Sales and Sales Management Blog

January 9, 2012

Four Signs It Is Time to Throw in the Towel

Filed under: attitude,career development,sales,Sales Failure,selling — Paul McCord @ 1:03 pm
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A question I’m asked more often now than in the past is “how do I know if it’s time to look for another career?”  With the economy in dire straits it is more difficult to sell now than in the past.

For many sellers who began selling prior to the current economic morass, when selling was pretty easy and many sellers were gobbling up the sales and commissions, they’re having to radically change their thinking as they discover selling isn’t as easy as they thought.

Those who began selling only since 2007, today’s economy is the only selling environment they know.  In a sense, that’s a real advantage.

Although it would seem reasonable to assume that most of the sellers who entered the field prior to 2007 would have adjusted to the new reality by now, I find that many still haven’t and are still having a difficult time trying to get mentally and emotionally adjusted to the fact that what they did in the past isn’t working today.

And, of course, many of the newer sellers are struggling with the traditional problems of learning how to sell which are compounded by having to compete in a very tight and cut throat market.

Thus, I find myself addressing the how to know when to quit question more today than in the past.

I wish I could give a more cut and dried answer, but in reality there are so many factors involved in that decision that for many a cut and dried answer would do more harm than good.  Are the seller’s struggles things that he or she can take responsibility for–or do they lay outside their ability to control?  If the issues are ones they have some control over, are they willing and committed to addressing them?  If they are, do they have the time to do or has their time literally run out?

These and many other questions need to be addressed to really come to a decision on whether it is time to give up a career in selling—for a great many sellers.

However, for many others I think the answer really can be and should be cut and dried.  If any of these five issues apply, you need to make a quick exit, stage left:

  • No Passion or the Passion is Gone:  If there’s no passion for selling or if the passion that had once been there is gone, it’s time to hit the streets.  I’m not talking about a passion  particular products or services (if you’ve lost that passion but still are passionate about selling, all you need do is find a company whose products or services you can get passionate about).  I’m speaking here of a general passion for selling, a desire to provide the goods and/or services that will solve buyer’s issues or wants.
  • A Dread of Doing the Selling:  I’ve known men and women in selling positions who loved the ancillary work of creating selling materials, putting together lists, attending sales meetings, putting together proposals, and attending networking events but who dreaded and hated the actual selling.  For them the fun was in the busy work while the actual work of selling was despised.  If you hate the actual selling, get out and get out quick.
  • Unwillingness to Invest the Time and Money to Become a Professional:  The unfortunate truth is that few companies provide every bit of training a seller needs.  Companies by nature are more interested in providing product training than sales training.  Product training and sales training are not the same, although many sellers and companies want to think they are.

    Professional selling has nothing to do with the stereotypical fast talking huckster and everything to do with being skilled in understanding human nature, having strong analytical and problem solving skills, being an excellent communicator who is more attuned to listening than talking, and having the process that will enable you to work with a prospect to analyze and then solve their issues.

    It is the seller’s responsibility to acquire these skills and since few companies provide all of the needed training, the seller must be willing to invest their time and money in becoming the best seller possible.  If you’re not willing to make the time and financial commitment to become the highest skilled seller possible, a new, less demanding career would be an excellent choice.

  • No Commitment to Succeed:  Having a passion for selling does not necessarily translate into a commitment to succeed.  Selling is a tough business.  It certainly isn’t a 40 hour a week business.  For most sellers the selling part is the easy part, it’s the finding and connecting with high quality prospects and then the follow-up and problem solving that’s the hard part.

    Selling takes a great deal of energy, both physical and emotional.  It also demands a level of commitment that few other positions demand.  In a word, whether you’re a top seller making a million or more a year or an average producer making 6o or 70 thousand, selling is hard work.

    For a great many the time demands and the physical and emotional energy needed is simply too much to ask.  They want the rewards without having to make the investment.  They either can’t or aren’t willing to take the passion and put it into motion.  And frankly, unfulfilled passion is more of a tragedy than having no passion at all.

  • Undivided Focus on Money:  Selling can be extremely lucrative.  On the other hand, many, many sellers starve because they don’t have the commitment, passion and dedication.  Unfortunately for some, money becomes the only focus in the sale.  They don’t care about the prospect, the company they are selling for—and in many cases for themselves as they are willing to sell their soul to the Devil in order to get a few bucks with a “whatever it takes” mentality.

    If the only reason you’re in sales is money, get out as you’ll eventually find that you either hate what you do or, more likely, decide that the end justifies the means and you’ll do whatever it takes to pry the dollars out of the prospect’s hand.

    Selling is a high potential income SERVICE business and when the service becomes secondary to the income, ethics and honesty have a way of becoming secondary also.

Do any of these ring a bell?  If they do, it’s time to get out.

If they don’t and you’re still questioning whether or not it’s time to throw in the towel, I advise you to get with someone you trust—a mentor, coach, or maybe your manager—and work through to discover the issues you’re facing and whether or not you can and if you are willing to take the necessary steps to overcoming them.

Selling is tough and you need to be tough to succeed.  But if you’re struggling and are wondering if it is time for a new career, do yourself a favor and make an honest analysis of the situation before you make your decision.  If you decide to stay, you’ll know where your issues lie and what to do about them.  If you decide to leave, you’ll know you made the right decision and won’t be wondering for years to come what might have been if you’d stuck it out.

 

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July 22, 2011

Are Your Roadblocks to Success Really Real?

Filed under: attitude,career development,sales,Sales Failure,selling,small business,success — Paul McCord @ 12:10 pm
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Ray is a seller for a software company that I have been working with for a few weeks.  Although he is a strong seller, he wants to develop more effective prospecting strategies so he can bang on the phone a less while increasing his sales.  We’ve been working on increasing the quality and quantity of the referrals he gets from his clients.

We began by reviewing his then current method of trying to get referrals.  It was no surprise that he used the typical, “do a good job and ask for referrals” method.  It was also no surprise to learn that he didn’t get many high quality referrals.  Mostly he just got names and phone numbers of companies that were either poor prospects or not prospects at all.

He did get a referred sale here and there, just enough to keep him asking, but not enough to really make a difference in his production.

He agreed with me when I explained why the “process” he was using to get referrals didn’t work very well.  He recognized all the problems—clients uncomfortable with the request, clients not having time to think about who to refer, clients not knowing who to refer, him feeling uncomfortable asking as he knew he was making his clients uncomfortable by putting them on the spot.

He also agreed with me when I showed him a much more effective and natural way to work with his clients to generate high quality introductions to prospects that he knew he wanted to be introduced to.

We did some role playing.  We made a list of possible introductions he could get from his clients.  We reviewed all the steps he needed to take and all the potential issues and problems that could arise.

Ray was ready to begin talking to some clients and getting some quality introductions.

Off he went—and quickly back he came.

He had gone to talk to a client he had just finished selling and installing the software and training the staff.  The client was a plumbing company.  The software was a package of accounting and payroll modules.

The sale had gone well.  The software was doing exactly what it should.  The client and his staff were happy.

