Grow Your Training Business

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.

Selling Skills for Trainers: The 16 Most Persuasive Words

Recent studies in the direct mail industry show out of the half a million or more words you can choose from, there are 16 that really grab your attention. The 16 words that really sell are:

• you/your
• money
• health
• guarantee
• love
• save
• easy
• benefit
• free
• results
• proven
• how to
• fun
• new
• safe
• now

 

With the number of catalogues, brochures and advertisements we get bombarded with, you would expect these words to become stale and dated. But the continual testing carried out by the $95 billion direct-mail industry shows the same words continue to work - despite being used time and time again.

Out of the top 16 attention-grabbing words, two stand out beyond the others: new and free.

It's New

There is something irresistible about the word "new". Step into any room, ask, "Did you hear the news? " and I guarantee virtually everyone will sit up and listen.

Advertisements containing news are recalled by 22 percent more people than ones without news.

John Caple's bible of advertising techniques, Tested Advertising Methods, urges, "If you have news, such as a new product, or a new use for an old product, be sure to get that news into your headline in a big way."

It's Free

Have you ever wondered why advertisements, catalogues and direct mail keep using the phrase "free gift"? the word "free" is redundant. A gift, by definition, is free.

The reason we don't mind the addition of "free" is that we love the notion of getting something for nothing, with the result that advertisers use the word "free" wherever they can.

Research in direct mail shows three times more people respond to "free gift" than just "gift".

Additional research has shown that these same 16 words are also powerful when you SAY them during a sales presentaiton. There is no doubt your persuasive power will increase if you weave these magic words into your presentations, proposals, emails, and any other communication with prospective customers. 

Practical Time Management Tips

Salespeople who struggle to manage their time effectively often are facing two common challenges:

1. They procrastinate uncomfortable tasks such as prospecting and following up with difficult customers.
2. They find it difficult to say “no” to time-consuming requests from others.

How To Stop Procrastinating

Recognize that procrastination stems from habit. New habits will be needed, and these take time and commitment to develop. Procrastination typically results from:

• Real or apparently unpleasant tasks
• Difficult and complex projects
• Indecision
• Fear of failure - If you are uncertain of your skills, starting a project will be tough and delaying will be easy. (Sometimes fear of success can be harmful as well)
• A desire for perfectionism - you can't go on until you get it perfect
• Lack of interest in the work
• Hostility towards the person who assigned the project

Recognize the difference between an appropriate decision to delay, and an irrational postponement without justification. Fix procrastination by working on a) tasks and b) your environment:

Procrastination - Task Strategies

• Complete unpleasant tasks first. Schedule them for early in the day.
• Reward yourself for accomplishments. Go out for special lunches when major projects are completed. If you don't earn the reward, don't take it.
• Break large jobs into smaller, more manageable tasks.
• Plan and complete a start-up task, no matter how small.
• Set deadlines for yourself.
• Tell other people your deadlines and encourage them to check up on you.
• Maintain a focus on the end result, not just the process.
• Develop a clear mental picture of the completed task and how you will feel at that time.
• Make a game out of unpleasant tasks. Give yourself points, or do a running commentary on yourself as you do the task.
• Remind yourself how good you'll feel when you're finished.

Procrastination - Environment Strategies

• Tailor your environment for work. Remove distractions such as water coolers, snacks, in-boxes, coffee machines and magazine racks.
• If you work at home, treat your office as an office. Don't go out to lunch before lunchtime or watch television before the end of the day.
• Tell your family that you are not to be disturbed in your home office.

