SLH SALES SYSTEM SALES TRAINING MORSEL #49

QUESTIONS WE RARELY ASK,

BUT PROBABLY SHOULD

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

How many times have you left a sales call and said to yourself “why didn’t I ask that when I was in there?” Or, after a meeting de-brief, kick yourself for the same reason?

Consider the following as part of your “New Year’s Sales Resolutions.”

Many Sellers make in-person sales calls a priority when it makes more time-management sense to do the call on the phone. We can do a bit of qualifying on the phone and then, if appropriate, use...

“How much sense would it make for us to meet in person?”

There are times when I feel like I’m “working too hard” on a call. I can take a breather by asking...

“What questions do you have for me?”

I believe that asking this at least one (1) time every call makes all the sense in the world. It allows us to confirm that what we’re hearing is what we’re understanding. And, vice versa...

“What do you mean?”

To make certain you can sell in the best possible environment, and to extend respect to the Buyer, ask either of these at the top of every phone call...

          “Is this a good time or bad time to talk?”

“How convenient is it to talk now?”

Try this for in-person sales calls...

“How much time do we have today?”

If you don’t know someone, asking for a cell number can be sketchy. Try this...

“What’s the best number to call when she’s not/he’s not/you’re not in the office?”

Always establish a “next step” in the Sales process that you can control...

          “When do you want to hear back from me?”

“What’s my next step?”

“If I don’t hear back from you first, when I should be in touch?”

To determine – and/or – confirm the decision-making process...

“In addition to you, who else will be involved in making the final decision?”

When asking for the order...

          “At what point will you be able to approve things?”

When you’ve just about “had it” and are uncertain whether it makes sense to continue with this prospect...

          “If you were me, how much more time should I spend pursuing this account?”

          “ From 0-10, what is the likelihood that we’ll be able to make this happen?”

Here’s a great question near the end of a sales call. Be ready for a very interesting response.

          “What one (1) question should I have asked, but didn’t?”

In general, begin asking one (1) more question than you normally feel comfortable asking. Like any change, it will feel strange at first, and then begin to feel very comfortable.

That’s it for 2011. Hope it’s been a super Selling year for you. Talk to you in 2012.

Have a warm and wonderful remainder of the Holiday Season.

How’s that sound?

BLOG – http://selllikehellsales.blogspot.com/

SLH Sales System “Morsels” are meant exclusively for non-commercial use by the recipient. No modifications of any kind may be made without the written permission of SLH Sales System. To be removed from distribution list, simply reply accordingly.

SLH SALES SYSTEM SALES TRAINING MORSEL #48

TEMPLATES

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

A “Template” is a repeatable pattern. In Selling, Templates enable us to “leverage language,” making the sales process easier. It makes sense to get to the point as quickly and powerfully as possible. I have no idea why Templates exist but they do and they make our job easier.

There’s a point in the sales process when the “asking” ceases and the “telling” begins. That is, after we understand the Buyer’s problem – the “Needem” – and are ready to present our solution – our Gottem.  It’s the marriage of a Needem and a Gottem - the essence of Sales.

Unfortunately, too many Sellers are exclusively Tellers, which limits real communication. I strive to do the entire Sales process in question form, which can be difficult at first, but through practice, becomes a very powerful skill.

There are two (2) ways to accomplish this – by utilizing Chasers (Morsel #11)  and through the use of Templates.

Chasers are used in the “Tell and Chase” method. The Seller does this by adding a Chaser at the end of a statement. For example – “We can deliver that by 10:00 AM tomorrow. How’s that sound?” Or, “In order to get started all we need now is a purchase order. What do you think?” We present the Gottem/solution and then add the Chaser. How much sense does that make?

The other way is to use Templates and here are my favorites:

What about....?

How about....?

What if....?

Whatever follows the Template is your suggested Gottem/solution for their situation - in question form.  For example – “How about we lock in the four tickets in section 8, row 14?” Or, “What if we start small and go from there?”

So, how about using Templates right now? See how your Buyers react to your ideas on how to solve their problems. Templates are amazing!!!

What do you think?

Good Selling to you!

BLOG – http://selllikehellsales.blogspot.com/

SLH Sales System “Morsels” are meant exclusively for non-commercial use by the recipient. No modifications of any kind may be made without the written permission of SLH Sales System. To be removed from distribution list, simply reply accordingly.

