Vous êtes sur la page 1sur 174

Top-Ten Skills of The Super Salespeople

CORPORATE HEADQUARTERS
1101 Pennsylvania Avenue, NW Suite 600
Washington, DC 20004
T: (202)742-6639 F: (202)318-6405
www.asherstrategies.com

CHINA LOCATIONS
BEIJING SHENZHEN SHANGHAI
www.chinacpq.com

VERSION D: AUGUST 2009

Copyright and proprietary information. Reproduction of this document is prohibited without written authorization from ASHER.

The Bottom Line


If you listen closely enough,
your customers will explain your
business to you.
Peter Schutz

TABLE OF CONTENTS
CHAPTER 1 THETHE
SKILLS
ANDSALES
PROCESSES
USED BY THE SUPER SALESPEOPLE ..................... 1
5
INTRODUCTION
BIGGEST
PROBLEM
1.1A.1 The
The
Biggest
Sales
Problem
(Finding
Competent
Salespeople) ... 6
Section
Section
Biggest
Sales
Problem
(Finding
Competent
Salespeople)
2

The
Five
Factors
for Success
in Sales
....................................... 8
The
Five
Factors
for Success
in Sales

4
Sales
Aptitude
Assessments
....................................................
9
Sales Aptitude Assessments
5
The
Top-Ten
Skills
of the
Super
Salespeople
........................... 10
The
Top-Ten
Skills
of the
Super
Salespeople

6
Marketing,
Sales
and
Customer-Relationship
Strategies
.........
11
The Four Major Business Growth Processes
7
The Top-15 Best Practice Marketing, Sales and CustomerCHAPTER ONE FOCUS ON A FEWRelationship
TOP PROSPECTS
9
Processes ....................................................... 12

Section 1.1 Prospecting
10
CHAPTER
2

ACCOUNT
MANAGEMENT/CUSTOMER
CARE
.................................................
13

Section 1.2 Qualifying Leads
16
2.11.3 Lead
Management
Techniques
...................................................... 15
Section
Section
Management

17
Section
2.2
Account-Management/Customer-Care
Practices
....................
17

Section 1.4 Telephone Calling Processes
22
Section 2.3
Customer Feedback .............................................................. 29



Section
1.2A.2
Section
Section
1.3A.3
Section
Section
1.4A.4
Section
Section
1.5A.5
Section
Section 1.6

CHAPTER TWO
USE COACHES/INSIDERS TO FULLY UNDERSTAND CUSTOMER
CHAPTER
3

STRATEGIC
PLANNING ................................................................................... 32

REQUIREMENTS
32
Section 3.1
Strategic Planning ................................................................. 34

Section 2.1 Identifying Buyers and Using Coaches
33

Section 3.2
Vision Statements ................................................................. 36
Section 2.2 Understanding Personality Types
37
Appendix One
Strategic Planning Process .................................................. 254
Section 2.3 Matching/Mirroring Personality Types
51

CHAPTER THREE
4 BRANDING
AND RESEARCH
STRATEGICPROSPECTS
MARKETING
.......................................................
38
CHAPTER
THOROUGHLY
AND
THEIR ORGANIZATION
Section 4.1
Branding Strategies .............................................................. 41
PRIOR TO FIRST CONTACT
53
Section 4.2
Business Intelligence ............................................................. 43
Section
Section 3.1 Selling Yourself to The Buyer
54
4.3
Product/Service Lifecycle ...................................................... 45


Section 3.2 Relationship-based Sales


62
Section 4.4
Growth Strategies ................................................................ 49
Section 3.3 Researching Buyers Interests
67
Section 4.5
Every Employee Can Be Part of the Sales Process .................. 51
Section 3.4 Guidelines for Initial Contact
68
Section 4.6
Selling in a Soft Economy ...................................................... 54
Two
Strategic
Positioning, Market Segmentation and
CHAPTER FOUR Appendix
ASK QUESTIONS
AND LISTEN
72
Customer
Segmentation
...................................................
256

Section 4.1 Ascertaining Needs and Proposing Solutions
73

CHAPTER 5


Section 4.2
Becoming a Trusted Advisor
75
INTERNET
........................................................................................................
57
Section
Selling
76
Section
5.14.3 Solution
Internet
Marketing ................................................................ 59
Section
the Right
Questions
78
Section
5.24.4 Asking
Websites
..............................................................................
60
Section
4.5
The
Importance
of
Listening
81
Section 5.3
Search Engine Optimization/Pay-Per-Click ............................. 61
...................................................................................
62
CHAPTER FIVE Section
BE A 5.4
BUSINESS Email
CONSULTANT
AND SOLUTION PROVIDER
87
Section
5.5
New
Web
Tools
.....................................................................
63

Section 5.1 Overcoming the Salespersons Fear
88

CHAPTER 6


Section
5.2 Proving
TheMANAGEMENT
Value of Your Offerings

92
SALES
AND
MARKETING
........................................................
64
Section
5.3
Offering
Solutions
94
Section 6.1
Sales Managers Responsibilities ........................................... 66
Section
Objections

95
Section
6.25.4 Handling
Five Factors
for Managing
Salespeople .................................. 68
Section
is Not
The Most
Important
98
Section
6.35.5 Price
Four
Famous
Selling
Fears .................................................... 71
Section 6.4
Characteristics of Top Salespeople ......................................... 77
Section 6.5
Selling Through Indirect Channels (Software Sales) ................ 83
Section 6.6
Managing Independent Sales Reps ........................................ 85
Appendix Three Compensation Programs and Goal Setting .......................... 261
Appendix Four
Recruiting and Interviewing Salespeople.............................. 264

Asher 2007

ii

TABLE OF CONTENTS
1 THEUSE
SKILLS
AND PROCESSES
USED
BY THE SUPER SALESPEOPLE .....................
CHAPTER SIX
APPROPRIATE
MARKETING
MESSAGES
1055






Section
1.16.1
Section
Section
1.2
Section 6.2
Section
1.3
Section
6.2.1
Section
1.4
Section 6.2.2
Section
1.5
Section
6.2.3
Section
1.6
Section
6.2.4
Section 6.2.5

The BiggestSelling
Sales Problem (Finding Competent Salespeople) ...
6
Value-Added
106
The
Five
Factors
for
Success
in
Sales
.......................................
8
Appropriate Marketing Message
107
Sales
Aptitude Assessments ....................................................
9
Killer
Arguments
108
The
Top-Ten
Skills
of
the
Super
Salespeople
...........................
10
Key Discriminators
110
Marketing,
Sales and Customer-Relationship Strategies .........111
11
Ghosting
Discriminators
The Top-15 Best Practice
Marketing, Sales and CustomerReturn-On-Investment
Analysis
112
Relationship
Processes
.......................................................
12
Testimonial Letters
117

CHAPTER SEVEN
2 ACCOUNT
MANAGEMENT/CUSTOMER
CARE .................................................119
13
RECOGNIZE
THE BUYERS SHIFT
2.17.1 Closing
Management
......................................................120
15
Section
When TheTechniques
Buyer Is Ready
Section

Section
2.27.2
Section
Section 2.3

Account-Management/Customer-Care
Practices ....................121
17
Recognizing
the Buyers Shift
Customer Feedback .............................................................. 29

CHAPTER EIGHT KNOW HOW TO CLOSE THE SALE


124
CHAPTER 3 STRATEGIC
PLANNING
...................................................................................
32
Section 8.1
The Closing
Point
125

Section
3.18.2 Closing
Strategic
Planning .................................................................126
34
Section
Approaches
Section
3.28.3 Sales
Vision
Statements .................................................................136
36
Section
To Avoid
Appendix One
Strategic Planning Process .................................................. 254

CHAPTER NINE
BUILDING LONG-TERM RELATIONSHIPS
137
CHAPTER
4

BRANDING
AND
STRATEGIC
MARKETING
.......................................................
38
Section 9.1 Client Service
138

CHAPTER TEN

Section
4.19.2 Account
Branding
Strategies ..............................................................140
41
Section
Management
Section
4.29.3 Handling
Business
Intelligence
.............................................................147
43
Section
Customer
Problems
Section
4.3
Product/Service
Lifecycle
......................................................
45
Section 9.4 Customer Feedback
150
Section 4.4
Growth Strategies ................................................................ 49
Section
4.5 REFERRALS
Every Employee Can Be Part of the Sales Process ..................152
51
ASK FOR
Section
4.6
Selling
in
a
Soft
Economy
......................................................
54
Section 10.1 Referral Marketing
153
Appendix
Two
Strategic
Positioning,
Market
Segmentation
and
Section 10.2 Generating Referrals and Following Up
154
Customer Segmentation ................................................... 256

CHAPTER
USING FORMAL
SALES PROCESSES
156
CHAPTER ELEVEN
5 INTERNET
........................................................................................................
57
Section
Opportunities
Section
5.111.1 Prioritizing
Internet Marketing
................................................................157
59

Section
New Business Capture Process
159
Section
5.211.2 Twenty-Step
Websites ..............................................................................
60
Section
11.3
Ten-Step
Sales
Process

162
Section 5.3
Search Engine Optimization/Pay-Per-Click ............................. 61
Section
5.4
Email ...................................................................................164
62
OFFERINGS FROM ASHER
Section 5.5
New Web Tools ..................................................................... 63

SALES AND MARKETING BIBLIOGRAPHY

168

CHAPTER 6 SALES AND MARKETING MANAGEMENT ........................................................ 64


SectionKEY
6.1
Sales Managers Responsibilities ...........................................169
66
QUIZ/BLANKS ANSWER
Section 6.2
Five Factors for Managing Salespeople .................................. 68
IMPORTANT LEARNING
PAGES
SectionPOINTS
6.3 NOTE
Four
Famous Selling Fears ....................................................170
71
Section
6.4
Characteristics
of
Top
Salespeople
.........................................
77

Section 6.5
Selling Through Indirect Channels (Software Sales) ................ 83
Section 6.6
Managing Independent Sales Reps ........................................ 85
Appendix Three Compensation Programs and Goal Setting .......................... 261
Appendix Four
Recruiting and Interviewing Salespeople.............................. 264
Asher 2007

iii

INTRODUCTION
The Biggest Sales Problem
Finding Competent Salespeople

Section A.1 The Biggest Sales Problem


Section A.2 The Five Factors For Success In Sales
Section A.3 Sales Aptitude Assessments
Section A.4 The Top-Ten Skills of the Super
Salespeople
Section A.5 Characteristics of a Successful
Salesperson

Section A.1: The Biggest Sales Problem


The Biggest Sales Problem
Finding Competent Salespeople
The top 4% of the countrys salespeople sell
_____% of the countrys goods and services
When you eliminate the large capital sales
20% of the salespeople sell 62%
2004 study at Harvard University of 100,000 business-to-business salespeople
25 year study by The Gallup organization of 3,000,000 salespeople (completed in 2005)
Study of 80,000 salespeople by H. R. Chally (published in 2007)

Demographics
280 million people

180
17
3
3

2

million working people


million outside salespeople
million inside salespeople
million sales engineers, sales associates,
recruiters, estimators
million executives, program managers, sales
managers and business development people

= 25 million B2B salespeople


2

2000 U.S. Census

The Positive Result


4% of 25 million salespeople
= One million super salespeople

The Less Than Positive Result


96% of 25 million salespeople
= 24 million others

The 2007 USA turnover rate for outside salespeople


was 37 percent
Bureau of Labor Statistics
Department of Commerce

Section A.2: The Five Factors For Success in Sales


The Super Salespeople
1

Product
Knowledge:

Know their business, their customers


business and their competitors business
extremely well

Aptitude:

Are born with a natural talent for sales

Selling Skills:

Know and use the top-ten sales skills

Motivation:

Are self-motivated, are in the right type


of sales position and are continually selling

Sales
Processes:

Are working in companies that have


best-practice branding, marketing, sales
and customer relationship processes to
support them

* 2


And the salespeople have the values and
discipline to follow through with them
Dr. Larry Craft

* Numerous correlation studies


show that 50% of the results for
outside salespeople are due to
their natural talent (aptitude).

Section A.3: Sales Aptitude Assessments


Definition of APTITUDE
aptitude

n.

1.

An inherent ability, as for learning; a talent.

2.

The condition or quality of being suitable; appropriateness.


Wikipedia

Sales Aptitude Assessments


The idea that anyone can sell is nonsense

The total cost of hiring the wrong person is:

The natural talent of every person for any role in a


company can be measured on a scale of 0 to 50 with a
description of...

Even in the best companies, 35% of the sales force does not have
the aptitude necessary to reliably achieve acceptable results
$15,000 for a retail clerk
$150,000 for an outside business-to-business salesperson selling
complex solutions

Personality type, strengths and weaknesses


How to best manage the person to maximize sales (or results)

Assessment can be used for numerous roles, including:

Available on Internet 7/24/365

Sales manager
Inside salesperson
Outside salesperson
Customer service representative

www.asherstrategies.com

Discover Your Sales Strengths


5

Section A.4: The Top-Ten Skills of the Super Salespeople*


* These skills are listed in the order they are normally used by super salespeople

1. Focus on a few top prospects


Give them a lot of contacts

2. Use coaches (insiders) to fully understand customer requirements



Match/mirror personality types with prospects


Use neuro-linguistic programming (NLP) techniques

3. Thoroughly research prospects and their organizations prior to


first contact

Know how to get buyers to talk about themselves and their business issues

4. Ask questions and listen much more than they talk


5. Because of their superb knowledge, they can act as a
business consultant and solution provider

Help prospects solve problems


Know how to overcome objections

6. Provide appropriate marketing messages to prospects






Killer arguments (weve done it before)


Key discriminators (why they should choose us)
Ghosting discriminators (why they shouldnt choose the competition)
Business case analysis/Return-On-Investment (why fund this activity at all?)
Testimonial letters (who says so?)

7. Recognize when buyers are ready to buy (Buyers Shift)


8. Know how to close the sale
9. Build long-term relationships with prospects and customers by
providing superb customer-care/account-management services
10. Ask for referrals and use a process to follow up on them
The Top Ten Skills of the Super Salespeople

Section A.5: The Four Major Business Growth Processes


Branding
Raise market awareness such that when an unqualified lead
becomes qualified, they contact you

Marketing

Get qualified leads

Selling

Account Management

Use the first eight of the selling skills


(page 8) to pursue and close the
qualified lead



Use selling skills nine and ten to


Execute flawlessly
Up/Cross sell
Ask for, and follow up on, referrals
How to Hire and Develop Your Next Top Performer

Have a Positive Attitude


Have an enthusiastic outlook (glass is half full)


Have an enthusiastic answer to How are you?
Are always excited and up
A positive attitude is contagious

The more passionately you believe, the more persuasive you become
Charles Schwab

They Persevere

Persistence trumps brilliance almost every time


It is not the size of the dog in the fight; its the size of the fight in the dog!

