Anyone who knows me in a professional capacity knows that I am a big proponent of networking. It's important to make connections - they lead to opportunities.
However, it would be a mistake to think that all businesses can grow solely by networking.
Depending on your industry, you may find that the decision makers from the companies that you consider your "best customer" profile, do not attend networking events. (Seriously, I once went to an event for companies that fit my "best customer' profile and the only people there were others who wanted to make connections with these people. NONE of the people in attendance were in the "best customer" profile.)
If you think about it for a moment, you'll realize that's true.
If you've ever held a position that was not in sales, you'll know that most people do not attend networking events as part of their job. They come into work at 8 and leave by 6. Oh, on occasion they might attend a professional event, but that's pretty rare. They don't see or don't feel they have a need for the value of networking.
So what to do to reach them?
In the end, you've got to pick up the phone and call. And yes, that's frustrating.... and yes, it's not nearly as pleasant as talking to people with a canape in one hand and a glass of wine in the other... BUT it's probably more effective.
If you want to increase your business, use your phone for results.
Go ahead, go to the networking events for some human contact - particularly if you work solo - or to build alliances. Increasing your sales revenues? Pick up the phone.
(psst.... Need to know how to do that effectively and efficiently? Check out www.krgcommunications.com or send me a message at info@krgcommunications.com)
Showing posts with label sales management. Show all posts
Showing posts with label sales management. Show all posts
Tuesday, September 16, 2014
Wednesday, August 20, 2014
Not Being Pushy Shouldn't Equal Not Selling
Once again, misconceptions about selling rear their ugly heads.
It's so fixed in the minds of many that selling equals "pushy" that many people who must sell aren't selling at all. They present their product. They'll tell you what's great about it. Maybe even ask you a question or two but leave it up to you, the prospective customer to take the lead. If the customer has no questions, makes no move to buy, then it's over. Sure, some of them will decide to buy later on, but all this technique does is leave money on the table.
Now I'm not going to advocate "pushy". It really doesn't work effectively as a long term strategy. Perhaps if you are working with a product that people will only need once, you could pull it off. However, if you're hoping for them to buy again - or give you referrals - pushy isn't your best choice.
Going in the opposite direction, isn't effective either. The goal should be to discover needs and concerns through careful questions and listening - discussing the pros and cons. If there are more pros than cons suggest the product/service as the solution.
But here's the kicker. To do this right and to be effective, you've got to practice. You need to know how to do this right. Not just a few meetings with your manager or (and this is really bad) being handed a binder or a pdf file and told to learn it.
You need to practice, you need to DO.
Only that will bring you the confidence, the results and the happy, satisfied customers who do not think you are pushy!
KRG Communications Group: we help you bridge the gap between knowing and doing. (www.krgcommunications.com) How can we help you?
Now I'm not going to advocate "pushy". It really doesn't work effectively as a long term strategy. Perhaps if you are working with a product that people will only need once, you could pull it off. However, if you're hoping for them to buy again - or give you referrals - pushy isn't your best choice.
Going in the opposite direction, isn't effective either. The goal should be to discover needs and concerns through careful questions and listening - discussing the pros and cons. If there are more pros than cons suggest the product/service as the solution.
But here's the kicker. To do this right and to be effective, you've got to practice. You need to know how to do this right. Not just a few meetings with your manager or (and this is really bad) being handed a binder or a pdf file and told to learn it.
You need to practice, you need to DO.
Only that will bring you the confidence, the results and the happy, satisfied customers who do not think you are pushy!
KRG Communications Group: we help you bridge the gap between knowing and doing. (www.krgcommunications.com) How can we help you?
Tuesday, August 5, 2014
Sales Process: Just as Important as Sales Skills
Sometimes the fault for poor or less than expected sales results lies not in the people skills of the sales or customer care reps in your company but rather the sales process that has been set up. Our processes can trip us up and make it harder for people to say "yes" to us. For instance:
Recently I received a call for a phone company, asking me to change my service. Now I'm always in favor of saving money so I definitely gave a listen. I gave my email address and promised to look over the information. I had a hard time listening to the rep as she appeared to be calling from a very noisy call center.
About an hour later I got a call (again from the noisy call center) from the original rep's supervisor asking for my business. I politely told her I prefer to think about this type of decision first. She offered to call me back in 3 days. The next day, I received her follow up call. No reference to the fact she wasn't supposed to call me for two days. She asked for my order again. Now, at this point, I had realized that this offer wouldn't be a good fit for me. I didn't like the length of the contact. She immediately offered a contract of a much shorter duration. I declined the offer.
Here's why I declined the offer:
Recently I received a call for a phone company, asking me to change my service. Now I'm always in favor of saving money so I definitely gave a listen. I gave my email address and promised to look over the information. I had a hard time listening to the rep as she appeared to be calling from a very noisy call center.
About an hour later I got a call (again from the noisy call center) from the original rep's supervisor asking for my business. I politely told her I prefer to think about this type of decision first. She offered to call me back in 3 days. The next day, I received her follow up call. No reference to the fact she wasn't supposed to call me for two days. She asked for my order again. Now, at this point, I had realized that this offer wouldn't be a good fit for me. I didn't like the length of the contact. She immediately offered a contract of a much shorter duration. I declined the offer.
Here's why I declined the offer:
- Why can't the first person conduct the entire sales process? Unless you have a brand new person or a very complicated product, there's really no reason for a second person to get involved. It smacks of poor training.
- Why is a "supervisor" calling back? Wasn't born yesterday... I've worked in industries where all the sales reps had business cards that said "vice president". Come on, we know you're the closer. There are smoother ways to handle that. (see my first point above)
- Inconsistency. If you're going to call back sooner, reference that to me. For instance "I know I'm supposed to call you back in 2 days, but I wanted to make sure you were aware of ....."
- Offered concession to fast. If you come down in price too fast, or make any concessions too quickly, it makes people feel uneasy. "What else can they compromise on? Would I have been taken advantage of if I hadn't brought that up?"
And oh yes, get a noise canceling headset...
Obviously, these techniques get sales, but how many sales are you losing? Sometimes, we forget there are human beings on the line with human reactions. We need to be able to walk the line between passive and aggressive in order to achieve our goals. Overly aggressive sales techniques increase the odds that buyers will cancel after the "aura" of the sales environment you're created goes away. For more sales and solid customer relationships, use assertive techniques that focus on your customer's needs.m
Poor sales processes can cost you just as many sales as poor interpersonal skills. Make sure yours are designed to help not hinder.
Friday, July 11, 2014
Sales Experience is NOT all the Same
I've been reading a discussion on one of the Inside Sales boards I follow, the gist of which is that most sales managers would rather hire for sales experience than industry experience. I'm not going to disagree but I am going to posit that the issue is actually more complicated.