SLH SALES SYSTEM SALES TRAINING MORSEL #47

THE

“SALES SEQUENCE”

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

There has to be order in Sales. Name a profession where this isn’t true. Changing the oil in the car. Going to the dentist. In Apollo 13 when Tom Hanks keeps asking Ed Harris, “what’s the protocol?”

Too often Sellers tell me that they show up and the rest happens naturally – shoot from the hip. Actually, they take the role of “teller,” when being an “asker” makes much more sense.

I always do a role-play when Training called “water in the trench.” The Seller isn’t allowed to mention any gottems – product knowledge – in the exercise. I inform the Seller, “there’s water in my trench.” And ask, “what have you got that can get it out?” The initial move is to suggest a pump of some sort to get the job done. Of course, that’s not allowed, as there can be no mention of gottems. Frustration sometimes builds as the folks attempt to solve this puzzle. Finally, someone asks, “how much water is in the trench?” And, I indicate a thimble-sized amount of fluid. Aha! It becomes clear. Why would anyone need a pump to remove that little water?

Well, the problem is that in our haste to provide solutions for our clients we frequently fail to understand the true nature of the problem. How often do we go, “READY, FIRE, AIM?”

There’s an order to what we should be doing in front of our Buyers. It’s called the “Sales Sequence” and it goes like this:

• Sellers determine questions.
• Questions determine Needems.
• Needems determine Gottems.

Get your selling in order right now. Know what you’re going to ask before you get there and order will prevail.

Ready – Aim – Fire!

How much sense does that make?

Good Selling!

BLOG – http://selllikehellsales.blogspot.com/

SLH Sales System “Morsels” are meant exclusively for non-commercial use by the recipient. No modifications of any kind may be made without the written permission of SLH Sales System. To be removed from distribution list, simply reply accordingly.

SLH SALES SYSTEM SALES TRAINING MORSEL #46

LISTEN WELL AND

“FOLLOW THE BUYER”

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

Every Sales Trainer talks about the need to develop listening skills. Many tips are given to accomplish this – focus on the speaker’s lips, repeat what’s being heard, take notes while conversing, etc.

I’ve found that improving listening skills goes hand-in-hand with asking the right questions. We talked about the importance of using “Protocols” – a prepared set of questions, in Morsel #17. Protocols enable us to focus on what the Buyer is saying. Asking the right question liberates us to listen better. 

Many factors go into conversing and truly comprehending what is being said – physical location, nature of the discourse, relationship with the people involved, whether people are happy, sad, or angry, etc. We need to be able to “mental multi-task.” Every time a Buyer says something, we have to make a split-second decision. Do we continue asking the questions we wanted to ask or do we “follow the Buyer,” and ask questions relevant to where the Buyer is taking the discussion? This has to happen at the speed of sound and needs to be smooth and flawless, which can only be done with practice, preferably through video-tape role-play.

When we use Protocols, we “ask and then listen.” When we follow the Buyer, we “listen and then ask.”

What do you think?

Good Selling to you!

BLOG – http://selllikehellsales.blogspot.com/

SLH Sales System “Morsels” are meant exclusively for non-commercial use by the recipient. No modifications of any kind may be made without the written permission of SLH Sales System. To be removed from distribution list, simply reply accordingly.

SLH SALES SYSTEM SALES TRAINING MORSEL #45

WHAT IT TAKES TO BE A

SALES MANAGER

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

Being a Sales Manager is tough stuff.  Sellers often view bosses as obstacles to their efforts. A Sales Manager’s job is reminiscent of a parent – trying to maintain control while yielding little bits of empowerment without necessarily providing justification. A good Manager can provide guidance, support and valuable lessons as our professional leader.

Unfortunately, Sales Managers frequently turn into a “Results Manager,” merely tracking what is generated, either rewarding or scolding the effort. It’s a shame because Sales Managers can actually drive business while training Sellers to be more effective.

Becoming a Sales Manager can be the result of a circuitous route. Or, it can be as simple as being the best Seller – kind of like the last man/woman standing. This may look good on paper but the skill-set for a Manager is very different from a Seller. They must be able to lead, guide, support, teach, cajole and nurture. Simply put, I believe the most important job is to make their Sellers better than he or she found them.

