Sales Strategies: Increase Sales with Actionable Emails By Kendra Lee

I hate long emails. They take too long to read and typically include action items I just don’t have time for. No doubt you’ve experienced it, too. Your customers are no different and it’s impacting your ability to close sales.

Sure, you carefully word your email, expanding your questions to avoid being misunderstood, or outlining a great recommendation. You format it with underlining and bolding to call attention to critical details. You use bullets to make it simple to read. You’re friendly throughout, sometimes even using a pretty color instead of boring black or blue.

And what happened? No response.

Neither your prospects nor your customers appreciate the effort you put into that perfectly crafted 434 word email.

You thought your detailed sentences would streamline the sales process, simplifying your prospect’s effort. You tried to help your client avoid another meeting by sending your list of questions through email instead. But it didn’t work. You received no response because it was felt too time consuming and difficult to do.

Use these tips to make your emails actionable.

Consider who you’re emailing. If you’re selling to small and midsize companies, the decision maker you’re working with is frequently the owner or a top executive with multiple responsibilities across the company from performing work to setting the business strategy.

Several company presidents I work with sell, install, manage technical consultants, and plan the direction of the company all in a normal day’s work. If you’re selling to enterprises, your key contact is most likely a manager with too many assignments on his plate, acquired as the company downsized, as well as multiple vendor contacts. They’re all very busy people wearing too many hats.

Recognize that email is an interruption that they typically haven’t allotted time to manage into their day like they would a scheduled meeting. You can’t expect to get all the answers you would during a meeting, in the course of one email.

If you have a lot of information to share or gather, consider a different approach than email. It may be more effective to convey a project update in a project status report and ask just two questions in the email. Or, to present a recommendation in a proposal document and tell your contact in the email that you’ve included a great idea in the third paragraph on page one.

Start a conversation. Limit how much you ask or share. Keep your emails brief so they’re a quick read and simple to respond to. Keep in mind that email can be a conversation. It’s okay to ask for clarification, or ask the next question. 434 words, no matter how well organized, are still a lot to read, absorb and reply to. If possible, try to stay under 175 words.

Write your emails to look fast. The faster it looks to handle, the better your chance of getting a quick response. Vary your paragraph lengths. Avoid long paragraphs. Use bulleted lists, limiting the number of items to five or less. Keep your signature short. Long signatures give the appearance of long emails.

Make it simple to reply. Ask only two or three questions at once. Questions become action items when sent via email. Your objective is to reduce the number of to-dos you place on your contact to speed their ability to reply. If you have ten questions, consider scheduling a meeting.

Make your emails easy to respond to and you’ll discover that both customers and prospects you’re working with will respond more promptly and keep your sales process moving forward.
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Kendra Lee is author of "Selling Against the Goal" and president of KLA Group. Ms. Lee is a frequent speaker at national sales meetings and association events. To find out more about the author, as well as subscribe to her newsletter visit www.klagroup.com or call +1 303.773.1285.

-what are your thoughts? Agree or disagree?

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Sales Lessons Learned From Selling in a Recession By Kelley Robertson

The past year was definitely interesting. Some sales professionals prospered while others suffered. I spoke to one person who doubled his income—and he works in automotive sales!

Yet, another well-established person experienced a decline of more than fifty percent in their sales. There are several key sales lessons that can be learned from selling in a recession. These will help you succeed in the upcoming year.

Companies are Leaner - This has been an ongoing factor for many years with continual downsizing and cut backs. However, the recession forced many companies to scale back even further than they normally would have. This has resulted in an extremely lean workforce.

What does that mean to sales people?

It means people are stretched even further and busier than ever before. It means it will become even more difficult to connect with decision makers. It means projects will be put on hold because people will be too busy to implement them. It means you need to find a way to help your customers deal with this.

Make your solutions easier. Assist with the implementation. This also means respecting their time when you meet. If you have sixty minutes allotted for your meeting but you can wrap it up in forty-five then do so. Your customer will appreciate it and it will help you stand out from the crowd.

