Friday, May 31, 2013

The Fear (and Power) of Silence in Sales

By Brett Lyons

Silence is not something that salespeople like; when the phone doesn’t ring, when people don’t e-mail you back, silence is frustrating. However, in a meeting with a client, and especially at the end of the sales negotiationprocess, silence is your best accomplice.
Don’t splatter-gun your customer
We’ve said it before and we’ll say it again: listening is a skill that you must master. The ‘splatter gun’ technique (firing features, benefits and quotes at a customer before they’ve even had a chance to make their mind up) is a recipe for disaster.
Asking plenty of questions, and patiently waiting for the customer to respond is essential in finding a good, sustainable solution to fit the customer’s needs. Leave them to take their time, and make sure you respond to their answers with more questions that narrow down their options. Your silence gives them a chance to talk.
Keep your questions short and easy to understand, and don’t worry about re-phrasing them if the customer pauses to think before they answer, the customer understands and is running it through in their mind. Don’t rush them, because it will bring up defences.
Pausing for thought
The same applies to you. Take your time to run things through in your mind and ensure you don’t skip anything that could be crucial to securing the deal. Clarity of mind will guarantee you the right answers.
When asked a difficult question, world leaders used to pause to fill and light their pipe, buying them time to think about their answer. Another tactic is to either repeat the question back or say, ‘that’s a really good question’ and take a moment before answering.
The ticking clock
The crucial moment in a negotiation is when you’ve discussed the terms, conditions and fees of a product or service, and after handling objections, you finally ask the client whether they want to go ahead.
….and wait for their answer.
This is where you might find that absolute silence fills the meeting room. Sometimes this can last for a good few minutes. But, it can only become uncomfortable if you let it. So don’t. This silence is the client’s thinking space; you’ve put everything out on the table and whether they choose to take it or not is entirely down to them.
Don’t talk, don’t doubt yourself and rush in with a lower price offer, and don’t suddenly say, “I’ll give you a few days to have a think about it”. Once you’ve asked the question, the onus is on the client to break the silence. Many of us have been there, and some of us will have made these mistakes before; however, don’t try and put words into the client’s mouth.
It’s only awkward if you make it awkward. The more money involved, the longer the silence is likely to be. Counter-intuitively, keeping your mouth shut displays control over the situation. Quickly speaking again can be a sign that you are quick to make concessions. It’s worth the wait. 
 

Why Good Storytelling Beats Good Selling

Posted by Joel McCabe on Fri, May 31, 2013

Some reps are convinced they can’t sell a new product. The next day, another rep does just that. Why is this? How can some reps be so effective and assertive, and others so passive? Confidence and belief are certainly big parts of the equation. The other part:exceptional storytelling. Here’s a great example:
Rick, a sales rep with a wholesale coffee company, calls on a new prospect. The prospective company operates 25 boutique coffee shops. During the call, Rick touts that his firm prides itself on exceptional customer service. Hannah, the potential buyer is skeptical. “That’s a claim I hear all the time,” she says. “Why should I believe you on this?”  Rick responds by telling a story…
 
“Last year our customer, Solid Grounds, (Hero) places an special order based on holiday internet sales. At 800 lbs, this order is big. I’m excited, the customer is excited, everything’s great. Now, to meet quality requirements the order needs to be air freighted (Stimulus). As we prepare to fulfill the order, Ajax Air – our air freighter – goes on strike (Conflict).”  Continued below.
 
Not convinced you’ve got what it takes to be an effective storyteller? Get our Guide to Better Storytelling for tips on selling with stories.
 
You might wonder how exactly stories apply to the sales process. How can storytelling improve your number at the end of the quarter? A well-told, captivating story can affect listeners on multiple levels. It’s no accident that storytelling is a craft that has stood the test of time.