There are four (4) things a Sales Manager can do right now to make this happen:

1. Implement video-tape role-play in Sales meetings.

Sharpen the sales skills of your Sellers. Work on a different aspect of sales each week – cold-call, dormant account call, follow-up, asking for referrals, negotiation, etc. Video (or audio) tape this work and then review.

2. Establish Protocols.

Shorten the Seller’s learning curve by providing the best questions to ask when making sales calls. Expect these questions to be used and create an environment in which Sellers are encouraged to make improvements to the Protocols.

3. “Ride-Along” and “Sit-Beside.”

Ride with your Sellers – and don’t say anything during the sales call! Let them do the work. If it’s a telephone-based operation, sit beside them when they’re making phone calls. Better yet, audio-tape their end of the conversation (only) and then review.

4. Reach out to each Seller’s top ten (10) clients.

Show up and show you care. Ask how satisfied they are with the service being provided by your company and Seller. Ask what can be done better – and then do it.

Always be nice to your Sales Managers. They will take a hit for us. They support us in front of upper Management. They are a tremendous asset to us. There ought to be an “Appreciate My Sales Manager’s Day.”

What do you think?

Good Selling to you!

BLOG – http://selllikehellsales.blogspot.com/

SLH Sales System “Morsels” are meant exclusively for non-commercial use by the recipient. No modifications of any kind may be made without the written permission of SLH Sales System. To be removed from distribution list, simply reply accordingly.

SLH SALES SYSTEM SALES TRAINING MORSEL #44

LUCKY BUM!

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

Luck can be defined as things that can’t be controlled.  Sometimes, the results are good – known as good luck. Sometimes bad – that’s right, it’s called bad luck. Either way, luck can play a major role in our sales results.

When was the last time the phone rang and the caller was someone you neither knew nor had done business with in the past? After a brief discussion you hang up with a significant order. This is good luck. (And how many of us go to our Manager and admit that the order is really just good luck?!). Or, sometimes the deal you’ve been working on for what seems like ages, suddenly falls apart with no explanation given. This is bad luck. Hopefully, the good and the bad luck even out through our long and illustrious Sales career. In talking to Sellers, I’m told that approximately 30% of what they generate is a function of good luck – inheriting a good territory, a competitor's screw-up, etc. Nice work if you can get it, indeed.

The vast majority of Sales Managers emphasize results instead of the process.  The danger of this can lead to misjudging a Seller’s skill-set.  For you golfers, this is the equivalent of hitting a shot dead-right, have it hit off a house, then a 1958 Chevrolet and plop down eight feet from the pin!

I think that Managers and Sellers put too much emphasis on the results and not enough on the process. When Tom Lehman was appointed to Captain the Ryder Cup Team he sought out the legendary John Wooden for advice on how to build a winning team. Wooden’s advice – focus on the process and the results will follow.

We can make our own “Sales luck” by asking the right questions, adding-on every time, asking for referrals, timely follow-up, etc. Don’t let the numbers fool you because they can be misleading. We need to focus on the process as well.

What do you think?

Good Selling to you!

BLOG – http://selllikehellsales.blogspot.com/

SLH Sales System “Morsels” are meant exclusively for non-commercial use by the recipient. No modifications of any kind may be made without the written permission of SLH Sales System. To be removed from distribution list, simply reply accordingly.

SLH SALES SYSTEM SALES TRAINING MORSEL #43

NO HARM, NO FOUL!

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

How many of you are tired of non-responsive prospects? We call and leave messages – nothing. Sometimes, we’ll connect and be told to call back in “a couple of days.” More nothing. It’s incredibly unprofessional and unnecessary. Just let me know you’re not interested and I’ll move on – I promise. Unfortunately, it doesn’t happen this way and I just don’t get it.

So, help ‘em out by giving ‘em and out.

When I’ve truly had it, I send a “no harm/no foul” note -- one in which I beg to be let go. This is not a disingenuous trick. It really is meant to bring things to closure and it goes like this:

Steve,

Hello and how are you?

When you have a minute, please let me know what you’re thinking about the Sales Training. I remain excited about working with your Sellers and you. On the other hand, if you choose not to proceed, no harm/no foul – just let me know. If it’s the former, let’s get started. If it’s the latter, I greatly appreciate your interest and time and say “good-by” for now.

How fair is that?

Thanks.  David. 415.455.9955.

