I’ve been giving a lot of thought lately to what makes the best salespeople good at what they do. Here are a few of the characteristics that almost all great salespeople seem to have and some thoughts on how you can develop them if you don’t. Don’t sweat it if you don’t have them all!
1) Insatiable Curiosity (Thanks, and a tip of the hat to Bruce Zutler of MCI Products Group – I mentioned curious and he threw in the “insatiable!”)
The most important part of the sales process is the questioning phase so you either have to be curious or act like you are. The more you know about your client’s world the more likely it is that you’ll be able to help them. If you don’t find out who they are and what they need it’s unlikely you’ll sell them anything. Great salespeople are genuinely and insatiably curious about everything having to do with their prospects. They ask lots of questions, over time, about their personal lives, (to establish rapport) their business, how they do what they do, what they want to accomplish and lots more areas that help them to develop a relationship and uncover what makes sense to the prospect.
Practice being more curious. Ask friends and associates lots of “why” questions. Try to get enough information to figure out what “makes them tick.” If you can do it with friends and associates, you can do it with prospects and customers.
2) Strong Sense of Self-Worth (ego)
The truth is that is almost every company and industry we hear the word “No” more often than the word “Yes.” In order to be able to handle this rejection great salespeople have a thick skin. I’ve often heard it suggested that we shouldn’t take rejection personally as they’re rejecting our product or service, not us. I disagree. People buy relationship and value. When they say “no” to us it means we either didn’t establish and strong enough bond or we failed to help the prospect see the value in what we have to offer. When they say “no” they are rejecting us but good salespeople are able to shake it off and say, “Well, I didn’t get that one but I know that it takes me 3 “No’s” to get one “Yes” so I just need to more and I’ll be in “sale city!”
Know your personal numbers. Review “wins” to discover what went right and remember these things. Review “losses” to figure out how you might have done things differently to try to reduce losses in the future. Remember that no one closes every deal that you only need to hit one of three pitches in the major leagues to be a hall of famer!
3) Strong Verbal Skills (Written too)
Sales is a communication game. The better we’re able to communicate with our prospects the more likely we are to close the deal. Great salespeople are well-spoken and well-written. They pay attention to things like grammar and punctuation in all written communications. It says you’re either lazy or ignorant if you don’t take the time to make sure even your quick emails to a client or prospect are free from spelling and grammar errors. The great salespeople are good storytellers and make sure to include verbal proof stories in their presentations. They know how to verbalize the benefits of what they have to offer and they always tie features to benefits. They understand that from the client’s viewpoint, it’s all about the W.I.I.F.M. and they make sure the client can see it.
If your communication skills need improvement take a course at a local college, join Toastmasters, attend seminars to learn to communicate more effectively. Double check and, if possible, have someone else check your written communications (especially proposals) before sending.
4) Consistent Business Development
The best salespeople know that the pipeline can dry up pretty quickly and are constantly adding new leads to their database and new prospects to their pipeline. It’s part of a salesperson’s daily grind.
There’s no way around it. Schedule time, each day, on your calendar to do business development. If it’s on your calendar it’s far more likely that you’ll do it then if you don’t plan for prospecting.
5) Great Time Management
The best salespeople respect their prospects time but they respect their own too. Time is a limited resource but most salespeople act like they’ve got plenty of it. Great (smart) salespeople protect their own time like a mother lion protects her cubs. They don’t waste time with prospects that aren’t buying and only invest their time where and when it makes sense. They actively monitor their pipeline to make sure they’re working with enough prospects at all times and only work with prospects that will give them a next action step.
Track where your time goes for three days. If you’re like most of us you’ll find that you invest a lot of time in activities that don’t pay off at all or pay off slightly. Focus your time and energy on activities that pay off. PROTECT your time.
6) Constant Improvement
The best are always looking to improve. They read books, blogs and newsletters, watch DVDs, listen to CDs and attend seminars. No one knows it all and there’s always something we can learn in order to help us do our jobs better.
What do you think makes great salespeople great? Write to jeff@jgsalespro.com and let me know what I left out.
As always, get in touch if there’s anything I can do to help you and be sure to
Make It Happen!
Jeff
Thursday, September 9, 2010
Monday, July 26, 2010
Guest Post - Are You a Time Junkie? by Andrea Feinberg
You know what I'm talking about:
- You find yourself running around, with never enough time to get everything done
- Your to-do list is a mile long and seemingly getting longer by the minute
- You end each day wondering why almost everything you planned to do still needs your attention and you wonder 'what the heck did I accomplish today?'
Well - you're far from alone. In fact, over the past 11 years, I've coached hundreds of entrepreneurs and long-time business owners who have found themselves in the same exhausting position. Some were stuck in a rut, unable to achieve their goals because just maintaining the status quo was taking everything they had. Others wanted to sell their business and move on but found themselves unable to break free and wondering 'who'd ever want to buy this headache?' Over the years, a number of powerful strategies revealed themselves. Through experimentation, I discovered they have universal power to heal the Time Junkie business owner and turn her into a visionary, well-balanced master of her universe (her business). In fact, they became the basis for my newly published, first book: "Time Junkie - 101 Ways for Business Owners to Break the Habit and Get More Free Time NOW!"
Here are 6 of those strategies that, while initially freeing up hours in a week, will lead to a far more valuable result: a well-run business without the owner's ongoing presence. And this is a prerequisite for the owner to focus on her/his primary task: building the business as his primary product and asset. Think you might want to sell your business one day? Don't pass by these important tips.
Tip #1: Stop taking on so much responsibility that your time is no longer yours. Empower employees to have confidence and relevant levels of authority to make smart decisions. Once this is achieved you can delegate at will and focus on the work only you can do.