(from: http://www.salesbenchmarkindex.com/bid/98751/Why-Good-Storytelling-Beats-Good-Selling?utm_source=dlvr.it&utm_medium=twitter)

Thursday, May 30, 2013

Customers Will Pay More If They Receive a Superior Experience

Jim Tierney, Loyalty 360

According to ICMI research, 85% of surveyed consumers in the U.S. said that they would pay more than the standard price of a good or service as long as they receive outstanding service during the transaction.
What’s more, the research breaks down the numbers and shows exactly how much more they’d be willing to spend based on a superior customer experience:
76% would pay 5% or more
55% would pay 10% percent or more
27% would pay 15 percent or more
10% would pay 25 percent or more
ICMI research found that the contact center – a company’s critical customer relationship area – is even more valuable than previously thought. Increased resources in contact centers can help build brand loyalty and have a positive impact on revenue.
Consider the U.K., for example. According to recent research from NewVoiceMedia, half of consumers in the U.K. take their business elsewhere due to inadequate service, and of that figure, 92% have switched companies at least once or twice in the past year.
Nearly 50% of survey respondents are intimidated at the thought of calling a company, fearing they’d be kept on hold or placed in a waiting queue. What’s more, 27% would tell friends about their poor customer experiences, and 19% said they’d post negative company reviews online.
“Customers have a stronger influence on a business’s success than ever before and it’s surprising how many organizations still aren’t getting it right,” Jonathan Gale, CEO, NewVoiceMedia, said in a press release. “Customer experience is a key differentiator. By doing it well, organizations can drive the customer acquisition, retention, and efficiency that make leading companies successful.”

8 Hype Marketing Tactics Sure to Backfire


CEO, Provendus Group

Marketing has changed: Smart consumers want substance over sizzle.
MAY 29, 2013 
We all know the formula for hype marketing, and can spot it a mile away: a product that seems too good to be true (slices, dices, makes julienne fries!), is in limited supply (available to the first hundred callers!), is on sale for a limited time (for one hour only!) or is exclusively a special deal just for you (but wait, there’s more!). Fortunes were made on products using such hype marketing strategies—remember the Veg-o-matic, the Thighmaster and spray-on hair? Many a consumer bought in to the sizzle once, never to be burned again by products that couldn’t possibly live up to the hype.
The world’s a different place today, and consumers are far more demanding. The list of tactics that no longer work on today’s savvy consumers is long, and so is the list of things you can learn from the failures of hype-marketing tactics. Here are the 8 hype-marketing tactics that worked beautifully once—and brought in the money—but if tried today would have your consumers running the other way.

1. Scarcity

Creating a sense of urgency due to a (false) short supply.
Examples: “Only 20 units left.” “For the first hundred callers.”
Why it fails: Consumers have learned to recognize false claims of scarcity. They aren’t anxious anymore because they know that supplies aren’t really limited. When they catch you in a lie, they make you pay by sharing your manipulation with the world.
What works: Be honest! If you’re legitimately short of supply on an item, then advertise it, and be authentically out of stock when you are. Don’t trade on false scarcity. Consumers won’t trust a company that lies to them, and they will tell their friends.

2. Celebrity Endorsements

Using celebrities to sell your product.
Examples: Michael Vick for Nike or Carrot Top for 1-800-CALL-ATT
Why it fails: There are a few reasons celebrity endorsements backfire. Celebrities are unpredictable. If they behave badly, it's national news and will be associated with your brand, potentially alienating consumers. Another reason: Some companies will use celebrities that have no relevance to the product. Who would ever answer a collect call from Carrot Top?
What works: Get your endorsement from a real industry expert—use authority rather than celebrity. Go for substance over flash, and you'll come out on top.

3. Social Proof (Testimonials)

Creating a comfort level for new prospects by showing that other consumers have bought from you.
Examples: Flooding social media sites and customer review sites with fake testimonials from fake satisfied users, or deleting or clearing out negative feedback on review sites to give a false sense of overly positive feedback.
Why it fails: Consumers have seen too many false depictions of buyers in the throes of ecstasy over a food dehydrator. They now check three or four review sources, and scam sites, before making a buying decision.
What works: Gather authentic testimonials and display them at a critical decision-making point (think “add to cart” button). Real satisfied customers who are willing to share their satisfaction are the key.

4. Comparison

Highlighting exaggerated comparisons that showcase a product's benefits unfairly.
Examples: Before and after pictures that only work if you look at both photos together, and artificial front line pricing that gets “slashed” and “slashed” again to a “low” price.
Why it fails: Both before and after photos and fake front line pricing promise false benefits, and consumers have gotten wise to this trick.
What works: Show value over cost. Identify the real value of your product or service, and provide benefit to your customer far in excess of their financial cost.