There are many different types of sales and most of them boil down to transactional vs. consultative. I've had the opportunity to work with both types and I've seen people go from being very successful in one and then failing when they take on a job in the other. They are usually dumbfounded and can't understand why. "I was a crack closer" they'll say. "I always exceeded my quota", they'll claim. They're right - they did. But that's not the whole story.
Let's face it, closing a sale for a car or a home improvement can be done in one call. Closing on a high dollar sale in a large business can not. Now, it's not that the skill set is different per se, but that the skills are used differently. I'll need to hand hold more people. I need to build consensus - on teams, across departments and divisions in some cases. It's a slower process. I'll ask the great questions, I'll be prepared to take my opening. However, if I don't understand how the sales process works, I'm not going to get anywhere. It works in reverse, too. If I've worked in high dollar b to b sales and now I find myself selling lower dollar, high volume consumer goods, it's going to take a while to find my footing. Unfortunately, some people never will.
So, my bottom line isn't just going to be sales experience, it's how that sales experience has been acquired and how willing the sales professional will be to learn and make changes as necessary. Everyone can learn, everyone can grow. We must be willing to take those steps and most importantly we must understand that those steps must be taken. Sales hotshot in Company A doesn't automatically translate to sales hotshot in Company B.
As managers and trainers it's our responsibility to make sure this transition goes smoothly. On boarding and on going training and coaching are essential to the success of every salesperson who joins your team.
Need some help making this happen in your organization? For more information, contact me at info@krgcommunications.com
www.krgcommunications.com
Thursday, July 10, 2014
A Key Ingredient for Sales and Service Success
Can you feel the love? The like? The Dislike? The Frustration?
Do you have the ability to figuratively step into another's shoes and feel what they do?
Can you look up from your smartphone and connect with someone else? Can you stand not being the center of your universe?
Why do I ask these questions? Simple. Being able to communicate effectively requires the ability to put yourself in someone else's shoes. Only when we can empathize and sympathize with others can we truly find the common ground necessary for any kind of relationship - either business or personal.
We need to connect with people. At it's very heart, sales and service is about forging connections - with suppliers, with co-workers, with customers and prospects. Companies who take a "this is what we sell, this is how we service" attitude without taking into consideration the needs of others will not find themselves successful in business for very long. Sales and service personnel will not find themselves employed for long either.
Walk a mile in someone's shoes.
Thursday, June 19, 2014
Vital to Your Success 3: Yet One More Role for the Inside Sales Manager
Enforcer
Sadly, this is what most people think about first when they think about the role of the Inside Sales Manager. It is actually the least important role. If a manager does a great job of developing, coaching and motivating, enforcing becomes the least of the duties - because most of the time you won't have to.
Sadly, this is what most people think about first when they think about the role of the Inside Sales Manager. It is actually the least important role. If a manager does a great job of developing, coaching and motivating, enforcing becomes the least of the duties - because most of the time you won't have to.
That’s not to say that enforcing is not important. Each inside sales unit has rules and expectations that must be complied with. Chaos and a lack of results is not acceptable. By using positive reinforcement and taking the time to develop, coach and motivate a sales staff, enforcement of the rules will simply make sense as opposed to being rules imposed by “them” and resented (and therefore made to be broken) by “us”.
However, it is a manager’s responsibility to make sure that the unit is run effectively and efficiently. The manager should not be afraid to make the tough calls. For example, if a sales rep repeatedly does not achieve their goals, even after being coached and given all the necessary tools for success – including learning and development opportunities – the manager must make the difficult decision to terminate the sales rep. If the sales rep repeatedly comes in late or leaves early, the manager must make sure the sales rep knows the rules and if the rules continue to be violated, the sales rep must be terminated.
Being a manager who’s focused on positives does not mean being a poor manager. It does mean being able to make the difficult decisions. Being overly tough doesn't work but neither does being weak. An Inside Sales Manager who who manages their unit fairly and openly, doesn't play favorites and actively works with all members of the team to ensure their success is respected not feared. Respect will get you much better results.
However, it is a manager’s responsibility to make sure that the unit is run effectively and efficiently. The manager should not be afraid to make the tough calls. For example, if a sales rep repeatedly does not achieve their goals, even after being coached and given all the necessary tools for success – including learning and development opportunities – the manager must make the difficult decision to terminate the sales rep. If the sales rep repeatedly comes in late or leaves early, the manager must make sure the sales rep knows the rules and if the rules continue to be violated, the sales rep must be terminated.
Being a manager who’s focused on positives does not mean being a poor manager. It does mean being able to make the difficult decisions. Being overly tough doesn't work but neither does being weak. An Inside Sales Manager who who manages their unit fairly and openly, doesn't play favorites and actively works with all members of the team to ensure their success is respected not feared. Respect will get you much better results.
Wednesday, June 18, 2014
Vital to Your Success 2: More Roles for the Inside Sales Manager
Motivator
It can be unnerving - sitting in a client meeting - when a top manager turns to me and begins to talk about how poor motivated the sales or service staff is.(My brain begins to signal UH OH!) Not a bad thing unto itself, but this is what usually follows: This upper level management member says they need their managers to "Fire them up!” “Get them going!” “Motivate them!” Almost as though there is a magic wand that can be waved and “BAM!” people are motivated and productive, sales forecasts are being made and all is right with the world. Unfortunately, it doesn't work that way. There are no silver bullets, no magic pill that helps you motivate others.(sorry!) There are however, things that you can do in order to help people motivate themselves.
Experts in motivation theories will generally point out that motivation comes from within and not from without. A manager should not expect to give a “motivating” speech or incentive and expect it to work. With out understanding what is important to the employee, it is nearly impossible to be effective in motivating
them.
It can be unnerving - sitting in a client meeting - when a top manager turns to me and begins to talk about how poor motivated the sales or service staff is.(My brain begins to signal UH OH!) Not a bad thing unto itself, but this is what usually follows: This upper level management member says they need their managers to "Fire them up!” “Get them going!” “Motivate them!” Almost as though there is a magic wand that can be waved and “BAM!” people are motivated and productive, sales forecasts are being made and all is right with the world. Unfortunately, it doesn't work that way. There are no silver bullets, no magic pill that helps you motivate others.(sorry!) There are however, things that you can do in order to help people motivate themselves.
Experts in motivation theories will generally point out that motivation comes from within and not from without. A manager should not expect to give a “motivating” speech or incentive and expect it to work. With out understanding what is important to the employee, it is nearly impossible to be effective in motivating
them.
A manager needs to discover what motivates each of their subordinates and create their motivational plans accordingly. It is difficult to motivate others but it is possible to create an environment conducive to motivating each rep. This is effective motivation.
Positive reinforcement should always be chosen over negative. Most importantly, this requires managers and supervisors to get to know the people who are selling for them. Finding out what motivates people can be as simple as asking questions during a goal setting session. Some people will respond well to a lot of positive attention, some people will not. It’s important to observe how people react to each incentive. Some people respond well to certain things, others have different expectations. Don't use programs/incentives/etc because you like them - use them because your staff will.