Tip #2: Learn to move forward without becoming bogged down by the past (you know you are!) We all have a tendency to wonder 'what if' or 'I wish I'd done x' over past events. The problem with this ongoing looped conversation is its power to take hold and prevent us from focusing on the very real opportunities we have now, directly in front or ahead of us; we lose track and we lose time. Best way to deal with this is to discover the lesson in the past and apply it to the present, improving performance or possibilities. Learn now to forgive - yourself or others - and you'll gain insight as well as time.
Tip #3: "Knowledge is power" is actually very far from the truth. Here's an old adage I'd love to see modified: knowledge is power only if it leads to action and change! The reason the personal development industry continues to grow so fast is because people are willing to continually open their wallets - to cd's, events, workshops, retreats, books and more - and think that's the important step that will change their lives and business. It ain't so! Only when you apply these investments to changed behaviors, attitudes, expectations and assumptions will knowledge truly become the powerful force for change you sought. Otherwise, you're wasting time with investments that are not giving you the return you expected and you're missing the opportunities (and time savings) they could provide if you apply the lessons.
Tip #4: Schedule your day so you can handle unexpected situations without throwing your whole day out of whack. Here's a bit of irony: people tend to think that by packing their day full of tasks and activities they'll get more done. So what happens when the unexpected comes along? It throws everything out the window and you do little else except worry about how to handle the prior commitments AND the new attention-getter. If you schedule just 65% of your day not only can you comfortably attend to what you've identified as important, you can also easily be responsive to the unexpected events, opportunities or emergencies that you know will arise.
Tip #5: Hire a top-flight team that can handle most of your daily operations, leaving you free to do what you do best. If you believe I AM the business or believe that only you can get work done the way it's 'supposed' to get done, you're travelling down a path of diminishing returns. You'll get trapped by less important tasks that are below your pay grade while you're not developing the team that can add value to your business and free up your time to envision the bigger picture, strategize plans, nurture relationships and alliances or just relax once in a while (remember relaxing?)
Tip #6: Ask for help without feeling like a failure or that you're letting yourself down by not knowing how to do it all. This is a lesson I learned a long time ago: if we ask help of someone who's in a position to provide it without feeling pressure or resentment, not only do we get the assistance we need (and the time we would have spent struggling with a difficult task), we also give another person a gift of pride and acknowledgment for their skills and ability to contribute. A win-win if I ever heard one! While implementing the changes I recommend, you'll be adding value to your business AND finding ways to make more money with every hour you gain!
Want more tips like these? For a limited time a special report: '5 Ways to Get More Free Time and Super Productivity from Well-Run Meetings' is available along with the Time Junkie Book. http://www.timejunkiebook.com/
Andrea Feinberg is the President and Founder of Coaching Insight. She helps businesses discover and leverage the many intangible and hidden treasures you and your business possess in order to expand your effectiveness. Andrea can be reached at 631.642.7434 or andrea@coachinginsight.com
- You find yourself running around, with never enough time to get everything done
- Your to-do list is a mile long and seemingly getting longer by the minute
- You end each day wondering why almost everything you planned to do still needs your attention and you wonder 'what the heck did I accomplish today?'
Well - you're far from alone. In fact, over the past 11 years, I've coached hundreds of entrepreneurs and long-time business owners who have found themselves in the same exhausting position. Some were stuck in a rut, unable to achieve their goals because just maintaining the status quo was taking everything they had. Others wanted to sell their business and move on but found themselves unable to break free and wondering 'who'd ever want to buy this headache?' Over the years, a number of powerful strategies revealed themselves. Through experimentation, I discovered they have universal power to heal the Time Junkie business owner and turn her into a visionary, well-balanced master of her universe (her business). In fact, they became the basis for my newly published, first book: "Time Junkie - 101 Ways for Business Owners to Break the Habit and Get More Free Time NOW!"
Here are 6 of those strategies that, while initially freeing up hours in a week, will lead to a far more valuable result: a well-run business without the owner's ongoing presence. And this is a prerequisite for the owner to focus on her/his primary task: building the business as his primary product and asset. Think you might want to sell your business one day? Don't pass by these important tips.
Tip #1: Stop taking on so much responsibility that your time is no longer yours. Empower employees to have confidence and relevant levels of authority to make smart decisions. Once this is achieved you can delegate at will and focus on the work only you can do.
Tip #2: Learn to move forward without becoming bogged down by the past (you know you are!) We all have a tendency to wonder 'what if' or 'I wish I'd done x' over past events. The problem with this ongoing looped conversation is its power to take hold and prevent us from focusing on the very real opportunities we have now, directly in front or ahead of us; we lose track and we lose time. Best way to deal with this is to discover the lesson in the past and apply it to the present, improving performance or possibilities. Learn now to forgive - yourself or others - and you'll gain insight as well as time.
Tip #3: "Knowledge is power" is actually very far from the truth. Here's an old adage I'd love to see modified: knowledge is power only if it leads to action and change! The reason the personal development industry continues to grow so fast is because people are willing to continually open their wallets - to cd's, events, workshops, retreats, books and more - and think that's the important step that will change their lives and business. It ain't so! Only when you apply these investments to changed behaviors, attitudes, expectations and assumptions will knowledge truly become the powerful force for change you sought. Otherwise, you're wasting time with investments that are not giving you the return you expected and you're missing the opportunities (and time savings) they could provide if you apply the lessons.
Tip #4: Schedule your day so you can handle unexpected situations without throwing your whole day out of whack. Here's a bit of irony: people tend to think that by packing their day full of tasks and activities they'll get more done. So what happens when the unexpected comes along? It throws everything out the window and you do little else except worry about how to handle the prior commitments AND the new attention-getter. If you schedule just 65% of your day not only can you comfortably attend to what you've identified as important, you can also easily be responsive to the unexpected events, opportunities or emergencies that you know will arise.
