Regardless of your product or service Trial Closing is a very sound technique that, once mastered, can lead to more sales being made. This is especially so for users of the four-step EASE sales format.
The technique involves using questions during the Show step of the sequence to progressively test acceptance of the product/service you are ‘showing’.
Questions like ‘Can you see how this would work?’, ‘Is this what you meant when you talked about .....?’ and ‘How does it look so far?’ are examples of good Trial Closing questions. This is because a positive response from your customer tells you that you are on the way to a sale; a negative response gives you the opportunity to identify a sticking point (or Objection) and deal with it without blowing the sales opportunity.
By obtaining positive responses to Trial Closes during the sales discussion you can proceed to the Encourage commitment step and make your final Close with a great deal of confidence.
(The up-coming post for Friday 2/1 is What do your customers think? It's about the value of doing an annual Customer Satisfaction survey.)
Wednesday, December 31, 2014
Monday, December 29, 2014
Is sales a circus?
A wise person once said “Running a sales operation in an SMB is like running a 3-ring circus”. When asked to elaborate they said “Jokes aside, it’s like this – the 3 rings are equivalent to the 3 key functions in an SMB sales operation. The first ring is the Lead Generation function, the second ring is the Lead Conversion function and the third ring is the Client Relationships function. To be outstandingly successful an SMB needs all 3 functions performing at a high level - just like the ringmaster of a 3-ring circus needs the acts in each of the 3 rings performing to a high level. If one act performs poorly it drags the whole show down”.
This story illustrates a fundamental of SMB success. It also alerts us to opportunities for improvement; if we can improve our effectiveness in some or all of these 3 functions we can improve our sales results. With that in mind, let’s look a little closer.
Lead Generation
Obviously the purpose of this function is to generate leads. This can be done passively through advertising, unaddressed mail, direct mail etc. It can also be done pro-actively through networking, telemarketing, direct canvassing etc. The passive approach may be more appropriate in some industries and the pro-active approach may be more appropriate in others. However, as a general guide it is better to have a number of Lead Generation activities going on at any one time, some of them being active others being passive. This gives a better spread and also creates the opportunity for proportionately better results. This is to do with the fact that the more ways in which a prospective customer hears about your business the more credible your business will be in their eyes. For example, if Customer A hears about your business via some press advertising your business will achieve a certain level of credibility in their eyes. If Customer B hears about your business via some press adverting, then hears a radio advertisement and then receives a direct mail pack your business will achieve a much higher level of credibility. Assuming that your product is appropriate to both, it follows that Customer B will be more responsive to a sales approach.
A key component in any sales approach is the Offer made to the prospective customer; the more attractive the Offer is in the eyes of the prospective customer the more likely it will be that they will take it up.
An SMB could improve its results by adding one extra pro-active lead generation activity to its mix and by revamping the Offer made in its approach to make it more attractive to prospective customers.
Lead Conversion
This is where superior sales skills make a difference. It is imperative that the Lead Conversion process is structured soundly and that the structure is adhered to by all involved in the process.
A key step in the Lead Conversion process is that aimed at establishing the prospective customer’s needs and wants. This is best done using a technique known as ‘conversational questioning’ where the customer is asked a series of information-seeking questions. This must be done in a polite, relaxed and friendly manner; if it becomes an interrogation the prospective customer will ‘turn off’ immediately. Once a salesperson understands a prospective customer's needs and wants it is much easier for them to make a sound product recommendation with the reasonable expectation that the recommendation will be accepted.
An SMB could improve its results by revitalising the structure of its Lead Conversion process and by making sure that the information-seeking questions used in it are effective and appropriate.
Client Relationships
Many businesses categorise their customers (A, B, C etc) and set their systems up to deliver a level of ‘service’ aligned with their rating of their customers. Sometimes, the only difference between A-class service and C-class service is the frequency of sales calls.
The flipside is that while the business is rating the customer the customer is rating the business; this rating could range from Preferred Supplier to Pain in the Neck. If the customer believes that the only time the business contacts them is when the business is looking for another sale they will rate the business accordingly.
An SMB could improve its results by working on non-sales ways to develop the relationship that they have with their customers. This will require finding ways to add value and to develop the ‘business friendship’ so as to move towards the prized Preferred Supplier rating.
(The up-coming post for Wednesday 31/12 is About Trial Closing. It's a short reminder of the value of this often-overlooked technique.)
This story illustrates a fundamental of SMB success. It also alerts us to opportunities for improvement; if we can improve our effectiveness in some or all of these 3 functions we can improve our sales results. With that in mind, let’s look a little closer.
Lead Generation
Obviously the purpose of this function is to generate leads. This can be done passively through advertising, unaddressed mail, direct mail etc. It can also be done pro-actively through networking, telemarketing, direct canvassing etc. The passive approach may be more appropriate in some industries and the pro-active approach may be more appropriate in others. However, as a general guide it is better to have a number of Lead Generation activities going on at any one time, some of them being active others being passive. This gives a better spread and also creates the opportunity for proportionately better results. This is to do with the fact that the more ways in which a prospective customer hears about your business the more credible your business will be in their eyes. For example, if Customer A hears about your business via some press advertising your business will achieve a certain level of credibility in their eyes. If Customer B hears about your business via some press adverting, then hears a radio advertisement and then receives a direct mail pack your business will achieve a much higher level of credibility. Assuming that your product is appropriate to both, it follows that Customer B will be more responsive to a sales approach.
A key component in any sales approach is the Offer made to the prospective customer; the more attractive the Offer is in the eyes of the prospective customer the more likely it will be that they will take it up.
An SMB could improve its results by adding one extra pro-active lead generation activity to its mix and by revamping the Offer made in its approach to make it more attractive to prospective customers.
Lead Conversion
This is where superior sales skills make a difference. It is imperative that the Lead Conversion process is structured soundly and that the structure is adhered to by all involved in the process.
A key step in the Lead Conversion process is that aimed at establishing the prospective customer’s needs and wants. This is best done using a technique known as ‘conversational questioning’ where the customer is asked a series of information-seeking questions. This must be done in a polite, relaxed and friendly manner; if it becomes an interrogation the prospective customer will ‘turn off’ immediately. Once a salesperson understands a prospective customer's needs and wants it is much easier for them to make a sound product recommendation with the reasonable expectation that the recommendation will be accepted.
An SMB could improve its results by revitalising the structure of its Lead Conversion process and by making sure that the information-seeking questions used in it are effective and appropriate.
Client Relationships
Many businesses categorise their customers (A, B, C etc) and set their systems up to deliver a level of ‘service’ aligned with their rating of their customers. Sometimes, the only difference between A-class service and C-class service is the frequency of sales calls.
