Today is the final day of our "deadly sins of questioning" series. Have you come to realize you commit some of these errors? Taken steps to change your questioning tactics? Let us know!
Today sales trainer Jim Domanski shares the final questioning sins you could be making, and what you can do to fix them!
Deadly Sin #9: Not Asking Questions that Quantify
Uncovering a pain or gain is a good start but it is rarely enough to close the deal. The pain or the gain might be minor at this particular stage and not important for the client to take action. You need to quantify the motivator. Quantify means getting the client to evaluate the nature and extend of a problem or an opportunity. Often they don't readily see the implications of pain or gain and they need you to help them assess the situation.
For example, you can ask how often a problem occurs. What does it cost the client when it occurs in terms of both time and money? This creates magnitude. The greater the magnitude the greater the motivation.
Deadly Sin # 10: Not Using Questions to Respond to Objections
The trouble with an objection is that you can never be certain if it is the REAL objection or if it is a false objection. The way to deal with virtually any objection is to a) pause, b) empathize and c) ask a question to determine if the objection is real or if it is hiding something else.
For instance, suppose the prospect objects to price. Ask him to "explain" what he means by price. Does he really mean budget or is it an issue of value or is he comparing apples to apples? Who knows? So use questions to solve objections.
Deadly Sin # 11: Not Listening to the Answers to Your Questions
Perhaps one of the deadliest blunders is asking a question but failing to listen to the answer. Some reps dutifully ask questions but instead of listening they are simply waiting for their turn to speak.
To solve this, stay focused on the words being uttered. Use a pen and pad and take notes because it forces you to concentrate. Next, focus on the tone of voice. The way a client speaks offer nuances that can indicate agreement, disagreement, confusion, indifference, annoyance etc. If you hear something in their voice, ask about it: "Eric, I think I hear some confusion in your voice. Is there something I can clarify?"
Deadly Sin #12: Not Asking Verifying Questions
The last blunder is failing to ask verifying questions. This is particularly important in the world of telephone sales, lead generation or prospecting. Verification questions are those that seek to determine if the client understood YOU. For instance, after providing some information to the client (e.g., a product description) ask, "Does that make sense to you?" or "Do you follow my logic?" or "How does that sound to you?" Then shut up and listen. Gauge the response but more importantly gauge the tone. These questions will ensure that you are staying on track and more importantly, that your CLIENT is staying on track with you.
Questions are the very best of tools in the selling process. But use them wisely by avoiding these blunders. Does that make sense?
By Jim Domanski of Teleconcepts Consulting. Please visit Jim's web site at www.teleconceptsconsulting.com for additional articles and resources for tele-sales professionals.
Friday, September 10, 2010
Thursday, September 9, 2010
The Deadly Sins of Questioning - Part 2
Yesterday sales trainer Jim Domanski shared 4 of the deadly sins of questioning - and what you can do to fix them. Today he's back with even more tips to help you make more sales!
Deadly Sin # 5: Asking too Many Close Ended Questions
Closed ended questions are short answer or yes or no type answers. When used wisely they are handy little helpers that verify, clarify and confirm information. In addition they can help direct the questioning so you can identify needs more quickly and easily. The problem occurs when they are overused which tends to make buyers feel they are being grilled or interrogated. Surveys reveal that after three or four consecutive close ended questions buyers feel frustration; beyond that they are annoyed or hostile and will disengage from the conversation. Regrettably, the majority of reps tend to use more closed ended questions than open ended.
The Incredible Questioning Guide
The trick to balancing close and open ended questions is to create a Questioning Guide Chart. Take a sheet of paper and draw a line down the middle. On the left side, list all the INFORMATION you need to help understand the client's situation, needs, wants etc. On the right side, list the QUESTIONS that you need to ask in order to get the information. What you will find is that most of your questions end up being close ended. Revamp those questions so there is mix of open and closed. You can use this chart to help you deal with virtually all of the blunders listed here.
Deadly Sin #6: Not Asking Bold Questions
Bold questions are qualifying questions that many reps seem to avoid or forget. They are called bold because sometimes it takes a little nerve to ask them but in doing so you can save time by cutting to the quick and determining if the prospect has potential or not.