How To Say No

We say "yes"to others because we want to please them. But when eventually we can't continue, we let them down and we feel guilty. Both parties suffer. Recognize that a desire to please often prevents us from saying no. Stick to your plan. If you have a written set of goals and strategies, this gives you a reason to stick to your course. ("Thanks, but I already have an investment plan, so you don't need to send me a newsletter about stocks.") When someone persists, repeat your position, perhaps in a slightly different way. ("As I already said, our policy is to donate to charities that help children only.") Here are a few additional tips:

• Make sure you understand exactly what is being asked of you before you respond. Perhaps the task is more time consuming than you thought. On the other hand, it may not take much effort at all.
• Excel at just a few things, rather than being just average at many. Don't try to do everything.
• You have a right to say no. Remember that others may take you for granted and even lose respect for you if you don't.
• Be polite, but firm in saying no. You only build false hopes with wishy-washy responses. For instance, the phrase "I'll try to be there" in response to a party invitation is giving yourself an excuse to avoid a commitment. It doesn't do anyone any favors.

When a superior asks you to do a new urgent task;

• Remind her that you are working on other projects that she has already identified as top priorities
• Ask for help in deciding where the new task should fall on the list of priorities
• Ask "What you like to give up in order for me to do this?"
• Point out that you might be able to do everything, but not to the usual high standards that are expected.

Some experts recommend keeping your answer short. This way, you can say no without feeling the need for a lengthy justification. ("I'm sorry, I'm not available that night.") On the other hand, others say that giving a longer answer with reasons reinforces your credibility. Let the situation decide.

• Provide suggestions or alternatives to the person who is asking. ("I can't do that task today, but how about next week," or "How about asking John instead?")
• When in doubt, it's easier to say no now, then change your mind to a yes later, rather than the other way around.

When You Have to Say Yes

Sometimes, saying no is simply unavoidable. Here are some techniques to use:

• Tell the person you can agree to their request this time, but ask how the two of you might plan better for the next time.
• Tell them yes, but remind them they owe you one. For example, they might cover you for a shift next time you need time off.
• Tell them yes, but take control by saying you'll come back to them with a timetable. For instance, say, "I expect I'll be able to do that for you by the end of the week."
• Put a tough condition on your agreement. "If it would only take an hour, I'd be able to help, but I can't give you more than that.

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: Responding to Hesitation

Did you ever notice that the most excited prospect, the one who loves your product the most and can find nothing wrong with it, is also the prospect who has no power to say yes? Hesitation and questions about your product can come only from real decision makers. Why? Because hesitation caution, questions and objections are a natural response from any serious buyer about to engage on a substantial investment.

Despite the fact that hesitation is a natural part of the buyer's decision-making process, most sales people don't recognize why it happens, and in turn react poorly when it does. We need to ask ourselves: if all serious decision makers have questions before making a major purchase, should we be surprised when a prospect hesitates? More importantly, if hesitation and questions are a natural response from serious buyers, what is the best way to address them? The common approach for dealing with questions and objections is fatal to the sales process: PANIC.

How can we control our surprise and stop the panic?

First, let's look at the best way to reduce the overall amount of prospect hesitation you are experiencing. Quite simply, the most effective way to reduce hesitation at the end of the selling cycle is to call high early (to executives), and to be proactive in addressing concerns. Bring questions or objections up first. As a preventative measure, if you run into a certain objection a lot, bring it up first. For example, if you know that your price is never the lowest, you might suggest this to your prospect early in the sales cycle:

"Bob I appreciate all the information you have provided regarding your project, and based on what you have said, I think our products may be able to help you. However, I want to tell you up front that although we are not the most expensive option, we are not ever the cheapest. Knowing this, does it make sense for us to continue with this process?"

If your prospect is going to hesitate and raise questions about your product eventually, you are better to be proactive, bring them up early and tackle the concerns head on so you can move through the sale with ease.

Now, let's assume you have done all the right things and you still have hesitation or objections at the end of the sales cycle - don't worry. It happens to even the top 10% of sales people some of the time. What should you do?

It's important to understand the real meaning of objections. Prospect hesitation should come as no surprise if you think about it this way: Anyone, yourself included, who is about to make a large investment thinks twice about that decision before they commit. . When a prospect is seriously considering your product, it is natural for them to be nervous and re-evaluate the criteria to make sure that they are not making the wrong decision. With software sales, real prospects, ones with decision-making power, almost always become critical at final decision-making stages They are examining their own internal justifications and knocking the idea around vigorously to be sure it is not defective. But remember, prospects do this because they are seriously thinking about engaging! A large investment is at stake, and saying yes is risky.

