Grow Your Training Business

How I'm Stealing Your Training Clients

An open letter from one of your competitors:

To whom it may concern,

I want to thank you for allowing me to cultivate business relationships with many of your best training clients and ultimately acquire them as clients of my own training business. You may have been wondering why they don't do as much business with you as they used to, and hopefully you have been blaming the bad economy - because I wouldn't want you to blame me. In fact, I really don't want you to think about me at all, until after I have squeezed every possible training dollar out of every one of your current clients.

How am I doing this? It seems impossible really, since you have such strong relationships with most of them. They tell me how much they truly like you and respect you. In fact some of them actually feel guilty about working with me, so they never mention it to you. It is more comfortable for them to just say that their training budget has been cut this year.

I really shouldn't be sharing this information with you, but since you haven't done much about it up to now, I probably don't need to worry too much about you getting all proactive on me. So here is my 5-point plan for stealing your best training clients.

 

My 5-Point Plan for Stealing Your Training Clients

1. I talk to them more than you do.

Do you remember what it was like back when you were acquiring them? Remember all the follow up calls and deep "needs analysis" conversations? Remember how hard you worked to earn the right to ask questions and learn more about their business? Well that was a long time ago and as you have become more comfortable, your conversations with them have become more shallow.

Plus you never seem to call or engage with them unless there is some specific training event on the horizon, or the potential for some new business. Your clients never mention this to you, but the truth is they NOTICE that you have started to take them for granted. Oh sure, you send out the holiday cards and tins of popcorn. You call occasionally to chat and find out if there is anything potentially coming up. But you don't REALLY talk to them any more. Not the way you used to.

And frankly, I'm just making more of an effort to call them more often. I WANT to talk to them, I WANT to meet with them, and because I'm the "bright shiny new penny" my conversations with them seem to be more enjoyable and compelling.

 

2. I talk to them about issues you never discuss.

I don't limit our conversations to any specific area of training expertise. You are a known quantity to them, because you have delivered training on specific topics, so they tend to peg you as the resource for that particular topic. And since that's all you ever talk to them about, they naturally assume that is all that you do. But I don't talk about me as much as I talk about THEM and what they need to achieve their business objectives. And whatever they need, I'll find a way to flex my background and perceived expertise to deliver a relevant solution.

Also, I talk to them about YOU. But you never ask them about me. Naturally the training you have delivered comes up in our conversations and I ask them to highlight your strengths and, ahem, your "growth opportunities." I gently ease them into a discussion of what's "not perfect" about the training you deliver. And after I have a list of potential improvements I ask them if they have ever had this conversation with you. The answer is almost always "no." Then I explain to them that with each of my training clients, we conduct a quarterly review and a more in-depth annual review, essentially giving me my "report card" on how well I am doing for them. Your clients seem to love this idea - of course, once they hear it from me, even if you try to do the same thing yourself, you'll just come off as a copycat.

 

3. I bring them new ideas and resources.

I try to connect back with every one of your training clients at least once a week. Sometimes by email, sometimes by telephone, and occasionally with an in-person meeting. Every time we connect I try to provide them with a new idea or resource that is relevant to our previous conversations. It may just be an online article related to their business challenges. It may be an actual training resource, or sometimes just a single PowerPoint slide they can incorporate into their own training materials if they want to.

The point of all this is that I want them to see me as a constant fountain of new thinking and new ideas. I don't want them to see me in a limited way as only focused on a narrow arena of corporate training. Yes I know that traditionally trainers have been advised to specialize, to develop the deepest possible expertise in a specific area. That works great when the economy is booming and expanding. But when the economy is contracting, and I'm having to fight for every possible new training dollar, I need to have the widest net possible.

Fortunately for me, since I'm brand new to them, it is easy to frame myself up as a broad generalist with a wide range of expertise. It would be much tougher if I had already sold myself to them as narrowly focused on just one area of employee development. Sort of like you did.

 

4. I "work" for them before I work for them.

I let them know that I'm always looking for ways to help my clients gain a competitive advantage, especially in this tough economy. And while I am certainly interested in generating revenue for my business, I know I need to earn my way in. So I am willing to do more - even offer free workshops or programs or resources - and I know there is a natural desire to reciprocate. If I go out of my way to do more for them, they will tend to (eventually) do the same for me.'

Plus of course they need time and exposure to get to know me and become comfortable with my training style. So I am going to leverage every possible opportunity to work with them, to deliver compelling training, to provide useful resources, so they get a strong sense of what it is like to work with me, before they ever actually work with me.

 

5. I try harder, and they appreciate the effort.

Your clients know I'm "hungry" for new business. I'm not desperate. I'm not needy. And I have no interest in asking them to do anything just because it would be good for ME. My focus is on what is good for them. But with that said, I tell them (and more importantly show them) that no one is working harder than I am to gain their business.

You on the other hand seem to want to emphasize how successful you are, which is totally fine. You drive a nicer car than most of your clients, you dress better, and take them to restaurants they couldn't afford on their own. And they are truly impressed by your success.

With me, they don't see me as having "arrived." They see me as someone very much like themselves, working hard for every training event, earning every dollar, etc. And no matter how much money I make, I cultivate that perspective with them. Because I know they have a natural instinct to want to help the underdog, the person who will push themselves farther and harder.

 

So let me wrap this up by once again expressing my gratitude for the doors you have opened for me. In such a tough economy it means a lot to be able to cherry pick the best training clients of a successful professional such as yourself. I would like to say that maybe someday I can return the favor, but I don't think so. Once I have them, I'm going to work very, very hard to retain them.

With deepest appreciation,

One of Your Competitors

 

How to Get Face Time with Prospects

This is a great article from the Wall Street Journal that should be read by anyone working to build a training business... 

By MIKE MICHALOWICZ

Nobody likes getting a cold call from a salesperson. The last time I received an unsolicited sales call I was annoyed and uncomfortable. The very last thing I wanted to do was buy something from a stranger who had just wasted my time.

About the Author

Mike Michalowicz is the author of "The Toilet Paper Entrepreneur." He is an advocate of a business philosophy by the same name, believing the greatest business successes come from underfunded, inexperienced entrepreneurs. His website is www.ToiletPaperEntrepreneur.com.

So if sales calls are out, how do you get key decision makers to give you the time of day? Simple: Ask them for advice.