5. Priming

Conditioning consumers to associate your product with certain words or values.
Example: Harley Davidson’s “American by birth. Rebel by choice.”
Why it fails: If priming creates expectations that a product can’t fulfill, or if it plays on a bias that’s not meaningful, consumers will see through this ploy.
What works: It's simple—back up the claims you make. If you’re marketing a luxury car, it darn well should be luxurious. If you tell your customer that her spa visit will be relaxing, then that needs to be the case. Harley Davidson easily backs up its claim; hence, its success.

6. Exclusivity

Making consumers feel like they’re part of a select group.
Examples: Rewards clubs for airlines and hotel chains that offer little value, or make you jump through hoops to collect.
Why it fails: As more companies compete for a consumer’s business through rewards, the wise consumer looks to be part of a group that offers them a real tangible benefits. Carrying around a plastic card with a fancy club name has no value to today's smart customers.
What works: Offer real, unique benefits and exclusive offers to loyal customers.

7. Use of Name

Repeating the consumer’s name to create a personal connection.
Examples: The Publisher Clearing House letter that starts off with Dear (Insert Name Here).
Why it fails: Customers don’t want the illusion of a connection; they want the real thing—and they know the difference.
What works: Using and remembering a customer’s name is essential, but so is listening to what the customer says and finding a way to offer them the very best in value and service.

8. Repetition

Creating an impression with your product name, by repeating it constantly.
Examples: Pervasive marketing blitzes that create millions of impressions with a product name—think about how frequently you see Coke and Pepsi.
Why it fails: The ease with which consumers can review and publicize products—from beverages to builders—means that name recognition alone isn’t enough.
What works: Wow every customer. Each consumer contact can be another great review. Each customer has the potential to be your word-of-mouth evangelist.
The way we market ourselves has to change. Sizzle alone isn’t enough; we must provide substance, and we must earn the trust of our prospective customers, or risk losing them.

The Sales Process of Least Resistance

Posted by John Kearney on Thu, May 30, 2013

CEOs have a problem.  As a Sales Ops leader, you can help.  Ease of doing business with your sales team is the linchpin of B2B customer experience. Sales reps are the face of the organization.  Most often, however, they are shackled by internal processes that are time killers.  This limits their ability to be out in front of clients.  This is what sales reps love to do.  It’s what they get paid to do.  If a broken process stands in their way, they will simply go around it.  Don’t render your sales processes obsolete.  Create Sales Processes of Least Resistance.
The problem with a typical Sales Process is its focus on seller actions.  In these cases, organizations focus on what they do to win deals.  It’s a math equation.  It’s been the method of top sales forces for decades.  It has worked.  Until recently.  The process no longer helps your reps.  It’s obsolete and no longer is driving revenue.   Here’s a great example:
Common Sales Organization Philosophy: “I need my sales reps to generate 20 new leads per week.  I need them to log 10 new opportunities.  I need them to create 3 proposals.  This will lead to 2 net new customers and 3 renewals per month.”  
Sales Rep Philosophy: “Get 20 business cards or LinkedIn connections.  Take the ten most viable and enter them as opportunities.  Generate my proposals to keep the boss off my back.  Rely on my killer instinct to close business.  If I miss, call in a few favors with my customers.  Get a few change orders and hit my number.”
This typical scenario brings 3 negative results:
  1. Lower win rate on new opportunities
  2. Longer sales cycle on new opportunities as the focus shifts to easy wins
  3. Smaller average deal size as reps focus on smaller opportunities
How, then, can you enable a more effective sales force?  How can you create a system that your team findsirresistible? Through buyer centric sales processes.  By aligning the sales process to the buying process.  The sales process is no longer a series of checkboxes in your CRM.  It’s a tool that helps you identify key buyer actions.  It allows your reps to change their approach depending on the buying stage.
Modern Buyer Philosophy:  “A problem comes up at work.  I go online to research my options.  I call a former co-worker that I know dealt with a similar issue recently.  I start going to a few websites and explore my options.  I read blogs and validate they are legitimate by researching the authors.  I hit diminishing returns and decide it’s time to give a sales rep a call.  I find out exactly how each solution will address my issues.  A quick meeting with my team gives me approval to implement.”
Sales Rep Philosophy: “Every morning I take 5 minutes to shoot out the company blog on Twitter and LinkedIn.  I check to see what my prospects are doing on Social Media.  I share an article with a customer I know is thrashing on a major initiative.  After breakfast I connect with a few leaders that have shared our latest best practice guide.  Set up a few lunch meetings to discuss their issues.  Validate where they are on their buying journey simply by listening.  Being able to anticipate their next move, I offer them a quick fix.  I connect them with another leader I know just went through the same obstacle.  Without breaking out a sales pitch I’m having dinner with the buying decision team.”
The way a buyer makes a decision varies by industry, role and culture.  Understanding the buying process necessitates an ability to take the customer view. Listen to your buyers and share your findings with your team.  Put yourself in your customer’s shoes.  Consider how they like to buy.  Then create a sales process that mirrors this process.  Your team will quickly see the value of being a part of the process.  Adoption of your CRM will go up.  Deal sizes will increase.  Most importantly, your customers will get the superior experience your brand promises.