Tip #5: Hire a top-flight team that can handle most of your daily operations, leaving you free to do what you do best. If you believe I AM the business or believe that only you can get work done the way it's 'supposed' to get done, you're travelling down a path of diminishing returns. You'll get trapped by less important tasks that are below your pay grade while you're not developing the team that can add value to your business and free up your time to envision the bigger picture, strategize plans, nurture relationships and alliances or just relax once in a while (remember relaxing?)
Tip #6: Ask for help without feeling like a failure or that you're letting yourself down by not knowing how to do it all. This is a lesson I learned a long time ago: if we ask help of someone who's in a position to provide it without feeling pressure or resentment, not only do we get the assistance we need (and the time we would have spent struggling with a difficult task), we also give another person a gift of pride and acknowledgment for their skills and ability to contribute. A win-win if I ever heard one! While implementing the changes I recommend, you'll be adding value to your business AND finding ways to make more money with every hour you gain!
Want more tips like these? For a limited time a special report: '5 Ways to Get More Free Time and Super Productivity from Well-Run Meetings' is available along with the Time Junkie Book. http://www.timejunkiebook.com/
Andrea Feinberg is the President and Founder of Coaching Insight. She helps businesses discover and leverage the many intangible and hidden treasures you and your business possess in order to expand your effectiveness. Andrea can be reached at 631.642.7434 or andrea@coachinginsight.com
Guest Post - How to Handle the Skeptical Prospect by Craig James
It's common knowledge that prospects are a lot better-informed nowadays than they were 10, or even 5 years ago about solutions to the problems they encounter, and for the objectives they're looking to achieve. The easy availability of information on you, your company, and your competitors has shifted the balance of power away from us salespeople, and towards prospects. No longer can we count on prospects to accept every claim we make at face value; we need to be able to convincingly support them. This is particularly pertinent if you or your company are an unknown quantity (you're a start-up, you're entering a new market, new vertical, or new geography), or if your company is a known quantity, but has had some bad press lately. The onus falls on us to back up our claims; if we don't it's just too easy for prospects to move on to a competitor with whom they feel more comfortable.
So what's the best way to do this? Before answering this question, it's helpful to understand why - in addition to the reasons above - prospects are skeptical of what we claim. Here are a few:
1) For some, it's their nature.
2) For others, it's experience. They've been duped before, so they've developed an instinctive mistrust of anyone they feel is trying to sell them something.
3) Similar to #2, you haven't yet developed a high enough trust level; they simply don't know you well enough (the start-up and new markets scenarios above)
4) What you're claiming is so hard to believe, most people would doubt it
5) They've heard bad things about you or your company, whether they're true or not (the bad press scenario above would fall into this category)
Your challenge is to provide evidence that supports your claim and that is acceptable to the prospect. The good news is that irrespective of which of these reasons applies in any given situation, you can use the same 5-step formula for dealing with and getting beyond it:
*Acknowledge the validity of and show respect for the prospect's skepticism
*Gently question why he's challenging what you're claiming
*Ask what kind of supporting evidence would be acceptable to them and would satisfy them
*Provide the evidence
*Check for acceptance that the evidence has fully addressed their concern, and that it is no longer an issue.
Let's examine each of these steps and why they're necessary:
Acknowledge the validity of, and show respect for, the prospect's skepticism. Most prospects, when they put up any kind of resistance, expect most sales reps to get defensive - because most do. This sets up a confrontational dynamic - one not conducive to conducting business. Don't be like most sales reps; instead, use the understanding you now have about why prospects are skeptical to respectfully engage them in the process of addressing and eliminating their skepticism.
Gently question why they're challenging what you're claiming. Information is power. Conversely, the lack of information will make it virtually impossible to get beyond this obstacle.
Ask what kind of supporting evidence would be acceptable to satisfy them. Different kinds of evidence will be required for different people. One person may need to see the results of rigorous testing by an independent lab. Another may need to know that you've been endorsed by a respected thought leader. Still others may be impressed to see your company mentioned favorably in the press, or see your CEO quoted in a trade magazine, or interviewed on a radio spot.
Provide the evidence. You should have (in your sales kit) a variety of proofs covering all the possible requirements prospects may have. Select the one(s) - and only the one(s) - that your prospect has told you are meaningful and convincing for them.
Check for acceptance that the evidence has fully addressed their concern, and that it is no longer an issue. Simply ask.
Here's an example:
Prospect: "I find it hard to believe you can improve on the level of service we're getting now - and to the degree you claim."
You: "I can certainly appreciate why you'd find this difficult to believe. Most of my customers intially did as well. So that I can try to address your concern, can you share with me why you find it difficult to believe?
Listen to the response, confirm with the prospect your understanding of it, and then ask, "Tell me, how can I help you feel comfortable that my claim is valid?
When dealing with skeptical prospects (or any qualified prospect with whom you're engaged in a sales cycle), keep in mind that in most cases they want you to prove them wrong. Why else would they still be talking with you? If they truly were not interested in buying what you sell, and buying it from you, they'd have already brushed you off by now.
ACTION ITEM
For each claim you might make about you product/service or company, assemble proofs to cover all the possible requirements prospects may have for you to support them. Then role-play with a colleague, or with your manager, or at your next team meeting. One of you makes a claim, and the other, playing the role of prospect, expresses skepticism with the claim. Each of the "non-prospects" responds to the "prospect" using the 5-step formula, choosing the appropriate proof to support his or her claim. Repeat this enough time so that it becomes second nature. Then, the next time you encounter a prospect that isn't quite buying what you're saying, you'll be suitably armed to handle them, and get your deal moving ahead again towards closure.
Good Selling!
Craig James is the President of Sales Solutions. You can reach Craig at 781-269-5690 or Craig@Sales-Solutions.biz
So what's the best way to do this? Before answering this question, it's helpful to understand why - in addition to the reasons above - prospects are skeptical of what we claim. Here are a few:
1) For some, it's their nature.
