In today's blog post, we discuss the technique of going for the "No" early in the sales process.  It may seem counterintuitive, but countless studies have shown that humans desire what they can't have.  

When we go for the "No", we force a prospect to think of the value we bring to the table as salespeople. Are they really interested?  Will something more come from this meeting?  Go for the "No" early to ensure that you are on the right path with your prospect to increase sales, or move on to the next one!

One of the keys for more effective selling is going for the "No" early in the sales process. I learned this concept years ago especially when I was vulnerable to "Think It Overs" (TIO). I would get TIOs at several stages in the sales process and maybe you have received them as well:

• On the initial phone call when you’re trying to get an appointment –
  “Let me think it over.  Give me a call next week.”
• At the end of your initial meeting –
  “This sounds really good and something I should consider. Let me think it over and I’ll get back to you in the next couple of days.”
• When you finish your presentation and you ask for the sale – 
  “You made a very compelling presentation and we are impressed with your depth of knowledge and your very creative solutions to our problems. Let us meet as a group and go over this one more time and crunch some numbers.  Let’s plan on talking next week.”

Sound familiar?

These TIOs are keeping you from being more effective in your sales process. That’s nice to know or consider but the question becomes,

“What do I do about it?”

Your potential buyer will tell you that they need to "Think it Over" because:

• They really don’t intend on making any changes, but you impressed them with some information that they want to take to their current provider.
• They have a "need for approval" and instead of telling you they are not interested, they want to let you down easy. Telling you they want to "think it over" gives you hope and get’s them off of the hook until the next time you talk.

To fix the problem, you must eliminate "Think it Over" as an option for your prospect!

Let your prospect know that when you finish the next meeting, next conversation, or the final presentation, they will have everything they need to make a decision then and there.

You can tell them that you will be prepared to answer all of their questions and when you are finished, they will be in a position to make a decision – a "yes" or a "no."  Then, simply ask what objections they have to that process. 

No hard feelings.  Nothing personal.  Just business.

This one key will help you close more business, more quickly, and at higher margins.

In today's blog, we discuss how your organization can go above and beyond to create loyal client advocates for your business. 

If you are looking to increase sales in 2020 and beyond,  it is important to create a consistent experience for your customers and those that chose you to work with in the first place. 

If you are not providing a superior experience, your clients might start asking "Then, who will?"

Today's question is this: “What are you doing to keep your clients coming back and telling their peers about your business?"

Is your organization providing an excellent consumer experience for your clients? 

Are you getting to know the wants, needs, and pain points of your customers each and every single day?

Are you under promising and over delivering results? 

Now, can you think of a place where you go and wait in a long line, spend a lot of money, and yet, can’t wait to tell others how great your experience was?  Well, that could describe a number of places, but the frame of reference I want to use today is the Disney experience.  

No one would argue with the success that Disney has in exceeding expectations and creating loyal advocates. When you go there your first time, it is more beautiful than you ever imagined.  You have such a magical time that you forget about how much things cost or how long the lines are for almost everything.  

In his book, Inside the Magic Kingdom, author Tom Connellan explains the seven keys to Disney’s success and how they work to create a dazzling experience for all of their guests.  As you read the book, you can only imagine what would go into building and sustaining that kind of relationship with your customers.  

In order to achieve “dazzling”, you must have a process that is consistent and predictable.  People need to know what they can depend on when they trust you with their business.  In other words, it’s not a once-in-a-while thing; it is just the way you do things.

Keep in mind that it does not have to be the same thing for all of your clients.  The way you support your top 20% needs to be different from how you support your bottom 20%.

But, at the heart of it all, everyone gets the basics.  However, if you want to increase sales within your organization and stand out from the competition, your organization must be willing to impress, dazzle, and treat your advocates like members of your family.  It may sound drastic to some, but there is a reason that some companies truly stand out in a crowded market.

It's the little things that matter in business.

So, how do you create loyal advocates for your organization?

1. You have to find out what they want.  How do you do this?  Ask!  Give them a list of things to choose from with the option to add things that might not be on the list.
2. Next, prioritize critical areas. The key here is to find out what they won’t tell you.  How many times have you left a restaurant after you told your server everything was fine when they asked?  Some of your clients may do the same thing.
3. Identify performance levels and find out where they are setting the bar; don’t assume you know.
4. Negotiate expectations. Now is the time to deal with anything you are not willing to agree to. Sometimes we say “yes” because we think it’s a deal breaker; just ask and then decide.  If it is outside your process, then you are better served to move on because, unfortunately, it will always be a struggle and they will never become an advocate anyway.

The only way to exceed your customer’s expectations is to know what they actually are, not what you think they are.  Start by having that conversation first and soon you will have them coming back for more and telling their friends.