In looking for motivators, a manager must observe their employees. Plus, keep in mind that motivations change. What motivates people can change based on what is happening in their lives. For example, a sales person who usually isn't motivated by money may become so, if something changes in their personal life which demands more cash. Conversely, some people will reach a level of earning and by satisfied by it. These sales people will not be satisfied by monetary rewards.
Friday, May 30, 2014
I Can't Buy if I Can't Understand You
MAJOR PET PEEVE AHEAD!
As many of you know, I specialize in consulting for and training inside sales and customer service personnel . Can anyone tell me why we keep hiring people who do not have clear speaking voices or whose voices are so heavily accented they cannot be understood? That's a rhetorical question, BTW - I do know the answer. Sometimes we are tasked with "filling seats" or our employment offer is so weak, we can't find qualified help.
Phone work requires a clear speaking voice. An accent is fine - it can actually set you apart and make you more memorable - but the average person you are calling must be able to understand you. A clear voice is a requirement for phone work. I'm not just talking accents, either. A soft voice or one that mumbles or even talks too fast is also inappropriate.
Phone work requires a clear speaking voice. An accent is fine - it can actually set you apart and make you more memorable - but the average person you are calling must be able to understand you. A clear voice is a requirement for phone work. I'm not just talking accents, either. A soft voice or one that mumbles or even talks too fast is also inappropriate.
Please, make sure you hear a person's phone voice before you hire them. Sometimes it can be different on the phone than face to face. That's often because the communication dynamics change when you are on the phone and don't have body language or facial expressions to accompany your voice.
When we haven't hired the correct help, it doesn't save us any money. We lose money through lost sales. Plus it costs us with a poor or even negative brand image.
Hiring managers need to make sure that they've hired appropriate voices. They will have more sales in less time. After all, if I can't easily understand you, how can I make a purchasing decision?
Tuesday, March 4, 2014
The Difference Between Knowing and Doing
Selling is very different from many types of jobs. One very important reason is that selling is a behavior. It's not a task like keyboarding or knowing how to use Excel. Selling requires us to use our interpersonal communications skills in order to achieve our goals.
In order to use our skills to the best effect, we need to be completely comfortable using them. Being completely comfortable requires more than just writing out your presentations. You need to actually practice it. This means role playing. Now many people are not comfortable with this. However, the best way to become comfortable with any skill is to practice it until you master it. Offer to partner with co-worker - use the buddy system to help improve both your skills sets. Role play several times other a period of several days or weeks. Don't do it once. It's the repetition that helps you feel comfortable.
In order to use our skills to the best effect, we need to be completely comfortable using them. Being completely comfortable requires more than just writing out your presentations. You need to actually practice it. This means role playing. Now many people are not comfortable with this. However, the best way to become comfortable with any skill is to practice it until you master it. Offer to partner with co-worker - use the buddy system to help improve both your skills sets. Role play several times other a period of several days or weeks. Don't do it once. It's the repetition that helps you feel comfortable.
This is the difference between knowing and doing.
Don't be afraid to ask for a critique. Feedback is crucial to the process. Often we are too close to be able to accurately judge how we are doing. Don't assume feedback is negative. Ask your partner: What did you like? What was good but could be better? What needs improvement? You'll notice that we took 3 steps in this feedback process. First, it's important to know what you are doing right. It gives you something to build on. Second, you want to make sure you are mastering the skill - not just going through the motions. Third, you need people to be honest enough with you to be able to tell you what areas you really need to improve. Create a plan of action for yourself based on this feedback. Think about it, practice it on your own. Use it in your sales presentations. After a few days, ask your buddy to role play with you again. See where you've improved. Repeat this process over time to see real improvement.
Don't be afraid to ask for a critique. Feedback is crucial to the process. Often we are too close to be able to accurately judge how we are doing. Don't assume feedback is negative. Ask your partner: What did you like? What was good but could be better? What needs improvement? You'll notice that we took 3 steps in this feedback process. First, it's important to know what you are doing right. It gives you something to build on. Second, you want to make sure you are mastering the skill - not just going through the motions. Third, you need people to be honest enough with you to be able to tell you what areas you really need to improve. Create a plan of action for yourself based on this feedback. Think about it, practice it on your own. Use it in your sales presentations. After a few days, ask your buddy to role play with you again. See where you've improved. Repeat this process over time to see real improvement.
See the difference between knowing and doing.
When we master a skill, the comfort level comes with it. It becomes easy to use because we've taken the time to master it. Simply attending a teleclass or a seminar won't increase your comfort level for questioning sequences by themselves. Leaving the class with a resolution to practice and use the skills - put yourself on a course of self-improvement until you master them - that will make it easy for you.
When we master a skill, the comfort level comes with it. It becomes easy to use because we've taken the time to master it. Simply attending a teleclass or a seminar won't increase your comfort level for questioning sequences by themselves. Leaving the class with a resolution to practice and use the skills - put yourself on a course of self-improvement until you master them - that will make it easy for you.
It's the difference between knowing and doing.
Thursday, February 20, 2014
Compensation is No Substitute for Leadership
It tends to be the assumption: Salespeople are motivated by money.
So, give them the right package and great sales numbers will result. Right? But often it only leaves sales managers scratching their heads and wondering how to make the package more enticing - to motivate the staff better.
Sadly, that type of thinking usually results in lower sales figures than you'd like and higher costs to your business in the form of higher sales rep turnover.
Compensation, no matter how attractive a package is never a substitute for good sales management. It cannot take the place of strong training and a basic understanding of human behavior.
Often, business owners and sales managers feel that since salespeople are motivated by money, the sales person will do everything (or anything) in order to close the sale. But selling can be very tedious and depending on the product, long and drawn out. It can be hard to keep sight of that end commission while you're getting the run around for the 20th time or having to meet yet another "decision maker".
It's up to the manager to make sure that the sales rep has all the tools necessary to be successful in the job. It's up to the manager to make sure that the sales rep remains motivated. This is particularly true in cases where the compensation is primarily in the form of commissions. See, here's the thing... you may think you've got the best product/service on the market but many are things outside of a sales rep's control.
Sales can be hard on a person, with rejection, customer demands and sales goals to be met. It can be hard to sustain excitement and motivation simply through a compensation plan when the payoff may be far off. Strong managers - strong leaders - make sure that their people have all the tools they need to succeed. They are available to brainstorm solutions, they are pro-active in positively motivating their people and coaching them on a regular basis. They make sure the sales force is given the sales training necessary to be successful.
Yes, a good compensation plan can help turn a hum drum sales force into a supercharged selling machine. But it is only a part of the equation. Compensation is no substitute for your leadership.
So, give them the right package and great sales numbers will result. Right? But often it only leaves sales managers scratching their heads and wondering how to make the package more enticing - to motivate the staff better.