2) For others, it's experience. They've been duped before, so they've developed an instinctive mistrust of anyone they feel is trying to sell them something.
3) Similar to #2, you haven't yet developed a high enough trust level; they simply don't know you well enough (the start-up and new markets scenarios above)
4) What you're claiming is so hard to believe, most people would doubt it
5) They've heard bad things about you or your company, whether they're true or not (the bad press scenario above would fall into this category)
Your challenge is to provide evidence that supports your claim and that is acceptable to the prospect. The good news is that irrespective of which of these reasons applies in any given situation, you can use the same 5-step formula for dealing with and getting beyond it:
*Acknowledge the validity of and show respect for the prospect's skepticism
*Gently question why he's challenging what you're claiming
*Ask what kind of supporting evidence would be acceptable to them and would satisfy them
*Provide the evidence
*Check for acceptance that the evidence has fully addressed their concern, and that it is no longer an issue.
Let's examine each of these steps and why they're necessary:
Acknowledge the validity of, and show respect for, the prospect's skepticism. Most prospects, when they put up any kind of resistance, expect most sales reps to get defensive - because most do. This sets up a confrontational dynamic - one not conducive to conducting business. Don't be like most sales reps; instead, use the understanding you now have about why prospects are skeptical to respectfully engage them in the process of addressing and eliminating their skepticism.
Gently question why they're challenging what you're claiming. Information is power. Conversely, the lack of information will make it virtually impossible to get beyond this obstacle.
Ask what kind of supporting evidence would be acceptable to satisfy them. Different kinds of evidence will be required for different people. One person may need to see the results of rigorous testing by an independent lab. Another may need to know that you've been endorsed by a respected thought leader. Still others may be impressed to see your company mentioned favorably in the press, or see your CEO quoted in a trade magazine, or interviewed on a radio spot.
Provide the evidence. You should have (in your sales kit) a variety of proofs covering all the possible requirements prospects may have. Select the one(s) - and only the one(s) - that your prospect has told you are meaningful and convincing for them.
Check for acceptance that the evidence has fully addressed their concern, and that it is no longer an issue. Simply ask.
Here's an example:
Prospect: "I find it hard to believe you can improve on the level of service we're getting now - and to the degree you claim."
You: "I can certainly appreciate why you'd find this difficult to believe. Most of my customers intially did as well. So that I can try to address your concern, can you share with me why you find it difficult to believe?
Listen to the response, confirm with the prospect your understanding of it, and then ask, "Tell me, how can I help you feel comfortable that my claim is valid?
When dealing with skeptical prospects (or any qualified prospect with whom you're engaged in a sales cycle), keep in mind that in most cases they want you to prove them wrong. Why else would they still be talking with you? If they truly were not interested in buying what you sell, and buying it from you, they'd have already brushed you off by now.
ACTION ITEM
For each claim you might make about you product/service or company, assemble proofs to cover all the possible requirements prospects may have for you to support them. Then role-play with a colleague, or with your manager, or at your next team meeting. One of you makes a claim, and the other, playing the role of prospect, expresses skepticism with the claim. Each of the "non-prospects" responds to the "prospect" using the 5-step formula, choosing the appropriate proof to support his or her claim. Repeat this enough time so that it becomes second nature. Then, the next time you encounter a prospect that isn't quite buying what you're saying, you'll be suitably armed to handle them, and get your deal moving ahead again towards closure.
Good Selling!
Craig James is the President of Sales Solutions. You can reach Craig at 781-269-5690 or Craig@Sales-Solutions.biz
What's My Lollipop? - Guest Post by Rob Basso
One of my first sales ventures was running an ice cream truck after I graduated college. I was looking for a professional job, but was having significant challenges and needed a way to pay the rent in the house I shared with five friends. I leased the ice cream truck, hit the streets two days a week, and hired a driver the other days so I could spend time looking for a permanent career path. I had no idea what I was in for!
During the first week we inadvertently drove through another driver's territory without realizing it. We were literally chased down by the rival driver - bells and music of both trucks blaring through the residential neighborhood leaving children disappointed and parents baffled as we sped by. We were reprimanded by the owner of the leasing company in a "Soprano-esque" style meeting where we were not-so-politely told the rules of the ice cream trade.
The war behind us, we needed to find a way to increase our revenue. I made a simple decision that has had far-reaching implications in my business career. We asked everyone who bought, "Would you like (to buy) a lollipop for later?" It became the simple phrase that helped us increase our revenue by 15 percent. I didn't realize it at the time, but I had just learned how to increase revenue by selling my current clients (the ice cream buying children in the neighborhood) more products. I learned how to "sell the one you're with," yes, like the Crosby, Stills and Nash song
Salespeople need to spend more time listening to their clients and finding opportunities to sell a diverse but relevant set of products to the clients they already have. The key is to use your position as a trusted advisor to your clients; if they are purchasing a product from you, they are placing their trust in you. It's the job of the salesperson to capitalize on that trust by expanding your ancillary products and services offerings.
We realized that selling an additional ice cream cone to a kid wouldn't benefit either party; it would most certainly melt in the 90-degree heat before they ever got it home. However, a lollipop would not melt and it was just a little more money; in fact it cost just about the change they had left after they purchased their ice cream. The key is to find products that make sense.
To help promote the sale of the lollipops we posted a sign on the truck that read "Would you like a lollipop for later?" But with more sophisticated businesses, there are better ways like selling your additional products and services through e-newsletters, quarterly mailings to your client base, telemarketing calls, postcard campaigns, postings on your social media sites, and much more.