The Buying Process Has Changed - There is no question that decision makers in corporate America have changed the way they make buying decisions. Caution is now a standard business practice and I suspect that it will remain that way for years to come.

This means you need to become more adept and proficient in your discovery process. You not only need to find out who is responsible for the buying decision but also what internal factors your key decision makers are facing that may derail the sale or prevent the process from moving forward.

This has always been part of the sales process - or at least it should have been. However, it is even more critical to uncover this information as part of your discovery process. The sales professionals who get this will outshine their colleagues and competitors.

Signing Authority - Many decision makers no longer have the ability to sign-off on the same level of expenses or purchases that they were once accustomed to. This has significant ramifications.

The ego issue. Picture yourself in the executive office, perhaps a VP of Sales or Marketing. Until last year you could approve any purchase under $20,000. Now, you need to get approval from a purchasing committee for any expense over $5,000. Although you understand the philosophy behind this policy it is challenging to deal with because in your eight year history with the company you have never made a poor buying decision.

The buying committee. You may now have to deal with buying committees, and if you’re not careful, you won’t even get the chance to meet them. That means the decision to use your product, service or solution could be vetoed.

No approval. Some purchases simply won’t be approved because of the extent or nature of the expense. Even though your solution may benefit the company, the organization may choose not to move forward simple because they know they won’t get approval for the expense. It’s not fair but it is a fact of business.

Once again, this means that you need to ask more questions to uncover the approval process. Be sensitive to the decision maker’s position if you discover that they no longer have the authority to sign-off on your product or service. Look for ways to help them facilitate their decision. Work with your company to extend payment terms in certain circumstances.

Value is King - Value has always been important in the eyes of the decision maker. However, it has become even more important. But, it is critical to note that this value is what they, the decision makers, deem as value. It’s not about you touting the features, advantages and benefits of your product. Just because you think something is important does not mean your prospect or customer will. Value is in the eyes of the beholder only.

That means you need to ask high-value questions to determine exactly what is important to each prospect and each customer. Once you have accomplished this you need to adapt your sales presentation (aka sales pitch) to ensure that it addresses your prospect value requirement(s).

Make No Excuses - The sales professionals who prospered this past year were assertive in generating business. They did not use the recession as an excuse. They did not wait for business opportunities to come their way; they took responsibility and did whatever they could to reach their targets. This has always been a distinguishing factor between high-performing sales professionals and it will become even more important in the future.

These are just five sales lessons I learned last year. What did you learn from selling in a recession and are you prepared to make changes in order to make 2010 a great year?
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Kelley Robertson, sales trainer & author of The Secrets of Power Selling helps sales professionals close more sales with less effort. Kelley conducts workshops and speaks regularly at sales meetings and conferences. Visit him at www.Fearless-Selling.ca. Contact him at 905-633-7750 or Kelley@Fearless-Selling.ca.

-What was your key takeaway or lesson learned in the article above? Use the comments to share your thoughts with your fellow sales professionals.

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Sales Advice: Just Follow Up! By Keith Rosen

My wife and I were about to undertake our last remodeling project. Being a consummate consumer, I wanted several qualified companies to bid on our next project. After calling ten contractors, I scheduled an appointment with the five that called back.

Following our meetings, one gave me a price on the spot and two never responded with an estimate. Two contractors mailed an estimate, and one of them followed up a week later.

Guess who got the job. Just by making a five-minute phone call! What fascinated me most was that only one contractor called back to discuss his proposal and ask for my business.

How can these salespeople afford not to follow up? Conducting my own research, each one said they needed more business, yet didn't know the status of the majority of proposals they sent. I sensed that following up regarding their proposal was not their typical M.O. Instead, here's what they said.

· I thought you were using someone else.
· I didn't think you were ready to buy.
· I thought you felt the price was too high.
· I didn't want to bother or pressure you.

While these contractors formulated their own conclusion, they never bothered to confirm if their assumptions were, in fact, true! They were operating under the costly assumption, "The prospect will call when they're ready."