One bold question is the decision maker question: "Apart from yourself, Jim, who else is involved in the decision making process?" Another bold question is the budgetary question, "Tara, let me ask you: have funds been budgeted for this project (product, service)?" A third bold question is the time frame question,
"Wendi, when will the decision to buy be made?"
What are your bold questions? Add them to your Questioning Guide.
Deadly Sin # 7: Assuming that One Person Has All the Answers to Your Questions
Depending on the nature of your sale, there may be several stakeholders that could be impacted. Each stakeholder has different needs and requirements and it is vital that you ask each of THEM questions that are relevant to their situation.
Here's what you do. First, ask your contact who does this sale affect? Second, use a bold question and ask your contact for the names of those who might have a stake in the sale. Third, create a Questioning Guide for each particular stakeholder.
Deadly Sin # 8: Not Asking Pain and Gain Questions
Pain questions are those that query about a problem or a predicament or a concern that a client might have that you can fix. Gain questions query about opportunities or enhancements that you might be able to provide. Both questions deal with the issue of motivation. Find a pain or find a gain and you'll begin the motivation process.
How do you do this? Simply develop a list of questions that pinpoint pain and gain. (Your Question Guide is the place for these.) For instance, "Mr. Gunderson, one thing teachers have been telling us is that creating daily class plans is time consuming and frustration. Let me ask, is this similar to your situation?"
By Jim Domanski of Teleconcepts Consulting. Please visit Jim's web site at www.teleconceptsconsulting.com for additional articles and resources for tele-sales professionals.
Deadly Sin # 5: Asking too Many Close Ended Questions
Closed ended questions are short answer or yes or no type answers. When used wisely they are handy little helpers that verify, clarify and confirm information. In addition they can help direct the questioning so you can identify needs more quickly and easily. The problem occurs when they are overused which tends to make buyers feel they are being grilled or interrogated. Surveys reveal that after three or four consecutive close ended questions buyers feel frustration; beyond that they are annoyed or hostile and will disengage from the conversation. Regrettably, the majority of reps tend to use more closed ended questions than open ended.
The Incredible Questioning Guide
The trick to balancing close and open ended questions is to create a Questioning Guide Chart. Take a sheet of paper and draw a line down the middle. On the left side, list all the INFORMATION you need to help understand the client's situation, needs, wants etc. On the right side, list the QUESTIONS that you need to ask in order to get the information. What you will find is that most of your questions end up being close ended. Revamp those questions so there is mix of open and closed. You can use this chart to help you deal with virtually all of the blunders listed here.
Deadly Sin #6: Not Asking Bold Questions
Bold questions are qualifying questions that many reps seem to avoid or forget. They are called bold because sometimes it takes a little nerve to ask them but in doing so you can save time by cutting to the quick and determining if the prospect has potential or not.
One bold question is the decision maker question: "Apart from yourself, Jim, who else is involved in the decision making process?" Another bold question is the budgetary question, "Tara, let me ask you: have funds been budgeted for this project (product, service)?" A third bold question is the time frame question,
"Wendi, when will the decision to buy be made?"
What are your bold questions? Add them to your Questioning Guide.
Deadly Sin # 7: Assuming that One Person Has All the Answers to Your Questions
Depending on the nature of your sale, there may be several stakeholders that could be impacted. Each stakeholder has different needs and requirements and it is vital that you ask each of THEM questions that are relevant to their situation.
Here's what you do. First, ask your contact who does this sale affect? Second, use a bold question and ask your contact for the names of those who might have a stake in the sale. Third, create a Questioning Guide for each particular stakeholder.
Deadly Sin # 8: Not Asking Pain and Gain Questions
Pain questions are those that query about a problem or a predicament or a concern that a client might have that you can fix. Gain questions query about opportunities or enhancements that you might be able to provide. Both questions deal with the issue of motivation. Find a pain or find a gain and you'll begin the motivation process.
How do you do this? Simply develop a list of questions that pinpoint pain and gain. (Your Question Guide is the place for these.) For instance, "Mr. Gunderson, one thing teachers have been telling us is that creating daily class plans is time consuming and frustration. Let me ask, is this similar to your situation?"
By Jim Domanski of Teleconcepts Consulting. Please visit Jim's web site at www.teleconceptsconsulting.com for additional articles and resources for tele-sales professionals.
