Many times what you see is a matter of your perspective?
On Mission trips I lead to work at the orphanage I support in Mexico, we travel to an extremely remote part of the country. The orphanage is located about three hours east of Mexico City in a region with extremely rich volcanic soil that's excellent for agriculture. About 90% of the crops grown there are vegetables.
Each morning when we leave our hotel to begin the drive to the children's home, we meet dozens of trucks loaded with broccoli, several varieties of lettuce, asparagus, etc.
As we leave the main road the highway abruptly turns to relatively narrow roads that carve their way through vegetable fields with very modest homes dotting the countryside. It's quite common to see wagons pulled by burros and carrying a farmer, his wife and three to five children. The family has almost always packed a lunch since it takes too long to make the roundtrip back to their home and then back to the fields for another half day of hard work.
It never fails when I have new people on the trip who've never seen such a site to make a comment like, "Wouldn't you hate to have to live like that?" Or, "What a great place to see how the ‘other side' lives."
They see poverty. They see children who are not in school. They see a family working in the fields all day without the luxury of watching an afternoon movie on TV or taking a leisurely trip to the local shopping mall.
What I see is a close-knit family that has the opportunity to work together and enjoy each other's company without the interruption of mental candy like soap operas or game shows. I see people who are smiling and happy just to be alive and have cultivated fields to work in.
It's a matter of perspective.
The same is true in sales. When many salespeople make an initial call on a prospect who appears to be in bed with a competitor, they see an insurmountable obstacle while another salesperson might see the current relationship the prospect has with his competitor as only a minor hurdle.
Again, it's a matter of perspective.
We all have been taught that it's unwise to assume. This rule is especially true in sales. Until you have built a relationship with the prospect and earned his trust you never know how happy he really is with his current supplier.
One way I have found to earn a prospect's respect is by identifying sometimes just a single product line that I might begin supplying. Then live up to my commitments, follow up diligently, sell a few add-on products and before the prospect knows it, I have a significant percentage of his business.
Roofing is a good example. I've found that roofing often stands alone and is often purchased from a specialty supplier. Perhaps the underlayment is purchased with the decking, but the roofing itself may be supplied elsewhere.
Windows are another example.
Try this: Among your prospects with whom you do zero business, identify a few products that are not currently supplied by a full line competitor and earn the right to ask for an order. If you're successful, you will have found a great way to gain the prospect's confidence and earn a larger portion of his business.
About The Author:
BILL LEE is a business expert. Starting out in 1965 as a field sales representative and then a sales manager with New York City-based GAF Corporation, he soon became a part owner of one of the fastest growing start-up companies in the US — Builder Marts of America, Inc. (BMA)
Bill and his partners grew BMA from a startup to sales of $640 million in just under 20 years. Bill served as a corporate officer at BMA with general management responsibility for the company’s largest division.
Today, Bill is a sought-after seminar leader and business consultant who works extensively throughout the US and Canada.
He is author of Gross Margin: 26 Factors Affecting Your Bottom Line, now in its third printing.
His most recent book, 30 Ways Managers Shoot Themselves in the Foot was released in October 2005.
Thousands of owners, managers and salespeople read Bill’s award winning ezines and magazine articles on sales and gross margin improvement and best management practices.
Bill is president of Lee Resources, Inc., a Greenville, SC-based consulting, training and publishing organization.
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A Personal Marketing Plan for Better Sales Results
By Bill Lee
I have never known a highly respected company that was able to sustain a satisfactory level of sales in both good and less-than-desirable economic times that didn't burn a lot of midnight oil developing a marketing strategy.
A corporate marketing strategy is defined as a proactive effort to make sure that customers are thinking about your company when they're ready to buy. A marketing strategy can be implemented through the use of several different marketing tactics.
In our industry, however, businesses usually develop a fairly simple marketing strategy. Most marketing plans are centered on a group of salespeople who solicit business from a group of core customers and prospects, only occasionally taking aim at prospects outside this core arena.
It's a crowded marketplace out there. In virtually every customer survey that is released, buyers say that it's pretty difficult to determine any discernible differences between the marketing strategies of any of the salespeople who call on them or, for that matter, the companies that employ them.
