Our belief, curriculum, experience and lessons tell us that sales managers have five fundamental functions that they should be spending 80% of their time on.
Accountability - The manager is responsible for holding everyone accountable not only to the company goals and quotas, but more importantly, holding each sales person to view the company as a vehicle to reach their personal goals and improve the quality of life for themselves and their loved ones.
Coaching – This means three things: A) being an 800 lb gorilla, B) acting like Jiminy Cricket, and C) providing encouragement.
Pre and Post Briefing - sales meetings so the right lessons are learned from each selling situation.
Motivation - If you can’t measure it you can’t manage it, and therefore, you can’t motivate it. In a perfect world, sales people are motivated. It is not a perfect world and Sales has more negativity in it than any other profession - except for weather men. Ironically, they are the only two professions that can be wrong 80% of the time and still keep their jobs.
Identify, Attract, Screen, Interview and Hire Stronger Staff – Always be recruiting. Plain and simple: always be looking for better, stronger people so you may raise the bar for the group.
For more information about sales development go to www.mytraininganddevelopment.com
Thursday, May 20, 2010
Friday, April 23, 2010
Why Is It So Hard to Hire and Keep Salespeople?
A common question I am asked is, “Why is it so hard to hire and keep salespeople?”
To uncover the answer, I’d like you consider a couple of scenarios. When you hire someone, say for a product development role, they have experience, you explain the job, the responsibilities, the expected results, the level of authority, indoctrinate them with the resources and tools of the job, introduce them to their team, their direct reports, their chain of command and they are off and running. They generally get things done, work as a team, add value to the organization and become part of the company.
When salespeople are hired, it is typically because they looked good, sounded good and impressed during the interviews. Once they are hired, the same introductory process is typically followed as is offered in the above illustration.
Discover the difference: Suppose every where the product development employee turns she is met with resistance. No one wants to accept her calls. No one returns calls. She gets stuck in voice mail jail. She receives no REAL information. Imagine that eight or nine out of every ten projects she presents are denied. Customers are flat out ignoring her or they are just being rude.
Furthermore, she is met with internal resistance in the accounting department and the production department. She is in fierce competition with her peers. She experiences a lack of resources, a lack of direction, a lack of accountability, a lack of recognition, and strife from upper management that believes "product development" is a necessary evil.
It doesn’t seem an acceptable environment for a new product development employee, does it?! Yet, that is the common work environment for a salesperson.
Salespeople are a different breed. Management needs to approach hiring them differently.
Remember: A players won’t work for B mangers.
For more information about how to IDENTIFY, ATTRACT, SCREEN, QUALIFY, INTERVIEW, HIRE AND KEEP STRONGER SALES STAFF goto www.mytraininganddevelopment.com
To uncover the answer, I’d like you consider a couple of scenarios. When you hire someone, say for a product development role, they have experience, you explain the job, the responsibilities, the expected results, the level of authority, indoctrinate them with the resources and tools of the job, introduce them to their team, their direct reports, their chain of command and they are off and running. They generally get things done, work as a team, add value to the organization and become part of the company.
When salespeople are hired, it is typically because they looked good, sounded good and impressed during the interviews. Once they are hired, the same introductory process is typically followed as is offered in the above illustration.
Discover the difference: Suppose every where the product development employee turns she is met with resistance. No one wants to accept her calls. No one returns calls. She gets stuck in voice mail jail. She receives no REAL information. Imagine that eight or nine out of every ten projects she presents are denied. Customers are flat out ignoring her or they are just being rude.
Furthermore, she is met with internal resistance in the accounting department and the production department. She is in fierce competition with her peers. She experiences a lack of resources, a lack of direction, a lack of accountability, a lack of recognition, and strife from upper management that believes "product development" is a necessary evil.
It doesn’t seem an acceptable environment for a new product development employee, does it?! Yet, that is the common work environment for a salesperson.
Salespeople are a different breed. Management needs to approach hiring them differently.
Remember: A players won’t work for B mangers.
For more information about how to IDENTIFY, ATTRACT, SCREEN, QUALIFY, INTERVIEW, HIRE AND KEEP STRONGER SALES STAFF goto www.mytraininganddevelopment.com
Monday, April 05, 2010
Top 10 Ways to Make Favorable Impressions and New Contacts
When attending events, do you ever wonder how to mingle, network, and make the most of the meetings without turning people off or looking like a “typical” sales guy?
Below are the Top 10 Ways to Make Favorable Impressions and New Contacts at an event:
1. Interested people are interesting. Show sincere interest in other people.
2. Stop thinking about yourself and don’t be self-critical.
3. Give more referrals than you get. (Emerson’s Law of Compensation)
4. Seek respect, not approval.
5. Get out of your comfort zone and don’t spend time with people you already know.
6. Don’t confuse professionalism with friendliness.
7. Find a way to make people feel better about themselves.
8. Talk about the problems you solve – not the features/ benefits of your work.
9. Ask questions and listen to the answers.
10. When you want to talk, shut up and listen some more.
Attract people to you by remembering the new Golden Rule: Do unto others as they would have done unto them! (Notice it varies just a little from what your Kindergarten teacher taught you). Reserve time in your calendar and plan to call your new contacts.