Wednesday, September 8, 2010
The Deadly Sins of Questioning
The rest of this week will be devoted to questioning - we all use questions to probe for interest, for problems, and for understanding. But, when not used correctly, questions can take you far away from the sale. Over the next three days sales trainer Jim Domanski we will share the 12 deadly sins of questioning, so you know what to do - and what to avoid!
Deadly Sin #1: Not Asking Questions at All
Still, after the millions of words that have been written about the importance and value of questioning, there are sales reps that continue to ignore the advice and simply pitch the product. Asking questions gets clients involved by getting THEM to tell YOU what they want or need or think is important. When they're involved, they are more likely to buy. To solve this blunder, stop talking and start asking.
Deadly Sin #2: Asking Dumb and Destructive Questions
Don't be fooled, there ARE dumb questions. For instance, "What do you like about your current supplier?" is a particularly dumb and destructive question. This question gets the client to open up and verbally 'testify' why they like your competitor. In effect, it justifies and reinforces their rationale for choosing their vendor which makes your job even tougher. What to do? THINK about the questions you are going to ask before you ask them.
Deadly Sin #3: Asking too Many Questions
While questions are good and necessary in the selling process too much of a good thing can be dangerous. Asking too many questions can overwhelm, bore or frustrate your client and YOU. Ask yourself: What do I really need to know from the customer or prospect?" Focus on these questions to ensure you get what you need.
Deadly Sin # 4: Asking too Many Open Ended Questions
Open ended questions are often positioned as the Holy Grail of questions because they get the client to 'open up' and provide vital information on their problems, predicaments, pains, opportunities, challenges and the like. However, the truth of the matter is too many open ended questions can be destructive. Unless they are relevant and pertinent, they can confuse, bore, annoy, overwhelm, and bewilder the client. They can often lead you down paths you don't want to go. The solution is twofold: carefully select your open ended questions and then direct and point the discussion with the judicious use of closed ended questions.
Come back tomorrow for more essential tips to help you get the most from your questions!
By Jim Domanski of Teleconcepts Consulting. Please visit Jim's web site at www.teleconceptsconsulting.com for additional articles and resources for tele-sales professionals.
Deadly Sin #1: Not Asking Questions at All
Still, after the millions of words that have been written about the importance and value of questioning, there are sales reps that continue to ignore the advice and simply pitch the product. Asking questions gets clients involved by getting THEM to tell YOU what they want or need or think is important. When they're involved, they are more likely to buy. To solve this blunder, stop talking and start asking.
Deadly Sin #2: Asking Dumb and Destructive Questions
Don't be fooled, there ARE dumb questions. For instance, "What do you like about your current supplier?" is a particularly dumb and destructive question. This question gets the client to open up and verbally 'testify' why they like your competitor. In effect, it justifies and reinforces their rationale for choosing their vendor which makes your job even tougher. What to do? THINK about the questions you are going to ask before you ask them.
Deadly Sin #3: Asking too Many Questions
While questions are good and necessary in the selling process too much of a good thing can be dangerous. Asking too many questions can overwhelm, bore or frustrate your client and YOU. Ask yourself: What do I really need to know from the customer or prospect?" Focus on these questions to ensure you get what you need.
Deadly Sin # 4: Asking too Many Open Ended Questions
Open ended questions are often positioned as the Holy Grail of questions because they get the client to 'open up' and provide vital information on their problems, predicaments, pains, opportunities, challenges and the like. However, the truth of the matter is too many open ended questions can be destructive. Unless they are relevant and pertinent, they can confuse, bore, annoy, overwhelm, and bewilder the client. They can often lead you down paths you don't want to go. The solution is twofold: carefully select your open ended questions and then direct and point the discussion with the judicious use of closed ended questions.
Come back tomorrow for more essential tips to help you get the most from your questions!
By Jim Domanski of Teleconcepts Consulting. Please visit Jim's web site at www.teleconceptsconsulting.com for additional articles and resources for tele-sales professionals.
Tuesday, September 7, 2010
Overcoming the Price Objection
Sales trainer Mike Brooks is an expert on inside sales, and often shares phone scripts that have worked for him and his clients. Today he shares his favorite script for overcoming the dreaded price objection.
