Wednesday, May 25, 2011

Objection Handling Tips – 4 Tried and Tested Ways To Fail

From: http://www.salesdnaltd.com/blog/objection-handling-tips-4-tried-and-tested-ways-to-fail/

Objection Handling

Objection handling must be up there with closing as the two most debated parts of sales training. Much has been written telling you what you should do, what lines to use and how to deliver them.
This article is refreshingly different because it tells you what not to do. There are a few key things that you should never do when faced with a sales objection. They are:

Objection Handling “The Wrongs”

Don’t pounce: an instant response, sometimes even before the prospect has finished speaking, creates an emotional barrier because it suggests you have not considered what has been said. It also indicates a ‘canned’ answer that you give to every one. People like to be heard and made to feel special and this does not help you do that!

Don’t be glib: too quick an answer to your customers’ objection will seem unconvincing, because it suggests you have heard it all before and are just repeating a page in your sales manual.

Don’t argue: never say, “…I don’t agree with you…” “…that’s not really true is it…?” “…no that’s not right and here’s why…” or anything similar; don’t even suggest that you disagree. One of the recent apprentice programs was a fantastic example of how not to do it. The female team arrived at a luxury ‘stretch’ limo hire business to pitch for the valeting business. One of them (can’t remember the name) starts of at around £80 per vehicle to be told the current supplier does it for around £20 (going on a dodgy memory here!). The apprentice – or apprentee? – looked incredulous and insisted “You are wrong. That simply can’t be right.” She had been in the business a whole 2 hours by that time. She was lucky the T.V. cameras were there as the business owner looked liked he was about to show her the door with the point of his expensive designer shoes. I have searched youtube and can’t find that clip. If you ever find it then let me know, please.

Don’t point score: proving that they do not understand or have made a mistake will simply make them feel foolish or angry.

Would you like to know the 3 most successful objection handling techniques you can ever use?

Ok! They are:

Demonstrate so much value in your discussions and proposals that choosing you is a ‘no brainer’. Develop a record of all provable business value you have created for clients and apply that knowledge and those facts into proving potential Return On Investment for your new clients.

Deal with objections before they ever come up. This is the objection handling technique of the ‘superstars’. If you are the most expensive on the marketplace and you know it, and you know they know it, then don’t leave it unsaid. Clearly demonstrate in your proposal and discussion, why i.e. “John, on first glance it might seem we are the most expensive provider in the marketplace per case of product. When you take into account your average order values, and order schedule, and the fact that we don’t charge a premium for next day international shipping, we are actually one of the most cost effective. I have drawn up a total pricing plan for your planned purchases next year which shoes this. Are you OK with that?”

Brainstorm professional, credible answers to all of your common objections with every member of your sales team, your customer service team, your management team and draw up value proving answers. This one strategy alone could double your sales success in a 6 month period.

If you get into the habit of killing off the ‘wrongs’ and using the 3 best objection handling techniques in your business, your sales will take a huge surge.
Use these effective objection handling tips – let me know how it goes. If you want to make sure you get rid of sales objections in your sales once and for all then you really need to get your instant access to the most comprehensive, sales objections Manual available anywhere. You can access it here: Sales Objections Course

Friday, May 13, 2011

Based on Relationships I use…Happy Selling!!!

Shift your mindset away from making the sale towards whether the fit exists or not!

Be a helper not a pitcher! -Help your prospect, instead of referring to features and benefits.

Focus on beginning-not the end!

Stop chasing prospects-behave with dignity!

Connect with your prospects rather than work through a list!

Creating trust with your prospect is your primary goal-not making the sale!

Diffuse any pressure that you sense in the sales process! -By diffusing the tension and pressure in the sales process between you and your prospects, you bring both of you closer to an honest and truthful conversation.

Change your language away from sales speak to natural language that connects with people!-By using phrases like ‘would you be open’ instead of would you be interested in.