You reserve the right to reach out a later date. But, you’ll be amazed how quickly you’ll be able to clear that back-log of indecisive prospects.

Remember, time management is one of a Salesperson’s greatest assets. Stop wasting your time and move on.

Good Selling to you!

BLOG – http://selllikehellsales.blogspot.com/

SLH Sales System “Morsels” are meant exclusively for non-commercial use by the recipient. No modifications of any kind may be made without the written permission of SLH Sales System. To be removed from distribution list, simply reply accordingly.

SLH SALES SYSTEM SALES TRAINING MORSEL #42

DON’T DO IT

QUESTIONS THAT SHOULD NEVER BE ASKED

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

Never leave a birdie putt short. Never leave a runner on third with less than 2 outs. Never lead with your chin.

I believe that most Sales questions are good questions and only a limited number of questions should never be asked. Here are my absolute never, ever ask questions:

·        “What can I do to get an order?”

·        “What do you like about your present vendor?”

The former question is asked by the “lazy guy,” one who expects to land business just by showing up. It’s so much about himself and not the Buyer – imagine if it was that easy. What does it say about the possibility of building high-caliber working relationships? How could we ever be secure with our own clients? Instead, go with an “Igniter Protocol” that delves into the real needs of the Buyer. Develop the ten (10) best questions – about them – and go with it.

The latter question – which I call the “death question” -- is as thoughtless as they come. Again, the Selling bar is lowered but the ramifications are greater. Why would any Seller want to hear what a non-client has to say that’s positive about their competitor? Just assume the answer is:

·        “Their service is great, their pricing is super, twice a year they take me to Pebble Beach and the rep is my first (1^st) cousin. What do you want?

Unfortunately, this same thoughtless Seller continues with:

·        “What don’t you like about your current vendor?”

How low is this? Don’t sell negatively – it’s neither nice nor right. It will come back to bite you. Instead go with these:

·        “How satisfied are you with level of service you’re receiving from your present vendor?”

·        “What one (1) thing would you improve about the level of service you’re receiving?”

Stick with the questions that help you identify the Buyers’ needs and you’ll be just fine.

How’s that sound?

Good Selling!

BLOG – http://selllikehellsales.blogspot.com/

SLH Sales System “Morsels” are meant exclusively for non-commercial use by the recipient. No modifications of any kind may be made without the written permission of SLH Sales System. To be removed from distribution list, simply reply accordingly.

SLH SALES SYSTEM SALES TRAINING MORSEL #41

DEALING WITH OBJECTIONS

PART 4

DEAL WITH IT!

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

Okay, we screwed up – maybe – and it’s now time to “deal with it!”

First, take a step back just to make certain of what happened and to confirm that we’re at fault. Begin with...

·        “What happened?”

And, you did it – or at least someone in our company did. Immediately say – “I’m sorry.” Because it’s true and it’s right. Then:

·        Explain why it happened.

·        Ask – “What needs to be done to make things right?”

After clearly understanding what needs to be done, we “deal with it” by introducing a solution:

·        “This is what we can do and this is how it remedies the situation.”

Be sure to use a Chaser:

·        “How’s that sound?”

It is extremely important that while “dealing with it” and providing a solution that we determine whether there are opportunities to continue doing business (by using the “perfect world” technique) in the future.

·        “When this is behind us, and if you’re completely satisfied with the result, what is the likelihood that we can continue working together?”

To conclude the discussion of dealing with objections, remember that we have options:

·        Ignore it!

·        Remove it!

·        Perfect world it!

·        Deal with it!

Use these methods to remedy problems and to create the strongest possible relationships with our clients.

What do you think?

Good Selling!

BLOG – http://selllikehellsales.blogspot.com

SLH Sales System “Morsels” are meant exclusively for non-commercial use by the recipient. No modifications of any kind may be made without the written permission of SLH Sales System. To be removed from distribution list, simply reply accordingly.

SLH SALES SYSTEM SALES TRAINING MORSEL #40

DEALING WITH OBJECTIONS

PART 3

PERFECT-WORLD IT!

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

It’s time to deal with objections, again. Remember, these are techniques in dealing with objections. No solutions have been presented to the Buyer yet. So far, we’ve learned how to “ignore it” and “remove it.” Now, we’re going to take the Buyer on a little trip.

