SLH SALES TRAINING MORSEL #64

WHERE IS YOUR EMPHASIS?

ASKING FOR THE ORDER

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

There’s a movie with Mike Myers and Gwyneth Paltrow called “View From the Top.” It’s a light comedy and certainly worth renting. Mr. Myers plays an instructor in flight attendant school who, as usual, is a bit off-the-wall. For some weird reason he uses the phrase – “putting the emPHASIS on the wrong syLLABLE.” Get it? I think he’s saying that sometimes our focus can be misdirected. Kind of like worrying too much about the about the tail when there might be major issues with the dog.

I feel the same way when Sellers voice concerns regarding difficulties with asking for the sale,  otherwise known as “closing the sale.” So much emphasis (emPHASIS?) is placed on whether someone is a “good closer.”  (Check out “coffee is for closers” in David Mamet’s otherwise brilliant “Glengarry Glen Ross.”) We may need to at it look at it differently.

When done properly there should be a natural flow when “asking” in the sales process. Although we move from section to section – asking to telling to understanding objections, etc. – it needs to be done in a seamless manner. Many younger Sellers, and some veterans, become uncomfortable when it’s time ask for a commitment. Asking for the order should simply be a continuation of the asking process.

We need to appreciate that getting the business doesn’t always correlate with a proper “closing.”  There are many factors that come into play when asking for the order and results are not always an accurate barometer. Perhaps we missed something earlier in the process. Maybe, personnel changes on the Buyer’s side happened. Financial problems? Remember, things change.

Conversely, just because we get the order doesn’t mean that we closed properly. Heck, sometimes we’re just plain lucky. Your client got a large piece of business. A budget got expanded. A competitor screwed up.

Remember that sales is a race to “need.” Get there as quickly as possible and then stick with something simple when asking for the order:

• What do you think?
• How’s that sound?
• How ready are you to proceed?

This way we can emphasize what needs to be emphasized!

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 TRAINING MORSEL #63

GETTING THE MOST

OUT OF SALES TRAINING

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

As we all know, Sales Training needs to be supported and leveraged to yield the results we want. We also know that for this type of Training to be effective, our Sellers’ activities are going to have to change – and therein lies the rub. It can be extremely difficult to make this happen. So, what can we do about it?

In mid-June, I presented SLH for Inside/Counter Sellers for W.A. Roosevelt (now part of the Dakota Supply Group), an Electrical/HVAC/Refrigeration/Plumbing Wholesaler based in Wisconsin. Todd Eber is WAR’s incredibly capable President and he chose to be very proactive in leveraging his Training investment, especially as WAR is moving into ESOP mode.

Below is Todd’s follow-up plan ("RULES OF ENGAGEMENT FOR INSIDE SELLERS") to the SLH Training sessions. Wasting no time, he began communicating in writing exactly what is expected of Managers and Sellers and then stuck with it. He is relentless.

Todd can be reached at 608.781.8369 ex. 234 and ebetod@waroosevelt.com.

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.

W.A. ROOSEVELT

RULES OF ENGAGEMENT FOR

INSIDE SELLERS!

Overview:
Since our Sell Like Hell Inside Sales training on June 19-20, we have gained a great deal of traction on taking some of the key points of learning and putting those into action. We’ve done that through daily e-mail to Managers with recaps on add-ons, quote follow-ups, and post-delivery follow-ups. The daily e-mails were intended as a short-term step to help develop long-term behaviors, knowing we would implement wider reaching permanent expectations for those working in inside sales, counter sales, and in project quotations & design roles. The following is the outline of those expectations:

Phone Greeting:
Use a minimum of a three part greeting 100% of the time when answering the phone.

Example: "Thanks for calling WA Roosevelt, this is Todd, how can I help you?"

Setting the tone with a positive and friendly greeting gets you off to a great start. From there you need to find out the customer’s needems to match with our gottems, while matching the customer’s urgency (timeframe and mood).

Quotes: 100% follow-up on quotes of $2,500 or higher.
Customer Benefit: Following up on quotes tells the customer you care about the business they do with us, and that you’re organized. The follow-up needs to be completed within an appropriate time-frame based on customer feedback. Example question after providing quote to customer: "When can I get this to the job-site?" If customer says it’s not time yet, they haven’t chosen a supplier, they haven’t been awarded the job yet…then get the specific timetable and follow with something like, "OK, I’ll give you a call on Tuesday July 17^th to check in…how’s that sound?"

E-mail appropriate Mgr & TSM with notification of customer quote more than $2,500.00.

Ask for the order 100% of the time on ALL quotes. This can be done with one simple question like this, "When would you like me to send this your way?"

Add-ons: Ask for a minimum of two "gottem" items. 100% of the time, with phone or counter orders.
Customer Benefit: Many customers have been thanking us for asking about these add-on products because they had forgotten about them! Think of this as a great W.A. Roosevelt service you’re providing so they don’t get to their job and have to run back to pick up something they forgot.

