October | Click links (>>) below to read articles Is Pre-Call Research a Waste of Time? Tips and Techniques to Improve Productivity and Effectiveness by Jim Domanski >> Can You Explain This to Me? I Thought They Wanted My Business by Tim Wackel >> Are You Ready to Meet the CEO? By Mark Hunter “The Sales Hunter” >> Watch Your Time Management by Roy Chitwood, CSP >> A Good Question To Ask Your Prospects by Jim Domanski >> Watch Your Time Management by Roy Chitwood, CSP >> Watch Those Speed Bumps! Avoiding Common Sales Mistakes by Paul Cherry >>

Is Pre-Call Research a Waste of Time? Tips and Techniques to Improve Productivity and Effectiveness
by Jim Domanski

How much time do you spend on pre-call research?

How much time do you spend gathering data on your prospect and looking for a clever edge before picking up the phone and calling the decision maker? Not a second?  A minute? Three minutes? Five?  

When it comes to pre call research there tends to be two types of tele-sales reps: those who spend little or no time, and those who spend too much time... far too much time.  Very few reps spend the 'right' amount of time.

So where do you sit?

Too Little Time

The majority of tele-sales reps who make cold calls fall in this category.  And the majority of this majority don't do any research at all.  They pick up the phone and play it by ear.  Sometimes it works out all right, other times it's a disaster.

Of course, the trouble with too little research is that the unprepared rep wastes time and effort. He wastes his time and he wastes the prospect's time.  Wasting time means poor or mediocre sales results, discouragement, frustration, tense bosses, lower commission cheques, job security ... the whole nine yards.

Why do reps spend so little time on research?  Some don't know how or what to research (and we'll fix that today!) Others don't understand the value.  Some have bosses who 'won't let them.'  And finally, there are those who are just complacent and lazy.

Too Much Time

I may offend some trainers and managers here but spending too much time methodically researching web sites, checking Linked In profiles, and running Google searches  can be just as bad (and maybe even worse) than spending too little time.   

The trouble with too much research is that it can be a tremendous waste of time as well.  It takes time and effort to search, scan, read and analyze the data that you discover.  But the real problem is that the ROT (return on time) is rarely, if ever, there.  

Don't believe me?

Pick any five or ten websites and visit them.  You will NOT see a tab that says "Our Problems" or "Our Opportunities."  You will never find a line that says, "click here if you are a sales rep looking to sell to our company."  Glancing at a Linked In Profile can give you some insights on the decision maker provided they use Linked in.  But web sites and social media sites provide sanitized data. It is information that has been careful prepared and delivered and rarely is it of value.

In truth, the majority of reps who do loads of research are probably doing so not because they get valuable information but because it is an excuse not to pick up the telephone and dial as often as they should or could.  It is a way of procrastinating and avoiding rejection.

The Single Best Source of Information

Ultimately, the information or data you need lies in the hearts and minds of your prospects and nowhere else.  It is only by reaching them and dialoguing with them will you learn what makes them tick.  Period. End of sentence.

The sooner you reach a decision maker, the sooner you can zero in on an opportunity .. . if one even exists!

The Familiarization Process

So does this mean you shouldn't do ANY research?

No.  Of course not. It is the degree of research that's the issue.

Enter the Familiarization Process.

The Familiarization Process is a quick method of doing research on a prospect.  For those who do too little research it provides a means of gathering better data.  For those who do too much research it provides a means of trimming the effort. It provides a laser like focus to your pre call efforts.  Here's how to do it.

Web Research  

Go to your prospects web site and do this:

• Check out the "About Us" or "Home" page.  In a few seconds you'll have a quick feel for the prospect. You'll know what they do.  Ask yourself: have you done business with a similar business? If yes, what were their issues, concerns, hopes, opportunities, challenges, interests or desires?  Leverage that experience. If not, speculate on how your offer might be of benefit to that company.
• Sometimes there's a 'history' tab.  Most of what you read is propaganda and/or vanity.   Don't waste a lot time here. Honestly, your prospect won't be impressed if you say, "I see that your firm started up in 1933 in the midst of the Depression."
• Click on  "Products" or "Services" page if they are listed and provided that your company's solution has some sort of impact on the prospect's products or services. If not, don't waste your time surfing through the data no matter how interesting you find it.
• Look for a "PR" (public relations) or "What's New"  page.  These pages often hold little gems that you might use as a pre-text for calling.  It should take you no more than 8.75 seconds to check it out.  BTW, if they don't have a PR page, chances are they are not sending out PR releases so you don't have to worry about Googling them.
• If you're calling executives, quickly see if they have a page of biographies.  Some actually do.  This page can have potential if... IF... you are calling one of the individuals listed.  If not, skip it.