The flipside is that while the business is rating the customer the customer is rating the business; this rating could range from Preferred Supplier to Pain in the Neck. If the customer believes that the only time the business contacts them is when the business is looking for another sale they will rate the business accordingly.
An SMB could improve its results by working on non-sales ways to develop the relationship that they have with their customers. This will require finding ways to add value and to develop the ‘business friendship’ so as to move towards the prized Preferred Supplier rating.
(The up-coming post for Wednesday 31/12 is About Trial Closing. It's a short reminder of the value of this often-overlooked technique.)
Friday, December 26, 2014
Questions and answers
Selling is not about telling; it is about asking the right questions, listening to the answers and then Showing well considered suggestions (or recommendations). The questioning process must not become an interrogation or your prospective customer will become defensive. The process must be conversational - relaxed but business-like.
Be sure that your questions are well structured to obtain both the facts and the feelings; start them with words like ‘What, Why, Where, Who, Which, When’ because these words elicit information. They also tend to keep the conversation going.
Watch your customer’s eyes and body language; they will tell you even more about their feelings regarding the points you raise in your questions.
Once you've finished your conversational questioning you'll know more about them and their needs, wants, preferences and prejudices. You are then in a better position to make a suggestion (or recommendation) that will be accepted by them.
(The up-coming post for Monday 29/12 is Is sales a circus? It's a light-hearted look at the three key aspects of a sound sales operation.)
Be sure that your questions are well structured to obtain both the facts and the feelings; start them with words like ‘What, Why, Where, Who, Which, When’ because these words elicit information. They also tend to keep the conversation going.
Watch your customer’s eyes and body language; they will tell you even more about their feelings regarding the points you raise in your questions.
Once you've finished your conversational questioning you'll know more about them and their needs, wants, preferences and prejudices. You are then in a better position to make a suggestion (or recommendation) that will be accepted by them.
(The up-coming post for Monday 29/12 is Is sales a circus? It's a light-hearted look at the three key aspects of a sound sales operation.)
Wednesday, December 24, 2014
Five mistakes to avoid in selling
Effective selling is about helping our prospective customers find solutions to their problems. This requires a customer-focused attitude. It’s possible for a salesperson to project as being self-focused; that is, more interested in solving their own problems than in helping solve the prospective customer’s problems. If a prospective customer senses that the salesperson they are talking to is self-focused they will turn off and go elsewhere.
Here are some of the mistakes self-focused salespeople make that lose them sales; avoid them.
Talking too much
Some salespeople believe that the more they talk the more likely it is that their prospective customer will buy (these are salespeople who admire “the gift of the gab”). They are wrong; the more the salesperson talks the more the conversation becomes a monologue and the more bored the prospective customer becomes. They will eventually ‘tune out’. Effective sales conversations are balanced and foster a two-way communication. This is a situation where less can be more; customer-focused salespeople know this and they take care not to hog the conversation.
Customer-focused salespeople also take care to structure and practise their sales presentation/demonstration to avoid verbosity while still retaining the zest they need to be effective. They constantly monitor the ‘talk ratio’ of their sales conversations to keep the conversations in balance.
Listening too little
Occasionally salespeople can be so intent on saying what they want to say that they fail to hear things that their prospective customer says. A customer’s comments will often indicate priorities and points of concern or interest that represent the key to the sale. However, because the comments aren’t heard the sales opportunity is walked past. Customer-focused sales people listen to their prospective customers because they know that the key to the sale is in the customer’s priorities, concerns and interests, not in the product or service that they sell.
Not asking sound questions
A sound question is a thought-provoking question that encourages the prospective customer to talk about their interests, concerns and priorities. This necessitates a ‘conversational questioning’ technique; not an interrogation. The ability to ask sound questions lies at the heart of sales success. The information sought may be about the prospective customer’s previous experience with similar products, services and/or suppliers. They may be about priorities, problems experienced, likes, dislikes and/or preferences.
Of course, having asked a question the customer-focused salesperson listens to the answer!
Not respecting the customer’s point of view
Self-focused salespeople try to sell the features of their product or service. Customer-focused salespeople try to sell the benefits that their product’s features provide. Customer-focused salespeople also recognise that not all benefits appeal to all customers. Therefore, they use their ‘conversational questioning’ to gain an understanding of the customer’s needs and wants and tailor the presentation/demonstration sequence accordingly. In this way they show respect for the customer’s point of view and avoid talking about benefits that have no appeal to that particular customer.
They have poor manners
Good manners are at the centre of good Human Relations skills. Good Human Relations skills are at the centre of good sales skills. Put another way a salesperson with poor manners will never achieve the results that they may otherwise achieve. This means that we must remember to use the magic words “Please” and “Thank you” - even if it’s considered uncool in some circles. It means using the other person’s name (appropriately that is – don’t overdo it) in the sales conversation. It also extends to things like being on time and avoiding interrupting others when they are speaking.
(The up-coming post for Friday 26/12 is Questions and answers. It's a further short reminder about 'conversational' questioning.)
Here are some of the mistakes self-focused salespeople make that lose them sales; avoid them.
Talking too much
Some salespeople believe that the more they talk the more likely it is that their prospective customer will buy (these are salespeople who admire “the gift of the gab”). They are wrong; the more the salesperson talks the more the conversation becomes a monologue and the more bored the prospective customer becomes. They will eventually ‘tune out’. Effective sales conversations are balanced and foster a two-way communication. This is a situation where less can be more; customer-focused salespeople know this and they take care not to hog the conversation.
Customer-focused salespeople also take care to structure and practise their sales presentation/demonstration to avoid verbosity while still retaining the zest they need to be effective. They constantly monitor the ‘talk ratio’ of their sales conversations to keep the conversations in balance.
Listening too little
Occasionally salespeople can be so intent on saying what they want to say that they fail to hear things that their prospective customer says. A customer’s comments will often indicate priorities and points of concern or interest that represent the key to the sale. However, because the comments aren’t heard the sales opportunity is walked past. Customer-focused sales people listen to their prospective customers because they know that the key to the sale is in the customer’s priorities, concerns and interests, not in the product or service that they sell.
Not asking sound questions
A sound question is a thought-provoking question that encourages the prospective customer to talk about their interests, concerns and priorities. This necessitates a ‘conversational questioning’ technique; not an interrogation. The ability to ask sound questions lies at the heart of sales success. The information sought may be about the prospective customer’s previous experience with similar products, services and/or suppliers. They may be about priorities, problems experienced, likes, dislikes and/or preferences.
Of course, having asked a question the customer-focused salesperson listens to the answer!
Not respecting the customer’s point of view
Self-focused salespeople try to sell the features of their product or service. Customer-focused salespeople try to sell the benefits that their product’s features provide. Customer-focused salespeople also recognise that not all benefits appeal to all customers. Therefore, they use their ‘conversational questioning’ to gain an understanding of the customer’s needs and wants and tailor the presentation/demonstration sequence accordingly. In this way they show respect for the customer’s point of view and avoid talking about benefits that have no appeal to that particular customer.