Ray had identified a great prospect who he really wanted his client to introduce him to—another plumbing company in town.  His identified prospect was one Ray had been trying to connect with for months but couldn’t get the owner to take his calls or acknowledge his letters or emails.  He was getting nowhere—but he also believed this was a great prospect for him.

His plumbing client was going to be the key to getting in.

That is until he went to see his client.

When Ray was visiting with his client, he thought about all the reasons his client wouldn’t give him an introduction to the other plumber—that other plumber was a competitor after all and that other plumber was bigger than Ray’s client; why would the client want to give the competitor anything that would help them?  In addition, Ray knew that his client was bidding on a big project and that other plumbing company was probably bidding on it too.  There were just too many reasons for his client to turn him down, Ray reasoned.

Knowing that he was off to get his first introduction commitment, I called Ray that afternoon to get a report.  I was dismayed with what I heard.

Why again, I asked, did Ray believe his client knew the other plumber and were friends?

Because there was a picture in the client’s office of the client and the other plumber each holding a huge Bass and were both smiling and obviously comparing them.

Ah, I reminded him, they really were friends.

Anything else?

Yes, Ray said, his client used to work for the other plumber.  In fact, they still do some jobs together where the other plumber will sub-contract Ray’s client when needed.

Ah, they’re friends and they work closely together.  In fact, Ray’s client makes money off the other company.  Sounds like cut throat competitors to me.

So why did he determine it would be useless to ask his client for an introduction to the other company?

Well, Ray said, they’re competitors.  Why would his client want to give a competitor an advantage?

What advantage, I asked?  Did his software package improve his client’s quality as a plumber?

Well, no, not really, Ray answered.

Did the package give him an advantage when competing for business?

Sorta, Ray said, in the sense that it made his company more efficient.

Efficient enough to blow his competition out of the water?

No.

If his competition had the same package would it blow Ray’s client out of the water?

No.

So, I asked, what’s the problem?  Give me one good reason why his client wouldn’t recommend to a friend and someone he works closely with something that might help him save time and money if the chances are that that something really isn’t going to hurt him?

Ray couldn’t, of course, come up with a good reason.

He went back, asked for and got the introduction—and eventually a new client

So often when they can’t find them out there naturally, sellers put roadblocks in their way themselves.

Ray was so concerned about getting a negative response that he thought of all kinds of reasons why his client would say ‘no’ instead of why the client would say ‘yes,’ and that predetermined ‘no’ almost cost him a sale.

How about you?  What are the predetermined reasons you can’t pick up the phone and call that great prospect?  What are the predetermined reasons you can’t close that sale?  What are the predetermined reasons you can’t get that job?

Don’t be Ray—don’t defeat yourself before you even try.  A great many of those roadblocks that keep us from success have been put there not by others but by ourselves.  What roadblocks have you created?  Find them and get rid of them.  Life is hard enough without you defeating yourself.

July 16, 2011

Yes, Virginia, There Is a Secret to Sales Success

Filed under: career development,lead generation,prospecting,sales,Sales Failure,selling,small business,success — Paul McCord @ 10:49 am
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A little over one hundred years ago the father of a young 8 year old girl named Virginia O’Hanlon encouraged her to write to a then leading New York newspaper, The Sun, and ask the question she’d just asked him—if there were in fact a Santa Claus, for all of her friends were telling her that he really didn’t exist and she wanted to know if they were correct.

The Sun answered Virginia in one of the most famous editorials ever published—Yes, Virginia, There Is a Santa Claus.  The reply was a resounding YES, there is a Santa Claus and the writer of the editorial laid out his proof.

Unfortunately, today all too many deny there is a real secret to sales success also.  Like Virginia’s friends, the claim is made that there really isn’t one single thing that if done can guarantee success in sales.  No, they say, you must become a master of every aspect of selling and then you’ll be prepared to become successful.  Oh, sure, they’ll admit, a few here and there appear to succeed by blind luck, but they’re the exception, not the rule.  Forget your silly search for the magic bullet of selling and resign yourself to learning the minutia of sales before seriously turning your eye to becoming truly successful.

Many, many others are all too eager to promote the idea of the sales secret—and to let you know that they are the sole keepers of the great secret that so few have known.  Better yet, they tell you, they’ll be happy to share the secret with you, but since it is such a valuable thing and should only be shared with those who are truly deserving of knowing, they must make sure you are worthy.  But since they really don’t have any other way of discerning who is and who isn’t worthy, they must charge an exorbitant fee to keep the riff-raff and undeserving from attaining it–and since you have the money to acquire it, you must be worthy and deserving of being given the great secret (as soon as your check clears, of course)..

Lucky for you I know this great secret and I’ll give it to you—and it won’t cost you $1,995.  Won’t even cost $995.  Heck, I’m not even going to charge you $9.95.  I’m simply going to give it to you—no charge.

Why in the world would I give such a tremendous secret away for nothing?  Because I know that once learned, the vast majority won’t put it into practice.  You see, the secret is simple, but it is far from easy.

Anyone can take this secret and become a successful seller—just how successful will depend on their commitment to implementing it.

So what is this secret?

Is it a super-duper sales process?  No.

Maybe a super special leads list?  Nope, not that.

How about some special words that will immediately connect with prospects?  Not that either.

Could it be a special super power like a super hero has?   Now we’re getting warm.

The secret is a super power of sorts–one that few are capable of acquiring.

This super power is tough-mindedness.  It’s the ability to out work and out prospect your competitors.  It’s the ability to take the rejection, the ‘no’s’, the frustration of making calls and not reaching anyone, of being stopped dead by a gatekeeper, by having the phone slammed down in your ear, of networking until you feel like you can’t network anymore–and to then do it again and again and again until you’ve reached your goals.

The secret is simple—if you have the determination and commitment to prospect longer and harder than anyone else, you will become successful.

I’ve seen this truth worked out time after time as new sellers enter the field and out work and outperform even the top sellers in their office. They know nothing–but work their tails off and sell like crazy. Unfortunately, many times after they “learn” that they’re not supposed to be having the success that they’re having their production craters. They’ve “learned” how to be average. Sometimes we simply learn the wrong things–such as there isn’t a secret to sales success.

This isn’t to say that all the other things in sales aren’t important.  They are.  You need a great sales process; you need to know how to probe and discover needs and wants; you need to know how to solve issues.  There is a great deal that every professional seller must learn.

But there is still one key to being successful in sales above all others—prospecting.

The better you become at qualifying suspects; the better you become at finding and solving real needs; the better you become at finding and connecting with your quality prospects; the easier success will be and the less time you’ll have to spend prospecting.

That being said, even if you know nothing about sales, have the world’s worst close ratio, have no discretion in who you spend time talking to. and haven’t the slightest idea of the difference between a closed-end and open-end question, if you outwork your competition in prospecting, you will reach a measure of success.

Don’t let anyone tell you there isn’t a simple secret to success in selling that alone can make you successful because there is.  It certainly isn’t complicated—but it is hard.  And it can be claimed and implemented by anyone. 