Most people love giving advice because it puts them in the role of expert. By asking prospects for their feedback on your product or service, or your industry as a whole, you're telling them, "I see you as an authority, someone with valuable knowledge, someone I can learn from." Who can resist that? Not many. Even those who would rather not give you advice or don't have the time to sit down with you will at the very least be flattered by your request, and may hand you off to someone else on their team.

There is a right way and a wrong way to use this strategy. First and foremost, your question, your "ask," has to be genuine. While this is a shortcut to getting face time with prospects, it's not a ploy. You must never pretend to want their advice; you actually have to want it, appreciate it and, if warranted, use it. Prospects will be suspicious of your motives right from the start, anticipating your big sales pitch. And that's why you're never going to pitch, sell or even coyly ask if they might someday be interested in working with you.

Everett Collection

Alan Arkin plays salesman George Aaronow in the 1992 film Glengarry Glen Ross.

The ask is much easier if you're following up on a referral. So before you try this, reach out to your network of personal and professional contacts and ask for referrals to people similar to your prospects. Let your contacts know you are looking for honest feedback about your product, service, idea or industry – and nothing more. You'll want to cold call the people on your wish list of ideal clients eventually, of course, but it's best to start on the path of least resistance.

The strategy is simple. First, call one of your prospects and make your request. You might say, "I know I'm asking for something big here, but I'm trying to improve my services/product, and I'm not sure if I'm there yet. I don't know what I don't know. I have nothing to offer or to sell. May I buy you a cup of coffee and simply get some advice from you? It won't take longer than 15 minutes."

Next, prepare a short list of specific questions for which you genuinely want their insight. You might ask, "What would wow a company like yours?" Or, "What could I do to make this product/service better?" You could also encourage prospects to share their frustrations with you. When you ask, "What is the worst thing about your industry," you not only learn what not to do, you also gain a starting point for innovation. If a prospect is frustrated by something your competitors do or don't do, you can do the opposite, thereby solving the problem and filling a void in the marketplace, which is always a good thing.

More Mike Michalowicz

How to Hook a Prospect? Check Its Job Ads

Prospects for Pennies: Finding Gold in Abandoned Ads

How to Master the Art of Negotiating Price

Take notes. Keep the meeting to 15 minutes, unless your prospect wants to keep talking. And no matter what, never, ever ask for the sale. Don't ask if a prospect would be interested in your product or service. And don't say you'll follow up later. Just thank him or her profusely, end the meeting and go on your merry way.

This strategy doesn't just get you in front of key decision makers. This strategy is a litmus test for your company. If a prospect wants to use your service or buy your product, you'll know. He or she will just ask. And if the prospect doesn't ask, you haven't made a strong impression, which means your next best step is to go back to work and improve your offering. Refine it, get advice from more prospects, and keep refining it until someone asks you to carry on the dialogue.

When a prospect says, "I want to learn more about this," or "Let me know how this works out," you know you've struck a chord and you're on to something. And when a prospect says, "How can I get this (product or service)," you know you've perfected your offering. At that point, the sale is inevitable.

Selling is Like a Box of Chocolates

A scientific experiment has revealed the power of choice, and how we are affected by our own perception of control.

Two groups of people were asked to rate the taste of a selection of chocolates. The first group was shown a platter containing what appeared to be a wide variety of chocolate truffles. However, all of them were made from the exact same recipe so their taste was identical. Each member of the first group was allowed to select one truffle from the platter, then after tasting it they completed a survey. They were to rate the taste of the chocolate on a scale of 1 to 10.

The second group completed the exact same process, except they were not allowed to select their own chocolate. Instead, after being shown the entire platter featuring what appeared to be a wide variety of truffles, each member of the second group was handed a single chocolate and asked to rate its taste on a scale of 1 to 10.

On average, those who were allowed to select their own chocolate truffle rated the taste 2.3 points higher than those who had a truffle selected for them. This experiment was repeated over and over again, and consistently the individuals who were allowed to make their own decision actually felt that the chocolate tasted better.

How is this possible? Obviously the chocolate didn't really taste better. But just as clearly, having the power to make a choice created a different perception - and that perception was so strong that it seemed as if the chocolate actually tasted better.

So what is the lesson that salespeople can draw from this experiment? When customers or prospects are given the power to make decisions (or even just the perception they are making choices) they will not only feel better about the decision - they will actually like the product or service more. Their "chocolate" will taste better.

Think about this the next time you are trying to push a particular "chocolate" into the hands of a prospect. Maybe you'll have better luck if you adjust your sales approach to help them make choices for themselves. All you have to do is hold the platter.

Is "Word of Mouth" Enough?

 Last year I met a (relatively) young man who had just launched his own independent sales training business. He had lost his job as the lead sales trainer for a large local company and decided that now was the time to finally pursue a long-held dream of owning his own company.

His first client was his previous employer. His second was a company owned by a friend of a friend. Only a month into his new life, he was feeling pretty good. When I asked about his marketing strategy to acquire additional clients he smiled and said "word of mouth, that's the key."  He had talked to a number of other independent training professionals in the area who had all built successful businesses (decades ago) and many had horror stories of the money and time they wasted on marketing and promotions.-their advice to him was simply "word of mouth, that's the key."

Recently I caught up with the intrepid entrepreneur to ask how things were going, and it was clear that he had been struggling. His first two clients had faded away, and he was barely getting by with a string of short-term speaking and training engagements. Feedback from his clients was exceptionally positive; they all loved his work and were more than willing to "spread the word." But the word just didn't seem to be enough.

And I think that is the experience of many in the corporate training business today. While it is great to have enthusiastic clients who are willing to tell others how wonderful you are, it just isn't enough to sustain a business. Especially if you are just starting out.

At the same time I would hesitate to reccomend spending significant time or money on traditional advertising and marketing strategies. When your funds are limited and the economy is exceptionally tight, you have to leverage the one thing you have that no one else does: your creative mind.

Start with the question: Are there, right now, organizations and individuals in your market who would benefit greatly (in a tangible, measurable way) from your training services? And would they benefit to such a degree that it would make sense for them to PAY you for your services? Remember, when money is tight, a business needs to justify every dollar spent. So if you were the client business, would you realistically be willing to pay for the type of training that you - the trainer - are providing?