Most salespeople give up after three contacts; on average, it


takes ____ contacts to make the sale

When asked how many contacts they make before giving up,
the most successful salespeople refuse to give an answer
They pursue qualified prospects until the prospect buys or dies
2006 Survey by AMACON (NYC)

Wendy will be with


you in a minute.
In the meantime,
feel free to pump
yourself up.

CHAPTER ONE
Focus on a Few Top Prospects
Top-Ten Skill Number One

Section 1.1 Prospecting


Section 1.2 Qualifying Leads
Section 1.3 Lead Management
Section 1.4 Telephone Calling Processes

Section 1.1: Prospecting


Generating Prospects
General Guidelines

Call three current


customers every week
and ask for referrals

Call three new prospects


every day right after lunch

Make several
appointments per week
One in the morning
One in the afternoon

Take a current or prospective customer to breakfast


or lunch at least once a week

Go to at least one meeting a month for networking


purposes

As appropriate, coordinate closely with marketing to


follow up on the leads they generate
Your Sales-call Success Ratio is All in the Numbers
The Sales Hunter

10

Sizing Up Prospects

Readiness to buy depends on four variables

Source (where they came from)

Need (the prospects reason for responding)

Timing (how soon they will make a decision)

Budget (do they have the money to pay for it?)

Action needed

Source of lead
Need

Timing
Budget

Three points for a referral


Two points because it came from a known source (e.g.,
website)
One point for an unknown source (cold)
Three points because of a mission critical need
Two points for doing research for a planned project in the
future
One point for curiosity
Three points for immediately
Two points for three to six months
One point for sometime in the future

Three points if it is in the budget


Two points if budget has been requested
One point for no budget



12 points immediate attention


10 - 11 points start making appointments and using coaches
Eight to nine points use email and phone
Less than eight points shift to marketing
Opt-In Marketing

11

Prospecting Networking Technology


Shorten sales cycle time by 25%


Can turn cold leads into a referral
Can help you find coaches for new and existing
opportunities
Examples
Linkedin.com (free site that lets you search your online network
by keyword, name, industry locations or title)
Spoke.com (combines basic corporate data from licensed vendors,
web crawling and its user interface ... 35 million contacts)
Jigsaw.com (online marketplace where users can buy or trade
business card contacts ... 5 million contacts)
Six Degrees of Separation (Dr. Stanley Milgram)

12

Generating Prospects in Your


Existing Vertical Markets

Analyze your best clients to find your verticals (financial,


healthcare, etc.)

Find other prospects in the same verticals. Use:

Become an expert in the industry

Join trade or group associations

Put the information you gain in customer-focused newsletters

Industry directories
State and regional associations
National trade and professional associations

Give talks and presentations at meetings

The Art of Sales Momentum

13

Starting Rich Conversations


Immediately When Networking

Reveal something personal


about yourself:
(What do you think about
this conference? I have
been on the road a lot and
miss my wife and kids.)
People will respond in kind
You gain intimacy
immediately
When others volunteer
something personal, show
empathy (Yes, thats true
for me too.)

Strengthen the bond by looking for opportunities to give


something to the other person
Technical, professional or personal information

When approaching bigwigs or speakers, start with:


I have followed your recommendations with great results.
They will want to help you

Do not be embarrassed to accept the help. It is a gift to let


others help you!

Keith Ferrazzi

14

Other Lead Generating Techniques


Look at classified ads looking for people in your market


Perhaps they should outsource the work to your company instead
Especially in markets with very low unemployment rates

Optimize your website for search engines/use pay-per-click


Generate leads at trade shows
Use your field team
Those people closest to the customer generate the best leads

Use internal cold-call specialists (telemarketing)


Join business/nonprofit/industry groups
Follow clients as they change jobs/organizations
When at the prospects site, ask support people, Where did
you work before you came here?
Can generate great leads

Give a lead to get a lead


Outsource lead generation to a company that specializes in it
Antower and Company

Generate Leads By Looking for Chaos


Look for chaos it leads to opportunity









Revenue problems
Rapid growth
Mergers and Acquisitions
Competitors salesperson leaves
Personnel changes
Reorganizing/Reengineering
CRM/ERP Implementation
Recession

Chaos usually means prospects are open to new solutions


From new providers (their problem is caused by their current provider)
Selling is a Womans Game
15

Section 1.2: Qualifying Leads


Qualify Leads/Referrals By Asking Questions

Does this prospect fit the profile of our ideal customer group
(e.g., Fortune 2000 manufacturer in upper midwest with over
ten IT people)?

Does the prospect have a critical or urgent ______?

Is solving this need in the organizations budget?

Has a purchasing time frame been established?

Do we understand the decision-making process?

Have we identified the right decision makers who have the


authority to buy?

A key driving force causing the prospect to take action


Can the prospect get the money?
Is the budget approved?

e.g., will a buying decision be made within 90 days?

User, technical and economic buyers

Do we have a coach in or close to the customers organization?

Do we have a potential solution to satisfy the prospects need?

Are the projected revenues and margins sufficient for us?

What is the prospect organizations credit history and current


financial condition?

Is this a buyer that we want as a customer?

Can we provide a credible hard ROI?

The New Solution Selling

16

Section 1.3: Lead Management


Lead Management

It takes an average of _____ contacts to make the sale to a


qualified prospect in business-to-business sales
The average salesperson only makes ________ before they move on

A contact can be a:








Personal visit
Telephone call
Voice mail message
Text message
Email exchange
Direct mail
Broadcast email
Webinar
Tweet

Instant message
Audio postcard (salesforceaudio.com)
Personal note
Copies of interesting articles
Social engagements
Newsletters
Special reports
Sporting event
Facebook/Myspace

Use Client Dynamics software and/or Google alerts to


email recent interesting new articles or blog entries
The thumb rule for contact frequency is once a month
Use customer-relationship management (CRM) software tools to
manage contacts

Use standard voice mails to ease recording time in CRM


Always leave an interaction with a buyer with an action item
for yourself, even if you have to suggest it
When appropriate, send an email to the prospect thanking
them for the initial meeting and summarizing the agreed-to
action items
Within 24 hours of the meeting
Zig Ziglar
17

A Minimum Number of Quality


Contacts Are Required

Of the 12 contacts required, the average buyer


requires seven quality contacts prior to a sale
Face-to-face discussions
Discussions on the phone
Active email/instant messaging/
text messaging exchange

Average salesperson makes


only ______ quality contacts
with each prospect
2000 Study at Harvard Business School

Rationale Behind the 12 Contacts Rule


(Business-to-Business Sales)

It takes time for the prospect to feel comfortable with


you, your product/service and your organization
Prospect companys internal decision process/
budgetary issues/timing
Prospect has other priorities (other stuff)
Need to displace an incumbent or beat other
competitors

18

Perseverance Pays Off


80% of all sales opportunities are closed only after the
fifth contact, but (oops) . . .
Only ______% of the salespeople make more than five
contacts
Psychology of Selling

Focus on a Few Top Prospects


Average salespeople make a ______ contacts on a


______ of prospects

Top salespeople make a _______ of contacts on a


_______ top prospects
Selling to Very Important Top Officers (VITO))

19

The Focus Formula


Based on how long it takes to make a contact, your average
sales cycle time and the percentage of the time you are actually
selling, make a rough calculation of how many prospects you
have time to touch twelve times during your selling cycle.
Example:
ASSUMPTIONS
Average time spent making contacts (quality and non-quality) is one hour
Average sales cycle time is six months
Average work hours in a day is eight
National average for the % of time sales people actually sell
(for complex sales) is 27%
Average number of contacts made to a buyer before the close is 12

CALCULATIONS

1,040 work hours in a six-month sales cycle


27% percentage of workday spent actually selling

280
12

23

selling hours in the six months


contacts to close the sale (each one takes an hour)
PROSPECTS TO FOCUS ON

Make sure you are focusing on the


correct number of prospects.

20

Improving Time Management


At the end of the day, make a list of


tomorrows action items

Prioritize the action items

Make action items that are related to


more sales the top priority every day

Allocate a set time for each task


Focus on managing your time, not
managing your tasks

Analyze how you spend your time in a


daily log and review it at the end of each
week
Identify the top three things you do that
add value to the company

Spend more time doing them



Stop doing almost everything else

Identify items that should/could be done by someone else just as well


or better than you

Shift them, delegate them or change the


underlying company process

Identify others time that you waste; ask them for input

Change your behavior

Identify the recurring fire drills


Fix the processes

Analyze attendance at meetings




Is there an agenda?

An objective?

Use technology (e.g., CRM) to better manage information


The Effective Executive

21

Section 1.4: Telephone Calling Process


Used by top sales professionals
to get what they want on the
telephone

Warm Call Process


1. Introduce yourself
2. Grab attention (the grabber)
3. State reason for call
4. Convey benefits to the buyer

Use killer arguments, ghosting discriminators or ROI


Using metrics (e.g., ROI) is most convincing

5. Make a request for time


All five steps are usually completed
uninterrupted in less than 15 seconds.

22

Introduce Yourself
Who are you?
Good morning, Mr. Brown. Im John
Smith with Southern Security Systems.
In general, do not use first names on the first call.

Grab Attention
Why shouldnt I hang up right now?

Im calling at the suggestion of ... (your coach)


I just read the article you wrote for the ...
In researching your website, I noticed that ...
Customer Driven Sales

23

State Reason for Call


Why are you calling me?

Im calling because weve just introduced a new


technology that will affect your business.

Id like to briefly describe how we can be your backup


supplier for packaging supplies.

Im calling about your need for office furniture for your


new facility.

Convey Benefits to the Buyer


Whats in it for me?

Our single sign-on system will typically pay for itself in


reduced call center costs in about six months.

Our product helps our customers cut production cycle


time by about 30%.

Using our sales training, our three most recent clients


have increased sales by 11 to 16 percent in the first three
months.
Note: Using actual percentages and/or dollars
gained/saved (ROI) for your current clients increases the
impact on the prospect by an order of magnitude

24

Make a Request for Time


Do you have a minute to discuss this?

Do you have a moment?

Have I caught you at a good time?


Customer Service NOW

Keys to Making These Calls


Keep it short, simple, tight and focused

Use the coach (Bill Short)

Keep it conversational (shouldnt sound like you are


reading a script)

Combine steps if possible - Bill Short suggested I give you a


call (step 2), about your need for office furniture. (step3)

Have an ROI (pays for itself in six months)

Example
Hello, Mr. Jones. Im Donna Smith from Trident Software
Systems. Bill Short suggested I give you a call about your need
to reduce internal call center costs. Our single sign-on system
reduces these costs and pays for itself in about six months. Do
you have a minute to discuss this?

25

If You Get Their Voice Mail


Use exactly the same procedure


Match the tone of their message
Call again, every 24 hours for three
days
If you havent heard back, send an
email

Responses to No

If the prospect says


No
I am happy with my current
supplier.

Sample responses
We would appreciate the
opportunity to qualify as your
backup supplier.
I appreciate your candor. Before
I hang up, may I ask if your mind
is completely closed to this idea,
or is there a slight chance that
you might re-examine this need at
some future time?
The Art of Sales Momentum

26

Improve Your Vocal


Stand up when making telephone calls

Use a mirror when making calls

Gives your voice more power


USC study discovered that the brains information processing
power increases by up to 20% when standing
Makes it seem like you are in person
Put a smile on your face
Keeps you focused, increases confidence and increases sales

Take the time to speak clearly


Keep your voice pitched as low as you comfortably can
Listen to your own voice mail
Identify poor speaking habits

It is particularly important for people with _________ to


speak slowly
201 Super Sales Tips

Impact of the Two Vs


This is how people remember you from
your phone conversation or voice mail.

Vocal (how you sounded) (_______ percent)


Verbal (what you said) (_______ percent)
Study by Dr. Albert Mehrabian at UCLA

27

Voice Mail Considerations


Voice mail is here to stay so integrate it into your sales


efforts
Leaving a routine voicemail
Use their full name and your full name

Hello, this is Angela Green from the customer service


department of Southwest Airlines calling for Mr. Don Adams

Slow ______ when you leave your phone number


Consider leaving your name and phone number
__________________

Beginning and end

Start by saying area code ....


Gives them a chance to get ready to write

Include the date and time of your call



And, the date/time you can be reached

In your recorded message, clearly state when they can


expect a call back, e.g., within one business day
J.D. Power and Associates 2008 Customer Satisfaction Survey

Other Considerations

__________________ is the best day to call


Call early or late and bypass the gatekeeper
Liaison Agency

28

Winning Over Gatekeepers


For some buyers, gatekeepers act as virtual assistant buyers


They screen sellers based on their knowledge of the companys
needs and the sellers offerings
Treat them like buyers! Respect their position!
They can really help you (or hurt you)

If they ask, Is there something I can help you with, tell


them
Establish credibility by referencing the coach, the research
youve done or the triggering event that identified the company
as a prospect

Show your value proposition with appropriate marketing


messages
Remember their names; makes them feel important
Mention their helpfulness to your customer
Send them hand-written thank you notes
Build rapport; turn them into your __________
Selling to VITO
Selling to Big Companies

29

Using Receptionists Effectively


RECEPTIONIST:

XYZ Company. How can I direct your call?

YOU:

Hi, my name is Joe. May I have your name


please?

RECEPTIONIST:

This is Beth. How can I help you?

YOU:

Beth, I need help. What is the name of the


person responsible for buying office supplies
for your company?

RECEPTIONIST:

That would be Bill Hardnose. Hes not


available. Would you like his voice mail?

YOU:

Beth, yes, but before you do, could you give


me his extension number and the best time to
reach him?

KEY POINT:

Once you have built a little rapport, you can


ask a wide range of questions.
The Certifiable Salesperson

ASKING FOR HELP IS THE KEY TECHNIQUE

30

Scheduling Sales Calls


Before 8:00 a.m.

