Are Your People Professional Salespeople or Professional Visitors? By Joe Heller

Over the weekend I spoke at a conference in Napa Valley, CA on How To Brand The Sales Force. As I led the group of CEOs thorough a series of different exercises they began to grasp that their sales force are the ambassadors for their organizations brand.

The foundational point everyone who wants to dominate their market must realize is -- the sales force not only represents the brand, they are their brand. The market judges your company's value in direct proportion to the perceived value of the salesperson they interact with.

Remember, your sales team interacts with your market every day, and for better or for worse they carry your message better than any brochure or website. My message to you is that your salespeople are your brand!

After the talk, I was invited to go out to a private diner with the group's leadership to continue the branding discussion (and drink some great wine) on several points I made earlier.

Here are a few…

First, I challenged the CEOs to define how their company's value was perceived inside their market or more importantly what misperceptions the market had about them. Ponder these two questions about your organization before you go on. The mis-perception question is a trick question. Why? There are no misperceptions, only the perceived reality of how your market sees you.

The markets perceived reality directly contributes to the people you have working for you. If you have a "nit-wit" out in the market selling for you then your market will perceive that you have "nit-wits" working throughout your organization. Your market will judge your entire organization by the actions of one person.

Question: Why would anyone want to do business with a company full of "nit-wits"?

This is how branding is linked to the sales force. What interested me most was how the group of CEOs fixated on a comment I made that most salespeople today are professional visitors and not professional salespeople. What's the difference? The intent of a professional visitor is focused on having someone "like" them. Being liked is more important and comes at the expense of selling.

The salespersons intent is misplaced and they are focused on the wrong outcome. The professional salesperson understands they are paid to sell; that's their job and they must be focused on making the sale.

Question: Why are these two points important for you to reflect on?

People are your brand! If your salespeople are perceived as professional visitors two very important things (consequences) are going to happen.

1) Meeting with a Professional Visitor is a complete waste of time. A study I read earlier this year discussed why decision makers bought from salespeople. The stated #1 reason was trust. They trusted that the salesperson would perform as expected; stay focused on the sales process, communicate specific value and deliver the product as promised. The #11 reason stated was like-ability. The inherent problem is that most sales people are focused on being liked and not on selling.

2) Professional Visitors cannot communicate value and thereby must fall back on giving your products away on price. They discount because; first, they lack self-confidence to ask for the order and second it is the only selling tool they know. Once price is in play there is no difference between you and everyone else, you are equal in stature to every competitor you face. You have gone from being "the choice" to "a choice" in the minds of your market. Price is the only determining factor.

Note: If your sales team consists of professional visitors, you have expedited the speed at which you are becoming a commodity. This transition is not because of market conditions, but is directly attributable to the salespeople selling for you. Professional Visitors (aka sales) = Commodity Business.

There are several reasons for this - sales people and sales management.

Salespeople got spoiled during the go-go 90's and forgot how to sell. Almost a generation has passed since salespeople had to go out and earn their keep by closing. And, many sales managers are equally challenged. Sales Managers don't know how to engage salespeople in the sales process to help them succeed. This ranges from not knowing how to lead a sales meeting to focus, educate and motivate the sales team to helping their team close deals in the field.

The result of all this is that your sales force is perpetuating the speed in which you become a commodity. If your sales force is not trusted and not perceived well in your market, your market will not trust you and will not appreciate your existence. At this point, you've destroyed your brand and perpetuated becoming a commodity.

In conclusion, your salespeople are your brand! They interact with your market every single day. They are either establishing your value or they are failing miserably to dominate your market. It's that simple. Take a look at your sales team and consider this… what is running through the minds of decision makers when one of your salespeople calls on them. Ask yourself, are your salespeople contributing to your success or putting nails in your coffin that will put your company 6-feet under faster than a new competitor.
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Joe Heller, Sales Consultant
1.888.5HELLER
"Visit www.JoeHeller.com for more information."