Dealing with objections requires a clear head while being bombarded by the Buyer. We are back on our heels, trying to stay composed while thinking that this is probably not our day. So, take your Buyer to a “perfect world,” where there are no problems at all – certainly none caused by your company or you.

Suppose the problem was caused by the Accounting Department. Three (3) months in a row, the billing has been screwed-up and the client is steaming. After listening and “taking it,” try responding this way:

·        If we could set up a streamlined paper flow with double-checks in place, how would that be?

·        What if we appointed one person on our end to coordinate with the folks on your end before the paperwork arrives?

·        In a perfect world, what would have to happen on our end that would make the flow of paper easier on your end?

In each of these responses, we’ve gone to a “perfect world,” one where all is peaches and cream and all is in order. Of course, nothing has been resolved yet but we’ve allowed the Buyer to share their perfect solution with us. The pressure is gone and the Buyer is participating, not merely complaining and losing it.

We can even take it to the next step by asking:

·        “If I can do that and I'm not saying whether I can or will, what’s the likelihood that we can continue doing business?”

No promises have been made. It’s all conditional at this point. And, that’s the beauty of traveling to the “perfect world.”

What do you think?

Good Selling!

BLOG – http://selllikehellsales.blogspot.com/

SLH Sales System “Morsels” are meant exclusively for non-commercial use by the recipient. No modifications of any kind may be made without the written permission of SLH Sales System. To be removed from distribution list, simply reply accordingly.

SLH SALES SYSTEM SALES TRAINING MORSEL #39

DEALING WITH OBJECTIONS

PART 2

REMOVE IT!

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

Welcome back to the world of dealing with objections.

The last Morsel dealt with the “Ignore.” Another technique enables us to “remove” or “take-away” the objection.

You go to the theater for that show you’ve been wanting to see for months. But, traffic is brutal, the seats are incredibly uncomfortable, the air conditioning isn’t working and you have trouble hearing the actors. But, besides all that, you loved the show!

The key here is the use of the word “besides.” It is incredibly powerful and can make the world of dealing with objections seem like a beautiful place.

Remember, though, this technique doesn’t resolve the problem. It provides “short-term relief” for us while we try to figure out how much trouble we’re in while searching for a possible solution.

How much sense does that make?

Good Selling!

BLOG – http://selllikehellsales.blogspot.com/

SLH Sales System “Morsels” are meant exclusively for non-commercial use by the recipient. No modifications of any kind may be made without the written permission of SLH Sales System. To be removed from distribution list, simply reply accordingly.

SLH SALES SYSTEM SALES TRAINING MORSEL #38

SOMETIMES WE CAN’T OVERCOME ‘EM

BUT WE CAN ALWAYS DEAL WITH ‘EM

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

I hate it when Buyers object. Why can’t they just be reasonable and do what I want them to do? Lawyers should object, not our Buyers. It just makes sales so difficult.

In getting started, a couple of things need to be cleared up. It’s really not “overcoming objections” because sometimes we just can’t overcome the objection. Sometimes we can do it right and not get the results we want and other times we muck our way through it and still get the business.

So, where does that leave us? We have to deal with the objection.

To begin with, we have to recognize the objection as quickly as possible – Price, Past Performance, Present Vendor, Resistance to Change – Morsel #37. There are four (4) ways to react to – deal with – the objection. It doesn’t matter which you use first or last. Just know these methods are at our disposal.

Things to remember:

1. The Buyer is right.

2. We were the cause of it.

3. We don’t always have to overcome the objection to get the sale.

Here is the first (1^st) of four (4) ways to deal with objections.  Remember, none of these techniques resolve the problem. These help in understanding the situation and deciding what to do next.

IGNORE IT!

This is the simplest course of action. Imagine a Buyer going off because something was delivered late or the paperwork was wrong or for any legitimate reason at all. I am not minimizing a Buyer’s complaint. They could be absolutely right – we did screw it up. It’s just that we have the right to ignore it – at least temporarily.

When I worked for the Oakland A’s back in the 1980s we were absolutely mediocre. From 1982 through 1986, the club was sub-500. 1987 was a 81-81 Team. The real problem was that we just didn’t suck enough! If you lose for a long, long time, you become lovable – see the Chicago Cubs. If you’re amazingly bad, you’re the New York Mets. More A’s losses would have elicited sympathy for the Sales guy. But, no.

