The Ultimate Sales Tip by Jim Meisenheimer

I'm sitting at an American airlines gate waiting to
board flight 1679 to Chicago.

Tomorrow morning I'm scheduled to do a one half day
sales training program for a dental manufacturing company -
a program I've done 28 times for them.

I was reading a chapter out of a copywriting course
titled, "127 More Secrets Of Direct Mail."

Then it happened.

I got to number 123.

It grabbed me by the lapels of my sports jacket.

It really throttled me.

It caught me by surprise.

It wasn't an entirely new concept for me.

It was the words. It was the language. It was
exceptional because of its brevity.

Simply brilliant!

These words will surely linger for a long time,
like a burning ember.

Look, if you're an entrepreneur or a professional
sales person you might want to type these words
on a 3 x 5 card and get it laminated. You do not
want to forget this sales tip or these powerful
words.

The plane's pulling back from the gate and we're
now headed to Chicago, and I'm writing this
feverishly, so I can capture the essence and the
power of what I just read.

It's so simple - why didn't I think of stringing
these three words together? So, even though I didn't
invent these words I can still share them with you.

Well - here's the secret # 123.

"Don't sell - SOLVE!"

Let me repeat this for you, "Don't sell - SOLVE."

So you might be wondering what's involved in the
SOLVING PROCESS?

Don't talk and tell - ask questions and listen.

It's that simple.

Based on my observations most salespeople do not
ask quality sales questions.

It's been said, you can tell the quality of your
sales questions by the quality of the responses
you get.

If you're serious about asking better sales questions
and learning more about the process of professional  selling you should take a look at my new:

Sales Trailblazer V.I.P. Selling Club

Serious stuff for salespeople who are serious about selling!

Check it out here

or cut and paste this into your browser window:

http://www.kickstartcart.com/app/?Clk=3236897

This is the ultimate sales tip and you don't ever
want to forget it.

"Don't sell - SOLVE."

About
The Author:

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

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

http://www.meisenheimer.com/

Sales Points From a Movie by Art Sobczak

Greetings!



I've not yet seen the new movie, "The Goods:
Live Hard, Sell," with Jeremy Piven as a hired gun
who comes in to turn around failing used car dealers.

The reviews I've seen call it a tremendous waste of
time, incredibly stupid, and an embarrassment for Piven.
(All of which means I'll probably like it.)



Seems like people always ask me about the movies with a
sales theme, so I probably should see, but don't want to
waste my time if it truly is horrible. If anyone has seen it,
let me know your thoughts.



One sales movie that I stop on and watch every time
I stumble upon it while channel surfing is "Boiler Room."

It's kind of like the older movie, "Wall Street" from a few years
ago ... young greedy stockbroker chasing big bucks, conflict
with dad, a romantic interest, gets involved in some shady
stuff, and an unflattering depiction of salespeople using the
phone, particularly brokers. If you liked "Wall Street,"
or are in the securities business you'd probably love it.
And, I'd say anyone using the phone in sales would
get a kick out of it. Worth renting.

However, there are a couple of scenes in the movie that
perpetuate the cliches and myths of professional sales,
and at least one that is accurate.





MYTH: "THE ABC'S of SALES: ALWAYS BE CLOSING"

This line is used by Ben Affleck's character,
who although is billed as one of the stars in the flick,
has a very minor role as a trainer in the unscrupulous
securities firm, J.T. Marlin. His tirade with the trainees
about closing is a classic. You can watch it on YouTube at http://www.youtube.com/watch?v=izOIOvguncU (WARNING: lots of foul language.)



As I've said so often, this is one of those myths that give
salespeople a bad name. Buyers can smell a "closing technique"
a mile away. No one likes to be techniqued. Granted, we do need
to ask for the business, but it must be part of the overall
sales process, where we progress through questioning to
identify needs, pains, problems and concerns, then make an
appropriate recommendation, THEN ask for some type of
commitment for action, whether that be the sale or the next
step. When done correctly, at the right time, it's the
logical, rational, seamless next step in the conversation.