By all means, acquire a great sales process, learn the most sophisticated and effective prospecting strategies you can, learn to become great at identifying and solving prospect issues, learn all you can to make selling easier, but if you aren’t having the success you want, take heart—you now have the secret.

Take it, claim it as yours, implement it, and enjoy the rewards.

And know that even if your competitors know it too, few, if any, will claim it as their own because it simply costs too much for most.

April 14, 2011

A Tale of Three Villages

Filed under: business,Economy,management,sales,Sales Failure,Sales Management,sales training,selling,small business,team development — Paul McCord @ 2:42 pm
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This was related to me by a sales executive—I’ll refer to him as Robert–who swears it is a true story.  Although I have his permission to use his name, I’ve chosen not to for as you will see, the story is not complimentary to the company he was working for (and it’s too pleasant a Spring to worry about a law suit).

Like many other companies, Robert began, we had gone through a terrible year in 2008. 

I had joined the company as chief sales officer at the beginning of 2007, just a very few months before the economy really began to hurt our sales.

During the course of the year we had cut back on everything—even to the point that office supplies were monitored, hourly employees were forbidden to work overtime, a hiring freeze was instituted which not only meant that no new positions could be created but if someone quit or were terminated we couldn’t replace them.  There were no merit raises, and, of course, there we no bonuses.  Travel, training, meeting, and other “non-essential” budgets were greatly reduced if not entirely eliminated.

We in the sales department were under a great deal of pressure to bring in business—any business.  At first, profit margins were watched with an eagle eye, but after a few months the goal was to get a sale at virtually any price.  The entire sales staff was working under tremendous pressure.  Two satellite sales offices were closed during the year as well as one branch office.  The national and all regional sales meetings were cancelled.

Despite the emphasis on bringing in business at any cost, sales were still down by almost 20% for the year—and 2009 looked like it would be even worse.  The company posted a loss for the first time in almost 15 years and we knew that the following year would be an even bigger loss the way things were going.

During the first quarter of 2009 all the department heads and executives were called in for a strategy meeting.  The goal was to figure out what could be done to stop the bleeding.  I was to lay out in detail what was needed in the sales department. 

When it finally came my turn to present, I started with an overview of 2008’s sales and the current projections for 2009.  I then wanted to make a case for funding an aggressive training program starting immediately.  During the previous year our one in-house trainer had quit and wasn’t replaced.  We instituted some training during weekly sales meetings but that was totally inadequate.  For several years prior to the recession when business was really good the company had cut back on the amount of training it provided.  Business was coming in and frankly they didn’t see a reason to spend the dollars.  As I said, we had a company trainer but he wasn’t really a sales trainer although he had gone through one of the major sales training systems and was our “official” sales trainer so to speak, supplemented by our branch and regional managers and on occasion me.

Rather than giving a straight forward argument for increased training of the sales team and the associated expenditure, I decided to tell a story that I thought might illustrate the need better than simple facts.

I stood up and started:

“Around the mid to last half of the 19th century in the Midwest farming was becoming the backbone of communities.  Small farming villages were constantly forming as more and more farmers developed their farms.  Often these communities were founded on a river.

“In one area in particular at about the same time, three farming villages were founded, each on a fork of the same river. 

“Each village was thriving as more framing families moved into their area.  Over the years, additional commercial interests began to move into each community.

“For many years life was good.

“But from the beginning, each community took a different view of the fork of the river they lived on.

“The first village understood that the river was the source of their livelihood.  The village council made sure that the river was well maintained.  Any trash that was found in the river was removed.  If sand, silt, or rocks began to build up around the banks of the river, it was cleared out.  About every couple of decades they dredged the river if they needed to.

“But the elders of the second and third villages didn’t see a need to pay much attention to the river as the river was always there.  Sure, over the years the silt and sand had accumulated.  The river was shallower than it had been but it was also broader, so it had just as much water as ever.  They thought the first village’s efforts to keep their fork of the river narrow and deep a silly waste of time.  Life was good–why invest in something that didn’t need to be done?

“But then a year of drought came.  The first village barely noticed that the rains had ceased as their river still ran strong and deep and provided all the water they needed.  But the other two villages began to see their forks of the river begin to dry up.  At first it was just a bit of bigger semi-sandy beach.  Then there were mud flats that seemed to go for hundreds of yards before there was any water.

“The drought didn’t break in the second or the third years. 

“By the end of the second year the first village had seen a noticeable decrease in the flow of their fork of the river.  Even so, they had plenty of water and had no fear that if the drought lasted another year or even two that they’d be in any real trouble.

“The people in the second and third village were in very different shape.  Their forks of the river were on the verge of drying up completely after the years of neglect. 

“The village councils of both villages finally had no choice to face the crisis. 

“Both villages talked about their options—they could sacrifice and pay the price to do the work they should have been doing all along and invest in getting their fork of the river in shape to handle the drought, they could give up and move out of the village, or they could stay and hope that the drought relented before they were driven out.

“The people of the second village debated and debated and finally decided that as much as it would hurt short-term, they had no choice but to hire someone to come and help them save their fork of the river.  The sacrifice was painful—and it wasn’t quick, but finally it began to pay off and the water began to flow, each day the flow of water seemed to increase. 

“The people in the third village decided that the cost to deal with the river was just too great to bear.  They believed that the drought would abate and they would be able to delay any repairs to the river until times were better. During the fourth year of the drought the final residents of the third village moved away, leaving their small village and most of the surrounding farms to decay.

“Unfortunately, we have several competitors who, like the first village, didn’t fritter away the good years.  They maintained a high level of training for their people even though for many, us included, it seemed a waste of time and money.  They are now reaping the rewards of that investment.  Some have even seen their sales increase during this downturn.

“We now have to decide if we’re going to be like the second village that was willing to pay the price in the short-term to rectify past neglect–or whether we’re going to hope against hope as the third village did that somehow we’ll make it through.

“It’s our choice—and our responsibility.  Where do we go from here?”

 

I’d like to say that my little story had the desired effect, Robert said.  It didn’t.  We limped along through 2009 and most of 2010.  The loses grew larger each month. 

I eventually left out of disgust. 

The company is still hanging on but is looking for someone, anyone, to purchase them.  Most of the executive group that was there for my story is gone also.

Would things have been different if we’d made the decision to ratchet up our training?  Of course I can’t say for sure, but I’m willing to bet they would be very different.  We had a good product.  We had some good salespeople.  We didn’t have the right support in terms of training and coaching to help them at a really difficult time.

Since then I’ve changed my focus, Robert ended.  My team is 100% focused on gaining and implementing skills—and every manager is required to learn how to coach their team members.  No longer will I get myself in a situation where my river is going to silt over and die.

 

I thought Robert’s story both timely and relevant to many a company right now. 

I hope if your company didn’t follow the example of the first village that you at least joined the second village in digging deep and sacrificing to dredge your river to get the saving water flowing again.  If you’re with the third village, well, good luck.