So, I learned to “ignore it.” I chose not be dragged into a discussion about how boring we were. I changed the subject. I talked about our fabulous promotions, the weather, anything else. I grew to love the off-season because we were “undefeated!” I talked about the new uniforms, the new players – anything but reality.

One of the benefits of the “Ignore” is that we “don’t go down the toilet bowl” as the Buyer continues to berate us, our  company, our family and friends. We are silently screaming “enough already!”

Of course, ignoring it solves nothing – yet. Stay tuned.

What do you think?

Good Selling!

BLOG – http://selllikehellsales.blogspot.com/

SLH Sales System “Morsels” are meant exclusively for non-commercial use by the recipient. No modifications of any kind may be made without the written permission of SLH Sales System. To be removed from distribution list, simply reply accordingly.

SLH SALES SYSTEM SALES TRAINING MORSEL #37

WHY THEY DON’T BUY

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

Ask 10 Sellers to come up with the number of reasons for Buyers not buying and guess what you’ll get? More than half will say “about a million.” A couple will figure it’s a trick question and say “one.” One smart-aleck will say “73.” Nothing uniform, that’s for sure. And, without knowing ‘em, how can we be expected to deal with ‘em?

My Sales Training experience has shown that dealing with objections is more perplexing than almost any other challenge Sellers face. Furthermore, most Sellers try to deal with these objections by “telling” their way out of it. Which frequently leads to trying to “I believe” their way out. The result is neither  satisfying nor effective.

So, why don’t Buyers buy?

There are actually four (4) reasons that explain this. Each is generic in scope, applying to all industries and products. I believe this quartet covers more than 95% of the reality of not buying.

·        PRICE. And those things financial. It can be as simple as “your price is too high.” Or, “there’s no remaining budget for this buying cycle.” Or, “it won’t fit in the budget.”

·        PAST PERFORMANCE. Otherwise known as the “We screwed up” objection. This Buyer, or their company may have used us in the past and something happened – bad delivery, a breakdown, a bad experience with accounting – you name it – something happened. Amazingly, sometimes we suffer because that Buyer thought it was us and it really wasn’t. Or, they used a company like ours where their experience was bad and we suffer for it. It just ain’t fair!

·        PRESENT VENDOR. What we’re selling they’re getting from another vendor. They are either loyal to another brand or company – or to both.

·        RESISTANCE TO CHANGE. Sometimes folks just don’t want to change what they’re doing. People get “dug in” and won’t move regardless of the wisdom of moving – it’s easier to do nothing than something. This is also known as the “path of least resistance.” For example, my golf group never plays on Thursdays and I asked why. The answer is “because we never do.” Oh!

Take the simple route in Selling. Listen well to your Buyers. With the right questions, they’ll tell you which objections are in play. The next step is to be able to correctly deal with the situation.

In our next Morsel we’ll look at our options and the best techniques in dealing with objections.

How’s that sound?

Good Selling!

BLOG – http://selllikehellsales.blogspot.com/ 

SLH Sales System “Morsels” are meant exclusively for non-commercial use by the recipient. No modifications of any kind may be made without the written permission of SLH Sales System. To be removed from distribution list, simply reply accordingly.

SLH SALES SYSTEM SALES TRAINING MORSEL #36

“SO, WHAT’S YOUR

SALES SIGNATURE?”

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

It’s not the latest pick-up line! But the answer may determine the quality of your sales calls.

There are only three (3) things that come out of the mouth of a Seller.

·        Gottems: Product knowledge, its technical aspects and application.

·        Opinions: Things we think, feel and believe.

·        Questions: Always remember to listen to the answer.

It is really important to know what we’re saying before we say it. And, it’s essential to have a plan going into a meeting. How many of us have such a plan? And, how often do we actually practice before we show up? My experience is that few of us do either of these things and end up “winging it.” How comfortable would you feel if your dentist did the same thing?!

A Sales Signature is established by the ratio of Gottems/Opinions/Questions we deliver while on a sales call. Everyone has heard stories of young wannabe football and basketball coaches who spend countless hours in dark rooms breaking down video-tape of players. Although such drastic measures may not be needed here, there is much wisdom in the process. I suggest an on-going video tape role-play program so that we can understand what is happening and what changes should occur in the sales process.