Think about these questions carefully. I know too many people who are struggling to selling soft, mushy, feel good training that "empowers" people and "engages" employees.  And when I suggest that they consider something a little more tangible (sales, negotiation, telephone skills, customer service, etc.) they turn up their nose. That stuff is boring to them. But... it is not boring to their prospective clients.

So the first thing to do is think clearly about the training services you are offering. And whether or not they are the right services for the times were are living in today. If not, make a change (more about this in a later posting).

Assuming you are providing a compelling training service that produces tangible value for your client organizations, the next question is - where is your PROOF? Not referrals, not just testimonials, but actual cold hard PROOF that you can deliver that value you are talking about? In today's world everyone is talking a good game. What will truly separate you from the thundering herd of average desperate trainers is solid, tangible evidence. 

Write three brief case studies of your most successful client engagements. Describe the initial situation, your training solution, and the ultimate outcome in terms of tangible business results. Get quotes from your clients to back up everything you are saying.

If you want to know how to structure a good marketing case study pick up a copy of the Harvard Business Review and emulate their caste study structure. Except that you want to use fewer words and more graphs.

Click here for several good examples of marketing case studies. The key is to build a rock solid, bullet proof case that you absolutely can produce the results you are talking about. Then build another. And another. I'm not totally sure why but in my own experience, presenting a single case study to a prospect is interesting and effective, but presenting three case studies is far more powerful.

So let's assume you have amassed the evidence you need. Now what? Pick the prospect organizations you want to work with (more about this in a later post as well) and start at the top. Call the CEO, the President, the Executive Director - whoever is ultimately in charge. Lead with the OUTCOMES and RESULTS you have produced for others and ask for a BRIEF conversation to determine if this organization would benefit from the same OUTCOMES. 

"Mr. Jones, I was hoping to talk to you for just a few minutes about how I worked with Dunbar Corporate and two other local companies to reduce unplanned employee turnover by 12% and increase employee job satisfaction scores by more than 20%, even as their benefits packages were being scaled back. Would you have time for a brief conversation to talk about how we did that?"

This approach - starting at the top of the corporate food chain, leading with compelling RESULTS (that you can back up with tangible evidence) and asking for just a brief conversation to talk about how you did it - will almost always get you either a meeting (or telephone conversation) with the top person, or they will refer you down the food chain to someone else.

Now of course you have to convert that first conversation into a second, deeper discussion. More about that in the next post...

Dealing with Difficult Customers

The difficult customer. Don’t they just make your blood boil!? In a recent research study, 65% of service employees listed “rude and impatient customers” among their top ten causes of work-related stress. Three particular types of customers were cited as being most difficult to deal with:

• Never satisfied. The customer who complains constantly, is harshly or tactlessly critical. Nothing is adequate, and they continuously  verbalize negativity or dissatisfaction.
• Always angry. Moody, edgy, hostile, or aggressive, even when they’re not upset about anything in particular.
• Verbally Compulsive. Overly talkative customers who want to "process" everything verbally, at length, even when it’s obvious that there is work to be done and other customers to be served.

There is no doubt that working with these types of customers can be maddening at times. But in reality, most businesses and employees should learn to APPRECIATE these customers, because as difficult as they are, at least you know they’re having problems. The vast majority of customers (the one’s we love) never complain, even if they are dissatisfied. So there may be issues you never address because you don’t know they exist.

Here are a few facts that may cause you to re-think your attitude toward difficult customers. Most of the time, when people have a complaint, they complain to everyone else rather than the organization or individuals who caused the complaint. A few years ago there was a study commissioned by the White House Office of Consumer Affairs. The group that performed the study, TARP, the Technical Assistance Research Program, found that in an average business, 96% of people who are dissatisfied DON’T complain directly. So for every 25 dissatisfied customers, you’re only hearing from one. What do the other 24 do? They complain to their friends, family, neighbors, business acquaintances. Not only do these passive dissatisfied customers never come back to you, but ultimately they cause many others to never do business with you in the first place.

So as frustrating as the difficult customer can be, it may help to think of them as the “Canary in the coal mine” to help you detect customer service challenges (rather than odorless gas) you may have been unaware of. And if anything, you want to encourage more customers to verbalize their dissatisfaction, not less.

How do you make certain you’re hearing from as many dissatisfied customers as possible? Well, you have to ask. It’s really that simple. Call them up or ask them in person. Actively solicit feedback to find out what they are thinking. No one is perfect. No organization is perfect. But all can strive for perfection by finding out where their imperfections might be. Ask the customer, and they will tell you. If you don't ask, you may never know.

So let’s assume that you DO ask, and discover that a customer has a complaint. Or you don’t have to ask because a “difficult” customer is letting you know loudly and clearly exactly what your problem is (are you loving them yet?). While there is no way to come up with a set of hard and fast rules for every situation, here are some general guidelines for dealing effectively with a customer complaint.

Validate the customer’s perspective.

This doesn’t mean that you necessarily agree with the customer’s opinion or perception of events, and it doesn’t obligate you to share their stated interests. But before expecting a customer to understand and appreciate YOUR situation, they need to know that you understand and appreciate THEIRS.

Define the problem explicitly.

The problem is the problem, not the customer. So make sure you define the problem as clearly as possible. Studies on employee/customer disputes show that about 75% of the time, individuals are disagreeing about different issues. Ask the customer "What’s the issue?" then "What’s your concern here?" or "What do you want to accomplish?" and "How can we work this out?"

Ask better questions.

If you’ve asked a question like “what can we do to make you happy?” or “what will it take to resolve this?” and the response isn’t workable, don’t ask that question again. You’ll just get the same answer and reinforce the customer’s determination to achieve the unworkable outcome. Instead try asking a better question to get a more productive, workable response. “Are you willing to explore creative options? or “Would you be willing to discuss a flexible approach to resolving this?” are questions designed to bring forth a better customer response.

Listen actively.

Listen with the intent to understand the customer’s problem and their perception; not just with the intent to respond with a solution. Listen for emotions, and pay attention to body language, so that you have a full appreciation of what the customer is thinking and feeling.

Communicate directly.

One of the best ways to defuse a conflict is to address it openly. Put the problem on the table where everyone can see it. This will start the process. The differences that caused the difficulty can only go away when we ask and listen without judgment.

Ask for their advice.