October 18, 2010

THAT GUY, Part 1: Don’t Be THAT GUY

Filed under: career development,sales,Sales Failure,selling,small business — Paul McCord @ 2:03 pm
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No one wants to be THAT guy—the guy who is a failure, who can’t pay the rent, who just can’t get it together (ladies, be nice, I’m using guy as an absolutely sex neutral pronoun).  But we all want to be THAT guy—the one who is extremely successful, who has his life together, who everyone envies and wants to emulate.  

What separates THAT guy who is a failure from THAT guy who is a star?

When we boil it down it comes to actions and attitudes.  The problem is there are so many more actions and attitudes that lead to failure than lead to success.  Frankly that’s the reason it is so easy to fail and so hard to succeed.  The path to success is steep and narrow while the path to failure is wide and easily traversed. 

So, what are the actions and attitudes that that sales failure guy has?  Here are a few of the more prevalent actions that that failure guy engages in.  I hope you don’t see yourself in any of these:

1.  That guy loves to hang around the water cooler shooting the breeze with other salespeople.  Once they’ve discussed last night’s ballgame or hot date they don’t miss a chance to bitch and moan about the crappy products and services they have to sell, how lucky that big producer is who just seems to always be in the right place at the right time, how bad management is screwing them, and how they’ll never be able to make their unrealistic quotas in this economy.  That guy knows all the good gossip and all the office’s problems.   

2.  That guy also realizes that he can’t possibly make prospecting calls until he is fully prepared and that means he has to make his own collateral material since the marketing department has no idea what they’re doing.  He can’t use the junk marketing provides so he must spend his time creating a number of fliers and leave behinds just in case he does talk to someone interested in a product or service.  You’ll find that guy at his desk everyday getting ready to make the calls that he never makes.

3.  Many times that guy knows far more than anyone else in the company.  He certainly knows more than his manager and folks in the training department.  But he also knows more than anyone in marketing and certainly more than those dopes in the executive suite.  With only a few days in the industry, much less with the company, he has already figured out what’s wrong with the way the company is managed and with the way the company tries to sell.  In fact, that guy knows so much he won’t be with the company long enough to learn just how little he does know.

4.  Sometimes that guy is an absolute committed professional who will not compromise his professionalism–and everyone knows professionals don’t: cold call, walk into offices cold, send out unsolicited emails, try to talk someone into a conversation they might not want to have, intrude on someone, or ask an uncomfortable question like asking them make a definitive yes/no decision.  That guy can only deal with prospects that come to him since everyone knows that’s what professionals do.  Then he goes and stands with all of the other professionals at the unemployment line.

5.  Often you’ll find that that guy knows exactly how good he is and he doesn’t mind telling anyone who will listen—and he’ll make sure you listen.  He’ll let you know that he is going to be the biggest thing the company has ever seen.  He’ll tell you straight out how many people he knows who’ll buy, what incredible contacts he has, how good a closer he is, and how he has the skills and talent to blow the hell out of all the company’s sales records.  Unfortunately for him and the company he never actually does anything.  In Texas we’d call him ‘all hat; no cattle,’ that is, he talks the talk but doesn’t even begin to walk the walk.  By all means, don’t be that guy.

6.  A very close cousin to that guy above is that guy who makes everything about him.  All of his talk is about what he has done, what he is doing, and what he is going to do.  Sounds a lot like the guy above, huh?  Well he is—but he carries this ‘me’ attitude with him when he gets in front of a prospect.  Consultative selling?  Solution selling?  Meeting the prospects wants and needs?  None of these are important to that guy.  The only thing important is meeting his own wants and needs.  The conversation with a prospect is all about him—how this sale will make him number one in the company for the month; how he sells more of this particular product than anyone else in the company; how he can get the prospect an unheard of discount because he is the top salesperson in the company; how lucky the prospect is to be dealing with him instead of someone else.

7.  Sometimes that guy is an old school guy, using the high pressure, strong-arm tactics of the 60’s and 70’s.  That guy is not only still around, but you can easily find him breaking arms and bashing heads in some traditional high pressure industries such as auto sales, MLM companies, and some others.  Fortunately these industries are rapidly changing and have fewer and fewer old school, high pressure salespeople; but they’re still there and you’ll find them in almost every industry.  That guy’s a dying breed—as you’ll be if you’re that guy.

8.  There was a time when it was cute that every kid who played a sport or participated in any event was treated like a winner.  Everybody got a trophy for doing no more than showing up.  No one kept score because they all deserved to win and no one wanted to crush the kid’s delicate self-image.  Well, it isn’t so funny anymore.  Those kids are now adults and guess what?  That guy wants a big salary and lots of benefits for just showing up.  That guy thinks life owes him the rewards not because he earned them but because he and his parents bought into the Woody Allen nonsense that “80% of life is showing up.”  If you’re that guy you better change your thinking quickly or start looking for a new job.

9.  Are you that guy who thinks he’s Capital Ahab, passing by all the small fish while single mindedly hunting for Moby Dick?  That whale hunter guy is usually a short-timer.  That guy can’t be bothered with average sales.  They’re just a waste of time for after all, all he needs is to land one whale and that will be worth dozens of small sales.  While he’s out starving trying to land that elusive whale, his fellow sellers are making a good living brining in the fish that are all around.  Whale hunters have tall tales to tell when they succeed—but most are telling their tales in the unemployment line.

10.  We all know that guy who is a plastic mannequin of a salesperson—the one with all the right “stuff”—the gold watch, expensive car, high dollar clothes.  He hangs out at the right upscale bar after work.  He’s that guy who has all of the signs of success—but none of the actual success.  He works one or two extra jobs and lives in an apartment with no furniture in order to be able to afford the appearance of success.  He works harder to look like a success than if he actually worked to be a success.  Don’t be that guy who so desperately needs to be seen as successful that he’ll spend all of his time putting on the airs and never has time to actually become successful.

11.  That guy can also be an office hermit—so afraid of rejection that he spends all of his time in the office doing busy work and never getting out into the light of day.  That guy is a hard worker, no doubt.  He is in the office early and often leaves late.  He is forever compiling lists, creating collateral material, helping customer service, shipping, finance, the clerical staff and anyone else he can think of.  In fact, he is ready, willing, and able to anything that will keep him from having to leave the office.  That guy would make an ideal office staffer and might even work well in inside sales, but he is a complete disaster in outside sales. 

12.  That guy also comes in the form of an old-time gunslinger; shooting from the hip.  The problem is he isn’t Doc Holliday but is instead Don Knotts’ shakiest gun in the west.   He doesn’t have time to learn anything about the products or services he sells, no time to learn anything about selling, persuasion, or presenting.  Nope.  His game is to go out and wing it figuring if he talks fast enough and makes up enough crap as he goes along he’ll talk ‘em into buying.  Sales gunslingers end up in boot hill pretty quickly in today’s marketplace.

13.  That guy can also be the king of discounts, giving away the store to every prospect he comes across.  Have an objection?  He counters with a discount.  The product not right?  He gives a discount.  Thinking about a competitor’s product?  Discount.  Don’t like the color?  Discount.  Have the hiccups?  Discount.  To that guy the word margin simply means white space around the edges of his brochure where he can write the newest discounted price he is offering you.  In a tough market lots of sellers try to be that guy—don’t because they don’t last long.