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Gaining Access to Higher Level Decision Makers? By Bill McCormick

One of the most popular topics in our Key Account Management and Selling On Value workshops is how to gain access to higher-level decision makers. This is a critical skill for sales professionals, especially when you need to build relationships with multiple decision makers and influencers at key accounts. This article will address two related topics:

* Guidelines on how to gain access
* What to do if the gatekeeper blocks access

Top 10 Methods on How to Gain Access to Decision Makers ...

STAR has surveyed thousands of sales professionals and sales managers, and asked for their most practical and effective tips on how to gain access to higher-level decision makers. Here are the Top 10 responses:

1. Use an outside referral to get an initial meeting or phone conversation with the top level decision maker.

2. After you have the initial conversation (see above), use “top down” selling to gain access to the decision makers who report to the top person.

3. When you are speaking with a mid-level contact, ask some legitimate high-level questions that would normally be outside of his or her authority limits; then, ask follow-up questions such as “who would have this information?” and “would you be willing to help me contact this person?”

4. If this is an existing customer, use your current contact as an ally to refer you to sales opportunities at other divisions or locations.

5. Use “indirect influence”, meaning that you let one of your internal allies become your advocate, and let this person sell your product/service/idea for you.

6. Offer training or informational workshop for which the topic would attract other decision makers.

7. Join a relevant trade or industry association, especially one that is likely to include higher level managers.

8. When you make a future appointment, schedule a joint sales call and bring one of your higher-level managers with you, and ensure that the customer will have a matching level person at the same meeting.

9. Although it isn’t as common as it once was, entertainment and outings can also be used.

10. Finally… be persistent! Average salespeople give up after two or fewer attempts, whereas successful sellers make 6 attempts (on average) to gain access to new and important customers.

What If The Gatekeeper Blocks Access?

For many of the above suggestions, you may find that a gatekeeper is blocking access to the higher-level decision maker. This is a common roadblock, for which some of these suggestions would then be appropriate:

* Don’t go around the gatekeeper, but do your best to cultivate this person as an ally.

* Make a reasonable request, such as “I’d only like 5 minutes”, or “Can you forward this information to him or her?”

* Telephone or visit either very early or very late in the day, in the hope that the gatekeeper isn’t there

* Send an email directly to the decision maker

* Cite a referral or internal ally (similar to the suggestions in the Top 10 list)
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Bill McCormick, President of Sales Training And Results, Inc. (STAR), a firm specializing in customized sales and management training, consulting and coaching services. Bill has 20 years of experience in consulting with senior managers and coaching sales executives and professionals. Bill and the STAR training staff specialize in the design and instruction of customized sales and management workshops. Prior to founding STAR, Bill's career included work in sales, sales management and marketing management positions for a Fortune 25 company. STAR sales training programs are available as instructor-led, online, or in a blended learning format. Visit www.SalesTrainingAndResults.com for more information.

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Customers for Life -- By John Boe

The most successful companies place great value on developing lifetime relationships with their customers. In today's competitive marketplace, they're aware that their customers are aggressively prospected and their loyalty cannot be taken for granted.

Customer focused companies recognize that relationship building and follow on service are critical components for promoting both customer retention and revenue growth.

First Build a Relationship...
Today we have access to innovative tools such as the Internet, cell phones, faxes and voice mail all designed to enhance our ability to communicate. Nevertheless, even with all of these technological tools at our disposal, the alarming number of dissatisfied customers, lost sales and failed relationships all reflect the fact that none of us are as effective at communicating as we would like to believe.

Temperament understanding helps to foster effective communication. Research in the field of human psychology indicates people are born into one of four primary behavioral styles; aggressive, expressive, passive or analytical. Each of these four temperament styles requires a unique approach and communication strategy.

For example, if you are working with the impatient, aggressive style, they want a quick fix and a bottom line solution. Under pressure they can be ill-tempered and quick to anger. Give them options so you don't threaten their need for control. Don't waste their time with chitchat, stick to business. While at the other extreme, the stress-prone analytical style requires more information and is interested in every detail. Their cautious and analytical nature makes them susceptible to buyer's remorse.