59 Ways to Agree with Your Customer

 
Whether you’re building rapport with a new prospect, negotiating the fine points of a big contract or working to resolve a customer problem, one of the best things you can do with your buyer is to agree with them whenever possible.
Agreeing with customers helps to reassure them that you’re actually on the same side, working toward a mutually beneficial outcome. It also demonstrates respect for their thoughts, feelings, needs and values. Even more importantly, it helps them feel more comfortable because they’re dealing with someone who understands them and can relate to them.
The result is that they lower their defenses and become more agreeable as well.
The challenge is, if you use the same word or phrase over and over, it starts to sound rote and insincere, which can undermine your credibility and cause your buyer to trust you less, leading to more conflict. To avoid this, you need to vary your agreement vocabulary.
In no particular order, here are 23 words and 36 phrases that communicate your acknowledgement, support and empathy:
Words1. Yes
2. Yeah
3. Yep
4. Okay
5. Uh-huh
6. Right
7. Sure
8. Surely
9. True
10. Truly
11. Absolutely
12. Definitely
13. Certainly
14. Precisely
15. Exactly
16. Naturally
17. Undoubtedly
18. Unquestionably
19. Indubitably
20. Indeed
21. Bingo
22. Amen
23. Hallelujah
Phrases
1. I agree
2. I understand
3. I see
4. You’re right
5. I concur
6. I feel the same way
7. I would feel the same way
8. I don’t blame you
9. Me too
10. Me neither
11. You’re 100% correct
12. That’s true
13. No question
14. No argument
15. Sure thing
16. You got it
17. Right on
18. Too true
19. I’m sure
20. I bet
21. I believe it
22. I don’t doubt it
23. I can see that
24. I hear you
25. You know it
26. You got that right
27. I know what you mean
28. I couldn’t agree more
29. We’re on the same wavelength
30. No doubt
31. Of course
32. By all means
33. I see your point
34. Point taken
35. That makes sense
36. You bet
Which words and phrases are best for you? Depends on what you feel most comfortable with and what will resonate with your customers. (Personally, I don’t think I would ever use the word “indubitably” in a conversation, but if it works for you and your clients, hey, go for it.)
The right word choice also depends on the situation. Each of these words and phrases has its own tone and subtext—even more reason to expand your repertoire.
Make a conscious effort to practice these expressions of agreement, not just in sales and customer service situations, but with everyone you interact with: friends, family, colleagues and others. The more you practice them, the more naturally they’ll come to you, and the more agreeable you’ll find everyone around you to be.
 

Three Tips to Align Sales and Marketing for Better Sales Results

Posted on  by Lisa

We recently read a  SellingPower.com article that offered sage advice on the age-old problem of getting sales and marketing to align with advice from Ken Thoreson, managing partner of Acumen Management Group. Here are three tips he offered:
1) Track metrics. “Know the quality of leads coming in. Have marketing rate them from 1 to 5, then have sales rate them. Then it is up to top management to reconcile them. Know the close ratio, and understand the formula that links the marketing funnel to the sales funnel.”
2) Collaborate. “Lots of marketers do not attend trade shows, observe sales calls, or sit in on demonstrations. Marketers should spend three days with resellers if your company has channel partners.”
3) Compensate. “There is an old saying that if sales are down, the VP of sales is fired and the VP of marketing creates another plan. Give marketers performance-based compensation. In a large organization, you can give them 10 to 15 percent of compensation based on sales.”