Buyers say that each salesperson seems to use somewhat different words, but delivers a similar message:
"How about giving us a shot at your next order...or a shot at this job? To show you what we/I can do for you, how about letting me take a set of specifications back to the office with me and work you up some prices. Hey, you never know, we might even be able to save you some money. How about it? What have you got to lose?"
When I began my selling career, I used a very similar selling tactic. I really had no choice because I had little of substance to offer my customers and prospects. I didn't know enough about business to provide any real value other than product and price. All I knew about selling was to quote every prospect who could fog a mirror. I figured that if I threw enough spaghetti against the wall, some was bound to stick.
I have since learned that every salesperson needs a personal marketing plan. If salespeople expect to ever differentiate themselves from the competition -- and get away from the price rat race -- they must design a strategy so impressive that customers will eventually perceive them to be head and shoulders over and above their competitors.
I have found the most effective personal marketing plan to be knowledge. Learn more about your customers' businesses than your competitors know and you will never again have to worry about how to bring in new business. Prospects will beat a path to your door.
For starters, subscribe to the trade magazines in your primary industry and read them cover to cover. File the best articles by category and soon you'll have a library that can become a resource for your customers and prospects. Since most of your customers and prospects probably don't read the trade magazines in their own industry as thoroughly as they should, you will quickly be in a position to impart knowledge that will position you in your customers' minds as somewhat of an industry expert.
Go to the Internet and do some research. Pick your favorite search engines and dig up some current information that will help your customers be more informed and put more money on the bottom line. This is what effective consultative salespeople do. And as a result, their customers begin to think of them as business partners rather than as peddlers looking for an order.
Try this: Ask every customer you call on this question: What decision did you make in 2012 that made you believe made you the most money?
When you get answers, write them down including as much detail as you can. When you finish talking to 20 to 30 customers and prospects you will marvel at the valuable information you were able to extract from your customers that you can share.
If you needed a pitcher to win a World Series game, who would you call?
If you needed a quarterback to lead your team to a Super Bowl title, who would you call?
If the decision makers in your territory needed a salesperson who could do more than quote competitive prices and deliver reasonably good "service," who would they call?
Education is a process, not an event. Work on your personal marketing plan every day. The best way I have found to determine your professional progress is to ask yourself these questions:
• Will I be more valuable to my customers this year than I was last year?
• What value will I be able to offer my customers this year that I didn't possess the knowledge to offer last year?
Be specific!
About The Author:
BILL LEE is a business expert. Starting out in 1965 as a field sales representative and then a sales manager with New York City-based GAF Corporation, he soon became a part owner of one of the fastest growing start-up companies in the US — Builder Marts of America, Inc. (BMA)
Bill and his partners grew BMA from a startup to sales of $640 million in just under 20 years. Bill served as a corporate officer at BMA with general management responsibility for the company’s largest division.
Today, Bill is a sought-after seminar leader and business consultant who works extensively throughout the US and Canada.
He is author of Gross Margin: 26 Factors Affecting Your Bottom Line, now in its third printing.
His most recent book, 30 Ways Managers Shoot Themselves in the Foot was released in October 2005.
Thousands of owners, managers and salespeople read Bill’s award winning ezines and magazine articles on sales and gross margin improvement and best management practices.
Bill is president of Lee Resources, Inc., a Greenville, SC-based consulting, training and publishing organization.
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Dealing with Decision Delays / Discovery is the Key!
by Michael Nick
The key to reducing decision delay is to prove to your prospect they can’t live without your solution. How do you do that? Easy, figure out what they can’t live without and present your solution in that light. Sounds easy huh?
It isn't’t and I know it.
If you asked the tough questions early in the sales process to stop time and measure the current situation, then you are miles ahead of your competition. Knowledge really is power in this instance. The more you know from the discovery exercise about your prospect, the more you can offer a solution they can’t live without.
Pick the last deal you were working on that the decision to buy was either delayed, or they simply fell off of the grid. Ask yourself this four questions:
- Did I really understand their issues?
- Was I able to help the prospect determine their true cost of status quo?
- Was I able to get the prospect to agree on the on-going cost of status quo and cost of decision delay?
- Did I really understand their tipping point or threshold for pain?
