Persistence Without Stalking

Kelley Robertson on Prospecting

You can't get the sale unless you persist. But how do you pursue your prospect without coming across like a stalker?

Persistence is a vital skill that every salesperson needs. It's been said that most sales are made after eight contacts with a prospect. However, most people tend to give up after just three or four attempts. Let's explore the behind-the-scene dynamics involved in a typical scenario.

Meet Mrs. Executive. Her day is booked solid, scarcely allowing her to catch her breath between each meeting. Some meetings are internal. Others are with clients and customers. A few are with current suppliers or business partners. She has a dozen balls in the air and spends most of her time trying to juggle them all. She has several major goals she wants to accomplish this year but progress is slow because the demands on her time are non-stop.

Fortunately, she has an extremely competent executive assistant. Ms. Gatekeeper knows what projects Mrs. Executive is working on and does what she can to help her boss achieve these goals. She is very proficient at protecting her boss's time and has become adept at warding off unwanted calls, especially from salespeople. Today alone, she has warded off fourteen people and it isn't even noon yet.

Today is your first prospecting call to this company. You believe that your solution will benefit them and you want to meet with Mrs. Executive to demonstrate this. You pick up the telephone and when Ms. Gatekeeper answers, you recite your well-developed opening and capture her interest. After a brief conversation you manage to schedule a telephone meeting with Mrs. Executive a few days from now and are given her direct number.

Fast forward three days. Your call with Mrs. Executive flows beautifully. Your pre-call research paid off and through effective questions, you learned additional information that gives you better insight to present your solution. Mrs. Executive requests an overview of your solution and you promise to email it to her within twenty-four hours. You also agree to discuss it with her next week. 

The following week, you call Mrs. Executive at the scheduled time only to end up with her voice mail. You leave a brief message and tell her you will follow up shortly. You call again the next day and receive her voice mail yet again. After some debate you leave another message but as you hang up self-doubt leaves you wondering why Mrs. Executive has not returned your calls even though she displayed interest.

Meanwhile, back at the company, Mrs. Executive has been responding to several unexpected fires and critical issues. Shortly after these problems have been resolved, the CEO dumps two additional projects on her plate and clearly states that these new projects are of highest priority. The other projects go into a hold pattern while she takes care of the CEO's demands. A few days later she is shocked to receive a letter of resignation from her right-hand person, the Director. She now scrambles to put into place systems and processes that will help her manage and deal with this unexpected void. Plus, she needs to begin the recruiting process to fill the gap. She is still interested in your solution but she simply does not have the time or resources to even discuss it right now. 

Here's the dilemma. Do you keep calling? Or, do you leave a final message and tell Mrs. Executive to call you when she's ready to talk about your solution? So far, you have made five contacts with her which means you will probably have to make at least three more connections before the sale moves forward.

It is critical to recognize that executives are exceptionally busy. While they may want to discuss your solution, other priorities crop up all the time. If you stop now, there is a good chance that she will forget about you and your particular solution when she is ready to move forward. Your goal is to keep your name in the prospect's mind and develop a "stay-in-touch" campaign. This can include email, voice mail, letters, and cards. Each point of contact should offer something of value and MUST be brief. Respect the decision-maker's time. Recognize that they are balancing multiple projects at any given time. Like you, they can only work on a certain number of them at once.

Many people close sales long after the initial contact simply because they have been persistent and executed a solid strategy and keep-in-touch plan. While the standard number of contacts is eight, this number is not carved in stone. You can rest assured that if you give up after three or four attempts, a competitor who is more persistent will eventually get the business. Are you willing to give business away or are you prepared to persist until you succeed?

Kelley Robertson is a professional speaker and trainer on sales, negotiating, customer service, and employee motivation. Receive a FREE copy of "100 Ways to Increase Your Sales" by subscribing to his free newsletter available at his website. Visit www.KelleyRobertson.com. He is also the author of "The Secrets of Power Selling" and "Stop, Ask & Listen-Proven Sales Techniques to Turn Browsers into Buyers." For information on his programs contact him at 905-633-7750 orKelley@RobertsonTrainingGroup.com. 
(article as published on Salesdog.com)

Sales development - where to begin?