I asked Bill, one of the contractors, "If you're sacrificing valuable time to drive to an appointment, deliver a presentation, write a proposal and then don't follow up and ask for a prospect's business after taking all of the steps that earned you the opportunity to do so, who are you really helping?" Then it hit him between the eyes. "My competition!"

Bill realized something that only a select few have. While prospects need his remodeling knowledge and skills, they also need his help in making their purchasing decision.

Bill recently called me with some exciting results. After making thirty phone calls to past prospects, he spoke with ten prospects he had met with. Bill sold three more deals ($78,000) in one week that he never would have sold.

In many businesses, especially the ones that sell directly to consumers such as home remodeling, cold calling consumers via the phone is no longer an option to generate new leads. Aside from canvassing door to door, networking, asking for referrals, posting job signs or traditional (and sometimes costly) marketing/advertising campaigns, what else brings in more business? Follow up calls.

How many prospects are waiting for your phone call so they can send you a deposit? How many people are out there waiting to begin working with you?

Bill and I sat down to crunch the numbers. I shared this observation with him. "Consider that you can make about fifteen calls per hour (one hour per week). Assume that out of fifteen contacts, you make one more sale. (Average sale $10,000.) Four hours a month equates to four more sales. Over a year, that's $480,000 in volume. This exceeds the yearly volume of most contractors just by making one hour of follow up calls each week!"

If you take a moment and look at your call back list, how much business does that equate to? Now ask yourself, "How much of it am I willing to give to my competition?"

Since your competitors aren't paying you commission, here's your opportunity to utilize a simple, efficient three-step follow up system that will bring in more (free) sales.

1. Get Permission. Whether you need to follow up after an initial conversation or once a prospect receives your proposal, tries out your product, speaks with references or needs to check their schedule before they meet with you a second time, it's just good business sense to get permission before doing so. For instance, you inform the prospect they will be receiving your proposal next Friday. Before you leave the appointment ask, "May I follow up with you to discuss and answer any questions you have regarding my proposal?" Gaining permission to follow up eliminates your fear of appearing overly aggressive or pushy. Now, they're expecting your call.

2. Schedule A Meeting. Now that you've gotten permission, schedule a time that you will be calling or meeting with them. Immediately put it in your planner or PDA. This eliminates the time consuming game of phone tag and having to hunt your prospect down in order to schedule yet another time to meet or review your proposal, reducing the number of calls you'll have to make or respond to.

Tip from The Coach: There is an exception to this rule. If part of your selling strategy requires drafting a proposal for a prospect, rather than sending your proposal and then scheduling a time to meet after they've received it, if possible, it's always better to schedule a time to hand deliver your proposal. This way, you can review it face to face (or computer to computer) with the prospect and immediately address any concerns or barriers to the sale.

Reviewing the proposal upon delivery provides you with the luxury of handling all possible objections immediately so that you can then ask for the prospect's business, thus reducing the chance of your proposal becoming another item on the prospect's lengthy 'to-do' list. In many cases, the longer it takes to reconnect with a prospect, the closer your proposal gets to the bottom of their priority list.

3. Just Follow Up! Depending on the sheer number of prospects you connect with, start by putting aside at least one hour each week that's strictly devoted to this practice. Considering your ROI, it's time well invested. Otherwise, something else will always take precedent.

Instead of thinking about how many calls you need to make, consider how many sales you'll be giving to your competition if you don't. If something as simple as following up provides you with a competitive edge, then your next sale is just a phone call away.

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Keith Rosen is the preferred, authentic coach that top executives and sales professionals in many of the world's leading companies call first. Keith is one of the foremost authorities on assisting people in achieving positive, measurable change in their attitude, in their behavior and in their results. To speak with Keith about personalized, one to one or team coaching or training or to receive his free ezine, visit www.ProfitBuilders.com.

