How Sharp is Your Sales Structure? By Dave Kahle

How can I get greater productivity out of my salespeople? In one form or another, that's a question every owner and sales manager
ponders regularly.

As a sales trainer and consultant, it is the basic question that I confront. And it is the underlying question behind every attempt to train salespeople. Investing in training and developing your salespeople is always a good idea. But it isn't the entire solution for many organizations.

Often, enormous improvements in sales productivity can be achieved by sharpening the structure of your sales organization.

The structure is the sum total of all the policies, guidelines, procedures and tools your company uses in its sales effort. It's everything about how your company sells, other than the people themselves. For example, your compensation plan is part of the structure. It doesn't matter (hopefully) who the salesperson is, the compensation formula is the same for everyone.

Your sales automation system is part of the structure. Whether you use palm devices, laptops or paper to manage customer information - the way that you do it in your company is part of the structure. How you manage your salespeople is part of the structure. Do they report to branch managers or sales managers? How many salespeople are there per manager? How often do you have sales meetings? What forms are salespeople required to submit to their managers?

All of these decisions you have made about how things are done in your sales organization have gradually been codified into a structure. That structure forms the rules for the salespeople, and tells them what to do and how to do it. That structure stimulated certain behavior, and the salespeople create practices and habits that reflect your structure.

Here's a list of the major components of a typical sales structure:

* Sales tools
* Information systems
* Sales process design
* Sales training program
* Sales territory design
* Sales compensation plan
* Sales automation systems
* Sales management practices
* Sales administration/support
* Job descriptions for salespeople
* Assignment of markets and customers
* Processes for continuous development of salespeople.

Why does all this matter? Because of a powerful truth of human behavior: Change the structure and you change the behavior of the people who operate within that structure. This is true for any organized group of people, whether it be a family, a school, a volunteer organization, a business, or a sales team.

Here's an example. For years my wife and I were foster parents. We cared for 19 foster children over a fifteen-year period of time. Most of these children came from miserable home situations, and were out of control when they came into our home. Over the years, I watched my wife impose a structure on them that always resulted in the kids responding positively.

On the first day they came into our home, my wife would show them the bed where they would sleep, and let them know that they were expected to sleep in that bed. They were expected to wash their faces, brush their teeth, eat three meals at the table with the family using silverware and plates, go to bed at certain time, get up at a certain time, etc. She imposed a clear and comprehensive structure on them.

The responses were predictable. At first they would test the limits. But once they discovered that the rules really were the rules, that there was a clear and understandable structure, they began to blossom within that structure. They knew what was expected of them, they sensed that the rules were good for them, and they began to develop within the rules. That shouldn't be any surprise. Because, when you change the structure, you change the behavior of the people who operate within that structure.

This fundamental principle of human behavior is just as true when it is applied to sales efforts. From my experience as a sales consultant, I can assert, without a shred of hesitation, that you can expect significant and measurable improvements in the productivity of your sales efforts if you will sharpen your structure.

For example, we're often involved in helping to revise a sales compensation plan. Let's say we create a plan that provides an additional incentive for the salesperson to acquire new accounts. We've changed the structure. What happens as a result? The salespeople modify their behavior and call on more prospects, acquiring more new accounts.

Here's another example. We'll often work with branch managers or sales managers to help them institute a certain kind of sales management system. Part of our system requires a highly structured monthly one-on-one meeting between the manager and the salesperson. As part of this meeting, managers discuss the coming month's plan with their salespeople.

When this system is implemented, it represents a change in the way things are done - a modification of the structure. Since we've changed the structure, we can expect a change in the behavior of the people. What kind of change do we normally see? Typically, salespeople become more strategic and less extemporaneous. They spend more time planning because the structure requires that of them.

We can go on and on with countless examples. But you get the idea. When you change the structure, you change the behavior of the people who operate within that structure.

So, now the question becomes, "How can you use that insight to improve the performance of your salespeople?"

Typically, most sales structures have evolved over time as a result of specific decisions that were made in years gone by. Over time those decisions have been hardened into the real rules of how things get done in your organization. Some aspects, like compensation, are often finely articulated, while other portions of the structure, like how samples are distributed, are rarely written down.

Some of these structural rules are positive, in the sense that they are well thought out and designed to stimulate certain behavior on the part of the salesperson. Unfortunately, much of the structure is not positive. It developed unconsciously instead of thoughtfully, and detracts from positive sales behavior.

For example, your salespeople may have developed the habit of coming into the office every Monday morning for a few hours to start their week. No one told them to do that, it's not part of any management plan, it just happened. Somewhere, some time in the past, some one started doing that, and it became part of the structure. No one has ever considered whether they ought to do that, or whether that practice is wise and time effective.

If you want to make measurable changes in the productivity of your sales team, refine your sales structure. Here's how to go about it.

Four Steps to Sharpening Your Sales Structure

Step one: Identify and clarify your current structure.

Since much of the sales structure is composed of unspoken rules and habits, you may not even be aware of it. So, you need to identify and clarify exactly what rules and procedures your salespeople operate within.

You may want to gather a task force for this project. Enlist the involvement of a couple of your most insightful salespeople, and add in some bright managers and executives. It's also helpful to have someone from outside your company be a part of this process.

Charge the group with identifying the real structure. Write it down. What are the procedures that govern the communication between your sales managers and salespeople? What are the routine practices of your salespeople? How about your sales managers? How are samples and literature distributed? What computer-related skills do you expect of your salespeople? What is your sales compensation program? How are your sales territories configured? How are proposals written and tracked? What training do you provide your sales force?

Take all the pieces of your structure - the rules, procedures and tools, and describe them in writing. Use the list at the beginning of this article to guide you. Now you have a starting point. Pay attention to what really happens in your organization, not what is supposed to happen.

For example, you may have a policy somewhere that says that branch managers will have a monthly meeting of the entire sales staff. The reality may be that it rarely happens. You want to record the reality.

Step two: Analyze the structure.

Look at each piece of the sales structure and ask this question, "What impact does this have on the productivity of our sales efforts?"

Does that straight commission sales compensation plan really encourage salespeople to acquire new accounts? Does the common practice of salespeople starting every week with two to three hours in the office on Mondays really help them be more productive? Are those irregular sales meetings well designed and helpful? Is learning "on the job" really the best way to create a professional salesperson?

Is the practice of salespeople reviewing every big order to make sure it has been keypunched correctly really necessary? Are geographically defined sales territories the most effective organization?


Step three: Prioritize the revisions.

If you've never attended to the structure before, you may discover that you have unearthed a huge task, with an overwhelming number of practices, procedures and rules that need to be changed. Best to prioritize and start with those that will make the biggest difference first.

From my experience, here are the areas that hold huge potential for stimulating transformational change:

* your job descriptions for salespeople (not that piece of paper you have in some file drawer, but the reality of what you expect your salespeople to do)

* your sales compensation plan.

* your sales information system (sales force automation) or lack thereof.

* your sales management system - the procedures that govern the way in which salespeople communicate with their supervisors.

* your system for training and developing salespeople (or lack thereof).

This may not be true for your business, but typically the list above contains the five major pieces of sales structure. And, while the task of articulating and clarifying every piece of your sales structure is daunting, every well managed, productive sales team needs to have well thought-out, clearly articulated policies, procedures, practices and tools regarding these major five components.

If you have these things in place, then move on to other issues, prioritizing them according to their potential for stimulating positive behavior change in the salespeople.