Many new sales managers often struggle with the diversity of their sales team.
Group meetings, group coachings and trainings seem to miss their target audience by 70% of their content - yet on different parts of that content: too far ahead for newbies, too basic for seniors, and too superficial for the mediors.

What to do?

Well... what works for you might not work for someone else and vice versa.
Leadership is based on more factors than insight or content alone.
However, there are some basic steps that can be followed to gain insight in your team's individual members and provide some basic structure for you and your team to start the development process.

Through my recent involvement with Talentenacademie (www.talentenacademie.nl) I have learned a great deal about professional athletes' development. Even if a professional athlete is an undisputed talent, the difference between 1st and 4th place is mainly based on the athlete's mental state of mind. And more importantly, that state of mind is not static. In fact, it changes all the time. So it must be managed actively and consciously.

Obviously, we're all humans, and the above must be true for sales professionals also. In other words: it is not only the skill set that determines the outcome. Although some basic skills and logic are obviously required.

If you know that you (sales manager) will have little time (or budget) for hands-on coaching and participating in client meetings or listening in on calls, hiring rookie salesmen - even when extremely motivated - might not be a wise decision. When you do have the time, make sure to plan those activities in your calendar, so that they get the attention they deserve.

In fact, it all starts with individual attention, and an individual plan for development.
Obviously, many books about this subject are available, and various profound theories exist. I don't claim to know better, or overrule these theories, but when time is lacking and you simply need a quick start to get going the below steps may prove helpful.


Step 1: What drives the individual?
Find out what drives and motivates each of your sales professionals.
Also try to find out what will demotivate him or her.
- What dreams does your professional have (and express to his environment)?
- Can this dream be quantified in money? Not all dreams are materialistic (such as buying a ferrari or so), but many can be quantified. Big home, safety net for the family, college fund for the kids, vacation in the Maldives, etc. Once quantified in the big picture, you can make it concrete by breaking the big picture down into smaller steps that can be achieved on a daily, weekly, monthly basis. Aligning the dream with the potential of the job will ensure long-term motivation and commitment. (or you might find out the individual is not somehow motivated by money - even if derived from a less materialistic goal. Maybe not a good basis for a sales position then...)
- Is your team member encouraged by appreciation or self-fulfillment? Does he need a pat on the back and public recognition or does he need some help in determining his milestones, so that he knows he is on the right track?

Question yourself:
- If the team member needs external appreciation and appreciation is lacking, what happens?
- If the team member is motivated by self-fulfillment and he doesn't reach his goals because they're unrealistic, what happens?

In other words, what can you do to make milestones SMART (specific, measurable, actionable, realistic, and timely) for your sales professional so that he can visibly pursue and achieve his goals?
Specify your expectations for the first 4-8 weeks, adjust upward and specify for months 3-6, adjust upward and specify for 6-12 months. Make sure to recognize if recognition is important and appropriate. However, make sure to address concerns if lack of proactivity, lack of openness to learn and lack of action are evident obstructors to success.

Step 2: What professional strengths and weaknesses does your sales professional have?
- What professional aspects need further attention, coaching or training?
- Are these aspects tied to sales skills, product knowledge, consultative selling advise, daily structure, discipline etc?
- Can you appoint seniors or mentors to alleviate your task and ensure information transfer on appropriate subjects? (consider this: Should/can the senior be rewarded for this task? Perhaps the senior can be motivated by giving him a % of the commission for his help and mentorship)
- Can you group your team into segments of relative need/interest, so that you can train/coach in efficient subgroups and raise effectivity to 80-90%?

Step 3: Does the team culture support ACTION?
- If the team is quiet and makes little to no noise (calls) or is passive, group behavior theory suggests that it is likely your new team members will eventually adjust to the group culture.
- If the example is passive, don't expect major changes
- Is activity, creativity and internal entrepreneurship rewarded or frowned upon?
- Observe the team dynamic and you will be able to predict the outcome to a large extent.


Step 4: Does the compensation plan incentivize the desired behavior? 
- If the company needs new customers, does a salesmen benefit when indeed bringing that new client in?
- If you're concerned about customer retention, is your sales force empowered and motivated (rewarded) for account management and customer service activity?
- If you need to push a new product line or enter a new market, what reward can be attributed specifically to attaining those goals?
- If your sales team is motivated by money, does extra work or smart work and more clients and eventually more sales lead to significantly more income? (in other words: what is the balance between fixed and variable income?)