14.  Finally that guy is sometimes an eternal optimist, hanging on to every “prospect”—and everyone is a prospect.  He’ll invest time and effort calling and visiting, he’ll do proposals until the cows come home, and he’ll give them all the specs and all the quotes they ask for—no matter how poor a prospect they may be; no matter how unable to afford his product or service they are; no matter how direct they have been in letting him know they’ll never buy from his company.  That guy just won’t cut the dead weight out of his database.  He won’t recognize the tremendous amount of wasted time and energy he puts into non-prospects.

Do you recognize yourself in any of the guys above?  I hope you don’t but probably 30% or more of all sellers fit in one or more of the above categories.  If  you are in one of the above descriptions, you’re flirting with sales failure for these are the behaviors that lead directly to failing miserably in sales. 

Don’t be that guy.

But hang on because in part 2 we’ll take a look at that guy you do want to be.

September 15, 2010

4 Steps to Busting Your Sales Slump

Filed under: prospecting,sales,Sales Failure,selling,small business,success — Paul McCord @ 7:55 am
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It amazes me the number of salespeople, business owners and even sales leaders that I talk to who complain that their or their sales team’s sales are hurting and when asked what they are going to do about it respond with “I (we) have to increase my (our) prospecting and marketing activity.”

Ah, it sounds like they have a grasp on the situation—at least until the next question is asked:  what activity?

Inevitably the answer is some version of “what I’m (we’re) doing now.”

Let’s see, here . . . They are currently doing certain prospecting and marketing activities that aren’t bringing in the business they need, so their solution is to increase the time and energy they are investing in doing the things that aren’t working in order to get them to work.

It sounds to me like they need to invest in a really good psychiatrist.

We Can’t Bust Our Sales Slump Because We’re Insane
We’re all familiar with the old saying that doing the same thing and expecting a different result is the definition of insanity.  We laughed when we first heard it—and we agreed.  We thought it such a silly idea that anyone would see that something isn’t working and then believe that the solution was to do more of it.

Ha, ha.  What idiot would be that dumb?

Us idiots, of course.

No, we’re not idiots and we’re not dumb.  But just as others have gotten so wrapped up in something that they failed to see the illogic in increasing the amount of time and energy they were investing in activities that weren’t producing the results they wanted, we also get wrapped up in trying to break out of our sales tailspins that we don’t see the folly of investing more time and energy in just doing more of what isn’t working.

We tend to think that a sales slump is simply the result of a lack of activity and consequently, simply increasing our activity will correct it.

That’s not the case.

The Anatomy of a Sales Slump
Sales slumps are generally caused by a combination of factors, any one of which could have been the original tailspin creating catalyst:

  1. Negative Expectations:  In sales attitude is second only to activity.  We tend to get what we expect if for no other reason than our prospects can read our expectations through our voice and body language and if we expect to fail, why should our prospect believe in us?

    Once negative expectations begin to weasel their way into our thinking, it’s hard to keep them from destroying our self-confidence.  Once our self-confidence is shot, for all intents and purposes we’re shot—our activity level falls off dramatically, we expect our prospecting strategies to fail, we “know” that it’s fruitless to try, so even when we do force ourselves to prospect we do so in a half assed manner.

  2. Insufficient Activity:  Although activity isn’t everything in sales, it is the single most important factor in success.  Intense activity can make up for a multitude of other sales sins.  Yet when activity seems pointless it becomes almost impossible to act.  Once the downward spiral begins we tend to get lost in our self-pity and we focus our attention on feeling sorry for ourselves instead of investing that energy in forcing ourselves to act.
  3. Wrong Strategies:  The prospecting and marketing strategies we have been using are no longer effective—either because we no longer believe in them or because they are wrong for our market. 

Busting Your Slump
So, if these are the three factors in a sales slump, the solution should be easy right?  Just change the negative expectations to positive ones, increase activity, and change up the prospecting strategies, and voila, presto-chango, you’re out of the slump.

If only it were that easy.

Busting out of a slump—or beginning to generate business if you are a new salesperson—is difficult.  It takes a great deal of resolve.  It takes dedication.  It takes learning long-term strategies to put your sales career on solid footing.

Here are four steps to getting yourself back on track (or on track if you’re new to sales):

  1. Begin Creating Your Winning Sales Attitude:  Changing your attitude from negative to positive isn’t an overnight process.  It takes time.  It takes effort.  And although you can’t wait to begin to bust your slump until your attitude has changed, you must be actively working to change your attitude while you’re digging yourself out of your slump.  A great place to start is Napoleon Hill’s Think and Get Rich.
  2. ACT:  This is the most difficult to do, but you must force yourself to act.  Fortunately if you’re working on your attitude and changing your prospecting strategies at the same time, forcing yourself to act will be a bit easier.  Action by itself will help clear your head and will begin to slowly bring in the business you so desperately need.  Yes, at first it will literally be forcing yourself to act.  There is no easy way. 
  3. Change Your Prospecting Strategies:  Whether your strategies are failing because you no longer believe in them or because they are wrong for your market is immaterial.  Finding and implementing new proven strategies will help your confidence, will take some of the feeling of hopelessness off, and will give you a new focus.  Just as a change of scenery can revitalize you, a change in prospecting strategy can also.  

    The problem is what strategies can you use that will actually produce the results you want?  Fortunately there are a number of possible strategies that can generate business quickly.  Let me mention a couple here:

    Orphans.  If you work in an established office you probably have dozens, hundreds, maybe thousands of orphan files at your fingertips.  When was the last time anyone in your office worked those files?  If you work in the typical office the answer is “it’s been so long ago that no one even knows.”  But you know what?  There’s a fortune in those files just waiting for some industrious seller to mine it.  Now you can’t just start taking files at random.  There’s typically a great deal of information in old files that can help guide you to business.  Look for files that have been orphaned long enough that they might need to place another order or files that indicate they could be prospects for additional products or services.  Since you’re in the file, look for positive financial information—concentrate on those who may need and can afford you.

    Eat Your Way to Success.  You probably take a coffee break and/or go to lunch every workday.  Most of us do.  Most of us waste that time by spending it alone or with officemates.  Instead of wasting that time, turn it into business development time.  Take a client who is a great candidate for add on sales or a prospect—or a great referral partner prospect–to lunch or meet one for coffee every workday.  If you take a potential sale or referral to lunch every day, it won’t be long before your pipeline will be full.

    ‘For more detail on these two strategies as well as ten more proven, effective slump busting strategies pick up a copy of my newest book, Bust Your Slump: A Dozen Slump Busting Strategies to Fill Your Pipeline in 30 Days, available at Amazon as both a paperback and as a Kindle book.

  4. Learn Long-term Success Strategies and Skills.  Most of the strategies in Bust Your Slump won’t work for you long-term.  They are strategies that will increase your business quickly but they have a limited shelf life—how many orphan or dead files can you find?  While these short-term strategies increase your sales and your income, you must take advantage of that reprieve to learn and implement the long-term skills and strategies that will keep you from suffering another slump—or to get your new sales career on solid ground so you never suffer a slump.