Step four: Make changes as necessary.

If only it were this easy. Some of these practices have been around so long that many of the salespeople consider them sacred. How dare you change the compensation plan that you inherited from the previous administration ten years ago?

If you've gathered a task force earlier, that group can be a powerful tool for change management. Gather their input on priorities and the best way to implement and announce changes.

Start with those issues about which you are most passionate, and that you know will make the biggest change in sales force behavior. If you've not made major changes in your sales structure recently, you are likely to meet some passionate resistance. It's not unusual to lose 5 - 10% of your sales force when you make significant changes in each of the five issues mentioned above. Make sure you count the cost before you act.

Give yourself time to carry out each initiative and to guarantee the success of the change before you start on the next one. It typically takes a full year, for example, to refine and implement a new compensation plan.

In some organizations, this project is so large it becomes a permanent job - managing structural change in the sales system. In others, it's a periodic task. Regardless, it is one of the best things a sales executive can do, almost guaranteed to return sales and profits far in excess of what it costs to carry it out.

Copyright © 2005
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If you would like assistance structuring a sales system or sales development program to suit the specific needs of your company, you can reach Dave Kahle at 800-331-1287 or by visiting the Dave Kahle web site.

Overcoming Self-Doubt in Selling By Jacques Werth

Anyone who has done any selling realizes that some forms of rejection are inherent in the selling process. Obviously, not everyone will buy.

When a sale doesn't close, two types of salespeople emerge. One knows that his/her best has been done, but factors beyond their control may have caused a blockage to making the sale. The other type of salesperson is one who takes rejection personally, experiencing residual low self-esteem, and self-doubt about the future or the next selling opportunity.

Such self-doubt will most likely cause this type of salesperson to attempt to dominate and/or control the next prospect. This action will greatly inhibit the possibility of closing the next sale. Unspoken customer resentment, or, apathy will result.

It has been my experience, while working with salespeople over the last few years, that the chief inhibiting force that precludes sales success is self-doubt. How does this self-defeating mechanism originate? In childhood!

So many parents see their children as extensions of themselves! If they experience self-doubt as parents or in their overall personas, they often impose their self-doubt on their children through domination, or control to compensate for perceptions of weakness. Any lack of personal strength or self-doubt in a parent will greatly reduce recognition of a child's own strong abilities. They may even regard their children as a threat.

A child's strengths can be a powerful spotlight on what they failed to accomplish - either in their own childhood or in their adult life. It is quite difficult for a child to succeed or realize their potential in this environment.

Success may even bring guilt for the child, because it may create a perception of separation from who and what the parent is. A foundation for self-doubt has been laid- the child may succeed in some way, but will it be acknowledged? Or, the child's success may bring out that classic remark, "You should have done better." "Why didn't you get an A?" A child will then have self-doubt and any success will appear empty. In this powerfully negative dimension, an overall question will surely arise - "If I'm successful, who will recognize or appreciate it?" Thus begins self-doubt, which can become a life-long pattern.

Very few people become salespeople as their first choice of occupations. They land in a sales job. The principal reason for this may be about money, but a more important reason is that in sales there is a daily opportunity to prove oneself - in an attempt overcome self-doubt. Along with this quest for validation, difficult questions will soon emerge: "Can I really do this work successfully? Can I perpetuate any success that I might create? How can I move up to the next level of success?" Infused with some degree of self-doubt, these reactions often become part of the fabric of a salesperson's work life and personal life.

How can these patterns of self-doubt be healed or changed? First, there must be an acceptance that no degree of selling success can fill in the emotional or practical reactions to what did, or didn't, happen in one's youth. Any attempt to gain power over others in the selling process to compensate for self-doubt or weakness in one's background is completely futile.

Secondly, realize that everyone, at times, has self-doubt. A way to overcome it is to make conscious supportive choices at these difficult times. A fine one is to seek out communicational intimacy, with a trusted friend or relative, through emotional honesty. Positive emotional connections help to create a supportive environment when self-doubt is present. The power of emotional truth also creates a profound sense of unity and well-being at times when low self-esteem spontaneously arises out of self-doubt.

Thirdly, organize your daily thinking around the inner strengths that you possess. These might be honesty, loyalty, creativity, dedication to completing tasks, tenacity and/or most importantly, your love for family or friends. Whatever your personal strengths may be, honor them. Remember, it is the qualities that cannot be taken away from you that have the most value in life - even in the face of self-doubt. This isn't just self-talk in the midst of self-defeating patterns. It is honoring the best of who you are while in the midst of adversity.

High Probability® Selling
© All rights reserved
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Jacques Werth is co-author of "High Probability Selling" and President of High Probability Selling, a Sales Training and Consulting firm. More articles, as well as the first four chapters of the book are available at www.HighProbSell.com.

Selling To Today's Customers By Brian Tracy

What is selling? In its simplest terms, selling is the process of helping a person to conclude that your product or service is of greater value to him than the price you are asking for.

How Markets Work
Our market society is based on the principles of freedom and mutual benefit. Each party to a transaction only enters into it when he feels that he will be better off as a result of the transaction than he would be without it.

The Three Options
In a free market, the customer always has three options with any purchase decision. First, the customer can buy your product or service. Second, the customer can buy the product or service from someone else. Third, the customer can decide to buy nothing at all.

Convincing the Customer
For the customer to buy your particular product or service, he or she must be convinced that it is not only the best choice available but he must also be persuaded that there is no better way for him to spend the equivalent amount of money. Your job as a salesperson is to convince the customer that all these conditions exist and then to elicit a commitment from him to take action on your offer.

Customize Your Sales Presentation
The field of professional selling has changed dramatically since World War II. In a way, selling methodologies are merely responses to customer requirements. At one time, customers were relatively unsophisticated and poorly informed about their choices.

Salespeople catered to this customer with carefully planned and memorized sales presentations, loads of enthusiasm and a bag full of techniques designed to crush resistance and get the order at virtually any cost.

Treat Them With Respect
But the customer of the 1950s has matured into the customer of the 21st century. Customers are now more intelligent and knowledgeable than ever before. They are experienced buyers and they have interacted with hundreds of salespeople.

They are extremely sophisticated and aware of the incredible variety of products and services that are available to them, as well as their relative strengths and weaknesses of those products. Many of them are smarter and better educated than most salespeople and they are far more careful about making a buying decision of any kind.

The Need For Speed
In addition, they are overwhelmed with work and under-supplied with time. Because of the rapidly increasing pace of change, down-sizing, restructuring and the competitive pressures surrounding them, customers today are harried and hassled. They are swamped with responsibilities, impatient, suspicious, critical, demanding, and spoiled.

To sell to today's customer requires a higher caliber of sales professional than has ever before been required. And it is only going to become tougher and more complicated in the months and years ahead.

Action Exercises
Here are two things you can do immediately to put these ideas into action.

First, think continually about how you can convince your customer that your product or service is the very best available. Why does he buy, or refuse to buy?

Second, upgrade your knowledge and skills every day so you can sell more effectively. Remember, your customers only get better when you get better.
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Brian Tracy is one of the world's leading authorities on personal and business success. His fast-moving talks and seminars are loaded with powerful, proven ideas and strategies that you can apply immediately to get better results in every area. Visit Brian's web site and take advantage of his FREE audio program offer.