Even though your ego may resist this, this can be a good proactive step toward resolving a conflict. It’s a sign of respect, and for many dissatisfied customers, the core issue underneath their complain is a feeling of not being respected or appreciated. This is also a subtle way of getting customers to tell you more of what they want.

Don’t just fix the problem.

Don't think that simply fixing the problem guarantees that the customer will come back. If you go to dinner at a restaurant and your meal comes out over-cooked, what usually happens? If you complain, (remember, this means 25 other dissatisfied customers won’t) most of the time the waiter will replace the meal. So the problem is fixed. Will that get you back to the restaurant? It might, but take it a step further. Maybe the waiter will take that meal off of the bill as a way of apologizing for the inconvenience. Will that get you back? Possibly, but most likely it will take more than that.

The goal here is not just to fix the problem, but to give the customer a reason to want to come back and give the restaurant another try. So remember, while you may have to focus your immediate attention on a specific problem or issue, your real goal is to insure that you retain a loyal, satisfied customer.

Selling Skills for Trainers: Telesales Tips

The REAL Selling process an be applied to every type of sale: business-to-business, business-to-consumer, face-to-face and telesales. While selling over the telephone has many advantages, it does require that your selling skills are finely tuned. Here are a few tips from the REAL Selling program to help your teleales efforts:

PRE-CALL PLANNING

• Have an advancement objective for every telesales call, defined as, "What do I want them to DO as a result of this call, and what do I want to do?"
• Prepare questions for your telesales call using your call objective. Ask yourself, "How can I persuade them to take this action as a result of asking questions, as opposed to talking?" Remember, people believe more of their ideas than yours.
• Also have a secondary objective for each telephone sales call...something you'll strive to accomplish, at minimum, every time. Pick something you'll have a reasonably good chance to succeed with, such as, "Getting their agreement they will accept my literature and place it in their 'Backup Vendor' file." This way, you can enjoy success on every call you place, and that does wonders for your attitude.

BEFORE REACHING THE DECISION MAKER

• Treat the screener as you would the customer--this person determines whether or not you'll even have a chance to speak with the buyer.
• Gather as much information as you can from whomever you are able, prior to speaking with your prospect; busy decision makers get bored when they have to answer your basic qualifying questions. Use the "Help" technique: "I hope you can help me. So I'm better prepared when I speak with Ms. Big, there's probably some information you could provide me..."
• Before cold calls, think of a good reason for needing to speak with the decision maker, and be prepared to sell this to the screener. What they're thinking about you: "Does this person have anything of interest, or of value for the boss?"
• If leaving a message on voice mail, or with a screener, be certain it offers a hint of a benefit/result that sparks curiosity, but doesn't
  talk about products/services.

INTEREST-CREATING OPENING BENEFIT STATEMENTS

• The objective of your telesales opening is to pique curiosity and interest so that they will willingly and enthusiastically move to the questioning. You must answer, "What's in it for me?" for the listener, or they will immediately begin the getting-rid-of-you process.
• Don't use goofy, resistance inducing phrases on your telesales call, like, "If I could show you a way to _____, you would, wouldn't you?" The only decision you're looking for in the opening is the one to continue speaking
  with you.
• When cold call prospecting, don't start the call with, "I was just calling people in your area..." People want to feel like they're the only person you're calling... not just one of the masses from a list of compiled names.

 

• Open your cold prospecting calls with phrases like: "depending on," "might," "maybe," "perhaps," and "possibly." These are non-threatening words that intimate you MIGHT have something of value for them, but you really need to ask questions first. For example, "Depending on what you're now doing in the area of employee benefits, I might have something that could potentially increase the number of options you offer, while possibly decreasing your overall contribution. I'd like to ask you a few questions to see if this is something you'd like more information on."
• Have something of value to say on every telesales call. Particularly those regular calls to existing customers. Avoid, "Just checking in with you to see if you needed anything," and, "Just calling to touch base." These are more nuisance than service. Be certain they're able to say they are better off after your call than they were before it, even if they didn't buy anything. Call with news they'll have an interest in; ideas you've heard from other customers they might be able to take advantage of; mention that you were "thinking of them" and tell them why. One of my printing salesmen called to say he "just came back from a trade show and saw something interesting, and thought I could benefit from it." It's little things like that, that cause customers to say, "She always has something good for me when she calls," as opposed to, "Every time she calls she's just looking for an order."

EFFECTIVE QUESTIONING

• Get information before you give it. How could you make an effective presentation otherwise?
• Don't use a "benefit list" to present from. Instead, use it to create questions to determine if those "benefits" truly are of value to your prospects and customers. Some "benefits" could actually be liabilities.
• Avoid asking go-nowhere questions like, "Is everything going OK?", "What are your needs?", "Are you having any problems now?", "How's service?", and, "What are you looking for in a vendor?" These all force the person to think too much. Instead, get them emotionally involved in seeing and feeling the pain or problem that can be solved with your product/service-especially problems you know they're likely experiencing. For example, "What do you do in situations when you need parts shipped overnight, but are unable to get them?"
• Ask one question at a time. That's how many they'll answer at a time.
• After asking, be quiet. Resist the urge to jump in if they don't answer immediately. Don't be intimidated by silence. They're likely thinking about what they're going to say.
• After they've finished, count to two (silently, of course). This ensures they're done, plus they might continue with even better information.
• Be confident in your questioning. One reason reps ramble with questions is that they're not prepared or confident. Prepare your questions. Role play them-with yourself if necessary.
• Always know where you'll go with answers. Regardless of the answer.
• Follow up their answers with related questions. Too often reps work from a rigid list of questions, losing the opportunity to pick up on prospect statements which are just the tip of the iceberg of their real feelings. For example, if a prospect said, "I believe the main reason production isn't higher is a lack of motivation. The best move is to follow up with, "I see. What specific signs of poor motivation have you noticed?", or, simply, "Tell me more."
• Quantify the problem whenever possible. "How often does that happen?" "How much do you think that is costing you?" "How much time does that take?"
• Resist the tendency to present. Some reps get so excited when they hear the slightest hint of an opportunity, that they turn on the spigot of benefits. Hold off, ask a few more questions, get better information, and you're able to craft an even harder-hitting description of benefits, tailored precisely to what they're interested in.
• Learn more about the decision-making process. There could be many behind-the-scenes influences on the decision. Ask about actual users of your products/services, anyone else who could influence it, who has to sign off on the ultimate decision or OK the money for it, and perhaps people who would rather not see it happen.