Remember: it's not easy - but also remember: you're not the first to run into these challenges.
If you're overwhelmed by the magnitude of these challenges, you can join a sales management group on LinkedIn or offline, so that you don't have to re-invent the wheel. Online or offline groups allow you to discuss your challenges in further detail with someone that can give you an objective insight or advise - from experience. In closure: common sense goes a long way. If the designated hunters aren't making more than 3 calls a day, you know something's going on and it is time to step up.
You can even email your company's top clients to ask them for feedback about the company, the products/services, and their sales representative. Chances are your customers will provide you with the best possible overview of your team's performance.

Much success!!

8 Sales Questions you can't live (and sell) without

By Jim Domanski

Questions help you uncover what you need to know to sell. Without good ones, you're just stumbling in the dark.

Make no mistake about it; questions are the key to good selling. Good questions will get you good information. Good information helps you sell and sell more. Here are eight great questions that you simply can't sell without. These are not the only questions you could ask, but they'll serve you well in every selling situation.

1. The Who Question
Never, ever assume that the person you are speaking with is the decision-maker. Your contact may be only one of a number of individuals who could influence the sale. Know the players so you can prepare strategies and tactics to deal with them. Your challenge is to find out if there are other participants in the decision without putting your contact on the spot. If you're too blunt, the prospect might mislead you. Here is a simple question that you can't live without. Use it every time:

"Amanda, apart from yourself, who is involved in this decision?"

Here's a variation: "Kevin, in purchases like these, there are usually several people involved. Apart from yourself, who else would have a vested interest in the decision?" 

2. The When Question
I am amazed at how many reps ignore this powerful and insightful question:

"Kathy, when do you see the final decision being made and delivery taken?" Or, "Mr. Woods, if this were a go, when do you see it occurring?"

The when question helps you to assess urgency. A decision that will be made within a week has more urgency than a decision that will be made in three months. Knowing when the sale might conclude helps you set priorities, determines the time and effort you devote and dictates your follow up strategy. 

3. The Scenario Question 
Discovering a prospect's needs can be challenging in the early stages of selling. When prospects don't know you, they tend to be much more reserved in the information they share. Many are not comfortable telling you about their "warts and blemishes" (i.e., their needs, challenges, weaknesses and concerns) until you've established some rapport. To get around this hesitancy, use a scenario question. As the name implies, the scenario question paints a scenario that addresses a problem or concern without putting the prospect on the spot. Here are a couple of examples:

"Ms. Bixby, much of our research with our clients shows that cash flow is sometimes an issue particularly with the fluctuating price of oil. Let me ask you, what has been your experience with cash flow over the last year or so?"

"Scott, we are getting more and more feedback from IT Directors and managers from large corporations regarding the misuse of licensing agreements. It's creating some concerns about compliance. Let me ask you: what has been your experience with this so far?"

The scenario question is based on the premise that misery loves company. You want the prospect to think, "Gee, if others are experiencing the same thing then it's okay for me to open up." Master the scenario question and you'll get to needs quicker, reduce your sales cycle and convert more sales in less time.

4. The Net Impact Question
Even if you use a scenario question and the client opens up to you, it doesn't necessarily mean that the prospect's need is strong enough for him to take action. One of the best questions you can ask to determine the depth and breadth of a need is the net impact question. Here are two versions: 

"So what's the net impact on your firm when cash flow is tight?" Or, "What's the possible net impact if licensing agreements are abused in your branch offices?"

The net impact forces your prospect to think about the rippling effect of a problem. It gets him to do some analysis. In effect, you want him to say, "Gee, I never thought of it like that." Suddenly, seemingly minor problems become more significant. Or, you learn the net impact is minor. If so, avoid wasting your time. Move on. Because the question is opened-ended it gets your client to expand and elaborate. You get information and information is power.

5. The Explain Question
Here's a versatile question you can use in many different scenarios. It gets the client to open up by enticing him to speak up, expand, pontificate, ruminate, elaborate and articulate. 