Understand your prospects problems deeply so that they feel understood by you! -By having a deep understanding of the problems that your prospects experience every day…

Use the unlock the game mindset!-Both in your business and personal life because relationships are the same in both worlds…

Tuesday, May 3, 2011

4 Types of SEO Clients to Avoid

Writing by Nick Stamoulis

One of the key factors of success for an SEO campaign is the relationship between the client and the SEO consultant. It’s important that the client trusts their consultant or agency and feels comfortable sharing aspects of their business model with them. However, it’s just as important for the SEO consultant to be able to have a good business relationship with the client. There are all types of clients out there that range from great to horrible nightmares.
Here are 4 Types of SEO Clients to Avoid:
Clients that are Impatient
SEO is a long term building process. It takes many months to see results and to rank well in the search engines. This is especially true if the client is in a competitive space. It’s best to avoid clients that don’t fully understand this process. SEO is ongoing; it’s not like other marketing strategies that have a definite “beginning” and “end”. If you give up on SEO tactics after awhile your site could slip back down in the results. A plan needs to be established and executed properly over the long term. Slow and steady wins the race. It’s best to avoid clients that don’t fully understand this process.

4 Types of SEO Clients That You Don’t Want to Take On

Clients that Only Rely on SEO
The best clients have a well rounded approach to their marketing and don’t just rely on one strategy. They understand that there are different ways to target specific segments of people. This goes for marketing both online and off line. There are other ways to market yourself online including PPC, social media outreach, email marketing, and affiliate marketing. The best clients engage in at least a few other strategies and also use more traditional cross promotional marketing methods as well.
Clients that Will Be More of a Pain Than They Are Worth
If you get the feeling in early discussions that this client will want to talk to you everyday about their SEO, don’t even bother with them. Nobody has the time to talk to their clients on a daily basis. If this was the case nothing would ever get done! It also seems as if a client that frequently “checks in” doesn’t trust you. On the other hand, it’s also best to avoid potential clients that won’t communicate with you at all or provide you with valuable information that will help with their SEO campaign. The more information that an SEO consultant has, the better. Don’t keep your SEO agency in the dark.
Clients that Have a Bad Website
Web design and SEO go hand in hand. One is nothing without the other. The greatest link building strategy will not a help a poorly designed site and the greatest looking site won’t have many visitors if it doesn’t have a good search engine presence. The success of a website relies on both working together. If a potential client has an awful looking website that provides a poor user experience, make recommendations and tell them to contact you again when the site is useable. Creating an SEO strategy for a bad website is basically a waste of time.

Thursday, April 28, 2011

7 Ways to Use Silence to Sell More

by Jim on March 3, 2011

Silence can be deafening, can’t it?

The telephone is an audio medium. It relies on the sounds you make with your words and with the tone of your voice to persuade the client.
However, just as powerful are the sounds you DON”T make.
Used wisely and strategically, the pause – and the moment of silence it creates- can be used to your advantage when tele selling.

The Power of the Pause

The silent pause in tele-selling has far more impact than the pause in field selling. Because telephone selling is a non face-to-face medium and relies on audible clues, the pause gets greater attention because it creates a gap in the flow of a conversation. (Think of listening to the radio in your car. You’re driving down the highway and suddenly the chatter stops for a moment or two. Immediately you notice it.) Same thing in tele-sales.

7 Silent Applications

The silent pause draws attention and focus. Use it with deliberate thought in these seven areas of your call.
1. After you use the client’s name. There is nothing sweeter than the sound of our names and when a client hears his or her name, he tends to listen closely to the next 15-20 words. It’s a habit that has been honed into us from birth. By pausing a second or so after using the person’s name you double the impact and benefit of the silence you created. Clients focus and listen carefully. This approach is particularly effective with opening statements.
2. After you ask a question. When you ask a question let the client respond. Sales trainers have taught this for ages but it particularly significant in tele-sales. Silence on the telephone is perceived as three to six times longer than it is compared to field sales. It creates a gap that can feel awkward and uncomfortable for the client – AND for you. The tendency is for either you or the client to fill that gap. You need to discipline yourself and keep ‘mum’ and you need the patience to let the customer fill the void.
3. After a trial close. Because you cannot see the client’s expression, you need to compensate by asking trial closes like, “Does that make sense?’ or “Are you following?” Then pause to allow the question to sink in and to let the client respond. Let the silence do its magic and listen closely to hear the tone of the client’s response. If it is hesitant and unsure, stop and go back by saying, “Jeannie, I hear some hesitancy there.”
4. After you hear an objection. Use the pause after the client tosses out an objection. By remaining silent for a second or two a couple of things are achieved. First, it gives you time to process the objection and develop an appropriate response strategy. Secondly, it suggests to the client that you are giving the objection fair analysis. They like that; makes them feel important while at the same time, it positions you as thoughtful and respectful; not slick and off the cuff.
5. After handling the objection. Similarly, briefly use silence after you answer an objection. If you respond to a price or product objection, conclude by asking, “Does that answer your question?” Pause. Wait for the response. Listen to the tone. Evaluate it. Respond accordingly.
6. After you make a key point. It is wise to use the pause after you mention a key feature or aspect of your product. This allows that feature, fact, or offer to sink in. This creates a sense of significance. It’s kind of like verbal underlining. The pause will often get the client to comment further and reveal buying signals.
7. After you close. As a salesperson, you should know that the pause – the silence – after a close or an advance is powerful. The gap gives the client time to evaluate all that she has heard but the ensuing silence also creates that all-important tension whereby the client wants to ‘fill the gap.’ Let it work for you. File your nails or doodle but wait it out.