Sadly, that type of thinking usually results in lower sales figures than you'd like and higher costs to your business in the form of higher sales rep turnover.
Compensation, no matter how attractive a package is never a substitute for good sales management. It cannot take the place of strong training and a basic understanding of human behavior.
Often, business owners and sales managers feel that since salespeople are motivated by money, the sales person will do everything (or anything) in order to close the sale. But selling can be very tedious and depending on the product, long and drawn out. It can be hard to keep sight of that end commission while you're getting the run around for the 20th time or having to meet yet another "decision maker".
It's up to the manager to make sure that the sales rep has all the tools necessary to be successful in the job. It's up to the manager to make sure that the sales rep remains motivated. This is particularly true in cases where the compensation is primarily in the form of commissions. See, here's the thing... you may think you've got the best product/service on the market but many are things outside of a sales rep's control.
Sales can be hard on a person, with rejection, customer demands and sales goals to be met. It can be hard to sustain excitement and motivation simply through a compensation plan when the payoff may be far off. Strong managers - strong leaders - make sure that their people have all the tools they need to succeed. They are available to brainstorm solutions, they are pro-active in positively motivating their people and coaching them on a regular basis. They make sure the sales force is given the sales training necessary to be successful.
Yes, a good compensation plan can help turn a hum drum sales force into a supercharged selling machine. But it is only a part of the equation. Compensation is no substitute for your leadership.
Tuesday, January 28, 2014
The Best Sales Trainers Sell the Best
As a change of pace, I wanted to spend some time talking about training and leadership. There's a parallel between training and selling. Let's walk through it and see if you can spot the similarities while exploring the differences between effective facilitated learning and teaching orientated training.
You might find yourself asked to "train" others without learning how to so effectively. In order for a training program to be successful you need to understand how adults best learn. You'll need to learn how to lead them into the new behaviors. Anyone who is attentive and willing during class will learn the material. But will they use the new behaviors back on the job? If you are in a manager's role, you'd want to make sure that the time you invest in a learning initiative is time and money well spent.
How do Adults Learn?
Adults learn differently from children. Whereas children can be considered "blank slates", adults bring a wealth of already accumulated knowledge. This is quite helpful to the learning experience and a savvy facilitator will use this to their advantage. Adults also bring different expectations to the learning process. Adults will expect the learning to be a partnership, with the facilitator providing the impetuous and the means for the learning process while the adults expect to be responsible retaining and being able to use the learning. Adults expect to be respected for both their experiences and their opinions.
Adults tend to learn best when they are able to make connections between what they are currently learning and past experiences. They also prefer to be full participants in the learning process.
What is Facilitating?
Facilitating is the art of leadership in group communications. In a training or learning environment, this may mean the facilitator directs the activities and the line of questioning, but allows the learners to come up with the answers themselves. This has several positive effects on the learning experience. First, this interactive environment will be more stimulating for the learner. This increases the likelihood of retention. Second, by requiring the learners produce or generate the information instead of simply hearing it from a "teacher", the learners will develop a stake in the learning process. Learners with a stake in the process will retain more. Third, this allows for more learning by doing, whether looking up information in a manual or on a website and using that information that information in order to process requests.
Teaching assumes that the learner knows nothing and the teacher everything. Some of the differences between teaching and learning can be summed up in this way:
Participating in the experience helps retain information more effectively as well as buy into the experience. Hmm, sounds a lot like a sales situation! It is. Treating your learners as though they are potential customers goes a long way towards getting acceptance of and ultimately mastery of the skills you want them to use.
How do Adults Learn?
Adults learn differently from children. Whereas children can be considered "blank slates", adults bring a wealth of already accumulated knowledge. This is quite helpful to the learning experience and a savvy facilitator will use this to their advantage. Adults also bring different expectations to the learning process. Adults will expect the learning to be a partnership, with the facilitator providing the impetuous and the means for the learning process while the adults expect to be responsible retaining and being able to use the learning. Adults expect to be respected for both their experiences and their opinions.
Adults tend to learn best when they are able to make connections between what they are currently learning and past experiences. They also prefer to be full participants in the learning process.
What is Facilitating?
Facilitating is the art of leadership in group communications. In a training or learning environment, this may mean the facilitator directs the activities and the line of questioning, but allows the learners to come up with the answers themselves. This has several positive effects on the learning experience. First, this interactive environment will be more stimulating for the learner. This increases the likelihood of retention. Second, by requiring the learners produce or generate the information instead of simply hearing it from a "teacher", the learners will develop a stake in the learning process. Learners with a stake in the process will retain more. Third, this allows for more learning by doing, whether looking up information in a manual or on a website and using that information that information in order to process requests.
Teaching assumes that the learner knows nothing and the teacher everything. Some of the differences between teaching and learning can be summed up in this way:
- Teaching is delivery-heavy and often requires entertainment to keep attention. On the other hand, if we focus on how to use the expectations and experiences of our learners, we realize that effect learning requires more.
- Learning through facilitation involves questioning-heavy, inductive/ inferential, hands-on, reflective, interactive. You lead the participants to the desired behaviors.
Participating in the experience helps retain information more effectively as well as buy into the experience. Hmm, sounds a lot like a sales situation! It is. Treating your learners as though they are potential customers goes a long way towards getting acceptance of and ultimately mastery of the skills you want them to use.
Tuesday, January 21, 2014
Leave Your Ego at the Door
We often hear the phrase "perception is reality" - how and what people think about things is often more important than what really is. I found there's an exception to that, though. We often can't judge our own performance, particularly when it comes to "soft" skills. See, we can't hear ourselves as others do (seriously, we can't - we can't hear our own voices as others do. We hear it from inside our heads, they hear the sound that comes out of our mouths ) and we can't see our body language as others do.
I was reminded of this recently after cantoring (leading the singing) for a Catholic Mass. I've been away from singing for over a year and half and am slowly going back to "performing" in public. I had made a point to record myself so that I could hear what others heard and create a plan of action to correct myself based on that. As the music director and I discussed my work, we touched on the topic of singers perspectives of their work. Sometimes when you think you sound great, you didn't and sometimes you sound great when you think you were awful. Very hard to judge ourselves.
So, why am I musing on this today? I had one of those light bulb moments yesterday. You see, I'm often asked to train people with lots of experience whom management feels - and I've verified - are not performing well. Their perception is that they "know this" and "I do this all the time". Often it's important to record and role play, not to break people down but to help them recognize that perhaps their perception is not the reality and their performance has been suffering.
It takes a lot be able to put yourself on the line and change your view of your skills. In order to maintain your skills. It's important to leave yourselves open to the possibility that you are not doing as well as you think you are. Scary, right? It can play havoc with your sense of self and who you see yourself as. But without the ability to accept that you can always improve and that there is always something new to learn, you'll stagnate or go backward. So, you leave your ego at the door and recognize that other's perceptions may be your reality. Like my singing, your communication skills will be the better for it.