The Impact of Follow Up By Kelley Robertson

It never ceases to amaze me how few sales people make the time to follow-up after they have made initial contact with a prospect or customer. In the last few months, I can think of at least eight different situations in my own life (business & personal) when a salesperson did not bother taking this initiative.

These included a landscaper who designed plans for our property, two different people who spoke to me about creating a promotional piece of literature for my business, a sales rep for a pool company, and a men’s fashion salesman who was asked to send information. In each of these situations I was very interested in the product or service offered by the vendor.

This got me wondering... why don’t people follow-up? I think there are several reasons.

They don’t want to appear pushy. It may be true that following up too frequently will come across as being pushy. However, very few salespeople ever come close to crossing this line. In fact, one the few times, I left a salesperson was pushy was more because of his tone, rather than fact he actually followed up.

As a sales professional, I believe it is our responsibility to keep following up with our prospects until we know for certain if they want to do business with us. However, I also strongly believe that we can cross that line by making too many calls in a short period of time. So where’s the happen balance? It depends on your business.

A weekly call is more than enough to keep in touch providing you make sure your call is short and to the point. Don’t waste your prospect’s time by droning on and on. Also, if possible, provide some additional value during your follow-up call. This may give your prospect a reason to choose you instead of a competitor.

They forget. It’s easy to forget considering how busy we are. We may have every intention of calling our prospect but we get caught up in our business. Unexpected problems crop up, we find ourselves spending more time in meetings ad stuck in traffic, and because we didn’t schedule the follow-up, it doesn’t get done. This is a common dilemma but one that can be avoided by considering the follow-up like a scheduled appointment. They make false assumptions.

I once submitted a proposal to a company and told them I would follow-up on a certain day and time. Unfortunately, I was extremely sick that particular day and it was several days before I recuperated. I then wrestled with whether or not I should call him. I was concerned he would question why I didn’t call as scheduled. In the end, a simple apology was enough to rectify the situation and move the sales process forward.

When someone doesn’t immediately return our phone call or email message, we usually assume the worst – even if this assumption is not verified. I have learned from experience that a lack of response can often be attributed to the fact that the other person is just too busy to respond or does not have an answer for you.

They think that the customer or prospect will contact them. I think this is one of the most common myths sales people fall prey to. They think that if they do a good job the customer will automatically call us back – we don’t need to follow-up. Unfortunately, we cannot rely on this if we want to achieve our sales goals. People get busy, they forget or procrastinate and the more time that slips by, the less important your product or service may be to that prospective customer.

They have never been taught. Many people have never received formal sales training and have not learned why they should follow-up and how to make this happen. This is relatively easy to remedy. Start by asking or telling your prospect that you will follow-up on a specific day or time. Tell them how you will follow-up (telephone, email, face-to-face) and record this in your day planner or time management system. I use Outlook and now include a reminder so I don’t forget to follow-up.

Follow-up should also be completed after the sale is completed. A quick telephone call after your product or service has been delivered confirms their decision to buy from you. I make an effort to send every client a handwritten thank-you card once the sale has been confirmed and again when the services they requested have been delivered.

Here’s the bottom line. You can easily differentiate yourself from your competition by making the effort to follow-up with your prospects and customers. Don’t take it for granted that they will call you. Be proactive and contact them.

© 2005 Kelley Robertson, All rights reserved
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Kelley Robertson, President of the Robertson Training Group, works with businesses to help them increase their sales and motivate their employees. Receive a free copy of “100 Ways to Increase Your Sales” by subscribing to his free sales and motivational newsletter available at www.KelleyRobertson.com. Contact him at 905-633-7750 or Kelley@RobertsonTrainingGroup.com

Lessons From Sales Mistakes, or learn from your selling bloopers

I just came across some good advice from Jill Konrath in her article, Sales Is Not For the Faint of Heart.

Here's a brief overview...

Jill recounts a time early in her sales career where she attempted to bypass a lower level employee of a company that she was dealing with on a particular sales decision -- by getting an appointment with the CEO of the company. Ultimately as she says the entire thing blows up in her face when she finds herself face to face in the lobby of the company with the person she'd originally been dealing with.

A few other key Selling ideas she shares are:

- Once you're working with someone it's never appropriate to go around them without their knowledge.
- Don't make assumptions about people's decision-making power simply based on their title.
- Have your current contact bring you to meet their boss or colleague. Go WITH, not around.

There are a ton of other useful ideas besides the few mentioned above, but I'll let you read it from her directly. It's well worth the read...

* Sales Is Not For the Faint of Heart by Jill Konrath.

-- To your sales success, Josh Hinds :-)

No More Cold-Calling? Well, Almost By Jacques Werth

We do not advocate cold calling in High Probability Selling. However, cold calling is necessary at times.

You do need prospective clients and customers: If you don't have a customer list from which to solicit referrals, and you also lack an advertising/marketing budget, cold-calling to a highly targeted list is the fastest route to finding High Probability Prospects.

A High Probability Prospect is one who wants, needs, can afford, and is ready to buy your product or service- now. Those who only want, need, and can afford- but are not ready to buy now- are prospects that you'll continue to contact in the future.

How does Cold Calling fit into High Probability Prospecting?

When you start to call your list, initial contacts will be cold calls: Only first-time calls are cold calls in High Probability Prospecting. A truly effective prospecting campaign requires that you call the same list every 3 to 4 weeks, so after a short period of time, most of your calls will be warm calls. A higher percentage of the people on your list will say "Yes" to your prospecting offer with each successive call.

5 Simple rules for maximum effectiveness and maximum efficiency:

1. Don't repeat the same prospecting offer more frequently than every third call.

2. Your offer must be no longer than 45 words, describing your product/service and mentioning two of its features.

3. Your prospecting offer must clearly request a "Yes" or "No" answer.

4. When prospects say "No," you say, "Okay, good-bye."

5. When prospects say "Yes," you say, "Why?"

With practice, you should be able to make at least 50 dials per hour. You'll find an increasing number of High Probability Prospects with each pass through your list. You'll be on your way to making appointments with people who are ready to buy what you're selling - right now.

High Probability Prospecting won't eliminate cold-calling entirely. You will, however, be making relatively fewer Cold Calls. You'll also eliminate most of the Rejection associated with cold-calling.

High Probability® Selling
©All Rights Reserved
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Jacques Werth is co-author of "High Probability Selling" and President of High Probability Selling, a Sales Training and Consulting firm. More articles, as well as the first four chapters of the book are available at www.HighProbSell.com.

The Art of Asking Good Questions By Tim Hagen

“What do we hate most about salespeople?”…..they simply, never stop talking.

How many salespeople have come into your office, sat down and proceeded to tell you every benefit about what they are selling, without ever knowing what you need.

Typically, they don’t ask the questions, but rather tell you what they want you to know. So, the result is, a frustrated prospect who feels as if their needs have not been met.

Difficult as it may seem, this very common problem can be addressed rather simply by just asking questions and listening effectively.

By doing these two simple tasks, the prospect will tell you what they are looking for and more than likely, the sales rep will close the sale.

First, a good questioning system is essential because you want to keep the client talking. If questions are asked properly, you should never have to close a client.

Your objective on an initial call should be to find out what they are currently doing, what they like about what they are doing, and what would they improve.

Some ways to encourage the prospect to continue talking would be to use phrases such as what else, name another, how, why, be more specific, could you elaborate, and what do you mean. These phrases will allow you to get more specific information rather than vague responses.

