The greatest stories are not written by authors or screen writers. They are written by people who take advantage of the moment and leave their mark on the world.
What you do after a Sales Blitz can guarantee its success
The planning is critical, knocking on every door is invaluable but what you do when the blitz is over is every bit as important as what happened during the day.
How to Kickoff a Successful Sales Blitz!
A Sales Blitz is about finding a BUNCH of new sales opportunities. But what happens if Blitz Teams are not prepared for what they find?
It is your job as leader of the sales effort to ensure Blitz Teams are prepared for any eventuality and can capitalize on any situation.
How to run the Coordination and Planning of a Successful Sales Blitz
The planning of your Sales Blitz is critical to its success.
A successful blitz doesn’t happen magically. It takes planning and coordination that starts 90 days before you actually run the event.
Hiding Behind Technology
In the very recent past, it has been taught making a phone call was “old school.” That sales is now all about social selling and electronic correspondence. But one thing has NOT changed. A sale doesn’t happen until a salesperson engages with a customer. Funny how quick the cycle came back around.
We have become presenters, quoters, proposers, and dare I say it “relationship builders” but not in a good way. We hide behind these things because it give us permission to not to talk to the customer but still appear active. Because at the heart of it all salespeople still fear rejection. Technology has given us the perfect hiding place.
It is time to use the tools we have developed as they were designed not as a shield. Yes we have to use social media, do research and recognize what screen is best to message with a customer. But we still need sales managers to teach the “lost art” of telephone prospecting. We need sales people to include calls in their customer touch mix.
The funny thing is if we do this right, telephone calls can be a great differentiator. Customers will respond to you because they don’t want to simply interact with only electrons all day. As the great Rick Springfield once sang “we all need the HUMAN TOUCH!”
What’s in your Trunk?
The lack of preparation will result in the loss of opportunity!
How to Improve Your Conversion Rate 50% When Calling Prospects Part 3 of 3
The purpose of the previous posts were to warm up the “environment.” You want the potential to become “aware” of who and what you are so when they are reached, you have positioned yourself correctly in their mind. If this is accomplished, best case is they reach out to you, worse case is they are at least receptive to your call.
Today’s post we are going to focus on what the potential needs to hear to schedule the appointment. All the research and prospect warming up in the world doesn’t mean diddly if we cannot communicate our message with the potential customer.
The ultimate goal of a call, in this situation, is to set a Discovery Appointment. The goal IS NOT selling your product/service. This might seem pretty simple but it’s a common blunder salespeople make very frequently.
Often times, salespeople think that if we manage to get the potential on the phone that we need to perform a total data dump on them. This is a critical error. You have invested a chunk of time researching and warming up the contact so as to differentiate yourself from the competition, then you go and lay an egg the first chance you get.
K.I.S.S. Keep It Simple Salesperson
If you can’t provoke their curiosity then this attempt to land an appointment is OVER. The potential needs to hear what is relevant and what makes an impact on their business to make a decision on seeing you, that’s it. Here are some topic area examples:
Incorporating your relevant pre-call research.
How your product/service solves problems or issues your prospect faces.
Actual results you’ve achieved with other customers.
What might pique your customer’s interest based on your knowledge of their business and the market.
There are 4 points to hit in your opening line.
Remind them of your warm-up touches and/or any other relevant information learned from research
Hit them with an Impact Line, something that demonstrates how you can help them in about 7 words
Engagement question: You have to get the buyer to engage early in the phone call
Below is a diagrammed example of a very successful Opening Line my clients have used to great success.
Hi Mr. Jones this is John Kolencik with XYZ (Identify yourself)
you might have seen the (Information piece: article/chart etc.) that I sent to you. (Relevance to the Potential)
We help/improve/increase our clients’ ______ (in these areas) (Impact to the Potential)
I was wondering what (are) (the) ______ (areas) (do you) (have you ever) currently are (trying to improve)? (Engagement Question)
I tend to use the warm up touches reference but you can substitute that line for something about the company itself, industry or market.
If you have done your job by quickly demonstrating you are knowledgeable/helpful and can potentially bring significant value to the table, you should get a response to the Engagement Question.
Keep in mind that the Engagement Question often leads to a few more questions from the potential before you get to the endgame.
This has all been about getting the appointment, so now we have to segue into asking for it.
Here is a sample:
“Well, Jerry, let me share with you my process, in terms of how we work. I’d like to suggest getting together for about 30 minutes. What I’d like to do is come in, learn a little more about your situation and also share some ideas I think you’ll find valuable. I’m not going to try and sell you anything. If we think there’s a fit at that point, we can put our heads together and figure out where to take it from there.”
You are now ready to ask for the appointment
“Jerry, do you have your appointment calendar handy?”
Never try to force the appointment in the current week unless the prospect volunteers it. Always shoot for a week out from the date of the phone call.
You may have to face one of the following three objections.
“Could you send me some literature instead?”
“I’m really busy. Could you call me back next week?”
“We’re already working with someone in that area.”