They have poor manners
Good manners are at the centre of good Human Relations skills. Good Human Relations skills are at the centre of good sales skills. Put another way a salesperson with poor manners will never achieve the results that they may otherwise achieve. This means that we must remember to use the magic words “Please” and “Thank you” - even if it’s considered uncool in some circles. It means using the other person’s name (appropriately that is – don’t overdo it) in the sales conversation. It also extends to things like being on time and avoiding interrupting others when they are speaking.
(The up-coming post for Friday 26/12 is Questions and answers. It's a further short reminder about 'conversational' questioning.)
Monday, December 22, 2014
Use your Positive Points of Difference
In what ways do you differ from (or are you better than) your competitors?
One of the questions your prospective customers will have in mind is ‘Why should I deal with this person/ business and not one of the others I can choose from?’ While your customers may not ask you this question directly they will ask themselves. Because of this you must have an absolutely clear understanding of the answer.
This means identifying your positive Points of Difference and using them as selling points in your sales process; ideally as part of the initial Engage step (if you use the EASE four-step sales format).
A word of warning – never criticise your competitors; don’t even refer to them by name. Simply identify and present your own positive points.
(The up-coming post for Wednesday 24/12 is Five mistakes to avoid in selling. It's about five of the traps that self-focused salespeople fall for that lose them sales.)
One of the questions your prospective customers will have in mind is ‘Why should I deal with this person/ business and not one of the others I can choose from?’ While your customers may not ask you this question directly they will ask themselves. Because of this you must have an absolutely clear understanding of the answer.
This means identifying your positive Points of Difference and using them as selling points in your sales process; ideally as part of the initial Engage step (if you use the EASE four-step sales format).
A word of warning – never criticise your competitors; don’t even refer to them by name. Simply identify and present your own positive points.
(The up-coming post for Wednesday 24/12 is Five mistakes to avoid in selling. It's about five of the traps that self-focused salespeople fall for that lose them sales.)
Friday, December 19, 2014
It's important to Qualify
No matter what your product or service it's always important to Qualify your prospective customers. (This applies regardless of who made the initial contact - them or you.)
The better your qualifying the less time you waste trying to sell to non-prospects.
There are three primary aspects to Qualifying; they are time frame, budget and real decision-maker. You must find out how much of a hurry your customer is in, you must know if they have a realistic budget in mind (and available for purchase) and you must know how and by whom the buying decision will be made.
The best way to Qualify is to ask the right questions at the right time; some simple examples are
> What sort of time frame do you have in mind with this......?
> What sort of budget do you have in mind for this......?
> How are decisions like this normally made at Your Company?
> Is there anyone, apart from yourself, who needs to OK this?
Admittedly it sometimes takes courage to ask these sorts of questions. However, the more often you ask them the better the better will be your sales results.
(The up-coming post for Monday 22/12 is Use your Positive Points of Difference. It's about Positive Points of Difference; how to identify them and how to use them.)
The better your qualifying the less time you waste trying to sell to non-prospects.
There are three primary aspects to Qualifying; they are time frame, budget and real decision-maker. You must find out how much of a hurry your customer is in, you must know if they have a realistic budget in mind (and available for purchase) and you must know how and by whom the buying decision will be made.
The best way to Qualify is to ask the right questions at the right time; some simple examples are
> What sort of time frame do you have in mind with this......?
> What sort of budget do you have in mind for this......?
> How are decisions like this normally made at Your Company?
> Is there anyone, apart from yourself, who needs to OK this?
Admittedly it sometimes takes courage to ask these sorts of questions. However, the more often you ask them the better the better will be your sales results.
(The up-coming post for Monday 22/12 is Use your Positive Points of Difference. It's about Positive Points of Difference; how to identify them and how to use them.)
Wednesday, December 17, 2014
Getting your customers to think past 'price'
One of the challenges a salesperson must accept is that of giving their customers reasons to think past 'price' when helping them make a buying decision. A salesperson who fails to do this may leave their customer with only one criterion to use – price.
(This is an important concept to get. A business can’t afford to always be the cheapest; if it does it’s almost certain that it will go broke.)
There are several ways to make dealing with this challenge easier. One of these is to remember that most buying decisions have an emotional element to them. For example, think back to the last time you, knowingly, paid a higher price to deal with someone you liked. (The lesson here for salespeople is to be likeable. This doesn’t mean being fake or phoney but it does mean being the most likeable person you can be.)
Apart from this, what else can you do?
Firstly, you should take the trouble to identify the reasons, apart from price, why a customer should deal with you. This means thinking about what you offer to prospective customers from their point of view. As you do this you need to remember that there are two aspects to what you offer; they are the product or service itself and the ways in which it is supplied, delivered or backed-up (let’s call these the fringe benefits).
Secondly, you should make the customer aware of those reasons whether they ask you or not.
One way to do this is, when you are meeting with a prospective customer for the first time, to point out these reasons in a pre-emptive strike. This is easily done as part of the initial introduction of your company.
For example, as part of your introduction, make a statement like
‘Mr/s Customer, at XYZ we are proud of what we do and how we do it. We also believe that we do things differently. Can I show you what I mean?
In addition to quality products (or a quality service) we provide ………’ (here you outline the fringe benefits; being the reasons, apart from price, why the customer should deal with you).
Having done this you can then move on in your sales process to find out more about your customer’s situation and their needs and wants.
Another advantage of this pre-emptive technique is that it will make dealing with a Price Objection easier if one arises later.
(The up-post for Friday 19/12 is It's important to Qualify. It's a short reminder of the importance of qualifying in the sales process.)
(This is an important concept to get. A business can’t afford to always be the cheapest; if it does it’s almost certain that it will go broke.)
There are several ways to make dealing with this challenge easier. One of these is to remember that most buying decisions have an emotional element to them. For example, think back to the last time you, knowingly, paid a higher price to deal with someone you liked. (The lesson here for salespeople is to be likeable. This doesn’t mean being fake or phoney but it does mean being the most likeable person you can be.)
Apart from this, what else can you do?
Firstly, you should take the trouble to identify the reasons, apart from price, why a customer should deal with you. This means thinking about what you offer to prospective customers from their point of view. As you do this you need to remember that there are two aspects to what you offer; they are the product or service itself and the ways in which it is supplied, delivered or backed-up (let’s call these the fringe benefits).
Secondly, you should make the customer aware of those reasons whether they ask you or not.
One way to do this is, when you are meeting with a prospective customer for the first time, to point out these reasons in a pre-emptive strike. This is easily done as part of the initial introduction of your company.