Selling Skills for Trainers: Using the Telephone

As a sales professional using the phone as your main method of communication, you perform a function that very few people in the world could do well, or would even want to try – persuading someone to take action and make a decision, based almost solely on the words and ideas that come from your mouth.

It’s quite an awesome feat when you think about it. It requires a talented individual to be able to do that well. Here are 20 Tips to help you become a more effective tele-persuader:

• Have a primary objective for every call. An objective that advances your selling cycle in some specific way. Ask yourself “What do I want them to DO as a result of this call?”
• Prepare questions for your call using your call objective. Ask yourself, "How can I persuade them to take this action as a result of asking questions, as opposed to talking?" Remember, people believe more of their ideas than yours.
• If you are dealing with a “gatekeeper,” treat the screener as you would the customer. This person determines whether or not you’ll even have a chance to speak with the buyer.
• Have a reason for needing to speak with the decision maker, and be prepared to sell this to the screener. What they’re thinking about you: "Does this person have anything of interest, or of value for the boss?"
• If leaving a message on voice mail, or with a screener, be certain it offers a hint of a benefit/result that sparks curiosity, but doesn’t talk about products/services.
• The objective of your opening is to pique curiosity and interest so that they will willingly and enthusiastically move to the questioning. You must answer, "What’s in it for me?" for the listener, or they will immediately begin the getting-rid-of-you process.
• When prospecting, don’t start the call with, "I was just calling people in your area . . ." People want to feel like they’re the only person you’re calling . . . not just one of the masses from a list of compiled names.
• After asking, be quiet. Resist the urge to jump in if they don’t answer immediately. Don’t be intimidated by silence. They’re likely thinking about  what they’re going to say.
• After they’ve finished, count to two (silently, of course). This ensures they’re done, plus they might continue with even better information.
• Be confident in your questioning. One reason reps ramble with questions is that they’re not prepared or confident. Prepare your questions. Role play them with yourself if necessary.
• Quantify the problem whenever possible. "How often does that happen?" "How much do you think that is costing you?" "How much time does that take?"
• Resist the tendency to present too soon. Some reps get so excited when they hear the slightest hint of an opportunity, that they turn on the spigot of benefits. Hold off, ask a few more questions, get better information, and you’re able to craft an even harder-hitting description of benefits, tailored precisely to what they’re interested in.
• Avoid the question, "Anything else?" when attempting to upsell. Just like when a convenience store clerk asks the same question, the answer is usually, "No." Instead, give them a suggestion, and help them answer. For example, after they agree to buy an item, or a service, say, "Many of our customers who get _____ from us, also find that ____ is also very beneficial for them. What are you now doing/using/buying in that area?"
• Remember that “closing” is NOT the major event in a sales call. It’s the natural, logical, validation of the professional sales process up to this point. But you still must ask. Commitment must be gained on every contact in order to move the process forward. If there is to be a follow-up contact, and information is to be sent or faxed, there must be commitment on behalf of the prospect regarding that material.
• Ask large. Think big. Buyers will often move down from a large recommendation, but they rarely move up from a small one. Those who ask the biggest have the largest average order size. Never suggest more than is in the best interest of the customer, but not making a large enough suggestion when appropriate is actually hurting the customer.
• If you’re going to schedule a follow up call, get a commitment of some type. Why would you call back otherwise. If they won’t commit to doing anything, reviewing your literature and preparing questions, surveying their existing inventory, etc., they likely have no interest.
• Objections can be avoided by doing everything else correctly up to this point in the call. When they do occur, resist the tendency to attack in defense. You must back up and revisit the questioning stage of the call.
• The voiced objection is simply a symptom of the real problem. Start by saying, "Let’s talk about that."
• Most price objections start in the mind of the salesperson. Many sales reps aren’t 100% sold on the value of their product, therefore they’re apt to offer price concessions even when the prospect doesn’t flat-out ask, or they present price with a shaky tone of voice. Ask the right questions, present the results of what your product/service can do, and state the price boldly.
• When sending information, samples, demos, etc., know precisely how they’ll evaluate the material. How will they know if they like it? What criteria will they use? This way, you’ll both be clear as to what would need to happen in order for them to buy.

Selling Skills for Trainers: Traits of World Class Salespeople

Ten traits are common to the most effective salespeople—those salespeople who, by instinct, intense practice, or a combination of the two, manage to pull ahead of the pack year after year. These salespeople are the ones who tend to receive the most impressive career rewards both financially and psychologically.

Here’s what they have in common:

• They are obsessed about getting to the next step. These reps know that interest is measured by commitment. That means that a prospect who agrees to meet with you again at a specific date and time is more interested in working with you than someone who says, “Let’s try to talk about this sometime next quarter.”     
• They are focused on finding out what their prospects do. Superior salespeople don’t get sidetracked by what they imagine their prospect “needs.” Instead, they focus on learning everything they can about what their prospects do…and then try to find ways to help people do what they do better.
• They anticipate responses. Superior sales performers are not taken by surprise. They know how to handle the obstacles that come their way, and they prepare effective turnarounds that they deliver quickly and confidently.  
• They understand the need to get appointments. Superstar salespeople realize that appointments are what give you prospects… and prospects are what give you sales. Without new face-to-face meetings with people, the income stream eventually dries up.
• They understand the need to verify information. Top salespeople understand that the quality of the information they receive gets better as their relationship with any given contact gets older. They understand the necessity of verifying everything they’ve learned from a contact… before making a formal presentation.  
• They use managers and others within the organization effectively.  Superior salespeople realize that “bringing the manager in” or “bringing the technical people in” is an excellent way to continue a relationship with a prospect. As a result, they’re not afraid to ask others within their organization to attend second or subsequent meetings.
• They take the time to learn. World class salespeople are always on the lookout for new ways to improve themselves. Their attitude is simple: If they get just one idea they can implement profitably from a book, tape or training program, they come out ahead of the game.

•  They understand the need to prospect. They reach out to new people every single day - no matter what. World class salespeople know that no one ever gets too successful to prospect. Quite the opposite: Daily commitment to prospecting is what makes long term success possible.

