Archive for the ‘selling skills’ Category

FACTORS NEGATIVELY IMPACTING OUR ABILIY TO COMMUNICATE PART 1

Tuesday, August 11th, 2009

Factors affecting how we communicate with others as “SENDERS” and “RECEIVERS” (the judgments we often make usually unconsciously) and some potentially damaging self talk..

Individual differences – “he’s very young, must be a bit stupid and inexperienced better explain this slowly two or three times”

Cultural differences – “she’s an accountant bean counter, this will be difficult, she just won’t understand our sales culture, she’ll probably just be interested in the marketing cost analysis” or where I’ve worked “all expats are arrogant” versus “all ‘locals’ are stupid, slow and lazy”

Attitudes about the message or the other person – “do I really have to tell this overbearing financial controller that we need the purchase order for another computer signed urgently?”

Stereotyping – “all good looking young females are really blond’s inside regardless of their hair color” or… “silly old guy he won’t be able to grasp what a young guy like me is on about, he must be a bit slow”

Values – “salespeople just don’t understand, anyone that’s not an engineer who understands our production methods and the design process we’ve been through just won’t get it and aren’t worth explaining it to anyway – salespeople are just talking heads”

Assumptions about what the other person knows, thinks, feels or has heard – “this is going to be bad, I’m sure the boss knows about the accident best get into defensive mode he’s going to hit the roof” or if the boss says to you late Friday afternoon “I want you in my office first thing Monday morning Fred – important” what sort of weekend are you going to have and how will you approach the what and how of what you may have to say.

The location and the environmental noise – “what… who won the F1 world championship, Lauder… what… WHO WON THE…” yes its an old joke. Just be aware of your surroundings when you are trying to deliver a message

Way in which the message is sent – “now remember this ’cause I don’t have time for an email, there are one million two hundred and sixty three thousand four hundred and nine widgets stuck in fifteen trucks at port, with our shipping order numbers 11168 thru 11199 excluding 11172 which is replaced by 11289a and I need them now, every on accounted for and logged with the number sheets, so get onto it and Call Harry, his number’s with my secretary”

Age – Generation – “XY & Z and all that other nonsensical rubbish, people are people and you cannot attribute ability to communicate based on supposed generational norms or preferences. You do have to understand though that ‘cool’, ‘unreal’ and ‘sick’ can mean different things to different age groups.

Sex – well you know how that works, dumb smart arrogant pushy confident and all that other equally stupid stuff

Obviously much of what I have listed above also affects the way we ‘listen’ or how we act as receivers.

Ric (orglearn) While you’re here take a look at the free blank resume form!

ps Based on an old however still relevant training material original list source unknown.

* Link for direct page viewers return to main career success blog to check out other posts!

The importance Developing the company’s Sales Culture

Friday, July 17th, 2009

A) The view from Todd Cohen’s Sales Culture Blog

Comment” “When I think of sales culture, it means that every person in the organization, from the CEO to the receptionist to the shipping clerk understands that WE ARE ALL IN SALES.” – Eric David.  ([Todd] thanks Eric, my sentiments exactly!)… [and mine as well Ric]

B) From Interview with Acer’s Stan Shih by Geoffrey James of BNET

“If culture is destiny — and I believe that it is — then Acer must have a sales culture that’s even more impressive than Dell’s.”

“James: Where do employees fit into the picture? Shih: The customer comes first, then the employees and then the shareholders.”

An interesting article worth the read, the rest is here:

http://blogs.bnet.com/salesmachine/?p=4158&tag=nl.e808

C) “Your front-line managers can drive sales – or drive away your best salespeople”  by Benson Smith and Tony Rutigliano

“The Gallup Organization’s research… studies suggest that 80% of a sales representative’s perception of company leaders was influenced by that salesperson’s relationship with his or her direct supervisor. No matter how good the CEO was, or the vice president of sales was, the sales reps’ view of these individuals was strongly colored by their opinion of their direct supervisor.”

“The bottom line is clear: Front-line managers are instrumental in creating the right workgroup culture. Selecting and training front-line sales supervisors is one of the best and surest ways to improve the quality of your sales organization.”

The rest of this must read article is here:

http://gmj.gallup.com/content/328/Creating-Successful-Sales-Culture.aspx

Need a sales resume visit the blank resume page.

SIX MORE QUICK SALES (MANAGEMENT) TIPS PROSPECTING AND ATTITUDE

Thursday, July 16th, 2009

PROSPECTING TIP:

Ask if they look in the phone book, you think I’m joking, bet most of your sales staff have never even thought of it. Those who have are often intimidated…. it’s a lot of names and it looks like a lot of work, “hmm best not tie up the phone, a customer might be trying to call me”… Slip outside and grab a couple of your sales “experts” and ask them how they prospect, (take your blood pressure pills with you).

ANOTHER SIMPLE PROSPECTING TIP:

Where to prospect… existing customers, suppliers, colleagues, investors, advisors, associates, family, friends, acquaintances, researched leads, past customers, public presentations, civic activities, networking, trade shows, competitors internet sites, next door

REFERRALS:

If the sale is made and the order signed, salespeople (as against order takers) should then ask, ”Fred who do you know that might also benefit from this product/service/widget”. All to-do lists and of course sales reports should include a referrals section and if they don’t come back with at least one from each satisfied customer find a sharp object and insert it where it will inflict the most pain.