Viewing objections as negative and ignoring them until the end of the selling process causes sales people to panic, and revert to aggressive non-consultative selling skills. We stop asking questions, stop caring about the customer's concerns, and our confidence disappears. We talk too much, defend our position and practically beg for the order - maybe we start discounting? The deal begins to evaporate as an aggressive defense is launched, fighting for our point of view, rather than working towards an understanding of our prospect's real issues.

Next time, try to avoid adversarial tactics and panic. Remember that your prospect's hesitation is just a defense mechanism designed to protect them against the risk of making a wrong decision. Your job is to help them discover that engaging with you is the right decision.

Improve your hesitation-handling attitude

• Pre-empt the prospect's objection. Bring it up first and deal with it together early on
• Help the prospect discover their own answer for the question. Be curious, ask questions and find a way to lead the prospect to their own answer
• Remember that hesitation is a natural part of the buying process. It's a sign that your prospect is seriously interested in buying, not a sign that they are trying to end the deal

Examine your behavior

Why are you panicking? Are you doing something to provoke this behavior in your prospects? Maybe you can prevent or reduce hesitation from occurring:

• Keep your sales funnel full of prospects so that losing one will not be a big deal
• Record common hesitations and questions and look for trends and patterns
• For reoccurring questions, prepare an effective response in advance. Practice these responses with someone outside your sales and marketing department. Try other customers, engineers or consultants
• Use your new responses and track the results you are getting

Appreciate your prospect's hesitation and try the following new techniques:

• Don't panic, and stay in control. To be in control requires that you are prepared. Practice and prepare optimal responses to most common questions about your product, services and company
• Ask questions, to truly understand your prospect's reality. Don't make statements, especially defensive ones
• Acknowledge when a prospect's position is correct. For example, "Bob you are right, we are not the lowest price product available on the market"
• State that you understand their position, even if you don't necessarily agree. “Bob I can understand that you are not happy with the price, have you seen something lower in the market?"
• Try making statements that are just a tad more negative than your prospect's. . "Does this mean its over between us Bob?" or "I guess price is the only deciding factor?” Going negative will help build the momentum for your prospect to swing back to the positive
• Question, question and question again until you're sure you understand
• Ask your prospect for suggestions on how the business could move forward
• Reintroduce them to their original GAP analysis - balance their problems against your offered solution
• Be creative - Ask you prospect up front, "if I can't find a solution to this objection, does that mean that it is over between us?" 

Remember

Selling is about helping your prospects solve a problem, not about trying to force them to see your point of view. Objections mean your prospect is asking for help, and you are in a position to help. Be prepared, ask questions, listen, don't panic and engage.

Selling Skills for Trainers: Strategic Time Management

Every day presents you with a wide variety of opportunities to invest your time. Unfortunately, time is a strictly limited commodity – each of us only gets 24 hours per day – so every hour you invest reduces the amount of time you can spend on other activities. So with this limitation in mind, how do you decide which opportunities to pursue? Start by asking yourself these nine questions to help you judge whether a specific activity is worthy of your precious time.

1. DOES THIS EARN A LIVING FOR ME? In a material world, we all have responsibilities that cannot be ignored.

2. CAN I LEARN FROM THIS? Can I grow as a human being by doing this particular piece of work? Will I acquire new skills or insights?

3. IS IT USEFUL? Who is depending on me to do this and why? Sooner or later any piece of useful work involves us with other people. Will this action bring me together with people in a worthwhile way?

4. WILL OTHERS BENEFIT? HOW? This can be an overriding consideration for many activities!

5. WILL I EVER HAVE A CHANCE TO DO THIS AGAIN? Some opportunities are a once- in-a-lifetime deal. Is this one of them? Or am I pretending it is because I want to do it so badly?