Wednesday, May 29, 2013

The Surprisingly Simple Productivity Time Saver

May 29, 2013
URL: http://www.entrepreneur.com/article/226689
The timer that rings when your pizza is done can also help you become more productive at work. Francesco Cirillo was a student at Guido Carli International University, a business school in Rome, in the early 1990s when he discovered the impact of timing tasks.

"I was easily distracted and unable to focus," he says. "So I decided to give myself a challenge: study without interruption for 10 minutes." He used a tomato-shaped kitchen timer to keep track.
It took a few tries, but with practice and repetition the tool improved Cirillo's study process, and 10 minutes eventually turned into 25 minutes of focus. A few years later, he used the timer in his job as a software developer for a European bank and found it strengthened his productivity. He named his system the Pomodoro Technique, after the Italian word for tomato.

Cirillo shared the idea with coworkers, who found the technique helpful. Through years of observations and measurements, Cirillo found the 25-minute work session maximized attention and minimized the chance of interruption. He wrote a free book to share his technique, available on his website which has been downloaded by more than two million people.

By breaking work into regular, repeated intervals, entrepreneurs alleviate anxiety, enhance their focus and strengthen their determination for achieving goals, says Cirillo, who launched Pomodoro workshops in 2010 to help owners of startup companies effectively use their time. He offers these five simple steps to get started:

1. List your tasks.
At the beginning of each day, choose the things you want to tackle and write them down on your to do list.

2. Start the first timed session.
Start with a 30-minute session made up of 25 uninterrupted minutes of work plus a five-minute break. Set the timer for 25 minutes and start the first activity. Position the timer so you can clearly see how much time is left. When the timer rings, this signals that the current activity is temporarily finished. Put an X after the task on your to do list.

3. Take a break.
When the timer rings, work must stop, even if you're convinced you could complete the task at hand in the next few minutes.

"The three to five minute break gives you the time you need to disconnect from your work," says Cirillo, who suggests using the time to do something good for your health, such as taking a short walk.

4. Repeat.
After each Pomodoro, put another X next to the task until it is complete. Then cross the task off your list and move on to the next task. Every four "Pomodoros", take a longer break, from 15 to 30 minutes.

5. Review the results.

At the end of the day, examine your to do list; it reveals valuable information. The number of Xs listed after each task will help you estimate the time it will take to complete future projects. You'll also be able to gauge your productivity; the number of Pomodoros you complete each day will reflect how much time you focus on work.

"Applying the Pomodoro Technique in a small business is a win-win solution," says Cirillo. "Business owners have the opportunity to objectively observe the way they work and find areas where they need to improve their work process."

(from: http://www.entrepreneur.com/article/226689?hootPostID=838cbc7711a8f33650aa4a3e099d2755)

3 Ways to Start Every Day Better

Great athletes put the odds in their favor by having a routine that helps them start each day right. Why don't you? Here are three tips to do just that.

 
Most top athletes go through a preparation routine before every game which starts long before they get on the field. The best ones usually start the moment they awake. They follow this pattern with a fierce devotion because it activates all sorts of subconscious and autonomic systems that put that athlete "in the zone." "In the zone" describes a condition of readiness and awareness that helps prepare that person for success.
 
If you eliminate the quirky, (Tiger Woods makes his hotel bed for instance), the obsessive, (Michael Phelps' ritualistic warm-ups), and the bizarre, (Rocky Balboa's dozen raw eggs for breakfast), and you just look at patterns, putting yourself in the zone to have a great day is a solid idea.
As a business owner and leader, you set the pace for the rest of your organization. Your company, even if it has just a few employees, is a reflection of you. Sharpen your company by first sharpening yourself at the dawn of each day.

Start with awakening. Let's take the first 30 minutes to get you in the zone.

