Odd concept? Not according to John DiJulius. Today business growth expert Diane Helbig shares DiJulius' "opportunities" from his keynote at the COSE Small Business Conference.
1. New revenue streams
2. Fish when the fish are biting
3. Experience wars vs Price wars
4. Less competition now
5. Back to the basics
"The way I read these he is saying that you now have the opportunity to consider other revenue streams, different target markets, and innovation," says Helbig. "With point 2 he is reminding us to pay attention to where our prospects are and when they are buying and with point 3 he is telling us to focus on the experience we provide to our clients. Create value and price will not be the top issue."
"That there is less competition now is not a question. It is an opportunity to gain market share. However, that alone will not propel your business to the top of the totem pole. You still have to provide value and service. You still have to have a worthy product or service. THIS is where we get back to basics. Remember the rules of sales and the guiding principles that help companies succeed."
"These principles are integrity, value, customer service, and giving back," continues Helbig. "Provide a quality product or service at a fair price on a consistent basis with the customer's needs in mind and you will find your company succeeding in this, or any, economy."
Diane Helbig is a Professional Coach, and President of Seize This Day Coaching. She works one-on-one and in groups with business owners, entrepreneurs, and salespeople. Visit her website at www.seizethisdaycoaching.com
Wednesday, November 4, 2009
Tuesday, November 3, 2009
Plan Your Calls Like You Do Your Weekend
What are you doing this weekend? Maybe you haven't thought about it yet, or maybe you could start rattling off a list of chores and activities you'll be doing. Today sales expert Art Sobczak points out the importance of planning - do you plan your calls like you plan your weekend?
Ask yourself these questions:
On the last telephone call you made to a prospect/ customer, what was your specific objective for the call?
Did you have the opening planned so you knew precisely what you were going to say?
Did you prepare a voice mail message you were ready to deliver, velvety smooth, without hesitation?
Were your questions in order?
How prepared were you with your responses to their answers to those questions?
What was your contingency plan in case things didn't go as well as you'd like?
If, without hesitation, you rattled off answers to these questions, I'd wager you do pretty well. When people have trouble answering these questions, chances are there are "umm's" and "uh's" in their calls.
I find it curious and interesting that many people put more planning into their weekend or what they'll have for lunch, than they do their telephone calls.
Quite simply, your sales success correlates directly to your preparation. It's also the key to sounding smooth. Being a superstar in sales, particularly on the phone, is not a matter of "smiling and dialing," plowing through the names, hoping that you'll stumble into someone ready to buy.
Don't believe any trash about this being a pure numbers game. It's a QUALITY game. As I always say, the worst possible time to think of what you're going to say is as it's already coming out of your mouth.
Go back, review those questions, and be certain you can answer them for your next call, and every one thereafter. Do so, and I'm sure you'll show pleasing sales results.
Art Sobczak, President of Business by Phone, Inc., specializes in one area only: working with business-to-business salespeople - both inside and outside - designing and delivering content-rich programs that begin showing results from the very next time participants get on the phone. Learn more at www.businessbyphone.com
Ask yourself these questions:
On the last telephone call you made to a prospect/ customer, what was your specific objective for the call?
Did you have the opening planned so you knew precisely what you were going to say?
Did you prepare a voice mail message you were ready to deliver, velvety smooth, without hesitation?
Were your questions in order?
How prepared were you with your responses to their answers to those questions?
What was your contingency plan in case things didn't go as well as you'd like?
If, without hesitation, you rattled off answers to these questions, I'd wager you do pretty well. When people have trouble answering these questions, chances are there are "umm's" and "uh's" in their calls.
I find it curious and interesting that many people put more planning into their weekend or what they'll have for lunch, than they do their telephone calls.
Quite simply, your sales success correlates directly to your preparation. It's also the key to sounding smooth. Being a superstar in sales, particularly on the phone, is not a matter of "smiling and dialing," plowing through the names, hoping that you'll stumble into someone ready to buy.
Don't believe any trash about this being a pure numbers game. It's a QUALITY game. As I always say, the worst possible time to think of what you're going to say is as it's already coming out of your mouth.