If you do all that, you've devoted less that 2 minutes to the process which is pretty good.

Telephone Research-

But look ... if you want a fast, reliable way to get research information try doing this: pick up the phone and call your prospect's sales and/or customer service department. These people typically have a wealth of information and most of them give it up freely.

Speak to a rep. Explain who you are and what you are trying to accomplish. Ask them if they could help you out.  Most will.  In particular, sales reps tend to open up because they are in the same boat as you.  They empathize.  Ask them questions about the following:

• Their company, their products and services (if applicable), their competition
• The decision makers (who they are)
• See if you can get direct phone numbers ... better yet, e-mail addresses
• Find out when they get in

How Much Time Should You Spend on Research

As a rule of thumb, for most products and services, spend no more than a couple of minutes researching your prospects.  By following the tips above you'll have a process that is quick and efficient.

If you had to choose between web research and telephone research chose the telephone. Hands down. It is fast and usually more accurate than the web.

Summary

Don't get me wrong: there are some sales situations where extensive research is vital and necessary.  Take the time and prepare accordingly.  Visit web sites, go to Linked in, and Google the crap out of the company.

But in the vast majority of cases only a minimum amount of research is necessary. Get familiar with your prospect. No more, no less.  Take a balanced approach to research. Do enough to feel comfortable with your prospect but don't do so much that you are overwhelmed with detail.  Then, pick up the phone and dial. That's where the real information lies.

At the end of day you'll be more productivity because you'll be able to make another 8-12 dials with the time that you saved. And at the end of the day you'll be more effective because you'll have more relevant information you can use it necessary. 

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.

Back To Top

Can You Explain This to Me? I Thought They Wanted My Business
by Tim Wackel

I’ve become increasingly frustrated with the level of customer service that surrounds me today. You would think that in a down economy companies would be doing everything possible can to win the loyalty of their customers… think again.

It’s amazing how many organizations believe the best way to grow the bottom line is by putting a choke hold on expenses. Calling this short term thinking would be generous. There’s little focus on keeping customers satisfied (growing top line revenues) because everyone is busy implementing half baked ideas on cutting costs (which ultimately drives customers away).

Who hasn’t wrestled with automated customer service systems that really aren’t automated? You enter your account number to ensure “proper service” but then you’re asked for the same information three more times before you’re able to conduct business. These companies have decided that their time is more valuable than their customers’. This is nothing more than a bad decision that leaves crippled revenues in its wake.

I’m also trying to figure out what happened to the concept of supporting what you sell. Last week I encountered some challenges with an expensive piece of graphics design software. Thankfully I had paid a premium for live technical support when I purchased the product. This seemed to be a good financial decision given how critical this software was to my office operations.

After being routed to five different tech support numbers, I finally found myself talking to someone half way around the globe who was A) not fluent in English, B) not very experienced and C) not helpful. What are the odds that I’ll ever spend another dime with this company? And if you look at their latest financials – they’re tanking
more than their industry average. Go figure!

So what can you do to ensure that this epidemic doesn’t affect you?

#1. Be better at marriage than you are at dating
Everyone shows up with their “A game” whether they’re courting romance or new business. But too often sales people lose their enthusiasm and passion for the relationship once the deal is signed. It happens all the time.

Does your realtor stay in touch with you throughout the year (or do you just get a holiday card)? What about the salesperson you worked with on your last vehicle purchase? Ever hear from them again?

Houses and cars are two of the biggest personal purchases most of us make. How much effort would it take to for these sales people to stay in touch and drop a simple note in the mail from time to time? Not much! Would you be more likely to do business with them again if they did? You bet!