Be sensitive to their need for reassurance and guarantees. Once you learn how to identify each of the four primary behavioral styles, you will be able to work more effectively with all of your customers.

Communicate Effectively...
Recognize the importance of nonverbal communication and learn to "listen with your eyes." It might surprise you to know that research indicates over 70 percent of our communication is perceived nonverbally. In fact, studies show that body language has a much greater impact and reliability than the spoken word.

Create a favorable first impression and build rapport quickly by using open body language. In addition to smiling and making good eye contact, you should show the palms of your hands, keep your arms unfolded and your legs uncrossed. You can develop harmony by "matching and mirroring" your customer's body language gestures. Matching and mirroring is unconscious mimicry. It's a way of subconsciously telling another that you like them and agree with them.

Improve your active listening skills. To develop and encourage conversation, use open-ended questions to probe the meaning behind your prospect's statements. Occasionally repeat your prospect's words verbatim. By restating his or her key words or phrases you not only clarify communication, but also build rapport. Keep your attention focused on what your customer is saying and avoid the temptation to interrupt, argue or dominate the conversation.

Little Things Make a Big Difference...
Rendering quality customer service is both a responsibility and an opportunity. Often salespeople view customer service as an administrative burden that takes them away from making a sale. The truth is that customer service provides opportunities for cross-selling, up selling and generating quality referrals.

Customers describe quality customer service in terms of attention to detail and responsiveness. Customer satisfaction surveys consistently point to the fact that the little things make a big difference. Not surprisingly, the top two customer complaints with regards to customer service are unreturned phone calls and a failure to keep promises and commitments. Make an effort to see yourself through your customer's eyes. True customer service is meeting and surpassing your customer's expectations.

Successful salespeople "go the extra mile" when providing service and turn the customers they serve into advocates to help them promote their business. Your referrals and follow on business are in direct proportion to the quality and quantity of service you render on a daily basis. Want more referrals? Improve your service!

Here are five powerful customer service tips -

1. Under-promise and over-deliver. Develop a reputation for reliability; never make a promise that you can't keep. Your word is your bond.

2. Pay attention to the small things. Get in the habit of returning phone calls, e-mails and other correspondence quickly. Follow up, follow up, follow up.

3. Stay in contact and keep good records. Take the time to jot down notes from meetings and phone calls making certain to record all relevant information. Maintain a written record of service. This is especially helpful when clients are reassigned to a new sales rep. Setup a suspense system to track important contact dates such as client review calls and birthdays. Consider sending a personal note or an article of interest every six months.

4. Give your customers a promotional gift. Consider sending them a letter opener, coffee mug or a calendar with your picture and contact information.

5. Establish a feedback system to monitor how your customers perceive the quality and quantity of the service you provide. Service is not defined by what you think it is, but rather how your customers perceive its value. When it comes to customer service, perception is reality.

Progressive companies emphasize commitment to customer service from the top down by establishing training standards and continuously monitoring customer satisfaction. Companies that fail to implement an effective customer service program actually do a disservice to their customers and unknowingly, leave the backdoor open to their competitors. If you do it right, sales and service blend seamlessly and you will exceed your customer's expectations!
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John Boe presents a wide variety of motivational and sales-oriented keynotes and seminar programs for sales meetings and conventions. John is a nationally recognized sales trainer and business motivational speaker with an impeccable track record in the meeting industry. To have John speak at your next event, visit www.JohnBoe.com or call (877)725-3750. John's newsletter is available on his website.

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The Amazing Power of Testimonials - A Useful and Under-Used Sales Tool By Colleen Francis

For any sales professional interested in selling more to more people in less time, testimonials are an absolutely vital part of the formula for success. If you’re not using them in your business right now, you are missing out on one of the most useful and under-used sales tools... ever!

I have some thoughts on why most people don’t use testimonials anywhere near to their full potential. First, let’s talk about why testimonials are so effective.

Consider the story of legendary businessman W. Clement Stone. He built what would one day become a multi-billion dollar empire by selling fire-insurance policies door-to-door during the Great Depression.