For example, as part of your introduction, make a statement like
‘Mr/s Customer, at XYZ we are proud of what we do and how we do it. We also believe that we do things differently. Can I show you what I mean?
In addition to quality products (or a quality service) we provide ………’ (here you outline the fringe benefits; being the reasons, apart from price, why the customer should deal with you).
Having done this you can then move on in your sales process to find out more about your customer’s situation and their needs and wants.
Another advantage of this pre-emptive technique is that it will make dealing with a Price Objection easier if one arises later.
(The up-post for Friday 19/12 is It's important to Qualify. It's a short reminder of the importance of qualifying in the sales process.)
Monday, December 15, 2014
How good are your sales activity records?
The Law of Cause and Effect is paramount in sales and marketing. Translated this means that for every good effect (or result) there was a good cause (or action) if not a series of them. The only way to identify which actions lead to good results is to keep accurate sales activity records.
This means recording things like the source of leads, the number of sales calls made (or taken), the number of presentations/ demonstrations made, the number of sales made and their value and analysing those records on a regular basis. A spreadsheet is the ideal way to this; it is easy and it is accurate.
Obviously, the more accurate your activity records are the better the insights you get from them into ways to improve your results.).
(The up-coming post for Wednesday 17/12 is Getting your customers to think past 'price'. It's about price-buyers and value-buyers and how deal with them.)
This means recording things like the source of leads, the number of sales calls made (or taken), the number of presentations/ demonstrations made, the number of sales made and their value and analysing those records on a regular basis. A spreadsheet is the ideal way to this; it is easy and it is accurate.
Obviously, the more accurate your activity records are the better the insights you get from them into ways to improve your results.).
(The up-coming post for Wednesday 17/12 is Getting your customers to think past 'price'. It's about price-buyers and value-buyers and how deal with them.)
Friday, December 12, 2014
Get your target right
Marketing costs money and time. With this in mind it is imperative to market in a targeted fashion. The best analogy is ‘use a sniper’s rifle not a shotgun’.
Effective targeting means deciding which segments of your market would receive best value from using your product or service. It is likely that some of the identified segments will not be able to afford your product and should therefore be ignored. This leaves you to focus on those who can best afford your product. Through testing establish what methods (and mediums) work best in establishing contact with the target group.
Regularly re-evaluate the market to keep up with trends and to enable you to ‘fine tune’ your system and keep your sights on the best targets.
(The up-coming post for Monday 16/12 is How good are your sales activity records? It's about keeping the right records for the right reasons.)
Effective targeting means deciding which segments of your market would receive best value from using your product or service. It is likely that some of the identified segments will not be able to afford your product and should therefore be ignored. This leaves you to focus on those who can best afford your product. Through testing establish what methods (and mediums) work best in establishing contact with the target group.
Regularly re-evaluate the market to keep up with trends and to enable you to ‘fine tune’ your system and keep your sights on the best targets.
(The up-coming post for Monday 16/12 is How good are your sales activity records? It's about keeping the right records for the right reasons.)
Wednesday, December 10, 2014
Maintaining motivation
One of the challenges in running a successful business is that of maintaining a high level of motivation. This applies to all functions in the business, especially the sales and marketing function.
What can we do when the level of motivation drops? How can we get the excitement and drive back?
Here’s an analogy that may help. Visualise setting a fire in an open fireplace. What do we do? We assemble the items we need; some large bits of wood such as firewood, some kindling, some newspaper and a box of matches. Then we probably crunch up the newspaper and put it in the fireplace, place kindling on top of that and put the firewood carefully on top of the kindling so as not to crush our carefully prepared pile. We then strike a match, light the newspaper and cross our fingers.
If all works out we soon have a fire crackling away. All we need to do now is to give the fire an occasional stir and keep topping up the firewood. That is until we let the fire go out; then we have to start again.
What has this got to do with maintaining motivation? In this analogy the firewood, the kindling and the newspaper represent our various goals. Some goals are short-term others are longer-term. Some goals relate to business (or work); others relate to our personal life. Some goals are simple and easy to achieve; others are more substantial and more difficult to achieve.
Our goals are meant to ‘fire us up’ and keep us motivated. At least that’s the theory. We know, however, that the newspaper is not going to light itself and thereby get the fire going – we need some matches!
The matches in the analogy represent inspiration. Inspiration is not motivation. It can be said that all effective motivation is self-motivation and comes from our drive to achieve our individual goals. (It can also be said that we can be responsible for the motivation level of only one person – ourselves.)
Most often inspiration is a gift that comes from outside us. It may come from a book or a newspaper or magazine article; it may come from a TV program or a movie. It may come from a chance conversation with a stranger or a discussion with a work colleague, close friend or family member. In other words it may come from any encounter with the world outside us.
Unfortunately, looking for inspiration can be like chasing the ‘butterfly of happiness’. The more we chase it the more it eludes us. If we stop chasing it the butterfly may come and sit on our shoulder – and so it is with inspiration. If we keep an open mind about what we watch, read and the people we interact with inspiration will often come to us. When we recognise that something has inspired us we are wise to ‘capture’ it for re-use in the future. By doing this we can build up a personal collection of inspirational material (our own special box of matches!).
How can this help you get better sales and marketing results in your business?
Here are some suggestions –
Firstly, understand that, because we are human, it’s possible for our fire to go out. The important thing is to recognise it when it happens and to do something about re-lighting it. This applies to any staff we may have as much as it applies to ourselves.
Secondly, recognise how important it is for people to have clear goals. This is because our goals will provide the fuel for the long haul in life; this also is as important for our staff as it is to us. Each individual should be encouraged to identify and set their own goals; their goals should cover both the personal and the business (or work) aspects of life. If a person’s fire goes out one of the first things to be done is for them to review their goals and ensure that they are still important and appropriate.
Thirdly, appreciate the importance of inspiration. Be open to inspirational experiences - seek out inspirational people. Also, let’s face it, some people are positively dis-inspirational and should be avoided at all costs! When something inspires us we should recognise it and accept the gift. We should then, if possible, put it in our special box of matches just in case we need it in the future.
Fairly simple really.
(The up-coming post for Friday 12/12 is Get your target right. It's a reminder about the importance of setting your marketing sights carefully.)
What can we do when the level of motivation drops? How can we get the excitement and drive back?
Here’s an analogy that may help. Visualise setting a fire in an open fireplace. What do we do? We assemble the items we need; some large bits of wood such as firewood, some kindling, some newspaper and a box of matches. Then we probably crunch up the newspaper and put it in the fireplace, place kindling on top of that and put the firewood carefully on top of the kindling so as not to crush our carefully prepared pile. We then strike a match, light the newspaper and cross our fingers.
If all works out we soon have a fire crackling away. All we need to do now is to give the fire an occasional stir and keep topping up the firewood. That is until we let the fire go out; then we have to start again.