How good are you at staying in touch after the deal is signed?

#2. Communicate, communicate, communicate
Even with all of today’s modern technology, it’s become almost impossible to talk live with someone who cares.

And your job as an account manager is to ensure that your customers know you care.
Sure there’s a risk involved when you tell customers that you’re committed to their success. Many times you’ll walk away from those conversations with a punch list of things that need to get done. And that means more work.

But if you don’t step up and ensure that your customer is being cared for, who will? Are you willing to risk repeat business by having your customers rely on your automated phone support system, your website, or your call center far, far away in a distant land? I wouldn’t!

#3. Do what you say you are going to do, or say nothing at all
Make sure that you can cover every check that your mouth writes. Don’t make empty promises, don’t play loose with the facts and please have the courage to say you don’t know the answer (versus just making something up).

When your voicemail greeting says you’re away from the desk or just on the other line, I assume I’ll hear back from you shortly. After all, you just told me that you’re away from your desk or on the other line. But what if you’re traveling, or at a meeting or tied up at a conference? I’m probably not going hear back from you “shortly” – so why wouldn’t you update your voice mail greeting every day? I realize it takes about 30 seconds, but I believe that is time well spent.

Customers are experiencing uncertainty and fear as they look into the future. Their organizations are cutting headcount and budgets are being slashed. This is the worst possible moment for them to feel like you have abandoned them.

Step up, show up, follow up and you’ll separate yourself from the herds that have stuck their heads in the sand waiting for this economy to blow over. Taking care of customers today means taking care of your business, and that’s a great reputation to have.

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.

Until then,
Tim
Tim Wackel
tim@timwackel.com
www.timwackel.com
214.369.7722

Tim Wackel is hired by sales executives who want their teams to be more successful at blowing 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, PricewaterhouseCoopers, Catalina Marketing, Philips Medical Systems, Red Hat and TXU Energy count on Tim to help them create more success in business and in life.

Back To Top

Are You Ready to Meet the CEO?
By Mark Hunter “The Sales Hunter”

It’s the meeting for which you’ve been waiting.

Finally, you’ve been able to secure a meeting with the CEO of the company you know you can help.  For the past year, you’ve been researching the company and developing relationships with as many people as possible.

In particular, you have gotten to know the two gatekeepers who have been up to now blocking your way to the CEO.  Last week your call to the administrative assistant finally hit home and you’re on the CEO’s calendar in three weeks.

Now is the time to get ready.

The degree to which you prepare will directly impact the success of your meeting.

Below are 6 key things you need to do before your meeting:

1. Set up Google Alerts to receive any updates that may appear on the internet for the company, the person you’re going to meet and the other top people in the company with whom the CEO interacts.

2. If the company is publically traded, read their annual reports and their quarterly filings, and listen to the recordings of their quarterly investor calls.

3. Benchmark the company with their major competitors to determine how they compare.

4. Identify the strategic objectives on which the company is working. In particular, learn all you can about the key initiatives with which you have reason to believe the CEO is most concerned.

5. Monitor the news to determine if there are any political or newsworthy events that could impact either the CEO or the company. Monitor the trade journals and industry websites that pertain to the company’s industry.

6. Know the educational background of the CEO and identify any key alumni and school events with which the CEO may be connected.

Use the information you obtain from the activities listed above to help you develop a list of “peer comment/questions” you can share with the gatekeeper or CEO if the opportunity arises.

“Peer comments/questions” are those things you can share briefly with the CEO or gatekeeper that allow them to see that you are aware of the environment in which they operate –  and that you are comfortable talking about those things.

By positioning your peer comment as a question, you not only have the ability to share something with them, but you also will engage them in conversation.  Making a peer comment/question part of your opening dialogue with the CEO will reassure the CEO that they are not wasting their time with someone who does not understand how valuable the CEO’s time is. It also demonstrates that you comprehend their level of decision-making responsibility.

Remember – your peer comment/question is not the opportunity for you to share your 5,000 word opinion on a topic.  Your comment/question should be brief and framed as an opening to get the CEO to share their opinion.