6. AM I DOING THIS BECAUSE I'M THE RIGHT PERSON? OR BECAUSE NO ONE ELSE WILL? What would happen if I didn't do it? Am I really the only person for the job, or can this be delegated?

7. WHAT WILL I HAVE TO PUT ON HOLD TO DO THIS? What is the tradeoff? How will it affect my immediate and future life? What sacrifices will I and those around me have to make?

8. AM I BEING BLACKMAILED? Are any of my activities the result of "emotional blackmail"? (Blackmail is a contract between two people or even two groups. It can be clearly stated or extremely subtle, but it only works when both agree to play. We should not accept emotional blackmail from others, just as we should not try to blackmail them ourselves. Often society provides us with only a vague line between good manners and being taken advantage of, between being a fair and upright person and being a sucker. It's up to us to make the line clear and strong, both for ourselves and for others.)

9. CAN I HAVE FUN? Ultimately, if I don't need to do it and don't have to do it and I can't enjoy at least some aspect of it, then it's probably not worth doing.

HIGH OR LOW AYOFF?

When you invest your time, you want to invest it in high-return projects. The lists below provide a profile of the activities with the potential for the highest return.

CHARACTERISTICS OF HIGH-PAYOFF ACTIVITIES

• Directly related to my goals
• Might not be pleasant
• Tend to involve risk
• Might be difficult
• Can't be delegated
• Important

CHARACTERISTICS OF LOW-PAYOFF ACTIVITIES

• Not related to my goals
• Comfortable to do
• No risk involved
• Routine
• Noncreative, anyone can do it
• Trivial

Investing your time and energy is like investing your money. You may risk it and lose it. But risk spells the difference between getting what you want and sitting on the sidelines, between your potential and your performance.

Whenever you make a proactive decision about which activities deserve your energy, you take the sting out of the most arduous and burdensome ones. It's what you want to be doing, and you're clear about why. Then you can approach your tasks as worthy of your fullest attention and enthusiasm.

What are the chances that people who see an activity as boring, tedious, or beneath them will make a powerful difference? And what are the chances that people with a passionate, positive vision of what they are doing will fail to make a difference? That's you!

Selling Skills for Trainers: Handling Stalled Deals

Stallers typically suffer from indecisiveness. They may or may not be a powerless tiger or political misfit, but the result to you proves to be the same: meeting after meeting; phone conversation after conversation; request after request for more information, proposals, pricing breakdowns, references, and evidence of results. And still no decision. The following suggestions may help.

Ask Yourself "Why the Indecision?"
Buyers may stall at the point of decision for any number of reasons. Your response, of course, will depend on the reason: They can't decide about the product or service. (Response: Offer more evidence and proof.)

• They can't decide about you or your organization. (Response: Increase credibility.)
• They can't determine how the decision might go over inside a "down" internal climate. (Response: Help them gather input or show value in a negative climate.)
• They are posturing for a price discount. (Response: Wait.)
• The answer is no and they're too timid to tell you. (Response: Ask point blank and give them permission to be straightforward with you.)

Offer Guarantees
Create opportunities for the indecisive to touch, see, feel, and experience your product or service. Provide all the possible evidence of results. Put the indecisive in touch with references who can offer assurances. Delay payment options until the buyer has opportunity to "sample" your service and trust that you will not deliver and then run and hide.

Help the Indecisive to Pass the Buck
Once you determine the Staller is incapable of making a decision no matter what guarantees you offer, help them to pass the decision off to others—for example, their boss, a team of colleagues such as a task force, or even a subordinate.

If the would-be target is a task force, volunteer to help get the group organized. Yes, generally, it's tougher to sell to a committee, but you still have a better chance of selling to an action-oriented committee than a stalled individual.

Create Deadlines or Incentives to Buy
People have become accustomed to acting under pressure and reacting in crisis. It may be that your buyers cannot decide until there's a deadline. If this is the case, create a discount that's good only until X date. Offer a bonus that's good for only Y weeks. Mention the benefit of seeing a demonstration and enrolling in X training for 50 managers—but only if a contract is signed in time to make the demo and training arrangements by Z date.