The goal should be for each question to generate 3 pieces of information that allow you to move to the next step.

Prior to that first face to face meeting, you want to find out some of the challenges so that your initial meeting allows you to confirm their biggest challenges and what some potential solutions might be. This will allow you, the salesperson to move the process forward.

During the sales process, many salespeople fall into the trap of not asking enough questions, posing a solution and basically, leaving money on the table.

An example of this might be, a car salesman who is selling cars has just sold a brand new 2005 Buick LaCrosse to a woman in her mid sixties. She requested no extra options on the car, so the salesperson assumed she was not interested in any of the maintenance packages.

Later after the woman had left the dealership she ended up calling the service manager to ask if they vehicle had Roadside Assistance, he replied “no, that is an extra option you can buy at the time you purchase the vehicle.” Her response back was, “I was never asked and my husband is no longer able to change a tire in the event we should have a problem, is there any way we could add this?”

The service manager was happy to handle this request, however the sales rep didn’t finish his questions, therefore missing out on a potential sale for himself. Essentially, he left money on the table.

Finally, after you’ve asked the correct questions it is important to restate what you have learned and clarify that you have it right. You can do this by restating two or three of the most vital things you learned from your conversation with the prospect.

After you’ve gained agreement, go ahead and come up with a solution by using the phrase, “What if we… were to put together a scope document outlining what we’ve discussed today and schedule a time to get back together to confirm what might be some possible solutions.”

By using the statement “What if we….” You aren’t assuming anything and you are including the prospect in the decision making process. In addition, this allows for a smooth transition in the sales process, they are basically selling themselves.

The art of asking good questions is essential to increasing sales and achieving total customer satisfaction. They are definitely going to return to a salesperson that is able to effectively identify their needs and offer solutions that solve their problem.

Asking the right questions is not only good sales but outstanding customer service as well. Good questioning should be used in every level of an organization, on an everyday basis.
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Tim Hagen owns Sales Progress LLC a sales consulting and development firm which is located in Mequon, Wisconsin. He has worked with clients such as the Milwaukee Brewers and Bombardier Evinrude, and has increased sales between 15-35%. For further information visit their website at SalesProgress.com or email Tim directly at salebuilder@aol.com.

Cold Calling Reluctance By Shamus Brown

Most salespeople I know consider cold calling a dreadful, but essential activity in our profession. Even those who are good at it rarely like it.

Nevertheless, those who are successful in sales do it regularly because without prospects, one does not sell anything.

If you hate cold calling to the point where you won't do it, you've got a serious problem. Let this go on long enough, and you'll watch your commissions drop from low to zero as you lose your job.

If you truly hate cold calling to the point where it is really hurting your sales, I may know one of the reasons why.

Where's The Pressure?

Too many salespeople take the bulk of the pressure on themselves in the sale. We've been conditioned into it by a society that teaches us that buyers shop, and sellers are there to "serve". You've heard this before... "serve the customer".

In "serving the customer", we feel that we have to do whatever they ask to get the sale. Some prospects act like bratty children that just have to have their way. This can be quite annoying to deal with.

In letting this belief "serving the customer" dominate our attitude towards buying and selling, we give up a lot of power. It's kind of crazy if you really think about it. The prospect is the one who does or does not have a problem to solve. Its not your problem - you are just offering a potential solution.

If your prospect does have a problem to solve, then it is his responsibility to solve it - not yours. What you can do is help him figure out how to solve it, and offer your products or services if they solve the problem.

When cold calling, you are looking for problems that you can actually solve. How effective you are at cold calling is really a matter of how effective you are at uncovering problems that you can solve. It is *not* a game of how good of a "pitch" you can deliver over the phone.

If you plan your cold calling by trying to craft the most interesting, exciting, and sparkling pitch to wow your prospects into meeting with you, then you are putting way too much pressure on yourself. This may just be stressful for you, or it can even be disabling to the point where you can't or won't do any cold calling.

I have a simple formula to take the pressure off of yourself and put it where it belongs - on your prospect.

Cold Calling Formula

1. Introduce Yourself, Your Company, and Your Results.
2. Get Permission To Ask Questions.
3. Ask Questions To Uncover and Amplify Problems and Opportunities.

Simple, huh? So simple, it may seem too easy.

The secret to the cold calling formula is how you do each step. Here's an example:

"Hello, this is Shamus Brown calling."

"I am with Jupiter Financial Partners, and using private equity, I help people get high investment returns without the risk and volatility associated with the stock market.

"Do you have a few minutes to let me ask you a few questions about your investments?

"What percentage did your investment's increase this past year?

"Oh, they didn't increase... they declined by how much?... hmm, sounds bad to me, but I am not you - is that kind of performance OK with you?"

This follows the simple format outlined above. Introduce yourself and your company, and wrap that introduction with a statement of the results that you provide for your customers. This is one of the keys to making cold calling easier.

The only thing your prospect will likely hear at the beginning of the call is your results. When you are cold calling someone, you are interrupting them in some way. Their attention is elsewhere. When they hear the results that you offer, you will get their attention IF they are interested in those types of results.

Next, if they are interested in those results, they will more than likely answer yes to your request to ask a few questions and talk further.

Finally, you immediately get into probing for problems, and amplifying the consequences. Once you are there, you will stir up their motivation and desire to talk further about your product or service.

Stop using lengthy introductions in your cold calling. If you get that slightly uncomfortable or nauseating feeling in your stomach while delivering your phone "pitch", it is because your pitch is too long. The longer your pitch is, the more you are "at risk" because you do not know how the message is being received.

Shorten your cold calling opener to just the essential results that you provide, and then get right into probing for problems. You'll sell more this way.

© 1999-2005 Shamus Brown, All Rights Reserved.
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Shamus Brown is a Professional Sales Coach and former high-tech sales pro who began his career selling for IBM. Shamus has written more than 50 articles on selling and is the creator of the popular Persuasive Selling Skills CD Audio Program. You can read more of Shamus Brown's sales tips at Sales-Tips.industrialEGO.com and you can learn more about his persuasive sales skills training at Persuasive-Sales-Skills.com.

Four Obstacles To Closing By Brian Tracy

Fear of Failure
There are several other reasons why the end game of selling is stressful and difficult. First and foremost is the fear of failure experienced by the prospect.

Because of negative buying experiences in the past, over which you could have no control, prospects are conditioned to be suspicious, skeptical and wary of salespeople and sales approaches.

They may like to buy, but they don't like to be sold. They are afraid of making a mistake. They are afraid of paying too much and finding it for sale cheaper somewhere else.

Fear of Criticism
They are afraid of being criticized by others for making the wrong buying decision. They are afraid of buying an inappropriate product and finding out later that they should have purchased something else.

This fear of failure, of making a mistake in buying your product, is the major reason why people object, hesitate and procrastinate on the buying decision.

Fear of Rejection
The second major obstacle to selling is the fear of rejection, of criticism and disapproval experienced by the salesperson.

You work long and hard to prospect and cultivate a prospective buyer and you are very reluctant to say anything that might cause the prospect to tune you out and turn you off.

You have a lot invested in each prospect and if you are not careful, you will find yourself being wishy-washy at the end of the sale, rather than risking incurring the displeasure of the prospect by your asking for a firm decision.

Customers Are Busy
The third reason why the end of the sale is difficult is that customers are busy and preoccupied.