It is not necessary for the peer question/comment to relate directly to your meeting topic. In fact, is better if it is on a completely different topic. You will show the CEO that you do not have tunnel vision and you have a broader understanding of the world in which they operate.

If you’re wondering why I use the term “peer,” it is because the topic you’re bringing up is designed to be a topic the CEO may very well be discussing with their peers.   This allows the CEO to naturally begin to see you as one of their peers, thus increasing their comfort in sharing information with you.

Earlier in this article, I mentioned that you shouldn’t hesitate to share your peer comments/questions with the gatekeeper  as well. The gatekeeper is really an extension of the CEO. When you make relevant comments or pose “peer” questions, you increase the gatekeeper’s comfort level. If the gatekeeper feels comfortable with you, this contributes to the CEO feeling comfortable.

If you have managed to land that all-important meeting with a CEO, don’t delay in your preparation.  Invest the effort and time now so you can experience the valuable dividends later.

Mark Hunter, The Sales Hunter, is a consultative selling expert committed to helping individuals and companies identify better prospects, close more sales, and profitably build more long-term customer relationships. To find out more, visit www.TheSalesHunter.com.

Copyright MMXI.  Reprint of this article is permitted if the above paragraph is included.

Back To Top

Watch Your Time Management
by Roy Chitwood, CSP

You may have heard the expression:

Time is money.

This adage is very apt in the life of a professional salesperson.

There are many tasks required of a professional, but there are only 24 hours in a day to accomplish them. That is why time management should be foremost in every salesperson's agenda.

An effective use of the available time will allow you to budget enough time to consistently work toward your goal. An added bonus will be a positive impact to your social life from an increase of leisure time because of assignments completed ahead of time.

There are five parts to managing time effectively for a salesperson:
prospecting, selling, service, personal and study.

Prospecting

I can hear the groans already. Prospecting may not be the most enjoyable activity for most salespeople: "I can sell. I just don't like the prospecting part of it," say some salespeople.

The undeniable fact is if you don't prospect, you won't have any people to sell to. You should make it a habit to set aside time in every day's activities for prospecting. Set a goal for yourself of how many cold calls you make in a day.

I was in life insurance when I started selling. I set a goal of 40 cold calls a day. I can tell you personally that my hands shook every time I dialed those numbers. The sweetest sound was a busy signal. I would even call home to hear the sound of a friendly voice.

But the difference is a sales professional will do the things necessary even though they may be things he/she dislikes doing.

Selling

Be aware of the "Golden Hours" of selling. These are the times in your work day you are most successful at contacting and meeting with prospects.

In real estate, this time may be on weekends and evenings. In business-to-business, your best times probably will be during regular business hours.

Always budget plenty of time for direct contact to get your product or service sold. Never use your "golden hours" for less productive activities such as paperwork. Do it when it is not possible to meet with prospects.

In order to more properly identify when it is most effective for your sales calls, write down on a piece of paper three questions: How much of my day is spent selling? When are my most productive hours to sell each day? What changes can I make in my daily activities that will allow me to spend more time each day selling?

Service

The golden rule in selling is if you keep your customers happy, they will recommend their friends and keep coming back time after time. If you don't forget your customers, they won't forget you.

Always look at the long term. Do not treat sales as one-time deals. Even if you spend 10 minutes in a day on service, you will see surprising and satisfying results.

It takes only a few minutes to call up a recent customer, find out how the product or service is doing, if any changes have occurred, and maybe ask if there are any additional services you can provide. If the customer is happy with the sale, it will be an opportune time to ask for referrals, too.

A fair number of salespeople forget this small but very important step. A good strategy is to immediately schedule this step as soon as you make the sale. Remind yourself of the details of the sale while the event is still fresh in your mind.

It is also a good idea to schedule additional service calls at appropriate intervals depending on your particular product or service. These appointments of regular contacts assure the customer of your continued interest in his or her satisfaction. It increases rapport, and every contact may reveal new problems and needs the customer is facing. You may have the answer to his or her new problems in the form of additional products or service your company sells.

Happy customers are the best advertisement you can possibly have. Happy customers provide referrals, which make your prospecting job easier. It's a true win-win situation.