Go back, review those questions, and be certain you can answer them for your next call, and every one thereafter. Do so, and I'm sure you'll show pleasing sales results.
Art Sobczak, President of Business by Phone, Inc., specializes in one area only: working with business-to-business salespeople - both inside and outside - designing and delivering content-rich programs that begin showing results from the very next time participants get on the phone. Learn more at www.businessbyphone.com
Monday, November 2, 2009
Quote of the Week
"Difficulty is the excuse history never accepts." -- Edward R. Murrow
How does the title "Salesperson of the Year" sound to you? Pretty good? If you want to make record-breaking sales in your company, you've got to push through the tough days and keep prospecting, keep making deals and keep your head up. Top salespeople build relationships over time, even if they feel like giving up. Become a legend in your company - keep going, even when the going gets hard!
How does the title "Salesperson of the Year" sound to you? Pretty good? If you want to make record-breaking sales in your company, you've got to push through the tough days and keep prospecting, keep making deals and keep your head up. Top salespeople build relationships over time, even if they feel like giving up. Become a legend in your company - keep going, even when the going gets hard!
Friday, October 30, 2009
5 Elements to Selling Large Accounts
Have you been making phone call after phone call, hoping to break into a large account? Today sales trainer Sam Manfer gives us the tips you need to break into these accounts - and tells us what you might be doing that's wasting your time - and not getting you any closer to that account.
"Large Account Management requires knowledge of where the account is going in relationship to its customers, competitors, industry and the economy," says Manfer. This knowledge is housed in the heads of the profit-center leader and his or her staff. So anyone that wants to manage a large account has to get to these leaders on a regular basis and learn issues, concerns, problems or target opportunities these people are thinking about. The only way these leaders are going to let that happen is if the vendor has established relationships with these C-level and senior executives. Here's the guide for large account managers to follow for establishing C-level relationships."
Purpose
Successful account managers know there is a real purpose for being positioned at the top. Budgets are allocated there. Funds are released there - with or without a budget. Any changes to operations, systems or procedures are usually initiated there and are always approved there. Committees bring their recommendations for vendor selections there for approval.
Always ask yourself or your account manager, "What would happen to your chances of being the preferred vendor if your competitor gets there and makes a positive impact?" This should eliminate any doubt about purpose.
Focus
Getting to the top requires focus. If you set your sights there, you'll figure a way to get there. Caution: Do not ignore the people below on your way to the top. They have to be covered, but realize the job is not finished with subordinates.
Set your scope upward towards senior managers. Target those with P/L responsibility for the division, region, company, etc. where your products/services are used. If you don't, the ruling party will consider you a commodity that can be substituted or replaced, instead of a valuable resource to protect and use.
Confidence
Confidence is the belief that you belong with these leaders. Unfortunately, the lack of this self-assurance becomes our worst enemy. The reason for this is that we have been programmed from childhood to fear authority figures. So we gravitate to lower, more comfortable levels and convince ourselves that the decision is made there.
There are also past rejection experiences from meetings with executives that went nowhere and rejection from subordinates saying in so many words, "You're not important enough to go beyond me." All of this conditioning has left many salespeople without the confidence to charge ahead and make contacts and relationships.
The solution to this overwhelming intimidation factor is to prepare for the meeting and prepare yourself. Get help from your information / introduction network. Rehearse what will be said and done in the meeting. Reprogram your thinking that this working person with a title is no different than you. Overcome any self-doubt by realizing you are feeling afraid and fear is just negative projection. Pump yourself up to positively project. Think, "This person wants to see me and our meeting will be great for both of us. If not, it's his/her loss - not mine."
Credibility
Credibility is the door opener. If you've got it you can see this person anytime. Credibility means the person respects you, trusts you and believes you will deliver him/her results. Most salespeople develop credibility at lower levels. Establishing credibility at higher corporate levels is far more difficult because access is limited and what needs to be done and said is very different. Slip here with boring, annoying or no-impact selling approaches and you'll ruin any chance of credibility, further access and a relationship.
The key to gaining credibility is to use your Golden Network to transfer their credibility with the higher-level people to you. They need to refer you, introduce you, and help you establish respect. Once you're there, remember that to keep this busy exec's attention you must talk about what's important to him or her.