There’s no denying that Clem’s knack for people skills was big part of his success. And he also had a little something extra—a binder overflowing with testimonials from his customers. Legend has it that that binder never left his side when he was knocking on all those doors.

There was a good reason for that. It was chock full of stories—and not just happy accounts from people who were satisfied. It also told painful stories about how people had lost houses, husbands and wives to misfortune... and how relieved they were that, thanks to Clem, they had signed on the dotted line long ago, and now were covered. Frankly, after reading stories out of that binder, it’s hard to imagine how anyone could ever say no to him!

That’s the amazing power of testimonials. They work because they reaffirm for others what you already know is true.

As a sales professional, you take pride in the work you do. When you meet with prospects, it’s likely that you talk about all the great things that you do for your clients.

You might also talk about how often you go the extra mile because service matters to you. But let’s face it: in sales, no one ever becomes successful and stays that way for long if all they ever do is talk about the sizzle without ever showing the steak.

That’s where testimonials come in. They back up what you say with what noted psychologist Robert B. Cialdini calls social proof. If we drill down a little deeper into human psychology, we also learn that testimonials have amazing persuasive powers. That’s because they touch on both the fact-based and emotion-based motivators that drive people to buy things.

They reaffirm that your claims are credible and that your services are the real deal. They validate the feelings that a prospect has for you. And they do so with a message that is unmistakably authentic and sincere.

When you combine all those motivators together, it helps you make a very convincing case to prospects. That way, you can say “don’t just take my word for it, have a look at what my customers say...” It deepens the confidence that people will have in your message and it can dramatically reduce the barriers you face in closing that sale.

Testimonials are a form of word-of-mouth communication, which according to a McKinsey & Company study, influences three quarters of all purchasing decisions. Add to that the estimate by consulting firm Keller Fay—that there are some 3.4 billion word-of-mouth conversations each day—and you quickly realize that talk is anything but cheap!

W. Clement Stone understood this—and that’s precisely the insight that you can get working for you, no matter what you’re selling.

So why are testimonials under-used? You might think that it’s odd, given their amazing potential, that testimonials are seldom among the top-five selling tools used by organizations large and small. It’s not because they’re ineffective.

Testimonials are under-used because most people don’t know how to find them. And even when they do find them, they don’t know what to do with them. So let’s look at how you can address those barriers and harness the power of word-of-mouth.

Keep your ears open wide...

When you’re talking to your customers on the phone, does anyone ever share with you a little story about how they were able to make great use of your product or service?

Check your email. Has anyone ever sent you a note just to say “thanks for the great work” on that last job you did for them? Or have you ever received glowing feedback from a client who responded to a survey that you sent out? Each of those is a testimonial, just waiting for you to act on it. And that takes me to my next point…

Ask and you shall receive...

Remember our friend W. Clement Stone? He once famously said: “If there is something to gain and nothing to lose by asking, by all means ask!” When a client says great things about you, about your work or the products you sell, give them the opportunity to turn that praise into a testimonial.

Simply ask: “I’d really love it if I could include what you just said in my client testimonials. Would that be okay?” People generally like to be helpful to other people, but they’ll never get that opportunity to give you that all-powerful testimonial if you don’t ask first.

Newer customers are passionate...

Get on the phone and call your newest customers. No matter which industry you serve, the most passionate praise you’ll find for your work and the service you sell tends to come from customers with whom you have only recently started doing business.

Andy Sernovitz, the author of “Word of Mouth Marketing: How Smart Companies Get People Talking” explains why: they are the ones who are most excited about having found you. Your repeat customers, on the other hand, are already accustomed to the great service you provide. But that group can offer another important perspective, too.

Repeat customers are wise and insightful...

Your repeat customers provide people (and that includes you!) with important insight about what makes your product or service worth coming back to—again and again. So make a point of calling up those that you have been doing business with for a long time and ask them why it is that they call on you. The answers you get will often include a great sentence or two that can be added to your testimonial collection. Again, all you have to do is ask.