As the owner of the large privately-owned payroll company, I knew there were areas where I could offer my clients additional services that I just hadn't thought of. After several comprehensive surveys of my client base and their needs, I coupled payroll services with an expansive list of complimentary ancillary products such as human resource products, time and attendance products and software, background screenings, credit card processing services, and more. By offering these products/services to my clients, I'm able to help them save money in innovative ways and even cut their payroll costs, and more importantly, reinforce my role as trusted advisor and the vendor they turn to when they need other services.
Surprise! Revenue has increased. This concept works in any business. You simply need to put time, energy and effort into finding out, "What's MY lollipop?"
Rob Basso is a small business expert and the founder of Basso On Business, a web-based community dedicated to inspiring the entrepreneurial spirit and getting American businesses back on their feet. You can reach Rob at 516-931-0540 or Bassorob@BassoOnBusiness.com
During the first week we inadvertently drove through another driver's territory without realizing it. We were literally chased down by the rival driver - bells and music of both trucks blaring through the residential neighborhood leaving children disappointed and parents baffled as we sped by. We were reprimanded by the owner of the leasing company in a "Soprano-esque" style meeting where we were not-so-politely told the rules of the ice cream trade.
The war behind us, we needed to find a way to increase our revenue. I made a simple decision that has had far-reaching implications in my business career. We asked everyone who bought, "Would you like (to buy) a lollipop for later?" It became the simple phrase that helped us increase our revenue by 15 percent. I didn't realize it at the time, but I had just learned how to increase revenue by selling my current clients (the ice cream buying children in the neighborhood) more products. I learned how to "sell the one you're with," yes, like the Crosby, Stills and Nash song
Salespeople need to spend more time listening to their clients and finding opportunities to sell a diverse but relevant set of products to the clients they already have. The key is to use your position as a trusted advisor to your clients; if they are purchasing a product from you, they are placing their trust in you. It's the job of the salesperson to capitalize on that trust by expanding your ancillary products and services offerings.
We realized that selling an additional ice cream cone to a kid wouldn't benefit either party; it would most certainly melt in the 90-degree heat before they ever got it home. However, a lollipop would not melt and it was just a little more money; in fact it cost just about the change they had left after they purchased their ice cream. The key is to find products that make sense.
To help promote the sale of the lollipops we posted a sign on the truck that read "Would you like a lollipop for later?" But with more sophisticated businesses, there are better ways like selling your additional products and services through e-newsletters, quarterly mailings to your client base, telemarketing calls, postcard campaigns, postings on your social media sites, and much more.
As the owner of the large privately-owned payroll company, I knew there were areas where I could offer my clients additional services that I just hadn't thought of. After several comprehensive surveys of my client base and their needs, I coupled payroll services with an expansive list of complimentary ancillary products such as human resource products, time and attendance products and software, background screenings, credit card processing services, and more. By offering these products/services to my clients, I'm able to help them save money in innovative ways and even cut their payroll costs, and more importantly, reinforce my role as trusted advisor and the vendor they turn to when they need other services.
Surprise! Revenue has increased. This concept works in any business. You simply need to put time, energy and effort into finding out, "What's MY lollipop?"
Rob Basso is a small business expert and the founder of Basso On Business, a web-based community dedicated to inspiring the entrepreneurial spirit and getting American businesses back on their feet. You can reach Rob at 516-931-0540 or Bassorob@BassoOnBusiness.com
6 Simple Tips to Increase Sales Now!
I was recently asked to write what I thought was an article for a major New York magazine. It turned out they only wanted a two sentence quote but I had already written the information that follows. I hope you find it useful!
While it's true that some of your prospects might be less likely to buy in a challenging economy, there are (in most cases) still many who are willing and able to invest in your product or service. You must consistently practice the fundamentals of selling in order to make sure you capture every sale that can be made.
Football players, who get paid millions of dollars per year for playing the game that most schoolboys can't wait to get out of school and play, (for free) don't just play the big game on Sunday or Monday. They practice the fundamentals all week long because the fundamentals are what work.
In sales there are some basic fundamentals which we all need to follow if we're going to close as much business as possible, especially in the current "challenging" economy. (which seems to be sticking around longer than most of us would like)
1) Prospect consistently. Consistent prospecting solves many, if not most, of a salespersons problems. When I say consistently, I mean every day. Do a little work on social media, (especially LinkedIn - a great resource) send some e-mails, network, pick up the phone and make some cold calls. (Like you, I don't want to cold call but it's the quickest way to an appointment!) If you do a little bit of each of these things every day you'll always have new appointments to go on and new opportunities going into your pipeline.
2) Spend time asking questions. Lots and lots and LOTS of questions. The key to selling is asking the right questions and listening to the answers. Most salespeople can't wait to "throw up" all over their prospects. We love to tell our story! ("Let me tell you why Jeff Goldberg & Associates is the company you should use to improve your sales blah, blah, blah") The problem is that if we don't find out the things that make sense to our prospect, which we can only do by asking lots of good questions, we are simply dumping information that might be of no use to the potential customer. Without the right questions you're unlikely to uncover any needs, any pains or any opportunities.
3) Listen well. We salespeople tend to stink at listening. We'd much rather talk. I'm all for talking as long as it's a conversation. Too often, I observe salespeople delivering a monologue.
Look prospects in the eye and listen to them like your life depends on it. (Because your paycheck does) Take notes to show that what the other person is saying is important to you as well as to help you remember what was said. Never interrupt your prospect when they're talking. (I know it sounds obvious but I can't begin to tell you how often I observe sales reps in the field interrupting their prospects) It's rude and you might cut them off from saying the thing that was about to help you close the deal.