1. Body--Coming out of bed, your body needs three things for certain--water, protein and movement. Without being indelicate, your systems were all working through the night and they need to complete their cycles. Starting with 16 ounces of water gets you started on the eight glasses you already know you need to get anyway and begins the benefits that moving fluids through your body starts.
You need protein in your first food of the day, even if you are going for a run or a workout. A protein shake will do. The rest of the food pyramid is open, but even if you are a very light breakfast eater, protein is important.

Movement gets blood moving, clears the mind and releases energy. Workouts with weights or cardio are great--but sometimes ten minutes of stretching is all you have time or space for. Regardless, don't let the first 30 minutes of the day get started without moving.

2. Mind--Your mind needs focus or you will waste time and energy in your morning and in your day. The most effective business owners and CEOs that I know actually focus on very few things. Those that receive their focus, receive all of their focus. A billionaire I interviewed told me one of his keys to success--he tries to accomplish only one thing per day. A very big thing, of course, but from the moment he woke up until he finished his day, he threw every available effort at that one thing. Most of us measure our days in volume, not in scale. How many checks on our list, not how important one big check might be. Pick the one BIG thing to accomplish and let your morning open up with that as the focus for your first thoughts.

3. Spirit--Part of putting yourself in the zone is achieving alignment of your core energy and your positive emotions. A proven way to do this is through a simple reflection of gratitude. Being grateful, aware of all you have, is a centering action. It starts your day with energy and calm. When you greet your employees, clients, and suppliers throughout the day knowing that you included them in your reflections, they will feel that in your interaction and it will make for a better exchange regardless of the circumstances.

The top performers in most fields put the odds in their favor by putting themselves in the zone. Figure out your Body/Mind/Spirit routine and follow it for a better day every day.

(from: http://www.inc.com/tom-searcy/3-ways-to-make-every-day-start-better.html)

Tuesday, May 28, 2013

5 Ways to Know What Your Customers Want Before They Do


You have to train yourself to see the world through their eyes. Here's how.

The number one worry we hear from our clients today is this: “I need to understand my customer better, but it's getting harder, not easier.” Why is that true for so many entrepreneurs? Let us count the ways:

· Customers are less loyal and far less trusting than they used to be. This is especially true in industries whose reputations suffered during the financial crisis—including banking, pharmaceuticals, energy, airlines and media. But even if you're in an unrelated industry, you’re likely to feel some of the same effect.

· Consumers have more power than ever before, thanks to social media, easy on-line comparison-shopping, and a proliferation of choices.

· Customer diversity continues to increase, putting a premium on micro-segmentation and deep customer insight.

· By increasing the noise-to-data ratio, the data deluge occasioned by the Internet can actually make it harder to understand your customers.

· Economic uncertainty and data overload confuse customers as well, making them less interested in products than in flexible, adaptive solutions.

To get close to this more demanding client, you really need to get inside his or her head. Here are five ways to do that:

· Stand in your customer’s shoes. Look beyond your core business and understand your customer’s full range of choices, as well as his or her ecosystem of suppliers, partners etc.--of which you may be part. This exercise will also deepen your understanding of competitors and help you better anticipate their moves.

· Staple yourself to a customer’s order. Track key customers’ experiences as they traverse your company’s pathways and note where the experience breaks down. Some hospitals ask interns to experience the check-in process as fake patients. One client asked managers to listen in on its call center. If you can’t exactly put yourself through a customer experience, try role-playing exercises at all points of the customer’s experience with your company.

· Field diverse customer teams. One bank added members of the back-office support group to its customer team, supplementing the usual customer-facing roles. IBM sends senior teams from different disciplines into the field to meet customers and develop a deep understanding of how to serve them better.

· Learn together with customers. GE invited its top customers in China, along with local executives and account managers, to a seminar on leadership and innovation. Doing so not only helped GE executives better understand the mindset of Chinese counterparts; it also helped them to influence that mindset.

· Lean forward and anticipate. Focus on what customers will want tomorrow, as Steve Jobs and Richard Branson did so exquisitely. Try to envision different futures through tools like scenario planning and then explore how underlying market shifts may affect your customers.

Remember that sometimes you need to get out of your own way to really understand your customers. Psychologists know, for example, that you’re likely to listen for problems that fit your own offerings, and to discount others. That can cause you to miss important opportunities, or to get blindsided later.