Summary

Silence – through the use of the pause – is the secret sauce of tele-selling, no question about it. It is a technique or tool that you can use deliberately to create an effect. It gets your client to listen, to open up, to respond, and to learn. Use it liberally on all your tele-sales calls.

Wednesday, April 27, 2011

7 Closing Habits of Highly Effective Tele-Sales Reps (Habit #3: Trial Closes)

by Jim on April 27, 2011

Highly effective and successful tele-sales reps routinely use trial closes in their selling conversations. Do you?

A trial close is a ‘test balloon’ that you float up during a sales call to gauge client interest, to ensure that you are on track and to determine if you can move to the final close. On the telephone, a trial close is particularly critical because you do not have the visual clues that you would normally get face to face. The very best tele-sales reps fabricate those clues by using trial closes.

Passive Trial Closes

There are two kind of trial closes: passive and assertive. Both are valuable and service different purposes. A passive trial close is more ‘gauge-like’ and seeks to determine if the client is following your point. Passive trial closes are deliberate sign posts that you toss out to ensure you are going in the right direction.
For example, suppose you provide a feature and benefit about your product or service. At the conclusion, you might say, “Does that make sense?” or “Do you see how that might work for you?”
Questions like these assess client’s interest and comprehension. The moment after you ask, stop talking and listen closely. Listen not only to what the client says but the tone in which it is delivered. If the client sounds doubtful or uncertain, you need to stop, go back and clarify. For instance,
“Hey Jim, I hear a bit of doubt or uncertainty in your voice. Is there something I can clear up?”
The trick to being more effective in closing in telesales is to liberally sprinkle these test closes throughout your conversation.

Assertive Trial Closes

The second trial close is the assertive close. As the name implies the assertive close is much more directive and sales focused. It seeks to determine if the interest to BUY is strong or potentially strong. This type of trial close often uses a hypothetical question:
“Wendi, suppose we could provide 3-day delivery on this item , would this be something you’d consider purchasing?’
“Mark, putting price and budget aside for a moment, does the solution I am presenting sound like something you could work with?”
“Chris, let me ask you a hypothetical: if we could stock those items on a regular basis would you move your business over to us?”
Note that these questions have a “if/then” kind of approach. They get the client to project or to imagine a certain scenario. If that scenario is positive and the client agrees to it, the chances of closing the sale are much more significant.
Danger
Assertive trial closes can make some clients feel uncomfortable. Some can see the question as “cheesy”, “salesy”, “manipulative” or “pushy.” (These are actual client remarks) The client can feel as those they are being painted into a corner and this can lead to strong resistance or resentment.

Mitigating the Risk – Softening Phrases

Despite the risk, assertive trial closes are extremely valuable because they gauge INTENT. The trick is to ask the question without being quite so blunt. And it’s easy to do. Here’s how:
“Chantal, I don’t mean to put the cart before the horse, but suppose for a moment that we could…”
“Yvon, I’m not sure where you are in the decision making process, but let me ask you a hypothetical question…”
“Maria, not to put you on the spot and not to be presumptuous, but I’m curious, if I was to …”
Notice how these trial closes are softened with the addition of a few words and phrases. They acknowledge that the remark might be a bit bold.