But, when a sales rep uses a closing technique before the prospect
or customer is ready, that causes resistance and objections.
Like when rep cold calls someone and says, "I'm Pat Seller with
Ace Services. We're a leader in the ____ industry. I'd like to
drop by and show you a few of the things we could do. Would
2:00 or 4:00 p.m. on Tuesday work better for you?"





MYTH: "SALES IS PURELY A CONTACT SPORT"

Meaning, it's just a numbers game. In the movie, I believe
they wanted their trainees making 700 calls a day. It's not
JUST a numbers game, it's a quality game. Granted, you do
need to be on the phone to sell. But you should place
emphasis on QUALITY contacts.





REALITY: "DON'T PITCH TO WOOD"

That was their terminology for the most realistic sales
point made in the movie, meaning that the reps shouldn't
spend time with people who can't or won't make a decision.



And don't waste time sending info out to these people or
following up with them.



I see plenty of sales reps chasing shadows every day ...
placing follow-up calls to people yanking their chain.
Don't be afraid of asking direct questions,



"I'll be happy to call you back next month. What's going
to make that a better time for you?"



"So you're saying you'll be ready to move forward at
that point?"



OK, so there's my movie review for you. I think I'll stick
with my day job.





QUOTE OF THE WEEK

"Forget the times of your distress, but never forget what they taught you."

Herbert Gasse





Go and have your best week ever!



Art

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

Employee Loyalty by Tim Connor, CSP

    Words of wisdom for this week.   

“The wise will always reflect on the quality not the quantity of life.”  Seneca

Employee loyalty today seems to be declining for many organizations.  Many employees seem to want more and more, are willing to tolerate less and less, and generally require more attention, compassion, understanding and interest.  Is this true for your organization?  If so, why?  Here are a few reasons:

1. There are several distinct groups of employees today that each require a different management approach, style and philosophy. When you give each group the  attention and management style they want and need the members of each group will tend to feel special, needed and  validated.

2. Layers of management are getting thinner and thinner – leaving more employees per manager to supervise, coach, train and lead.

3. Change, uncertainty, and unknowns are everywhere in the world today.  Many organizations don’t have a clue where they will be or what their organization will look like in five years. How can they then provide a clear career path that will satisfy their employees’ future needs/desires.

4. Personal values of various employee groups vary: ‘baby boomers’ want certain things from their organizations and managers, while the ‘gray’ generation wants other things. Giving the wrong responses, offering the wrong reactions to the values desired by each group, or not being ‘tuned in’ to the issues, concerns or wants of each group can spell disaster.

From my personal experience working with hundreds of organizations during the past 35+ years, I will tell you that employee turnover is one of the biggest costs your organization can have that will have a negative impact on every aspect of your company’s future success. It impacts customer relationships, vendor relationships, competitor attitudes, employee performance and your bottom line.

Many companies have very loyal long-term employees. Why?  There are hundreds of reasons. Here are a few that come to mind quickly:

1. Management really cares about the employees.  Not just as people who do work, but as individuals who have a life outside of work.

2. The organization is growing – giving employees career path options in the future.

3. The organization is generous with its profits, and doesn’t just save them for only top people at the top of the food chain.

4. Their corporate cultures are open, fun, honest, friendly and supportive.

Your turn, can you add any items to either list?

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

"Another Lousy Appointment" by Jim Dunn & John Schumann

Problem: It was a gloomy day and had just started to rain when Rick left his second lousy appointment of the day. "Man," he thought to himself, "it's pouring down rain, my car is at the other end of the parking lot, and this appointment that I drove 40 miles to see was a total waste of time. My grandmother is a better prospect than this guy." He put his head down and dejectedly trudged through the rain towards his car. On his way back to the office he reflected on the appointments he had been on recently. The majority of them had been similar to these two, a waste of time for the most part...nobody seemed interested in buying. He was starting to feel like they were all bad prospects. The gloomy day mirrored his mood perfectly. But he needed to do something quickly since his sales were starting to suffer.