To get a “feel” of the sales call and truly understand our options, try this:

·        DO A ROLE PLAY WHERE YOU CAN ONLY TALK ABOUT GOTTEMS. I was with a Seller who insisted on going into an incredibly detailed explanation of how an engine in a forklift worked. Talk about boring! An English professor, after bestowing a “C-” on my mid-term paper, told me that “humor, like salt, should be used sparingly.” I use that theory with regard to Gottems. Imagine a world where “Gottem-dumping” is minimized!

·        DO A ROLE-PLAY WHERE YOU ONLY EXPRESS YOUR OPINIONS – THINGS YOU THINK, FEEL OR BELIEVE. If you want to “opinion” your way through a sales call, watch out. Who’s opinion is more important – that of a Seller or that of a Buyer? The Buyer’s position always wins – ALWAYS. It’s what they think, feel and believe that’s most important.

·        DO A ROLE-PLAY WHERE YOU ONLY ASK QUESTIONS AND LISTEN. Now, we’re getting somewhere.

Now, do a series of cold-call role-plays. Break-down the tape by tracking the percentage of each of the trio used. For example, on the first go-round, you might discover that you’re using 30% gottems, 45% opinions and 25% questions. Go again and try to get to 55% questions. And, then to 70%. This is the type of practice that will pay off for us on the next sales call.

I have always tried to stay away from opinions and use Gottems only after I understand what the Buyer needs. It’s the mixing of these ingredients which will produce the most effective sales call. So, be aware of what you say, prepare for your sales calls and make certain that your Sales Signature is what you want it to be.

What do you think?

Good Selling!

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SLH Sales System “Morsels” are meant exclusively for non-commercial use by the recipient. No modifications of any kind may be made without the written permission of SLH Sales System. To be removed from distribution list, simply reply accordingly.

SLH SALES SYSTEM SALES TRAINING MORSEL #35

UP-SELLING

&

DOWN-SELLING

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

One of the six (6) ways to leverage existing accounts is through up-selling and down-selling. Interestingly, these concepts can be perplexing for both Buyers and Sellers. They are frequently confused with adding-on (Morsel #33). In addition, many Sellers and Managers think that down-selling is a negative thing.

Effective up-selling/down-selling can be ticklish, indeed. It can cause conflict with Buyers by sending a message that “I know more about your needs than you do.” It may come across that we think that we’re smarter than the Buyer.

Up-selling/down-selling is about offering alternatives to the Buyer. Sometimes this solution can be more expensive in the short-term but easier, or actually less expensive, in the long run. It is understandable that Buyers may be suspicious of the Seller’s intentions. It is essential that we tread carefully and very important to get it right.

One of my favorite stories is about a fellow named Joe who had a “honey-do list” for the weekend and needed a shovel. He goes into the store and while checking-out, the Seller asks about the project. Joe has to install 75 linear feet of irrigation for the garden. The Seller suggests he rent a walk-behind trencher that will save loads of time and perspiration. But, it will cost $85.00 for the weekend, certainly more than the shovel. Joe says “no thanks,” completes the transaction and leaves. Well, a couple of hours later Joe, rather sheepishly, returns to rent that trencher because his back is killing him! It made more sense for him to rent the trencher even if it cost a few more bucks.

The simplest way to up-sell/down-sell is by using the “Tell & Chase (Morsel #11)” method.

·        Confirm that you understand what the Buyer is thinking. And, that their solution can work.

·        Introduce the alterative and explain how and why it can work more effectively.

·        Always use a Chaser (Morsel #11).

·        It sounds like this: “I understand what you’re saying and trying to do and it can be done that way. Another way to do it is by doing it this way and here’s why... (explain). Which makes most sense for you?”

When talking about down-selling, I find that Sellers don’t want to go there. There’s a feeling that it’s a bad thing because it yields a smaller order. But, keep in mind when a Buyer says “I don’t think so,” or their budget is slashed, down-selling becomes a very appealing alternative – to us! Remember that seeing the whole picture can provide perspective and an order – although not necessarily what we were hoping.

The real cost of a product involves a number of factors – usage, length of ownership, re-sell value, etc. The real value of any product, though, is determined solely by the Buyer. We should always be vigilant of that.

What do you think?

Good Selling!

SLH Sales System “Morsels” are meant exclusively for non-commercial use by the recipient. No modifications of any kind may be made without the written permission of SLH Sales System. To be removed from distribution list, simply reply accordingly.