Here’s wishing you a happy and healthy festive break and a successful 2017.
As you will soon be thinking about winding down for a well-earned break at Christmas we thought we would provide some food for thought some of which might help you hit the ground running as soon as the new business year starts.
Following are a range of business tips, many focused on sales and marketing, which we hope might help you and your business. Some are based on topics we have previously covered while others will be expanded in future newsletters throughout 2017.
Read in sequence or click the button of interest:
Most businesses are doing well these days but it is unusual to find one that doesn’t want to do even better. If this is you, why not do something different or try doing the same thing differently? Try something counter intuitive; what is there to lose if what you have been doing isn’t working as well as it did …
to keep doing it hoping for a different outcome was defined by Albert Einstein as insanity.
The question relates to the idea put forward in Dr Spencer Johnson’s book “Who Moved My Cheese?” that the source of whatever feeds you (in business; customers and new opportunities) may dry up at some point. The book draws a parallel between the fruitlessness of continually returning to the now shrinking source and the alternative proactive approach of going out and looking for new sources. If you have all the business you need to grow to plan don’t give this a second thought, but if new business has been tight in 2016 perhaps you need to look somewhere new. Read more here
If they come from/via a known source, a prospect you have been working with for some time or an established customer, you might choose to respond as you have enough information to assess the risk of losing. But, if it has come from a company that you barely know the received wisdom suggests your chance of winning is 1:20 or even worse so I recommend you invest your time elsewhere.
Many businesses use the word client in the misguided belief that it adds some sort of professional gloss to their image through an implied association with the real professions such as the law. The problem is that client relationships are typically infrequent or transactional being built around specific event(s). In our view using the term client may say the wrong thing about your brand image and what your business stands for.
A common model these days is account managers who manage and “farm” established customers while hunters take care of new business; a good model that I have seen work well in many companies but there is one potential big weakness. Your customer is, in the eyes of your competitors, a new business opportunity so their hunters will be trying to steal “your” customer. The risk for you is that if your account managers use a “passive/re-active” style to manage the customer they are matched against a hunter who will be assertive/pro-active. This is not a fair fight so you need to ensure your farmers also know how to hunt. Read more
We all understand this word but not everyone considers it when planning how to engage with a prospect or to maintain a continuing relationship with a customer. Simplistically; you must communicate with your prospects and customers in a manner they can understand. Discover more here
There is a lot of negative chat these days about cold calling and while some of it is justified it is a mistake to confuse cold and unsolicited. Every time you approach someone for the first time it is unsolicited – fact! I see a dangerous trend these days that people are so fearful of being seen as one of those horrible cold callers or spammers they have backed off completely from all forms of proactive one-to-one communication with prospective customers. So how are you going to find new customers? The key is to ensure your unsolicited communications are warm not cold. More on cold calling here
How do you feel when you receive a call from someone you don’t know, offering something you either don’t need or have already got? To earn time for a conversation why not use the wealth of data publicly available to learn about your prospect, their business, the problems they may have, the problems in their business sector, etc., etc. Take that data, process it into useful information and use that to empower your contact strategy – ask pertinent questions so you can talk about the benefits and value they will gain from the solution, rather than the products and services you provide.
If 2016 has been littered with delayed decisions and prospects disappearing off the radar you may gain value from reading this article. The key message is that you need to put in the work to qualify your prospects and to quantify the opportunities before you can use the sales pipeline as a source of reliable forecasting information.
The oldest documented sales and selling philosophy but as true today as it was when first published almost 120 years ago. The sequence is key and all too often these days’ sales people assume because they are in a meeting with a suspect that they have achieved AID so they focus on action; shall I do a proposal, would you like a quote or demonstration? The sales person may be ready to do these things, and the other party will probably agree as it is free information for them, but until the suspect has been developed into a true prospect free consultancy such as proposals will almost certainly be a waste of effort as you may have their Attention but you are mistaking courtesy for Interest and Desire.
Assuming you have arrived at the right point in the cycle and there is genuine interest and desire then a proposal may be a good thing provided you use it in the right way. A proposal should only ever document and confirm what has already been discussed and ideally acknowledged and accepted by the prospect. A proposal can be a very dangerous thing if it contains information, conditions, costs, etc., that the prospect was previously unaware of. Think about it; you inform the prospect there is a delivery and installation charge calculated at 10% of the selling price, but you are not there to see the response, justify the extra cost or deal with the inevitable objection!
No not our wonderful air force but a mnemonic for the way sales engagement should be pursued – Ready, Aim, Fire. Sadly, all too often what I observe is; fire, aim, ready. The sales person feels good because they are doing something but doing the wrong thing or in the wrong order is worse than doing nothing at all.
Many sales people think it is their role to talk so they can tell the prospect how great their product or service is. Problem is, while you are talking you are not learning and the most important thing for you is to learn about; your prospect, their challenges and above all what you need to offer them in a solution that they will buy.
- Ask open questions, listen carefully and empathetically, ask your next question based on what you heard not what you had written down before the meeting or call and continue the cycle until you have all the information you need.
- Ensure you ask questions appropriate to the engagement stage. While it is perfectly reasonable to ask, for example, about the performance impact the prospect is suffering due to using old equipment, it may be seen as impertinent if you ask this at the first meeting. Questions should be structured and layered so you build up a complete picture over successive conversations.
- Asking the right sort of questions is a demonstration of your knowledge, e.g. “How often do you have to close the warehouse to allow maintenance of the high bay lights?” This says you understand a small part of their world and when they answer you can assume you have moved a little closer to them trusting and respecting you.