You can overcome a career slump.  You don’t have to suffer with crappy sales.  You must, however, take the steps necessary to truly bust out of your slump or to put your new sales career on a solid foundation.  Just getting a spurt of new business isn’t good enough.  You have to attack the attitude and activity issues that are there and then go beyond that to creating or recreating your sales foundation.  If you’re not willing to do that you may as well go ahead and get out of sales right now since there’s really no use in prolonging the agony.

August 9, 2010

Guest Article: “When Bad Needs Analysis Happens to Good Sales Reps! by Paul Castain

Filed under: Qualifying Prospects,Sales Failure,Sales Process — Paul McCord @ 9:18 am
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When Bad Needs Analysis Happens To Good Sales Reps!
by Paul Castain

The Needs Analysis is no doubt, a critical step of the sales process. Execute properly and and you pave the way for a higher probability sale. Execute poorly and you disconnect!

Here are several of the mistakes I see sales professionals make. I’ve included several tips on how you can ace your next needs analysis.

1)    Failure to have the proper selling environment. This includes everything from not having enough time, to allowing people to tell you “we know exactly what we want so you don’t have to ask us those questions” etc. Let’s be clear. We need to be respectful and control the meeting without being controlling (there’ s a huge difference) but by the same token, would you go to a Doctor’s office and say “Put away that Stethoscope Doc. It’s my bladder so I just need you to work up a quote on surgery?” Selling should never be different. If someone is rushing your due diligence to the point that you know that this will be a “screw you” down the line, get the screw you today instead and insist (respectfully) that they allow you to be the professional you are.

2)    Allowing Your Needs Analysis To Take On A “20 Questions Guessing Game” Vibe. Maybe it’s the impatient New Yorker in me coming out, but why get into this “Is it animal or mineral” BS? I like to cut to the chase and ask a question at the start of my needs analysis that goes like this “Granted I called you . . . what prompted you to take this meeting today?” It gives me a direction to go in 9 out of 10 times and saves everyone the annoyance of questions that have nothing to do with “where it hurts”.

3)    Asking a lame question. This includes everything from questions that you could have answered yourself by taking a time to research (How many locations do you have? etc) to weak questions that don’t serve you or the prospect. So how does one ask a better question? By mentally firing yourself from your industry and rehiring yourself in theirs! If you were the dude/dudette buying what you sell, what would piss you off? I would imagine it could be things like quality, deadlines, surprise costs, communication, managing multiple vendor relationships, internal customers, dealing with sales people, navigating around internal external buying policies, how to sell a change to the internal team, cost containment etc. On a more positive note, there are things all businesses want such as more customers, more market share, more profit, happy customers, employees and shareholders, lower turnover, better image and brand awareness, increased efficiencies, quicker to market turn times, innovation etc. What questions can you ask to get them thinking about this? This is the stuff they want fixed! Want to take this over the top? Think of one killer, “knock you on your hiney” question. I’m talking about one question that flaws the prospect and makes them think “Holy schnikees. Nobody ever asked me that before. The insurance industry has the ultimate “If something were to happen to you, could your family meet its financial needs?” Whoa! Way to stun me long enough to make me listen to you dude!

4)    Asking a good question at the wrong time: When we jump right in with a more intimate question, a prospect might think “Who the heck is the person to ask me that? I don’t know them or trust them” and then they shut down on you. Personally, I like to ease into my questions by starting with more situational types of questions and then increasing the intensity at a pace dictated by my read of the prospect.

5)    Answering your own question. Don’t laugh. It happens more than you think!

6)    Asking a clichéd question: Example “What keeps you up at night?  “On a scale from 1-10 how is your present service?” “What would it take to make them a 10?” Don’t get me wrong, I could think of worse things to ask a prospect, but why sound like every other sales person who sits in the hot seat? I know this is harsh, but when someone asks me cliched, used and abused questions I immediately think “is that all you got?”

7)    Asking a set up or “salesy” question: These are the questions that they see coming from like a hundred miles away. My favorite “If I could show you a way to blah, blah, would you seriously consider blah?” I think the 80’s called and wants their monkey style kung fu  back!

8)    Being so attached to your questions on paper that you don’t follow up on the answer or allow the conversation to “go there”. My best suggestion here (aside from being flexible enough to allow a “discussion” to occur) is to memorize by the topics your questions fall under. This way when a conversation goes from something that’s a deadline issue to a communication issue, you know how the questions execute out of sequence.

9)    Not asking continuation questions and racing to your next question. The best information you can get is usually when a prospect is encouraged to continue or expand. You can facilitate that by simply following up their answer with: “Tell me more” “can you give me an example of that?” “what happened as a result?” and even using some strategically placed (get this) silence. People have an innate need to fill silence. Let it be your prospect. One disclaimer: If you wait too long you might get  a “Bless your heart” and a pat on the head.

10) Making “I wasn’t listening statements” after they answer your question. Examples: “Fair enough” “Interesting” First of all, what the hell are you saying to me? When someone says “Interesting” I feel like you are doing some amateur psychoanalysis and you just concluded I was a bed wetter or something. Are you judging me? “Fair enough” WTF is that? Is that you feeling I was defending an opinion that you don’t agree with? Was that your reentry back into our conversation after an outer body experience and it came down to either saying that or shouting out some other random word like “DAISEYS”  Either way, congrats, you are conditioning me to not give you so much on the next question. Gold star, Rain Man! Here’s an idea. Don’t know what to say after someone responds, thank them for their answer and move on.

11) Asking questions that are so full of prefacing and tangents that they confuse the prospect. I’ve witnessed a bunch of those in my career. The best was when the prospect just stared at the sales rep when he finished and said “I have no clue of what you said, or where you are going with that last question. Was it a question?”

12) Making the Needs Analysis an interrogation instead of a conversation. I offered to help someone the other day with a challenge they were having. I came prepared with a page and a half of ideas. I didn’t get a chance to help this person because they just kept peppering me with questions. At one point I resisted the urge to ask her if I should get my attorney. The cure (in my opinion) is to use different types of questions and to make the exchange conversational and collaborative. Otherwise you are encouraging the prospect to shut down on you.

13) Failure to validate feelings. When someone tells you about a challenge or an incident, don’t race to the next question, acknowledge and validate. This goes back to something I say all the time in this blog “Everyone has a story and wants to be heard” How about a little “I give a damn? How about an “I’m sorry to hear that” or “that would bother me too, and what a testimonial to your professionalism that you kept a cool head” Remember: race to your next question too quickly and you might brand yourself as insensitive and cold. The best part, is that they might not even be able to articulate that. It may hit them as more of a “gut feeling”. When that happens, classic fight or flight kicks in and we simply avoid.

14) Asking a closed question. Under this same category (I’m too lazy to make another category) are questions that make it easier to default to a nice safe “no” Instead of asking closed questions, try focusing on “Experiential” questions. That is, questions that bring a prospect back to a time when they experienced a less than favorable result that you can impact with your solution.  The topic of experiential questions deserves its own future post so stay tuned!