Decrease the Frequency but Increase the Volume
Decisions demand emotional energy for Stallers. To remove the pain, decrease the number of buying decisions the individual has to make: Decrease the order frequency while you increase the order volume so that the person has to order from you only one time per year instead of once a quarter.

Limit Choices to the Important Few Instead of the Meaningless Many
Don't let trivial decisions overwhelm Stallers' overloaded circuits so that they're tempted to pull the plug on the whole buying situation. Arrange all the details of your most popular choices into Plan A, Plan B, and Plan C choices. Offer those options as packages so Stallers don't have to tackle them step by step, decision by decision.

Write Contracts with Automatic Renewals
Allow Stallers to make as few decisions as possible. For example, propose a multiyear contract. You then can add automatic renewal clauses that require no action from the Staller to remain in force unless you opt to raise your prices.

Rev Your Engine Before You Get to the Intersection
Don't wait until you need a decision to ask for one. Start early and assume that the Staller will renew an expiring contract, mentioning new value you'll be offering under the new arrangements. Waiting until a few days before you need to get a buyer signed on the dotted line is like pulling out into the middle of the intersection and then stopping to wait for the signal light to change. Chances are likely you'll get hit before that happens.

Stallers need time to adjust to any change.

Selling Skills for Trainers: Dealing with Acceptance and Rejection

Throughout the sales process, you should always be listening to the questions prospects ask you. They are clues to what the prospect is thinking. The questions salespeople love to hear are the ones that signal an intent to buy including: What credit terms do you offer? Can I try it one more time? How much lead time do you need? How does the installation process work? How soon could training be started?

When you hear these “buying signals” your response should lead into a natural process of taking care of the sales logistics ... you LEND ASSISTANCE with order forms, contracts, checks, and so on. If you've developed a good solution and you've established that it's within their price range, the buying commitment should be a natural outcome.

However, sometimes the buying signals don't come … you know ther’s something wrong … either the prospect isn't giving you complete information or you've missed something along the way. What do you do?

This is easy – back to the EXPLORE stage of REAL Selling. As question!

Candidly ask what's blocking the decision. The REA Selling process isn't designed to put pressure on your customers. It's designed to solve their problems or help them to take advantage of opportunities. It's what you've done up until now that will make or break the sale. If your customer isn't sold by now, more pressure won't do it. What's needed is more specific communication about what they need, or what you have to offer. That's why we ask open-ended questions like "Where do we go from here?" or "How should we proceed?" and "What do you see as our next step?" You're asking the customer to tell you what else he needs in order to move the process forward so you can implement the solution you've created together.

The REAL Selling process is a very natural process of two, or more, people sharing their information to develop a solution to a problem or need. It requires trust, respect and open communication on both sides. You can't work as partners through all the stages of the sale and then at the end, try to use a manipulative closing technique to clinch the deal. It doesn't make sense.

One of the reasons a traditional close sometimes works is that the constant pressure on the client forces him to tell you what's really holding up the sale. But if you can get the same information by communicating openly and honestly, there is no need for the pressure. Getting acceptance for a sale means you've done a good job of collaborating. You can go on to assuring-the final segment of the sale. What happens when you don't get an unqualified YES at this point?

It's possible that you may have to prod your customer to tell you what's really blocking implementation of the solution you've worked out together. Don't be afraid to ask for open honest communication about what's happening. The client promised honesty and full participation in the beginning, remember?

In traditional selling, the salesperson asks "closed" questions meant to force the prospect to say, "yes." The salesperson tries to take complete control of the situation and the customer at precisely the time when the customer most wants his or her autonomy. They want the right to make their own decision without being railroaded into a decision by the salesperson ... even if it was the decision they were already going to make. Pressure creates problems in the sales relationship. To reduce the pressure, the prospect may create a smoke screen.