What has this got to do with maintaining motivation? In this analogy the firewood, the kindling and the newspaper represent our various goals. Some goals are short-term others are longer-term. Some goals relate to business (or work); others relate to our personal life. Some goals are simple and easy to achieve; others are more substantial and more difficult to achieve.
Our goals are meant to ‘fire us up’ and keep us motivated. At least that’s the theory. We know, however, that the newspaper is not going to light itself and thereby get the fire going – we need some matches!
The matches in the analogy represent inspiration. Inspiration is not motivation. It can be said that all effective motivation is self-motivation and comes from our drive to achieve our individual goals. (It can also be said that we can be responsible for the motivation level of only one person – ourselves.)
Most often inspiration is a gift that comes from outside us. It may come from a book or a newspaper or magazine article; it may come from a TV program or a movie. It may come from a chance conversation with a stranger or a discussion with a work colleague, close friend or family member. In other words it may come from any encounter with the world outside us.
Unfortunately, looking for inspiration can be like chasing the ‘butterfly of happiness’. The more we chase it the more it eludes us. If we stop chasing it the butterfly may come and sit on our shoulder – and so it is with inspiration. If we keep an open mind about what we watch, read and the people we interact with inspiration will often come to us. When we recognise that something has inspired us we are wise to ‘capture’ it for re-use in the future. By doing this we can build up a personal collection of inspirational material (our own special box of matches!).
How can this help you get better sales and marketing results in your business?
Here are some suggestions –
Firstly, understand that, because we are human, it’s possible for our fire to go out. The important thing is to recognise it when it happens and to do something about re-lighting it. This applies to any staff we may have as much as it applies to ourselves.
Secondly, recognise how important it is for people to have clear goals. This is because our goals will provide the fuel for the long haul in life; this also is as important for our staff as it is to us. Each individual should be encouraged to identify and set their own goals; their goals should cover both the personal and the business (or work) aspects of life. If a person’s fire goes out one of the first things to be done is for them to review their goals and ensure that they are still important and appropriate.
Thirdly, appreciate the importance of inspiration. Be open to inspirational experiences - seek out inspirational people. Also, let’s face it, some people are positively dis-inspirational and should be avoided at all costs! When something inspires us we should recognise it and accept the gift. We should then, if possible, put it in our special box of matches just in case we need it in the future.
Fairly simple really.
(The up-coming post for Friday 12/12 is Get your target right. It's a reminder about the importance of setting your marketing sights carefully.)
Monday, December 8, 2014
Features and Benefits revisited
Customers don’t buy products or services, they buy the benefits that a product or service provides. If you have been focusing on your product or service when selling to your customers (and not focusing on the benefits that your product or service provides) you have been compromising your sales results.
An ideal way to fix this is to do (or re-do) a Features and Benefits analysis for each of your major products.
Take some sheets of paper (one sheet per product) and draw a vertical line down each sheet in such a way as to give two columns of about the same size. Head the left column of each sheet Features and the right column Benefits. Under the Features heading list ‘bullet-point’ fashion the various features of the product; then under the Benefits heading describe the benefits that each of these features provide your customers.
Now you can concentrate on talking benefit-speak not product-speak when talking with prospective customers.
(The up-coming post for Wednesday 10/12 is Maintaining motivation. It's about some of the things we can do to maintain our personal motivation over the long term.)
An ideal way to fix this is to do (or re-do) a Features and Benefits analysis for each of your major products.
Take some sheets of paper (one sheet per product) and draw a vertical line down each sheet in such a way as to give two columns of about the same size. Head the left column of each sheet Features and the right column Benefits. Under the Features heading list ‘bullet-point’ fashion the various features of the product; then under the Benefits heading describe the benefits that each of these features provide your customers.
Now you can concentrate on talking benefit-speak not product-speak when talking with prospective customers.
(The up-coming post for Wednesday 10/12 is Maintaining motivation. It's about some of the things we can do to maintain our personal motivation over the long term.)
Friday, December 5, 2014
Plan for focus
The value in setting up a written plan is not simply in the writing; it is in the thinking you have to do before you can do the writing - and the focus that process provides. There are a number of templates available to help business-people write their own Sales and Marketing Plan. However, whatever structure you use make sure that you retain ownership of the plan; also make sure that it leads you to written, time-bounded Action Plans and not simply to a number of vague, general statements of your objectives.
Having written your Plan don’t throw it into a filing cabinet and forget it - it is meant to be a dynamic document. Keep your plan alive by referring to it regularly and keeping it current.
(The up-coming post for Monday 8/12 is Features and Benefits re-visited. It's a timely reminder of one of the most simple and useful selling concepts ever developed.)
Having written your Plan don’t throw it into a filing cabinet and forget it - it is meant to be a dynamic document. Keep your plan alive by referring to it regularly and keeping it current.
(The up-coming post for Monday 8/12 is Features and Benefits re-visited. It's a timely reminder of one of the most simple and useful selling concepts ever developed.)
Wednesday, December 3, 2014
About EASE
Most business-owners and salespeople recognise the benefits that flow from using a pre-determined step-by-step format when conducting sales discussions with customers.
These benefits include improved results for the business and the saving of time (for both the customer and the salesperson). It also leaves the customer with a positive impression of the business; we have all endured the unsettling experience of dealing with a salesperson who gave the impression of not knowing what they were doing.
Given that the essence of good selling is helping customers get what they want, any decision-making regarding the format to be followed should be preceded by a review of some sales basics concerning why customers purchase anything.
Firstly, customers are people – they have needs and wants. Generally, needs are logic-based and wants are feeling-based. Most human activity is aimed at satisfying those needs and wants; this includes the making of purchases.
Secondly, when people make purchases they buy ‘benefit packages’. The benefits in the package are provided by the features of the product they purchase.
(Put another way, products have features; features provide benefit packages; customers buy benefit packages to satisfy their needs and wants.)
Thirdly, not all customers have the same needs and wants. This means that the benefit package that appeals to customer A will not necessarily appeal to customer B; however, another benefit package may.
The EASE sales format is structured with these basics in mind. It is designed to help the salesperson clarify the customer’s needs and wants before trying to ‘sell’ the product. It also helps ensure that any subsequent ‘selling’ done by the salesperson is aimed at satisfying those needs and wants.
If you are seeking improved sales results the following explanation of the four steps of EASE will help. (Remember, when using EASE it is very important to follow the steps in exact order; even if your sales process requires more than one meeting.)
Step 1 – Engage the customer
The purpose of this step is to build on the initial greeting and help you develop rapport so that relaxed and open communication can take place. This can be done using small talk (maybe around mutual interest, mutual friend or referral if appropriate).
If you set up the meeting it may be necessary for you to establish your own credibility and that of your company (and, maybe, explain the agenda for the meeting).