So, try to listen with a third ear, as an anthropologist would, to what your customers are saying to you. If you can truly hear them, they’ll tell you all you need to know.

Co-authored with Steve Krupp, CEO of Decision Strategies International, with helpful advice from Wharton Professor George S. Day who just published a related book called Innovation Prowess. Click here to test your customer centricity.


 




 


What Sales Winners Do Differently

By Lee B. Salz | May 28, 2013 |

Mike Schultz, from RainToday, guest hosts this Sales Management Minute episode during which he shares what sales winners do differently.

Hi, this is Mike Schultz, guest host of the Sales Management minute.

Today I’m going to share the top three things that sellers that win sales do more often than sellers that don’t.

Selling has changed more in the last several of years than it had in the previous 40. What worked to win sales in the past isn’t working today like it used to.

Yet some people are winning sales, and winning them consistently. We just studied more than 700 business to business purchases to learn what the winners of the sale did differently than the seller that came in second place.

One thing we found was that the sellers that win don’t just sell differently, they sell radically differently, than the sellers that come in second place.

The top three areas where they are most different are as follows:

1. The seller educated me with new ideas and perspectives. In other words, the sellers that win brought thinking to the table the buyer perceived to be new, and thus added value to the process through ideas.
2. The seller collaborated with me. Indeed, the sellers that win work with buyers in ways that the buyers perceive them as a partners in achieving their goals.
3. Seller persuaded me we would achieve results. Which means the seller didn’t just make an ROI case, the buyer actually believed it.

And there you have it, the top 3 areas where sellers that win sell differently than the sellers that come in second place. Do these three things and you’ll be well on your way to the winners circle.

Sales Training Tips & Exercises — Why Do People Buy?


From the morning coffee we buy, to where we go out for dinner, we all make buying decisions everyday. But have you ever stopped to think what factors crept into that process? If I asked you right now could you tell me the reasons why people buy? Moreover, could you create a sales training program or activity around it? Well after this post you will be able to answer all of those questions.
The fact of the matter is that there are a plethora of resources and opinions available on this subject. People argue that there are 5, 10 even 20 different reasons why we buy. While I do not disagree with any of them I do think that for the purposes of creating a sales training program you can narrow the focus to two broad categories — Gain and Pain.
Gain. The truth is that pitching gain to a client is tough. Its tough because you are selling the promise of something that may or may not happen if they buy your offering. You need a good relationship and a certain level of trust to close a sale based on the potential of gain. So how do we get that utopian world of trusted partner? Sales Training Tip #3 — Know thy Client, thy Position & Be Available — be a valuable resource and make yourself available to your client and not only when you stand to benefit. Understand what makes them tick, what they want out of their career and most importantly what power they have. It is important to present the organizational and individual benefits to each person throughout the process. Crucial in relaying gain is understanding the players within the organization — one sales training exercise is to select 1-3 clients/prospects and create a company hierarchy from existing contacts. Knowing who needs to sign off and how your offering benefits each of them will speed up the sale.
Pain. As I said earlier gain is hard, it requires time and trust. Pain on the other hand is much easier because a problem already exists. You are no longer pitching a theoretical ROI, you are providing a welcomed solution. The trick is not getting distracted by what a client wants to fix but rather what they need to fix. Sales Training Tip #4 — Want does not Win Sales. This is a cliche and yet somehow still one of the biggest mistakes all sales people make — assuming they know what their clients need. Ask questions, a lot of questions and don’t stop when you hear the predefined answer you were waiting for. Don’t stop until the client says “I need X”. One of my favorite sales training exercises to drive this point home is Jeopardy Role Playing. Like most role playing scenarios break out your learners into pairs, one customer and one salesperson. Then put a timer on each salesperson and see how long they can go without discussing features or solutions. They must, like a jeopardy player, always answer in the form of a question. Whoever goes the longest without cracking wins.
In summary, while clients buy for a variety of personal and business reasons, they all point back to pain or potential gain. Know who your clients are and be their business partner — not just another vendor. Moreover, never assume you know what your clients want or need, ask, ask and ask again. When you do those things you put the client first and that only leads to bigger and better sales.