There is always something going on in the market that makes selling difficult.  However, you can choose to develop strategies and utilize virtual technologies to get in front of your prospects and clients.

Take this time to really get to know your clients and their needs, fears, and pressures so that you can help solve their problems, while helping to push both of your organizations forward.

Earlier this week, I conducted a 30-minute Live Zoom Broadcast titled, “How to Sell in Any Market”.  The primary focus of the session was to help people understand the following:

• There is always something going on in the market that makes selling difficult. If you’ve been in sales long enough – more than 10 years – something is always happening with the economy, politics, health crises, competition or decisions made by your company.
• Don’t let outside conditions be the reason you don’t succeed. Maybe the market has shrunk as it did in 2008 – 09 but it didn’t disappear unless you were making recreational vehicles in Elkhart, Indiana or Houseboats in Cumberland, Kentucky.
• No one owns 100% of the market, so if there are 100 opportunities and the “800lb gorilla” in your market has 20% market share, that leaves 80% for you to go get in addition to taking some of the low hanging fruit from the “gorilla.”
• Old technology still works – pick up the phone and call someone! Don’t rely on emails that are getting deleted by the dozens.
• Have a strategy:
  • Get face to face – via virtual technology – with the top 20% of your client list
  • Call and talk to your next 40%
• Email, or better yet, snail mail the next 20% of those that you believe have the potential to grow to the top.
• What you are doing today is either helping you race to the top or race to the bottom, you get to decide!
• Identify the 3 things that you should be doing NOW to help your build relationships and forge friendships, rather than the 3 things that will help you increase sales. Remember, those that you are calling on in B2B business have lots of things they are worried about and buying from you may not be top of the list.  These worries may include:
  • How is my business going to survive this crisis?
  • Who do I let go and what’s the best way to do that?
  • How do I best serve and keep my clients safe and secure?
  • How do I protect myself and my family from harm and illness?
  • How do I take care of those people that have helped me build, run and grow this business?
  • I do have a business to run so unless you are bringing something valuable and unique to my situation, I don’t have time to talk to you or respond to your emails.

In closing, here are some responses below that we received from some of the 50 participants in our session.

Thank you be safe and stay healthy.

1. It’s time to make friends not money
2. Run zoom rooms with top 20
3. Using the quote about “People want to know how much you care before they care how much you know.”
4. Change my attitude
5. Make sure you listen to your clients
6. Get to know your clients better
7. Assume that your clients need a solution, not a sales pitch
8. Short term actions lead to long term results
9. Your best clients look great to competition at any price
10. Human Touch in a High-Tech World….love this!
11. Make friends, not sales
12. Take advantage of technology, learn to provide creative solutions, pick up the phone and be unique!
13. Be persistent, but not pestilent.
14. Think Strategically

Interested in Leadership Development for your organization? While our program is personalized, it will often include an initial in-person kick-off training day or virtual zoom-cast, followed by a series of focused Coaching Calls with the “Leader in Development” as well touchpoints with the Executive team.

Leadership Development 

Most Sales Managers would agree that completing prospecting activities and hitting sales goals are critical to success.

However, what happens when we focus too much on the numbers and not enough on being a resource for prospects, we impact (or lose) the human element of our business. 

In today's blog, we discuss what it means to be in the B2P industry and how you can impact people each and every single day as a salesperson.

In general, there are two different types of classifications in sales; Business-to-Business (B2B) or Business-to-Consumer (B2C). B2B — meaning you supply a product or service directly to an organization — i.e. you provide a chemical coating that will be sold to an aircraft manufacturer and applied to rotors. B2C — being that you provide a product or service directly to the end user — i.e. you sell anti-aging skincare products using social media and your network to women 30+. But what if what you do falls somewhere in-between?

What if you are in the B2P (Business-to-People) business?

I believe that Anthony Cole Training Group fits within that category. Before we get too far into this topic, I do realize that B2C sales technically describes what we are about to discuss below, but for the sake of this article, I ask that you expand your realm of thinking. See, we (ACTG) primarily provide sales hiring and production training for financial institutions.

We usually work with pre-existing sales teams to uncover the problem areas they face and build our training and development around addressing those problems. But at the end of the day, it is the people that we impact first, not the organization. I would imagine 99% of the organizations that are considered B2B still have to sell to a real, living, breathing person who is responsible for making a decision.

So, at the end of the day, you’re in the business to people game too.

So why does this matter? Sometimes, we get so caught up in our day-to-day activities of producing, prospecting and checking off our individual tasks, that we forget we're here to help people. We focus more on the RFP (Request for Proposal) in front of us than on the company and people behind it.

Typically, in B2C sales, the salesperson shares more of a personal relationship with the prospect as well as flexibility around conversations and decisions. In B2B sales, there is usually more restriction to the branding, marketing and positioning of products or services, as well as how we can approach people in the market.