For instance, suppose the prospect tosses the classic price objection. Say this, "Eric, could you explain to me what you mean by 'too high'?" You're asking him to elaborate. Is the price too high relative to what - budget? A competitive bid? Or, is it a smokescreen? Regardless, the client must open up.

Suppose your client says "We're not all that happy with flux modulators." Try, "Wendi, could you explain to me why you're not happy?" This is a buying signal. Exploit it. 
Suppose the prospect says, "Well, I'd have to go to committee with that proposal." Respond with, "I understand completely. Joel, can explain to me how the committee operates and how they go about evaluating a proposal?"

Suppose you're probing for needs. You can say, "Ms. Barton, explain to me the challenges you're experiencing in penetrating the Canadian market."

6. The Make Sense Question
Call this one a trial close. Keep it handy because you'll use it a lot. Use this simple, close-ended question after pitching your product or tackling an objection. For example, suppose you have presented a financial planning strategy regarding mutual funds. Just ask,

"Does that make sense to you so far?" Or, "Am I making sense to you right now?"

This question does a couple of things. First, it tosses the conversation back into your prospect's lap. This creates 'give and take' dialog. It forces you to relinquish control of the call and stops you from rambling. Second, the make sense question helps you gauge whether the client is on board or not. But, you must listen to the words and tone of your client. If your prospect says, "Ya sure, I guess" with a vague and uncertain tone, clearly it does not make sense. Stop right there and reverse gears by saying, "It sounds like I may have confused things a bit and I sense some hesitancy. Can you explain to me what you're thinking?" (Notice the use of the versatile explain question.) On the other hand, if the client gives you a positive and enthusiastic, "Ya, it makes total sense" they have, in effect, given you a buying signal.

Don't be afraid to liberally pepper your sales call with make sense questions. Variations include, "Do you follow?," "How does that sound to you?" and "Am I on the right track?" 

7. The Removal Question
Here's a question that will help you deal with objections and concerns. The removalquestion efficiently 'removes' the issue at hand and asks the client her thoughts based on that scenario. Suppose a prospect says, "It's really great, but it's just not in our budget." You reply: 

"Fair enough, Brandi. Let me ask, if budget was not an issue, would you proceed with the proposal as outlined?"

If Brandi says yes, then you can negotiate or come up with terms or arrange financing because her objection is not a smokescreen but the real thing. If she says, "Well, ya, but I am also a little concerned about the maintenance program," you've discovered that it's not a budgetary issue or that budget is only part of a number of issues.

Suppose the client says, "Well, I have to go to the buying group on this one." You say, "I understand. Steve, suppose there wasn't a buying group, what would be your decision?" By removing the objection, you can determine if Steve's on board or not. Either way, you are well on the way to handling the client's issue.

8. The Try Question
It's time to close the sale. One of the best questions to close the sale is this:

"So, Angie, would you like to give it a try?" or, "Why not give it a try?"

I stole this question from Jeffrey Fox, author of "How to Become a Rainmaker." He calls it a killer sales question and he's right. I use it now and I cannot sell without it. Why? Because, as Fox explains, to most people 'try' is a revocable act, a decision that can be reversed. It sounds and feels temporary. Fox concludes that people feel that to try something is a sample or a test, not a commitment to buy. But in reality, they either buy or they don't buy. There is no "try" buy. But, psychologically the prospect has an easier time making the decision to say yes to the purchase.

Summary
These are eight of the best selling questions of all time. These are classics that work. You will sell better, and sell more, when you use them.

Jim Domanski is a tele-sales expert and president of Teleconcepts Consulting. Teleconcepts Consulting helps businesses and individuals who are frustrated with the results they have being getting when using the telephone to market and sell their products. For more information visit: www.TeleconceptsConsulting.com.

Share|

Praise for Top Dog Sales Secrets

"One of these top dog secrets can earn you a fortune." – Jeffrey Gitomer "It's like reading the best ideas from 50 sales books all in one book." – Michelle Nichols, Savvy Selling International "I HIGHLY recommend it for the inspiration AND the skills that one will learn or 're-learn.' It is easy to read, entertaining, and very broad in topic selection." – Lori Richardson, Score More Sales Order your copy of the book today to learn an effective  strategy that will help you take back control of the sale.