Performance
Finally, performance provides the real basis for attaining access, developing credibility and establishing relationships with senior executives. However, your performance at this level will be judged on what it does for the individual executive. It is now personal. Not only must the company benefit, but the executive must believe his/her career has been enhanced or protected by doing business with you.
Learn what the chief values and structure your proposition in a way that shows that she/he can get it better and with less risk of failure from you. Then deliver it. Measure the results by his or her standards and be sure the executive is satisfied. If so, that's great. Ask for more business. If not, set a course to bring the results to where they need to be.
Sam Manfer delivers keynote speeches and in-depth selling workshops for those anxious to increase sales. His hands-on coaching turns individuals and sales organizations into selling whirlwinds. Follow Sam's C-Level Selling Blog for more insights.
"Large Account Management requires knowledge of where the account is going in relationship to its customers, competitors, industry and the economy," says Manfer. This knowledge is housed in the heads of the profit-center leader and his or her staff. So anyone that wants to manage a large account has to get to these leaders on a regular basis and learn issues, concerns, problems or target opportunities these people are thinking about. The only way these leaders are going to let that happen is if the vendor has established relationships with these C-level and senior executives. Here's the guide for large account managers to follow for establishing C-level relationships."
Purpose
Successful account managers know there is a real purpose for being positioned at the top. Budgets are allocated there. Funds are released there - with or without a budget. Any changes to operations, systems or procedures are usually initiated there and are always approved there. Committees bring their recommendations for vendor selections there for approval.
Always ask yourself or your account manager, "What would happen to your chances of being the preferred vendor if your competitor gets there and makes a positive impact?" This should eliminate any doubt about purpose.
Focus
Getting to the top requires focus. If you set your sights there, you'll figure a way to get there. Caution: Do not ignore the people below on your way to the top. They have to be covered, but realize the job is not finished with subordinates.
Set your scope upward towards senior managers. Target those with P/L responsibility for the division, region, company, etc. where your products/services are used. If you don't, the ruling party will consider you a commodity that can be substituted or replaced, instead of a valuable resource to protect and use.
Confidence
Confidence is the belief that you belong with these leaders. Unfortunately, the lack of this self-assurance becomes our worst enemy. The reason for this is that we have been programmed from childhood to fear authority figures. So we gravitate to lower, more comfortable levels and convince ourselves that the decision is made there.
There are also past rejection experiences from meetings with executives that went nowhere and rejection from subordinates saying in so many words, "You're not important enough to go beyond me." All of this conditioning has left many salespeople without the confidence to charge ahead and make contacts and relationships.
The solution to this overwhelming intimidation factor is to prepare for the meeting and prepare yourself. Get help from your information / introduction network. Rehearse what will be said and done in the meeting. Reprogram your thinking that this working person with a title is no different than you. Overcome any self-doubt by realizing you are feeling afraid and fear is just negative projection. Pump yourself up to positively project. Think, "This person wants to see me and our meeting will be great for both of us. If not, it's his/her loss - not mine."
Credibility
Credibility is the door opener. If you've got it you can see this person anytime. Credibility means the person respects you, trusts you and believes you will deliver him/her results. Most salespeople develop credibility at lower levels. Establishing credibility at higher corporate levels is far more difficult because access is limited and what needs to be done and said is very different. Slip here with boring, annoying or no-impact selling approaches and you'll ruin any chance of credibility, further access and a relationship.
The key to gaining credibility is to use your Golden Network to transfer their credibility with the higher-level people to you. They need to refer you, introduce you, and help you establish respect. Once you're there, remember that to keep this busy exec's attention you must talk about what's important to him or her.
Performance
Finally, performance provides the real basis for attaining access, developing credibility and establishing relationships with senior executives. However, your performance at this level will be judged on what it does for the individual executive. It is now personal. Not only must the company benefit, but the executive must believe his/her career has been enhanced or protected by doing business with you.
Learn what the chief values and structure your proposition in a way that shows that she/he can get it better and with less risk of failure from you. Then deliver it. Measure the results by his or her standards and be sure the executive is satisfied. If so, that's great. Ask for more business. If not, set a course to bring the results to where they need to be.