These four magical Discovery questions will reduce a great deal of your anxiety in the sales process. They will also ensure you are aware of why a deal is not going as planned.
Here is the point. Unless you asked these questions early in the sales process, like during the discovery phase, it is too late to ask them later. The prospect will likely fall of the grid and you are unable to ask them at all.
About The Author:
Michael Nick is considered to be one of the foremost authorities in the world on the subject of value estimation selling. Michael’s first book, ROI Selling (Dearborn Publishing ©2004) was a business best seller. In 2010, Simon & Schuster picked up the reprint rights giving ROI Selling another five years of availability in the market.
Over the past 13 years Michael has worked with Companies like, HP, Autodesk, Fiserv, Ingersol Rand, Trane, NEC, Checkfree, Bomgar, Rockwell Automation, Oracle, Great Plains,and more.
Visit him at: http://www.roi4sales.com
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What Can Jared at the Apple® Store Teach Us About Being A Sales Superstar?
by Dan Adams
This newsletter gets personal! I hope my family stories translate into sales teachings which can benefit all of us. So, here we go with another real-life "teachable moment."
My relatives, Peg and Bob, decided they needed new cell phones. They both had the very first iPhone-3's®. Most friends and family members had since acquired the latest technology and implored them to upgrade. Recent technical difficulties and numerous syncing problems caused them to relent.
When Peg and Bob arrived at the Apple store they were met by Jared, who looked like he belonged in an Apple store. Jared was 30-ish with dark brown hair, techy eye glasses and the unique ability to translate "techno-speak" for a less knowledgeable customer. Peg and Bob are probably a four on a one-to-ten scale of tech knowledge, so Jared adjusted accordingly.
Jared asked with a smile, "What brings you in to see us today?" Peg responded that she and Bob were both having many issues with their phones and thought it might be time to consider buying two new phones.
Jared looked at both phones. He immediately noticed that both were operating with the original three-year-old operating system. There have been several operating system upgrades that have been available since the phones were purchased.
Jared then uttered the words that you would only hear from a true Superstar, saying, "You know, rather than buying two new phones, you may want to consider simply bringing these two phones up to the current operating system. You will probably notice that all of your bugs, compatibility and syncing issues will disappear." Peg and Bob were shocked. "Ok, how much will that cost us?", Bob asked. "It is a free upgrade," Jared responded. Peg said, "Well, how much will the labor be and how long will we be without our phones?" Jared smiled and said, "It will cost you nothing and I will do it right now."
Peg and Bob both watched in astonishment as Jared put one phone in each hand and simultaneously began to peck away at both phones while also answering questions for another Apple client. They told me it was like watching Leonardo DeVinci create a masterpiece in fast motion. Amazing!
He completed the software upgrade task in no time at all and then connected them seamlessly to the Apple iCloud® for syncing to their computers and tablets.
Peg and Bob felt that their trip to the Apple store was a huge success, and were glad for their investment in Apple products. So, what can we learn from Jared?
- Trust is gained by knowing your product and being able to adjust your communication to the needs of your client.
- Trust is gained by helping your customer to NOT buy from you. TTS workshop participants all know that one of the best ways to gain trust when you begin to work with a client is to help him NOT buy something new, but rather optimize what he currently uses.
- Focus on CUSTOMER SUCCESS! Rather than add a notch in his belt for another sale, Jared was more concerned with long-term customer success. You may protest, "But didn't Jared lose a sale?" Think about it. In the next 24 months, Peg and Bob will probably be in the market for two new laptops, two tablets, two iPhones, apps, music and maybe some type of TV multimedia streaming box. Do you think that there is any chance that any of those devices or content will NOT be purchased from Apple? Additionally, they are broadcasting their elation with Apple to all of their friends and relatives. And here I am, shouting about Apple's greatness to tens of thousands through my social media outlets.
Could this be one of the main reasons that Apple is one of the most valuable companies in the world?
Best,
Note: The Wall Street Journal reported today that Apple has apologized to their China customers in an open letter from CEO Tim Cook, for not living up to the customer service that is expected of Apple.
"A man must be big enough to admit his mistakes, smart enough to profit from them, and strong enough to correct them."
-John Maxwell
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.