Personal

The personal side of selling is finding the time for yourself and your loved ones. You need to find time off from work to relax and recharge your batteries.

Some salespeople find it difficult to relax when they know how much has to be done and the limited time to accomplish it all. They feel guilty to be away from the job, and personal interests and friends only play second fiddle.

If personal activities are sacrificed to business pursuits for too long, the result can be burnout, fatigue or both. Keep in mind the actual meaning of the word "recreation." It literally means to recreate -- creating anew our vitality, enthusiasm and interest in life.

Managing time effectively will allow you to schedule personal time in your life. Plan them in advance and take advantage of the time to truly enjoy the activities that make you happy. You will emerge refreshed and a more effective individual.

Study

In our rapidly changing world, school is never out for the professional. You have to keep up to date with trends and facts that affect your business.

It would be prudent to set aside 15 minutes every day to read trade journals and specialized books. By keeping up with current events, you can be a well-informed professional who can converse intelligently about the industry with your clients.

It is also a good way to find out what products your competition may be offering and how yours compare. It is also a good idea to continue your education and obtain advanced degrees that further your professional skills.

You may also take this time to plan your sales presentation instead of trying to cram all the information a few moments before the appointment.

About The Author:

ROY CHITWOOD is an author and consultant on sales and customer service. He is the former president and chairman of Sales & Marketing Executives International and is president of Max Sacks International, Seattle, 800-488-4629, www.maxsacks.com. If you would like to subscribe to his free Tip of the Week, "You're on Track," please e-mail contact@maxsacks.com.

Back To Top

A Good Question To Ask Your Prospects
by Jim Domanski

When prospecting, beware of taking information from your prospect at it's face value. 

It is important to pause and verify the veracity of the information by inspecting it from another angle. In other words, dig a bit deeper and get the prospect to elaborate. By doing so, you'll not only position yourself as consultative, you'll avoid making assumptions that lead you down the wrong paths.

Bottom line? Better sales results.

Misguided Information

Read the quotes below and ask yourself what are the implications. Assume the prospect is providing you with the information:

"Our sales are up 20%!"

"We've reduced shipping costs by 15% over the last quarter."

"Our top rep got 68 sales last year. The next highest rep got 65."

"We've increase our production of lancets by 400 units a week by adding another machine operator."

"I get about 15 new patients every month."

"We have about 5-6 accidents per year."

You would probably agree that the way the information is presented in these examples makes the information appear positive. And herein lays the trouble. Taken at its face value the information can be misleading and dangerous from a selling perspective. The problem is that the above statements lack any perspective whatsoever. For instance:

"Sales are up by 20%" sounds impressive but compared to what? 

Is the fact that shipping costs are down by 15% really good or really poor?

The top rep got 68 sales but was the company expecting him to get 100?

Is the cost of adding a machine operator covered by the production of 400 units?

When a chiropractor states that he gets 15 new patients per month, is he happy with this?

Is 5 -6 accidents per year something to celebrate?

A Good Question

How do you get perspective? How do you assess this information to determine its relevancy? You do this by asking one simple question:

"How do you feel about that?"

For example:

Prospect: "Sales are up 20%"

Rep: "That's interesting. How do you feel about that?"

Prospect: "That's a good question. And the answer is not good at all. While they are trending up we are significantly behind on our objectives."

Because we hear that sales are "up" the inclination is to believe this is good news but in this example, the prospect is not happy. Left unchecked, this statement could skew your entire approach to a sale.

Similarly, because we hear a decision maker say that costs are "down by 15%" we get the impression that the prospect has got a grip on cost cutting. But the opposite may be true. Without verifying this statement further you run the risk of missing a huge selling point.

The same applies for the other examples. Asking the client "How do you feel about that" will clarify each statement one way or another.

Why it Works

The beauty of "How do you feel about that" is twofold. First, it is an open ended question. By their very nature, open ended questions get people to "open up" and elaborate. Open ended questions invite the client to provide you with more information by which you can judge the statement further.