Bonus tips to remember: Keep your breath in check and do not get into someone’s personal space.
For more information about sales development goto www.mytraininganddevelopment.com
Tuesday, March 23, 2010
Brave Cold Calling
I am often asked, “Is there a message that I can leave when I am cold calling that will get me in?”
My response is: Voice mail was invented by prospects to screen their calls. However, there are a few things that you can do to be more effective while cold calling. They take risk and bravery.
First don’t leave a message until you have made at least seven attempts. Call at different times of the day. Call early, call late, call mid-day. Call before and after the receptionist is there. Also don’t say, “Hi!”. Ask any secretary how they know it is a salesperson on the other end, and they will tell you, "... because salespeople are so enthusiastic and they always say, 'Hi'.”
Another technique to get through to the right person is to bypass the front line. Most companies have more than one incoming line. Most alternate numbers are close to the main number. So dial 1 or 2 digits off and you may reach a person directly. Even though you know that person is not the person you need, act surprised when they answer and ask to be transferred. This will prompt an inner office transfer and may get you the direct extension for the party you do want for future reference.
Another technique is to have the person you are calling paged. Remember your goal is to make contact, talk about the problems your product or service solves and see if they are attracted. If not, move on.
When cold calling, be brave or go home.
For more information about sales development goto www.mytraininganddevelopment.com
My response is: Voice mail was invented by prospects to screen their calls. However, there are a few things that you can do to be more effective while cold calling. They take risk and bravery.
First don’t leave a message until you have made at least seven attempts. Call at different times of the day. Call early, call late, call mid-day. Call before and after the receptionist is there. Also don’t say, “Hi!”. Ask any secretary how they know it is a salesperson on the other end, and they will tell you, "... because salespeople are so enthusiastic and they always say, 'Hi'.”
Another technique to get through to the right person is to bypass the front line. Most companies have more than one incoming line. Most alternate numbers are close to the main number. So dial 1 or 2 digits off and you may reach a person directly. Even though you know that person is not the person you need, act surprised when they answer and ask to be transferred. This will prompt an inner office transfer and may get you the direct extension for the party you do want for future reference.
Another technique is to have the person you are calling paged. Remember your goal is to make contact, talk about the problems your product or service solves and see if they are attracted. If not, move on.
When cold calling, be brave or go home.
For more information about sales development goto www.mytraininganddevelopment.com
Friday, February 26, 2010
Any Objections?
I am often asked, “Do you have any good ideas for handling objections?”
Objections are one of the most misunderstood concepts in sales. Most of the reason why prospects don’t like to deal with salespeople is because of the ridiculous techniques devised for overcoming objections.
My first sales manager gave me a book called 101 Way to Close and Deal with Objections, or something like that. I remember tip # 22: Now that you are thinking about it Mr. / Ms. Prospect, what is going through your mind? And # 78: Well sir, you know, you get what you pay for.
Here’s a revelation for you: If you receive the same objection three times in 60 days, you are the cause of it. What? How can that be? It’s Pavlov, my friend; stimulus and response. You are providing the stimulus to cause the response.
If you are hearing the same objection, here is what you should do: Bring it up first. That’s right. Be upfront about it. Don’t wait for the bomb to explode. Disarm it by dealing with the objection before your prospect does - not by selling more features and benefits and avoiding it. Be polite and nurturing, but face it upfront.
For example, you might say, “Before we launch into this demo, may I share a problem I have with you, and ask you a question? The problem is when I get done with the demo; people typically have some confusion about integration with current platforms and custom application. Since I don’t know your business as well as you do, could I ask you to do me a favor? Will you please ask me enough questions to make a decision as to whether or not you want to proceed? If you don’t want to, that is okay. If you do, we will define each step clearly. Alright?”
You cannot overcome your prospects’ objections because they are not yours. You can, however, ask questions to help the prospect move forward or move out, and either way is okay!
For more information about sales development goto www.mytraininganddevelopment.com
Objections are one of the most misunderstood concepts in sales. Most of the reason why prospects don’t like to deal with salespeople is because of the ridiculous techniques devised for overcoming objections.
My first sales manager gave me a book called 101 Way to Close and Deal with Objections, or something like that. I remember tip # 22: Now that you are thinking about it Mr. / Ms. Prospect, what is going through your mind? And # 78: Well sir, you know, you get what you pay for.
Here’s a revelation for you: If you receive the same objection three times in 60 days, you are the cause of it. What? How can that be? It’s Pavlov, my friend; stimulus and response. You are providing the stimulus to cause the response.
If you are hearing the same objection, here is what you should do: Bring it up first. That’s right. Be upfront about it. Don’t wait for the bomb to explode. Disarm it by dealing with the objection before your prospect does - not by selling more features and benefits and avoiding it. Be polite and nurturing, but face it upfront.
For example, you might say, “Before we launch into this demo, may I share a problem I have with you, and ask you a question? The problem is when I get done with the demo; people typically have some confusion about integration with current platforms and custom application. Since I don’t know your business as well as you do, could I ask you to do me a favor? Will you please ask me enough questions to make a decision as to whether or not you want to proceed? If you don’t want to, that is okay. If you do, we will define each step clearly. Alright?”