• They count the “No” answers, not the “Yes” answers. Truly world class sales people realize that a certain number of “No” answers are what make any “Yes” answer possible. That means that each “No” answer is worth money! Superstars identify their own personal ratios - and start counting “No” answers as they collect them.

• They believe they’re the best. Superstars begin with a simple, unshakable assumption: They know what they’re doing, and they’re in a better position to help their customers than anyone else.

Selling Skills for Trainers: Using Humor

Many of our training friends have used the REAL Sellling program skills and strategies to help them grow their independent busineses. While the REAL Selling program has a heavy emphasis on following a systemic approach based upon proven processes and methods, it is also important to remember there is as much “art” in successful selling as there is “science.” And a huge element of the art of selling is humor and charm. There's a sales adage that says, "If you can make 'em laugh, you can make 'em buy."

The reason the saying has been around so long is that it's true. Humor and laughter are two key ingredients in building relationships and gaining customers.

The challenges with humor?

• Most salespeople don't know how to use it.
• Most salespeople don't know when to use it.
• Most salespeople are afraid to use it.

Why? Either because they think it will make them look unprofessional, or because they lack the essential confidence needed to take the “risk” of trying to be funny. Humor is the final frontier of selling. It is easy to learn about your product and your customer. It's even relatively easy to learn the science of selling. But it's hard to learn the science of humor -- and harder to learn how to place humor into your sales presentations.

The beauty of humor is that it relaxes people and creates a more open atmosphere. That atmosphere leads to friendship, respect and compatibility.

But don’t get ahead of yourself – focus on using humor only AFTER you have mastered an understanding of your product, your customers and the science of selling. If you use humor but don't understand those other three elements, you will be a clown who makes no sales. Humor is the most difficult of nuances to master, but once you master humor, you have the basis for solid intellectual rapport and solid intellectual engagement.

Is this microphone on? – Remember, not all prospects require or desire humor, and you can tell who they are right away if you are paying attention. They never laugh at anything. The best thing to do in that scenario is to “mirror” their overly professional approach and try to find a more “intellectual” approach to developing rapport with them.

The best approach is a combination of professional, friendly and funny. If your sales talk is professional but devoid of friendliness and humor, you are likely to lose to someone whose sales talk is professional, friendly and funny.

Friendly and funny are a thousand times more engaging than professional. If you doubt that, take a look at any late-night TV host. I don't mean to compare your sales presentation with a David Letterman monologue. But compare the way you think you have to present versus the way your prospective buyer would like you to present.

When it comes to humor, know the difference between a joke and a story. Most average salespeople reduce themselves to being joke tellers -- usually bad joke re-tellers. Joke telling is dangerous and typically not very funny. Many jokes are demeaning to one person or another, and they often sound contrived, as if you're trying too hard. Worst of all, if the customer has heard the joke before, it makes you look like a complete idiot, especially when you're the only one laughing.

Stories, on the other hand, are genuine. They tell about experience, they can use self-effacing humor and they're engaging. When you tell a story, it often makes the prospect think of another story and will engage you back and forth in storytelling.

If you can get a story from the prospect, you'll build rapport. Storytelling is also effective in your sales presentation because it helps the prospect relate to your product or service. Facts and figures are forgotten. Stories are remembered and repeated. Laughter is universal. Using humor in sales is almost never taught. That's because most sales training and most sales trainers aren't funny.  Of course, your REAL Selling trainer was a huge exception to this rule.

If you don't consider yourself a funny person, study humor and learn how to use it as a sales advantage. You can debate how much humor to use, when to use it or the type of humor to use. But you cannot deny the power of laughter as a universal bond from human to human -- and from human to sales order form.

The late George Burns once said, "With the death of Vaudeville, new comedians have no place to stink." What he meant was that to be great at using humor, you have to try it and be willing to fail. Just because you fail to get a laugh a few times doesn't mean you should quit. Mastering humor takes time, intelligence, trial and error, and practice. But rest assured -- humor also takes the order.

Are You a Counterfeit Prospector? (Part 3 of 3)

Assuming you have worked to develop a high level of prospecting motivation and actually have a propsoecting plan in place, what do you actually say to the prospect? Most actual prospecting activity begins with an initial telephone call, or in some cases, an initial meeting where the salesperson “drops by” without an appointment, hoping to introduce themselves to the prospect.

In either case, the best way to begin is with a brief opening BENEFIT statement, followed by a carefully planned and delivered question that tests for receptivity.  Whether prospecting on the telephone or in person, here are a few examples of opening benefits statements and tests for receptivity that can open a call nicely:

"Mr. Molitor, our company is committed to delivering solutions that improve the motivation, morale and performance of both students and educators, but I obviously don't know specifically how we could best be of service to you. Could I ask a few questions to help us both quickly decide whether or not you and I should talk in more detail?”

Here’s another example:

"Mrs. Watkins, as the industry leader, our company is in a unique position to help you enhance the morale, motivation and performance of both your students and your faculty. And the fact that we have local facilities means your working with a national, reputable company, and you also have the convenience and personal attention of a local business. Could I could ask you a few questions to help you and I both decide whether or not we should talk in more detail?”

This approach works well because you gain control without being pushy as you complete three critical steps: First, you get the prospect’s attention with a positive benefit statement, then test for receptivity by politely asking permission to ask a few questions. Second, you ask carefully-crafted questions to determine need, decision-making ability and financial potential. And third, you advance in small steps, requesting only a modest time commitment from the prospect – making it easy for them to say “yes” to the next step.

Now, most often, with this approach, you’re going to have a prospective customer agree to a few questions.

Occasionally a prospect won’t be willing to answer questions, and we’ll deal with methods for handling that situation in a moment, but for now let’s assume that the customer agrees to a brief conversation with you. So you need to have a few questions prepared.

And, while we know that eventually there are many, many things you need to discover about the prospective customer, initially you want to focus on three areas. Asking questions to determine: Need, Potential and Decision Making Authority.

Determining the degree to which the prospect has a NEED for your product or service is pretty straightforward, but you don’t want to make the common mistake of asking overly direct questions. Because at this point the prospect isn’t usually highly motivated to give you the information you need to sell them, so asking for that information needs to be done subtly and graciously with carefully crafted questions.