4) Always "come from" helping. It's easy to spot a salesperson that is broke and needs to make a sale. They have a look and, almost, an odor that stinks of desperation. The perception, on the part of the customer, is that they'll say and do anything to close the deal. I suggest you walk into a prospect with the attitude, "I'm a helper. How can I help you today?" Zig Ziglar said, "If you help enough people get what they want, you'll get what you want." If you always, truly, try to do the right thing to help your customer they'll "feel" it and will want to do business with you. Remember, you aren't always the right solution for their situation so while I expect you to be optimistic and have a positive attitude, don't expect to close everything. No one does.
5) Make people feel special. When you're on a sales call (or on the phone) give people your complete and undivided attention. In the digital age we are bombarded by messages and interruptions and few people feel like anyone is paying attention to them. When you sit with a prospect they should be feeling like they're the most important person in the universe to you at that moment, because they are.
6) Ask for the business. The #1 reason that salespeople fail is they never ask for the order. Let people know you believe you have something that will benefit them (focus on features a little and benefits a lot) and let them know you want to do business with them. Psychologically, people like to be desired. Ask for the order. Let them know you "want" them.
Follow these 6 simple tips and increase your sales NOW!
As always, call or write if I can help you.
Make It Happen!
Jeff
While it's true that some of your prospects might be less likely to buy in a challenging economy, there are (in most cases) still many who are willing and able to invest in your product or service. You must consistently practice the fundamentals of selling in order to make sure you capture every sale that can be made.
Football players, who get paid millions of dollars per year for playing the game that most schoolboys can't wait to get out of school and play, (for free) don't just play the big game on Sunday or Monday. They practice the fundamentals all week long because the fundamentals are what work.
In sales there are some basic fundamentals which we all need to follow if we're going to close as much business as possible, especially in the current "challenging" economy. (which seems to be sticking around longer than most of us would like)
1) Prospect consistently. Consistent prospecting solves many, if not most, of a salespersons problems. When I say consistently, I mean every day. Do a little work on social media, (especially LinkedIn - a great resource) send some e-mails, network, pick up the phone and make some cold calls. (Like you, I don't want to cold call but it's the quickest way to an appointment!) If you do a little bit of each of these things every day you'll always have new appointments to go on and new opportunities going into your pipeline.
2) Spend time asking questions. Lots and lots and LOTS of questions. The key to selling is asking the right questions and listening to the answers. Most salespeople can't wait to "throw up" all over their prospects. We love to tell our story! ("Let me tell you why Jeff Goldberg & Associates is the company you should use to improve your sales blah, blah, blah") The problem is that if we don't find out the things that make sense to our prospect, which we can only do by asking lots of good questions, we are simply dumping information that might be of no use to the potential customer. Without the right questions you're unlikely to uncover any needs, any pains or any opportunities.
3) Listen well. We salespeople tend to stink at listening. We'd much rather talk. I'm all for talking as long as it's a conversation. Too often, I observe salespeople delivering a monologue.
Look prospects in the eye and listen to them like your life depends on it. (Because your paycheck does) Take notes to show that what the other person is saying is important to you as well as to help you remember what was said. Never interrupt your prospect when they're talking. (I know it sounds obvious but I can't begin to tell you how often I observe sales reps in the field interrupting their prospects) It's rude and you might cut them off from saying the thing that was about to help you close the deal.
4) Always "come from" helping. It's easy to spot a salesperson that is broke and needs to make a sale. They have a look and, almost, an odor that stinks of desperation. The perception, on the part of the customer, is that they'll say and do anything to close the deal. I suggest you walk into a prospect with the attitude, "I'm a helper. How can I help you today?" Zig Ziglar said, "If you help enough people get what they want, you'll get what you want." If you always, truly, try to do the right thing to help your customer they'll "feel" it and will want to do business with you. Remember, you aren't always the right solution for their situation so while I expect you to be optimistic and have a positive attitude, don't expect to close everything. No one does.
5) Make people feel special. When you're on a sales call (or on the phone) give people your complete and undivided attention. In the digital age we are bombarded by messages and interruptions and few people feel like anyone is paying attention to them. When you sit with a prospect they should be feeling like they're the most important person in the universe to you at that moment, because they are.
6) Ask for the business. The #1 reason that salespeople fail is they never ask for the order. Let people know you believe you have something that will benefit them (focus on features a little and benefits a lot) and let them know you want to do business with them. Psychologically, people like to be desired. Ask for the order. Let them know you "want" them.
Follow these 6 simple tips and increase your sales NOW!
As always, call or write if I can help you.
Make It Happen!
Jeff
Tuesday, June 8, 2010
3 Essential (and Easy!) Steps to Getting More Referrals
Like you, I LOVE referrals. I'd rather use referrals to get appointments than pick up the phone and cold call any day. Don't get me wrong, I teach cold calling and still believe it's one of the most cost effective and time efficient ways to get an appointment, but if it comes down to a choice I want a referral. A referral is far more likely to get you an appointment (if it's handled well) and in many cases a strong enough referral can take you half way to a sale.
Here are three crucial tips for being more referrable:
1) When someone gives you a referral, follow up right away.
I find it very annoying when I take the time to give someone a referral only to find out later on that they didn't follow up on it. When I give you a referral, it typically means I've contacted the person I'm referring you to on your behalf so that they're expecting your call. If you don't follow up, it makes me look bad. Follow up within a few days at the latest. Then, let me know that you followed up.
2) Conduct yourself professionally and with 100% integrity.
There's nothing that will stop me from giving you referrals quicker than me thinking I can't trust you or that you'll be less than professional. Think about it, when I give you a referral I'm giving you access to my clients and associates. These connections are extremely important to me and if you meet them after I give you a referral, and act with less than 100% honesty and professionalism it reflects back on me. I could lose a client or friend and I'm just not willing to do that.
3) Help others refer you by giving them a "form" letter they can use.