A smoke screen is something that obscures the relationship or the decision-making process. Common ones are "Your price is too high," and "I want to think about it." Both may indicate that your customer is uncomfortable communicating their uncertainty - they're avoiding telling you their true feelings and thoughts. Your customer may also engage in the "objection game" where they try to think up more objections than you can possibly overcome. This is a "no win" game and a signal that there is a problem with the relationship. A thousand closing techniques won't help you here. They'll only irritate your customer and destroy the trust and respect you've built. And listen to the way it sounds when you say you are going to "close" your customer. How would you like to be "closed?" It sounds like it's the end. Instead, view this as the BEGINNING of your relationship with this customer.

When you get a yes, you should always review the solution and it's benefits ... develop a complete implementation schedule... and clarify the customer's expectations and success criteria. This covers things like terms and financing options, payment schedules, delivery schedules, training dates, warranty periods, servicing procedures or anything else that might not have been covered when the prospect was selecting options. The prospect has now become a customer. You want to welcome him into the family and help him learn how to use his new product or service to his best advantage, and how to get help if something goes wrong. You want him to know that you will be there for him.

By the time a salesperson gets to this stage using the REAL Selling process, there is a high probability that the proposed solution will be accepted. However, there are also some reasons why it might be rejected. We live in a rapidly changing environment - priorities change, people move, people lose their jobs or suffer a sudden loss in the stock market. Companies merge, go out of business, and change directions ... sometimes overnight. The person who had the authority to purchase your product yesterday may be in a different division tomorrow. What all this change means is that in some cases, by the time you get to the end of the sales process, you may find that there is no longer a need. In others cases, you may find that you have to start the whole process over again from the beginning. But most of the time, if you've done a good job of exploring, creating and selecting options, you'll find that things go just as planned and you'll be settling the details and beginning a new customer relationship.

In those rare cases when you do lose the sale, you'll want to make sure you don't lose the relationship. If things fall apart at the last minute, you can express your disappointment at not getting to work with the client, and support him as much as you can in whatever decision he makes. Even if he's buying a competitor's solution, offer to give him whatever help you can. The competitor's solution may not work and the customer may come back to you later for help. Let them know that you will be staying in touch.

Use the final minutes of the call to pave the way for the next call, if there is to be one. Note any commitments you made such as price quotes, delivery dates or terms discussed. Above all, be sure to let the client know that you want to maintain the relationship. Ask him for a post-sale analysis of specifically what you could have done better. You will impress him with your seriousness about being able to offer better service.

If you consistently ask for a post-sale analysis, you can begin to catalog the answers and spot trends or problems that you can avoid in future sales. Make notes following each call so you can evaluate your performance. Doing that after confirmed sales would point out your strengths. For lost sales, you will discover your weaknesses by evaluating what transpired, how it affected the outcome, and how it differed from your success pattern. When you get back to your office be sure to enter the follow-up date in your tickler file, write a thank you note, and put this customer on your mailing list.

At the end of your day, sit in a quiet place, reflect on the call and use a visualization process to improve your performance. Run the "tape" through in your mind and envision what you did. Then imagine the scene again, but this time see yourself doing everything perfectly. Imagine the prospect's reaction to your new behavior. And remember, it's essential to finish by visualizing a successful outcome. Let go of your mistakes. Trial and error is how all human progress is made. Focus on and hold a picture of yourself successfully completing each sale.

Visualize your successes often. By doing so, you will reinforce the successful and effective things you do. Your mental repetition of productive behaviors will create strong working habits.

Selling Skills for Trainers: Do Your Prospects Trust You?

While the REAL Selling program features a proven, highly successful process for getting a “foot in the door” with prospective customers (Open with benefits, request modest action, stay in the natural, productive tension, etc.), unless there is a level basic trust between the salesperson and the customer, no process going to be effective.

If your prospective customers really trusted you, all you would have to do is ask a few really good questions and make relevant product or service recommendations. The rest would be almost automatic.

But of course they don’t trust you. And they shouldn’t. They know there are many organizations and individuals out there just trying to make a buck and there are no boundaries to the techniques they will use to take a prospect’s money. So your prospects are naturally wary of anyone trying to sell them something. Even a decent, honest person like you. So what steps do we need to take and what things can we do to build trust and credibility with our prospective customers?  