You also want to avoid asking overly OBVIOUS questions. Some salespeople call these “duh” questions, because, even if the customer answers them, what their really thinking is “duh, what do you EXPECT me to say?”

“Mr. Jones, this is George Plotter with Globetron, if I could show you a way to save money and improve your project at the same time, could you be interested?”

“Mrs. Wilson, are you interested in way to have better service, with fewer headaches and hassles?”

Asking obvious or overly direct questions can make the prospect feel uncomfortable, and make the salesperson look, well – like a typical salesperson.

The ability to ask intelligent, relevant questions at the right time is THE most important prospecting skill. Carefully crafted questions accomplish the following three important sales objectives:

• Controlling the sales process without appearing aggressive or pushy.
• Getting the prospect’s attention and require them to “engage” with you mentally.
• Building comfort and rapport with the prospect.

Remember, the key to an effective prospecting call is to open with benefits, gain permission to question, then ask carefully crafted questions to determine need, potential and decision making authority.

Here are the basics of an effective prospecting plan:

• Commit to a specific prospecting time each week.
• Be prepared with a list of names before you start calling.
• Get organized BEFORE your prospecting time.
• Work without interruption during your prospecting time.
• Consider prospecting during off peak hours.

Part 1

Part 2

Are You a Counterfeit Prospector? (Part 2 of 3)

The first step toward developing greater internal prospecting motivation is to identify and replace any limiting beliefs you may have about the growth potential of your business. Have you convinced yourself that robust growth just isn’t possible in your territory? If so, that belief will stop you cold.

How do you decide what the growth potential of your territory is? Counterfeit Prospectors generally just look at what they’ve done in the past, and what others in the same region have done, and to them that represents the territory potential. As long as their growth rate isn’t too far out of line with historical averages, they feel pretty good about their results. But iternally motivated prospectors don’t compare their results with past performance. Instead, they compare their results with the true territory potential.

The past does not equal the future and historical growth rate IS NOT a true indicator of territory potential. How much business could you be doing if you had 100% market share, with EVERY prospective customer buying the highest-margin products? Whether or not that goal is achievable, it does represent the true POTENTIAL of your territory. And internally motivated prospectors are determined to achieve as much of that potential as possible.

Take a close look at your beliefs regarding that growth potential of your territory and ask yourself if you’ve been basing your growth assumptions on the past, rather than the true potential of your territory.

The second step toward developing greater internal prospecting motivation is to find YOUR reasons for wanting better prospecting results – not your sales manager’s reasons. Not Jostens’ reasons. YOUR reasons. If you’re money-motivated, then set a financial goal and decide how you’ll reward yourself when you achieve it. But there may be other factors that are more motivating to you: competitive drive, recognition, pride, etc. You’re the expert on you, so find a compelling REASON for better prospecting results that works for YOU.

The third step toward developing greater internal prospecting motivation is to develop a consistent prospecting plan that you know you can execute throughout the rest of your selling career. Not a one-time shot, but a consistent prospecting approach.

 

Developing a consistent prospecting plan that you can live with for the rest of your selling career can have an enormous impact on your business. Because in addition to increasing your actual prospecting results, it also helps keep your selling skills finely tuned. The old saying “use it or lose it” applies as much to selling as to anything else, and whether you realize it or not, if you spend most of your time with current customers, you’re likely to lose some key skills: Asking tactical and strategic questions, identifying and confirming needs, handling stalls and objections, etc. Salespeople who are always actively prospecting, on the other hand, have to use these skills every day, which keeps them better prepared to work with prospects AND current customers.

So how do you develop a consistent prospecting plan? First, commit to a specific prospecting time each week, and mark in on your planning calendar just like any other important event or meeting. You may set aside 30 minutes every weekday, or a larger block of time one day a week. The amount of time and the specific schedule is up to you, but 2 to 4 hours should be the MININIMUM.

Second, be prepared with a list of names before you start calling. Not being prepared with a list of names will force you to devote much, if not all of your prospecting time to finding the names you need. You’ll have been busy, and feel as though you worked hard, but you will have made few calls.

Third, be organized. Use modern technology to maximize the effectiveness of your prospecting and follow-up. The contact management system you choose should allow you to record a follow-up call three years from today with no more difficulty than it would be to record one for tomorrow.

Fourth, work without interruption. Don’t take incoming calls (except from prospects) and don’t schedule other meetings during your prospecting time. This helps you to take full advantage of the prospecting learning curve. As with any repetitive task, the more often you repeat the task during a contiguous block of time, the better you become. Prospecting is no exception to the rule. Your second call will be better than your first, your third better than you second, and so on. You’ll find that your prospecting technique actually improves over the course of your prospecting period.

Fifth, consider prospecting during off peak hours when conventional prospecting times don't work. Conventional cold calling hours are between 9:00 AM and 5:00 PM, but when those hours are not working for you, consider switching or supplementing your prospecting time by prospecting during off peak hours. Some of your best work will be done between 8:00 AM and 9:00 AM, between 12:00 PM and 1:00 PM, and between 5:00 PM and 6:30 PM. And vary your call times. We are all creatures of habit, and so are your prospects. In all likelihood, they are attending the same meeting each Monday at 10:00 AM. If you cannot get through at this time, learn from your lack of success and call this particular prospect at other times during the day or, on other days.

And one final suggestion: Make your prospecting calls brief. The objective of the prospecting call (either on the telephone or in person) is to get the appointment to have a more in-depth discussion. You certainly will need to share some information with the prospect initially, but if you get bogged down in a detailed conversation you may very well talk yourself out of the chance to have a more substantive conversation.

Part 1

Part 3

Are You a Counterfeit Prospector? (Part 1 of 3)

The search for new customers and increased business from current customers should be a never-ending part of any successful selling career, but prospecting is hard work, it’s sometimes uncomfortable, and not always a whole lot of fun. So it comes as no surprise that many salespeople stop prospecting as soon as they can, which is usually when they reach their financial comfort zone.

A recent study of more than 800 salespeople in 27 industries indicated that prospecting activity diminishes dramatically as soon as salespeople are able to describe their financial situation as “comfortable” or “very comfortable”. For many salespeople, prospecting is a lot like going to the health club to exercise. You know it’s good for you, and you know that if you do it consistently, the results will be positive, but you still don’t do it as often as you should.