Ask a simple question something like, "What are you doing for a pad, line-set, and whip to go along with the condensing unit?" Remember,"What else do you need" DOES NOT qualify for a good, specific, gottem add-on question! Creating "cheat sheets" for products you’re typically involved with will be a big help.

Remember, add-ons can go in two different directions; larger products or equipment that leads to smaller accessory and support items as add-ons, or smaller accessory items that lead to larger products or equipment as add-ons.

Post Delivery Call: Make 1 post delivery call per day.
Customer Benefit: Gives the customer a chance to share performance feedback, plus it differentiates by "saying" we care about our performance. Example: "Hi John, just wanted to find out how yesterday’s delivery of X,Y,Z went?" If it didn’t go well, apologize and fix it. If it went well this is an opportunity to ask a renewal question with something like, "Great to hear! What more is going on with either that project or something else that we can help with?"

We don’t want to be a pest to any one particular customers with repetitive calls within a short time. This shouldn’t really be a problem since we make many deliveries to many customers, but it also will take some coordination to make sure we’re not "overlapping" calls.

Dormant Account Call: Make 1 dormant account call per week.
Definition: A dormant account is a business that hasn’t bought anything from us in three months, AND it’s not due to payment status. Example: "Hi John, this is Todd from W.A. Roosevelt and as I was looking through an older file it led me to realize we haven’t heard from you in quite awhile. I wanted to see what types of things you have going on that we might be able to help with." This should get the conversation to the point where you can listen for needems that we can provide our gottems.

100% of all dormant account calls need to be followed up with a confirming e-mail. Example: "John, it was great reconnecting with you today. Glad to hear things are going well for you and XYZ Company! Regarding that "XYZ" we discussed, I’ll be checking on price and availability with our vendor partner and will send you an update e-mail before close of business tomorrow…how’s that sound?"

Price Objections: Handle "Your price is too high" customer objections with SLH strategy 100% of the time.
Example: [Customer] "Hmmm….your price seems pretty high." [WAR SLH Expert] "When you say pretty high, what do you mean?" [Customer] "I mean I can get it cheaper down the street." [WAR SLH Expert] What and who are you comparing against…what delivery put away, warranty support, Roosevelt Rewards, etc. does that come with? [Customer] Look, it’s apples to apples…how much lower can you go?" [WAR SLH Expert] "How much lower do we have to be?"

These questions are all with the purpose of NEVER, EVER , EVER being the one to present the second number…that’s the customer’s job! If they still won’t give a number say, "Look, I don’t mind negotiating with you, but I can’t negotiate without you." If they ultimately won’t give you another price simply state, "Sam, without knowing anything else about where we need to be the price I’ve given you is the best I can do."

Feel liberated yet!?!

SLH SALES TRAINING MORSEL #62

TELLER OR ASKER?

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

Which are you?

I’ve begun asking Sellers whether they are “tellers” or “askers.”  The almost-immediate answer is, “I’m an asker.” Sometimes, though,  reality and perception are very far apart. After much discussion and a little video-tape role-play, the realization creeps in that most Salespeople do more telling than asking.

Of course, Sellers have to do both - telling and asking. But, this is a question of sequence – which comes first? My experience has shown that most Sellers “tell” before they ask. This appears to be the easiest route to take as it feels “natural” and can create an illusion of “give and take,” building a relationships and, well, Selling. Some Sellers have even told me they think it’s “to pushy” to start with questioning. I take a much different stance.

Wherever you stand on this issue, you need to understand exactly what type of Seller you are and wish to be. Begin audio-taping your end of phone calls to know for sure. Then, role-play with your colleagues and Managers and try asking first, then telling. I think you’ll find that your “telling” is getting in the way of your “asking.” After all, how can a Seller “tell” what they can do for a Buyer without asking the proper questions to understand their needs?

Asking first is the more difficult route – at least at first. You’ll need to know what your going to ask before you get there and then continue asking based on the Buyer’s responses. This will require change, which can be very difficult strategically and in execution. Stick with it, though, and you’ll become a committed “asker” first and a “teller” second.

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 Training Morsel #61

WHAT DOES “VALUE” MEAN?

AND, WHO DECIDES?

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

It’s said that beauty is in the eye of the beholder. What about as it pertains to sales? Who determines value? The Buyer or the Seller?

Nothing initiates a more heated discussion in SLH Training sessions than this question. Folks stake positions and use all their powers of persuasion to move their counterparts. Traditional sales processes talk about a product’s “benefits” and the myriad reasons how a Buyer will gain from its purchase. I find this concept troubling.