Breakfast meetings

After 3:00 p.m. on Friday

Less interruptions
Customers agreement is a big buy signal



Less vulnerable to cancellation


Saves prospect time
Simple menu; more time for discussion
Prospect knows it is not a social event

Prospects are more relaxed, more forthcoming, less


harassed and less defensive
Getting a deal done late in the week provides a nice sense
of accomplishment for buyers
How to Become a Rainmaker

31

CHAPTER TWO
Use Coaches/Insiders to Fully
Understand Customer Requirements
Top-Ten Skill Number Two

Section 2.1 Identifying Buyers and Using Coaches


Section 2.2 Understanding Personality Types
Section 2.3 Matching or Mirroring Personality
Types

32

Section 2.1: Identifying Buyers and Using Coaches


Identify the Buyers
BUYER

DESCRIPTION

ASKS

User*

Selects you to help them


get their job done

Will your offering


respond to my need?

Technical/
System*

Gives technical approval

Does it meet
specifications/
requirements?

Economic/
Strategic*

Approves the money


transfer to your company

What kind of return


will I get on the
investment?

Your champion in, or


close to, the buying
organization

What information
can I give you to help
you make this sale?

* In most cases we need a yes from all three of these buyers.


Strategic Selling

33

Five Criteria For a Coach


Credible within the prospects organization

Knowledgeable of the organizations requirements

Person with whom you have credibility

Wants you to get the job

Can be inside or very close to the buyers organization


The User buyer is usually the best possible coach
Always useful to have multiple coaches
Strategic Selling

SHORT CUTTING THE 12 CONTACT RULE


One of the principal short cuts to the
12 contact rule is having a coach

34

Percentage of Executives Agreeing


to Meet with Salespeople
100%
80%
60%
40%
20%
0%
Inside
Recommendation

Outside
Referral

Offsite
Contact

Coach

A typical 80/20 rule

35

Salesperson Letter
Followed By Call

Salesperson
Telephone Call

No Coach

No Coach

Executive Selling

Finding Coaches

Use your current customer base

Use your vendors, suppliers and consultants

Ask referral sources to be __________

Use channel partners

Ask everyone in your organization (use email)

Find areas where you can join forces with a


salesperson from another company while avoiding
direct competition (be each others coach)
You get me into one of your accounts (FEDEX)
In turn, Ill get you into one of mine (J&J)

Build relationships with salespeople in your prospects


organization

Use social networking sites


Linkedin.com
Alumni Websites

Codebreakers; How to Close a Million-Dollar Sale in Two Sales Calls

36

Section 2.2: Understanding Personality Types


Ego Drive
Ego

Drive is the proactive dynamic behind human


behavior. When it comes to completing their job duties
or overcoming obstacles, individuals with high Ego Drive
are risk-takers who place an emphasis upon the end result
and back into the systems or relationships required to
achieve it.

On the other hand, individuals with low Ego Drive are


more ____________ and consistent and depend upon
traditional systems, processes and/or relationships to
achieve results.

Empathy
Empathy

is the emotional/intuitive insight to perceive


the needs of others.

When it comes to completing job duties or overcoming


obstacles, individuals with high Empathy are more
relationship-centered and emphasize social skills and
personal insight.

Individuals with low Empathy are more task-oriented and


emphasize self-discipline and efficiency.
37

Personality Types
Low Empathy

High Empathy

(task oriented)

(people oriented)

34% *

39% *

8% *

19% *

High Ego Drive


(impatient)

Low Ego Drive


(patient)

* % of top salespeople with this personality type


Strategic Selling

38

Driver

The Driver has a high Ego Drive coupled with Low


Empathy, causing them to confidently and efficiently
focus on the results of any effort. Their high Ego
Drive produces impatience while their low Empathy
keeps personal relationships from interrupting their
on-task behavior.
Well-known examples of the Driver style are the
U.S. General George S. Patton, former British Prime
Minister Margaret Thatcher, American director/actor
Clint Eastwood, General Norman Schwarzkopf, music
icon Madonna, Republican Senator John McCain,
and Secretary of State Hillary Clinton.

39

Driver/Authoritative Characteristics
Dominating,

forceful, competitive, tough, stubborn


Ambitious, decisive, strong-willed, highly-motivated,
independent, goal oriented and assertive
Fast talker/fast paced, high energy, action oriented
Likes to take control; problem solver, independent
Short attention span, impatient, intolerant when goals not
met; task-oriented; self-motivated
Processes information quickly; initiates change
Will talk forcibly about the bottom line, results-oriented;
doesnt get bogged down in details
Good at putting things in context, efficient, workaholic,
impulsive, not a team player
Cool demeanor; decisive, willing to take risks
Less of a need for close personal relationships

Driver Recognition Factors










Work area is formal and often cold


Desk keeps you at arms length
Office doesnt contain many personal items
Greeting is formal and firm; lacks charm
Leans forward and looks through you
Nonexpressive body/facial movements
Not interested in your personal life; sometimes abrasive
Direct and to the point; readily discloses expectations
Opinionated; poor listening skills
40

Getting a Decision from a Driver


DO . . .










Use spoken communications; it reaches them better than


written
Be punctual and precise
Maintain good eye contact; exude confidence
Be clear, specific, brief and to the point
Stick to the big picture
Come with organized support material
Present bulletized list of recommendations
Let them control the sales interview and tell you what they
want
Selling points: money, time, efficiency, power, status,
shortcuts
Let them make the decision via choices
Tell them about other high profile decision makers who do
business with you

DONT . . .





Get into their space by leaning forward


Appear disorganized
Leave loopholes or cloudy issues
Talk about details
Emphasize a personal relationship
Exaggerate features/benefits
41

Motivator
The

Motivator has a high Ego Drive coupled with


high Empathy, causing them to be motivated toward
meeting and entertaining others. Their high Ego Drive
produces an impatience for results and a need to be
socially active while their high Empathy produces a
relationship-centered need to relate to others.

Well-known examples of the Motivator style are former


President Bill Clinton, comedic actors Jim Carrey and
Robin Williams, talk show hosts Regis Philbin and
Oprah, President Barrack Obama, and comedian Jerry
Seinfeld.

42

Motivator/Persuasive Characteristics











Expressive, personable, outgoing, optimistic, stimulating and


motivating
Magnetic, enthusiastic, demonstrative, political, talkative and
good sense of humor
Fast-paced and energetic; goal-oriented
Thrives on options, possibilities, plans and change
Creative, big picture type; dream chasers
Not always strong on follow through; avoids details
Desire to please; service driven; fun to work with
Innovative, interactive, articulate, cooperative
Likes new situations and meeting new people
Warm personality; great communicator; big talker
Excellent communication skills; enjoys selling and persuading
Does not like making decisions

Motivator Recognition Factors












Greets you enthusiastically; socially impulsive


Work area is typically cluttered, disorganized
Prefers close physical distance
Has active/expressive body movements
Work area contains personal information, toys
Leans forward when talking
Likes to talk about personal life
Friendly, open and talkative; shifts subjects frequently
Poor listener, easily bored
Not good at time management
Relies on hunches
43

Getting a Decision From a Motivator


DO . . .











Greet them informally with enthusiasm


Use examples, stories and experiences
Feel free to name drop; compliment them
Provide a warm and friendly atmosphere
Be ready for changes in direction; support their ideas
Allow time for them to consider options
Stay with the big picture
Provide testimonials from people they perceive as
important
Be patient
Allow them to talk about themselves
Allow them to express opinions/feelings
Be interesting and entertaining, but brief

DONT . . .






Erect barriers
Be cold, curt or tight-lipped
Control the conversation or cut them off
Emphasize facts, figures and abstractions
Provide unnecessary detail
Be competitive
Be argumentative

44

Thinker
The

Thinker has a low Ego Drive coupled with low


Empathy, causing them to emphasize sales processes that
involve preparation, organization, and detailed analysis of
information. Their low Ego Drive produces a methodical,
step-by-step approach while their low Empathy keeps
personal relationships from distracting them.

Well-known

examples of the Thinker style are Alan


Greenspan, Spock (Star Trek), Columbo (Peter Faulk), golf
professional Tiger Woods and former CEO and chairman of
Microsoft, Bill Gates.

45

Thinker/Analytical Characteristics







Analytical, introspective; relies on structure and procedures to


complete duties
Deliberate, distant and reserved
Dependable, neat, conservative, logical, precise, perfectionist,
careful, deep and thoughtful
Slow talker; slow and even paced, systematic, motivated by
security, precision and order
Thrives on details. Processes a lot of info.
Wants to know the whole story; skeptical, accurate
Respects people who provide thorough analysis and organized
background information
Cool demeanor, hates to be wrong
Typically ignores the emotional or feeling aspects of a situation
Low need for acceptance

Thinker Recognition Factors












Skeptical of the intention of others; insensitive to needs of others


Has neat, well organized work area
Greets you formally and without enthusiasm
Dress and work area are conservative
Shows no emotion
Facial expressions nonexistent
Over analyzes things before speaking; methodical
Writes things down and takes notes
Wants facts, figures, details
Overly cautious
Says I think rather than I feel
46

Getting a Decision From a Thinker


DO . . .









Be well organized and on time


Provide written materials and thorough research in advance
Be patient and persistent
Carefully prepare; have detailed analysis; use email
Provide facts and numbers
Provide information in a linear fashion
Be accurate and realistic; dont exaggerate, be precise; be logical
Be polite
Follow through on promises; missing a deadline is seen as a
personal affront
Close only after addressing all concerns

DONT . . .







Get in their space by leaning forward


Be giddy, casual, informal or loud
Waste time with small talk
Be disorganized or messy
Jump from subject to subject
Try to rush through decision making
Be overly friendly
Be overly expressive or emotional
47

Supporter

The Supporter has a low Ego Drive coupled with


high Empathy, causing them to give more priority to
close relationships. Their low Ego Drive produces
patience and tolerance while their high Empathy gives
them the ability to perceive the needs of the buyer
and build long-term relationships.

Well-known examples of the Supporter style are


Mother Theresa, former First Lady Nancy Reagan,
American actress Grace Kelly, the late Princess Diana
and actress and Good Ambassador Angelina Jolie.

48

Supporter/Amicable Characteristics








Amiable, well liked, sensitive to others, friendly


Patient, predictable, reliable, steady, relaxed, modest,
noncompetitive, soft hearted, easy going
Dislikes intellectual analysis, slow to change, possessive;
low ego drive
Slow paced, consistent, patient, slow to make decisions
Family-oriented, interpersonal, self-sacrificing
Will pass your idea around the office to get full consensus;
team player; avoids risk
Concerned with feelings of others; very empathetic
Happiest when everyone is happy; enjoys relationships that
are open and honest
Warm personality; service-driven

Supporter Recognition Factors










Work area has photos of loved ones


Greets you warmly with enthusiasm; sensitive to your
needs
Has genuine interest in you; concentrates on you
Has transparent facial expressions
Easygoing and slow paced
Agreeable; wants to please you
Avoids conflict whenever possible; keeps opinions to
themselves
Seeks advice from others
Says I feel rather than I think
49

Getting a Decision From a Supporter


DO . . .












Use casual, down-to-earth approach


Give a slow-paced presentation
Provide validation that is well established and conservative
Emphasize personal relationship building
Have patience, emphasize service to others
Be tactful, appreciative
Present yourself softly, nonthreateningly
Be a good listener
Encourage discussions of fears/concerns
Keep personal notes (birthdays)
Ask questions to determine needs
Ask them for their help
Discuss feelings instead of facts
DONT . . .

Erect barriers between you


Be domineering or demanding
Rush headlong into the decision process
Force quick response to your questions
Provide solutions with no structure
Disrupt the status quo

50

Section 2.3: Matching or Mirroring Personality Types


Benefit of Matching or Mirroring
Personality Types

________% will eventually buy when personality types


are matched or mirrored
Only _________% will eventually buy when personality
types are neither matched nor mirrored
Selling diagonally across the personality types is most
difficult (e.g., Driver to Supporter)
Another 80/20 Rule
Cargill Consulting Group, Inc.

The Two 80/20 Rules


80%

No
coach

Successfully
match or mirror
personality type

Got a
coach

20%

80%

20%

Chance of
making the sale

Failed to match
or mirror

64%

4%
Chance of
making the sale
(cold call)
Strategic Selling

51

To Effectively Mirror Personality Types


Give the buyer the necessary information, based on their


personality type, to make the decision

Not what you naturally want to give based on your personality type

Respond to their speed (fast or slow)

Mirror their personality temperature (warm or cool)

Driver and motivator personality types are __________ decision makers,


talkers and thinkers
Supporter and thinker personality types are __________ decision makers,
talkers and thinkers
Drivers and thinkers __________
Motivators and supporters __________

Cargill Consulting Group, Inc.

Neuro-linguistic Programming (NLP)


A new field that attempts to understand why some people are


terrifically successful

What they do differently in terms of thinking, language use and behavior

NLP research shows that these terrifically successful people


build rapport quickly with others by literally matching them in
both spoken and body language
As you communicate with others, match
Postures
Hand gestures
Other body language

Voice tones
Buzz words
Breathing rates

If you can accomplish this in a natural, unobtrusive way, you


can quickly establish uncommon rapport with little effort

The uncommon rapport happens subconsciously


The other person quickly says to their subconscious, Wow, this person
is just like me. They are GREAT!

Neuro-linguistic Programming for Dummies

52

CHAPTER
INTRODUCTION
THREE
Thoroughly
Research
Prospects
The Biggest
Sales Problem
andFinding
TheirCompetent
Organization
Prior
Salespeople
to the First Contact
Top-Ten Skill Number Three

Section 3.1 Selling Yourself to The Buyer


Section 3.2 Relationship-based Sales
Section 3.3 Researching Buyers Interests
Section 3.4 Guidelines for Initial Contact

53

Section 3.1: Selling Yourself to The Buyer


Good at Selling Themselves

We are all salespeople every day of our lives

You must sell yourself before you can sell your


organization, your product or your service.

We are selling our dreams, plans and ideas to all with


whom we come in contact

The customer may buy you and not the product


They wont buy the product without buying you

______% of buyers must be comfortable with sellers


before the sale can take place.
Zig Ziglar

First Impressions

You never get a second chance to make a first


impression
It happens in ___________ seconds
Zig Ziglar

First impressions are very important


People make up their minds about you in about
__________ seconds
Psychology of Selling

54

Importance of Appearance

The impact of the three Vs


Visual (how you look) (_____ percent)
Vocal (how you sound) (_____ percent)
Verbal (what you say) (_____ percent)

This is how people initially judge you

Study by Dr. Albert Mehrabian at UCLA

The Subtle Importance of Appearance


Buyers unconsciously use your appearance to make


inferences and draw conclusions
Happens fast
Can you sell a high-end car wearing cheap, unshined shoes?