There are three common prospecting “profiles” among salespeople: a) The Non-prospector, b) The Counterfeit Prospector, and c) The Internally Driven Prospector.

The Non-Prospector is easiest to spot. Because they don’t prospect. Period. They may not TELL you that they’re not prospecting, but they decided at some point, either consciously or unconsciously, that the pain associated with prospecting just wasn’t worth the potential rewards. Much like the person who doesn’t bother even GOING to the health club anymore, because it just isn’t worth the effort.

The Internally-Driven Prospector is almost as easy to spot. They don’t need a sales manager or anyone else to motivate them to prospect. Their prospecting “radar” is always at work, scanning for potential business. Even though prospecting may not be their favorite activity, an intense desire to grow the business is their dominant driving force. Like the athlete who exercises daily, without complaints or excuses, because of a strong personal motivation to be fit and healthy.

The Counterfeit Prospector, on the other hand, is often very difficult to recognize. They usually APPEAR to be prospecting regularly – making initial phone calls, asking for referrals, following up on leads, meeting with potential customers, etc. – but their actions are driven externally, by a sales manager, financial pressure or some other external factor pushing them to prospect. They do what they know is expected of them, but their heart isn’t in it.

Counterfeit Prospectors often don’t even recognize themselves, because they ARE generating prospecting activity. Their sales reports look good. Everything seems fine, except for the actual growth rate of their business, and they can point to many other factors dampening growth potential. But because they lack a true internal drive to prospect, they often spend time VISITING with prospective customers, thinking that this counts as a prospecting call. They make phone calls to prospects to “check in” and “touch bases” and “see how you’re doing”. When introducing new products to a current customer they don’t passionately and professionally ADVOCATE the new product. Instead they call on the customer and “run it up the flag pole” to see if it flies.

When Counterfeit Prospectors spend time VISITING with prospect, they tell themselves they’re prospecting, and they believe they are, but in reality, they’re just hanging around, hoping for low-hanging fruit to fall off the tree. And occasionally some does, so they feel good about their efforts.

Like the person who goes to the health club regularly, but spends more time in the sauna than actually exercising, they feel good about what they’re doing – look at all that sweat! – but ultimately the results speak for themselves. Now, since they often don’t recognize themselves, is it possible that YOU are a Counterfeit Prospector without knowing it? Answer the following questions.

• Is building and maintaining strong personal relationships with customers the key to your selling success?
• Would you describe your current financial status as “comfortable” or “very comfortable”?
• Is your business growing LESS than 15% ANNUALLY?
• Do you have friendly relationships with many prospects you’ve called on numerous times, without generating any business?
• Is maintaining and strengthening your CURRENT business relationships more important than developing NEW business relationships?

If you answered “yes” to three or more of the questions, it’s quite possible that you’re a counterfeit prospector. This doesn’t mean that you’re not prospecting at all or working to generate new business. But whatever your prospecting activity level, you may not have the internal drive necessary to be a truly effective prospector. And learning new prospecting skills isn’t necessarily the answer, because you probably have the skills – what you lack is internal prospecting motivation.

If you take a hard, honest look at yourself and realize it’s possible that you might in fact be a Counterfeit Prospector, does that mean you’re a hopeless case? Of course not. In fact, identifying motivation as your key prospecting challenge is a first huge step toward becoming an extraordinary prospector. Because you CAN develop greater internal prospecting motivation. And when you DO develop a high degree of internal prospecting motivation, backed up by an effective prospecting plan, you’ll find that you’re prospecting calls begin to consistently produce RESULTS, not just activity.

3 Steps to Increase Your Internal Prospecting Motivation

1. Identify and replace any limiting beliefs you may have about the growth potential of your business. (The past does not equal the future and historical growth rate IS NOT a true indicator of territory potential).
2. Find YOUR reasons for wanting better prospecting results – not your sales manager’s reasons. Not Jostens’ reasons. You’re the expert on you, so find a compelling REASON for better prospecting results that works for YOU.
3. Develop a consistent prospecting plan that you know you can execute throughout the rest of your selling career. Not a one-time shot, but a consistent prospecting approach.


Part 2

Part 3

 

What's Your SIgn?

A dating service in southern California saw a significant decline in new enrollments as the housing market weakened in that area. The response rate fromt heir direct mail campaigns was dropping, so they had fewer prospects. And their closing rate on actual sales presentations was also dropping. "It was a combination of not having as much disposable income, and some singles not feeling like they were great 'dating material' since they were not as flush with cash as they used to be," says Kristing Gardner, a top sales associate for the service.

Her solution? First, she adjusted her sales presentation to add more justification for the cost of the service. "I gained their agreement that when the economy os difficult as it is now, every dollar has to be spent wisely. Then I started using a new term, referring to 'Dating ROI' and walking prospects through a comparison of their typical investment in dating through the bar scene or randomly meeting people, contrasted with an investment in our service. Including the costs of the actual dates, a typical comparison shows the individual who invests in our service spending about 10% more, but easily having 200% more actual dates."

Kristin also found a way to re-frame an individual's potential concern about not being a good dating prospect for others if their finances were somewhat restricted. "I asked them directly if they were looking for someone who saw them as just a bank account, or if they were looking for a full, authentic relationship. I mentioned that some of our wealthiest clients actually pretend to be somewhat financially challenged because they want to avoid anyone who is too focused on money."

Once Krstiin began addressing these issues with every prospective client, her closing rate popped right back up to where it had been before the economic downturn. When her sales manager noticed the upturn in her results, he began to have the rest of the sales team adopt her method. Again, their closing rates returned to normal.

So this helped to improve their closing rate, but they still had to deal with the fact that they were seeing fewer prospects. So they adjusted the message in in their direct mail advertising. "When Every Single Dollar Counts" was the tag line of their new campaign, and they adjusted the message to speak directly to singles who might be having economic challenges. After these adjustments, they saw a significant increase in their direct mail response rates.

Lessons learned:

• Put yourself in the (uncomfortable) shoes of your customers to fully understand what they are thinking and why they aren't buying at the same rate they used to. Hint: it is usually more complex than just a lack of money. 
• Then find ways to directly confront their concerns, or re-frame their worries. Not with "spin" or clever/tricky phrases. But with direct and substantive conversations.
• Provide a logical framework to help them justify the dollars you want them to spend.