Have you ever been on a close with a prospect who is objecting to your price, even grinding you to lower it, and yet is still on the phone with you?
Have you ever had someone complaining about how your price is too high, about how they can get it cheaper with a competitor, and yet is still not buying from them? Instead, he's still arguing with your price??
If any of these things has happened to you, then I've got the perfect script for you. Use this:
"___________ you can always get it (your product or service) for less money. Heck, we could do a Google search right now and I'll bet we could come up with a few different options that are even cheaper than what you're telling me you can get it for now. The question is - why aren't you going with them? Isn't it because there comes a time when price isn't as important as the loss in quality, service and results?
And that's why our clients keep doing business with us. When you begin getting (the results of your product or service), you'll also understand why our price is worth the value and results you get with us. You can always get it cheaper, but you can't get our results that pay for themselves over and over again. Let's do this...(suggest starting with an introductory package)."
This script works because it says exactly what you're thinking - "If you can get it cheaper somewhere else, then why aren't you going with it?"
The reason they aren't is because they are sold on your solution, but they just want to grind you for a lower price. And why not? Most sales reps (the other 80%) often cave in and lower their price.
But not the Top 20%.
They know that if someone is on the phone talking about their solution, then there is some real interest. They know not to drop their price, but rather, they know to build value. And you should, too.
The next time you're dealing with a prospect who is complaining about the price, or telling you they can get it for less money elsewhere, then use this script before you drop your price.
It will work, and you'll make more money!
Mike Brooks, MrInsideSales.com, is creator and publisher of the "Top 20% Inside Sales Tips" weekly Ezine. If you're ready to Double Your Income Selling Over the Phone, then sign up to receive your FREE tips now at: www.MrInsideSales.com.
Have you ever been on a close with a prospect who is objecting to your price, even grinding you to lower it, and yet is still on the phone with you?
Have you ever had someone complaining about how your price is too high, about how they can get it cheaper with a competitor, and yet is still not buying from them? Instead, he's still arguing with your price??
If any of these things has happened to you, then I've got the perfect script for you. Use this:
"___________ you can always get it (your product or service) for less money. Heck, we could do a Google search right now and I'll bet we could come up with a few different options that are even cheaper than what you're telling me you can get it for now. The question is - why aren't you going with them? Isn't it because there comes a time when price isn't as important as the loss in quality, service and results?
And that's why our clients keep doing business with us. When you begin getting (the results of your product or service), you'll also understand why our price is worth the value and results you get with us. You can always get it cheaper, but you can't get our results that pay for themselves over and over again. Let's do this...(suggest starting with an introductory package)."
This script works because it says exactly what you're thinking - "If you can get it cheaper somewhere else, then why aren't you going with it?"
The reason they aren't is because they are sold on your solution, but they just want to grind you for a lower price. And why not? Most sales reps (the other 80%) often cave in and lower their price.
But not the Top 20%.
They know that if someone is on the phone talking about their solution, then there is some real interest. They know not to drop their price, but rather, they know to build value. And you should, too.
The next time you're dealing with a prospect who is complaining about the price, or telling you they can get it for less money elsewhere, then use this script before you drop your price.
It will work, and you'll make more money!
Mike Brooks, MrInsideSales.com, is creator and publisher of the "Top 20% Inside Sales Tips" weekly Ezine. If you're ready to Double Your Income Selling Over the Phone, then sign up to receive your FREE tips now at: www.MrInsideSales.com.
Friday, September 3, 2010
Revisit Your Goals
As we go into the weekend, I thought this tip from sales trainer Kendra Lee was especially appropriate. Use some of your time this weekend to think about where you want to be, so when you go into the office on Tuesday (remember, Labor Day holiday on Monday!) you'll be ready to sit down and set out a plan of attack to meet those goals.
There are only 4 months left in the year. How are you doing against your 2010 goals? Revisit the account growth and lead generation objectives you had. How are you doing at bringing in new customers? Consider what lead generation actions you can take to impact the last 4 months of the year.
Kendra Lee is a Prospect Attraction Specialist and president of KLA Group. Specializing in the IT industry, KLA Group helps companies rapidly penetrate new markets, break into new accounts and shorten time to revenue with new products in the SMB segment.