Summary

Here’s the bottom line, highly effective closers keep track of client interest and concern throughout the entire sales conversation by asking questions that ‘test the waters.’ Depending on how the client responds, the good closer knows when to accelerate to the final close or when to slow down or even reverse. Trial closes are vital. Use them and watch your sales grow.

Wednesday, April 6, 2011

"Telesales" by Steven Schiffman - Summarized

Chapter 2 - Typical Day

How many sales will I have over the next 90 days, if I change nothing in my current sales approach?

I have made up my mind to talk to at least 10 Decision Makers while making 100 calls/day.

Chapter 4

Know my numbers! Schiffman recommends keeping track of the following:

Dials

Discussions

Presentations

Sales

He also recommends I tape at least one call in the morning, one in the afternoon and one before I go home.

Chapter 5 - Five Ways to Increase My Income

1. Double the number of contacts with decision makers

2. Double the number of presentations

3. Increase percentage of sales (from 1/10 to 2/10)

4. Double value of sale

5. Double the number of calls

Chapter 6 - Little Things Mean a Lot

Think of the last time I made a recommendation to a prospect or a customer that did not result in a sale. Identify at least three things that, in hindsight, I believe I could have done better.

Chapter 7 - My Golf Grip

Set a New Income Goal

(Below is mine)

"By May 2nd, 2011, I will earn at least $100 in commission by increasing my phone sales effectiveness and developing more satisfied customers."

Also, write down 10 benefits that would result when you reach your income goal.

Chapter 8 - Closing and its Hazards

It is VITAL to find out the following:

What the prospect does
How they do it
Why they do it
When they do it
Where they do it
Who they do it with
How we can help them do it better

Don't just focus on "closing the sale." Rather focus on learning as much as possible about the prospect.

The "Close" is really the "Use"

Chapter 9 - The Four Steps in Phone Sales

[Greeting/Hello] ---------- R1 [ I/V2---P-----C]

Critical Point 1 = Get past the initial negative response

Critical Point 2 = Verify information to close on presentation

The first obstacle keeping me from progressing to step two is the initial negative response.

Chapter 10 - Understand My Numbers and Improve Them

I make at least 100 calls/day, so that means I make 30,000 calls per year (if I work 300 days/year)

Chapter 11 - Move Forward in the Sales Process

Step 1 - Open/Qualify

Step 2 - Information Stage

Step 3 - Presentation Stage

Step 4 - Close the Sale

The only way to move from step 1 to 2 is to overcome the initial negative response (such as "Not interested" or "I'm all set."

Chapter 12 - Define Prospects Accurately

Review "top prospects" and their movement through the Sales Process

Chapter 13 - Count the "No" Answers

How many "No" answers do I get in a single day. Write that number down and compare it to the "Yes" answers.
Here is one of the most important ratios that Schiffman's claims is valid no matter the industry..

20:5:1

What this means is for every 20 initial contact (serious discussions/presentations with Decision Makers), I will get 5 Prospects which in turn will result in 5 Sales.

Chapter 14 – The Ups and Downs of Selling

In other words:

IC - P - S

IC = Initial Contacts

P = Prospects

S = Sales

The definition of a PROSPECT = Someone who has agreed to play ball with me

How many initial contact does it take me to develop a single prospect. How many prospects do I now have? How many must I replenish my base with whenever I make a sale (5! 5 for every single sale..). The lesson here is ALWAYS BE PROSPECTING
Initial Contact require follow through; Know difference between CONTACT and PROSPECTS

Chapter 15 – People Respond in Kind

Chapter 16 – Interruptive Marketing

· Every time I tell you something about me, I have the right to ask a question about you.

· Interruptive Marketing – revealing something about ourselves and using that face to refocus the conversation with a new question

1. Find out what’s interesting to the other person

2. Find out more info about the person I am talking to

a. Find out what they “DO”

- What they’ve done

- What they do

- How they plan to do it

Once I respond to your question or issue and tell you something above me, I have won the right to ask you a question about what you do

Chapter 17 – Why Writing it all Down is Essential

It’s in my best interest, as a sales professional, to formalize my calling approach

Overcome initial negative response
Keep conversation going
gather information I could use to move to the next step of the selling process

Chapter 18 – Master the Game of Catch

Describe my ideal sales call

Chapter 19 – Formulate My Attention Statement

“Good Morning/Afternoon __________”

Chapter 20 – Develop My Identification

“This is Marty calling from Local Edge, a division of Hearst Corp.”