A while back a dear friend, and trusted business associate, offered to refer me into a well- known company I very much wanted to do business with. I was excited to hear she had a connection for me. The same day that she told me about the lead I followed up with her via email to let her know I was excited and how much I appreciated her being willing to refer me. She replied saying, "I'm swamped. Can you please write the referral and I'll forward it?" It never occurred to me to write my own referral letter but then I thought, "Who better than me to write what I want someone to read about me??!!" Put together a letter that others can use to refer you. Here's mine, as an example:
---------------------------------------------------------------------------------
Dear __________,
I'm writing you to introduce Jeff Goldberg. Jeff is a trusted business associate. He's a sales consultant, trainer and coach as well as an author. He works with companies like yours to help them create, or improve, and nurture their sales culture. This usually results in him working with the top executives and middle managers on sales management strategies as well as training and coaching the salespeople to teach them how to get more appointments, shorten their sales cycle and close more business, more profitably. When he works with companies, they make more money.
I've given Jeff your information and asked him to contact you. I'd appreciate it if you would accept his call. I know you'll thank me after you meet with Jeff.
---------------------------------------------------------------------------------
This letter resulted in me getting in touch with a huge company that I had wanted to penetrate for quite a while and although it didn't result in business, it did do what it was meant to do, get the conversation going with a solid referral.
Remember to regularly let your network, as well as any business associates, (including customers) know what you're looking for, (you have to know and be able to express what constitutes a good lead for you) ask for the referrals and make it easy for others to refer you. Hey, it beats cold calling.
Make It Happen!
Jeff
Here are three crucial tips for being more referrable:
1) When someone gives you a referral, follow up right away.
I find it very annoying when I take the time to give someone a referral only to find out later on that they didn't follow up on it. When I give you a referral, it typically means I've contacted the person I'm referring you to on your behalf so that they're expecting your call. If you don't follow up, it makes me look bad. Follow up within a few days at the latest. Then, let me know that you followed up.
2) Conduct yourself professionally and with 100% integrity.
There's nothing that will stop me from giving you referrals quicker than me thinking I can't trust you or that you'll be less than professional. Think about it, when I give you a referral I'm giving you access to my clients and associates. These connections are extremely important to me and if you meet them after I give you a referral, and act with less than 100% honesty and professionalism it reflects back on me. I could lose a client or friend and I'm just not willing to do that.
3) Help others refer you by giving them a "form" letter they can use.
A while back a dear friend, and trusted business associate, offered to refer me into a well- known company I very much wanted to do business with. I was excited to hear she had a connection for me. The same day that she told me about the lead I followed up with her via email to let her know I was excited and how much I appreciated her being willing to refer me. She replied saying, "I'm swamped. Can you please write the referral and I'll forward it?" It never occurred to me to write my own referral letter but then I thought, "Who better than me to write what I want someone to read about me??!!" Put together a letter that others can use to refer you. Here's mine, as an example:
---------------------------------------------------------------------------------
Dear __________,
I'm writing you to introduce Jeff Goldberg. Jeff is a trusted business associate. He's a sales consultant, trainer and coach as well as an author. He works with companies like yours to help them create, or improve, and nurture their sales culture. This usually results in him working with the top executives and middle managers on sales management strategies as well as training and coaching the salespeople to teach them how to get more appointments, shorten their sales cycle and close more business, more profitably. When he works with companies, they make more money.
I've given Jeff your information and asked him to contact you. I'd appreciate it if you would accept his call. I know you'll thank me after you meet with Jeff.
---------------------------------------------------------------------------------
This letter resulted in me getting in touch with a huge company that I had wanted to penetrate for quite a while and although it didn't result in business, it did do what it was meant to do, get the conversation going with a solid referral.
Remember to regularly let your network, as well as any business associates, (including customers) know what you're looking for, (you have to know and be able to express what constitutes a good lead for you) ask for the referrals and make it easy for others to refer you. Hey, it beats cold calling.
Make It Happen!
Jeff
Wednesday, April 21, 2010
Qualifying - Are You Talking Yourself Out of Meetings & Sales?
Salespeople need to be masters at using their time effectively. We can’t waste time chasing deals that are dead, attending meetings that are useless, (or don’t apply to us) filling out paperwork that doesn’t truly serve a purpose or anything else that prevents us from seeing more prospects, taking care of our current customers and regularly closing more business.
One of the ways that many salespeople protect their time is by qualifying prospects over the phone before setting an appointment. Is this a good idea? In theory, it absolutely is. Would you want to go to an appointment only to find out the prospect doesn’t fit your customer profile? If the possibility of a sale doesn’t at least exist, you’d be foolish to waste your time (and the other person’s) by meeting with them. How do we find out if a potential customer fits our profile? We ask qualifying questions. So far, so good.
In my experience as a trainer, coach and observer of professional salespeople, however, more often than not salespeople ask too many qualifying questions. Typically salespeople ask lots and lots of questions to determine if they should invest some of their valuable (and irreplaceable) time to meet with a possible new customer. They ask question after question after question, waiting to hear the one reason why they shouldn’t meet. It often seems like they’re trying to ask everything under the sun but, “Will you buy from me?” over the phone. Of course, in a perfect “sales world” you WOULD be able to ask someone if they’ll buy from you before you take a first appointment but so far I haven’t figured out how to do that. So why are salespeople asking so many questions? To protect their valuable time.
Here’s the problem: Good things can potentially happen when you put yourself in front of a prospect but nothing happens if you don’t. (Obviously, inside sales are an exception to this rule) Personally, my goal is to put myself in front of as many people as possible who could potentially do business with me. Do I want to waste my time or want you to waste yours? Of course not. But by asking too many questions I believe you might be talking yourself out of sales visits that could bring you sales and money.