There are only 4 months left in the year. How are you doing against your 2010 goals? Revisit the account growth and lead generation objectives you had. How are you doing at bringing in new customers? Consider what lead generation actions you can take to impact the last 4 months of the year.
Kendra Lee is a Prospect Attraction Specialist and president of KLA Group. Specializing in the IT industry, KLA Group helps companies rapidly penetrate new markets, break into new accounts and shorten time to revenue with new products in the SMB segment.
Thursday, September 2, 2010
Three Steps to Getting High Quality Referrals from Your Clients
Referrals are essential to building a business that lasts. They not only build your sales, they build your reputation as well. Today sales trainer Paul McCord shares three secrets that will help you get those high-quality referrals you deserve!
Are you finding that you're just not getting the number of quality referrals you want from your clients? Chances are you said yes because that's the case with most sellers. Oh, sure, we all have some clients that will give us referrals all day long. Just ask and they'll give you name after name. Other clients, the majority, aren't nearly as generous with their referrals.
The biggest problem in both cases is so often the referral we get isn't much better than pointing at a name in the phonebook at random.
How can you guarantee that you get great referrals? Simple. Make sure the client gives you a great referral by finding the referral for them to give you, rather than relying on them coming up with a quality referral to give.
The reality is that clients really don't know who we're looking for and most of them just don't have a real incentive to invest the time and energy to come up with a great referral for us.
But we know who is a great referral for us. And certainly we're willing to invest the time and energy to find a great referral (if we're not, we have some real serious issues to deal with).
Since we're the one with the need; and we're the one with the desire; and we're the one who knows who makes a good referral for us, why would we rely on anyone else other than our self to come up with the referral?
So how can we come up with the referral for our client to give us?
Here are three steps to guaranteeing you get great referrals from your clients:
1.Get Your Client On-board to Give Referrals. Most sellers wait until after the sale has been completed before they bring up the idea of referrals. Bad idea.
Most clients need time to get comfortable with the idea of giving referrals, so bring up referrals early in the relationship. Don't ask for referrals; just let your client know that your business is built on referrals and then drop referral seeds as the sale progresses. Since your prospects and clients aren't stupid, if they hear you mention referrals often in a casual manner, they'll get the impression referrals are important to you and they will be expecting you to ask for them at some point.
2. Find Out Who Your Client Knows. We've already established that in order to get great referrals you have to do the work for your client, so do it by discovering during the course of the relationship who they know that you know you want to be referred to.
How do you find out? Through small-talk (who do they mention in conversation they know); paying attention to what's in their environment (pictures, association directories, membership plaques, and such); their background (where did they work previously); their work (what vendors and suppliers do they interact with). Your job is to be a detective and to uncover the relationships they have with people or companies that you know you want to be referred to. The more you uncover the more quality referrals you uncover.
3. Don't Ask for Referrals, Ask for THE Referral. Now when it comes time to ask for referrals, you're not going to be like every other seller and ask a weak question such as, "Donna, do you happen to know anyone else (or another company) that might be able to use my products or services (or that I can help--or any other such weak question)?"
Instead you're going to ask for a specific referral: "Donna, I've been trying to connect with David Jones for some time without success. You mentioned that you've worked with David for several years, would you be comfortable introducing me to him?" You know she knows David. You have reason to believe David is a good prospect for you. Don't waste Donna's time with that weak general referral question; ask to get connected to a person you know she knows that you know you want to connect with.
Referrals can be the foundation of your sales business if you just develop the skills necessary to be a referral-based salesperson. If Donna knows three people or companies you know you want to be referred to and you can get introductions to them from her, how much time and energy have you saved getting those three introductions through referrals instead of cold calling or sending out direct mail or hoping to bump into them at a networking event?
Forget what you've been taught about asking for referrals. Referral generation is a PROACTIVE process where you do the work, not your client. Your client doesn't have the motivation, you do. They don't have the understanding of who makes a good referral like you do. Your client doesn't have the time to invest in figuring out a good referral like you do. It's your business, not theirs. Make it easy to give quality referrals--you'll get a ton of them if you do.
