STOP using Sales
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Here is #15 of our 20-article series about Becoming An All-Star Salesperson. Today, we’ll talk about closing. If you can’t close, everything else is for naught. Your preparation, your approach, your probe and your presentation counts for nothing unless you are able to close the sale.

In this article, we’ll discuss the basic assumptive close, which consist of one non-verbal element and two verbal ones.

One: act as if you expect a yes. This is your non-verbal!

Two: present one or two benefits that your prospect liked. This is verbal.

Three: ask an alternate question either one of which, when answered means yes! This is another verbal!

I’m going to set the stage by summarizing the presentation that we talked about last time. “Remember, this all started because being your own financial adviser takes a lot of time, research and expertise. Hiring a professional money management consultant solves the problem and gets you better results by using our professional processes that I just described.”

Now, here is the basic assumptive close: You like the idea of having a professional manage your investments. You also really liked all the time that you’ll be saving. Do you want us to manage all your assets or do you prefer to begin with half of them?

The basic assumptive close relies on a confident tone of voice. That’s the non-verbal component. You have to convey your positive expectancy and remind the prospect of what he liked about your presentation. Those are the important benefits to him.

What you’ve just done: you’ve learned to close the sale by assuming a Yes and confidently asking for it. Your positive, expectant tone of voice is what makes this happen. Use this principle professionally or personally and be more persuasive with everyone you know.

If you’ve enjoyed this article about closing sales and would like to watch my entire 20-video series on closing sales and becoming an extraordinary sales person, please go to http://www.stanleyfidel.com/free for the entire free series. Goodbye and good selling.

Stanley Fidel is the founder of Fidel Communications Co. Inc, specializing in marketing, prospecting and sales training since 1979. Stan is also the author of Start-Up Telemarketing published by John Wiley and Sons, and All-Star Selling, published by Little Books of Wisdom. He has assisted over 500 companies to set up the programs they needed to increase their sales. Get 20 free videos on closing sales and becoming an All-Star Sales person at http://www.stanleyfidel.com/free.

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STOP using Sales
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Welcome to article 20 of our 20-article series on Becoming An All-Star Sales Person. Today, we’ll focus on asking for referrals as part of the Post-Close.

In previous articles, we’ve talked about the first two aspects of the Post-Close, confirm the details of the agreement and eliminate buyer’s remorse. Today, we’ll focus on asking for referrals and of course, the best time to ask for referrals is right after you’ve completed the sale. After all, your buyer has just bought and his level of enthusiasm has got to be at a high point.

Why ask for referrals? Three reasons, referrals are easiest to do business with because you’re already somewhat pre-sold. Second, your client is less likely to cancel if he gives you referrals. Third, you consolidate your relationship with your new client.

How to ask for referrals? If you just ask someone to recommend another person that you might be able to do business with, chances are, he’ll go blank because he’s looking at the whole universe and it’s just too big! Therefore, you can help him break his world down into specific segments by asking questions like, Are you a member of any business group? Are you a member of any social organization? Are you a member of any sports group?

After your questions are answered, you can continue, The last time you were at a meeting, who there could use my services? What would you say to him if you were me? Would you mind calling him to let him know that I’ll be calling? If he doesn’t want to call his friend, you can ask, Can I use your name?

By asking in this manner, you’re helping your client focus on whom you can be of help to. Then he’s giving you guidance on how to approach his friend. Next, if he calls his friend, you’re more likely to get through to him and if he declines, at least you can use his name most of the time.

What you’ve just done-you’ve learned a new way to ask for referrals by breaking down his world into specific segments, you make it easier for him to think of people to refer you to. Use this principle professionally or personally and get better results in all of your persuasion efforts.

If you’ve enjoyed reading this article you would like to watch videos about specific parts of the selling cycle please visit my website, http://www.stanleyfidel.com/free and I’ll send you a link to receive them, absolutely free. Goodbye and good selling.

Stanley Fidel is the founder of Fidel Communications Co. Inc, specializing in marketing, prospecting and sales training since 1979. Stan is also the author of Start-Up Telemarketing published by John Wiley and Sons, and All-Star Selling, published by Little Books of Wisdom. He has assisted over 500 companies to set up the programs they needed to increase their sales. Get 20 free videos on closing sales and becoming an All-Star Sales person at http://www.stanleyfidel.com/free.