I was reminded of this recently after cantoring (leading the singing) for a Catholic Mass. I've been away from singing for over a year and half and am slowly going back to "performing" in public. I had made a point to record myself so that I could hear what others heard and create a plan of action to correct myself based on that. As the music director and I discussed my work, we touched on the topic of singers perspectives of their work. Sometimes when you think you sound great, you didn't and sometimes you sound great when you think you were awful. Very hard to judge ourselves.
So, why am I musing on this today? I had one of those light bulb moments yesterday. You see, I'm often asked to train people with lots of experience whom management feels - and I've verified - are not performing well. Their perception is that they "know this" and "I do this all the time". Often it's important to record and role play, not to break people down but to help them recognize that perhaps their perception is not the reality and their performance has been suffering.
It takes a lot be able to put yourself on the line and change your view of your skills. In order to maintain your skills. It's important to leave yourselves open to the possibility that you are not doing as well as you think you are. Scary, right? It can play havoc with your sense of self and who you see yourself as. But without the ability to accept that you can always improve and that there is always something new to learn, you'll stagnate or go backward. So, you leave your ego at the door and recognize that other's perceptions may be your reality. Like my singing, your communication skills will be the better for it.
Wednesday, January 15, 2014
Selling for the Small Businessperson: 4 points
Many small business owners thrive on the challenge of selling their services, products and ideas. Many of them come from sales backgrounds themselves. However, it is not unusual for a business owner to be a technical or subject matter expert and not a sales person. This creates interesting situations when trying to get a company off the ground.
Just because we're convinced that our products and services are great doesn't mean that others will feel the same way, too. We need to be able to sell not only our product line but ourselves as well.
What is a selling posture? A selling posture is not physical. It is, however, the stance you take in order to be closing from the beginning of your sales call. Are you ready to sell? Are you "standing" tall and alert - ready to begin the closing process from the beginning of the process?
Distance yourself from your products. It is true that part of selling is the ability to sell yourself. For example, being able to make people trust you, rely on you; knowing that your solutions are best suited for their needs all require that you sell yourself. However, you must be able to distance your personal self from your professional persona. Often people will seem to reject you when it's really your product... and sometimes it's not even about a rejection, it may be a bad fit or the timing is wrong. When selling you need to think as though you are selling someone else's products. Give yourself the necessary distance so that you can see clearly.
Fake it 'til you make it. Not sure if you know what you're doing? That's OK, most other people don't either. If you're uncomfortable in your role as a salesperson, learn everything you can. Practice often. It gets easier.
Learn, learn, learn. Any work/job/career activity requires ongoing learning. Being able to sell your products and services is no different. Seek out opportunities to learn new selling skills and effective interpersonal behaviors. Keep in mind that even if your background is sales, selling a service can be different from selling a product. Selling a product or service that will be considered merely a transactional relationship by your customers requires different skills than a product/service that requires an ongoing relationship. You'll want to make sure that you are using the correct skill set for success.
Just because we're convinced that our products and services are great doesn't mean that others will feel the same way, too. We need to be able to sell not only our product line but ourselves as well.
What is a selling posture? A selling posture is not physical. It is, however, the stance you take in order to be closing from the beginning of your sales call. Are you ready to sell? Are you "standing" tall and alert - ready to begin the closing process from the beginning of the process?
Distance yourself from your products. It is true that part of selling is the ability to sell yourself. For example, being able to make people trust you, rely on you; knowing that your solutions are best suited for their needs all require that you sell yourself. However, you must be able to distance your personal self from your professional persona. Often people will seem to reject you when it's really your product... and sometimes it's not even about a rejection, it may be a bad fit or the timing is wrong. When selling you need to think as though you are selling someone else's products. Give yourself the necessary distance so that you can see clearly.
Fake it 'til you make it. Not sure if you know what you're doing? That's OK, most other people don't either. If you're uncomfortable in your role as a salesperson, learn everything you can. Practice often. It gets easier.
Learn, learn, learn. Any work/job/career activity requires ongoing learning. Being able to sell your products and services is no different. Seek out opportunities to learn new selling skills and effective interpersonal behaviors. Keep in mind that even if your background is sales, selling a service can be different from selling a product. Selling a product or service that will be considered merely a transactional relationship by your customers requires different skills than a product/service that requires an ongoing relationship. You'll want to make sure that you are using the correct skill set for success.
Thursday, November 21, 2013
No Small Stuff
I've always disliked the phrase "don't sweat the small stuff". It's always seemed to me that one of the best ways to accomplish big things is to build on the smaller stuff we have to deal with. I get that it's important not to get bogged down with meaningless details but we have to make sure that we aren't justifying sloppy shortcuts in the name of not fretting the smaller things. Below is a great quote from Dale Carnegie on the subject. (If you've not read Dale Carnegie - run,do not walk to your nearest library, bookstore or download his work. Seriously.)
"Don't be afraid to give your best to what seemingly are small jobs. Every time you conquer one it makes you that much stronger. If you do the little jobs well, the big ones will tend to take care of themselves." ~Dale Carnegie
You see, if you aren't sweating the small stuff, you never get into the habit of sweating the big stuff. It really is about sweating all the time. I had a yoga instructor who liked to say that the way you do anything is the way you do everything. It's about developing the habits that will yield results - in all areas of your life. If you are in sales, do you try to make that extra presentation each week? If you are making outbound phone calls to sell or generate leads, do you try to make just one more call each hour? In service, do you try to expedite each transaction in order to serve your customers quickly and effectively - with a smile and yet without making them feel rushed?
You are judged every day in many ways. What may seem small to you may be big to someone else. In the end it really all comes down to character. Are you the kind of person who puts forth their best effort all the time or do you skimp if you don't think anyone's looking? (and believe, these days, everyone's looking)
Doing your best, all day, every day pays off. You may not see the results immediately, but you will see the fruits of your efforts over time.
What are your thoughts?
Thursday, October 31, 2013
Passionate on Your Road to Success
What makes you passionate about what you do? What keeps you involved day after day?
For me, it's the knowledge that I've helped someone on the road to success. Whether that success is being better at their roles in a call center, helping an independent sales rep or solo business owner refine their selling technique, working with front line employees in a office to be more effective communicators or mentoring small business owners in their ability to manage, coach and motivate their sales and service staff, it's important to me that I make a difference. For me it's always been about how I can help people succeed.
You may find your passion comes from your core values. Perhaps you sell a product that fills a real need in the marketplace. Perhaps you work with people who give their all and you don't want to let them down.
If you work in a service capacity, you may find that solving other's problems and making their day a bit better does it for you.
Everyone finds it easier to succeed when they believe in what they are doing. Because when we work to help others - no matter how big or small an effort- good things happen all around.
