain or find a gain and you'll begin the motivation process.

How do you do this? Simply develop a list of questions that pinpoint pain and gain. (Your Question Guide is the place for these.) For instance, "Mr. Gunderson, one thing teachers have been telling us is that creating daily class plans is time consuming and frustration. Let me ask, is this similar to your situation?"

Deadly Sin #9:  Not Asking Questions that Quantify

Uncovering a pain or gain is a good start but it is rarely enough to close the deal. The pain or the gain might be minor at this particular stage and not important for the client to take action. You need to quantify the motivator. Quantify means getting the client to evaluate the nature and extend of a problem or an opportunity. Often they don't readily see the implications of pain or gain and they need you to help them assess the situation.

For example, you can ask how often a problem occurs. What does it cost the client when it occurs in terms of both time and money? This creates magnitude. The greater the magnitude the greater the motivation.

Deadly Sin # 10:  Not Using Questions to Respond to Objections

The trouble with an objection is that you can never be certain if it is the REAL objection or if it is a false objection. The way to deal with virtually any objection is to a) pause, b) empathize and c) ask a question to determine if the objection is real or if it is hiding something else.

For instance, suppose the prospect objects to price. Ask him to "explain" what he means by price. Does he really mean budget or is it an issue of value or is he comparing apples to apples? Who knows? So use questions to solve objections.

Deadly Sin # 11: Not Listening to the Answers to Your Questions

Perhaps one of the deadliest blunders is asking a question but failing to listen to the answer. Some reps dutifully ask questions but instead of listening they are simply waiting for their turn to speak.

To solve this, stay focused on the words being uttered. Use a pen and pad and take notes because it forces you to concentrate. Next, focus on the tone of voice. The way a client speaks offer nuances that can indicate agreement, disagreement, confusion, indifference, annoyance etc. If you hear something in their voice, ask about it: "Eric, I think I hear some confusion in your voice. Is there something I can clarify?"

Deadly Sin #12:  Not Asking Verifying Questions

The last blunder is failing to ask verifying questions. This is particularly important in the world of telephone sales, lead generation or prospecting. Verification questions are those that seek to determine if the client understood YOU. For instance, after providing some information to the client (e.g., a product description) ask, "Does that make sense to you?" or "Do follow my logic?" or "How does that sound to you?" Then shut up and listen. Gage the response but more importantly gage the tone. These questions will ensure that you are staying on track and more importantly, that your CLIENT is staying on track with you.

Summary

Questions are the very best of tools in the selling process. But use them wisely by avoiding these blunders. Does that make sense?

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.

Upside Down Salesmanship by Jim Meisenheimer

Upside down salesmanship was the title of a book that never got
written 30 years ago.

It's a long story and I won't bore you with the details.

I like the title because it accurately describes how I think
about the art of selling.

Selling seems to come naturally to lots of salespeople. This
isn't a bad thing and definitely isn't a good thing either.

The things you do instinctively and intuitively may not be the
best things to be doing as you weave your way through your daily
sales calls.

Here are some examples of what I'm referring to.

Talking versus listening. It's a sure bet, if you're in sales
you like to talk. I've been there and done that.

In fact, growing up, my mouth was the center of my universe. Now,
after I turned my approach to salesmanship upside down, my ears
have become the center of my universe.

Look, how much can you learn when you're talking? Not much! No
amount of talking makes your sales prospects think you really
care about them. Talking doesn't, but listening does.

There's multiple benefits to asking questions during a sales call.

The questions clearly demonstrate your interest and curiosity.

The response to your questions provides you with valuable insights
about your sales prospects and customers.

The more you talk the less you're able to tailor your sales
presentation based on what you've learned about your sales prospect,
because the more you talk the less you'll learn.

Asking good questions enables you to pay close attention to your
sales prospects and their problems which of course you want to
solve.

Here's something else that deserves being turned upside down.

Stop selling and start solving. Just because your products and
services offer solutions is no reason to start selling these
solutions too early, which unfortunately is what too many
salespeople end up doing.

Start with your prospects and customers not with your products
and services. You should avoid doing this until you have
identified and quantified the major problems your prospects and
customers are dealing with.

When you can tailorize (my invention) your product and service
solutions to specific and unique problems, it makes selling so
much easier. It also takes some of the heat and pressure off
your pricing.

When I was growing up, one of my favorite movies to watch during
the holiday season was "The March Of The Wooden Soldiers," which
was a Laurel and Hardy musical film released in November 1934.

The marching wooden soldiers were quite a sight. Perfectly
aligned and always in step with each other. Each soldier did
exactly what the other soldiers did in unison.

Follow along with me. Salespeople do exactly the same thing.

For example, a sales prospect asks you to quote on a piece of
business.

So what do you do - you quote on a piece of business and so do
your competitors. Imagine your prospect solicits and gets five
quotations. Also imagine what he's looking for. You think he's
looking for value in a written quote, nah - he's looking for the
lowest and best price.

You can skip the wooden soldier routine. You can also skip doing
quotes and start doing sales proposals. In your sales proposal
you propose value, benefits, bundled products, and all the other
things you're not likely to include in a "Quote."

Another thing that ought to be turned upside down is "Closing
the sale." Closing the sale is actually a very hot topic. I offer
a special report titled, "The Art Of Closing The Sale." During
the last 4.5 years 26,874 salespeople have requested a copy.

It just reinforces my belief that closing the sale is extremely
important to salespeople. As I say, forget about closing and
concentrate on opening.

Yes opening! Opening the friendship. Opening the relationship.

Opening the doors to mutual benefits shared by you and your
prospects. Doesn't this make more sense?

If you want to parade in front of your sales prospects and customers
like wooden soldiers, then by all means A.B.C. - Always Be Closing.

When you think about it, closing usually means the end to something.

Whereas opening means the start of something and usually good things.

One more thing needs to be turned upside down. I believe it's time
management.

First of all, you can't manage time. You can't speed it up or slow
it down. Everyday has 86,400 seconds which you have absolutely no
control over.

You see, you can't manage time but you can and should manage yourself.

Self management is an art and an acquired taste. I encourage all
entrepreneurs and professional salespeople to develop your interest
in self management.

I suspect Upside Down Salesmanship isn't for everyone. And neither
is belonging to the top 1% club in your industry.

Run for the hills if you see lots of wooden soldiers when you look
into your bathroom mirror.

Turn your approach to salesmanship upside down and while you're
doing this be bold, be daring, and be first in everything you do.

According to Investment Guru Warren Buffet, who also happens to be
the world's second richest man, the five most dangerous words in
business may be, "Everybody else is doing it."

Avoid being a copycat - be the original!

Let me know what your reaction is to the concept of Upside Down
Salesmanship. You never can tell, I just may get serious about
writing the book I didn't write 30 years ago.

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/