Chapter 21 – Develop a Reason for the Call

“The reason I’m calling today (specifically) is __________”

Attention Statement
I.D. Statement
Reason for the Call

Chapter 22 – What to do if I do not Get Interrupted

Ask Questions!

Chapter 23 - ..if I DO get Interrupted

List the 10 most often heard negative responses. (be prepared!)

Chapter 24 – “Happy Now”

“You know,, other people who are now our customers told us the same thing before they saw how what we do complements what they were currently doing.”

Chapter 25 – “Not Interested”

“Other people said the same thing until they saw we could benefit them”

The response HAS TO answer the questions

a. “So what?”

b. “What’s in it for me?”

BENEFIT TURNAROUND

Chapter 26 – “Send Literature”

“Of course, but I’m just curious, what are you doing right now ________”

Remember THE LEDGE

Chapter 27 - The Direct Question

Price?? – Answer the question and then pose a question

I must turn it around effectively as a question

Chapter 28 – Put It All Together and Practice It

At least 10 times!

Chapter 29 – Variations of a Standard Call

Attention Statement

ID Statement

Reason for the Call

- Use the 3^rd party approach

Chapter 30 – The Art of Leaving Messages

Leave the following

- Name

- Company

- Reason – mention a competitor or type of business

- Phone

Have another sales rep call people that I have not called in a month

Chapter 32 – The Art of Calling Back

When a person asks for me to call them back in 6 months, SET A DATE!
Call on that date and say:

“Hi _______. This is ______ from Local Edge. When we last spoke you asked me to call today”

Call at least 10 people

Chapter 33

“I was just thinking about you”

Identify at least 3 people and call them using this approach

Chapter 34 – How to Call Former Customers

Identify at least one former customer and call him to say:

“We haven’t heard from you in a while, and I was wondering whether something was wrong?”

Chapter 35 – How to Get and Use Connections with People at the Top

Call the president of at least one company to sell to, and attempt to initiate contact or generate a referral (do at least 3 times)

Chapter 36 – How to Send the Right Emotional Message Over the Phone

Find MY emotional message. Practice it. Record it.

“Hi! My name is Marty. I am with Local Edge Media. I would like a chance to learn about your business and more specifically find out how you are currently acquiring new customers.”

Chapter 37 – The Recipe for a Great Conversation

Hello/Approach
Response
Turn Around
Question

Practice asking for next step. Develop a script. Use P.I.P.A.

Parable ------à Info ----à Present Options -----à Ask Directly for Next Step

Chapter 38 – The Past, Present and Future

· Use P.I.P.A.

· Close with: “Makes sense to me. What do you think?”

Qualify/Open --à Info Gathering -----à Presentation ------à Close

Ask about – The Past, Present and Future

Come up with 15 questions to ask prospects

Chapter 39 – Ask “How” and “Why” Early and Often

“Ask HOW and WHY and the WHO will emerge.”

Chapter 40 – Verify My Information

Getting corrected about

- Our assumptions and eventual recommendation

- Our contact (is it really the decision maker we are talking to?)

- Dollar amount we are proposing

- Timetable for delivery or implementation

Chapter 41 – Paint a Picture

Prepare at least six accurate, verifiable success stories on my organization’s customers.

Chapter 42 – Critical Point # 2

Product or Service Issues
Hidden Issues

- Call and leave a message – “I must have done something wrong.”

· The Stall – Establish a timetable that works backwards from the prospect’s ideal date of implementation and articulate.

· Reassurance Issues – Use references and testimonials

· Fear, Uncertainty and Doubt Issues

- Focus on helping person through transition

- I must understand why they are now doing, so I can be in a good position to service as an agent for positive change

Write down the most common issues

Identify
Validate
Solve

Chapter 43 – When to Stop Calling

- Do not call any one lead more than once per week

- Don’t call people who have failed to take action

10 Traits of World-Class Salespeople

They are obsessed about getting to the next step
They understand the importance of developing new relationships every day
They are focused on finding out what other people do
They anticipate responses
They understand the need to make new initial contacts
They count the “No” answers, not the “Yes”
They understand the necessity of verifying information
They use managers and others within the organization effectively
They take the time to learn
They believe they are the best

Friday, March 4, 2011

Schiffman's "Telesales" Continued

Chapter 13 - Count the "No" Answers

How many "No" answers do I get in a single day. Write that number down and compare it to the "Yes" answers.
Here is one of the most imporatant ratios that Schiffman's claims is valid no matter the industry..