Tuesday, October 29, 2013
4 Habits of Effective Salespeople
Out of the many things that sales people can do to be effective in their selling efforts, 4 habits stand out above - and encompass - many others.
Passion
You might not think of this as a habit per se, but getting in the habit of being passionate - about your product, your customers and selling in general will help you go about your days wanting to succeed.
Being passionate about your product helps you want to learn everything you can about it. What it does, how it works, how it helps the customers. The more you know, the more you can serve. You should also show passion regarding your co-workers. Treat them well, remember you are part of a team and do your part to help them succeed.
Prioritize
Prioritizing also encompasses time management. Think in terms of "what is the most important thing I can be doing right now?" Be sure to arrange your day strategically. Make sure your call backs are scheduled according to your prospects/customers' needs. Although you might find this inconvenient occasionally, it more than pays off in time saved because you're reaching them when they are available.
Avoid chasing accounts. You only make a pest of yourself and harden people against answering your calls. That's not to say you shouldn't be assertive in trying to reach people or close the sales, however, you do need to gauge people and make sure you're not heading into stalker territory.
Prioritize to take the time to take classes - in selling skills, service, and leadership, or pursue a specific course of study related to your field. Knowledge is key to success. It's important to make that a priority. Sometimes taking time for learning may seem like "down time" but it's really not.
Finally, remember to prioritize your time off. First, make sure you take it! Second, follow your industry and your customer's needs when scheduling time off. It may be tempting to take that spring cruise, but if that's your industry's busy season, you'll be more successful scheduling your time another time.
Persistence
I want to go back to chasing accounts for a moment. Chasing accounts is different from being persistent. Chasing an account who probably won't buy, just to see if things have changed, wastes your time. Being persistent with customers and prospects who you know are a good fit is a good use of your time.
Ask for the order. One call closes are possible and indeed expected in some industries. If you've been thorough there's no reason not to close. An effective sales person builds the close right into the entire presentation.
Professionalism
Being professional involves more than just being professional in front of your customers. Take care that your Facebook and LinkedIn pages show you to your best advantage. (Sorry, take down those old Spring Break pics from Facebook or become very familiar with Facebook privacy settings).
No yelling in the office...Ever... Really... I don't care to whom, I don't care how angry you are, it destroys professional reputations in seconds, creates a hostile working environment and doesn't help you achieve your objectives. It goes without saying (or should) that you won't yell at your prospects or customers either.
Treat the support staff well: your support staff as well as your customers' and prospects'. This also applies to anyone you come into contact with in your organization - or just about anywhere, actually. Call it karma or just invoking the golden rule (do unto others), treating others well only helps you in the long run.
Finally, avoid gossip. I know it feels good to share, but it feeds on itself and takes on a life of its own. Plus it has a habit of coming back to bite you.
Being an effective sales person is something to work on continuously. Keeping these 4 P's in mind helps you in this process.
Passion
You might not think of this as a habit per se, but getting in the habit of being passionate - about your product, your customers and selling in general will help you go about your days wanting to succeed.
Being passionate about your product helps you want to learn everything you can about it. What it does, how it works, how it helps the customers. The more you know, the more you can serve. You should also show passion regarding your co-workers. Treat them well, remember you are part of a team and do your part to help them succeed.
Prioritize
Prioritizing also encompasses time management. Think in terms of "what is the most important thing I can be doing right now?" Be sure to arrange your day strategically. Make sure your call backs are scheduled according to your prospects/customers' needs. Although you might find this inconvenient occasionally, it more than pays off in time saved because you're reaching them when they are available.
Avoid chasing accounts. You only make a pest of yourself and harden people against answering your calls. That's not to say you shouldn't be assertive in trying to reach people or close the sales, however, you do need to gauge people and make sure you're not heading into stalker territory.
Prioritize to take the time to take classes - in selling skills, service, and leadership, or pursue a specific course of study related to your field. Knowledge is key to success. It's important to make that a priority. Sometimes taking time for learning may seem like "down time" but it's really not.
Finally, remember to prioritize your time off. First, make sure you take it! Second, follow your industry and your customer's needs when scheduling time off. It may be tempting to take that spring cruise, but if that's your industry's busy season, you'll be more successful scheduling your time another time.
Persistence
I want to go back to chasing accounts for a moment. Chasing accounts is different from being persistent. Chasing an account who probably won't buy, just to see if things have changed, wastes your time. Being persistent with customers and prospects who you know are a good fit is a good use of your time.
Ask for the order. One call closes are possible and indeed expected in some industries. If you've been thorough there's no reason not to close. An effective sales person builds the close right into the entire presentation.
Professionalism
Being professional involves more than just being professional in front of your customers. Take care that your Facebook and LinkedIn pages show you to your best advantage. (Sorry, take down those old Spring Break pics from Facebook or become very familiar with Facebook privacy settings).
No yelling in the office...Ever... Really... I don't care to whom, I don't care how angry you are, it destroys professional reputations in seconds, creates a hostile working environment and doesn't help you achieve your objectives. It goes without saying (or should) that you won't yell at your prospects or customers either.
Treat the support staff well: your support staff as well as your customers' and prospects'. This also applies to anyone you come into contact with in your organization - or just about anywhere, actually. Call it karma or just invoking the golden rule (do unto others), treating others well only helps you in the long run.
Finally, avoid gossip. I know it feels good to share, but it feeds on itself and takes on a life of its own. Plus it has a habit of coming back to bite you.
Being an effective sales person is something to work on continuously. Keeping these 4 P's in mind helps you in this process.
Thursday, August 15, 2013
Responsible Selling = Better Results
One of the first things that a new salesperson learns about is overcoming objections. You've got to overcome objections to make the sale. You've got to get the sale to make quota.
Salespeople are given conflicting commands. Sell what the customer needs. Make sure it's win-win AND make sure you make your quota this week.
This dichotomy leads to interesting skills being used. It also leads to people having a low opinion of salespeople. Why is it that in an economy with rising unemployment levels, employers can't find salespeople? Why is it that suggesting a career in sales to a college graduate is tantamount to asking him to flip burgers? Why is there such a low perception of what we do?
Those of us in the sales profession have a responsibility to enhance the reputation of our profession. As employers, if we offer poor pay packages, if we hire everyone who walks through the door and expect them to sink or swim or if we fail to be respectful of the people who work for us, we are helping to perpetuate certain stereotypes of the selling profession. If we expect results but turn our backs on how they are acheived, we set ourselves up to succeed in the short term but fail in the long term.
On the flip side, as salespeople we have a responsibility to use the best skills possible at all times. It means not being so pushy that people buy to get rid of you. (they only call in to the office to cancel, anyway) It means we don't manipulate people into making purchasing decisions.
It does mean, however, that we are always respectful of the people we do business with. It means that we are always looking for ways to develop ourselves as professional salespeople - reading industry publications, taking classes, actively looking to improve our skills.