A good way to lead into this is to ask ‘Do you mind if I tell you a little about Our Business?’ Assuming that your customer consents, you can then give a very brief introduction of your company (and the Positive Points of Difference that you enjoy).
After doing this, and answering any questions the customer may have, you can then ask ‘Do you mind if I ask you about Your Business?’
This provides a perfect gear change to the next step.
Step 2 – Ask ‘conversational questions’ to clarify your customer’s needs and wants
This is also about provoking indications of concern or interest. These will enable you to understand more about your customer’s needs and wants and where they’re ‘coming from’. You can then clarify in your own mind the ‘benefit package’ for your product that will have most appeal.
Use the ‘conversational questioning’ technique. Start with ‘soft’, easy-to-answer questions about them and their business; then gradually make your questions more searching. As you do this, you can find out about their current position and usage, likes and dislikes, what they want, advantages they may be seeking, past experiences with similar products or suppliers, other ideas they have.
You can also use the conversational questioning technique to qualify them as to budget and timeframe as well as to confirm the identity of the real decision-maker.
Avoid using Yes/No questions; instead use Information-seeking questions that start with words like what, when, where, who, how, and why. Make sure to tune in to the customer’s tone of voice and body language; they are key indicators of the customer’s depth of feeling about their responses to your questions.
This step is the engine room of the sales process; the questions you use must be planned and well rehearsed.
Step 3 – Suggest (sometimes Show)
This is about suggesting a course of action to your customer designed to satisfy their needs and wants (and, hopefully, make a sale).
These suggestions can only be properly made if you have done a good job in Step 2.
As you present your suggestion tie its benefits to their needs and wants. Ask questions as you go to check your progress and be alert for buying signals.
Step 4 – Encourage purchase with a ‘closing’ question
The purpose of this step is to encourage the customer to ‘buy’ your suggestion. It’s OK to do this because you have taken care to ensure that your suggestion is appropriate to their needs and wants.
A good method to use here is the ‘either or’ technique. This involves asking a final, closing question that gives your customer an alternative, both of which lead to a sale (avoid confusion by creating a choice between two options only).
Try to build your ‘either or’ around a decision that the customer will need to make anyhow; it can be based on package options, colour, price, delivery time, payment method and so on.
Having asked the closing question remember to ‘shut up’ and wait for the answer.
(The up-coming post for Friday 5/12 is Plan for focus. It's a short reminder about the main benefit of having a sound plan.)
These benefits include improved results for the business and the saving of time (for both the customer and the salesperson). It also leaves the customer with a positive impression of the business; we have all endured the unsettling experience of dealing with a salesperson who gave the impression of not knowing what they were doing.
Given that the essence of good selling is helping customers get what they want, any decision-making regarding the format to be followed should be preceded by a review of some sales basics concerning why customers purchase anything.
Firstly, customers are people – they have needs and wants. Generally, needs are logic-based and wants are feeling-based. Most human activity is aimed at satisfying those needs and wants; this includes the making of purchases.
Secondly, when people make purchases they buy ‘benefit packages’. The benefits in the package are provided by the features of the product they purchase.
(Put another way, products have features; features provide benefit packages; customers buy benefit packages to satisfy their needs and wants.)
Thirdly, not all customers have the same needs and wants. This means that the benefit package that appeals to customer A will not necessarily appeal to customer B; however, another benefit package may.
The EASE sales format is structured with these basics in mind. It is designed to help the salesperson clarify the customer’s needs and wants before trying to ‘sell’ the product. It also helps ensure that any subsequent ‘selling’ done by the salesperson is aimed at satisfying those needs and wants.
If you are seeking improved sales results the following explanation of the four steps of EASE will help. (Remember, when using EASE it is very important to follow the steps in exact order; even if your sales process requires more than one meeting.)
Step 1 – Engage the customer
The purpose of this step is to build on the initial greeting and help you develop rapport so that relaxed and open communication can take place. This can be done using small talk (maybe around mutual interest, mutual friend or referral if appropriate).
If you set up the meeting it may be necessary for you to establish your own credibility and that of your company (and, maybe, explain the agenda for the meeting).
A good way to lead into this is to ask ‘Do you mind if I tell you a little about Our Business?’ Assuming that your customer consents, you can then give a very brief introduction of your company (and the Positive Points of Difference that you enjoy).
After doing this, and answering any questions the customer may have, you can then ask ‘Do you mind if I ask you about Your Business?’
This provides a perfect gear change to the next step.
Step 2 – Ask ‘conversational questions’ to clarify your customer’s needs and wants
This is also about provoking indications of concern or interest. These will enable you to understand more about your customer’s needs and wants and where they’re ‘coming from’. You can then clarify in your own mind the ‘benefit package’ for your product that will have most appeal.
Use the ‘conversational questioning’ technique. Start with ‘soft’, easy-to-answer questions about them and their business; then gradually make your questions more searching. As you do this, you can find out about their current position and usage, likes and dislikes, what they want, advantages they may be seeking, past experiences with similar products or suppliers, other ideas they have.
You can also use the conversational questioning technique to qualify them as to budget and timeframe as well as to confirm the identity of the real decision-maker.
Avoid using Yes/No questions; instead use Information-seeking questions that start with words like what, when, where, who, how, and why. Make sure to tune in to the customer’s tone of voice and body language; they are key indicators of the customer’s depth of feeling about their responses to your questions.
This step is the engine room of the sales process; the questions you use must be planned and well rehearsed.
Step 3 – Suggest (sometimes Show)
This is about suggesting a course of action to your customer designed to satisfy their needs and wants (and, hopefully, make a sale).
These suggestions can only be properly made if you have done a good job in Step 2.
As you present your suggestion tie its benefits to their needs and wants. Ask questions as you go to check your progress and be alert for buying signals.
Step 4 – Encourage purchase with a ‘closing’ question
The purpose of this step is to encourage the customer to ‘buy’ your suggestion. It’s OK to do this because you have taken care to ensure that your suggestion is appropriate to their needs and wants.
A good method to use here is the ‘either or’ technique. This involves asking a final, closing question that gives your customer an alternative, both of which lead to a sale (avoid confusion by creating a choice between two options only).
Try to build your ‘either or’ around a decision that the customer will need to make anyhow; it can be based on package options, colour, price, delivery time, payment method and so on.
Having asked the closing question remember to ‘shut up’ and wait for the answer.
(The up-coming post for Friday 5/12 is Plan for focus. It's a short reminder about the main benefit of having a sound plan.)
Monday, December 1, 2014
A few cold calling tips
Although some of the tips it contains are applicable to face-to-face cold calling this post is mainly about cold calling by telephone. Very few salespeople enjoy cold calling of either sort; however there is no substitute for pro-activity in sales so we simply have to toughen up and get on with the job.