20:5:1

What this means is for every 20 initial contact (serious discussions/presentations with Decision Makers), I will get 5 Prospects which in turn will result in 5 Sales.

In other words:

IC - P - S

IC = Initial Contacts

P = Prospects

S = Sales

The definition of a PROSPECT = Someone who has agreed to play ball with me

How many initial contact does it take me to develop a single prospect. How many prospects do I now have? How many must I replenish my base with whenever I make a sale (5! 5 for every single sale..). The lesson here is ALWAYS BE PROSPECTING
Initial Contact require follow through; Know difference between CONTACT and PROSPECTS

Tuesday, March 1, 2011

Selling to Tough Customers - “Fence-sitters”

Andy Horner

Saturday, February 26, 2011 at 2:30PM

(This article addresses one of a variety of customer types Jeffrey and I will be covering in our upcoming webinar titled: “Selling to Tough Customers.” Look for the invitation in next week's "Sales Caffeine" and then join us live!)

Your presentation was on target. The chemistry was there. The prospect’s reaction to you and the price both seemed positive. But when the time came for signatures, the meeting ended with the prospect's saying, "Everything sounds good, we're going to discuss it internally and get back to you."

Weeks go by. And as you fail to get a decision from them, you slowly change their status in your database from "blazing hot" to "warm" to “cool” and then finally to "whatever."

Fence-sitters are among the most frustrating "tough customer" types to deal with.

There are four types of fence-sitters -- each with a different underlying issue. They are The Internally Conflicted, The People Pleasers, The Dissatisfied, and The Future Customers Who Just Need More Time.

Here’s how to handle them:

The Internally Conflicted - With these guys, there’s an internal disagreement within the company around the buying decision. Often, they’ll try to hide this “family argument” from you. When you check in, listen for frustration in your contact’s tone and for them to refer to the team as “they” rather than “we.” If you pick up these clues, your goal is to uncover the internal debate and then provide ideas, compromises, or solutions to get them all on the same page - your page.

The People Pleasers - Often, the real reason a customer leaves you in limbo is because they don’t want to deliver the bad news that they went with your competitor. These people are big time-wasters and a threat to your sales goals. You’ll know them by the way they nervously hem and haw when you ask if they’ve made a decision. Stay in touch by putting them on your ezine list and move on.

The Dissatisfied - After meeting with you and a few of your competitors, the prospect isn’t really excited about any of their options – including you. They haven’t given you a “No” yet because they’re still looking.

If you’re lucky enough to get them on the phone or get an email reply, they often give the indifferent response “yeah, we’re still considering options.” There may still be opportunity with this fence-sitter type, but you haven’t provided enough value yet. The cost of your service outweighs the perceived value. Don't start shooting in the dark with a barrage of alternate options or discount lures. Find the real buying motive (the one you missed before) and get creative with your ideas.

The Future Customers Who Just Need More Time - When they said, “Sounds good” they meant it. They’re actively putting events in motion to buy from you. You’ll hear authentic excitement in their encouragement for you to hang in there. Don’t keep selling to them or push too hard for the signed contract, but keep the dialogue flowing. Ask them questions. Continue to build the relationship. Shoot them a referral. Include them on your next ezine. Be patient, helpful, and friendly.

Monday, February 28, 2011

Schiffman's "Telesales"

To succeed in sales, simply talk to lots of people every day.
And here's what's exciting- there are lots of people!
-Jim Rohn

Everyone lives by selling something.
-Robert Louis Stevenson

Every sale has five basic obstacles:
no need, no money, no hurry, no desire, no trust.
-Zig Ziglar

I finally started reading this great book. It contains invaluable information useful to anyone who would like to succeed in our field. I highly recommend you read it for yourselves. I will do my best to summarize it, chapter by chapter.