The prospects brain screams Warning: Incongruity! and


starts looking for other mismatches, this time in your offering

Image consultants advise (as appropriate to your industry)







Update your eyeglasses


Whiten your teeth
Wear a first class watch
Keep your car neat and clean
Shine your shoes and heel edges
Use business cards with photo (as appropriate for your industry)

Dress should signal confidence, success, expertise,


sensitivity, professionalism and attention to detail

When people dress more casually, they tend to act more


casually and less professionally
Michele Nichols
55

We Make Up Our Minds Fast


People decide 10 things about you within 10 seconds of


seeing you









Your economic level


Your educational level
Your trustworthiness
Your social position
Your level of sophistication
Your social heritage
Your educational heritage
Your economic heritage
Your level of success in life
Your moral character

Your goal is to create an


aura of confidence and
assuredness when you walk
into a room
Make sure your clothing
contributes its part

Your posture is one critical aspect

Walk and stand with confidence


Stomach in, shoulders back and head up
Breakthrough Networking - Building relationships that last

56

Appearance Is
Disproportionately Important

You do not want to turn off the buyer because of the


way you are dressed or the way you look
55% of how they judge you
Most people have expectations of how you should look
dont disappoint them!
Ask your coach (or the admin) How should I dress for
this meeting?

A $250 Billion Procurement


Which one would you choose as the joint
tactical fighter aircraft for the 21st century?

LOCKHEED MARTIN

BOEING

57

Importance of Maintaining a
Professional Image
Image is what you reflect to others in your
APPEARANCE, attitude and behavior
APPEARANCE
DOs
Clean shoes before putting away
Organize closet by pieces and color
Invest in a full-length mirror
Keep a lint brush handy
Stand tall
Use good eye contact
Maintain pleasant
facial expression

MISTAKES
Chewing gum
No eye contact
Casual clothing
Wrinkled clothing
Stained teeth
Chipped nail polish
No smile
Run in hosiery
Scuffed shoes
Hair unkempt
Biting fingernails
Poor choice of accessories
Too many accessories (too
many rings)
Standing with
arms folded

58

Importance of Maintaining a
Professional Image continued
ATTITUDE
DOs
100% positive aTtitude


at all times
Maintain a can-do attitude even
in tough situations
Challenge with respect and
understanding of others views
Treat every person no matter
their position, race or gender
exactly the same and with
respect
Praise the success of others

MISTAKES
Negative
Complains
Undermines the successes of




others
Sarcastic
Hyper-critical of others
Gossips about the company,
co-workers, vendors
Jealous of others
Bringing personal issues into
the workplace

BEHAVIOR
DOs
Treat professional hat like a

part in a play - rehearse the lines


and scenarios
Understand your role in
the play

MISTAKES
Sloppy speaking habits (i.e.

You Know?, Yeah!, Like)


Aggressive
Undermining the successes
and reputation of others

59

BEHAVIOR
DOs
Speak clearly
Maintain professional

MISTAKES
Unpredictable
Belittle people in front

character at all times


Enunciate
Pause for effort

Use inflections

Use proper grammar

of others
Highly critical
Impolite
Not a team player - wont
share the spotlight
Jokes at others expense
Discriminatory
Silent treatment

Professional Image Inventory


1. Take 1 minute and share your strengths
2. Take 1 minute and share your weaknesses
3. Strategize with teammate for improvements
4. Sign an agreement and share accountability

60

Other Initial Impression Principles


Smile (shows interest, excitement,


empathy and concern)
Most men smile when
they are pleased
Most women smile
to please

Make solid eye contact


Maintaining good eye
contact denotes attention,
concentration and true
concern for what the customer
is saying
Make it and keep it

Address people by their name


British Airways boosted its customer satisfaction
ratings 60% by getting employees to address customers
courteously by name

Have a firm handshake (web-to-web) with solid eye


contact
Both women and men
Straight up and down; two or three pumps
Avoid the bone-crusher, limp fish and double-handclasp
handshakes

Do not carry a ______________ into the first meeting


Or too big a purse/handbag/pocketbook
Nothing Happens Until We Communicate

61

Section 3.2: Relationship-based Sales


Gender Differences

When selling to women


Listen and do not interrupt
Men use interruptions as a control tacticit turns
women off
Treat women equally in all aspects of business

Women thrive on emotional satisfaction from the sale


Help them feel the sale

Women are interested in the product, not long stories


Shorter is better

When selling to men


Speak clearly and confidently
Present the facts and hard evidence
Have a sense of humor

Men respond to it better than women

2006 Survey by Miller and Miller, Inc.

62

Meetings and Social Event Tips





Stand up straight
Introduce people to other people
Wear your name tag on the right so it is easier to read
when you are shaking hands
Smile, make solid eye contact and repeat the other persons
name when being introduced; then ask them to spell it
(as appropriate)
When meeting new people, ask how the other persons
business helps people
Then tell them about yours (Im an accountant. I help people
save money.)

Power Networking

Be Interested in Other People


People want to do business with people they like and trust


Buyers like and trust people who:




understand them
focus on them
like them
have integrity
make them feel important

are human
are knowledgeable
are spontaneous
are honest
are interesting

Interesting people (to a buyer) are people who are


____________ in them

63

Dale Carnegie

Build Rapport

Purpose
Make friends and build trust
90% of buyers must feel comfortable with you first

Buyers will usually not immediately give you the key to


the sale (i.e., telling you exactly what they need)
They know that if they do, they will find it very difficult
to logically reject a compelling sales offering that responds
exactly to what they need
Psychology of Selling

Importance of Rapport Building


Decision makers are more interested in ________ than


what you are selling (agrees with Ziglar).

What you say in the first minute of every sales call is one
of the key factors in whether or not you make the sale

Decision makers will usually buy what they need (the


business products/services that they are actually buying)
only from sellers who demonstrate that they understand
and appreciate the buyers individual interests (all about
the person)
Use professional/technical/business interests as the first
choice to get the converstation going
You Are Working Too Hard to Make the Sale

64

We Make Up Our Minds Fast


About a New Salesperson
_____

SECONDS TO FORM A PRIMARY


PERCEPTION DURING AN IN-PERSON
SALES INTERVIEW.

You Are Working Too Hard to Make the Sale

Your Opening Statement


Primary perception formed
in first 18-39 seconds
POSITIVE

NEGATIVE

Trust
(You understand my
interests.)

Mistrust
(You dont understand
my interests.)

Open Mind
(Tell me how you can
satisfy my needs.)

Closed Mind
(You cant
satisfy my needs.)

Your benefits

Exactly the same


in both cases

Your benefits

Facts about
your company

Exactly the same


in both cases

Facts about
your company

Your Price

Exactly the same


in both cases

Your Price

Sale
_____ percent chance

NO Sale
_____ percent chance
You Are Working Too Hard to Make the Sale

65

Conversation Starters In a Sales Interview


74% of prospects, especially Driver and Thinker


personality types, find unsolicited small talk by the seller
to be negative
You want to get the buyer talking

Top salespeople will start the conversation and keep it


going by getting the buyer to talk

The New Science of Selling and Persuasion

Identify professional, business and/or technical interests of


the buyer beforehand
If you can initially demonstrate that you understand and
appreciate the buyers interests, they will usually talk for an
extended period (10-15 minutes), depending on personality type

As a general rule, dont start with personal information


Getting too personal too fast can turn off some buyers,
especially Driver and Thinker personality types

As a last resort, decipher the cave artifacts (e.g., the


pictures on the wall, the trophies in the bookcase)
Use the artifacts to get the conversation going
You Are Working Too Hard to Make the Sale

Take Control of The Buyers First


Impression of You

Devise an opening statement with an open ended question


that gets them to talk about what they like to talk about
66

Section 3.3: Researching Buyers Interests


Obtaining Information About
Buyers Interests

(Business/Technical/Professional/Personal)

Use the following techniques


Your internal coaches
Google them
Search services



Zoominfo.com
Spoke.com
Wink.com
Whitepages.com

Facebook.com
YouTube.com
MySpace.com
Plaxo.com

Your external network


Websites
Use their customers, suppliers and channel partners
Their salespeople
Ask everyone in your organization (use email)
Secretary-to-secretary network (exchange bios)
Social networking sites (e.g. LinkedIn.com)
Alumni websites

If you do all the necessary research, you will be


able to get the buyer talking. This will give them
a positive primary perception of you, which will
eventually result in a 93% chance of making the sale
to this buyer.
Research

Research

Research

You Are Working Too Hard to Make the Sale

67

Section 3.4: Guidelines for Initial Contact


Guidelines for Your Opening Statement
With a New Buyer

Keep it conversational and simple

Make a statement about their interest and ask an open


ended question

Stay away from words that are too flattering (terrific,


outstanding, etc.)

Keep it focused on business, professional or technical


items of interest to them
Use personal items as the last resort, unless you have
a strong, mutual personal interest (e.g., golf or French
impressionist prints)

Mention your coach


EXAMPLE: Good to meet you Bob. Bill Smith told me

about your program to mentor young engineers. How did


you get the program started?

If you have nothing


else, use their job
EXAMPLE: Good
to meet you Bob. It
looks like you have a
great job here at the
company. How did
you get started here?

68

Additional Relationship Principles


The relationship building is over when the


______________ decides it is

The _____________ should never prematurely end the


relationship-building discussion

In most great initial conversations, the _______________


does most of the talking
The more the buyer talks, the better they feel about the seller
How to Win Every Sale

The sale today is not as important as the relationship


tomorrow
Harvey Mackay

Selling on Emotion

Buyers buy for their own reasons


Almost always emotion based (interests)

Not because the sellers proposed solution


Usually based on logic

The buyer may use the sellers logic to justify the purchase
(needs), but only after they have decided to buy based on
___________ (interests)
They feel a connection with the seller.
Two Paradigm Selling

69

Natural Follow-up Rapport Building


Open-ended Questions

How long have they been with organization? (7 years)

What has changed most about the business in the last


seven years?

How did the buyer develop their personal knowledge of


the industry?

What are the most exciting opportunities facing the


company?

Who do they consider as their main competitors?

How does the company differentiate themselves from


the competition?

What are their development goals?

What obstacles are in the way of reaching the goals?


Action Selling

70

Credibility Building Statement


May be required if a relationship-building period is not


possible

Most successful business people can succinctly describe


their offering in less than 15 seconds

Indicate that you have a potential solution to the buyers


problem. Back it up with:
Your success with other clients (killer arguments), or
Your key or ghosting discriminators, or
Appropriate ROI results

If appropriate, reiterate the success with the client who


referred you
Sometimes called the _________________ speech

EXAMPLE: Bob, Bill Smith (your coach) told me about your


interest in reviewing your business insurance portfolio. We
help companies manage risk across the entire enterprise and our
solutions provide a nice ROI for our customers. What types of
risks are of most concern to you?

The Next Level of Rapport


Building rapport comes from great
questioning and listening
(STEP TWO)
71

INTRODUCTION
CHAPTER FOUR
The
Sales
AskBiggest
Questions
andProblem
Listen
Finding
Competent
Salespeople
Top-Ten
Skill Number
Four

Section 4.1 Ascertaining Needs and Proposing


Solutions
Section 4.2 Becoming a Trusted Advisor
Section 4.3 Solution Selling
Section 4.4 Asking the Right Questions
Section 4.5 The Importance of Listening

72

Section 4.1: Ascertaining Needs & Proposing Solutions


Key: Ask Questions About The Buyers Needs

Market Knowledge
What your customers/prospects want you to know
before you meet with them
What

issues are of most concern in their industry?

What

are the emerging challenges in their industry?

What

problems are causing the greatest degree of


confusion among their customers?

How

are the industry leaders addressing these issues,


challenges and problems?

What

solutions are their competitors, industry experts


and academicians proposing?

How

do your products relate to these issues,


challenges and problems?
How

do your products
and services relate to
the solutions?
2007 Survey of 80,000 Business Executives by
the H.R. Chally Group, Inc.

73

Top Salespersons Mindset


Research the buyer(s), their business, their needs and the general
competitive landscape beforehand

Prospects have very little interest in spending time educating you about their
business (especially C-level executives)
Pump the coach for as much information as possible
Needs are either pain or an opportunity (gain)

Your job as a salesperson is to thoroughly understand the buyers need


and to help them
The most effective way to uncover the pain or opportunity is to ask
questions and be a great listener

You cannot sell them on the correct solution until you have sold yourself
that you can help them
If you do, buyers will feel like they are buying not being sold to
Once you have uncovered the pain/opportunity and you have decided on the
correct solution, offer a combination of your products and services

KEY psychologies behind asking questions and listening

Their trust level increases and they open up even more


They feel like they are in control of the conversation
But you really are in control as you are guiding the conversation where you

need it to go to extract the information you need

If you closely listen to all wants, needs and desires, your solution will be
exactly on target, and you will seem like a very intelligent salesperson
If your product/service does not fit, say so and recommend one that does (even
if it is not yours)
Do this once and become a trusted advisor for life

The buyer knows that in your mind their interests come first

It is more important to customers that the salesperson understands their needs


than it is for them to understand the salespersons products
Neuromarketing: How Selling to the Old Brain Will Bring You Instant Success

74

Section 4.2: Becoming a Trusted Advisor


Which Salesperson Are You?

Average salesperson:
Tells prospects what they want to hear
Tries to make everyone his or her customer
Focuses on closing first and foremost

Top salesperson:
Remember that the prospect buys you first, before they buy
your product or service
Uses permission-based phrasess so the prospect feels in control
Focuses on adding value by providing solutions
Wants to become a trusted advisor

Go Big...or Stay Home

Becoming a Trusted Advisor


Level One

Sales
Engineer

You are a subject matter or process


expert in a narrow niche

Level Two

Salesperson You also have expertise in related fields

Level Three

Expert
You are a recognized expert in your
Salesperson field

Level Four

Trusted
Advisor

Your customers know that you always


have their best interest at heart and
can find a solution to any problem
they may have
The Trusted Advisor
75

Section 4.3: Solution Selling


Solution Selling

Todays savvy buyers want four capabilities from


salespeople:
1. Thorough knowledge of the buyers business, the general
market conditions for the buyers products and services and
the buyers main issues
2. Thorough knowledge of how the sellers solutions can help
the buyer improve their business performance


Higher Revenues

Higher Margins

Lower Costs

3. People skills
4. Sales Skills

They want solutions to help


them improve their
business performance
solution selling
Not just products or
services

In order to sell solutions


you must be a great questioner and listener
Executive Selling

76

Section 4.4: Asking The Right Questions


The Classic Five Buyer Decisions
(And Their Related Questions)

You

Your Organization

Your Product/Service

Your Price

Do I like and trust you?