It isn't that they are not interested in enjoying the benefits of your product. It's just that they are overwhelmed with work and they find it difficult to make sufficient time available to think through your recommendations and make a buying decision.

And the better they are as a prospect, the busier they tend to be. This is why you need to maintain momentum throughout the sales process and gently push it to a conclusion at the appropriate time.

Inertia is Hard to Break
The factor of inertia is the fourth reason that can also cause the sales process to come to a halt without a resolution.

Customers are lazy and often quite comfortable doing what they are currently doing. Your product or service may require that they make exceptional efforts to accommodate the change or a new way of doing things.

They perhaps recognize that they would be better off with your product, but the trouble and expense of installing it hardly seems to make it worth the effort.

They see no pressing need or urgency to stop doing what they are doing and start doing something else with what you are selling.

Everyone Buys at the Same Time
The good news is that everybody you meet has bought and will buy, new products and services from someone, at some time.

If they didn't buy from you, they will from someone else. You must find the way to overcome the natural physical and psychological obstacles to buying and then hone your skills so that you are capable of selling to almost any qualified prospect you speak to.

Action Exercises:
Now, here are two things you can do immediately to put these ideas into action.

First, recognize the normal fear of making a buying mistake experienced by the customer. Give him every reason you can think of to be confident in dealing with you.

Second, accept that everyone you talk to is busy and you are interrupting. Always ask if this is a good time for him to give you his undivided attention. If not, arrange to see him another time.
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Brian Tracy is one of the world's leading authorities on personal and business success. His fast-moving talks and seminars are loaded with powerful, proven ideas and strategies that you can apply immediately to get better results in every area. Visit Brian's web site and take advantage of his FREE audio program offer.

Salespeople - Position Yourselves with Power By Dave Kahle

His eyes were narrow and bloodshot from staying out late and partying too heavily the previous night. A two-day old stubble framed his face.

He was wearing a dark colored tee shirt, which he hadn't tucked in, a pair of jeans, and scuffed loafers which had probably never seen shoe polish. It was the second day of my Sales Academy seminar, and this participant in the program was complaining to the group that his customers were only interested in low price.

I didn't say this, because I didn't want to embarrass him in front of the group, but I thought it none the less: "Do you think your appearance and demeanor have anything to do with your customers' reaction? Do you think that you may give them the idea that you are the lowest rung on the pricing scale? Is it possible that you have inadvertently positioned yourself as the Wal-Mart of the industry?"

I remember, as a child, having a salesperson call on my family. He had an appointment to discuss a correspondence course for one of us. He drove a big Lincoln, dressed richly, spoke articulately, and carried himself with confidence. It wasn't a coincidence that we bought his program without quibbling about the price.

These two scenarios illustrate a powerful and frequently overlooked best practice in the world of sales: Whether you intend to or not, you always create a position in the minds of your customers, and that position influences the customer's attitudes toward you as well as the buying decisions that follow. In other words, if you look like you're the low price, your customers will expect you to be the low price.

It follows, then, that if we are going to be an effective, professional salesperson, we ought to give thoughtful consideration to how we position ourselves in the minds of our customers.

Let's begin by understanding the idea of positioning a little deeper. Positioning has long been a term bandied about by advertising mavens and marketing gurus. They define it as the place that your brand or product has carved out in the mind of the customer. It's the pictures that enter the customers' mind when they think of your product, the feelings that your product evokes, the attitudes they associate with you, and the thoughts that they have of you.

Chances are, for example, that the words "Volkswagen Beetle" evoke a set of responses from you that are different than "Chevrolet Corvette." You expect a certain degree of quality, price and service when you enter a Wal-Mart that is not the same as your expectations upon stepping inside a Saks Fifth Avenue store.

Billions of dollars are spent every year on carefully crafted impressions by businesses anxious to carve out a valuable position in the minds of their customers.

Alas, if only the same thing could be said of many salespeople.

Just like the carefully designed impressions by advertising mediums inexorably chisel a spot into our psyches, so do the repeated visits by a salesperson embed a set of expectations, pictures and emotions into the minds of our customers. The position you, as a salesperson, occupy is a complex intertwining of the perception of your company, your solutions, and yourself. The most effective salespeople and sales organizations understand that, and consciously work to create a positive position in the minds of their customers.

Creating your position

Let's begin at the end. A good starting point is to think deeply and with some detail about what sort of position you want to create. What, exactly, do you want your customers to think of you? Let me suggest two possibilities: the minimum acceptable position, and the ideal position.

At a minimum, I believe your customer should view you as a competent, trustworthy person who brings value to the customer. They believe that you generally know your products and their strengths and weaknesses, that you generally know the customer's issues, and that you can be reliably counted on to do what you say you will do. That's the least acceptable position to which you should work towards. If your customers don't think of you at least in this way, you probably should not be in sales.

At the other end of the spectrum is the ideal position. This builds on the minimum, but adds a specific understanding on the part of the customer of your unique combination of strengths and attributes. It evolves as you have history with the customer until you occupy a position that is totally and uniquely yours and that carries with it the expectation that your strengths in some specific and unique way add value to the time the customer spends with you. The ultimate test of the power of your position is the customer's willingness to see you and the resulting preference for doing business with you.

Here's an illustration. If you were shopping for an automobile, a low-mileage late model Taurus would probably provide you with competent, reliable transportation. So, when you think of that specific automobile, it would evoke a set of ideas in your mind all revolving around competent and reliable transportation. Now, think of a brand new Lamborghini and you would understand it to be transportation, but with a unique flair - something above and beyond just reliable transportation. That flair would be a result of the unique strengths of that particular automobile conveyed in a graphic way to your mind.

So it is with salespeople. You want to position yourself in your customer's mind the equivalent of the Taurus. But if you really want to carve out a unique, memorable position in your customer's mind, you'd want them to think of you as a Lamborghini.

The question then is, how do you want your customers to think of you? Once you articulate a specific picture, you can then start to build that position. Here are four essential steps to help you convey a positive position to your customers.

1. Soberly assess yourself.

What sort of position are you currently occupying in the customer's mind? Be as objective as possible as you think through each of the issues listed below, and compare yourself to your competitors. How do you stand on...

* your appearance
* your product knowledge
* your understanding of company policies and procedures
* your competence with basic sales skills
* your understanding of the customer
* your bearing and demeanor.

If you find that your rank below your competitors on any of these issues, then you need to spiff them up so that you are thought of, at least, as a Taurus. Then, you can begin to move toward the Lamborghini position.

2. Start on the inside.

In my book, 10 Secrets of Time Management for Salespeople, I propose that you "get grounded." That advice is based on the observation that it is difficult to sustain a false position. It is all a whole lot easier if you portray yourself to be who you are. Integrity, meaning consistency between who you are and who you present yourself to be, is a foundation to a positive position.

In order to do that, you must clearly understand who you are. That means that you crystallize, in a written document, these three issues:

* Your purpose. This really speaks to your spiritual orientation. Why are you here? What is your purpose in life and in this job? Why are you doing this anyway?

* Your vision. What would you like to become? What do you see as possible and ideal in your job, your career, and in your life?

* Your values. What are the highest priority items in your life and in your job? What are the people, ideas, behaviors and qualities of character that are most important to you?

Once you have thought deeply about these internal issues, you'll find it much easier to live them. The process of articulating them and putting them on paper keeps you focused and attentive to the deeper issues.