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STOP using Sales
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I just had a conversation with a very good client on the roles of non-sales people in the field. Specifically, he was asking what non-sales people should do on client visits to go beyond simply fixing a specific problem or answering questions and become a valuable part of their company’s strategic team.

When we speak of non-sales people, we mean engineers, technicians, finance people, operations managers, specialists and senior managers who go into accounts with or without a sales person.

We often forget that sales people often play a few specific roles with the client. In many cases, those roles set up situations that are less than conducive to the free flow of information. Simply put, buyers keep their guard up and their cards close to their vest when in the presence of sales. What’s worse, a sales person loses 50 IQ points just for their title when viewed by an engineer or technical specialist. (I say this as an engineer turned sales person who has suffered this transition.)

The good news is that the other members of our sales team can often fill in the communications gaps and gather loads of worthwhile information. Have you ever noticed that each specialty speaks a unique language? Doctors talk medical-speak, technicians talk tech-speak, finance people speak money-speak and senior executives speak biz-speak. The words they share in common give them a level of respect and camaraderie with their peers that is tough for others to quickly achieve. This gets to the heart of their value on the team.

Here is a simple, five-step plan that will help you get the most out of your team.

1. Listen

Sales people put the client on edge and their very presence tends to reduce communications. Ironically, non-sales people are often greeted with candor and volumes of information that would never have been shared with the sales reps. Unfortunately, too often we only meet with all parties in the same room. To get the most out of your team members, schedule time for them to meet one-on-one with their peers. During these conversations, the flow of information will increase and each will gain a unique perspective on the client and their needs. They will also build rapport that will help build the relationship.

Here is a true example. One of my clients sells medical devices. Since the devices are complicated, they usually bring along a clinical specialist on sales calls to meet with the doctors and lab technicians. As the conversation got deeper into the money end of things, the lab manager invited the clinical specialist to join her on a tour of the lab. It was the ride home that was the most enlightening part of the day. The clinician related stories about every sales person who called on that account, including their own. He knew who the nurses and doctors liked and who they hated. He knew what our competitive advantage was and where we were at risk. He presented a complete picture of the vendor from the client’s perspective. How did he get all that information? Easy… He just listened! Since he was seen as a peer and not a ‘sales person’, he was on their side and they opened up to him.

Each member of the team should be listening for two types of information:

1. The information they need to do their job.

2. Anything that confirms or contradicts what we believe to be true about the account.

By collecting this information, we will build a fuller picture of the account and often learn about trends in the industry or market.

2. Probe

While passive listening is important, probing will get you to the information you need to gather. If the team enters the meeting with both group and individual agendas, the members of the team can use their peer connections to probe for the details. Technical people can discover the direction that research is heading. Finance can learn about the company’s cash position and acquisition plans. Senior managers can learn about corporate strategies and challenges. Together, they will get a clearer picture of the opportunity and what place they can play in it.

When I was a design engineer with Raytheon, we were developing a very sophisticated satellite communications system for submarines. On a visit to the Navy, I learned that their long-term goal was to make a portable unit that could fit in a backpack. Although it was not part of our original bid, we started thinking about how we could convert one system into the other. In the end, the Navy requested a formal proposal and we were already a year ahead in our thinking. (Tom Clancy was actually ahead of us and wrote about this secret system in one of his books.) Good job of probing, Tom.

3. Record

Knowledge is not power. Only shared knowledge has power. The key to success in team selling is the sharing of information as it is gathered from different sources. The simplest way to do this is through email. Since many non-sales people do not have access to the company CRM system, they can email their news to the lead sales representative who can copy it in. The goal is to make as much information as accessible to as many people as possible.

4. Analyze

Each player should analyze what they have learned and decide what value it has. Compare it to what you thought you knew and look for supporting or contradictory information. Look for information that might be valuable to others and make sure it gets to them. Recognize that the same piece of data will have different meeting to different people. Use your team to get multiple views and develop better intelligence.