Josh Hinds Sales Coaching Tip: Some of the best sales professionals I know make a point to not only follow up during the sale, but also after the sale is complete. It's amazing that more sales people don't invest the time to keep in touch with the folks they've done business with in the past. For one thing, it's just good business, doing so allows you to make sure those you've worked with remain happy and content as a result of having done business with you -- which in turn does wonders in ensuring the likelihood that the next time they, or someone they know is in need of your product or service, that you're the one in the best position to receive a referral for that piece of business.

Keep in mind what my friend and colleague Bob Burg says, "All things being equal, people will do business with and refer business to those people they know, like and trust." Wise words don't you agree? Following up, during, and after the sale is the best way to make sure you stay well positioned as someone others "like & trust".

-Do you have any advice you'd like to share on the importance of following up?

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The Art Of How Not To Get To Any Decision Maker By Dan Adams

If you consider yourself a professional sales representative or executive you have undoubtedly worked very hard to overcome the stigma sales professionals have faced over the years.

For this reason I was very disappointed to read a newsletter written by a major international sales training firm entitled: "The Art Of How To Get To Any Decision Maker".

I thought I would write about it this month in a newsletter that I will call: "The Art Of How Not To Get To Any Decision Maker".

The author, president of a major international sales training company, offered claims and advice to get past any gatekeeper/assistant. He asserted: "I've been able to get in front of the CEO and CFO of "so and so" (name dropping a Fortune 500 company). Seeking to share his pearls of wisdom, the author offered suggestions as to how you too, can do it. He advised:

* "Don't be charming to the assistant because it's a dead giveaway you are selling something."

* "Tell the assistant what to do - don't ask them."

* "The other secret to getting that top executive on the telephone is to send the gatekeeper back as many times as you can, each time giving very little information."

* "You must lead the conversation at all times."

* "The biggest tip is that your voice has to sound like you're important." To the author's credit he states: "Never give false information." He then, however, follows up with,"That doesn't mean you tell the whole truth."

The author also advises to keep assistants "off-guard and off balance" by not telling them what your reason is for the call. He advocates sending the gatekeeper back so many times that the CEO finally gets fed up and tells her to put the call through. This sales trainer suggests making a contest out of your efforts: "Let's see how many times you can send the gatekeeper back to that CEO." This role play was suggested in the article:

You: Hi.This is Bill Johnston. I'm calling for Carl. Is he in?
Assistant: Can I ask what this call is in reference to?
You: Just tell him it's Bill Johnston.
Assistant: Carl did not recognize your name, what is this in reference to?
You: Did you tell him it's Bill Johnston?
Assistant: Yes. He didn't seem to know you.
You: Hmm. Just tell him I'm from XYZ Company. That might jog his memory.
Assistant: I'm sorry. Mr. Johnston, but the company name didn't ring any bells. Can you please tell me what this is in reference to?
You: Who am I speaking to?
Assistant: This is his assistant.
You: Are you his regular assistant?
Assistant: Yes.
You: What's your name?
Assistant: Shirley.
You [tone of authority]: Shirley, if you tell Carl that I'm following up on some correspondence sent to him that should be enough.

I imagine you feel as shocked at this manipulative and deceitful behavior as I do. The next logical question is, if you are a TRUE SALES PROFESSIONAL how DO you get access to key decision makers? The simple answer to this complex question is that you earn it through trust.

How do you do that? Don't cold call! Work to get a referral from an existing satisfied client or someone else in their organization. Either way you must do your homework! Research the target company and your senior executive contact. Your goal is to know more about your clients than they know about themselves. Online tools now make this possible. You must be able to tie your solution to one of the top three key pain, challenges, issues or opportunities that they are facing.

When you do reach out to the administrator, follow these four steps as you introduce yourself:

1. "I have done an extensive amount of research analyzing your company." (I am not cold calling);
2. "As a result of my research I know your: pain, challenges, issues or opportunities. I think your major areas of concern are...";
3. "We have helped other companies in your industry solve the exact same issue with excellent results. Here is how we helped them...";
4. "What is the best way for me to share this information with Sharon (the administrator's boss)?".