Are you honest, credible and knowledgable?
Is your organization a good match for mine?
Is it known for the types of things I expect from a supplier?



Which of my problems will it solve?


Or will it create new opportunities?
Does it match my needs?
How does the product stand up with the competition?

Is it a good value compared with competitive offerings?


What must I invest(time, money, hassle) to gain the benefits?
Is there an ROI?

Their Time-to-Buy

How soon do I need to make up my mind?


When do I need the results that the product will deliver?
Shall I stall?
Action Selling

77

The Classic Five Buyer Decisions


To get the Buyer to make these classic five buyer
decisions favorable to you, it takes three principal skills:
Relationship building (Get them to talk first)
Questioning | needs analyses and proposing solutions
Closing

Action Selling

Questions to Discover the Highest


Potential Needs

The Buyer will usually describe the need as


a problem, or as
an opportunity

Once the need is discovered ask


In your opinion, what is causing the problem (or behind the
opportunity)? (the root cause)

Then ask the question that usually gives you the need with
the highest potential
What are the consequences to your company and to you
personally if the problem isnt solved and the current situation
drags on? (the emotional connection)
Answers to this question will generally increase the sense of
urgency in the buyers mind

Now you have discovered the need with the highest


potential and with a sense of urgency

Action Selling

78

Follow-up Questions Once Highest


Potential Need is Discovered

So I can zero in on the capabilities that would seperate


us from the competition, can you tell me who you are
considering besides us?

What is your timeframe? (Urgency to make the purchase)

Who will make the buying decision?

Who influences the buying decision?

Who is affected by the buying decision?

What do you look for when choosing a new solution


provider?

Is their anything else I need to know??

If They Ask About Your Company


Im prepared to discuss our solutions, but if you could


give me your thoughts on your main issues (the reason
you set up the meeting) first, we can focus on what is
important to you.

OR So that I can recommend the best solution, I need


to understand ...
The Socratic Opener

79

Section 4.5: The Importance of Listening


The Importance of Listening

95% of buyers said that salespeople talk too much


__________________ before proposing solutions
You sure are a good listener. I cant believe you are in sales!

74% of buyers said they would be much more likely


to buy from a salesperson if the seller would simply listen
to them

I never learned anything when I was ____________.


Larry King

NEVER, NEVER, NEVER INTERRUPT THE BUYER!

80

Listening Habits

Coveys Habit Number Five (of the seven habits)


Active _______________

Seek first to understand (the buyers need)

Listening uses only 25% of our brain


Other 75% thinks about what to say next, or
Stops listening if the conversation is not stimulating
Seven Habits of Highly Successful People

Solution! Take Notes


Ask permission before you start: Do you mind if I


take a few notes? I want to make sure I have your
requirements exactly right.
Keep eye contact
Take bulletized notes only
Only take notes about the customers business needs

It says, Im actively ___________ to you; what you


say is very important to me and I am interested in
solving your problems.
Lets the customer know her words are valuable enough to
write down
It inspires confidence in buyers; they know that you have
all the relevant information recorded
It forces you to have 20/20 hearing
It gets prospects to share more information
It will help you focus on solutions
Listen to Win: A Managers Guide to Effective Listening

81

Top-Three Rules of Salesmanship


___________

___________

___________

Average salespeople talk _________% of the time


Great salespeople talk only _________% of the time
Never miss a good chance to shut up

Another 80/20 Rule


Zig Ziglar

NOTE: THE REGRETTABLE DEFAULT POSITION


FOR MOST MEN IN BUSINESS IS TO TALK.

82

Ten Reasons Why Most Men


Talk Too Much (in Business Settings)
and Dont Listen

To show how smart they are

Ego

Men are from Mars (Problem-solvers)


They hear the first hint of a problem and will quickly offer a
solution

They think they are in control of the conversation when


they are talking

They prefer speaking to listening

They are too anxious to rebut the other persons point

They allow themselves to get distracted and dont


concentrate on the buyer

They jump to conclusions


before all the evidence is in

They dismiss much of what


they hear as irrelevant or
uninteresting

They tend to discard


information they do not like
The Selling Advantage

83

The Most Famous


Salesperson Question

Is there anything else I need to________________?

Other variations:





Have I covered everything?


Is there anything I have missed?
Have I asked about every detail that is important to you?
What other items should we discuss?
What other concerns do you have?
What question should I be asking that I havent asked...?
How To Become a Rainmaker

84

Summarizing Buyers Requirements


Just prior to offering solutions, _____________ the buyers


requirements back to them
Use your notes

The summarization cements in the buyers mind that

You were really listening, and you really understand their


issues
You will propose solutions that will respond to the real
requirements

No buyer wants a salesperson to come back with solutions to


the wrong problem
You Are Working Too Hard to Make the Sale

Arguing With Customers


PROBLEM: Sometimes customers are wrong

You usually cannot win if you argue

If you do win the argument


You might lose the customer

Use __________________ to lead them to the correct


solution
Best Practices in Customer Service

85

INTRODUCTION
CHAPTER FIVE
Be Biggest
a Business
Consultant
The
Sales
Problem
and Solution
Finding
CompetentProvider
Salespeople
Top-Ten Skill Number Five

Section 5.1 Overcoming The Salespersons


Two Fears
Section 5.2 Proving The Value of Your Offering
Section 5.3 Offering Solutions
Section 5.4 Handling Objections
Section 5.5 Price Is Not The Most Important

86

Section 5.1: Overcoming The Salespersons Two Fears


THE SALESPERSONS FIRST FEAR
The salespersons fear of their own lack
of knowledge of what they are selling

Overcoming the First Fear


Know your stuff!

Better than anyone else

Knowledge builds your expertise and increases your


persuasiveness
The top salespeople are the knowledge giants
Top salespeople also know the competitions business
better than the competition does
If needed, take a sales engineer with you
Dale Carnegie

Knowledge is Power
The quality of a persons life is in direct
proportion to his/her commitment to excellence,
regardless of the chosen field or endeavor.
Vince Lombardi

87

Build Total Trust with Customers


TRUST =
Personal Characteristics + Knowledge

Important Personal Characteristics

Knowledge

Being a good person is not enough to build trust

Lack of trust kills more sales than the other top three
reasons combined

Honesty
Integrity
Straight forwardness
Ability to listen and empathize

of your business (products/services)


of your competitions business
of the customers business
of the general competitive landscape

You must also be able to deliver value

Miller Heiman

88

THE SECOND FEAR


The fear of being rejected by
the prospect

Techniques for Overcoming the Second Fear


Rationalizing that it was not us that


was rejected

It couldnt be us, the customer is stupid.


Unfortunately, in many cases, it was us

It wasnt a NO; it was a NOT NOW

Realizing that sales success is a


numbers game

They may change their mind in the future


Build the relationship

No attempt = no sale
Each day as you are about to go home,
make one more call

Considering the rejection as a success because it is a learning


experience
Analyze the loss to determine reason for rejection
Get feedback from the customer

Focus on high probability sales (e.g., with coaches)


Not ones that will result in more frustration

Selling Power

89

Techniques Used By Top Salespeople


Totally overcome the fear of rejection


Use visualization techniques
Do all functions of the sales process a little bit better
than the average salesperson
Top _____% sell 55 times as much as the other 80%
Top _____% sell 16 times as much as the other 96%
A 2005 Study at Harvard University of 100,000 Business to Business Salespeople

Consequences of the Fear of


Rejection

Average salesperson gets going at the crack of


eleven and spends only 90 minutes per day selling
Only 20% of sales calls are successful
_____% of the people in sales positions in the U.S.
leave the profession every year
The importance of salesforce training cannot be over
emphasized
A 2005 Study at Harvard University of 100,000 Business to Business Salespeople

90

Section 5.2: Proving The Value of Your Offering


THE BUYERS FEAR
The Buyers fear that they do not fully
understand the value of your offering

Overcoming The Third Fear

To overcome this fear, use a small group of demonstration


partners (your best customers) who will welcome your
prospects into their company to see your solutions in ACTION
In return, give them something (e.g., better pricing)

91

Selling Your Company


Once you have sold yourself by building rapport, asking


questions, listening and uncovering high potential needs
Sell your company

Sell three areas quickly

What does our company do? (standard)


What is it known for? (standard)
Are we a good match for
the buyers company?
(must be customized)
Use the classic
marketing messages:


Killer Argument
Key Discriminators
Ghosting
Discriminators
ROI

92

Section 5.3: Offering Solutions


Sell Your Product

Cite no more than three offerings

Include the gain for the customer

The maximum the brain can handle






Gain = Value Cost


Value is the combination of three areas for the buyer
Financial (ROI)

Strategic

Personal (e.g. make them look good)

Include your marketing messages (top reasons your clients


buy from you)
Killer Arguments
Key Discriminators

Ghosting Discriminators
Return-on-Investment

All Discussed in Chapter Six


93

Section 5.4: Handling Objections


Handling Objections

Objections are generally great news!


Objections tell you
What you have to do to make the sale
Where you werent clear or effective
Where the prospect needs more information

When clients have no objections, the success rate is low


When clients have a few objections and you can satisfy them, the
success rate is _____%

Face them candidly and answer them completely and convincingly


2004 Survey of 200 Sandler Sales Franchises

Brainstorm Buyers Likely


Questions and Objections Beforehand

If you have really understood the customers needs and


proposed a perfect solution, there will be few objections
If there are unanswered questions or objections, the sale
usually cannot be made in the call
Objections are usually the way prospects mask pleas for help
and information
The buyers questions and objections usually provide the key to
the sale
Script their likely questions and objections, and your responses, beforehand
Zig Ziglar
94

Turn Objections Into Objectives


Listen carefully
Restate the objection in your words and get agreement
Reframe the objection into a mutual prospect/salesperson
objective

(Prospect) Your delivery time is too long


(Salesperson) So our objective is to get you the product when you
want it, correct?

The benefits of the change

Use the feel, felt, found response

Tone of the language goes from adversarial to positive


The prospects yes response is an invitation to continue
Permission has been granted to ask more questions to fully
understand the prospects concern
I understand how you feel
Some of the other customers felt the same way when they first
heard of our solution
But once they implemented our solution, they found the that they
got a substantial ROI
22 Keys to Sales

95

Responding to Objections

NEVER GET THE SLIGHTEST BIT DEFENSIVE

Even the slightest degree of defensiveness will turn most buyers


completely off

Pause before answering


Restate the objection

You come across as a know it all

Find a way to agree . . . thats a good point

Probe to fully understand the objection

Satisfy the objection

Gain agreement and move on

Ask permission . . . Do you mind if we explore that idea a bit?

Yes, You Can

Learn to Overcome Objections by


Role Playing In Company Sales Meetings

Ask all salespeople to write down the top objections they hear
and how they overcome them

The usual top-four categories are:





Bad experience with your company


Product lacking needed features/benefits
Competitors offering a different deal
Price
Reality Times Web Site

96

Section 5.5: Price Is Usually Not The Most Important Reason


Buyers Priorities When a Commercial
Service Contract Exceeds $1M

Quality of the providers staff (90%)

Enthusiasm and commitment (80%)

A vendor who listens to clients goals and needs (79%)

Reputation (73%)

Initiative (70%)

Overall grasp of clients business (70%)

Demonstrates confidence (70%)


In 2008 Survey by Rogen International

Price is NOT in the Top Ten

Whats Important When


Customers Choose Their Vendors

Salespersons competence (39%)

Total solution provided (22%)

Quality of offering (21%)

Price (18%)
2007 survey of 80,000 business customers by H.R. Chally Group, Inc.
97

Federal Government IT
Procurement Officials Priorities

Reputation for delivery on time, in budget, in scope (57%)

Quality of proposed technical solution (55%)

Domain knowledge (31%)

Price (27%)

Program management (24%)

Innovation

(22%)

Quality of staff (22%)


2006 survey of 470 Federal government IT
procurement officials asked to name the
top three factors for award
Campbell Communications, Inc.

Price Usually Not Most Important


Multiple surveys show that price is not the top priority
for buyers
Most buyers buy based on value; an emotional combination of
price, quality and service
______ ranks as only the fourth to sixth most important
consideration

98

Insights Into Price Objections


Buyers need to obtain


the right products/
services/solutions to
help their internal
people support their
customers
Buyers get fired
when they buy
products and
services that do not
satisfy their internal
customers

SIR, THE BUYER WILL SEE YOU NOW.

A price objection is the quickest and easiest way for a


prospect to get rid of a salesperson that they do not like
Buyers are trained to bring up price on a continuing basis
to test the waters
Some Buyers are compensated on the % of price reductions
they can obtain

Concentrate on benefits (that justify the price); not


features
Show the ROI (It trumps price objections)
Sell on value before discussing price

The Best Seller

Knowledge of these factors allows salespeople


to not cave on price so fast

99

Role of Purchasing Manager


is Changing

Used to focus just on price


Now needs to understand the total cost of ownership
Quality
Service
Price

Lower-level buyers focus on price only; higher-level


buyers focus on increasing revenues, lowering costs,
increasing productivity, increasing margins
The pressure is on the purchasing manager to get the
right partner

The Verghis Group

I WONDER IF IT WILL WORK? AFTER


ALL, HES A SALESMAN AND SHES A
PURCHASING MANAGER.

100

Price Objections

A price objection usually means you have not sold the buyer on
the value of your offering
Qualify price objections by asking, Is price your only concern?
Quantify price objections by asking, How far off are we?

Other reasons for the price objection


A _________________ ploy
The buyer does not have as much money in their budget as you are
asking
The Best Seller

Response When Your Price


Exceeds Their Budget

Propose alternative payment structures


Extended billing across two budget years
Phased implementation

Look for shared funding sources


e.g., if ROI is good, perhaps the Facilities Managers reduced
maintenance budget can help pay for your solutions

Rescope your offering such that you preserve your value


Reduce fidelity, resolution or other areas of robustness
Prioritize needs and fund the most important first
Shift part of your solution to be funded in their next fiscal year
Suggest extended billing solutions
Non-manipulative Selling

101

Be the First to Mention Price


(If you know your prices are higher than the competition)

If you know your price is higher, bring it up before the


customer does

Because of our outstanding value, our product/service is a little more


expensive than others in this market. Is that going to be a concern?