5. Report

Knowledge management is one of the weakest areas in businesses today. While many have formal KM systems, few teach their people what to enter into them. Even the best system lacks the ability to reach into your head and extract information. Therefore, it is incumbent upon each individual to ensure that what they learned gets to the people who might want to know it. Senior management, sales, marketing, operations, engineering and others have specific needs for information that could be learned by other members of the team. Developing a culture of open reporting will multiply the value of everything you learn.

Working together, your team of sales and non-sales people can gather more information, build better relationships and further the sale faster than any non-integrated team.

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To sell your value, you need to know your value from the prospect’s perspective. This requires you to ask questions that uncover the ways that your product or service helps the prospect’s bottom line.

A. Find the customer’s problem or opportunity.

1. “If you had our product/service, what would you hope to accomplish with it?”

2. “If you had a magic wand, what would you want this to do for your company?”

3. “How do you want your people/company to be changed by this?”

4. “Who asked for this and why did they want it?”

5. “How would you know if this purchasing decision was a success?”

6. “Last time you made this type of purchase, how did it work out? Why”

B. Identify those who will benefit

7. “What other departments will benefit from this?”

8. “Who else will be involved in this decision? What is their primary interest?”

9. “Last time you made this type of purchase, who was involved?”

C. Determine their metrics (how they will measure the benefit)

10. “How would you measure the success of this product/service?”

11. “How would your boss or CEO measure the success?”

12. “What are the metrics that your company focuses on?”

ROI = Benefit / Cost

Revenue per employee, Units per hour

EBTDA = Earnings before Interest, Tax, Depreciation and Amortization

Gross Sales, Gross Profit, Net Profit

New Customers, Market Share

Employee satisfaction, Reduced turnover

Reduced liability

D. Get their numbers – ask for hard numbers to quantify your value

13. “If we are successful, what percentage change would you reasonably expect?”

14. “What has your history been with this?”

15. “What are your current sales?” “What were they last year?”

16. “What are your goals?” “What is your current status?”

17. “What is your current profit margin? What should it be after buying our service?”

E. Confirm your position – once you have the numbers, be sure your assumptions are correct.

18. “If I understand correctly, if we are able to reduce costs by 1%, that works out to a $1M savings. Is that correct?”

19. “If I understand correctly, you spent $500,000 in legal fees last year. You hope this program would reduce that by 10% or $50,000 this year. Correct?”

20. “If I understand correctly, if you were able to increase thru-put by 5% you would increase profits by 3% or $250 million. Correct?”

F. Present the value – include this type of statement in your proposal. It puts your price in perspective.

? “Based on your numbers, this program should increase new clients by 9% or 500 this year alone. Since your average lifetime customer value is $800 this program should give you are return of $400,000 based on the first year’s results alone.”

? “Based on your numbers, if we are successful in reducing employee turnover by 20%, that would result in 500 fewer hires a year at a savings of $1000 each or $500,000 in the first year alone.”

G. Up sell to achieve the results

? “In order to ensure the success of this program, we recommend the following steps in the process.”

? “Based on our experience, here are the steps required to ensure that we reach your goal.”

H. Close

? “The sooner we get started, the sooner you will see the results. Let’s start the development phase immediately. I’ll fax you an invoice today. I can ask my team to begin work as soon as we have the check.”

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STOP using Sales
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Successful career development as a sales professional depends on strength of client relationships and a professional and personal vision. Over the years as a sales professional, you will have built up numerous valuable business relationships-the number of client relationships you’ve developed is a strong indicator of sales success. We define a “client” as someone who regularly gives you 50% or more of his or her business-essentially, a business source you’re partnered with.

Superstar sales people have a clear sales strategic plan; 80% of their business regularly comes from only a few accounts. They receive referrals regularly because they’ve taken the time to build strong business relationships.A good strategic sales plan is to measure your activities against the standards, and than adjust your methods accordingly – you’ll enjoy a more satisfying and profitable career.

The following are a few tips to a successful strategic sales plan.