Here is an example of how it would sound:

"Hi Margaret,This is Dan with A&A. Over the past two months I have been researching your firm and have uncovered a strong focus on cost reduction through supply chain integration. We are working with X and Y in your industry to solve this very same challenge. I believe that Sharon would be very interested in hearing what we have be able to accomplish for that client. What is the best way for me to share this information with her?"

Instead of viewing your "gate-keeper" as an obstacle, you have professionally justified your reason for seeking access to her company's executive. It is not advisable to keep anyone "off-guard and off balance". After all, it is your objective to provide professional and consultative service to your clients, and this introductory call will start you off on the right foot.

Good Luck, and Close 'Em,
Dan Adams
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Dan Adams is a popular professional speaker, author, and consultant who draws upon more than 25 years of experience in the field of sales and marketing. Having honed his sales skills selling multimillion dollar solutions for Fortune 500 and high technology companies over the past 25 years, he founded a sales consulting company called Adams & Associates. Visit him at TrustTriangleSelling.com. Dan is the author of: Building Trust, Growing Sales: How to Master Complex, High-End Sales Using the Principles of Trust Triangle Selling.

-what are some effective ways you've found to reach the key decision maker? Share your thoughts and ideas with your fellow sales professionals in the comments below.

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No Voicemail Equals A Missed Opportunity By Kendra Lee

Leave a voicemail? Don’t leave a voicemail? This is a question that sellers are passionate about. Many suggest not, but isn’t that a missed opportunity?

I always leave a message because how else will they know that you want to speak with them? In today’s world where it’s acceptable to screen calls, you may never reach your prospect if you don’t. Add to it that a message allows a prospect to hear your interest in talking with them and your professionalism.

So why not do it? Take advantage of the 40 seconds or so to grab attention, leave a positive impression, and start relationship building.

Here are a few tips to increase your success rates.

Have an idea to go with the triggering event. The core of your message should be about a triggering event or business issue they’re most likely grappling with. Don’t talk about your offerings or the latest special deal.

Focus on their issue and mention that you have some thoughts or an idea about how to address it based on work you’ve done with similar companies. It’s the opportunity to get a new idea that’ll make them want to speak with you.

Request a specific time. Don’t stop with a request to call you. You’ll end up playing phone tag, and they probably won’t take the time to type in your email address even if you leave it. Instead, make it easy to connect by requesting a specific date and time to talk.

It sounds something like this:

I wanted to schedule 15 minutes to discuss my idea with you. By chance are you open Thursday at 2:30? Let me know. My phone number is 303-773-1285 or email me at klee@klagroup.com. I look forward to our discussion!

Do it again via email. Clearly you aren’t expecting a response. Picking up the phone during a busy day is hard. If you have your prospect’s email address, promise to send an email “in case that’s an easier way for you to respond.” Then send an email that says the same thing as your voicemail, including the time to talk. Don’t attach anything or include any additional links beyond what you have in your signature. Keep it concise and to-the-point.

If you don’t get a response, call Thursday at 2:30, further demonstrating your professionalism and interest in talking with the prospect. Leave a voicemail that you’d promised to call and reiterating what you wanted to talk about. Suggest a new time to talk and do it all again.

Switch it up. In today’s environment it can take 9 times to get a return call so don’t get discouraged. After the third call approach the gatekeeper to schedule a time scheduled on the prospect’s calendar. Use your value proposition and let his assistant know you just wanted to share your idea.

The secret to success with this approach is to have real ideas to share about how to help your prospect address the business issue you mentioned. When you do that, your prospect is glad he took your call. He appreciates the value you provided. If all you do is spew on about your offerings, you didn’t meet your commitment from your voicemail and you’ll never get a second chance.
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Kendra Lee is author of "Selling Against the Goal" and president of KLA Group. Ms. Lee is a frequent speaker at national sales meetings and association events. To find out more about the author, as well as subscribe to her newsletter visit www.klagroup.com or call +1 303.773.1285.

-Do you have any helpful ideas on leaving voicemails during sales calls that get returned by prospective clients?

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