Usually, the buyer will be refreshed by your straight


fowardness
This technique gives you a chance to take the offensive and
explain the greater ____________ behind your higher price
When the Other Guys Price is Lower You Can Still Make the Sale

I Want to Think It Over


The generalized I want to think it over response usually


means no
People dont think it over
Only _____% will actually think it over and decide to buy

More questioning is required to understand and satisfy the


real objection(s)

70% of the time, the buyers really mean No


30% of the time, there is a misunderstanding that you can clear up with questions
Psychology of Selling

102

Sample Responses

There is obviously some aspect of my solution that


concerns you. (pause)
Is it a question of price? (pause)
What concerns you the most? Is it the way we
propose to solve your problem or our price?
The Best Seller

Overcoming Negative Perceptions


Negative perceptions of your company are a speed


bump that cannot be overcome by ignoring them
Acknowledge the problem
If appropriate, take personal responsibility

Describe the solution, e.g.:

As appropriate,

Fixed the problem so it wont happen again


Management involvement
Improved the underlying process
Show metrics (that demonstrate improvement)
Offer testimonial letters (delighted clients)

103

INTRODUCTION
CHAPTER SIX
Use Appropriate
The Biggest
Sales Problem
Marketing
Messages
Finding
Competent
Salespeople
Top-Ten Skill Number Six

Section 6.1 Value-Added Selling


Section 6.2 Appropriate Marketing Messages

Section 6.2.1 Killer Arguments


Section 6.2.2 Key Discriminators
Section 6.2.3 Ghosting Discriminators
Section 6.2.4 Return-On-Investment Analysis
Section 6.2.5 Testimonial Letters

104

Section 6.1: Value-Added Selling


Value-Added Selling

Provide great customer service

Including after-hours phone numbers

Delivery

Free/fast/same-day/least-expensive means

Inventory

Just-in-time/consignment/high-fill rate/vendor-managed inventory

Guarantees and extended warranties


Training
More/better/on-site/frequent
Train their salespeople

Packaging/Labeling

e-commerce (EDI/Interactive Website/e-store)

Bar-coding/custom/least volume/pre-kitting/RFID
Ordering/tracking/inventory levels/job status/order history

Volume discounts
Features/functionalities

More/better/customized

Share best practices for internal processes


Higher quality
Technical/engineering services
Design services/failure analysis/testing

Terms
Co-marketing/co-branding
Provide market info they cannot get on their own

Value Added Selling and 50 Ways to Add Value

105

Section 6.2: Appropriate Marketing Messages


Section 6.2.1 Killer Arguments (done it before)
Section 6.2.2 Key Discriminators (why choose us?)
Section 6.2.3 Ghosting Discriminators (why not choose the
competition?)
Section 6.2.4 Return-on-Investment Analysis (why do this at all?)
Section 6.2.5 Testimonial Letters (who says you can do it?)

These marketing messages have been


developed by top marketers over the
years, because they:
answer the logical questions that most
buyers have
allow you to differentiate yourself from the
competition

106

Section 6.2.1: The Killer Argument (Done it before)


The Killer Argument

Weve done it before


Greatly reduces the risk in the buyers mind
TROUBLE IS: You usually havent done it before

What to do? The average salesperson starts by saying,


We havent done this before, but ... (ugh!)
The great salespeople:
1. Team up with other organizations as
necessary
2. Translate what they have done
that relates to the need
3. Take advantage of what their
senior people have done
in previous organizations
(remember, people give
business to people)
4. Use the experience of their
contractors, suppliers and
vendors as part of their selling
proposition
5. If it truly has never been done before by any organization,
demonstrate that we have the time-tested processes in
place to assure success
Dale Carnegie

107

Teaming Considerations
(with other organizations)

What teammates do we need to make the killer argument


(done it before)
Taking small companies, or niche players, off the street
How we can structure our team to be the only credible provider
Strategic (teaming) or political (quid pro quo) considerations

Reasons Why Prime Contractors


Choose Sub-contractors




The sub has a low bidding IQ and is easy to use and abuse
The sub is smart and can help us technically
The sub understands the customer; we dont
The sub is the incumbent
The sub has the best:





Price
Value
Insight into customer needs
Software conversion plan
Technical migration plan
Product introduction plan

The sub has teamed with us before and done a good job
The sub will be exclusive and others wont
2004 Government Marketing Report

108

Section 6.2.2: Key Discriminators (Why choose us?)


Key Discriminators

Need to answer the question: Why should the buyer


choose us?



What do we do extremely well?


What is our added value?
What is our unique selling proposition?
What are our points of difference?

How are we different (not necessarily better)?


What is our sustainable competitive advantage?
With appropriate metrics

How do we provide an engineered solution?


How to Become a Rainmaker

Most Key Discriminators sound like an


average salesperson keeping average solutions

109

Section 6.2.3: Ghosting Discriminators (Why not the competition?)


Ghosting Discriminators

Need to answer the more important question:

Determine Ghosting Discriminators by:

Result we have pointed out the weakness of the competition

You must use identifiers to point out the differences

Why shouldnt the buyer choose our competition?


Analyzing the competitions weaknesses
Emphasizing the opposite of the competitions weaknesses as our
strengths
Without mentioning the competition
Most, always, unique, least, etc.

How to Become a Rainmaker

Most Top Salespeople use Ghosting Discriminators


to differentiate their solutions

Ghosting Discriminator Examples


Competitions Weakness

Ghosting Discriminator

Schedule and budget problems


We always deliver on time and


within budget.

No key facilities

We have unique facilities.

Stock/financial problems

We are the most financially-stable


supplier of these products in the area.

High turnover of people


We have the most stable workforce


in the industry.
How to Become a Rainmaker
110

Section 6.2.4: Return-On-Investment Analysis (Why buy at all?)


Return-On-Investment (ROI) Analysis

Most purchases are made to solve problems or grow the


business
40% of solutions can be expressed in financial terms

Justify your offerings price by demonstrating how quickly the


offering will pay for itself
When a seller can express this payback with convincing
numbers, the buyers psychology changes radically

From focusing on how much your offering costs to calculating how


much money can be made/saved from your offering after the short
payoff period

Show the buyer how taking no action costs more than funding
your proposal
Use the info as themes in proposals
Top decision makers almost always use ROI to decide
How to Become a Rainmaker

Types of ROI

HARD Can show real numbers (reduced head count)


SOFT There is an ROI, but cannot show real numbers
(people freed up to do other activities)
WHAT IF We do not buy enough insurance

111

ROI Examples






Computer systems that increase productivity


Automated systems that decrease the need for people
Equipment-monitoring systems that extend maintenance
intervals
Models and/or simulations that save on prototype and
development costs
Process improvements that reduce operating and/or total
ownership (life-cycle) costs
Products/services that do the job faster, better, and/or cheaper
Web technologies that increase efficiency

Typical Hard ROI Metrics


Top-line improvers








Faster new product startup time


Improved product yield
Improved quality
Assured production
scheduling
Product uniformity
Same-day order
fulfillment
Longer-term warranty
Increased lead conversion
Higher website
conversion ratios

Bottom-line improvers








112

Reduced installation time


Reduced maintenance time
Reduced labor costs
Reduced process downtime
Reduced energy costs
Reduced manufacturing-cycle
costs
Reduced environmental
penalties
Reduced costs of scrap and
rework
Reduced equipment
downtime

What C-Level Executives Want


Return-On-Investment (ROI)

______ line growth (remove road blocks to growth)

__________ line improvement

Time

Brand

How much capital is required?


How long to get a return (products)?
How long to go cash-flow positive (services)?
100% retention of existing customers

Getting all the possible add-on, high-margin business


Increasing efficiency of revenue-generating employees and
mission-critical processes
Cutting non-value expenses
Reduced time to market
Reduced R&D, production
and sales cycle times
Increase their brand identity

Learn the Language to Sell to C-Level Staff (Business First)

113

Why Government
Contractors Win Business

They provide a technology solution at a great price


because they were paid to develop it for another
government customer (ROI)

They have a unique forward-leaning new technology/


process/integrated solution
That provides an ROI

They own the relationship


Internal coaches
Master Sales Strategies

Sell the Sizzle, Not the Steak


STEAK ... We offer a full range of services to


nonprofits, including x, y and z.
SIZZLE ... Our services help nonprofits that need to
simplify the administration of their trusts, to maximize
the ROI that these trusts deliver and to minimize their
exposure to legal and financial risk. (another ROI)
Two Paradigm Selling

NOTE: The ROI provides the sizzle.

114

Keys to Selling Complex Technical Solutions


Use reps who can make the business case

Bundle them with branded products or companies (e.g., CISCO)


Obtain prestige endorsement (e.g., from the American Bankers
Association)
Educate the sales reps or take sales engineers on the sales calls
Be patient ... these sales take longer
Be ready to sell to multiple levels within the organization
Use reps who can talk to C-level executives and take a holistic
view of the customer and their needs

Todays buyers want an ROI in six months

Selling Power

What Business Customers Want


Solutions that provide an ROI

Outsourcing solutions that are less expensive than they can do


it (ROI)

Not products or services

Everything except their core competencies

A substantiated Return on Investment (ROI) for their business


with your guarantee, or
your sharing of the financial benefits of your solution

2007 Survey of 80,000 Executives by the H.R. Chally Group, Inc.

SHORT CUTTING THE 12 CONTACT RULE


The second shortcut to the 12 contact rule is
having a credible, hard ROI
115

Section 6.2.5: Testimonial Letters

THESE ARE THE BEST TESTIMONIALS WE COULD GET?

116

Testimonial Letters

The best testimonial letters are case studies with


appropriate metrics (ROI)

Outline a case study of a current delighted client





Short story of their business challenge


The solution you provided
The results of your solution with metrics (ROI)
A testimonial from the client about the satisfaction of the
results you provided

The sales training provided to our sales force has


resulted in a 24 percent increase in new accounts and
a 19 percent increase in revenue. We are thrilled at
the outcome of this sales training program.

Sally Client, President

XYZ Company

Write the case studies for the client and ask them to
sign off on them

Post them on your website and use in your other


marketing materials
Sittig, Inc.

117

CHAPTER
INTRODUCTION
SEVEN
The Biggest
Problem
Recognize
TheSales
Buyers
Shift
Finding
Competent
Salespeople
Top-Ten
Skill Number
Seven

Section 7.1 Closing When The Buyer Is Ready


Section 7.2 Identifying Buyers Shift

118

Section 7.1: Closing When The Buyer Is Ready


Closing Principles

You cannot close until the buyer is ready to buy

Prospects will almost never close themselves, even when


they are ready

You must get them to the decision point with a closing proposal
They want to know what you are offering

Always ask for the larger order


You may get it

_______% of all sales calls end


without an attempt to close
Brian Tracy

Salespeople who have not been trained to recognize


buyers signals never try to close
Trained salespeople know that if they try to close before
the buyer has shifted, it will come across as being pushy
and may kill the sale
Once buyers decide to buy, they quickly become frustrated
with sellers who do not recognize that they are ready to buy
The window of opportunity is short

You only have a minute or two

Sales Pro Magazine, 6/2006

The national closing rate is only _____% (current/new)


Sandler Sales

119

Section 7.2: Recognizing The Buyers Shift


Buyers Shift

Watch/listen for the buyers shift; i.e., when the buyer


changes his/her point of view and decides he/she wants
your product or service
Sometimes you will get verbal signals
Most of the signals are nonverbal and nonvocal
In many cases, four to six of these signals occur simultaneously

Body language provides 55% of the signals

Body language almost always indicates the true feelings


Non-verbal Selling Signals

Principal Body Language Signals


GREEN

YELLOW

(Buyer has shifted)

Face

(Buyer has not shifted)

Friendly
Smiling
Slow head nod
Pleasant expression
Tilted head to one side
Active
Chin stroke

Furrowed brow
Little change in expression
Tense, displeased
Eye rub
Nose or face scratch
Frowning
Shaking head
Pursed Lips
Biting Lips
The Vocabulary of Sales Body Language
Non-verbal Communications: The Unspoken Dialogue
120

Principal Body Language Signals continued . . .


GREEN

YELLOW

(Buyer has shifted)

Eyes

Good eye contact


Raising both eyebrows
Eyes widening
Looking upward with fixed
expression; blinking eyes rapidly
Pupils growing wider

Hands Relaxed
Palms open
Handling your material
Rubbing hands together
Fall to the sides (if standing)
Hands on leg as if ready to stand
On cheek
Stroking chin or beard

(Buyer has not shifted)


Avoiding eye contact
Raising one eyebrow
Looking at watch or clock
Staring unblinkingly
Squinting
Pupils narrowing
Sideways glances
Hands behind back
Clasped, clenched, tense
Fidgeting with objects
Pushing on desk away from you
Covering mouth while speaking
Rubbing cheek, forehead, mouth or nose
Bringing a hand to the back of the neck
Hands in pocket
Pen tapping
Biting fingernails
Pointing index finger
Fist-like gestures
Cracking knuckles
Grasping items tightly

Arms
s

Relaxed
Uncrossed
Taking jacket off

Tense
Crossed
Shoulders raised

Legs
s

Uncrossed, or crossed towards you

Crossed at the ankles


Crossed away from you
Bouncing leg up and down
Tapping foot

Body Contemplative posture


Angle Relaxed

Upright, or towards you


Animated reactions
Moving closer to you
Sitting on edge of chair

Slouching, hunched over


Putting space between you
Tense
Leaning away
Turned away
Leaning back in the chair
121

Typical Verbal Buying Signals


The buyer makes buyer attachment statements


This is a good location for the item.
(They see themselves as owning the product already)

The buyer repeats a question


Can you explain the response feature again?
(They are confirming that it is right for them)

The buyer asks risk-mitigation questions


So you said this comes with a guarantee?
(They are leaning towards buying but want to make sure they
cover their bases)

The buyer mentions an outside recommendation


Bob is using your service and he says it is working well for
him. (Prospects that seek recommendations on their own are
serious about buying)

The buyer relates unfavorable stories about specific


competitors
I had a problem when I used X company for a similar
product. (With reassurance that you are different, they are
ready)

The buyer asks you for personal details


How long have you been with the organization?
(They are ready to buy the product and need to buy you also)
Reacting to Buying Signals

122

CHAPTER
INTRODUCTION
EIGHT
The Biggest
Know
How ToSales
CloseProblem
The Sale
Finding
Competent
Salespeople
Top-Ten
Skill Number
Eight

Section 8.1 The Closing Point


Section 8.2 Closing Approaches
Section 8.3 Sales To Avoid

123

Section 8.1: The Closing Point


At the Closing Point

Once the buyer has shifted, go for the close

If the salesperson has ascertained needs and presented a


reasonable solution
They have a 50% chance of closing

If they are timid about closing


They have a _____% chance of losing the sale

Customers expect to be asked for their business


Dont disappoint them
10 Steps to Sales Success

Trial Closing Principles


The trial close is an opinion-asking question:


What is the most important aspect of our offering?
Where do we go from here

It tells you what you need to adjust to get the sale

The actual close is a decision-asking question:


When would you like us to start delivery?
The Best Seller

124

Section 8.2: Closing Approaches


Top-Ten Closing Approaches
(Decision-Asking Questions)









Direct (50% of the closes)


Assumptive
Alternative
I recommend
Pilot project
Use of the If or When phrase
Test it out first
Window of opportunity
The timeline technique
Return-on-investment

THIS IS THE PART THAT ALWAYS GETS TO


ME ... WHEN THEY ASK FOR THE ORDER.