Paul McCord, a leading Business Development Strategist and president of McCord Training, works with companies and sales leaders to help them increase sales and profits by finding and connecting with high quality prospects in ways prospects respect and respond to. An internationally recognized author, speaker, trainer and consultant, Paul's clients range from giants such as Chase, New York Life, Siemens, and GE, to small and mid-size firms, as well as individual sales leaders. He is the author of the popular Sales and Sales Management Blog.
Are you finding that you're just not getting the number of quality referrals you want from your clients? Chances are you said yes because that's the case with most sellers. Oh, sure, we all have some clients that will give us referrals all day long. Just ask and they'll give you name after name. Other clients, the majority, aren't nearly as generous with their referrals.
The biggest problem in both cases is so often the referral we get isn't much better than pointing at a name in the phonebook at random.
How can you guarantee that you get great referrals? Simple. Make sure the client gives you a great referral by finding the referral for them to give you, rather than relying on them coming up with a quality referral to give.
The reality is that clients really don't know who we're looking for and most of them just don't have a real incentive to invest the time and energy to come up with a great referral for us.
But we know who is a great referral for us. And certainly we're willing to invest the time and energy to find a great referral (if we're not, we have some real serious issues to deal with).
Since we're the one with the need; and we're the one with the desire; and we're the one who knows who makes a good referral for us, why would we rely on anyone else other than our self to come up with the referral?
So how can we come up with the referral for our client to give us?
Here are three steps to guaranteeing you get great referrals from your clients:
1.Get Your Client On-board to Give Referrals. Most sellers wait until after the sale has been completed before they bring up the idea of referrals. Bad idea.
Most clients need time to get comfortable with the idea of giving referrals, so bring up referrals early in the relationship. Don't ask for referrals; just let your client know that your business is built on referrals and then drop referral seeds as the sale progresses. Since your prospects and clients aren't stupid, if they hear you mention referrals often in a casual manner, they'll get the impression referrals are important to you and they will be expecting you to ask for them at some point.
2. Find Out Who Your Client Knows. We've already established that in order to get great referrals you have to do the work for your client, so do it by discovering during the course of the relationship who they know that you know you want to be referred to.
How do you find out? Through small-talk (who do they mention in conversation they know); paying attention to what's in their environment (pictures, association directories, membership plaques, and such); their background (where did they work previously); their work (what vendors and suppliers do they interact with). Your job is to be a detective and to uncover the relationships they have with people or companies that you know you want to be referred to. The more you uncover the more quality referrals you uncover.
3. Don't Ask for Referrals, Ask for THE Referral. Now when it comes time to ask for referrals, you're not going to be like every other seller and ask a weak question such as, "Donna, do you happen to know anyone else (or another company) that might be able to use my products or services (or that I can help--or any other such weak question)?"
Instead you're going to ask for a specific referral: "Donna, I've been trying to connect with David Jones for some time without success. You mentioned that you've worked with David for several years, would you be comfortable introducing me to him?" You know she knows David. You have reason to believe David is a good prospect for you. Don't waste Donna's time with that weak general referral question; ask to get connected to a person you know she knows that you know you want to connect with.
Referrals can be the foundation of your sales business if you just develop the skills necessary to be a referral-based salesperson. If Donna knows three people or companies you know you want to be referred to and you can get introductions to them from her, how much time and energy have you saved getting those three introductions through referrals instead of cold calling or sending out direct mail or hoping to bump into them at a networking event?
Forget what you've been taught about asking for referrals. Referral generation is a PROACTIVE process where you do the work, not your client. Your client doesn't have the motivation, you do. They don't have the understanding of who makes a good referral like you do. Your client doesn't have the time to invest in figuring out a good referral like you do. It's your business, not theirs. Make it easy to give quality referrals--you'll get a ton of them if you do.
Paul McCord, a leading Business Development Strategist and president of McCord Training, works with companies and sales leaders to help them increase sales and profits by finding and connecting with high quality prospects in ways prospects respect and respond to. An internationally recognized author, speaker, trainer and consultant, Paul's clients range from giants such as Chase, New York Life, Siemens, and GE, to small and mid-size firms, as well as individual sales leaders. He is the author of the popular Sales and Sales Management Blog.
Wednesday, September 1, 2010
The Easy Way to Get Bigger Sales
Here's a story from sales expert Art Sobczak that will teach you to think big! Enjoy!