3. Do a sober assessment of your strengths.

If you are going to position yourself in the eyes of the customer as having some combination of uniqueness, you first have to identify what those unique strengths are. What are your personal unique attributes, experiences, and passions as it relates this job? Do you have some special experience? Do you have some unique capabilities? Do you have some unique relationships? Do you have some unusual characteristics? Identify those strengths on a piece of paper, and then add a line or two on how each of those can bring value to the customer.

At this point, you will have done the necessary homework to make the job of building a unique position much easier. You now know who you are and what strengths you can bring to your customers. Now comes the fun.

4. Continually seek opportunities to convey your brand.

Act in a way that is consistent with your statements of strengths. For example, if you say that you are good with high tech, don't take notes on a scratch pad. Put them into a PDA. If you say you are personally attractive, don't forget to shave before you make a sales call. Be consistent - act like the person you claim to be.

Find ways to utilize your strengths and emphasize your uniqueness. In one of my sales positions, for example, recognizing that I had some unique talents in speaking to groups, I consistently found ways to organize seminars and workshops for my customers in which I presented to the group. I could have made individual sales calls to six customers, but I found that when I brought all six together in a group, I was more effective. It was just me utilizing my strengths.

Be creative. One of my strengths happened to be my wife, who is a gourmet cook, and extremely good with anything that even looks like food. We collaborated, and as Christmas gifts for my customers, she would make dozens of varieties of homemade cookies and candies, and I'd pack them uniquely for each customer. Within a year or two, everyone looked forward to my arriving with our annual Christmas present.

Develop a reputation by intention. Decide what you want to be known for, and then work to consistently make that happen. One salesperson makes sure, for example, that he doesn't call on a customer unless he has something to share with that customer which he believes that customer will find valuable. As a result, he has no problem getting time with his customers. He's developed the reputation of always bringing something of value.

If you want to be known as the most responsive salesperson, set up a system that allows you to respond to every phone call within an hour or two. If you want to be known as the fountain of product knowledge, make sure that you study every price list and piece of literature on every product you sell. If you want to be known as the specialist in some application, make sure that you know it inside and out.

Consider everything that you do. Question every single aspect of your interaction with the customer, and gradually shape every thing to match the position you want to gain. If you want your customer to think of you as confident and competent, don't drive a dirty 10 year old car. If you want your customer to think of you as worth an extra couple percentage points in price, then don't come in wearing wrinkled Dockers and a dirty tee shirt. If you want to be known as intelligent and articulate, don't use slang.

Your position in the minds of the customer is a powerful and subtle component of an effective salesperson's approach. Consistently working at building a positive position will pay dividends for years.

Copyright 2005
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If you would like assistance structuring a sales system or sales development program to suit the specific needs of your company, you can reach Dave Kahle at 800-331-1287 or by visiting the Dave Kahle web site.

Sales Training Points to Ponder...

There's lots of solid advice in the article above. A few of the things that stood out to me as I was reading it are:

"Whether you intend to or not, you always create a position in the minds of your customers, and that position influences the customer's attitudes toward you as well as the buying decisions that follow."

That sort of reminds me of the old saying that goes, if you're selling chevrolet cars, don't drive a toyota, or vice versa :-) -- in other words, your actions speak so loudly I can't hear a word you are saying.

Along the same lines I found the advice on "continually seeking to convey your brand" particularly helpful as well. Enough about what I think, what about you? Use the comments below to share your thoughts... To your selling success, Josh Hinds

How To Take The Right Steps To Increase Your Selling Results By Jim Meisenheimer

Steps - it is unrealistic for most salespeople to expect to make a sale in a single step. Most sales don't end after a single phone call. If you're selling a complex product or service you won't get the order after a single face-to-face sales call.

There are a number of steps involved in making a sale. If you want to make more sales, more quickly, more profitably, and do it more often you need your own personalized selling model.

This model consists of all the steps beginning with the identification of a sales opportunity and ends with the customer's commitment to buy. Each step must be clearly defined and as a professional salesperson you must know each step like the back of your hand. How would you answer this question: what are the routine steps you take to generate sales for your company? If you're answer isn't quick, crisp, and concise it means you need to do some homework.

In step - there is only one major way to get in step with your customers and potential customers. The single best way to get in step with your customers and potential customers is to ask rock solid questions. Assume nothing question everything. Remember, the more experience you have the more assumptions you'll make.

People are unique and so are your customers. It's not too early to start asking your customers this question. "What are your priorities for the year 2005." Don't assume you know until you ask the question and listen to their response.

Out of step - do everything you can to be out of step with your competition. From your customers perspective you don't want to look like your competition. Do everything you can to be different. Small differences create big advantages for you.

Example, attach a small ribbon to literature whenever you send it or leave it behind. Your promotional pieces will always standout from the rest of the stuff on your customer's desk. The road to success is paved with differentiation.

Watch your step - personal and professional goals (in writing) determine who you are and establish very clearly where you're going. Imagine you are on one really giant and humongous stairway in life. If you could jettison yourself to the last step on that stairway and sneak a peek back down, what would you see? Probably lots of small steps.

One step leading to another. Always remember every step you take is moving you up or down on the stairway called life. View the steps as action plans on your way to achieving your next goal.

Step down - if the walls are starting to move in on you and you are feeling edgy and stressed you probably have too much on your plate. Translation - you're trying to do too much at one time. When you have so much to do it makes you dizzy just thinking about it, change your focus to doing less instead of more.

Try this; write down three things that are low value time busters. Take the list and toss it away. Forget about doing these three things. Why would you even think about doing low value, time busting, time wasting, aggravating, annoying, and pain in the butt things? Try checking voice mail and e-mail less frequently. The messages will still be there.

Your life needn't be lived on a treadmill that's going full throttle 100 percent of the time. Step down periodically to enjoy the journey called life. Step down if you want a change of pace.

Step on it - time matters most. Watch your watch and keep track of your time. Don't waste your time on anything frivolous. If what you're doing doesn't add value to your customer or make you money, why are you doing it? Today is the most important day of your life!

Are you living it that way? Being busy isn't the same as being productive. Perspiring and getting results are two totally different pictures. The former feels good while the latter is good.

Step up - and take action on all the things you are meaning to do. Procrastinators aren't born they're made from a lifetime of putting things off. Invest two hours this week to clear your desk. Create two stacks, MATTERS MOST and DOESN'T MATTER.

Take everything you've been meaning to do and put them into one of these stacks. Once done, prioritize the MATTERS MOST stack and get rid of the other one. Do first things first and always concentrate on doing what matters most.

Small steps - it's been said that a journey of a thousand miles begins with a single step. My guess is the philosopher who penned that wants us to take a single small step. The first step is seldom the big one.

It is however the most important one.
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Jim Meisenheimer is the creator of No-Brainer Sales Training. His sales techniques and selling skills focus on practical ideas that get immediate results. You can discover all his secrets by visiting his website: http://www.meisenheimer.com

Sales Training Discussion ...
What were some of the key things you learned from the advice above? Does anything else come to mind that you think might be helpful to others?

One point that stuck out in my mind from the lesson above was:
write down three things that are low value time busters. Take the list and toss it away. Forget about doing these three things.

By reducing the time we spend on low value tasks, we greatly increase the time we have to tackle the more important things. Simple, yes, but worth keeping in mind just the same. Please take a moment to share your thoughts using the "comments" below this post... All the best, Josh Hinds :-)

Get Customers To Sell For You Brian Tracy

Why People Buy
Fully 84 percent of sales in America take place as the result of word-of-mouth advertising. Some of the most important sales promotion sales activities are those that take place between customers and prospects, between friends and colleagues, in the form of advice and recommendations on what to buy, or not buy, and who to buy from.