Strategic Sales Plan: The Rules of Selling

1. Self-Renewal is an important part of selling. Self-renewal describes a sales professional’s ability to constantly discover ways to improve productivity. What are you doing to sharpen your axe?
2. Define your personal and professional vision. What do you see for yourself in the future? To become a sales superstar and reach the success level of your dreams, you must first define your future.
3. Leadership. As a sales representative, you are the CEO of your own business.The more income coming from commissions, the more this is true. As a CEO, you must perform leadership activities.
4. Limit your prospects.Target a limited number of top-quality account prospects, and devote all call activity to that target list.
5. Goals.Your goal as a sales rep should be to build a limited clientele of high-producing business sources.
6. The bottom line is trust. Remember that selling is the transfer of trust-trust is the reason prospects do business with sales people.Focus on developing a trusting relationship with your clients.
7. Adding value.Business relationships in which each partner receives more than expected is a value-added relationship.To achieve this synergy, each partner must think like the other and strive to find ways to assist their partner in success.
8. Inside support staff.Frequently the unsung, unrecognized heroes of the day-to-day sales process, inside support staff partnerships must be considered.
9. Be your own sales leader.Remember that success is achieved one step at a time, and comes from evaluating past performance.Success is accepting personal responsibility and remembering that, “if it’s meant to be, it’s up to me”. Be your own sales leader, and act on your own advice.
10. Finally, maximize your career growth with beliefs.Belief is the guiding factor, passion, faith and principles that provide direction in life.

Erica Ronchetti is a freelance writer for JackDaly.net. Jack Daly offers dramatic keynote and general session presentations, interactive workshops, in-depth seminars and lively training sessions that inspire audiences to take action in the areas of sales, sales management, customer loyalty and personal motivation.Learn more about sales training process and Jack’s strategic sales plan by visiting us on the web.

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STOP using Sales
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True!

One of my past coaching clients wrote to tell me about one of her worst business lunches ever. I love this story because it has happened to all of us in some way. I also like it because Wendy has the ability to step aside and see her own actions and learn from them. That’s a skill we can all stand to improve.

Wendy’s story:

Sometimes I think I’ve made every mistake in the book, but this is one of my favorite multi-blunder meeting stories to share. (or you could describe it as how everything wrong might just turn out right, if you pay attention and are willing to adapt)

The Director of Marketing at for my largest client in Los Angeles agreed to meet with me for the first time, but her schedule was so tight that we had to meet over lunch. I had been working on this meeting for over a year and finally it was happening.

She picked her favorite Italian restaurant several miles away from her office.

I had been in meetings all day and I was exhausted. When we arrived at the restaurant, it was the 10th business meal this week and I felt as though I had been eating my way through Los Angeles. In a feeble attempt to get back on my diet, I choose a calorie conscious salad as my entree (this was my first big mistake). After our marginally competent waiter took our orders, I launched into my spiel. My goal, of course, was to get through all my entire presentation before our meals arrived.

Off I went at 90 miles an hour!

Somewhere between a bar graph and a pie chart, I felt something falling around my head and shoulders. As happens in all of these critical moments in my life, the whole world seemed to be moving in slow motion. I reached up on my shoulder to brush off what had fallen and found a lettuce leaf. I turned to see our poor waiter nearly in tears preparing to wipe off my head with his towel. It seems, as he was quickly moving from one person to another, he had accidentally dumped an entire freshly tossed house salad directly on my head. So, there I was trying to project the most professional image possible with a crouton in my front suit pocket and deep red raspberry walnut dressing dripping out of my blonde hair.

I was so embarrassed! My mind was racing, searching for the prefect solution. Do I pretend like nothing happened? Do I laugh it off? Should I get angry with our clumsy waiter? Is this woman going to remember anything I said before she saw me wearing a salad?

There was a brief, but panicked exchanged between the waiter and me. I assured him that I understood it was an accident and did my best regain my composure.

I excused myself to the ladies room and did my best to recover my professional appearance.

Returning to the table, I found my potential client looking at her watch and tapping her finger on the table. My food had still not arrived and my presentation was not yet finished. I took a deep breath and headed back to the table.

Now this is where instinct comes in. I sat down and did what I tend to do when all else fails: I was honest. I told her how much I wanted to win her business and how important I felt my first impression should be. After my confession, she burst in laughter. “Not very many people wear their lunch as well as you do. I’m sure I’ll always remember this meeting”, she said.