It means if someone wants information in writing, we give it to them. Even if we think it's a blow off. Nothing says shady faster than not being willing to write it down. If you don't think a written material fully expresses your offer and its benefits - work to revise it!
Don't stalk people with your phone calls. Be respectful of their wishes. If they ask you to call back in a month, don't call back in a week unless you have new and useful information for them. If you're calling because you have no-one else to call, do more prospecting. Expand you list of contacts.
Training people in strong interpersonal skills coupled with a good work ethic tied together with an employer who treats employee with respect and dignity goes a long way towards resolving some of the conflicts that are perceived to be inherent in a sales career.
Salespeople are given conflicting commands. Sell what the customer needs. Make sure it's win-win AND make sure you make your quota this week.
This dichotomy leads to interesting skills being used. It also leads to people having a low opinion of salespeople. Why is it that in an economy with rising unemployment levels, employers can't find salespeople? Why is it that suggesting a career in sales to a college graduate is tantamount to asking him to flip burgers? Why is there such a low perception of what we do?
Those of us in the sales profession have a responsibility to enhance the reputation of our profession. As employers, if we offer poor pay packages, if we hire everyone who walks through the door and expect them to sink or swim or if we fail to be respectful of the people who work for us, we are helping to perpetuate certain stereotypes of the selling profession. If we expect results but turn our backs on how they are acheived, we set ourselves up to succeed in the short term but fail in the long term.
On the flip side, as salespeople we have a responsibility to use the best skills possible at all times. It means not being so pushy that people buy to get rid of you. (they only call in to the office to cancel, anyway) It means we don't manipulate people into making purchasing decisions.
It does mean, however, that we are always respectful of the people we do business with. It means that we are always looking for ways to develop ourselves as professional salespeople - reading industry publications, taking classes, actively looking to improve our skills.
It means if someone wants information in writing, we give it to them. Even if we think it's a blow off. Nothing says shady faster than not being willing to write it down. If you don't think a written material fully expresses your offer and its benefits - work to revise it!
Don't stalk people with your phone calls. Be respectful of their wishes. If they ask you to call back in a month, don't call back in a week unless you have new and useful information for them. If you're calling because you have no-one else to call, do more prospecting. Expand you list of contacts.
Training people in strong interpersonal skills coupled with a good work ethic tied together with an employer who treats employee with respect and dignity goes a long way towards resolving some of the conflicts that are perceived to be inherent in a sales career.
Tuesday, August 13, 2013
Who Will Make the Best Telephone Sales Rep?
What makes a great telephone sale representative? Is it personality or skill, luck of the territory or the ability to keep grinding out those dials? The answer lies in a careful analysis of what the sales assignment requires. It is not uncommon for a telephone sales person who has been very successful in one position to be mediocre or even fail in another.
Creating a great telephone or inside sales rep starts before the hiring process begins. Management must have a clear sense of what the position will entail. This is accomplished by considering the objective of the position and what behaviors are needed to achieve this. Ask yourselves what the person will need to do to in order to achieve their goals.
Prospecting and customer sales positions have very different emphasis. Although certain traits are shared, it can be very difficult for a customer sales person, who regularly handles repeat business, to emotionally deal with the frustrations of the prospecting process, particularly if it is a long closing cycle. Customer reps like the positive affirmations that come regularly with their job. These affirmations come from either customers who purchase with relative frequency or from the satisfaction of keeping a customer happy with their attention and service. At the same time, a rep who has spent a lot of time prospecting, may find it difficult to maintain the service orientated relationship that customer sales entails. They may look for a quick result and move on.
In addition to a higher tolerance for rejection, a prospecting project will require an emphasis on a high amount of dials. The more one is shot down, the more calls one must make.
Creating a great telephone or inside sales rep starts before the hiring process begins. Management must have a clear sense of what the position will entail. This is accomplished by considering the objective of the position and what behaviors are needed to achieve this. Ask yourselves what the person will need to do to in order to achieve their goals.
Prospecting and customer sales positions have very different emphasis. Although certain traits are shared, it can be very difficult for a customer sales person, who regularly handles repeat business, to emotionally deal with the frustrations of the prospecting process, particularly if it is a long closing cycle. Customer reps like the positive affirmations that come regularly with their job. These affirmations come from either customers who purchase with relative frequency or from the satisfaction of keeping a customer happy with their attention and service. At the same time, a rep who has spent a lot of time prospecting, may find it difficult to maintain the service orientated relationship that customer sales entails. They may look for a quick result and move on.
In addition to a higher tolerance for rejection, a prospecting project will require an emphasis on a high amount of dials. The more one is shot down, the more calls one must make.
However, it is important to note that a customer sales assignment may still require a high amount of dials. In order to increase productivity, often the easiest way to do so is to increase the number of dials each day. This means that the customer sales rep must be able to stay focused enough to achieve their sales goals. It is easy for customer sales reps to make "busy work" and hand holding fill their days while convincing themselves they are being productive. This can lull management into a false sense of security. Without sales results, however, the customer sales rep is not being effective. Remember, whether a customer sales rep or prospecting sales rep, in the end they must be accountable for measurable results.
Take stock of the selling techniques that your inside sales assignment requires. Tangibles are different from intangibles. For some, it will be simpler to sell a physical product, like a pen or a machine or a car. Although purchasing over the telephone, buyers in many cases can sample the product: see, touch, use their own senses to compliment what the sales person has been saying. In selling a service, the inside rep must be able to create the experience solely with their words over the telephone. Again, these are two different skill sets.
Another difference between prospecting and customer sales can often be found in the compensation structure. Sales management must be vigilant that they are rewarding correct behaviors.
High producing sales reps are motivated by money. They will carry out activities on the job that directly affect their income. If they don't see a process or procedure as contributing to that, a manager will inevitably have problems with sales reps complying. Many customer sales reps are less motivated by money per se, but will want to see rewards and recognition for their work.
If you are a small company, don't fall in love with the idea of hiring from large "name" companies. Often, these reps have been used to a level of support that you will be unable to provide. During the interview process make sure the candidate sales rep understands what working for your organization will be like. Although someone from a larger concern can bring with them ideas and a different viewpoint, if they are not willing to make changes to their office lifestyle, you may just find yourself with a disgruntled rep who will look for the first opportunity to get back to a larger firm.
A careful analysis of all these factors will help management create a profile of the experiences and traits a telephone sales person will need to succeed in your organization. So, will make the best telephone sales representative? The one who is best for your company.
Take stock of the selling techniques that your inside sales assignment requires. Tangibles are different from intangibles. For some, it will be simpler to sell a physical product, like a pen or a machine or a car. Although purchasing over the telephone, buyers in many cases can sample the product: see, touch, use their own senses to compliment what the sales person has been saying. In selling a service, the inside rep must be able to create the experience solely with their words over the telephone. Again, these are two different skill sets.