Join the Top 10%
The only way that you can be among the top ten percent of salespeople in your industry is by having your existing customers selling for you on every occasion. Because of the importance of mega-credibility in selling, your customers must be happy to open doors to new customers for you wherever they go.

Never Prospect Again
All top salespeople eventually reach the point where they seldom have to prospect because their customers do much of their selling for them. When you live your life consistent with your personal and business mission statements, both fitting together like pieces of a jigsaw puzzle, your sales career will soar, as will your sales results and your earnings.

Be Clear About Who You Are
One important point with regard to vision, values and mission statements: be gentle with yourself. It has taken you your whole life to become the person you are today. If you are like everyone else, you are not perfect. You have lots of room to grow and improve. There are many changes that you can make in your character and personality in the course of becoming the excellent human being that you aspire to. But change in your personality will not come easily, and it won't come overnight. You must be patient.

Persist Until You Succeed
The reason that people grow and become better and better over the course of time, is because they persist gently in the direction of their goals and dreams. They don't expect overnight transformations. When they don't see results immediately, they don't get discouraged. They just keep on keeping on. And you must do the same.

Put Your Ideas Into Action
Once you have a clear idea of the person you want to be and the kind of life and career you want to create, just take the first step. Read your mission statements every day as you go about your activities, think of the different ways that you could practice the virtues and qualities that you are in the process of incorporating into your own personality.

Remember, it is only your actions with regard to other people that really demonstrate the kind of person you have become. And if you persist long enough, you will eventually shape yourself into the exact person that you have imagined.

Action Exercises:
First, treat every customer as if he is going to be a great source of word-of-mouth advertising for you. Remember that every person knows about 300 other people.

Second, resolve to become better and better in your dealings with others but be gentle with yourself. Behave every day in every way the best you can be and you will be sure to get results.
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Brian Tracy is one of the world's leading authorities on personal and business success. His fast-moving talks and seminars are loaded with powerful, proven ideas and strategies that you can apply immediately to get better results in every area. Learn more about Brian's best-selling book,
21 Great Ways to Become a Sales Superstar.

How To Get Face To Face Over The Phone By Jim Klein

One disadvantage of selling by telephone is the lack of face to face contact.

When you are sitting with a prospect it is much easier to read there body language. You can see the look on their face when they are confused about something you said. You can see the delight when you hit a hot button for them. You can read the shifts in their body as they respond to your every word. All of this non verbal communication is missing when you are selling by phone.

Selling over the phone puts you at a huge disadvantage because numerous studies have shown that 55% of what we communicate is non verbal. This technique will give you back that advantage you might have lost.

Ask The Right Questions

By asking questions that solicit a response from your prospect you will get an idea of what is going on inside the prospects mind. Normally these questions are asked during your presentation or while answering objections.

Let's say you are describing how your product or service will benefit the prospect and you haven't gotten any kind of verbal response from them. This is the time to ask a question like:

Does that make sense to you?

How does that sound?

Are you with me so far?

If you are answering a question or concern you should ask a question that verifies that you have handled their objection, such as...

Does that answer your question?

What you are looking for is feedback from them so you can see what they are thinking and so you know how to proceed.

Let Your Ears Become Your Eyes

In any sales situation it is important to listen carefully to responses to your presentation and to your questions. When you ask a question, shut up. The first person, who speaks, looses. You have two ears and one mouth; you should listen twice as much as you speak.

Listen for two things. First what they say. When you get a response listen very carefully to the words they use and analyze and question them until you are clear what they are saying.

Second, listen to how they say it or the tone of their voice. Approximately 84% of what we communicate via the telephone is through the tone of our voice. If they answer a question one way, however the tone of their voice indicates something else. Stop and question further to get clarification until moving forward. Say something like...

It sounds like you still have a concern?

This will show them that you are indeed paying attention and will get them to further clarify their position. If you get a very positive response with an I'm with you tone in their voice, you have a buying signal and should move forward with confidence.

By asking the right questions and letting your ears become your eyes you will find your closing ratio on the phone will increase and so will your sales.
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Jim Klein is the owner of From The Heart Sales Training. He helps sales professionals attract new clients and generate an abundance of referrals so they can increase their income and enjoy life more. He provides professional sales training and sales coaching. Lots of free tips, techniques and articles. Find more articles to sharpen your sales skills here.

What's Your Client's Style? By Susan Cullen

When it comes to effective selling, one simple fact never changes: Selling is a relationship business. You already know all about your company’s products and services – and you’ve learned the fundamental aspects of the sales cycle.

But have you ever asked yourself … What helps one salesperson develop immediate rapport with prospects, and not others? What is he or she doing that is leading to long-term client relationships? How can I learn to do the same thing?

Research shows that prospects are more likely to buy when they unconsciously trust, and feel at ease with, the salesperson. They are more willing to open up and provide information critical to closing the sale. It appears that they are almost “helping” you make the sale, as opposed to fighting you in the process.

So how do you build this rapport?

AND YOU ARE...

The first key is to recognize that different behavioral styles do exist among prospects. You’ve probably seen from your own experience how one sales approach worked great with one person, yet you got a very different reaction from someone else.

Behavioral styles impact:

1. How a prospect wants you to sell to them.

2. How a prospect wants you to present information.

3. How much information you present.

4. How a prospect makes buying decisions.

The same approach won’t work with everyone. As you learn to adapt your approach to make the customer feel more at ease, the relationship will improve and more sales will eventually result.

You can identify an individual’s behavioral style preference by using the Personal Profile System® developed by Carlson Learning Company. It classifies behavior into four styles: “D”, “I”, “S”, and “C”.

HOW DO YOU LIKE MY STYLE?

“D” STYLE

Your ID, please? You can recognize these individuals as being fast-paced and direct when speaking – they’re more interested in telling you information than in asking your opinion. They tend to think in terms of the bottom line. These individuals may have more formal, “can’t read” facial expressions than other styles.

Sign here, please. When selling to the “D” style, don’t bog them down with excessive socializing or details – get to the point quickly. Directly focus on how your product or service can help them achieve their goals.

Emphasize the results you can help them obtain, while always letting them feel they’re in charge. In other words, don’t waste their time. Make your sales presentation direct and meaningful toward helping them achieve their objectives.

“I” STYLE

Your ID, please? “Influence,” or “I” behavioral-style individuals are frequently thought of as “people persons.” They’re enthusiastic and upbeat – enjoying the interaction with others in a humorous, lighthearted way. These individuals can appear to be the eternal optimists, usually seeing the glass as half-full rather than half-empty, and can be quite persuasive about things they’re passionate about.

You can identify them as being outgoing and direct, very talkative and interactive. These people tend to speak quickly, use animated expressions, and express their feelings freely. They can appear to be casual and friendly in their interactions with others and love to express themselves in a jovial, humorous way. Sometimes you’ll notice trinkets or fun gadgets in their office – it’s their way of adding levity to the work environment.

Sign here, please. When selling to the “I” style, match your pace and presentation to their energetic approach. Be friendly and sociable – let them know you like them personally. Where appropriate, take them to lunch. You need to provide testimonials and personal stories on how other people have responded to your company’s product or service. Show enthusiasm for the benefits your product or service can provide. Also, make sure you support the individuals by providing whatever detailed follow-up work is necessary; don’t ask them to do it. Make it easy for them to buy from you.