Sam Manfer delivers keynote speeches and in-depth selling workshops for those anxious to increase sales. His hands-on coaching turns individuals and sales organizations into selling whirlwinds. Follow Sam's C-Level Selling Blog for more insights.
Thursday, October 29, 2009
Assign Your Prospect Some Homework
Today the Whetstone Group is back with a sales problem and their diagnosis. You'll love what this tip can do for your sales - and how much fun it is to assign homework to people!
Problem: Mitch's company sold data storage solutions. A five-year veteran of selling, he called the other day for some coaching. He said that he had just completed a one-hour meeting with one of his top prospects, a large retailer who was a key prospect for his company. He explained that he had experienced difficulty getting the prospect into a discussion of pain and, when he finally did, he felt time pressure to hurry through the qualifying process. As a result, Mitch thought that he had done a poor job in the pain step. He said that this seemed typical of his meetings and that due to poor qualifying on his part, he was not closing some of the accounts that he thought he should.
Diagnosis: Unfortunately, Mitch lacked an effective way to quickly begin the pain qualification process. Without an effective tactic for getting quickly into the pain step, Mitch spent too much time building rapport and discussing inconsequential issues that only wasted both parties' time. While there were a number of tactics to find pain that Mitch had learned, none seemed to be working well for him.
Prescription: We told Mitch to add a new wrinkle to his initial meeting agreement. We suggested that he give his prospect some homework before the appointment. Mitch began saying the following to his prospects, "Mr. Prospect, in order to make our meeting as productive as possible, would you make a list of the two or three most challenging issues you are having with respect to data storage? Then we can really focus our discussion on your issues and try to develop a solution. Does that make sense?"
Interestingly enough, it did make sense to most of his prospects. When Mitch arrived at the appointment, he simply reminded the prospect about the list and asked what the issues were. From there, the pain conversation was easy to conduct. His got to the pain step quicker and was able to qualify in greater depth. He started closing more business because he understood the issues and was able to recommend better solutions.
Whetstone Group is a sales process improvement company that focuses on helping companies implement a proven sales process that will increase sales, shorten the selling cycle, increase closing rates, and improve margins. Learn more at www.whetstonegroup.com
Problem: Mitch's company sold data storage solutions. A five-year veteran of selling, he called the other day for some coaching. He said that he had just completed a one-hour meeting with one of his top prospects, a large retailer who was a key prospect for his company. He explained that he had experienced difficulty getting the prospect into a discussion of pain and, when he finally did, he felt time pressure to hurry through the qualifying process. As a result, Mitch thought that he had done a poor job in the pain step. He said that this seemed typical of his meetings and that due to poor qualifying on his part, he was not closing some of the accounts that he thought he should.
Diagnosis: Unfortunately, Mitch lacked an effective way to quickly begin the pain qualification process. Without an effective tactic for getting quickly into the pain step, Mitch spent too much time building rapport and discussing inconsequential issues that only wasted both parties' time. While there were a number of tactics to find pain that Mitch had learned, none seemed to be working well for him.
Prescription: We told Mitch to add a new wrinkle to his initial meeting agreement. We suggested that he give his prospect some homework before the appointment. Mitch began saying the following to his prospects, "Mr. Prospect, in order to make our meeting as productive as possible, would you make a list of the two or three most challenging issues you are having with respect to data storage? Then we can really focus our discussion on your issues and try to develop a solution. Does that make sense?"
Interestingly enough, it did make sense to most of his prospects. When Mitch arrived at the appointment, he simply reminded the prospect about the list and asked what the issues were. From there, the pain conversation was easy to conduct. His got to the pain step quicker and was able to qualify in greater depth. He started closing more business because he understood the issues and was able to recommend better solutions.
Whetstone Group is a sales process improvement company that focuses on helping companies implement a proven sales process that will increase sales, shorten the selling cycle, increase closing rates, and improve margins. Learn more at www.whetstonegroup.com
Wednesday, October 28, 2009
Are You a Chameleon When Selling?