125

Direct
KEY When all needs have been identified and all
solutions are explained, use a statement that
helps make the prospect comfortable enough to
close the deal.
EXAMPLE:

Linda, it looks like weve got a nice match


between what you need and what we are
offering. Restate their needs, our solution
and the price, and ask Would you like to
go ahead with this?

Assumptive
KEY In this close, the seller lays out the scenario and
proposes a course of action based on a strong
sense that the client wants to buy, but just doesnt
know how to say it.
EXAMPLE:

Id propose installing my automated


maintenance system on two of your
helicopters. Ive got several existing
maintenance contracts in place already
with your organization. Which one
would work best for you, Jill?

126

Alternative
KEY There is the implied assumption that it is not a
question of whether or not the client will buy, but
what will be bought.
EXAMPLE:

Bob, would you want to start with


the sales training or with the strategic
planning facilitation

I Recommend
KEY If clients sense that you really understand their
needs, they will follow your recommended course
of action, especially if they trust you.
EXAMPLE:

In order to add this functionality to


your algorithm, well need a contract
modification of about $20,000.
I recommend that we get started right
away in order to meet your schedule.
How does that sound, Joe?

127

Pilot Project Close


KEY You select one small part of a project as a means of
getting started and providing a chance to establish an
initial working relationship.
EXAMPLE:

Sam, I suggest we start with a pilot project


with 10 users to test out our CRM system. We
can be ready to start as early as next Monday.
How does this sound to you?

Use of When or If
KEY You have the capability to modify your product or
service to satisfy the buyers objection(s).
EXAMPLE:

So, if we include Global Positioning System


functionality into our algorithm will you be
ready to include it in your avionics upgrade
package?

The Timeline Techniques


KEY Offer the prospect choices as to the timing of the
initial project.
EXAMPLE:

Usually we need around two months lead time


to order materials in order to be ready to start
on the first of June or do you need to start
this project sooner?
128

Test It Out First


KEY The client agrees to use a small portion of your
service on a pro bono basis.
EXAMPLE:

We will be pleased to provide you and the


CEO with a Blackberry for one month on
a trial basis.
When would you like to have them
delivered?

P.S. This is sometimes called the puppy dog close.

Giving Product Demonstrations


Many prospects want proof before they decide





Small assignments
Product evaluations
Beta tests
Pilot projects

Always attempt to get a commitment in return:


If the demo is successful, will you be ready to go
ahead with the project?
Usually get one of two responses

Samples

Product trials
Demonstrations

Test results

Unresolved issues (which you can resolve)


Agreement

Always be there and closely involved with the demo/


trial/testing

How to Become a Rainmaker

129

Window of Opportunity
KEY The client realizes that if they do not buy now,
they will lose the opportunity.
Have you heard this technique today only from
your friendly car dealer?
EXAMPLE:

The next quarterly computer simulation


training class starts next month.
If you are going to participate, I really need
your commitment by the end of next week.

Return-on-Investment
KEY You have demonstrated a compelling hard ROI.
EXAMPLE:

Will you look at the numbers and decide


for yourself if they make sense?

By agreeing to decide for herself, the option of not


deciding is eliminated. She must look at the numbers
and decide!
If she rejects the solution, she must admit that she
cant decide for herself (which most people do not want
to do) and since the ROI is compelling, she must buy.

130

Intermediate Closes
If

you cannot get the actual close, get agreement


for something that keeps the sales process moving
(sometimes called the objective of the call)






Ask,

Meet again
Review product literature/presentation
Accept a bid or proposal
Participate in a demonstration
Talk with others who use the product or service
Use the product or service on a trial basis
Arrange a meeting with a decision maker

What is the next step?


Developing and Leading the Sales Organization

Closing Principles

After you ask for the business, say nothing until the buyer
responds
You want the buyer to say
Yes,
No, or
No because ... (the objection youve been looking for)
He who speaks next loses
Technical as well as sales people need to be trained to be silent
at the closing point
The Best Seller

131

Stalls and Objections


If you get an objection(specific reason) handle it as


previously discussed (page 94)

If you get a stall (no particular reason) say:


I understand
Restate the features the customer liked and add an additional
feature
(e.g. best warranty in the industry; two years)
Would you like to move ahead?
Second attempt to close

After the Close is Complete, STOP SELLING


You may sabotage the sale!

All customer-interface people need to be trained to stop talking


at this point

Buyers are busyit is time to go!
Zig Ziglar

132

Confirm The Sale


Buyers Remorse can set in once the Buying


Decision is made

Buyers may suffer from FUD


Fear
Uncertainty, and
Doubt

Counter FUD by:

Assuring the customer that their decision was a good one



I am really pleased as my experience tells me that
our product/service is a perfect match for your needs
Thanking the customer for their business

Thank you for your showing such confidence in our
product/service
Schedule the next event

I suggest that we schedule the kick-off meeting for
your people and mine early next week. How does
Tuesday look?
Action Selling

Additional Closing Opportunities


Closing can provide other immediate opportunities







Ask why you won and use the information


Up sell (more quantity at a lower price)
Cross sell (other related products/services)
Get a long-term contract
Meet with other buyers in same organization
Meet with more senior buyers/executives in same
organization
Referrals to other organizations in their supply chain

The Rainmakers Tool Kit


133

When You Lose a Sale


Compliment the customer on their choice (grin and bear it!)


Never bad-mouth the competition

It makes you look small



It insults the prospects judgment

Ask for a debrief from the prospect


Use lessons learned to improve your sales processes and bid
strategies

Send a thank you note


that says Thanks for
letting us bid [make a
presentation]. Im sorry
we couldnt help you
this time. Please keep
us in mind for future
projects.

Offer to qualify as a
backup supplier with
10% of the business

Ask for a referral

Check in with the


prospect periodically
Mention your
new offerings or
improvements to
existing offerings
Making Sales Manager

134

Section 8.3: Sales To Avoid


Consider Walking Away From These Sales

The time and energy the prospect will require as a


customer does not justify the potential gain

The prospect is buying your offering based on price alone

The prospect wants you to invest up front, but is


unwilling to do so themselves

The buyer asks for too many modifications that makes you
uncomfortable with your resultant offering

The buyer will put too many unnecessary, stressful


demands on your fulfillment team

The product/service will not work well for the customer

Margins are unacceptably low or nonexistent, and there is


no strategic potential from buying in

The buyer demands a kickback or bribe

The buyer abuses/bad mouths your company, your


co-workers, or the product/service

You have a gut feeling that the relationship will not work
Close The Deal

135

INTRODUCTION
CHAPTER NINE
The Biggest
SalesRelationships
Problem
Building
Long-Term
Finding
Competent
Salespeople
Top-Ten
Skill Number
Nine

Section 9.1 Client Service


Section 9.2 Account Management
Section 9.3 Handling Customers Problems
Section 9.4 Customer Feedback

136

Section 9.1: Client Services


Client Service

Why keeping current clients delighted is so important


It costs six times more to attract a new client than it does
to keep an old one
A dissatisfied client will tell _____ people about their
negative experience
With blogs, the potential number is unlimited
Xerox Sales Training Institute

A Delighted Client Will...


Give you high margin add-on business

Call you first when any related


need arises

Help you design your new products

Agree to be a demonstration partner

Give you access up and down the


hierarchy of their enterprise

Willingly give you referrals in their supply chain

Provide testimonials if asked


Getting to VITO

137

Focus on Your Top Customers


Determine the 20% of your customers that are giving you


80% of your businessthese are your top customers!

Focus on themgive them special attention, including


attention from top management.
The New Management Marketing

Operate as an Integrated Team


with Your Top Customers

You anticipate customer needs and deliver solutions


quickly
Customers are involved in early stages of development
of your offerings
Make them feel like they have an inside track with your
new offerings

Open communications and total trust exist between


you and your customers

Look for things you can do that advance the level of trust
between you in small steps over time

You get periodic feedback with focus groups


Top management is involved with the ___________
customers
Total Quality Management

138

Section 9.2: Account Management


The Ugly Truths About Customers






Your organization chart is of no interest to them


They do not care about your problems
The fact that you are trying hard has no impact
They are self-centered
They always notice bad service
You must almost always ask to get feedback
Customer loyalty is fragile and fleeting
Service America

Results of Indifferent Account Management


68% of clients that stop doing business with organizations


do so because they are being treated indifferently, not
because of dissatisfaction with the product or service

_______% of unhappy clients who ceased doing business


with an organization because of being treated indifferently
did so without explaining the reason(s)
Average organizations treat customer complaints as an
annoyance
Top organizations treat customer complaints as a giftthis is
the information needed to improve operations
2005 American Management Association Study of 2,000 Companies in the Mid-Atlantic Region

139

Best Practices for Customer Care


1. Listen to the customer
2. Meet all three levels of customer needs
3. Always give something extra
4. Take ownership of customer problems
5. Fix problems immediately
Multiple Sources

Meet All Levels of Customer Needs


generated

Identify and record all customer preferences


Need a CRM System

Legendary Customer Service

140

Always Give Your Clients/Prospects


Something Extra

The law of increasing returns

Whatever extra you give to customers/prospects will be


returned to you by a factor of __________

Must be recognizable by the customer/prospect as


truly something extra
Make sure your customers know that what you are
doing is extra
Cannot be too much
Customers will expect more and more
Profitability will be affected

Under-promise and over-deliver


Think and Grow Rich

141

Typical Examples of Extras


Free up-front audits,


analyses, assessments,
inspections, etc.
Allows you to identify needs
and build relationships

More, better and timely


information on the status
of your deliverables
Free training on your
products/services
Articles of interest to them

Personal, professional
and/or technical






Free samples, delivery


Manage their inventory (of your offerings)
Design services, testing and failure analysis of
their products
Co-branding/co-marketing
Food/snacks
Small gifts
Bringing them new customers
Multiple Sources

142

Todays Telecommunications/
email Response Expectations
Technique

Expectation

Call centers

Most people want a live person 24/7

Voice mail

Most users are frustrated by voicemail; they


want to be able to do things (e.g., order)
between 6:00 p.m. and 6:00 a.m.

70% of business callers


are put on hold

E-mail

60% hang up
30% dont call back
Callers hearing music while on hold
stay on hold 30 seconds longer
Callers hearing useful information while
on hold stay on hold three minutes longer

Customers want a response within

________ hours

It does not have to be a real response,
an auto response is OK (Well get
back to you within 24 hours)

If they know you have a Blackberry
(or equivalent) response is expected
quickly

Text messaging/
Instant messaging

Response is expected almost immediately


Ragan Communications (2006 BONUS Sales and Marketing Report)

143

Emotionally Bond
With Your Customers

Be optimistic, encouraging, upbeat and cheerful


Express approval of them, their concerns and their needs
Offer appreciation thank them frequently
Give admiration compliment frequently
Be agreeable

Give the customer your focused attention

Customers like to deal with agreeable people


It makes them feel at ease with you

Emotional Value: Creating Strong Bonds With Your Customers

144

Eight Things Not to Say to Customers

When at the Customers Site,


Keep Your Ear to the Ground
Listen and watch for




Problems, issues, chaos, needs


Their new products and services
Their expansion plans
New key people
Their network and associates (e.g., channel partners)
The Alexander Group
145

Section 9.3: Handling Customer Problems


The Ten-Step Process for
Solving Customer Problems
1. The person who first hears the customer problem owns it until
the customer is satisfied
2. Thank them for notifying you of the problem
3. Repeat the complaint in your own words
Let me see if I understand you completely.

4. Ask for details. LISTEN carefully with empathy (puts you


both on the same side against the problem)
It is impossible to scream about small details
Let them vent completely
Take notes

5. Try not to interrupt the customer until the complaint is voiced


Do not argue with the customer, even if the complaint is groundless

6. Sympathize, soothe the customer


Im sorry you had to go through this.
Based on what you told me, I can see why you are upset.

7. Ask for their input


How would you like to see the problem resolved?
How can we make this up to you?

146

The Ten-Step Process for Solving


Customer Problems continued
8. Make a commitment to solve the problem
Attempt to remedy the problem before you complete the
conversation with the customer

I will solve this problem today.



I will get back to you. (if appropriate)

9. Follow up to cement the relationship


Make sure the problem was solved quickly to the customers
satisfaction

Make a follow-up call or send a thank-you note

Provide explanations to the customer and what is being done to


prevent recurrence
Reaffirm your commitment to serving the customer: Heres my
cell phone number. Call me if the problem recurs.
If possible, give something extra

10. Take internal action to preclude


similar problems in the future
Enter the problem in the CRM
database
Value Selling and Loyalty Based Selling

147

Fix Problems Immediately


Fix the customers problem


90% will do business with you again

Fix the customers problem immediately


_____% will do business with you again soon

Smart salespeople dont mind when customers


complain. They see it as a chance to shine to win
the customers loyalty for life
We show customers that we are truly committed to
superior customer service

Statistics from National Car Rentals superior


program for recovering from mistakes
85% chance that a satisfied customer will rent again
90% chance that a customer who experiences their great
service recovery program will rent again


They fix the problem immediately


They give something extra
They enter the event in their CRM database

Managing Major Sales

148

Section 9.4: Customer Feedback


Customer Feedback

After winning the business, follow up with a written


thank-you note
Call and request feedback
After starting the job
Thirty days after starting the job

Conduct a formal face-to-face feedback session every six


months with continuing customers
The Marketing Report

Best-Practice In-Office
Customer Feedback Questions
1. What do we do well?
2. What could we do better?
3. On a scale of one to ten, how likely is it that you would
recommend us to your friends and colleagues?
4. What are your biggest current problems?
5. What kinds of requirements will you have in the near
future to which we could respond?
6. Are there other organizations who could use our services/
products? Would you introduce us?
International Benchmarking Institute
NOTE: Assuming all goes well, and as appropriate, ask if they would be a demonstration partner.