“S” STYLE

Your ID, please? The “Steadiness,” or “S” behavioral style, is also people-oriented – but at a much slower pace than the “I” style. The “S” person doesn’t like to be forced into making changes or quick decisions. They’re patient, loyal, and calm, making them excellent listeners and “peacekeepers” when conflict breaks out. Their focus is on cooperating with people.

You can identify these individuals by their reserved, indirect, but people-oriented approach to others. Their speech may appear softer, with an open posture. They will have relaxed, warm facial expressions and prefer a casual approach.

Sign here, please. When selling to the “S” style, it’s important that you listen to them. They need to feel you understand their needs. Assure the individuals that you and your organization are customer- and service-oriented. Just don’t push them into quick buying decisions. Show how you’re interested in a long-term relationship with their company, and that they can depend on you whenever necessary. The “S” style customers are more loyal to you when other vendors come knocking on their door.

“C” STYLE

Your ID, please? The “Conscientiousness,” or “C” behavioral style, is quality-focused, slow-paced, methodical, and task-oriented. They focus on the details and are primarily concerned about doing things the “right” or “correct way.” These individuals are analytical and frequently set higher standards for themselves than others.

You can recognize them as being reserved and more indirect than other styles. These people are formal, with a closed posture and “can’t read” facial expressions. They don’t like to express their feelings readily.

Sign here, please. When selling to the “C” style, make sure you have your facts straight. You’ll need to answer analytical questions, showing references where possible. These individuals don’t need you to socialize with them – they really don’t want you to. These people want you to provide detailed information in order to make a correct buying decision. Then they will thoroughly assess your information before coming to a conclusion. Be slow-paced and formal in your approach with them – don’t become overly enthusiastic or animated. Focus instead on facts, logic, and detailed analysis.

SCHIZOS

Although individuals have the ability to behave within all four styles, they tend to use one or two most often. There is no right or wrong style. Each has its own strengths and limitations. However, there are three key steps when applying the knowledge of behavioral styles to a sales situation:

1. Understand your own behavioral style in the sales environment.

2. Identify the prospect’s behavioral style.

3. Adapt your approach to best fit the prospect’s behavioral style needs.

DO’s & DON’TS

Most salespeople tend to sell to others the way they would like someone to sell to them. That’s not going to work!

“D” for Dominant

Do
* Focus on “what”
* Provide options
* Be efficient
* Focus on results

Don’t
* Assume without getting an opinion
* Over socialize
* Emphasize unnecessary details
* Waste time

“I” for Influence

Do
* Focus on “who”
* Provide testimonials
* Be upbeat and friendly
* Handle details when possible

Don’t
* Emphasize technicalities of product
* Be overly formal or reserved
* Add to client’s workload
* Leave decisions unclear

In sales it’s important to remember this rule: “Do unto others as they would have you do unto them.”

“S” for Steadiness

Do
* Focus on “how”
* Assure client’s buying decision
* Provide excellent attention and service
* Patiently listen to needs

Don’t
* Rush client into quick buying decisions
* Forget to regularly follow up
* Have an “I don’t care” attitude
* Be abrupt or fast

“C” for Conscientiousness

Do
* Focus on “why”
* Use a logical approach
* Answer questions accurately
* Provide evidence of quality

Don’t
* Be overly enthusiastic or social
* Be unprepared or lack product knowledge
* Appear disorganized
* Rush decision-making
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Susan Cullen is President of Quantum Learning Solutions, Inc., based in New Jersey (609) 683-9218. She speaks on the topic of “People Literacy” and is a distributor for Inscape Publishing, publishers of the Personal Profile System®. She has over 15 years experience in Organizational Development and is considered an expert in the use of blended learning methodologies for lasting organizational change. For more information visit QuantumLearn.com or call (800) 683-0681.

Sell More: How to Get Motivated Buyers To Call You First By Craig Elias

How many sales opportunities have you lost to competitors who seemed to have the inside track? It’s likely your prospect purchased from their emotional favorite.

Selling goes beyond communicating the value of your products and services. Selling is about communicating the value of doing business with you. It is about connecting with your customer and becoming their ‘Emotional Favorite’.

Success in sales requires three things:

1) A viable product that addresses a need

2) Credibility

3) Timing.

Some in sales claim in sales timing is everything; experienced sales professionals know timing is the ONLY thing.

There are a plethora of credible businesses with viable products. To be truly successful at selling you need timing - to be the first or second person your customer talks to when they need something. There are three simple ways to get timing:

1) Sheer numbers – if you contact enough prospects, you’ll eventually find opportunities

2) Referrals – someone tells you the customer has a need for your product or service

3) Become your customer’s ‘Emotional Favorite’ - the customer calls you first

Value Of Being First
Being one of the first suppliers in front of your customers at the time they need what you sell is key to getting the business. Once the customer begins to shape a solution around a vendor’s product or service, they become emotionally tied to that solution. People tend to make decisions and move on to the next problem.

What Is The Emotional Favorite? Think about the last time you purchased a product or service. When you picked up the phone, did you call the person who helped you in the past? The person who adds value to your business or your career every time you ask for their assistance? Chances are you did. The fact of the matter is most people do.

It used to be that people bought from those they know, like, and trust. To be successful in sales today, you need to go one step further and connect with your customers to become the person your customers know, like, trust…and want to see succeed.

The emotional favorite is the person your customers call first, regardless of what they need.

Becoming The Emotional Favorite So, if being the emotional favorite means you helping your customers fulfill their needs, how do you create this relationship where your customers think of you as their one-stop resource?

Start by asking questions about your customer when you meet for the very first time and at the end of EVERY sales call.

Think about the last time you encountered a ‘stereotypical’ sales person, the one who immediately launches into a sales pitch. How did you react? After a minute or two, did your eyes glaze over? As the sales person drones on, you stop listening waiting for an opportunity to end the conversation. Ultimately, that sales person falls to the bottom of the list of people you call when you need something. Not where you want to be if you’re looking to become the Emotional Favorite.

Asking The Right Questions
Obviously, you’re not going to start with ‘Hi, I’m Craig. What’s your greatest challenge?’

Start with open-ended questions: Ask about how the latest government policy changes, or shifts in technology has impacted their business. Relate their business to your other industry contacts and share some of your own insights. Then you can ask about their greatest challenges and you will likely get the answers you are looking for.

Frame your questions outside your existing sales professional to prospect relationship because by default, your customer will answer in terms of your products or services. Start with “Let’s forget about what I do for ABC Company for a minute” and ask:

* What is the biggest issue you have that you just can’t get to? or,

* What is the one thing you are looking for but can’t seem to find? or,

* What issue have you tried to solve but can’t find a satisfactory solution to?

Now shut up and listen! When your customer stops talking, wait 6 seconds and listen to what they tell you next. First they’ll tell you about the problem. If you don’t interrupt them, they will tell you how the problem impacts them and the rest of their organization.

Now you have enough information to connect your customer with a solution and if it’s not available through you perhaps you know a colleague who can solve the problem.

What Are The Benefits Of Asking The Right Questions?

* You gain a better understanding of your customers and their organization.

* You will improve your customer relationships during a time when your customers do not need what you sell.

* You will get more time with your customers.

* You may learn of opportunities to sell.

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