Sales trainer Tessa Stowe has years of experience in sales, and today she shares a story of a dinner went wrong. The sales lesson that follows shows the importance of being a chameleon and blending in to different situations. Read on to see what we mean!
Several years ago, my former boss Peter and I went to dinner with the Chairman of the company we worked for. On that occasion, the Chairman talked and talked all evening. After the Chairman had finally left, Peter turned around to me and said "Tessa, we could have been anyone this evening." We felt that the Chairman had just talked at us all night. He would have had exactly the same conversation whether Peter and I were there or not.
The Chairman was not at all interested in Peter or me. In fact, by the end of the evening he knew absolutely nothing about us. It had not been a two-way conversation with us, but instead a monologue directed at us. His words would have been exactly the same no matter who was sitting opposite him.
Without realizing it, you may be acting like the Chairman. If your prospect would start daydreaming while you are speaking, would there be any difference in your conversation? You don't need their input for the conversation if you say the same things no matter who you are talking to.
Think back to the last time you spoke to a prospect. Did your words specifically change for that person, or were they the exact same words you have with all your prospects? Would a neutral observer think your prospect or you were at center stage?
So, what is the cure? It is actually quite simple. Become a facilitator of the conversation by asking powerful questions and quickly blend into the background and the conversation. Become a chameleon in the conversation.
For you to become a chameleon, blending into the background and the conversation, your prospect must feel comfortable about being at center stage. Hence it is critical that you ask your prospect questions about things they care about and know about. If you don't, your prospect will not want to be at center stage.
For example, a CEO cares about increasing revenues and decreasing costs, so ask questions around them. A marketing manager cares about standing out from the competition, so ask questions around that. When you ask questions, use the prospect's language - not yours.
When you are selling, you need to be a master chameleon and adapt your questions and your language to the person you are talking to. You want to blend into the background and make them center stage.
Tessa Stowe teaches small business owners and recovering salespeople simple steps to turn conversations into clients without being sales-y or pushy. Her FREE monthly Sales Conversation newsletter is full of tips on how to sell your services by just being yourself. Sign up now at www.salesconversation.com.
Several years ago, my former boss Peter and I went to dinner with the Chairman of the company we worked for. On that occasion, the Chairman talked and talked all evening. After the Chairman had finally left, Peter turned around to me and said "Tessa, we could have been anyone this evening." We felt that the Chairman had just talked at us all night. He would have had exactly the same conversation whether Peter and I were there or not.
The Chairman was not at all interested in Peter or me. In fact, by the end of the evening he knew absolutely nothing about us. It had not been a two-way conversation with us, but instead a monologue directed at us. His words would have been exactly the same no matter who was sitting opposite him.
Without realizing it, you may be acting like the Chairman. If your prospect would start daydreaming while you are speaking, would there be any difference in your conversation? You don't need their input for the conversation if you say the same things no matter who you are talking to.
Think back to the last time you spoke to a prospect. Did your words specifically change for that person, or were they the exact same words you have with all your prospects? Would a neutral observer think your prospect or you were at center stage?
So, what is the cure? It is actually quite simple. Become a facilitator of the conversation by asking powerful questions and quickly blend into the background and the conversation. Become a chameleon in the conversation.
For you to become a chameleon, blending into the background and the conversation, your prospect must feel comfortable about being at center stage. Hence it is critical that you ask your prospect questions about things they care about and know about. If you don't, your prospect will not want to be at center stage.
For example, a CEO cares about increasing revenues and decreasing costs, so ask questions around them. A marketing manager cares about standing out from the competition, so ask questions around that. When you ask questions, use the prospect's language - not yours.
When you are selling, you need to be a master chameleon and adapt your questions and your language to the person you are talking to. You want to blend into the background and make them center stage.
Tessa Stowe teaches small business owners and recovering salespeople simple steps to turn conversations into clients without being sales-y or pushy. Her FREE monthly Sales Conversation newsletter is full of tips on how to sell your services by just being yourself. Sign up now at www.salesconversation.com.
Tuesday, October 27, 2009
Cold Calling Isn't the Only Way to Get Prospects
Not many sellers will tell you they like cold calling - but most will say they do it anyway, because it produces leads. True, but according to sales trainer Kendra Lee, "Cold calling can be one of the most inefficient ways to find leads. Unless you have a list of specific contacts you want to reach, it simply isn't your best technique to fill your funnel."