Diagnosis: There are no bad prospects; just ineffective salespeople. Unfortunately, salespeople seem to be willing to meet with virtually anybody who expresses so much a passing interest in what they are selling. Hope springs eternal, as they say, and salespeople hope that if they can just get face to face with someone, anyone, something good might happen. However, more often than not something not so good happens. Let's face it, most salespeople really don't want any bad news, so they don't ask the hard questions. You know, the ones that might disqualify a prospect. Questions like the ones we're suggesting below.

Prescription: If you want more productive appointments, change your attitude and plant your feet. Be adamant that you simply don't have the time to meet with anyone who can't pass a quick qualification test. Anyone who can't answer affirmatively to the following three questions may not be worthy of your time:

1. "Is the problem compelling enough for you to take a good, hard look at a solution, assuming one were available?"

2. "Are adequate resources available to implement a solution, assuming you found one that you felt would work?"

3. "Who else should be at the meeting who needs to be part of the final decision process, besides yourself?"

If the answers to the first two questions are affirmative, you probably have a good prospect. If you get a wishy-washy answer, chances are your prospect is not very close to buying anything from you or anyone else. (Let your competitor go on this call.) The third question is designed to make sure you have the right people at the meeting. How much better would you feel if you had this information before you went out to the appointment?

Your time is simply too valuable to waste with people who aren't serious or who don't have the resources to buy. And you can't afford to spend time with people who don't have the authority to buy.

Good Selling!

Jim Dunn & John Schumann

About
The Authors

The creators
of the Common Sense Selling® process are two
not-so-common sales professionals and trainers, Jim Dunn and John
Schumann. They saw the lack of results and frustration that most
salespeople experienced using the old “feature, advantage,
and benefit” selling approach in today’s more complex
selling environment.

Using their
combined 65 plus years of sales experience, they developed a new,
common sense approach to selling that is unconventional, by most
standards…and it works!

Visit them at http://www.whetstonegroup.com/

How Much Is Customer Retention Worth To You? by Jerry Hocutt

You can quickly tell which sales managers have gotten to their position because they were true professionals, and which got to their position because of politics, by asking one question. When they answer the question it also tells you what they think about their customers. The question? “What do you think about paying salespeople for add-on business to existing accounts?”

The political sales manager is against it because the controller, CFO, and other executives who have never sold are against it. To them, commissions are an expense and not an investment. At one Fortune 500 company I worked at, the new and sixteenth sales manager in four years, came in and took away 90% of the salespeople’s accounts and gave them to in-house service representatives.

Eighteen months after this happened, the company lost several thousand customers that it never got back. One of the managers told us later that the reason the sales manager did this was because when customers added on new products to their accounts, the company didn’t want to pay the salespeople a commission because “they didn’t really work as hard to get the add-on sale” and by letting the service people take care of add-ons there were no commissions to pay. Companies give lip service to the “churn rate” (customer turnover), but often undercut the people who could keep the customers to begin with.

Sales managers should be advocates for their salespeople

The professional sales manager will fight management to make sure salespeople are paid their full commissions. These sales managers really had to sell, meet quotas, and make customers happy. They understand the value of customer retention. Not only are your customers happy with all the work you do, but they give you referrals within their organizations and to friends in business. They buy more without a longer selling process. They rarely negotiate for a better price or terms like a new customer will. If they leave their company, they will often take you with them to their new company.

These sales managers know that it takes a professional salesperson to understand the nuances of selling: a word spoken or not spoken, a glance of the eyes, a clearing of the throat, hesitation in answering a question, or a subtle handshake. Because of the on-going relationship the salesperson has with her customers, she can read these nuances in the right context and save many accounts. Professional salespeople pick up these clues on every contact, on every add-on, with the customer.