Daniel Adams
Adams and Associates
263 Barefoot Beach Blvd. Suite #405
Bonita Springs, FL 34134
630-215-5090
Email: dadams@trusttriangleselling.com
Web: www.trusttriangleselling.com
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The Price Is Right - Right?
by Jim Meisenheimer
Last week I had a telephone coaching call with a client's sales team. Before we got started, someone asked a "What would you do in this situation" question. I listened carefully to several different responses. They all had one thing in common, “Discounts.”
The word "Discount" isn't even in my personal dictionary. I literally scratched it out.
Why defend your price when you can explain your value?
In my book, " The 12 Best Questions to Ask Customers" I have a chapter titled, "The Price is Right."
So I did some lite editing for you and here it is.
You're a salesperson. You sell products. It doesn't matter what kind. If your company gives you some flexibility when it comes to pricing, it means your price has some elasticity. You have some control.
Question: When your price is challenged, which do you think of first, the most you can sell your product for or the least you can sell it for? Be honest.
When asked to justify your price, do you get anxious and defensive? You are defensive about your opinions, your beliefs, and your values. Most of us are extremely comfortable justifying our positions.
Most of us spend too much time playing defense, when it comes to dealing with the price objection. I know I did at one time.
That was then. I stopped doing it as soon as I realized I was leaving too much money on the table. Now when I leave money on the table, I take it personally and you should too.
As a professional speaker and sales trainer, it's not easy for me to admit. I am just as gun-shy about price as you are. Let me give you a real-life example.
I remember a phone call from the president of a small, medical supply company. He told me he had five salespeople and an inside customer service person.
He was very interested in providing sales training for this small team of his.
About a month earlier, I raised my speaking fee 20%.
The first thought I had after he told me about the size of his organization, was that there was no way I could charge him my new fee. I took my new fee and entered it into my desktop calculator and proceeded to divide it by the number of sales reps he had.
I caught myself talking myself out of a more profitable sale.
Well, I couldn't control having that thought, but I could exercise control over how I reacted to it. So, I started asking more open-ended questions. I asked him to describe his sales organization. He did in considerable detail.
I asked him about previous sales training, and he mentioned there hadn't been any previous training. He reminded me that we had talked three years earlier when he was a sales manager and worked for his father.
His father was retired; and he was now President. It was a new ball game. (Glad I asked him more questions)
I asked him what made him decide to call me back after three years. He told me about his company’s success and his desire to keep the momentum going.
Everything about his business was changing – markets, customers, products, competition, and of course the federal government's involvement or meddling with health care.
Given all the changes, he viewed sales training not as an option but as a necessity. This is one smart guy. (What kind of value was he placing on my services?)
A funny thing happened while I was listening to his responses to my questions. He convinced me, yes – he convinced me, to present my new and higher fee. I really wanted to thank him. He'll never know how close I came to giving him a whopping discount five minutes into that telephone call.
That's the story and here’s the point. Actually, there are two points.
First, never give into your negative thoughts especially when they relate to price. You have complete control over your thoughts and your actions.
Second, never offer a price until you have completed a comprehensive assessment of your prospect's needs. By not jumping the gun, you can avoid giving a discount that isn't necessary – just like I did.
Encourage your sales prospects and customers to tell you their story before you start telling yours. And remember; never give a price before you get their complete story.
“The price is right” when your product matches your sales prospect's needs and wants and solves a particular problem.
When your value exceeds a sales prospect’s requirements and expectations, "The price is right."
Also, try to eliminate the words "price" and "cost" during your sales presentation. Instead, use the word "investment." Most products and services can be positioned as "investments."
In fact, try going an entire day without using the words "price" and "cost." It won’t be easy, but it will be more profitable for you.
Why talk about price when you can explain your value?
If you don't place a value on your products and services, who will? You're right – not one single person!
Don’t sell. Solve problems. If you do this you’ll deflect the price objection.
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
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10 Tips To Improve Your Negotiation Skills
by Mark Hunter "The Sales Hunter"
Here are 10 tips you can implement immediately to improve your negotiation skills. Ultimately, the more you improve your negotiation skills, the more likely your sales motivation will improve as well.