So, the rest of our meeting was a frank discussion about her challenges and her goals for marketing in Los Angeles. Thankfully, I never finished my presentation. It had nothing to do with her real needs and was clearly boring the heck out of her.

Here’s what I learned from that meeting.

1. Give presentations in a presentation friendly environment. A flip chart in a crowded restaurant doesn’t provide your presentation with the attention it deserves.

2. A presentation should provide solutions to “known” client problems. A first encounter is a risky time to tell your client what you are going to do for them.

3. Order entrees that match your outfit. Raspberry salad dressing on a tan suit…not a good thing!

Thanks Wendy, and thank you for the permission to share this.

Sales is a great profession and one that we all take quite seriously. Fortunately, it is also a fun life style that gives us more great experiences than the average person. Each experience is an opportunity to learn and grow. Sometimes the key is a great sense of humor.

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The classic example of bad salesmanship is the cliche of the used car dealer. Just reading that, you’re probably cringing and gritting your teeth, the hair on your neck stands up and you’re making a face-but why? Because everybody “knows” that used car dealers are just in it for themselves. They are like sharks. You get out of your car and they’re on you in 30 seconds. And there’s no getting around it.

Even if you go to the dealership having done all your research and you know exactly what you want to buy and how much you’re willing to pay, you still have to go through a decidedly unpleasant experience with one of these dickheads to get the car.

When you finally get it over with, are you ever going to refer anyone to the salesman who subjected you to the shark attack? No. Did you enjoy that experience? No. No relationship was created, the experience was awful-so even though he made the sale, did the car dealer win? He didn’t. His one-shot “win” actually cut off any future opportunities with you.

If you try to sell people instead of listening to them, educating them, and respecting them, you will lose many more deals than you close. More importantly, you’ll lose the opportunity to build a lasting, profitable, enjoyable working relationship.

Your goal in closing is not just a one-time sale. What you’re looking for is a long-term working relationship that will lead to more business. It is a LOT more expensive to court new customers than to keep the ones you already have. By making every close result in a win-win outcome, you keep customers happy. When you create an enjoyable and rewarding experience for your clients, they look forward to doing business with you again and again. Closing them gets easier with every transaction, because they grow to trust you.

This is where closing is different than negotiation. In negotiation, the outcome is not always a win/win, but in closing it has to be. If you come out of a transaction feeling like you won and the other party did not, you’ve just lost. You will never have repeat business for the rest of your career from these people. They will never refer you business, either. Nothing else is going to happen after that one-time shot. What kind of triumph is that?

Winning is a matter of creating happy customers, who not only buy from you but also tell their friends about you and send referrals. There is no better advertising on the planet than a testimonial from a satisfied customer.

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STOP using Sales
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Here’s a little scenario, one that I’m sure has been played out on more than one occasion.

You pick up your phone and call one of your regular clients, or perhaps a new one, one that you may have landed after many attempts. The conversation goes well, you ask how they are doing, but sooner or later the conversation turns to you trying to sell them something. Sometimes they need it, and the sale is made, sometimes they don’t, and the sale waits for another day. After some friendly goodbyes, you hang up the phone. A few moments later, you pick up the phone and the process begins again.

This scene will undoubtedly play out hundreds of times over the course of the year. It can almost be habit forming. That can be a danger. Habits have a way of allowing you to take certain things for granted. Things such as your client will always be receptive to your thoughts and ideas. They won’t eventually see your conversations merely as a means to an end. Once you fall into the routine of just making the sales call, your clients will quickly begin to see you only as the tired salesman.

So what can you do to prevent this from happening? The answer is really quite simple, and yet most business and marketing people look right over it. If you want to maintain the relationship with your clients, and continue to earn their business, continue to build the relationship before anything else. In short, you cannot take your customers for granted and survive in this business environment.

It is important to remember that your clients today, are also your competitors’ prospects. It is quite easy for a client to move onto someone else, especially if they become dissatisfied with how they are being treated. There have been many instances where a client has been stolen away from a business with a few sincere and kind words.