Second, this question is absolutely rich in psychology! Everyone has "feelings"- one way or the other- about things. By asking the client how she or he feels about their remark invites a certain degree of personal speculation and assessment. Most people are irresistibly drawn to give their opinions. The interesting thing is that often the opinions are subjective and perhaps even emotional in nature but they are powerful and compelling because of it. Buying decisions are often made based on an emotion. If you tap the emotional element of a prospect, your chances of making a sale increase significantly.

It is in these evaluative statements that the true nature of the client's comments resides. "How do you feel about that" forces the client to ponder the remark and build upon it.

Summary

"How do feel about that" is a multi-faceted question that can be used in a huge variety of situations. Keep it handy and use it often. It will provide you with more information and better information by which you can direct and channel your selling efforts.

Try it. It works. It's a good question.

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.

Back To Top

Watch Your Time Management
by Roy Chitwood, CSP

You may have heard the expression:

Time is money.

This adage is very apt in the life of a professional salesperson.

There are many tasks required of a professional, but there are only 24 hours in a day to accomplish them. That is why time management should be foremost in every salesperson's agenda.

An effective use of the available time will allow you to budget enough time to consistently work toward your goal. An added bonus will be a positive impact to your social life from an increase of leisure time because of assignments completed ahead of time.

There are five parts to managing time effectively for a salesperson:
prospecting, selling, service, personal and study.

Prospecting

I can hear the groans already. Prospecting may not be the most enjoyable activity for most salespeople: "I can sell. I just don't like the prospecting part of it," say some salespeople.

The undeniable fact is if you don't prospect, you won't have any people to sell to. You should make it a habit to set aside time in every day's activities for prospecting. Set a goal for yourself of how many cold calls you make in a day.

I was in life insurance when I started selling. I set a goal of 40 cold calls a day. I can tell you personally that my hands shook every time I dialed those numbers. The sweetest sound was a busy signal. I would even call home to hear the sound of a friendly voice.

But the difference is a sales professional will do the things necessary even though they may be things he/she dislikes doing.

Selling

Be aware of the "Golden Hours" of selling. These are the times in your work day you are most successful at contacting and meeting with prospects.

In real estate, this time may be on weekends and evenings. In business-to-business, your best times probably will be during regular business hours.

Always budget plenty of time for direct contact to get your product or service sold. Never use your "golden hours" for less productive activities such as paperwork. Do it when it is not possible to meet with prospects.

In order to more properly identify when it is most effective for your sales calls, write down on a piece of paper three questions: How much of my day is spent selling? When are my most productive hours to sell each day? What changes can I make in my daily activities that will allow me to spend more time each day selling?

Service

The golden rule in selling is if you keep your customers happy, they will recommend their friends and keep coming back time after time. If you don't forget your customers, they won't forget you.

Always look at the long term. Do not treat sales as one-time deals. Even if you spend 10 minutes in a day on service, you will see surprising and satisfying results.

It takes only a few minutes to call up a recent customer, find out how the product or service is doing, if any changes have occurred, and maybe ask if there are any additional services you can provide. If the customer is happy with the sale, it will be an opportune time to ask for referrals, too.

A fair number of salespeople forget this small but very important step. A good strategy is to immediately schedule this step as soon as you make the sale. Remind yourself of the details of the sale while the event is still fresh in your mind.

It is also a good idea to schedule additional service calls at appropriate intervals depending on your particular product or service. These appointments of regular contacts assure the customer of your continued interest in his or her satisfaction. It increases rapport, and every contact may reveal new problems and needs the customer is facing. You may have the answer to his or her new problems in the form of additional products or service your company sells.

Happy customers are the best advertisement you can possibly have. Happy customers provide referrals, which make your prospecting job easier. It's a true win-win situation.

Personal

The personal side of selling is finding the time for yourself and your loved ones. You need to find time off from work to relax and recharge your batteries.

Some salespeople find it difficult to relax when they know how much has to be done and the limited time to accomplish it all. They feel guilty to be away from the job, and personal interests and friends only play second fiddle.

If personal activities are sacrificed to business pursuits for too long, the result can be burnout, fatigue or both. Keep in mind the actual meaning of the word "recreation." It literally means to recreate -- creating anew our vitality, enthusiasm and interest in life.