I’ve worked with hundreds of companies over the years, in almost every industry and have yet to find a product or service that needed to ask more than two qualifying questions before setting a first appointment. (The exception to this would be one where you have to travel by air or drive more than 90 minutes) Personally, and I know this doesn’t apply to everyone, I ask NO qualifying questions when setting a first meeting UNLESS I have to travel more than 90 minutes. I clearly let people know who I am and what I do when I set an appointment. If I tell you, on the phone, that I’m a sales consultant and trainer and would like to meet with you to discuss those things, when I get to your office are you going to tell me you don’t have any salespeople? Pretty unlikely, so in my case I don’t need to qualify. But I’m not saying that you shouldn’t. What I’m saying is, boil it down to the one or two questions that make sure the prospect is truly a prospect and then GO MEET THEM!
I once worked with a group of financial representatives from Smith Barney teaching them how to get more appointments. During the session, a rather prosperous looking gentleman raised his hand and said, “Jeff, I’ve been doing this a long time and have been very successful. I ask about time minutes worth of qualifying questions before I’ll set a meeting to make certain I don’t waste my extremely valuable time. In fact, I won’t work with anyone unless they have a half million dollars they can invest with me right now.” He went on to share a laundry list of questions that he asks people before he’s willing to meet with them. Each and every question was designed to give him very valuable information that would help him sell the person on investing with him. Should the rep ask those questions? Absolutely, but he should ask them in-person, after meeting them and establishing rapport. The questions he was asking were crucial to his sales process but not his qualification process. After a brief conversation he realized the one, and only, question he needed to ask was, “If you like what I show you, and of course that decision would be yours and yours alone, are you currently able to invest $500,000 with me?” 6 months later I received a call from him telling me that his already successful career had skyrocketed, as he was taking more meetings, seeing more people and closing more business.
What about you? Are you asking too many questions and talking yourself out of appointments and sales? Figure out what things you absolutely MUST know before you’re willing to set a first meeting and ask those. Save the rest for when you’re in front of your prospects. I’d rather “waste” my time sitting in front of a prospect that might not be a perfect fit than sitting in the office doing paperwork. Even if they’re not right for me, or I’m not right for them, perhaps they might know someone they can refer me to, right now, who has a need for what I offer.
As always, contact me if there’s anything I can help you with.
Make It Happen!
Jeff
One of the ways that many salespeople protect their time is by qualifying prospects over the phone before setting an appointment. Is this a good idea? In theory, it absolutely is. Would you want to go to an appointment only to find out the prospect doesn’t fit your customer profile? If the possibility of a sale doesn’t at least exist, you’d be foolish to waste your time (and the other person’s) by meeting with them. How do we find out if a potential customer fits our profile? We ask qualifying questions. So far, so good.
In my experience as a trainer, coach and observer of professional salespeople, however, more often than not salespeople ask too many qualifying questions. Typically salespeople ask lots and lots of questions to determine if they should invest some of their valuable (and irreplaceable) time to meet with a possible new customer. They ask question after question after question, waiting to hear the one reason why they shouldn’t meet. It often seems like they’re trying to ask everything under the sun but, “Will you buy from me?” over the phone. Of course, in a perfect “sales world” you WOULD be able to ask someone if they’ll buy from you before you take a first appointment but so far I haven’t figured out how to do that. So why are salespeople asking so many questions? To protect their valuable time.
Here’s the problem: Good things can potentially happen when you put yourself in front of a prospect but nothing happens if you don’t. (Obviously, inside sales are an exception to this rule) Personally, my goal is to put myself in front of as many people as possible who could potentially do business with me. Do I want to waste my time or want you to waste yours? Of course not. But by asking too many questions I believe you might be talking yourself out of sales visits that could bring you sales and money.
I’ve worked with hundreds of companies over the years, in almost every industry and have yet to find a product or service that needed to ask more than two qualifying questions before setting a first appointment. (The exception to this would be one where you have to travel by air or drive more than 90 minutes) Personally, and I know this doesn’t apply to everyone, I ask NO qualifying questions when setting a first meeting UNLESS I have to travel more than 90 minutes. I clearly let people know who I am and what I do when I set an appointment. If I tell you, on the phone, that I’m a sales consultant and trainer and would like to meet with you to discuss those things, when I get to your office are you going to tell me you don’t have any salespeople? Pretty unlikely, so in my case I don’t need to qualify. But I’m not saying that you shouldn’t. What I’m saying is, boil it down to the one or two questions that make sure the prospect is truly a prospect and then GO MEET THEM!
I once worked with a group of financial representatives from Smith Barney teaching them how to get more appointments. During the session, a rather prosperous looking gentleman raised his hand and said, “Jeff, I’ve been doing this a long time and have been very successful. I ask about time minutes worth of qualifying questions before I’ll set a meeting to make certain I don’t waste my extremely valuable time. In fact, I won’t work with anyone unless they have a half million dollars they can invest with me right now.” He went on to share a laundry list of questions that he asks people before he’s willing to meet with them. Each and every question was designed to give him very valuable information that would help him sell the person on investing with him. Should the rep ask those questions? Absolutely, but he should ask them in-person, after meeting them and establishing rapport. The questions he was asking were crucial to his sales process but not his qualification process. After a brief conversation he realized the one, and only, question he needed to ask was, “If you like what I show you, and of course that decision would be yours and yours alone, are you currently able to invest $500,000 with me?” 6 months later I received a call from him telling me that his already successful career had skyrocketed, as he was taking more meetings, seeing more people and closing more business.
What about you? Are you asking too many questions and talking yourself out of appointments and sales? Figure out what things you absolutely MUST know before you’re willing to set a first meeting and ask those. Save the rest for when you’re in front of your prospects. I’d rather “waste” my time sitting in front of a prospect that might not be a perfect fit than sitting in the office doing paperwork. Even if they’re not right for me, or I’m not right for them, perhaps they might know someone they can refer me to, right now, who has a need for what I offer.
As always, contact me if there’s anything I can help you with.
Make It Happen!
Jeff
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