Make it easy for people...

One of the most common comments you’ll hear from clients when asking for testimonials is “Well I’m really not much of a writer, so it’s hard for me to put it in words.” The real power of testimonials comes from the fact that they’re not polished... they’re authentic and from the heart.

A marketing professional I know quite well recently shared with me his secret about how he addresses this issue in his business. “I borrowed an idea from John Caples—one of the great copywriters of the 20th century. When asking a client for a testimonial, he’d simply say ‘Finish this sentence in 25 words or less: I really like (product/service/person) because…’ This really works because it gets right to the point about the feelings people have for you, for what you do and for what you’re selling.”

Make testimonials part of your strategy for cold calls...

Turn a testimonial into an opening statement that you can use when making your cold calls. It’s a great way to get the conversation started on the right note because it’s one (or more) of your customers who is talking about all the great things you can do for that prospect at the other end of phone.

This strategy can be really compelling when the testimonial is one that the person you are calling can relate to specifically in their line of work. Let’s say I’m calling a prospect in the tourism industry and I share with them a sample of the great feedback I received recently from a client who works for that industry’s national association, I’m making it clear that I understand the challenges they have to deal with in their work.

There’s also a deeper message being processed by the person I’m calling: “If Colleen has worked with them, then she understands what we need and if she understands what we need, then she understands me.”

Do unto others...

Write testimonials for others with whom you do business and whose services have impressed you. It’s a good thing to do. It also helps to deepen those all-important reciprocal relationships.

Plus testimonials you write about other sends an important message to everyone about the high standards you have not only as a supplier but as a buyer, too. Social networking site, LinkedIn is a handy tool for doing this. Not only does it encourage reciprocity, it also helps you become part of a trusted network of professionals.

Make testimonials noticeable...

As you build your collection of testimonials, you’ll need to find a place where people can read them. Lucky for you, you have a lot more choices than W. Clement Stone did back in the Depression-era. Not only can you put them all in a binder to show prospects, you can also include testimonials in other products... and most won’t cost you much more than a few minutes of your time.

Here are some examples: Create a special web page devoted to testimonials. Consider ways that you can include sample quotes from that collection and feature them in steady rotation on the main page of your site. Another approach that I’ve seen is to include a new testimonial on the signature line of every outbound email. The possibilities are endless and the potential benefits to your sales record can be quite amazing. Even lucrative.
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Colleen Francis is the Founder and President of Engage Selling Solutions, which delivers sales solutions that realize immediate results, achieve lasting success and permanently raise the client's bottom line. She can be reached at EngageSelling.com.

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Try Before Buy By Lee B. Salz

In the service and technology industries, it is not uncommon for prospects to request pilot programs before committing their full business. Yet, there are important steps for the sales person to take before agreeing to the engagement.

The competition has been fiercely pursuing this account, but you feel like you have the edge. All indications are that you are going to win the business. Then, a call comes in from the Procurement officer who says:

"We think you guys are great and we think we are going to go with you. Here's what we want to do. We want to try your service for free for thirty days. If that goes well, we will talk about plans to go forward."

Is this great news? Bad news? Some sales people feel like victory is imminent. Other sales people feel like the sale will never happen. Which one is right?

There is the old story about the optimist who sees the glass as half full and the pessimist who sees the glass as half empty. The one who is often forgotten is the pragmatist who sees this as a nice drink.

When the request for a pilot comes your way, there is no need to shade this as positive or negative. There is no need for spin. It is merely an important step of the buying process that requires circumspection before proceeding. Let's dissect offer from Procurement.

Why try? The Procurement officer says they want to try your service. Why do they want to do a pilot before committing? Don't guess. Ask. Some sales people prefer to assume that they know why this is being requested. I'm sure you've seen the acronym for ASSUME.

The "why" is important to know before moving to the next step. Have they been burned in the past? Obviously, there is a trust issue here. Make no bones about it. If they fully trusted and believed in you and your company, the check would already be in your hands.