Managing time effectively will allow you to schedule personal time in your life. Plan them in advance and take advantage of the time to truly enjoy the activities that make you happy. You will emerge refreshed and a more effective individual.

Study

In our rapidly changing world, school is never out for the professional. You have to keep up to date with trends and facts that affect your business.

It would be prudent to set aside 15 minutes every day to read trade journals and specialized books. By keeping up with current events, you can be a well-informed professional who can converse intelligently about the industry with your clients.

It is also a good way to find out what products your competition may be offering and how yours compare. It is also a good idea to continue your education and obtain advanced degrees that further your professional skills.

You may also take this time to plan your sales presentation instead of trying to cram all the information a few moments before the appointment.

About The Author:

ROY CHITWOOD is an author and consultant on sales and customer service. He is the former president and chairman of Sales & Marketing Executives International and is president of Max Sacks International, Seattle, 800-488-4629, www.maxsacks.com. If you would like to subscribe to his free Tip of the Week, "You're on Track," please e-mail contact@maxsacks.com.

Back To Top

Watch Those Speed Bumps! Avoiding Common Sales Mistakes
by Paul Cherry

Not all sales interactions run smoothly; even the best salespeople inevitably hit a bump in the road.  Maybe you’ve hit that bump because you unwittingly mishandled a situation, or because your customer had conflicted feelings about a sale.  Either way, if you want to salvage your hard work and make sure the sale goes through, you must learn to deal with these obstacles to meet your customer’s needs.

SIX MISTAKES SALESPEOPLE MAKE WHEN CUSTOMERS WAFFLE

For example, let’s say you’re about to leave for a week’s vacation when a prospective customer calls.  He starts to go into a long story about his business and all the problems he’s encountered in the last five years.  You realize that you have heard his story—or at least a similar one—many times before, so you interrupt him to give your answer to his problems.  You try to end the call as soon as possible so you can leave for vacation.  In this case, even though you might have given your prospect a good solution, chances are he won’t feel satisfied with the conversation.  He didn’t have an opportunity to tell you about his business, so he feels shortchanged. 

What should you have done?  Next time, embrace any information your prospect gives you, whether you believe it’s valuable or not.  If you truly didn’t have time to talk at length with this prospect, you should have requested the opportunity to call him back after you returned from vacation.  Otherwise, you should have put down your briefcase, closed your office door, and listened to him for as long as he needed.  Remember, even if you hear the story all the time, it is unique and personal for each customer.  Instead of interrupting your customer with your standard solution, let him have the floor and explain his problem.  Only then can you proceed with the process of finding a solution for whatever ails him.

Whether it’s a prospect who keeps stringing you along or a customer who demands to talk to you whenever the smallest problems arise, there are times when you have to make the tough decision to terminate one-sided relationships.  For instance, a customer of mine who manufactures parts for one of the Big Three automotive companies was asked to meet 10% annual price concessions with the lure of someday becoming a valuable partner. After the fourth year of price reductions, my customer realized this “partner” was driving his business into the ground!

Every year, re-examine your customer list and fire the bottom 10% of your customers.  It may seem painful and counterproductive at first, but doing this will actually free up your valuable time, letting you focus on those customers and prospects who appreciate what you have to offer, and tell you so in dollars and cents.

When customers come to you with problems, do you know someone on your team who tries to shift blame to another person or department in your company?  Pointing fingers only delays resolving customers’ issues.  When things go well in your firm, everyone should definitely share the glory—and when things go wrong, everyone should share the blame, too.

It’s better for both you and your customer if, instead of giving price cuts to close the deal, you really listen to what your customer tells you, then go from there.  Slowing down and listening when you reach business relationship speed bumps works better in the long run than always trying to swerve around them.

Paul Cherry is President of the sales and leadership firm Performance Based Results and the author of QUESTIONS THAT SELL, published by AMACOM Books.  Paul can be reached at 302-478-4443 or e-mailed at cherry@pbresults.com. When you subscribe to our quarterly newsletter at http://www.pbresults.com, download our free white paper, “Top Questions that Sell,” based on PBR's latest research on what salespeople need to ask in order to up-sell, cross-sell and win more customers!

Back To Top