What a free agent salesperson can do to your business

Is customer retention important? Why do you think companies have always tried to get their salespeople to sign non-compete contracts. Customer retention is not maintained because the customer has your service or product. It’s because of the relationship the salesperson has with the customer. They don’t want their salespeople taking their customers with them when they leave.

How important to the bottom line is customer retention? The Harvard Business Revue found that the average organization loses 50% of its customers every 5 years; and the cost of replacing them can be 6-7 times more expensive than winning them in the first place. Studies have proven a 5% increase in customer retention can result in profit increases of at least 20% and as much as 80%. Is the commission paid for the add-on business worth it? You decide.

Customer retention is built by communication. It’s built by educating the customer about how you can help them reach their goals. It’s built by relationships. There is no shortcut to keeping the customers you have. It’s hard work that a good salesperson makes look easy. Good salespeople know the value of customer contact – because they know that every contact sells.

About The Author:

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

Kentucky Fried Chicken by Jim Meisenheimer

Kentucky fried chicken began in 1952. Colonel Sanders
awarded Pete Harman the first KFC franchise. They sealed
the deal with a handshake.

In 1960 there were 190 KFC stores and 400 franchised units.

Fast forward to 1979 and KFC had 6000 restaurants
worldwide.

In 2006 more than 1 billion chicken dinners were served
in more than 80 countries around the world.

I've had KFC fried chicken. I happen to be a diabetic
and the grease covered chicken plays havoc with my blood
sugars - which of course I have to monitor.

Enough about that.

Please do me a favor. Stand up and walk over to the
closest wall. Stand right next to it with your nose on
the wall.

Now imagine the wall is your business. It's the world
you live and work in. When you're standing this close
to the wall (Your business) it's easy to lose your
perspective.

Okay where am I going with this?

You don't have to read the daily newspaper or watch the
network evening news to know the business landscape is
very challenging today.

It's challenging for salespeople. It's challenging for
companies. It's extremely challenging for senior
executives of these companies.

This is no time to put your head down and whine about
the economy.

These are the best of times - if you imagine them to be.

In fact, 20 years from now, these will become the "good
old days."

There are opportunities everywhere - but you have to be
looking and receptive to them.

Take the Pyrex measuring cup for example. You have one,
your parents have one, and if your grandparents are alive
they'll have one. And there's a good chance you have more
than one.

I just looked in my kitchen cabinet and we have six
Pyrex measuring cups.

During the 1980s, both ends of the handles were attached
to the cup.

Sales were dismal because everybody and their aunt Bertha
had more measuring cups than they needed.

So what were they going to do?

As Henry Ford once said, "don't complain, don't explain,
deal with it."

And that's what Pyrex did when they invented the stackable
measuring cup.

And what do you think happened to sales - sales took off
because they changed the handle and had something new to
talk about.

KFC has been around for 57 years selling fried chicken.

Someone got the brilliant idea that KFC should sell
grilled chicken.

And here's what a KFC recently said.

"Clearly, we're bringing in a lot of new customers,
We're exciting a lot of people about the brand who
haven't been excited about the brand before. And that's
really helping the business grow."

Before you write off your business possibilities consider
what Pyrex and KFC did.

Nothing more than a product tweek.

What can you week to jumpstart your sales?

Step back from the wall. Get people from the outside
to step inside your business.

In my opinion there's no one better positioned in a
company to come up with revolutionary new product ideas.

It's you - the road warrior called sales representative.

It's time to get excited about your business again.

It's not too hard to believe that in 2029 - these will
be considered "the good old days."

About
The Author:

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

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

http://www.meisenheimer.com/

Profile of a Serial Deal Killer - Four Crimes You Must Avoid in Today's Economy! by Tim Wackel

Times are tough for sales professionals everywhere. Customers are slashing budgets, shuffling business priorities, reorganizing internal responsibilities and avoiding almost every unnecessary risk. Today's business climate has many prospects running scared and spending time with a salesperson is not exactly at the top of anyone's list.