"I'm a passionate believer in alternate ways of prospecting, especially when you've got a big region you're attempting to cover and you're strapped with a large number to sell," continues Lee. "Instead, you need a plan that'll bring leads in the door in a manner that's comfortable for you."
It's time to change your prospecting strategy. Here are some ideas for you.
Start an email campaign. Afraid of the spam laws? Keep your list small and personalize your emails to participants' needs so it feels as if you sat down to write them an individual message. Send a series of 3-4 emails three days apart to encourage a response.
Know your target market. You need to know where to look for your hottest opportunities. Keep your micro-segments small, 20-125 contacts at a time, so you can be more personal in your communications.
Hold an on-line event. Sound time consuming and expensive? You can run one practically for free so don't let the price stop you. If content or participation is your concern, remember that you're the expert. Make your topic relevant to your target market's top issues and they'll want to hear what you have to say. Share recommendations based on work you've done with other clients. Offer something at the end that'll separate hot prospects from warm leads.
Use social media, press releases and / or articles to get noticed. They'll keep you in front of your target market where they get to know you as an expert. You'll begin to create a relationship even before they require your assistance.
Create a mini-campaign by linking email, events, social media, and articles together to keep you in constant touch with your micro-segments. As a seller you don't have time to run a complicated 6-month campaign, but you can run a simple one over 6 weeks that generates new leads all along the way.
"Some people love cold calling. But if you aren't one of those people, relax, breathe a deep sigh of relief and change your prospecting strategy," says Lee.
"Not only will you build your funnel, you'll also create awareness for yourself and your company through consistent exposure. When your target prospects have a need, they'll remember you and reach out. And isn't that so much more inviting that interrupting their day with a cold call?"
Kendra Lee is a Prospect Attraction Expert, author of the award-winning book "Selling Against the Goal" and president of KLA Group. Specializing in the IT industry, KLA Group works with companies to break in and exceed revenue objectives in the Small and Midmarket Business segment. Visit www.klagroup.com
"I'm a passionate believer in alternate ways of prospecting, especially when you've got a big region you're attempting to cover and you're strapped with a large number to sell," continues Lee. "Instead, you need a plan that'll bring leads in the door in a manner that's comfortable for you."
It's time to change your prospecting strategy. Here are some ideas for you.
Start an email campaign. Afraid of the spam laws? Keep your list small and personalize your emails to participants' needs so it feels as if you sat down to write them an individual message. Send a series of 3-4 emails three days apart to encourage a response.
Know your target market. You need to know where to look for your hottest opportunities. Keep your micro-segments small, 20-125 contacts at a time, so you can be more personal in your communications.
Hold an on-line event. Sound time consuming and expensive? You can run one practically for free so don't let the price stop you. If content or participation is your concern, remember that you're the expert. Make your topic relevant to your target market's top issues and they'll want to hear what you have to say. Share recommendations based on work you've done with other clients. Offer something at the end that'll separate hot prospects from warm leads.
Use social media, press releases and / or articles to get noticed. They'll keep you in front of your target market where they get to know you as an expert. You'll begin to create a relationship even before they require your assistance.
Create a mini-campaign by linking email, events, social media, and articles together to keep you in constant touch with your micro-segments. As a seller you don't have time to run a complicated 6-month campaign, but you can run a simple one over 6 weeks that generates new leads all along the way.
"Some people love cold calling. But if you aren't one of those people, relax, breathe a deep sigh of relief and change your prospecting strategy," says Lee.
"Not only will you build your funnel, you'll also create awareness for yourself and your company through consistent exposure. When your target prospects have a need, they'll remember you and reach out. And isn't that so much more inviting that interrupting their day with a cold call?"
Kendra Lee is a Prospect Attraction Expert, author of the award-winning book "Selling Against the Goal" and president of KLA Group. Specializing in the IT industry, KLA Group works with companies to break in and exceed revenue objectives in the Small and Midmarket Business segment. Visit www.klagroup.com
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