15) Recycling Questions (asking the same question multiple ways) Unless you have a really good reason for this and you are really good at disguising repetition, don’t go there girlfriend!

16)  Conclusive Questions (aka putting words in the other dude’s mouth) Example “Tell me about the challenges you are having with your current vendor” Meanwhile, nobody said anything about challenges.

17)  Allowing Unproductive Tangents. Part of your responsibility as the professional is to facilitate a process without being controlling. If the conversation is going in a direction that isn’t beneficial, then you need to get things back on course.

18)  Failure to Customize Your Questions based on your Pre Call Planning findings: Don’t be this creature of habit who must ask the questions they always asked. Better to have your arsenal, and choose your weapon and even create your weapon based on the situation at hand. Besides, doesn’t asking a very specific set of questions, that demonstrates that you did your homework help out in the rapport department?

19)  Committing Any Combination of the 4 deadly sins: Interrupting, talking over, finishing thoughts, rushing the prospect’s answer.   I know someone who has this annoying habit of saying “right, right, right” when you are answering their question or just making a statement they want you to cut to the chase on. Don’t ever do that to your prospect or you will be (once again) conditioning them to not give you the details you need. The best way for you to avoid interrupting or talking over is to simply pause after they answer the question. Done!

20)  Disrespecting the word “Why”. The word “why” can serve you, and in many cases it can hurt you in that it might make the other person feel they have to defend their position. Try changing “why” to “what” as in “what prompted you to take that position” or “what were the events that led to those feelings”  The “what” question gets you into mechanics and processes which can be far more productive. Don’t get me wrong, I love to get to the emotions and the feelings. That’s why I phrased this one “Disrespecting the word “why”.  I can’t emphasize it enough that if we aren’t careful, we literally condition prospects to be guarded! Not a good place to be hombre!

21)  Considering a Needs Analysis A One Time Thing: I hope you highlight this one. I see so many people who conduct a brilliant needs analysis, win the account and then never do it again. Things change my friend. Statistically speaking, just in the time you spent reading this post, something has changed somewhere. Immediate Action Item: Starting thinking of a needs analysis as the annual check up at the Dr. Schedule a check up with your clients and every prospect that you haven’t done a needs analysis in the last year. Some will argue that it should be 6 months. That’s your call to make, not mine.

I won’t lie to you, there’s a lot here to digest. My suggestion is that you print this out, and commit to “owning” these tips.

Your closing ratio will go up dramatically when you do!

He who asks is a fool for 5 minutes, but he who does not ask remains a fool forever

Chinese Proverb

Paul Castain is the Vice President of Sales Development for Consolidated Graphics (CGX) one of North America’s leading general commercial printing companies. Paul has over 25 years of sales and sales leadership experience. He has trained, mentored and coached over 3,000 sales and sales leadership professionals.  Visit his blog: Paul Castain’s Sales Playbook

July 29, 2010

Book Review: The Psychology of Sales Call Reluctance: Earning What You’re Worth in Sales

Filed under: Book Reviews,business,career development,marketing,prospecting,sales,Sales Failure,selling,small business,success — Paul McCord @ 11:11 am
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Seldom do I review a book that has been on the market for years, much less decades.  But I ran across my old beat up copy of  The Psychology of Sales Call Reluctance: Earning What You’re Worth in Sales
and decided since the book was in such poor condition I’d order the newest edition.  After reading it again, I thought I’d do my small part to encourage as many sellers and sales leaders as possible to pick up a copy and set aside some time for some serious—and potentially highly productive—reading.

Authors George W. Dudley and Shannon L. Goodson are psychologists who have spent decades researching one of the key barriers to sales success—call reluctance.  The Psychology of Sales Call Reluctance: Earning What You’re Worth in Sales (Behavioral Sciences Research Press, Inc: 5th Edition 2007) is designed to help sellers and sales leaders recognize the issues that are keeping them from prospecting effectively and to overcome them. 

Dudley and Goodson argue that sales call reluctance isn’t as simple as the fear of rejection it is so often claimed to be, but instead can be any one or any combination of twelve different issues that prevent sellers from fully engaging in prospecting. 

After first dealing with the difference between true call reluctance and call reluctance impostors (things that may look like call reluctance but aren’t, such as low motivation or low goals), the authors get down to business by laying out in detail the twelve root causes of call reluctance. 

These prospecting killers are:

  1. Doomsayers those who over prepare for the worst case scenario
  2. Over-Preparer  spends time preparing to prospect, little time prospecting
  3. Hyper-Pro   in Texas we’d call them all hat, no cattle—spends all their time on the show of success, no time on becoming successful
  4. Stage Fright  avoid group presentations
  5. Role Rejection  buried guilt or shame about being a salesperson or self-promoter
  6. Yielder  hesitant to be seen as intrusive or forward
  7. Social Self-Consciousness  afraid to market to upscale prospects
  8. Separationist  resistant to selling and marketing to friends
  9. Emotionally Unemancipated  resistant to selling and marketing to family

10.  Referral Aversion  uncomfortable asking for referrals

11.  Telephobia fear of using the phone to connect with prospects

12.  Oppositional Reflex  a need for a great deal of approval but having very low self-esteem

Like a great many other sellers, I can spot myself in this list—my self-diagnosis is Over-Preparer and Role-Rejection (one of the role rejection issues the authors discuss is a seller’s discomfort with self-promotion as many sellers have been brought up to believe that self-promotion is unseemly and socially unacceptable).

Along with the description of the call reluctance issue, Dudley and Goodson include some self-diagnosis questions and typical work behaviors associated with the issue that will help you determine if you—or one of your sellers-is a victim of the particular prospecting killer.

The authors don’t leave you hanging.

Of course the book would be useless if it only diagnosed the illness without giving an appropriate and effective prescription to cure it. 

Dudley and Goodson lay out in detail six procedures (and a couple of minor ones) to counteract and correct the dozen call reluctance issues.   

Each discussion of a call reluctance issue is accompanied by a list of the countermeasures effective for treating it so you know what your illness is as well as the correct prescription to deal with it. 

A countermeasure is designed to change your thoughts, your feelings or your actions. Every call reluctance issue has multiple countermeasures–at least one countermeasure to deal with your thoughts and at least one to deal with your feelings, and almost all have a countermeasure to help change your actions.

Countermeasures are too complex to go into any detail here, but an idea of where the authors go with countermeasures can be gathered through some of the countermeasure’s names: Thought Realignment, Threat Desensitization, Thought Zapping, and Fear Inversion.

The Pros:

The Psychology of Sales Call Reluctance:

  • Presents a research based assessment of the causes of sales call reluctance
  • Provides detailed tested and proven prescriptions for dealing with the identified call reluctance issues
  • Helps distinguish between true call reluctance and those actions that appear to be call reluctance but aren’t

Unlike most sales trainers and consultants who claim to know the cause of call reluctance, Dudley and Goodson have moved well beyond the “fear of rejection” assumption and have provided sellers with a well researched discussion of its causes and cures.  That alone is worth every penny of the book’s cost.