Over the years, sales people have overpromised and under-delivered so buying pros want to make sure you do what you say you do before they turn their key. In many cases, the decision to award can affect business processes for the company. What if they go awry?

Consider this. Imagine a company is about to select an applicant tracking system to manage their recruiting process. After a tremendous amount of due diligence, the team feels like they have found the right provider for this technology. But, what if they are wrong? What if the technology fails?

Does the entire hiring process come to a screeching halt because of it? Who will take the hit if that happens? This scares the Dickens out of buyers. The ability to put their pinky toe in the water before jumping in provides a sense of security for them. The bottom-line is there is a critical requirement for you to understand why they want to "try" you.

Free? The Procurement officer has asked for this trial period to be free. How do they get to decide that your product should be given for nothing? We would all love something for nothing, but we rarely get it. Of course, their famous comeback is to tell you that your competitor has agreed to do this for free. It reminds me of when my friend Brian was allowed to do something that I wasn't and I would tell my mom that Brian was allowed to go.

She would simply say, "If Brian jumped off the Brooklyn Bridge, would you want to do that too?" Buyers don't get to demand your product for free. A good question would be, "Why would they give their product away for free? Doesn't it have value?"

Food for thought. What if one of their concerns is billing? How will they measure your ability to invoice correctly if it is free? Another consideration is that pilots and trials always have a cost to your company. If there is going to be one done for free, there best be a return. Think of it as an investment. No one invests without a high probability of a return.

30 days. What is magical about a month for a trial? Why not 6 days or 28 days or 37 days? It is interesting to find out why that timeline is magical for this company. What data will they be able to gather in that time period?

What if the intent of the pilot is to demonstrate account management? Is 30 days too short? What if they want to measure your ordering system? Is 30 days too long? This comes back to the recurring theme of understanding what they desire to accomplish in this pilot.

The non-commitment commitment. Procurement folks are famous for committing to commit. "We'll talk about plans to go forward." I don't think so! A free pilot with no commitment for the business? You may have been born at night, but I hope it wasn't last night.

There are times where it makes sense to provide a trial for free for a period of time. However, it only makes sense to do that if there is a firm commitment to award you the business if the pilot goes well. Ah, but what does "well" mean?

Folks, this is the most critical step when agreeing to do a pilot! Exactly, what metrics will be used to measure the success of the pilot? Without those defined metrics, you don't have a fighting chance of hitting the mark because there won't be a mark to hit.
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Lee B. Salz is a sales management guru who helps companies hire the right sales people, on-board them, and focus their sales activity using his sales architectureR methodology. He is the President of Sales Architects, the C.E.O. of Business Expert Webinars and author of "Soar Despite Your Dodo Sales Manager." Lee is an online columnist for Sales and Marketing Management Magazine, a print columnist for SalesforceXP Magazine, and the host of the Internet radio show, "Secrets of Business Gurus." He is a passionate, dynamic speaker and a business consultant. Lee can be reached at lsalz@SalesArchitecture.com or 763.416.4321.

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The Sales Person’s Kryptonite By Lee B. Salz

RFPs (Request for Proposal) can leave you feeling powerless. Before you decide to respond to your next RFP, read this article. You can regain the power!

Superman, as strong he is, is paralyzed by kryptonite. It brings him to his knees despite his superhuman strength. Sales people have their own kryptonite called RFPs, the dreaded Request for Proposal. An RFP process doesn’t have to be kryptonite. Superman has no choice but to fight this nemesis to survive. Sales people have choices.

For one, there is no law that says you have to respond to every RFP that crosses your desk. You have the right to say no. Some of you are now thinking that I’m insane, but it’s true. Let me turn the tables on you for a moment. The definition of insanity is repeating the same thing over and over again and expecting a different result. If you aren’t the low price provider and you have no relationship with the prospect, how can you possibly win the business? You can’t and won’t. Therefore, sending in countless RFP responses under these conditions will yield nothing but losses. So, who’s crazy now?