This idea is so simple, and thankfully so is the execution. Little things can go a long way to helping to maintain a real relationship with your clients. Little things, like sending a thank you card to the client, even after a small project. Another way is to send them free information, ideas that can help their particular business grow and expand in this dynamic economy. And of course, talk to them on the phone on occasion, just to see how they are doing. It is also important to be honest with them. Contact them directly if the shipment will be late, or if you have an update to offer them. Whether it is good or bad news, it is better to hear from you, and not the business world grape vine. It will go a long way to maintaining the trusting relationship that you worked so hard to build.

How are you building long-term relationships with your clients?

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Telemarketing, though one of the oldest forms of marketing, is also one of the most successful marketing strategies a business can use to expand their customer base. The choice to perform telemarketing calls in-house is one that smaller businesses use to properly track their contacts and prospects. Whether you are contacting cold or warm leads, it is important to have effective and engaging telemarketing that will keep customers interested and on the phone. With the proper script, skilled sales agents have a better chance to convert more calls into profitable sales.

The key to effective scripts is to start off with a brief introduction of yourself and the company you represent. Within this introduction should be a warm greeting and only a small amount of information about who you actually are. Make sure to smile as you speak so that you can ease tension and open the gates to a full-fledged conversation.

Once you have opened the conversation in a confident manner, explain who exactly you are and what services and products your company or corporation offers. While the explanation should be informative, make sure to make it brief and develop a telemarketing script that will not overwhelm the potential client. Many successful scripts will incorporate the company’s slogan as well as their customer mission statement if appropriate.

If the customer is still interested, continue your script by describing the features and benefits of your product or service. This will be the point in your script in which you will entice your customer to buy. With an effective script and a confident tone, sales agents should successfully attract customers’ interests and have them ready to buy. While each industry has their own benefits in the telemarketing arena, it is extremely important not to bore your customer during the meet and bones of your presentation.

During the close of your telemarketing script, shift from a friendly tone to a more focused and authoritative tone. Closing a sale over the phone from a telemarketing call takes initiative. Always ask for the sale and overcome objections.

Don Drapers is a human researching machine and being part of the internet by writing useful articles about telemarketing script is just one of many “must read before you buy” articles he has written. For anyone who is about to spend their marketing dollars on mailing lists, sales leads, fax or voice broadcasting and any aspect of email marketing, make certain you visit ABC Mailing Lists and learn what you are missing before you spend. Knowledge is power. How smart are you?

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In the process of gaining a sale one of the most important factors happens right at the start, this is something that is drummed into professional sales people over and over, but which business owners and senior managers never seem to do.

How many times have you been the person being sold to and the sales person starts to enthuse about everything they can do or provide and tell about all the things that THEY want YOU to hear. And you just stand there thinking why is this guy telling me all this he doesn’t know what I want yet? Well the bit that they missed out what is known as gathering the requirements, simply put finding out up front what it is that the customers actually wants and needs before the selling starts.

This may seem like common sense (that is because it is) but how many times have you found yourself on the end of a sales pitch that has little or no relevance to you. Ok so how do we gather the requirements, well we start by asking some open questions and then doing what most people in the role of sales find so hard “SHUT UP and LISTEN”, why well because nearly all people once you get them talking will keep talking and therefore will reveal much more than they probably would have if you interrupted them. It should get to the point where they have run out of stuff to say and it is quite frankly a little embarrassing for them as you are not filling in the gaps.

Once they have really said all that is useful, then you can start to use that information to replay what they want with your unique and positive selling points. I have put together a short video of how this works in practice and can be found here:

So a quick example of a kitchen supplier: “Hi I am looking for a kitchen” reply “welcome to our premises, my name is Gary, tell me what is the most important thing for you about a kitchen (open question, now shut up).

The wrong way would have been: “Hi I am looking for a kitchen” “welcome to our premises, my name is Gary we have every conceivable type of kitchen we have wooden, granite, modern, traditional, we also do all of the appliances at very good prices, we fit everything ourselves and really pride ourselves on quality………………. Do you see how in the second example you are trying to sell blind?

From that point on you will struggle to find out what the customer really wants.

Clearly this is a very short take on quite a complicated part of any business but feel free to come and get more detailed information at my blog.

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