Here are a few tips that may help you get better results from your cold calling -
Schedule your phoning sessions
Set aside specific time slots in your working week for your cold calling sessions. My observation is that, if a salesperson can achieve 8-10 hours of phoning time each week, they will generate enough appointments and follow-ups to consistently keep themselves busy. Work out for yourself how many hours you need to do. Don't try to do all these in one huge session - you'll get tired, your 'knife' will get blunt and results will suffer; break the required total hours in to at least 5 sessions.
Don't allow your phoning sessions to be interrupted
Shut your door (if you have one). Put up a 'Do Not Disturb' sign if you have to. Develop in yourself (and your work colleagues) the attitude that, during your phoning sessions, nothing, but nothing, is more important. Except maybe if your building catches on fire!
I realise that this is not an easy thing to do. However, if you can do it you will get maximum return for your cold calling time.
Develop a script
Scripts are sometimes seen as being old-fashioned in some quarters but, to me, the advantages they provide far out-weigh any of their negative aspects.
When you develop your script talk to other, more experienced and more successful salespeople and get their input.
Remember that one of the key benefits of using a well-designed script is that you don't need to worry about what you are going to say (you already know that) - so you can focus your attention on your prospective customer and what they are saying.
Include answers to Stalls in your script. It's natural for prospects to 'stall' when being cold-called so we shouldn't be surprised when they do. When designing your script include answers to the stalls you receive most often.
A final benefit of a well-designed script is that it will lead you to an effective 'close'.
Rehearse, rehearse, rehearse
It's important that you get used to the sound of your own voice saying the words of your script - it's part of taking ownership of it.
With that in mind get plenty of rehearsal time - especially with your answers to the stalls. One good way to do this is to enlist the help of a work colleague to play the part of the prospective customer. It may be appropriate to take it turn-and-turn-about.
Keep good activity records
Activity records are the match stats of the sales game. Activities I suggest you count, as a minimum. are tries (the number of times you pick up the phone and dial a prospective customer's number - whether the phone is answered or not), contacts (when you talk to the person you want to talk to) and appointments booked. These numbers will give you a good handle on your effectiveness and also to spot any significant variation over time.
(Sometimes I've been asked about the advisability of counting tries. My response is that the picking up of the phone hand piece and the dialling of the number is the hardest part of the process and deserves to be counted.)
Don't wait until you feel like it
Being human we can sometimes put off our phoning until we feel like doing it. Two things to remember here are (1) we rarely feel like doing it and (2) the first call is the hardest - once that's done the rest is easy.
(The up-coming post for Wednesday 3/12 is About EASE. It's about the easy-to-use EASE sales format.)
Here are a few tips that may help you get better results from your cold calling -
Schedule your phoning sessions
Set aside specific time slots in your working week for your cold calling sessions. My observation is that, if a salesperson can achieve 8-10 hours of phoning time each week, they will generate enough appointments and follow-ups to consistently keep themselves busy. Work out for yourself how many hours you need to do. Don't try to do all these in one huge session - you'll get tired, your 'knife' will get blunt and results will suffer; break the required total hours in to at least 5 sessions.
Don't allow your phoning sessions to be interrupted
Shut your door (if you have one). Put up a 'Do Not Disturb' sign if you have to. Develop in yourself (and your work colleagues) the attitude that, during your phoning sessions, nothing, but nothing, is more important. Except maybe if your building catches on fire!
I realise that this is not an easy thing to do. However, if you can do it you will get maximum return for your cold calling time.
Develop a script
Scripts are sometimes seen as being old-fashioned in some quarters but, to me, the advantages they provide far out-weigh any of their negative aspects.
When you develop your script talk to other, more experienced and more successful salespeople and get their input.
Remember that one of the key benefits of using a well-designed script is that you don't need to worry about what you are going to say (you already know that) - so you can focus your attention on your prospective customer and what they are saying.
Include answers to Stalls in your script. It's natural for prospects to 'stall' when being cold-called so we shouldn't be surprised when they do. When designing your script include answers to the stalls you receive most often.
A final benefit of a well-designed script is that it will lead you to an effective 'close'.
Rehearse, rehearse, rehearse
It's important that you get used to the sound of your own voice saying the words of your script - it's part of taking ownership of it.
With that in mind get plenty of rehearsal time - especially with your answers to the stalls. One good way to do this is to enlist the help of a work colleague to play the part of the prospective customer. It may be appropriate to take it turn-and-turn-about.
Keep good activity records
Activity records are the match stats of the sales game. Activities I suggest you count, as a minimum. are tries (the number of times you pick up the phone and dial a prospective customer's number - whether the phone is answered or not), contacts (when you talk to the person you want to talk to) and appointments booked. These numbers will give you a good handle on your effectiveness and also to spot any significant variation over time.
(Sometimes I've been asked about the advisability of counting tries. My response is that the picking up of the phone hand piece and the dialling of the number is the hardest part of the process and deserves to be counted.)
Don't wait until you feel like it
Being human we can sometimes put off our phoning until we feel like doing it. Two things to remember here are (1) we rarely feel like doing it and (2) the first call is the hardest - once that's done the rest is easy.
(The up-coming post for Wednesday 3/12 is About EASE. It's about the easy-to-use EASE sales format.)
Friday, November 28, 2014
Shut up! - and sell more
Many salespeople think that the more they talk the more they will sell.
Not necessarily so!
There are times during a sales discussion, presentation or demonstration when silence helps advance the sale.
Here are three such times -
(1) When your prospective customer is answering your questions. You need to ask conversational questions in order to get a handle on your customer's needs, wants, preferences and prejudices. Don't jump in too soon. Create a second or two of silence to let them finish. Remember that the best information often comes at the end of the answer.
(2) When answering your customer's questions. Don't move on too soon. Use a silence to encourage them to ask a follow-up question. Remember that a customer's questions are indicators of areas of concern or interest - they are to be encouraged.
(3) Immediately after asking the Final Close question. It sounds tough but you must allow your customer to decide in silence. If you talk the moment will be lost, maybe forever. (Remember also that if you have used Trial Closes on the way through your discussion you know with maybe 90% certainty what the answer will be.)
In summary. Don't be afraid of silence in selling - used appropriately and carefully it can be a great assistant.
(The up-coming post for Monday 1/12 is A few cold calling tips. It about ways to get better results from your cold calling efforts.)
Not necessarily so!
There are times during a sales discussion, presentation or demonstration when silence helps advance the sale.
Here are three such times -
(1) When your prospective customer is answering your questions. You need to ask conversational questions in order to get a handle on your customer's needs, wants, preferences and prejudices. Don't jump in too soon. Create a second or two of silence to let them finish. Remember that the best information often comes at the end of the answer.