I always use a self-effacing example to prove this point. While Training, and with other  scalp-expanded volunteers, I describe a product (we already know what the mystery item is) that was reduced in price from $19.99 to $1.99 and ask how many folks are interested in the product. Everyone raises their hands – except for a few cynics. It gets better, though. The normal one (1) month warranty has been extended to “forever.” Gasps abound as the interest level soars. However, my volunteers and I remain unmoved, not willing to partake of this terrific offer.  What’s the product? A comb, of course!

As a product “sits” – in a display case, on a lot or in a warehouse – how can it have value? Not only doesn’t it have value, it actually sucks the profitability from the company. The fact that it’s “in inventory” means that it has yet to find a “home” – at this point, no one wants it. Guess who makes that decision.

So, let’s not kid ourselves – the Buyer, and the Buyer only, decides whether a product has value or not.

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 TRAINING MORSEL #60

WHAT DO YOU DO BEST

AS A SELLER?

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

Ask Sellers what they do best and guess what the overwhelming majority will tell you? You will be told, “I build rapport.” Or, “I build relationships.” And, sometimes it’s simply “I’m a people person.”

How is this possible? How can every Seller have the same strength? And, what if someone doesn’t like you? How can so many Sellers build their careers on the hope of  being liked? Let’s face it – not everyone is likeable!

Suppose we look at this question within a different framework. Let’s answer with the following parameters:

What we do best must be learnable and trainable.

What we do best must be repeatable.

What we do best must be transferable between industries.

What we do best must be totally controllable by the Seller.

Now, what’s your answer? Keep in mind that building relationships does not qualify - two (2) people must form a relationship. It is not totally controllable by the Seller. I am absolutely NOT saying that building relationships isn’t essential – just that it’s not controllable by the Seller. Building real business relationships are based upon our ability to perform (see Morsel #12) at the highest level, as defined by the Buyer.

Here are some examples of sales skills that can be practiced and will pay dividends by mastering:

Opening.

Asking the right questions.

Listening.

Asking for the order.

Dealing with objections.

Adding-on.

Up-selling & down-selling.

So, what do you do best as a Seller?

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 Training Morsel #59

HOW IMPORTANT IS CONTROL OF THE SALES PROCESS?

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

How important is control in the sales process? Most Sellers will respond “loads.” But if control was not as important as you think, how would that change the way you sell?

From our first sales job, we’re told that it’s essential to “control” the Sales process. That we must be in a position to guide – some might say manipulate – the Buyer. That without control, we are at the mercy of the Buyer. What do we really gain – and lose – with this attitude and mind-set?

Certainly, this sets up an environment fraught with pressure on our side of the equation. Sometimes, this attempt backfires and creates a combative sales environment. Why would anyone want to risk this when attempting to work with a new client?

How much more sense might it make accept that the Buyer will do what the Buyer will do? In developing new accounts, there’s plenty to do and focus on without gambling.

Best of all, it’s just easier to worry about what we’re doing. I believe that we should focus on the things that we can control and the rest will take care of itself.

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 TRAINING MORSEL #58

NOT ALL CLIENTS

ARE CREATED EQUAL

DAVID RUBINSTEIN

EDITED BY

JIM OLSON

Many Sellers feel compelled to literally “see” their clients, believing that Sales is best done on a face-to-face basis. They tell me that high-caliber relationships can only be built in this manner.

Not only do I strongly disagree with this belief but other problems can arise because of it – that of managing one’s time in the most efficient and effective manner.

How do you decide where and how to spend your time? Sellers often claim that time management issues result mainly because of the size of their territory. Or, the number of clients they serve. It actually may be a bigger issue - how Sellers view their client lists.

Too many Sellers see what they do as “running a route,” like filling vending machines. If it’s Tuesday, I have to be in this area, calling on these clients. The reality is that not all of your clients are of equal importance, and should be treated differently. We actually need to discriminate.

Most everyone’s familiar with the “80-20 rule,” although it’s technically the “Pareto Principle.” The theory was developed by Vilfredo Pareto, who observed in 1906 that 80% of the land in Italy was owned by 20% of the population. He then observed that 20% of the pea pods in his garden contained 80% of the peas. Who knew?! Anyway, when applied to business it postulates that 80% of your business will come from 20% of your clients. For many of us, though, the ratio may be closer to 90%-10%.

I suggest that you categorize your clients into quarters by their importance to you.

Top Quarter. This is where your livelihood resides and these accounts better be served with full attention  to detail and follow-through. Nothing is too much to be asked to do and accomplish for these folks.

2^nd Quarter. These clients are ones that should be top prospects for growth.

3^rd Quarter. Minimize face-to-face activity. Be sure to ask how often they want to see you in person.

Bottom Quarter. Do NOT see these folks face-to-face. Use the telephone and written word to further develop these accounts.

As in European Football, there is always going to be movement between categories. Don’t let the folks in the bottom quadrant drain your time and prevent you from doing what needs to be done for the most important clients you have.

And, look how much time we’ve created! See Morsels 19 & 28 for other ideas on Time Management.

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.