TRIAL CLOSES:

The sales person’s thermometer. This is where the sales person asks the potential customer to purchase the goods or service during the sales interview to test how hot or cold the prospect is. It can also be used to uncover buying objections. Just for fun ask your sales people to tell you about the last time they used a trial close and what happened. If they can’t tell you (or look at you as if you crawled out from under an old piece of cheese) place the following add “SALESPEOPLE WANTED”

DECISION MAKERS:

Have your salespeople send you a list of names and positions of the people they contact and see how many secretaries, purchasing officers, clerks and other strange characters they are talking to. If they have developed a “milk run” just to keep their call rate up remember the experts tell us (last time I heard) it costs about US$220 per call. That’s a lot of money to smile at a secretary who can’t approve any purchases.

NO FEAR:

Sales people need to overcome their fear of rejection and have no call reluctance. They need to understand risk in their profession comes from developing too few customers and prospects, not from having too many. They have to accept rejection as part of their life and do not allow a prospect’s rejection to effect and control their mental attitude. Fear can be reduced by planning, being prepared for every step of the selling process backed by solid product knowledge. Even a well developed prospecting script with prepared responses to all of the major questions and objections they might encounter can help.

DESTROY THE SALES SCRIPT… DON’T PITCH

Selling, or more correctly helping the prospective customer through the process of deciding that what you have to offer is a worthwhile solution to satisfy his or her wants (or needs if you must) should be a conversation not a one, two, three (or ten) act play. If you or your salespeople are using a script (and many still do) you are probably not listening to the customer you are just pitching. You need to let the customer explain what he or she wants and then know enough about your product or service to explain how it provides the solution or benefit desired.

BONUS TIP: IT IS VERY HARD TO FIND NEW CUSTOMERS AT OUR DESK… GET OUT THERE

What’s the Best Time to Cold Call?

Wednesday, July 15th, 2009

Cold calling is expensive and usually fairly ineffective… however it still has to be done. Many salespeople still go in and pitch rather than knowing how to ask questions to uncover needs and wants. Even worse they do it at the wrong time.

“Most sales reps make cold calls basically when they feel like it.  And that’s too bad, because scientific research reveals that timing may be even more important than technique when it comes to cold calling success.”

The BNET site’s blog post (see link below) tests our preconceptions about the timing of our cold calls and then provides ’scientific facts that can help salespeople double or even triple cold call success rates’.

Truly a great free resource that as I said includes a great quick test for yourself (or your sales staff)

Something every salesperson should read!

http://blogs.bnet.com/salesmachine/?p=4114

(copy and paste to your browser) ITS WORTH A LOOK

Ric’s cold call tip: If you need to prepare a script (something many so called sales trainers/advisers will tell you to do) then you’re not ready for the cold call. Scripts are crutches for those that don’t understand or know their product’s features, advantages and benefits well enough and more importantly don’t know enough about their prospects business. Don’t sell, listen! The only way to make your way to a sale is ask questions and then LISTEN to the answers.

Looking for a sales job do your sales resume on the free blank resume form.

SALES MANAGEMENT – FIVE QUICK PRACTICAL REMINDERS

Tuesday, July 14th, 2009

TURN ONE CALL INTO THREE:

Make sure the sales staff go next door, both sides, or at least visit two more potential or current customers in the same area. In another life whilst training bank managers to sell they would want to travel thirty miles for one call then return to the branch. If you are in sales and have to travel to a call it is an imperative go to the building next door and visit every office that you can talk your way into, you might get a pleasant surprise!

CROSS-SELL:

If you are the sales leader train sales staff to sell aligned products or a range rather than having only “one product expertise”. ‘But boss I sell left handed widgets I don’t know about right handed widgets… take a deep breath and say… well find out…! Hotels are good at this they have travel experts, meetings experts, corporate experts, incentive experts… come to think of it when I was a financier (before I grew up), we had dealer experts, mortgage experts, leasing experts, personal loan experts and of course bullsh*t experts. Sure specialist knowledge is great however no sales person in this business climate should walk out without at least trying to sell a visit by their other product ‘experts’ and they should at least have a broad enough product knowledge to recognise a prospect for anything your organization sells.

THANK YOU NOTES:

Everyone likes to be thanked, a quick note saying thanks for seeing me, or thanks for the order, or thanks for the payment, or thanks for whatever can be a powerful relationship builder. If you’re the sales manager just ask casually at the next sales meeting “how long since anyone has sent a thank-you note?”


THE NUMBERS GAME:

Rule of thumb, ten cold leads will get one prospect, ten prospects will get one customer. How many calls a week is that against the number of customers you expect from each salesperson. More importantly how many contacts are your salespeople really making a week, what audit system have you implemented to weed out the dummy call reports? Selling is a numbers game, the more we talk to, the more we get. Make sure they are networking and reporting accurately on their real activities.

TESTIMONIAL TRICK:

Third party testimonials are very powerful but hard to get. The best way to do it is to ring up the customer (when you know things have gone well) and ask questions that you know will get positive responses. Then ask permission to write the customers experience down, ask permission to send it to him/her and then ask that he/she put it on the company letterhead and send it to you. If you ask customers to write testimonials they will always be too busy, this way you take the thinking out of the process and most will accede to your request. Do all your sales staff understand this ‘trick’

NOTHING HAPPENS UNTIL SOMEBODY SELLS SOMETHING