- Don’t answer unasked questions. “Your price is too high” is frequently heard but it is not a question so don’t answer it and definitely don’t defend or justify your position. Instead ask a question – “How much of an issue is that for you” and once answered “Will this stop you doing business with us?” For more on this take a look at this article.
A term used in the film Door to Door which is one of the greatest lessons in effective sales and account management techniques I have ever seen. It is common that suspects and prospects will say no or, just ignore you, innumerable times so how can you keep calling without offending? Two things; make every attempt to connect different from the last so the prospect keeps seeing/hearing something new, and always be positive and polite hiding your impatience or disappointment.
Being systematic is the best way to gain a predictable outcome. I have often heard it said that sales people won’t follow a process; they are free ranging, creative people who want to do their own thing. Don’t kid yourself, the best sales people have their own process running in their heads like a background computer program and if they refuse to follow the company process it is because theirs is better. Find out how your most successful people work and build that into your process for all to follow.
When a sales person tells me about the great meeting they had with a prospect that then becomes un-contactable, it triggers two thoughts:
- They think they have a prospect but the other party probably doesn’t see themselves that way so they have no reason to respond to the sales person.
- At the end of the meeting the sales person should have agreed explicitly with the prospect what will happen next and ensure the prospect puts this in their calendar. At this point some will decline to agree the next event date which is a good indication that they are not a real prospect. This is an example of a technique known as the trial close.
A very effective classic sales technique that is little used these days. Simplistically the technique involves asking the prospect, at logical points in the engagement cycle, whether they are ready to go ahead and purchase from you. If they say no then it triggers “why not?” and the answer will give you early insight to the reasons or objections the prospect might have that will stop them buying from you. Knowing early enables you to more effectively deal with the objections and a better chance of winning the deal. Give it a go; what can you lose?
In the majority of cases your prospects are someone else’s customers so part of your prospecting run must involve exploring why your prospect may be dissatisfied with what they are already getting, what they might like in addition and what needs to happen for them to change supplier. So, rather than knock your competition, ensure you highlight all of your strengths and in particular those that trump the incumbent suppliers weaknesses. All is fair in love and war!
Whether what you are selling is a product, a service or a blend of the two you need to present it in terms of the solution it delivers. You need to help the prospect or customer visualise what they will gain from trading with you. Read more here.
The crucial component in all aspects of business performance and in particular customer facing roles such as sales and account management. Here is a very brief introduction to four crucial aspects of people performance. We have written much about this in the past so there is plenty more for you to read if you wish.
- Recruitment. Recruit only the people that meet the criteria for the job. Do not take the best of the bunch as if they are not really right for you, you are simply storing up a problem you will have to solve further down the line. Making this mistake in sales can be very costly both in direct expenditure and worse still lost opportunity.
- On-boarding and induction. You have put in the effort and recruited the right person but they are still “raw material” for your business and unless you invest time helping them to get established it could take them months to get on top of everything they need to do the job effectively. Each case will be different but they need to understand exactly how you do things; methods, processes and who to ask for help. Just like recruiting the wrong person failure to induct properly is another great way to waste time and money.
- Training. Sorry you are still not finished. Unless you were extremely lucky and managed to recruit someone who knows how to sell in exactly the way you want it done you will have to train them in your sales and selling techniques and this needs to be done in the context of your methods and processes so you should consider in-house or bespoke training in preference to a public course.
- Coaching. Nope, still not finished. There is a body of evidence that to perform at consistent peak levels most sales people need regular coaching and this is a primary responsibility for whoever manages the sales people. The good news is this is one of those things where a relatively small investment produces a very high return. If a sales person produces say 85% of their target they have already covered all their costs and delivered a contribution to the bottom line and anything above that 85% will be very profitable as the CoS is effectively zero.
“sales people who receive as little as four hours regular structured coaching per month outperform those who do not by 17% on their sales targets” source: Sales Excellence Council 2007
Possibly but; it is a mistake to make the assumption that deploying technology will automatically deliver effectiveness or even efficiency. If the sales people spend a day a week populating the CRM is that really a good use of time? Do they actually sell 20% more by spending a day a week in this way?
News just came in that the Malaysian F1 Grand Prix is to cease in 2018 due to poor attendances (40% of capacity) and the reason cited is ticket prices but as they were pretty much the lowest of the 21 races in 2016 and had been stable for a couple of years is that really the reason? Many of us who follow the sport are becoming disillusioned by what is now very poor entertainment. So; is it not the price that turned Malaysian fans off or is it the value, or lack of, they gain from the experience? The price is what you pay, the cost is the price plus all other expenses required to use the purchase and the value is what you get – make sure your customers are VERY clear on the value they will gain by buying from you.
The typical approach to objections is to wait until they happen and then react which generally puts the seller on the back-foot. Managing objections is about being pro-active and pre-emptive; raising the issues, before the prospect does, by answering the questions they have yet to ask. All businesses have a set of common objections so you should use these to build standard rebuttals that the sales people can use pre-emptively.
Many claims are made for the role of social media in sales and I even see the term “social selling” being used. I will make just two observations on this and leave you to mull over whether your use of social media in sales is likely to work. Firstly, while social media is clearly a useful marketing tool, can it really be considered to be a selling tool? Secondly, because of the nature of social media is it possible your sales people have slipped into the mode of broadcasting a message then sitting back waiting for the answer – this is what we call a passive reactor approach and it is dangerous as your competitors who are proactive hunters will have eaten your lunch before you even knew a meal was being served. There is a time and place to broadcast a message but this can only ever be a marketing activity not selling.
When promoting or selling what you do it is important to address the question the potential buyer will have in the back of their mind “what is in it for me?” There is no point telling them about your features as that just tells them about you; you need to tailor your messages for their ears so they can fully understand the value they will gain if they buy from you.