149

How General Electric Uses Customer Feedback


0-6
7-8
9-10

Answers to Customer Feedback


question #3 are categorized as:

The percentage of detractors is


Customer
subtracted from the percentage
A
of promoters to give a Net
B
Promoter Score (NPS). For
C
D
example, the following companys
E
NPS is 20%:

F
G
H
I
J

Across all GE businesses, the


highest NPS scores have the
highest margins
The lowest have the lowest

Detractors
Passives
Promoters
Score

Category

7
5
9
8
9
6
7
9
10
8

Passive
Detractor
Promoter
Passive
Promoter
Detractor
Passive
Promoter
Promoter
Passive

Detractors Passives Promoters NPS


If any business unit gets an
2 (20%)
4 (40%)
4 (40%)
20%
NPS score of less than zero,
immediate action is taken to discover the reasons and fix it
Sales & Marketing Magazine

Most Company Executives Do Not


Understand Their Customers



58% do not have a true dialogue with customers


67% do not meet frequently with their customers
54% said that the role of the customer is not well-defined
54% said that their company does not deserve customer loyalty

Companies remain self-centric, transaction-based and product-focused


2005 Survey of Business Executives by the STRATIVITY Group, Inc.
150

INTRODUCTION
CHAPTER TEN
The Biggest
Problem
Ask For Sales
Referrals
Finding
Competent
Salespeople
Top-Ten
Skill Number
Ten

Section 10.1 Referral Marketing


Section 10.2 Generating Referrals and
Following Up

151

Section 10.1: Referral Marketing


Gaining Initial Contact With the Prospect
Introductions or referrals

48%

Organizations and associations

42%

Trade shows and events

41%

Viral/Word-of-Mouth

36%

Direct Mail

34%

Telemarketing

27%

Email campaigns

27%

Website

24%

Channel partners

23%

Advertising

21%

Search Engine Optimization

16%

from BtoB Special Report Technical Marketing (2007)

The number one item on everyones list


when looking to buy is a
personal/peer recommendation

152

Section 10.2: Generating Referrals and Following Up


Generating Referrals

Referrals should be managed

Ask your best customers for referrals

Everyone who interfaces with clients can ask for referrals


In customer feedback sessions
Ask them for referrals to companies where they know
you can really add value

Ask prospective clients who do not buy for referrals


(Who could use our services?)
Join a referral organization (Business Network Intl.)
Average salespeople never ask for referrals.
Top salespeople always do.
The Worlds Best Marketing Secret
Customer Relationship Management

Following Up On Referrals

Sales that result from referrals from existing clients


have a 92% retention rate
54% of all qualified referrals that are properly pursued
eventually buy
But, oops...
87% of all referrals are NEVER pursued
Issues and Answers in Sales Management (March 2006)

153

Referral Follow-up Process


Thank them for the referral


Turn the referral source into your coach
Use the coach to help qualify the prospect
Use the coach to

Provide a testimonial via phone call, letter or email


Set up a conference call to introduce you
Set up a meeting/meal/golf game for all three of you

Tell your referral source, I will do my best to give them the


same excellent service I have given you.

Little Red Book of Selling

Provide Feedback to the Referring Person


Keep the referral source updated on your progress


They want to know how it worked out
They may give you more referrals

Repay them by




Recommending their business (Referring them)


Sponsor networking events or social gatherings for them
Invite them to association lunches that have a great speaker
Thank them by sharing information that will help their business
Best practices for manufacturing processes

Marketing information

Useful websites

The Art of Sales Momentum

SHORT CUTTING THE 12 CONTACT RULE


The third short cuts to the 12 contact rule is having a referral
where the referring source acts as your coach
154

CHAPTER
INTRODUCTION
ELEVEN
The Biggest
Problem
Using
Formal Sales
Sales Processes
Finding Competent Salespeople

Section 11.1 Prioritizing Opportunities


Section 11.2 Twenty-Step New Business Capture Process
Section 11.3 Ten-Step Sales Process

155

Section 11.1: Prioritizing Opportunities


Prioritizing Business Opportunities

Is this a qualified lead?

Do we have a ____________________?

If we win, how much ________________ will we get ...

If we win, how many months from now until the


funding starts?

How much internal investment is required?

How profitable will the work be?

What is the probability of winning?

What is the degree of difficulty of winning?

Is this a strategic opportunity? e.g.,

in the first two years?


over the life of the job?

What is the internal ________________?

How much direct labor will we generate?

Will lead to a new market penetration


Will result in much more revenue in future years

156

Electronic version available for download at: www.asherstrategies.com/pdf/Priority.pdf


157

Section 11.2: 20-Step New Business Capture Process


The 20-Step New Business
Capture Process
The 20-step process for capturing new business
How the top organizations pursue large new
business opportunities

Uses

Gets you ready for a sales call


Gets you ready to make a bid/no bid decision
158

The 20-Step
New Business Capture Process
1. Recognize buyers who have needs by using market research,
your current customers, referrals, scouts or coaches
2. Identify the buyers (user, technical/system and economic/
strategic) and the coach for this opportunity
3. Form an internal capture team
4. Obtain information on the opportunity
Details of the buyers needs

5. Obtain information on the buyers interests (professional,


technical and personal)
6. Obtain information on the money available and revenues
expected in first two years and when the first monies will
be available
7. Identify the main competitors
8. Assess the competitions strengths and weaknesses
9. Determine amount of internal investment required to
make the sale
10. Determine the internal ROI
Assess profitability

159

The 20-Step New-Business Capture Process continued . . .


11. Develop our response to the buyers needs
12. Develop killer arguments
13. Develop key and ghosting discriminators
14. Analyze the return-on-investment for the buyer
15. Determine the appropriate team e.g., if we
do not have the killer argument by ourselves
16. Match the salesperson(s) to each buyer
17. Develop the preselling contact plan
18. Brainstorm potential questions, objections,
and our responses
19. Develop appropriate closing approaches
20. Prepare a short, focused presentation to use,
if necessary, and/or to leave with the user buyer

An electronic version of the checklist (and detailed


implementation instructions) can be found at:

www.asherstrategies.com/PDFs/
Quick/20StepCaptureProcess.pdf

160

Section 11.3: 10-Step Sales Process


Sales Processes

Of 1,275 companies surveyed (B2B)


Less than half have a formal sales process
Less than half of those have CRM or other related tools
Less than 10% have
their sales process
built into their CRM
and use a metrics
dashboard to
monitor the sales
processes

2008 Sales Performance Optimization Study

Benefits of Having a Formal


Sales Process

Salespeople are 50% more likely to meet quota

The sales staff turnover is reduced by 39%


Salespeople are more successful, make more money and
therefore stay with the company
2006 survey by the TAS Group

161

The 10-Step Sales Process


(Given a Qualified Lead)
1. Research the prospect and the prospects organization using all
available tools including their website, Google, Zoominfo.com, etc.
2. Develop a Coach who can add insight into the prospects issues
3. Ask the Coach to help you with the initial contact, which could be:





Meeting
Meal
Trade show
Conference call
Social event
Sporting event

4. For large sales, prior to the first meeting with the prospect,
complete the 20-step capture process to ensure an understanding
of the customers problem, our proposed solution and approach,
and develop the appropriate marketing messages



Killer arguments (done it before)


Key discriminators (why they should choose us)
Ghosting discriminators (why they should not choose the competition)
ROI examples (why do it at all)

5. In the initial meeting, build rapport with the prospect by getting


them to talk about their passions (keep it business related, if
possible). Let them talk about them as long as they want and let
them shift the discussion to business.
6. Ask the prospect about their business issues. Ask a lot of
questions and keep asking until all of the issues have been
adequately identified (as appropriate, formulate the questions
prior to the first meeting).

162

The 10-Step Sales Process continued...


7. Once you have fully determined the scope of the
customers situation, discuss how we (and our
teammates or other suppliers, if necessary) can help
solve their problem(s) with our solutions.
8. Provide appropriate marketing collateral about our
organization (brochure, PowerPoint, etc.).
9. Send the prospect a handwritten thank-you note.
10. Follow up with the prospect as many times as necessary
to close the sale. Examples of follow-up activities are:











Tour/demonstration of our facilities


White papers on how we propose to solve their problem(s)
Sending interesting/relevant articles related to their issues
(use clientdynamics.com)
Bringing experts (inside our organization or trusted
partners) to help
Inviting them to appropriate activities (trade shows, open
houses)
Providing statement of work/proposal
Drafting the internal paperwork for them that they need
to sell our solution to their supervisors and/or to form the
basis of a Procurement Request
Communicating frequently via (find out the prospects
preferred method of communication and use it):

Telephone

Voicemail

Email

Instant messaging

Text messaging

Podcasts

163

OFFERINGS FROM ASHER


TRAINING
Selling Excellence Seminar (Two-Day Seminar)
Top-Ten Skills of The Super Salespeople
Top-15 Best Practice Marketing, Sales and Customer Relationship Processes
Role-playing Exercises

Top-Ten Selling Skills (One-Day Seminar)


In-depth training seminar on The Top-Ten Skills of The Super Salespeople

Customized Sales Coaching


For Sales Reps, Sales Managers and Sales Executives

Role-playing for Outside Salespeople


Selling Through IDIQ Contracts, GWACs and
the GSA Schedule for Government Contractors
Customer Service Seminars
Virtual Sales Management

WORKSHOPS
Breakthrough Negotiations
Gender Communications
Leadership and Management Skills
Marketing Message Development
Forging Program Success

FACILITATION
Strategic Planning
Winning Proposals

ASSESSMENTS
Sales and Marketing Processes
Aptitude of People in Sales Related Jobs

164

OFFERINGS FROM ASHER

Sales Improvement Roadmap


STEP 1 Sales Aptitude Assessments
Assess your teams natural aptitude for a variety of customer-facing positions using the
Craft Personality Questionnaire (CPQ).

STEP 2 SELLING EXCELLENCE SEMINAR


Train your sales executives, managers, salespeople, account managers and customer-service
representatives on the Top-Ten Skills of the Super Salespeople and the Top-15 Best Practices
for Business Development. Includes effective role-play exercises.
Session Length: Two Days
Attendees: Up to 24 participants

STEP 3 Sales & Marketing Process Workshop


Evaluate your current sales process as it compares and contrasts to the Top-15 Best Practices
for Business Development and create a detailed action plan to revolutionize your processes.
Includes a value/driver analysis to prioritize actions and create metrics.
Session Length: Two Days
Attendees: The executive and management teams

STEP 4 Role-Playing for Outside Salespeople and Sales Managers


Review the Top-Ten Skills of the Super Salespeople and role-play your successful sales and
marketing processes.
Session Length: One Day
Attendees: Up to 15 salespeople

STEP 5 Strategic Planning Facilitation


Devise your companys BHAG (vision), purpose, hedgehog concept, a few goals for
the year and, for each goal: a champion, action plans, timelines for the action plans
and key sales metrics.
Session Length: Two Days
Attendees: The executive and management teams

165

CONTINUING SERVICES
The Top-Ten Selling Skills One-Day Seminar
In-depth training focusing on the Top-Ten Skills of the Super Salespeople. Perfect
for new hires! Available on-site or nationwide including quarterly sessions in the
Washington, DC area.

BREAKTHROUGH NeGotiations One-Day Workshop


This one-day workshop focuses on advanced sales negotiation techniques and
how to use them to increase your organizations ability to capture new business,
build long-term customer, supplier and partner relationships and increase profits.
Available on-site or quarterly as open enrollment sessions in Washington, DC.

BEST PRACTICEs: Customer Care One-Day Workshop


This one-day workshop teaches the best practices for Customer Service and
Account Management and is tailored to the needs of the participants with
examples of real business challenges and strategies to emphasize learning
points. Available on-site or quarterly as open enrollment sessions in
Washington, DC.

Customized Sales Coaching


One-on-one coaching programs specifically designed for Sales Representatives,
Sales Managers, VPs of Sales and C-Level Executives.

Interview Services
ASHER consultants will administer CPQs and conduct 30-minute interviews as a
means to screen candidates prior to starting the hiring process in the company.

Please CAll To speak with an ASher consultant


For Pricing and More Information
Corporate Office: 202-742-6639 Toll-free: 877-50ASHER
166

SALES AND MARKETING


BIBLIOGRAPHY
(Top Ten in Order of Priority)
Think and Grow Rich

Hill

Youre Working Too Hard to Make


the Sale
Psychology of Selling

Brooks
Tracy

Selling is a Womans Game


The Worlds Best Marketing Secret
Secrets of Closing The Sale
How To Close Every Sale
How To Win Friends and Influence
People
Power of Positive Thinking
The Seven Habits of Highly Effective
People

167

Joy
Misner
Ziglar
Girard
Carnegie
Peale
Covey

Quiz/blanks Answer key


INTRODUCTION
Page 2
Page 8

Page 69



Page 71

94%
12

CHAPTER ONE
Page 16
need
Page 17
12

3
Page 18
1.5
Page 19
10%
Few Lot
Lot Few

CHAPTER FOUR
Page 80
listen, talking
Page 81 Listening, Listening
Page 82 Listen, Listen, Listen

80, 20
Page 84
know
Page 85
summarize

questions

CHAPTER TWO
Page 27

Page 28


Page 29
Page 33
Page 36
Page 37
Page 38

Page 51

Page 52


Accents
82, 18
down
twice
Monday
coach
coach
coaches
cautious
Driver
Thinker
82
18
fast
slow
cool
warm

CHAPTER THREE
Page 54


Page 55


Page 61
Page 63
Page 64
Page 65

90
7 to 20
30
55
38
7
briefcase
interested
you
18-39
93, 1

buyer
seller
buyer
their
elevator

CHAPTER FIVE
Page 90


Page 94
Page 98
Page 101
Page 102
Motivator
Supporter

20
4
37
64
price
negotiating
Value, 5

CHAPTER SIX
Page 113

Top, Bottom

CHAPTER SEVEN
Page 119

48, 27

CHAPTER EIGHT
Page 124

90%

CHAPTER NINE
Page 137
Page 138
Page 139
Page 140
Page 141
Page 143
Page 148

10
top
90
unanticipated
10
4
95

CHAPTER TEN
Page 156

168

coach
money
ROI

IMPORTANT LEARNING POINTS

169

IMPORTANT LEARNING POINTS

170