Free eBook: How to Find New Customers

If you’re looking for a few ideas about how to drive demand for your products or services, I recommend checking out Jeff Ogden’s ebook, “How to Find New Customers.” Ogden does a nice job of explaining the critical concepts of demand generation and lead nurturing. Let me know what you think of the book after you download it free by clicking here .

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by Jeb Brooks Filed under: Professional Selling 1 Comment

“Closer” vs. “Consultant”

Having sold for many years (some say since the earth cooled!), I’ve always been concerned about the word “close.” While I understand its use, meaning and intent, it still bothers me. It seems so final! And often times a prospect is “closed,” not the sale.

The perception of selling and salespeople varies too often between distasteful and despicable. So why use a word that reinforces those negative perceptions? “Close” means done, end, finished. To some it means “put away,” out of sight, inaccessible. Are those the perceptions we as salespeople want to create? Of course not. But our words embellish our thoughts, actions and mannerisms. Our actions manifest our words and how we’re seen. Want to be seen as a “closer” (finished) or as an advisor (present)?

What if we simply say (and see ourselves) as completing the final step in the selling process of asking for commitment ; becoming a trusted advisor who creates a positive perception. We built trust, we didn’t “close”. We’re not done, we’re beginning a partnership.

Think about it. “Closer” or “Consultant?” Who would you trust ?

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by Richard Dickerson Filed under: Professional Selling 1 Comment

Sales Training Without Coaching is like Buying a Car Without a Steering Wheel

I did a presentation to a prospect a few weeks ago who is frustrated with his sales team not being able to close new business. During my probe of his particular challenges he said they conducted a “mystery shopper” test where a potential “prospect” called into their office asking questions about their product. The sales assistant properly responded by asking a few qualifying questions and told them she would have one of their sales team call them back. One lead was given to each of ten sales reps. The result? Only 3 of the 10 sales people actually called to follow up with the potential prospect.

As a manager what is your first reaction to that result?

Fire the sales people who didn’t follow up? Implement a CRM system so management can better follow up on the status of the leads? I hope you said no to each of those “solutions” (although they are viable considerations) because the correct answer is the SALES MANAGER should be fired! Is that too extreme? Stop for a moment and calculate 7 missed opportunities of a prospect calling you wanting to do business. Then add to that number potential repeat business loss, upselling loss and vertical integration opportunities lost. In this particular organization the potential was over seven figures in lost opportunities.

This particular client originally asked me to conduct sales training. Not following up on leads is not a training issue … it’s a personal skills issue. Lack of personal skills of the sales team is definitely a serious problem (results orientation, self starting, personal accountability), but more importantly, at the sales management level. I have always preached, ‘I have never seen an “average” sales force with an “outstanding” manager.’ Your sales manager sets the expectations for their direct reports and then coaches to those expectations. If the sales reps don’t perform to those expectations a top sales manager will coach them “out” and find someone who can.

Your sales manager is the steering wheel of your sales team. You may have a great looking, professional sales team (Mercedes S Class) with a lot of talented, experienced sales professionals (fully loaded options), but if your sales manager is not out in the field observing their people in the field, coaching them to expectations (steering wheel) and holding the sales team accountable to those expectations you may not even know how many lost opportunities exist within your organization.

With all the optimism of the economic recovery into 2010 most organizations are beginning with their sales teams and working with them to be out ahead of their competitors. I encourage you to “put the horse before the cart” and begin with your sales management team. If they are excited, optimistic and determined and have a solid sales process in place your sales team will rise to their level of expectations and coaching.

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by Brooks Group Filed under: Professional Selling 2 Comments

What You Say is Less Important Than How You Look…

Most everyone understands the importance of making a good first impression during a sales call. However, fewer people are aware that what you say is a lot less important than how you look. Research indicates that when it comes to first impressions, nonverbal cues carry up to four times more weight than what is actually spoken. Your words will let your prospect know about your future actions, but your non-verbal cues will offer insight into who you are as a person.

When prospects meet us in person for the very first time, they notice our facial expressions, our ability to maintain eye contact, how we sit, the tone of our voice, and, of course, the way we are dressed. Some research indicates those first impressions are formed in less than 30 seconds, and what’s more, the impressions people get from nonverbal cues are extremely accurate. Furthermore, the self-fulfilling prophecy says if you like the other person initially, you will look for additional reasons to like them. And unfortunately, the opposite is true. If you don’t have a positive first impression, you will tend to focus on things that will make you dislike the other person. The gut-level first impression your prospects get about you will impact your relationship immediately and last for a very long time. One study says it can take up to six months to overcome a bad first impression. In the world of professional selling, can you afford to work six months just to overcome a bad beginning?

So what are you to do? The next time you go on a sales call, before you meet your prospect, find a mirror. Check your appearance – your prospect certainly will. And don’t forget to smile – a sincere smile sends a message that you are a friendly person and not a threat. Offer to shake hands, but don’t make it a ‘bone-crusher’ or ‘dead-fish’ shake. Pump your hands 3 to 5 times and let go, making sure you look the prospect in one eye (preferably the right eye). If invited to sit down, sit up straight and lean forward – it shows enthusiasm and interest in what the other person is saying.

Years of research also indicate it’s more important how you open the sale than how you close it, so make your first impression – the nonverbal one – a good one.

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by Kevin Reinert Filed under: Professional Selling No Comments

Why Sell To Large Corporations?

Are you a sales representative for a small business that sells in the B2B environment, but doesn’t have the luxury of a strong brand, huge marketing budgets or a 100+ year history of success to label your company a “least-risk” vendor? If you are, you’re not alone, but I have good news for you.

Perhaps you even said something like “XYZ Company, one of the largest organizations we compete with, has locked that enormous account up so it’s not worth my time to chase it.” I know I have – but I was all wrong and let me tell you why it’s definitely worth going after large accounts within your target markets (as well as government entities, if appropriate):

• Larger, longer-term contracts make your cash flow and revenue more predictable.
• Fewer, but more valuable, contracts enable you to construct a stable business built on true core competencies.
• Your overhead is often lower when you are strategic about the accounts you pursue. A new contract will benefit from the systems and personnel dedicated to an existing agreement. Depending on your margin structure, supporting a large account may cost as much as supporting a smaller one.
• Enterprise-wide growth can be tremendous. A piece of business with one unit or division of a large company can lead to opportunities in other areas of the organization you may not even target initially.
• There’s huge potential for referral-based business. A recommendation from an executive at a giant corporation is worth its weight in gold!

Now, based on these 5 points, I urge you to take a careful look at your 2010 sales strategy and commit yourself and your sales team to developing a plan to open at least one large account for every seven smaller ones. Find out how you can win those larger accounts by reading my latest book, Playing Bigger Than You Are; it outlines strategies you can use to sell to corporate giants. To learn more and find out where you can order your book, visit: www.PlayingBiggerThanYouAre.com.

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by Will Brooks Filed under: Professional Selling 1 Comment