Customers Comes First in Customer Service


By , Published May 27, 2013

The world of customer service is rapidly changing. Are you staying ahead or getting left behind the latest customer service trends?

Thirty years ago, telephones and mail services were the norm for most companies. Now, faxes, email and web sites offer more options to customers than they’ve ever had before. It takes a dedicated team to keep loyal customers coming back and new clients coming in.
Customer Service is about that ultimate contact between people. It’s about a potential or existing customer/client walking away with the intent of buying your product either for the first time or again.

Read more at http://www.business2community.com/customer-experience/customers-comes-first-in-customer-service-0505140#KHM0By8ufEB3eqzC.99 


Employees make countless decisions every day that directly or indirectly affect customers and strengthen or weaken your company’s reputation and bottom line.
Forging lasting relationships with customers leads to long-term loyalty and referrals. The bottom line is that excellent customer service may be the most important factor in improving a company’s bottom line.
Customer Service is about offering solutions that are best for each customer. As a company, you need to offer every option available—addressing everything that’s important to each customer.

Focus on each customer as if he were the only customer.

Everyone at your company can work together to turn customer responses into key performance indicators by:
Train customer service to display service confidence. When they speak out about a concern, you address it within a reasonable amount of time (call back before the end of the day or tomorrow with their answer).
Let customer service give the customer specifics. Tell them exactly what you are doing or going to do and when (I’m going to research the invoice and will call you back within an hour).
Fulfill your customer service promise. Fulfill it within the period given at your initial customer contact.
Be reliable in customer service. Deliver what the customer ordered, when they want it (ask the customer to be sure!) and make sure it’s delivered at the price agreed to.

Every employee plays an important role in fulfilling each customer’s needs:

1. Buyers/Purchasing Agents — maintain and replenish the inventory at the best prices possible, making sure you have in stock what all your customers want/need.
2. Distribution Center/Warehouse Personnel — receive the product, verify quantity and condition and put the product away in the right location so the pickers/pullers/stockers can easily and accurately find the product and package/load the product for delivery in some cases placing the right stops in the right order on a delivery truck.
3. Drivers/Delivery Personnel — delivers the product, with little to no damage, finds the correct items for each customer easily and efficiently. They also resolve any customer issues at the time of delivery (calling the center/home office/plant to resolve any billing issues or product issues, or replace damaged items at no additional cost to the customer).
4. Sales Support/Customer Service — takes the customer orders, ensure the prices are correct and deliveries are scheduled for the correct days and times.
5. Sales Consultant/Team/Person — works one-on-one with the customer, taking their orders, making sure they are offered new items, resolving issues and adding new customer accounts.
6. Management Team/Owner(s) —- provide any and all support to their employees to ensure the customers needs are met as promised. They provide a working environment that stimulates employees to be proactive, productive and pro-company these all lead to happy customers both internal and external.

What will make your company stand out over and above the competition?

How responsible, responsive and timely are you meeting your customers needs? The customer doesn’t want to know what it took to get his product there and he doesn’t want to hear excuses why his product and/or delivery were delayed. He ordered and expects delivery as promised, so he can go about his business without enduring any inconvenience whatsoever.
The customer understands the importance of measuring their own performance, so they are going to require that the people servicing them—YOU—understand their needs at a much higher level.
Partner with your customers, to provide not only products but also knowledge, expertise, follow-up and execution.
For these and other reasons, all company employees—including management and owners—must have good manners publicly, on the phone or through email, letters or notes. You must also be accurate and neat and willing to ˜go the extra mile’. It’s important that the customer ˜feels good’. Sometimes a simple gesture being friendly or simply smiling both in person and over the phone does the trick.
Friendliness costs nothing and requires little effort but is worth millions when it comes to building long-term lasting relationships with customers that lead to ongoing loyalty and endless referrals. Friendliness is, by far, the most important factor in improving a company’s bottom line. Besides—it’s contagious!
What it boils down to is this: What a customer likes the most about any company/distributor isn’t their computers it’s their employees!
Not only do the employees represent the company, when they contact prospective and current customers/clients, they are the company. How each employee performs reflects directly on what people think of your company overall.

Read more at http://www.business2community.com/customer-experience/customers-comes-first-in-customer-service-0505140#KHM0By8ufEB3eqzC.99