Sure, when the pipeline isn’t as full as it should be, it is a natural reflex to want to pursue every RFP you can get your hands on. Yet, filling out an RFP is work. It also has a cost to both you and your company. While you are working on an RFP which you have little chance of winning, you aren’t prospecting for business that has a much higher chance of award. Look, we all get the same number of hours in our day. What you elect to do with yours determines whether or not you are successful in sales.

A couple of things you should know about RFPs. First is that there is a disconnect between Procurement and their customers (called users). Often times, Procurement authors the RFP and establishes the measurement criteria for evaluating the submissions. However, when you speak to the actual user, they say that the criteria developed by Procurement is inconsistent with their needs. Thus, a supplier is selected for a user based on flawed criteria.

Another thing you should know is that an RFP is not necessarily a commitment to make a change in provider. Some companies require that they source the business every x amount of time. Ever wonder how that RFP got in your inbox? Procurement will surf the web and pick a handful of providers to whom they will send the RFP and off it goes.

It helps to know that Procurement folks are measured on their ability to reduce cost to the company. Just like a sales person’s scorecard is based on achievement of their sales quota, Procurement’s quota is based on cost reduction. The RFP that arrived in your inbox could very well be their attempt to put the squeeze on the current provider so they can show a 10% savings. Don’t kid yourself. This happens a lot!

One final thing you should know about RFPs is that they are sometimes used as a manager tactic. For example, some people are too nice to tell you “no,” so they hide behind the statement that their company only buys through the RFP process. Don’t buy that for a second. No company exclusively buys this way. Even the Federal Government, who is the most formal buyer, does not limit their purchasing to this means. Sales people, present company included, sell products and services to the Feds without an RFP being issued. It can be done!

There is also a safety net for managers when they buy through RFPs as multiple people are involved in the selection process. If the supplier fails to perform, the finger can’t just be pointed at one person. During your needs analysis discussions, you can often get a feel for who really wants the RFP, the company or the person with whom you are meeting. Don’t underestimate the fear of blame. Many managers try to stay off the radar screen so they don’t want to create risk for themselves.

Dealing with an RFP where you have a relationship with the prospect is the subject of a future article. Keeping us focused on the blind ones, as I said before, you have choices. You could just respond to every RFP. Or, you could just chuck it in the trash. Care for a third option? What if you called the Procurement person and had a conversation that sounded like this,

“Hi, I’m Lee Salz with XYZ Services. I just received your RFP in the mail and wanted to ask you a few questions so I can determine if it makes sense for us to respond. As you can imagine, we receive many RFPs and are very selective when determining to which we will respond.”

With that said, one of a few things can happen. She could give you permission to ask your questions. Or she could say, “Fill out the RFP, or not. It’s up to you.” My vote is to decline any RFP where the Procurement person won’t allow you to ask questions of them. How can you have a fighting chance to win if they won’t speak with you?

With permission granted to ask questions, what is it you need to know to decide if it makes sense to participate in this process?

1. How did they get your name for inclusion in this process?
2. Why is this RFP out now?
3. Have they definitively decided to change providers?
4. What criteria will be used to score the RFPs?
5. What are the steps of the process after the RFP is submitted?

Sure, there are a ton of other questions you could ask, but this information will best help you to determine if you have a chance at winning this account. The rule of thumb is that the less information Procurement shares, the lower the chance you have of winning.

Yes, walking away from the mega-deal is hard and painful. But is this deal real or simply a mirage? Watch any Superman movie and you will see that he overcomes his kryptonite peril. Will you overcome yours?
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Lee B. Salz is a sales management guru who helps companies hire the right sales people, on-board them, and focus their sales activity using his sales architectureR methodology. He is the President of Sales Architects, the C.E.O. of Business Expert Webinars and author of "Soar Despite Your Dodo Sales Manager." Lee is an online columnist for Sales and Marketing Management Magazine, a print columnist for SalesforceXP Magazine, and the host of the Internet radio show, "Secrets of Business Gurus." He is a passionate, dynamic speaker and a business consultant. Lee can be reached at lsalz@SalesArchitecture.com or 763.416.4321.

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