- Always make sure you know what the other party is really looking for.
- Don’t allow yourself to get sidetracked by the other party. Keep the conversation on the issues being negotiated.
- Seek to find alternative solutions that the other person would find of interest.
- Use time to your advantage. Know the other person’s timeline.
- Don’t allow the other party to know any absolute time constraints you might be under.
- Know how the other party intends to define success in regards to what he is negotiating on with you.
- Never use a weak voice when offering a solution. It may cause the other party to feel there is something else he can get.
- To display confidence, make eye contact when offering a solution or trading something.
- Use silence to get the other party thinking and to help reinforce your points.
- Never put anything in writing until the final negotiation is complete. Once something is in writing, it is very hard to get it changed.
Mark Hunter, The Sales Hunter, is author of “High-Profit Selling: Win the Sale Without Compromising on Price.” He is a consultative selling expert committed to helping individuals and companies identify better prospects and close more profitable sales. To get a free weekly sales tip, visit www.TheSalesHunter.com. Read the first chapter of his instant-classic “High-Profit Selling” here.
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Give this Closing Technique a Shot and Watch Your Sales Increase
by Jim Domanski
Pssst ....Want to learn a simple but highly effective closing technique that works extremely well in the world of telephone selling AND will help increase your sales rate?
It's called, The-Give-It-A-Shot Close and here's everything you need to know about how and why it works.
Give-It-A Shot Closing Examples
The best way to illustrate the close is by showing you a few examples. You'll be astounded by how simple and easy it is to use but don't be fooled, it's sophisticated and powerful.
"So ... Corinne, based on information I've provided and how it can help improve your revenues, would you like to give the program a shot?
"Mark, do you want to give that digital unit a shot?
"Bryon, unless there are any more questions, would you like to give the M350 a shot and see what it does for your production rate?"
"So, Kerri, why not give it a shot and see for yourself?
Why it Works So Well With Prospects
One of the key reasons why this close works so well, especially with prospects, is that it helps reduce the natural anxiety a prospect experiences when buying from a new vendor. Prospects worry about you, your company and your product or service. At some level they're concerned that they might not be making the right decision and that it'll come back to haunt them.
Bearing this in mind, the Give-it- a-Shot close helps to lesson that anxiety. The technique has a 'no-big-deal' quality to it. Because it is a casual and low pressure type of close, the client relaxes. He or she is more at ease because at a conscious or subconscious level there is the feeling that the close is not permanent, that it is reversible. It's subtle but extremely significant because it doesn't feel manipulative. Delivered in a nonchalant manner, the prospect senses that you're at ease with the closing too.
Why it Works so Well with Telephone Reps
Not all telephone reps are hesitant to close, but many are. Psychologically, the Give-it-a-Shot close makes it easy for those who sometimes worry about being perceived as too pushy or aggressive.
Make no mistake about it, you're still ASKING for the sale but the manner in which you ask does not have that high pressure feel to it. And because more prospects say 'yes' to it, the more likely you are to use it consistently.
How to Make it Work For You
The Give-it-a-Shot close still depends on good questioning and qualification on your part. And you still have to deliver a decent presentation after identifying a need. You still need to handle rebuttals well. All those fundamentals are still required. But once you've done all that, follow these two steps:
Step #1: Recap the situation and casually use the close.
It might look something like this, "Katrina, based on what you told me about the need to improve cash flow at your office, it sounds like our program would be a good fit in boosting the bottom line with your clients. So... given what I've told you, would you like to give the program a shot?"
Step #2: Zip it
Go silent. Let the prospect ponder the opportunity. Don't add anything more. Don't clutter or confuse the moment. Let the silence do it's magic.
One of three things will happen at this point. First, they might have a question, concern or objection. Excellent. It's a good opportunity to provide more information and help the prospect make a buying decision.
Second, they could say "no." That's okay too. Better to ask and hear "no" then not to ask and wonder ... forever.
Third, they could say "yes." Et voila. You've got a sale.
Summary
What's the worst that can happen? Closing in this manner certainly won't reduce your close rate, so you risk nothing. And it stands a pretty good chance of increasing your close rate because it tackles some of the subconscious concerns most prospect have.
So... why not give it shot today?
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.
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