So what can you do to increase your chances of sales success in this turbulent economy?

Hint: The answer is right there in your mirror. That's right. . . it's YOU!

It's easy to blame the weak financial markets, the relentless competition or even the boss's unwillingness to negotiate as primary reasons for your lack of success. Hiding behind these excuses is simple and painless. But unfortunately it also creates the perfect environment to start losing your edge. Given enough time, you'll find yourself turning into a serial deal killer.

Here's a quick countdown of the four worst "selling" crimes being committed today and some practical advice on how you can avoid them.

Crime #4 – Assuming "no" when you really don't "know"

Stop assuming they won't take your call, agree to an appointment or do business with you. Too many reps simply give up because they don't hear back from prospects right away. They throw proposal after proposal out the door and then lose interest in following up because they get distracted chasing the next opportunity.

Please understand that I'm not giving you license to become a pest, but I am encouraging you to become more persistent. Quit making decisions for your prospects and move forward the remainder of this year with a relentless "go for no" attitude. Sure you'll face a little more rejection, but that helps clean out your funnel and forces you to focus on the right opportunities. I know it hurts to lose, but you can't lose what you don't have. And you just might be surprised how many times you'll hear a "yes" if you're willing to stay engaged.

Crime #3 – Talking too much

Many sales people get hired because the have the infamous "gift of gab." There is a pretty good chance that you've worked with someone who loved nothing better than the sound of their voice. These reps are great at telling stories, but they struggle to connect and create deeper dialogue with prospects and customers.

Many customers are being asked to do more with less today. Spending time with an overly friendly (see all chatty) sales rep isn't a priority, it's a liability.

Being able to clearly and succinctly articulate a compelling story is vital to your success. Your goal is to be brief, be bright and then be gone.

Before you make your next call, ask yourself; why, given all of the competitive alternatives available, should this prospect want to do business with me right now?

Crime #2 – Failing to ask for commitment

One of the major reasons reps don't get the business is because they hesitate to ask for it. Don't focus on the outcome, focus on the process. If you've done the right things in the right way, it becomes your professional responsibility to be assertive.

When should you close? Early and often! Asking for little commitments along the way makes asking for the final commitment much easier. Plus you'll quickly learn how realistic the opportunity is. Customers who are unwilling to make small commitments along the way are going to be even less enthusiastic about making a bigger commitment later on.

Crime #1 – Purposely (or mistakenly) using less than adequate skills

If you're going to sell more every year, you need to get better every year. Sales people who think they're done learning are usually just done. And that's OK if your closing question is "Do you want fries with that?"

There is an abundance of sales books, tele-seminars, podcasts, webinars, and sales training programs available today. What are you waiting for?

So where should you focus? Start by honestly answering a few of these questions.

How much preparation are you putting into each call?

Are the questions you ask thought provoking or mind numbing?

How valuable are your ideas (i.e. would prospects pay for them?)

What are the top three obstacles that prevent deals from closing?

How do you clearly and concisely address these obstacles?

What are you doing every week to help build better relationships?

Make a commitment right now to sharpen some of your selling skills. I'm confident it will help you win more opportunities and create more success!

It takes courage to admit you could be a better sales rep and confidence to believe you can change; it takes nothing to create excuses.

Speaking of Sales is about finding, winning and keeping customers for life. If that's part of your job, then you won't want to miss the next issue.

Best Wishes For Your Continued Success!

Tim Wackel

tim@timwackel.com

214.369.7722

Tim Wackel is hired by sales executives who want their teams to
blow the number away. Tim’s “no excuses” programs
are insightful, engaging and focused on providing real world strategies
that salespeople can (and will!) implement right away. Sales teams
from BMC Software, Cisco, Fossil, Hewlett Packard, Allstate, Thomson
Reuters, Raytheon, Pricewaterhouse-Coopers, Catalina Marketing,
Philips Medical Systems, Red Hat and TXU Energy count on Tim to
help them create more success in business and in life.