Now I’m not suggesting we should throw the handbook out the window, but I am suggesting that those of us in the B2B space can probably benefit from a healthy dose of “authenticity” and “the human element”.

Don't you think?

At the end of the day, you must remember that you are impacting people, regardless of the type of work that you do. The aircraft manufacturer that is buying your chemical coating still has a team of people they are responsible for, so they must confirm that the chemicals are safe and regulated—so talk with them about that. Not only why your coating lasts so much longer than your competitors’ brand!

When we stop focusing (solely) on the next sale, the next dial, or the next commission check; and instead focus on being a go-giver for our clients and prospects, more sales will occur. Be in the Business-to-People, or B2P, business.

It will be your most rewarding sale.

If you are not in the acquisition business, then you must develop your talent in order to increase sales in 2020 and beyond.  One of the keys to doing that is to understand how to drive sales improvement. 

You must determine what is really happening with your salespeople when they fail to acquire a new piece of business, and then you must take key steps to help you determine if they lack the skills to get the job done, or if they are making excuses for their lack of success. 

Companies are constantly trying to figure out how to drive organic growth by:

• Acquiring a revenue stream by buying a business or lifting out talent from a competitor
• Developing current talent

If you are not in the acquisition business, then you must develop your talent.  One of the keys to doing that is to understand how to drive sales improvement.  You must determine what is really happening with your salespeople when they fail to acquire a new piece of business. 

Are your people just making excuses for failure or do they have deficits in the required sales competencies or will to sell?

To be successful in determining the real issues with your salespeople, you must have a system.

I read a blog the other day by Dave Kurlan.  We’ve had a strong business partnership with Dave and his company OMG (Objective Management Group) for most of our 24 years in business.  With OMG, we have the ability to determine the answer to the question – is it excuses or is it a talent issue?

Dave’s post  - 12 Reasons They Didn’t Like You Enough To Buy From You – helps address some of the issues associated with “not getting the business”.  It primarily focuses on the area of matching styles.

This got me thinking about the issue of “style” as it relates to talent, which relates to sales competencies and excuse making.  The challenge for the sales manager is determining if the reason a salesperson did not get the sale was really a talent issue, or an excuse issue.

To determine the root cause of the results, a sales manager must work more closely with the relationship managers and implement a process that Bill Eckstom calls “intentional coaching”.  This process of working closing with your RMs is addressed in our Sales Management Certification Program in the Coaching for Success Module.

Here are the 5 steps you must take to help you determine if your salespeople lack the necessary skills to succeed or are making excuses for their lack of success:

1. You must gain insight. You gain insight by using various data points. The data points you MUST use are: 
   1. Observational joint sales calls – You do not run the sales call; you observe your RM
   2. Data from your CRM or SAT program (SAT – Sales Activity Tracking)
   3. Sales meetings – In all of your sales meetings, you need to include a segment on skill development where you drill for skill, role play and conduct strategy development discussions
   4. 1-on-1 coaching – Each week, you should have time set aside for 1-on-1 coaching with those people that are NOT in the 1^st quadrant of the “Where’s Walter?” matrix
2. Provide feedback. In advance of the discussion about lost opportunities, you want to provide your RM with the data you have – no ambushing.
   1. You discuss – ask the RM questions about what they see in the data
   2. You provide them feedback based on what you see and where the problems might be
   3. You discuss what the future might look like if the current trends continue
   4. You agree that there is a problem
3. Demonstrate – Once you identify the problem as either an excuse or a skill issue, you demonstrate to the RM what you expect them to execute.
   1. If they are making excuses – "They didn’t understand the value of our offering” – You ask, “If I didn’t let you use that as an excuse what would you have done differently?”
   2. If it’s a skill problem – “I asked them if they had a budget and they said yes.” “When you asked them what it was, what did they say?”  “They said they didn’t want to tell me.”  “When you asked, ‘why not?’, what did they say?”  “I didn’t ask that question.”
4. Role play – The scenario above allows you to now role play with you acting as the prospect. You need to start with Drill for Skill and then graduate to the full role play.  Getting them to practice what you expect them to do takes patience and repetition.  Do not believe for a second that one role play will be enough.  You need to start your RM on a weekly coaching session repeating the required skills over and over again. 
5. Action steps – Each coaching session must end with action
   1. "Bill, so what I want you to do is call Mary and have this conversation we just role played."
   2. "I want you to report back to me by end of business today what happened as a result of that conversation."
   3. Hold your salespeople accountable while also coaching them along the way! 

Implementing a process of gaining insight, providing feedback, demonstrating, role playing and establishing action items will go a long way in helping your team discern the difference between making excuses for failure and the need for skill development.

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