Let’s discuss some ways to handle each of these common objections.
“Send Me Literature.”
Your best response is as follows.
“Sure, I’d be happy to send you literature, but at XYZ, we are really in the tailored solution business. I’ve got 20 different customers on 20 different programs, so I’d have no idea what to send you based on the uniqueness of your situation.
Let me make a suggestion. Instead of me sending you literature, why don’t we get together for 30 minutes, I think you’ll find it very rewarding, and I’m not going to sell you anything. I just want to see if there is a way to add value to your company. Would the week of the 24th work for you?”
“I’m really busy can you call me back next month?”
Don’t back away. Go ahead and respond like this.
“Sure, no problem. I run a really busy schedule also.
Let me make a suggestion. Instead of me calling you back next month when I’ll probably have to re-remind you of who I am and what we do, why don’t we set up an appointment for x# of weeks out, and I’ll tell you what, I’ll call to confirm the appointment a week prior to it to make sure it’s still good. Would the week of the 18th work for you? Perhaps on Wednesday at 10 am or so? Could you check your calendar to see if it’s convenient?”
“We’re Already Working with Someone In That Area.”
Employ this response.
“No problem. We certainly appreciate it when our customers show us loyalty, but as it happens, most of our current customers were already working with someone prior to aligning with us.
Jerry, we’re a bit different in that we don’t often compete as much as cooperate with current vendors as a means to help a company become best practice. The whole focus is around adding value to your company, often in a complementary manner to current vendor.
Jerry, let me make a suggestion. Why don’t we set an appointment for 30 minutes one day? Maybe there’s a fit, maybe not.
Regardless, I think you’ll find it a really interesting exchange. If x date is bad, how about during the week of ______?”
In this post I give you specific examples of words and phrases. Use this post for the structure of your calls. Modify the words as needed for your product/service, market or industry so your own personal voice will come through.
Marketing Sherpa conducted a study that said 75% of everybody you touch with your lead generation efforts will buy something either from you or your competition. But if you take a day, week or month off who knows what opportunities you may miss.
Lead generation is a customer engagement process. It is both cumulative and immediate in varying degrees based on strategy and tactics. It can be big bang or slow boil but the key is not to treat it as binary. Lead gen needs to be part of your daily, weekly and monthly DNA.
I promise, if you practice the tactics in these blog posts and make lead gen a part of your everyday routine you will see colossal gains in your sales revenue.
…..and remember you can either make sales or make excuses but you can’t do both!
The Right Way to Hold People Accountable
Hi Folks. In my previous blog post, I was talking about holding yourself accountable as a leader. Well ‘lo and behold this article pops up in my email box this morning.
It is a great piece on the topic of accountability and the 5 areas where you must BE CLEAR for real accountability to truly exist. I will be continue digging into this topic as it relates to sales leadership and management as January progresses.
Here is an excerpt from the article and the link to the entire article is below.
Clear expectations. The first step is to be crystal clear about what you expect. This means being clear about the outcome you’re looking for, how you’ll measure success, and how people should go about achieving the objective. It doesn’t all have to come from you. In fact, the more skilled your people are, the more ideas and strategies should be coming from them. Have a genuinely two-way conversation, and before it’s over, ask the other person to summarize the important pieces — the outcome they’re going for, how they are going to achieve it, and how they’ll know whether they’re successful — to make sure you’re ending up on the same page. Writing out a summary is a good idea but doesn’t replace saying it out loud.
Clear capability. What skills does the person need to meet the expectations? What resources will they need? If the person does not have what’s necessary, can they acquire what’s missing? If so, what’s the plan? If not, you’ll need to delegate to someone else. Otherwise you’re setting them up for failure.
Clear measurement. Nothing frustrates leaders more than being surprised by failure. Sometimes this surprise is because the person who should be delivering is afraid to ask for help. Sometimes it comes from premature optimism on both sides. Either way, it’s completely avoidable. During the expectations conversation, you should agree on weekly milestones with clear, measurable, objective targets. If any of these targets slip, jump on it immediately. Brainstorm a solution, identify a fix, redesign the schedule, or respond in some other way that gets the person back on track.
Clear feedback. Honest, open, ongoing feedback is critical. People should know where they stand. If you have clear expectations, capability, and measurement, the feedback can be fact-based and easy to deliver. Is the person delivering on her commitments? Is she working well with the other stakeholders? If she needs to increase her capability, is she on track? The feedback can also go both ways — is there something you can be doing to be more helpful? Give feedback weekly, and remember it’s more important to be helpful than nice.
Clear consequences. If you’ve been clear in all of the above ways, you can be reasonably sure that you did what’s necessary to support their performance. At this point, you have three choices: repeat, reward, or release. Repeat the steps above if you feel that there is still a lack of clarity in the system. If the person succeeded, you should reward them appropriately (acknowledgement, promotion, etc.). If they have not proven accountable and you are reasonably certain that you followed the steps above, then they are not a good fit for the role, and you should release them from it (change roles, fire them, etc.).