Another difference between prospecting and customer sales can often be found in the compensation structure. Sales management must be vigilant that they are rewarding correct behaviors.
High producing sales reps are motivated by money. They will carry out activities on the job that directly affect their income. If they don't see a process or procedure as contributing to that, a manager will inevitably have problems with sales reps complying. Many customer sales reps are less motivated by money per se, but will want to see rewards and recognition for their work.
If you are a small company, don't fall in love with the idea of hiring from large "name" companies. Often, these reps have been used to a level of support that you will be unable to provide. During the interview process make sure the candidate sales rep understands what working for your organization will be like. Although someone from a larger concern can bring with them ideas and a different viewpoint, if they are not willing to make changes to their office lifestyle, you may just find yourself with a disgruntled rep who will look for the first opportunity to get back to a larger firm.
A careful analysis of all these factors will help management create a profile of the experiences and traits a telephone sales person will need to succeed in your organization. So, will make the best telephone sales representative? The one who is best for your company.
Tuesday, August 6, 2013
Create a Culture for Sales and Service Success
You have within your power the ability to foster positive changes.
In order to succeed in business, you need to create a culture in your organization that reflects this. This is important even if you have a staff of three: me, myself and I. Here are some steps that add up to winning bid!
Communicate optimism
Convey a positive demeanor with everyone you come in contact with. Be friendly and upbeat. Don't dwell on the negatives. You'll only come across as an "energy suck".
Don't blame the competition
No one can steal business from you - you lose it yourself. Find out why.
Identify simple improvements
They're usually the inexpensive ones, the easiest to implement and the ones that can make the biggest difference. Think of the household that saves money on its budget, not by eliminating the big things, but by saving pennies here and there. They add up and are usually small enough to feel painless. Take the same approach with your business.
Grow or Die
Just like a plant, a business that isn't growing is dying. Even in a down economy, brainstorm and strategize to increase your market share. Recessions don't last forever. Be prepared to take advantage of any and all opportunities that come your way.
Communicate, communicate
Communication within your organization is important; so are the communication skills of the front line employee who works directly with the clients/potential clients. There are many things in business we can't control but we can control how we act and react to others. Make sure everyone has the interpersonal tools necessary to effectively sell and service customers as well as the skills to effectively work well with others within the organization.
Never say can't
Remember: Yes, you can!
You become what you think.... Napoleon Hill
In order to succeed in business, you need to create a culture in your organization that reflects this. This is important even if you have a staff of three: me, myself and I. Here are some steps that add up to winning bid!
Communicate optimism
Convey a positive demeanor with everyone you come in contact with. Be friendly and upbeat. Don't dwell on the negatives. You'll only come across as an "energy suck".
Don't blame the competition
No one can steal business from you - you lose it yourself. Find out why.
Identify simple improvements
They're usually the inexpensive ones, the easiest to implement and the ones that can make the biggest difference. Think of the household that saves money on its budget, not by eliminating the big things, but by saving pennies here and there. They add up and are usually small enough to feel painless. Take the same approach with your business.
Grow or Die
Just like a plant, a business that isn't growing is dying. Even in a down economy, brainstorm and strategize to increase your market share. Recessions don't last forever. Be prepared to take advantage of any and all opportunities that come your way.
Communicate, communicate
Communication within your organization is important; so are the communication skills of the front line employee who works directly with the clients/potential clients. There are many things in business we can't control but we can control how we act and react to others. Make sure everyone has the interpersonal tools necessary to effectively sell and service customers as well as the skills to effectively work well with others within the organization.
Never say can't
Remember: Yes, you can!
You become what you think.... Napoleon Hill
Thursday, August 1, 2013
Is Your Sales Process Costing You Sales?
We spend a lot of time talking about selling skills - the interpersonal skills needed to successfully close sales and generate business. However, sometimes the fault for poor or less than expected sales results lies not in the people skills of the sales rep but rather the sales process itself that has been set up. Our processes can trip us up and make it harder for people to say "yes" to us. For instance:
Recently I received a call for a phone company, asking me to change my service. Now I'm always in favor of saving money so I definitely gave a listen. I gave my fax number and promised to look over the information. I had a hard time listening to the rep as she appeared to be calling from a very noisy call center.
About an hour later I got a call (again from the noisy call center) from the original rep's supervisor asking for my business. I politely told her I prefer to think about this type of decision first. She offered to call me back in 3 days. The next day, I received her follow up call. No reference to the fact she wasn't supposed to call me for two days. She asked for my order again. Now, at this point, I had realized that this offer wouldn't be a good fit for me. I didn't like the length of the contact. She immediately offered a contract of a much shorter duration. I declined the offer.
Here's why:
And... oh yes, get a noise canceling headset...
Obviously, these techniques get sales, but how many sales are you losing? Sometimes, we forget there are human beings on the line with human reactions. We need to be able to walk the line between passive and aggressive in order to achieve our goals. Overly aggressive sales techniques increase the odds that buyers will cancel after the "aura" of the sales environment you're created goes away. For more sales and solid customer relationships, use assertive techniques that focus on your customer's needs.
Recently I received a call for a phone company, asking me to change my service. Now I'm always in favor of saving money so I definitely gave a listen. I gave my fax number and promised to look over the information. I had a hard time listening to the rep as she appeared to be calling from a very noisy call center.
About an hour later I got a call (again from the noisy call center) from the original rep's supervisor asking for my business. I politely told her I prefer to think about this type of decision first. She offered to call me back in 3 days. The next day, I received her follow up call. No reference to the fact she wasn't supposed to call me for two days. She asked for my order again. Now, at this point, I had realized that this offer wouldn't be a good fit for me. I didn't like the length of the contact. She immediately offered a contract of a much shorter duration. I declined the offer.
Here's why:
- Why can't the first person conduct the entire sales process? Unless you have a brand new person or a very complicated product, there's really no reason for a second person to get involved. It smacks of poor training.
- Why is a "supervisor" calling back? Wasn't born yesterday... I've worked in industries where all the sales reps had business cards that said "vice president". Come on, we know you're the closer. There are smoother ways to handle that.
- Was inconsistent. If you're going to call back sooner, reference that to me. For instance "I know I'm supposed to call you back in 2 days, but I wanted to make sure you were aware of ....."
- Offered concessions to fast. If you come down in price too fast, or make any concessions too quickly, it makes people feel uneasy. "What else will they compromise on? Would I have been taken advantage of if I hadn't brought that up?"
And... oh yes, get a noise canceling headset...
Obviously, these techniques get sales, but how many sales are you losing? Sometimes, we forget there are human beings on the line with human reactions. We need to be able to walk the line between passive and aggressive in order to achieve our goals. Overly aggressive sales techniques increase the odds that buyers will cancel after the "aura" of the sales environment you're created goes away. For more sales and solid customer relationships, use assertive techniques that focus on your customer's needs.
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