More importantly, the proposed cures really seem to work, which is far more than can be said for the old “just do it” formula so often prescribed by motivational speakers.  A real, workable, effective solution makes the book priceless.

The Cons:

Unfortunately there are cons—both in style and execution.

Let’s take the less important style cons first:

1) The authors skewer sales trainers, psychologists, and motivational speakers for claiming they have ‘the answer.”  Dudley and Goodson are just as guilty if not more so since they make such an issue of beating their straw man sales trainers, psychologists and motivation speakers about the head and shoulders unmercifully. 

2) The authors try too hard to turn a semi-academic work into something more akin to literature.  They get far too carried away trying to make their similes and metaphors cute and unique that they are almost laughable.  Yes, a minor point, but one that after awhile becomes weary. 

Now to the far more important execution issue: the diagnosis and prescriptions are going to be very difficult for a great many sellers to handle on their own (not to mention that an even greater number of sellers will never make it through the tedious detail of the book).  Many, if not most, sellers will have to have someone to both guide them through the book and to hold them accountable for executing the prescriptions.  I think far more sellers will be successful using Dudley and Goodson’s research if they work in conjunction with their manger, a coach, or mentor. 

If you’re a seller, I encourage you to get a copy of the book, work through it, and then find someone—a manager or coach probably—to work with you to diagnose your call reluctance issues (if you have any) and then work through the countermeasures.

If you’re a sales leader, even more this book should not only be on your bookshelf, but should be in your hands—you just might find it solves many a vexing problem your sellers have had.

The Psychology of Sales Call Reluctance: Earning What You’re Worth in Sales

February 19, 2010

Guest Article: “The Seduction of Low-Hanging Fruit,” by Jill Konrath

Filed under: Closing Sales,prospecting,Qualifying Prospects,Sales Failure,Sales Process,selling,time management — Paul McCord @ 10:06 am
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The Seduction of Low-Hanging Fruit
by Jill Konrath

I remember the first time it happened. It was on a Thursday, about 4 pm, and I was worn-out after a day of cold calling. I hadn’t uncovered even one viable prospect. Enough was enough! Time to go back to the office and do some paperwork.

When the phone rang, I answered it tiredly. But by the time I hung up I was a new person. I had just talked to one hot prospect!

Her company was BUYING! Not just looking – BUYING! They needed several new systems to handle their growth. And they wanted to make a decision quickly.

“Can we come in for a demonstration,” she asked.

How could I refuse! They came in the following Monday and we spent about two hours together. We discussed their needs and I showed them several possible options. Things seemed to go really well. In parting, they asked me to call back early the next week.

Tuesday morning I left a message. Wednesday and Friday too. My calls were never returned. It wasn’t till a week later that I finally got my prospect on the phone. She thanked me for my hard work, fast service and excellent demonstration. Then, very apologetically, she told me they’d selected another vendor.

I asked “Why,” but her answer was evasive and focused on minor details. Of course, price was thrown in too – as it always is when you lose.

I’m embarrassed to tell you that this happened to me more than once. And sometimes I invested an inordinate amount of time and effort in those so-called “hot prospects.” I coordinated elaborate meetings and prepared detailed proposals. I even rearranged meetings with prospective customers who weren’t quite ready to move ahead.

Can you guess what happened? That’s right. I almost always lost the business.

Lest you think I’m not too smart, it didn’t take me too long to figure out something was wrong. My proposals, presentations and demos were fundamentally sound, so it had to be something else. But what … When I talked to the more seasoned sellers, I was cautioned on wasting my time with ‘low-hanging fruit” – in other words, companies who are ripe to buy.

They told me that many of these prospects already have made their decision, but are checking the market for two reasons: 1) To prove to higher-ups they did a thorough investigation, or 2) To leverage competitive offers to reduce their preferred vendor’s pricing.

Yikes! That explained a lot of things. Naively, I had assumed that I had a fair shot at every deal.

Learning how to ferret out those opportunities where it was worthwhile to pursue low-hanging fruit was hard. I had to be much more straightforward than I was used to being and ask questions that made me uncomfortable. But by doing this, I saved myself lots of hard work. And, I had more time to spend on prospects where I could win.

* * ******************************************************************

It’s not only individuals who are seduced by low-hanging fruit. Sometimes whole companies are sucked into these ‘get-rich-quick’ schemes.

Several years ago one of my clients introduced a new product targeted at a highly profitable niche owned by their competitor. They were late to this market and, in essence, their product was a higher-priced copycat with enhanced capabilities.

In the months preceding the launch, sales reps continually fed marketing stories about all the money being left on the table because the new product wasn’t ready. They told marketing about all the prospects who called wanting to know when their new system would be available. Everyone was drooling. So many buyers, so little time.

Their entire launch plan focused on the low-hanging fruit. Sales reps, armed with proposal templates and PowerPoint presentations highlighting competitive strengths, were chartered to go after companies on their “Hot Prospects List.”

Hard as I tried, I couldn’t convince them of the folly of this decision. The seduction was complete.

So what happened? In the six months immediately after the launch, very few systems were sold. Their only orders came from existing customers where reps had strong, long-term relationships with key decision makers. Within two years the company quietly exited this market niche because it was too costly to penetrate.

The lure of low-hanging fruit never completely goes away. The chance to make easy money is just too seductive.

I still have to caution myself when I encounter these opportunities. The worst thing about them is the wasted time that could have spent with prospects where my chances of winning were much higher.

Lessons Learned

1. In most cases, you can’t get into a sales process late and expect to win. If your competitor already has a strong relationship with the customer, they’re in the driver’s seat. They’ve likely already established decision criteria that only their company can meet.

2. Be willing to ask tough questions. If your new prospect is ready to buy, make sure you ask them:

- Who else are you looking at?

- Has your company done business with these companies before?

- Why would you consider switching?

If your prospects express strong dissatisfaction with a competitor, you might have a real opportunity. But if they’re just looking around, be wary of investing too much of your time and company’s resources trying to get the business.

3. Your best prospects will be those companies where you already have an established relationship OR where you get in early, before customers are making a decision. In the latter case, by uncovering and developing account needs, you’ll build the strong relationship you need to win the order when they’re ready to make a change.

Jill Konrath, author of Selling to Big  Companies, is a recognized sales strategist in the highly competitive business-to-business  market. A popular speaker at sales meetings, she helps her clients crack into  corporate accounts, speed up their sales cycle and generate demand for their offering.  Visit her website http://www.sellingtobigcompanies.com

October 28, 2009

Interview of Sharon Drew Morgen on Buying Facilitation

Filed under: Client Relationships,Handling Prospect,sales,Sales Failure,Sales Process,selling — Paul McCord @ 9:42 am
Tags: , , ,

I interview my friend, New York Times best-selling author and creator of Buying Facilitation®, Sharon Drew Morgen.  She discusses what Buying Facilitation is and her new book, Dirty Little Secrets: why buyers can’t buy and sellers can’t sell and what you can do about it:

Sharon Drew Morgen Interview

I encourage you to visit Sharon Drew’s website and grab a copy of her new book Dirty Little Secrets at either Amazon or the book’s website.

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