You cannot overcome your prospects’ objections because they are not yours. You can, however, ask questions to help the prospect move forward or move out, and either way is okay!
For more information about sales development goto www.mytraininganddevelopment.com
Monday, February 08, 2010
How do you get more demos to turn into business?
The typical sale goes something like this: lead, contact, qualifying questions, demo. You blow them away and then you hear, “Looks great. We’ll get back to you.”
If your closing percentage is less than 80%, you are doing too many demos.
Before your next demo, consider the following check list:
1. Everyone involved in the decision process is at the demo.
2. A decision is promised at the end of the demo - ‘Yes’ or ‘No’.
3. Yours is a cost effective solution and you will make profit.
4. Everyone understands the potential headaches.
5. The potential client has agreed to buy from you.
6. The potential client is committed to buying from someone.
7. They have the money/funding and will spend it.
8. They know about how much your product/service will cost.
9. The competition has been displaced.
10. There is enough discomfort for them to go through with a change.
11. Competitive quotes are a formality and you understand their process.
12. The prospect has shared personal compelling reasons to move forward.
13. ROI has been established, discussed and detailed.
14. Past results of other products/service were discussed.
15. The cost of the client’s problem has been identified.
16. The relationship is solid with everyone.
If any of the above are not discussed in depth prior to the demo, you have a suspect not a prospect. Don’t waste your time on demos for suspects!
For more information about sales development goto www.mytraininganddevelopment.com
If your closing percentage is less than 80%, you are doing too many demos.
Before your next demo, consider the following check list:
1. Everyone involved in the decision process is at the demo.
2. A decision is promised at the end of the demo - ‘Yes’ or ‘No’.
3. Yours is a cost effective solution and you will make profit.
4. Everyone understands the potential headaches.
5. The potential client has agreed to buy from you.
6. The potential client is committed to buying from someone.
7. They have the money/funding and will spend it.
8. They know about how much your product/service will cost.
9. The competition has been displaced.
10. There is enough discomfort for them to go through with a change.
11. Competitive quotes are a formality and you understand their process.
12. The prospect has shared personal compelling reasons to move forward.
13. ROI has been established, discussed and detailed.
14. Past results of other products/service were discussed.
15. The cost of the client’s problem has been identified.
16. The relationship is solid with everyone.
If any of the above are not discussed in depth prior to the demo, you have a suspect not a prospect. Don’t waste your time on demos for suspects!
For more information about sales development goto www.mytraininganddevelopment.com
Thursday, January 28, 2010
5 Things to Consider Prior to Purchasing Training
1. One-day training doesn’t work! It didn’t take one day to develop the reason(s) you want training. What will one day do - other than entertain and waste valuable resources? Achieving results takes time, effort, commitment, accountability AND ongoing reinforcement!
2.Self-Image. Training programs most often fail because the beliefs of the participants are not addressed. Self-image is the SINGLE most important determinant of performance. Raise self-image, and watch performance soar.
3. Surgery before the X-RAY?! It makes more sense to do it the other way around, doesn’t it? Typically, training curriculums are prescribed for symptoms, leaving the causes of the symptoms unaddressed. Accomplish twice as much in half the time by evaluating FIRST in order to identify gaps in skills and then, develop your training program accordingly.
4. ROI. Soft skills are difficult to measure. However, with the right pre-training x-ray, GROWTH POTENTIAL can determine ROI. In other words, determine the growth potential of the individual before starting any training program. Not all people are trainable. Not all people have the potential for growth.
5. Invisible/ Hidden Weaknesses. The combination of desire, commitment, responsibility, tracking, bravery, prospecting, selling values, personal beliefs, use of a selling system, style, and satisfaction, along with one’s personal need for approval, emotional strength, purchase habits, and money ceilings determine trainability and sales ability. A training program should address the hidden weaknesses to ensure organic development and growth.
For more information about sales development goto www.mytraininganddevelopment.com
2.Self-Image. Training programs most often fail because the beliefs of the participants are not addressed. Self-image is the SINGLE most important determinant of performance. Raise self-image, and watch performance soar.
3. Surgery before the X-RAY?! It makes more sense to do it the other way around, doesn’t it? Typically, training curriculums are prescribed for symptoms, leaving the causes of the symptoms unaddressed. Accomplish twice as much in half the time by evaluating FIRST in order to identify gaps in skills and then, develop your training program accordingly.
4. ROI. Soft skills are difficult to measure. However, with the right pre-training x-ray, GROWTH POTENTIAL can determine ROI. In other words, determine the growth potential of the individual before starting any training program. Not all people are trainable. Not all people have the potential for growth.
5. Invisible/ Hidden Weaknesses. The combination of desire, commitment, responsibility, tracking, bravery, prospecting, selling values, personal beliefs, use of a selling system, style, and satisfaction, along with one’s personal need for approval, emotional strength, purchase habits, and money ceilings determine trainability and sales ability. A training program should address the hidden weaknesses to ensure organic development and growth.
For more information about sales development goto www.mytraininganddevelopment.com
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