A newer sales rep came into a company, in an industry he had never sold to before. Within two months he was kicking major butt and became the Number One rep. By a lot.
One disgruntled and jealous rep, in another region, who had been there for a few years, asked the manager what the new rep was doing that got such great results.
"He's going to the top level of the companies we're selling to, and selling bigger deals." The rep responded, "How does he sell to those people? I always get stalled at the mid-management level?"
The manager replied, "He doesn't know that it is even possible to talk to mid-managers and sell our product. We told him that the only people he can talk to are those at the highest level, and that bigger deals are all that we sell."
Hmmm. Pretty simple point this week:
All that limits us is ourselves, and thinking and acting BIG gets BIG results
Here are some thoughts along those lines:
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It takes just as much energy to ask for a large order as it does a small one. As long as you're asking anyway, why not ask LARGE?
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When you EXPECT to sell large, that notion becomes part of you; your thoughts, your
actions, and your results.
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Even when you don't get the large sale or project you ask for, you will probably end with something more than you would have gotten otherwise if you had thought small.
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The pros with the highest average orders, and the most overall sales are typically the ones who shoot for--and ask for--the biggest sales. The math works on this.
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Where you target in the organization usually determines the size of the sale you're able to get. Where are you calling? Aim high.
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Percy Ross wrote a syndicated newspaper column, "Thanks a Million," where he gave away millions of dollars to people who wrote in, and ASKED in the right way. In his now out-of-print book, "Ask for the Moon--and Get It!" he also suggested asking large: "Take a chance; ask for something big! Most of us have a tendency to shy away from the things we want the most. What is it your heart desires? What is it you want the most? Who could give it to you or make it come true? Go ahead, ASK THEM!"
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John F. Kennedy said that "Only those who dare to fail greatly will succeed greatly." He practiced what he preached; he asked for the moon, got it approved by Congress, and received commitment from the thousands of people who ultimately made it happen in 1969.
Art Sobczak helps sales pros use the phone to prospect, service and sell more effectively, while eliminating morale-killing rejection. To get FREE weekly emailed TelE-Sales Tips visit: www.BusinessByPhone.com
A newer sales rep came into a company, in an industry he had never sold to before. Within two months he was kicking major butt and became the Number One rep. By a lot.
One disgruntled and jealous rep, in another region, who had been there for a few years, asked the manager what the new rep was doing that got such great results.
"He's going to the top level of the companies we're selling to, and selling bigger deals." The rep responded, "How does he sell to those people? I always get stalled at the mid-management level?"
The manager replied, "He doesn't know that it is even possible to talk to mid-managers and sell our product. We told him that the only people he can talk to are those at the highest level, and that bigger deals are all that we sell."
Hmmm. Pretty simple point this week:
All that limits us is ourselves, and thinking and acting BIG gets BIG results
Here are some thoughts along those lines:
----------------------------------------------
It takes just as much energy to ask for a large order as it does a small one. As long as you're asking anyway, why not ask LARGE?
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When you EXPECT to sell large, that notion becomes part of you; your thoughts, your
actions, and your results.
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Even when you don't get the large sale or project you ask for, you will probably end with something more than you would have gotten otherwise if you had thought small.
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The pros with the highest average orders, and the most overall sales are typically the ones who shoot for--and ask for--the biggest sales. The math works on this.
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Where you target in the organization usually determines the size of the sale you're able to get. Where are you calling? Aim high.
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Percy Ross wrote a syndicated newspaper column, "Thanks a Million," where he gave away millions of dollars to people who wrote in, and ASKED in the right way. In his now out-of-print book, "Ask for the Moon--and Get It!" he also suggested asking large: "Take a chance; ask for something big! Most of us have a tendency to shy away from the things we want the most. What is it your heart desires? What is it you want the most? Who could give it to you or make it come true? Go ahead, ASK THEM!"
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John F. Kennedy said that "Only those who dare to fail greatly will succeed greatly." He practiced what he preached; he asked for the moon, got it approved by Congress, and received commitment from the thousands of people who ultimately made it happen in 1969.
Art Sobczak helps sales pros use the phone to prospect, service and sell more effectively, while eliminating morale-killing rejection. To get FREE weekly emailed TelE-Sales Tips visit: www.BusinessByPhone.com
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