(2) When answering your customer's questions. Don't move on too soon. Use a silence to encourage them to ask a follow-up question. Remember that a customer's questions are indicators of areas of concern or interest - they are to be encouraged.
(3) Immediately after asking the Final Close question. It sounds tough but you must allow your customer to decide in silence. If you talk the moment will be lost, maybe forever. (Remember also that if you have used Trial Closes on the way through your discussion you know with maybe 90% certainty what the answer will be.)
In summary. Don't be afraid of silence in selling - used appropriately and carefully it can be a great assistant.
(The up-coming post for Monday 1/12 is A few cold calling tips. It about ways to get better results from your cold calling efforts.)
Wednesday, November 26, 2014
Time management and selling
At one level at least, the results you achieve as a salesperson reflect your ability to manage your time effectively.
Obviously, the more time you spend in front of prospective customers 'selling' the more you will sell. It stands to reason therefore that, as a salesperson, you should maximise the amount of time you spend in front of customers selling.
This is a matter of simple time allocation.
Given that sales appointments don't always make themselves there also needs to be sufficient time allocated to the task of setting up sales appointments - whether this be done by phone or face-to-face.
The best way to ensure that this vital time allocation is done is to employ the Ideal Week concept where you divide your activities into two categories - 'key' and 'secondary'. (Your key activities should include, as a minimum the setting-up and holding of sales appointments; there may be others, there may not be.)
You then allocate your key activities to specific time slots each week on a regular basis - they become absolute priorities.
Having allocated time slots to the key activities make your secondary activities fit in around the key activities.
Then stick to your plan - don't let your secondary activities get in the way of your key activities.
(The up-coming post for Friday 28/11 is Shut up! - and sell more. It's about the value of silence in selling.)
Obviously, the more time you spend in front of prospective customers 'selling' the more you will sell. It stands to reason therefore that, as a salesperson, you should maximise the amount of time you spend in front of customers selling.
This is a matter of simple time allocation.
Given that sales appointments don't always make themselves there also needs to be sufficient time allocated to the task of setting up sales appointments - whether this be done by phone or face-to-face.
The best way to ensure that this vital time allocation is done is to employ the Ideal Week concept where you divide your activities into two categories - 'key' and 'secondary'. (Your key activities should include, as a minimum the setting-up and holding of sales appointments; there may be others, there may not be.)
You then allocate your key activities to specific time slots each week on a regular basis - they become absolute priorities.
Having allocated time slots to the key activities make your secondary activities fit in around the key activities.
Then stick to your plan - don't let your secondary activities get in the way of your key activities.
(The up-coming post for Friday 28/11 is Shut up! - and sell more. It's about the value of silence in selling.)
Monday, November 24, 2014
What about the ride-along?
Ride-along work is one of the most valuable activities a sales boss can undertake. (When I write of a sales boss I'm referring to the person with responsibility for the activities and results being achieved by a business's sale group, regardless of their job title.)
In support of that statement let me summarise just some of the benefits of ride-along work -
It helps build morale
When a salesperson sees that the boss is prepared to get 'in the trenches' their respect for the boss can be raised to a new level. This can't help but improve morale.
(Having done plenty of ride-along work during my career let me assure all you sales bosses out there - it can be fun and there is no better way of getting rid of the mental cobwebs.)
It provides a coaching opportunity
There's nothing like seeing things happen in the real world of sales to open our eyes to missed opportunities. Sometimes these opportunities are about things that could be done better; sometimes they're about things that shouldn't be done at all. Either way it's only by being there that these opportunities can be identified.
It helps the boss with their own sales skills
In my opinion the boss needs to occasionally take the lead and 'run' the field call. This is good for the boss and their sales skills. It's also good for the salesperson - we can learn as much through the observation of others as we can from our own experience.
(In my experience the salesperson doesn't expect the boss to be perfect in this situation. However they do expect the boss to follow the boss's own guidelines; by this I mean that, if the boss wants sales discussions to be run a certain way in the training room, the boss does it that way in the field.)
It builds relationships with customers
This is a two-way thing.
Firstly, the boss gets to listen to real customers and their reaction to the company's products as offered by the salesperson. If there are weaknesses in the offering who better to point them out but a customer? If there are strengths in the offering who better to point them out but a customer? This is great feedback for the boss - unsanitised and straight from the horse's mouth.
Secondly, if handled properly, there is great PR value in having the boss visit customers - whether they are existing or prospective. It can raise the profile of the business and increase the prestige of the salesperson.
My suggestion therefore is that, if you're the sales boss in your organisation, commit some time to getting out there with your sales troops. Remember that, in wartime, the senior officers most respected by their troops were those who got out to the front line to see what really was happening.
History also shows that they generally got better results.
(The up-coming post for Wednesday 26/11 is Time Management and selling. It's a reminder about some easy-to-use time management tips that can help salespeople be more productive.)
In support of that statement let me summarise just some of the benefits of ride-along work -
It helps build morale
When a salesperson sees that the boss is prepared to get 'in the trenches' their respect for the boss can be raised to a new level. This can't help but improve morale.
(Having done plenty of ride-along work during my career let me assure all you sales bosses out there - it can be fun and there is no better way of getting rid of the mental cobwebs.)
It provides a coaching opportunity
There's nothing like seeing things happen in the real world of sales to open our eyes to missed opportunities. Sometimes these opportunities are about things that could be done better; sometimes they're about things that shouldn't be done at all. Either way it's only by being there that these opportunities can be identified.
It helps the boss with their own sales skills
In my opinion the boss needs to occasionally take the lead and 'run' the field call. This is good for the boss and their sales skills. It's also good for the salesperson - we can learn as much through the observation of others as we can from our own experience.
(In my experience the salesperson doesn't expect the boss to be perfect in this situation. However they do expect the boss to follow the boss's own guidelines; by this I mean that, if the boss wants sales discussions to be run a certain way in the training room, the boss does it that way in the field.)
It builds relationships with customers
This is a two-way thing.
Firstly, the boss gets to listen to real customers and their reaction to the company's products as offered by the salesperson. If there are weaknesses in the offering who better to point them out but a customer? If there are strengths in the offering who better to point them out but a customer? This is great feedback for the boss - unsanitised and straight from the horse's mouth.
Secondly, if handled properly, there is great PR value in having the boss visit customers - whether they are existing or prospective. It can raise the profile of the business and increase the prestige of the salesperson.
My suggestion therefore is that, if you're the sales boss in your organisation, commit some time to getting out there with your sales troops. Remember that, in wartime, the senior officers most respected by their troops were those who got out to the front line to see what really was happening.
History also shows that they generally got better results.
(The up-coming post for Wednesday 26/11 is Time Management and selling. It's a reminder about some easy-to-use time management tips that can help salespeople be more productive.)
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