First, be authentic.  No one likes dealing with a phony.  If you can’t talk about the value of your products and services in a normal conversational tone using normal conversational language then you can count on prospecting for new business to always be a difficult process.  Even at the executive level, addressing strategic and critical issues, you are going to get a lot further if you use normal conversational language about their needs.

Talk to people like they are people and leave the sales/marketing language for the focus groups. Here are a few more suggestions on ways you can improve the trust you build in during the prospecting process:

Change your prospecting perspective. Prospecting (cold calling, networking, new account development) is a necessary part of every sales job.  If you see prospecting as a “necessary evil” that is exactly what it will become. Necessary, but painful. But if you truly look at prospecting as an opportunity to change customer perspectives, to help customers solve problems and address important issues, then that is also exactly what it will become. Seeing cold calling as an offering of help can help you to handle the rejection better and can significantly improve your results. 

Tell them what you actually do. Too many sales people have been trained not to reveal what it is they do for their clients, to present themselves as a “total solution” provider in order to be everything to everyone. This can be very frustrating for buyers – they want to know what you do, so go ahead and tell them what you do, the same way you you’re your friends what your company does. Present the value of your services the way you would like to have it presented to you.  You’ll not only find that customers will want to talk to you they will also want to buy.

And tell them what you DON’T do. If you want both short and long-term success in sales know what you cannot do for your clients and let them know.  Nothing builds trust faster then speaking with someone who understands his or her limitations. Trying to be everything to everybody can make you nothing to anyone really fast.

Ask great questions. What are great questions?  Asking where they live or if they have kids are great to break the ice but they do not fall into the category of great questions.  Great questions help you and the client see if going with your solution is a good idea.  Great questions are questions that help you understand the business impact your solution is to deliver.  Great questions include understanding the specific business issues they are trying to resolve, the impact if your solution is successful, the context that will surround implementation, the project interdependencies, the project risks, the clients decision making criteria and their time, people and money expectations.  When you ask a question that demonstrates that you are working on your client’s agenda and not your own you have asked a great question. 

Ask one question at a time.  When you ask a good question wait for the answer. Nobody likes to be asked 5 questions at the same time or even worse the same question 5 different ways.  If there is silence after you ask a question, congratulations – you have asked a good one. You now have the client thinking. Don’t ruin it by interrupting. Stay focused and attentive and get ready to take some good notes. 

Help make  your clients money. Psychologists say there are two forms of human motivation, the move toward gain or the move away from pain.  Sometimes it’s a mix of the two.  You guessed it, in business gain is money and pain is the loss of it.  If a company fails to make money they will fail to stay in business.  Wall Street and investors are not interested in companies that had great intentions of succeeding. They are interested in companies that can add value and turn a profit. This cuts right to the chase.  If you cannot demonstrate to your customer how your product or service will make them money or prevent the loss of it you are a waste of their time. 

Check your motive. If your questions have a motive of discovery and help you will find that you will be able to ask any question you would like.  If you are there to put money in your own pocket you will not ask the questions that will add the most value and without the right questions you will not get the right information and without the right information your chances of succeeding are slim. 

Selling Skills for Trainers: Recognize Buying Signals

All the planning and strategy you invest in a sales relationship can go right down the drain in a heartbeat if you don’t know how to recognize when a customer is ready to buy. On rare occasions the prospective buyer may come right out and tell you, "Look, let’s cut to the chase. I want to order 10,000 so get out the contract and show me where to sign." However, those moments -- while exhilarating -- are extremely rare.

What is much more common is for a prospect to start sending out subtle signals when they are leaning in your direction, and the better you are at being sensitive to these signals, the better your chances are of closing more deals with higher profit margins.

Be on the alert for these indications that a prospective customer is about to start heading your way:

• A passive customer who suddenly starts showing an interest. "Hey, thanks for calling. I was just wondering about the resolution speed on your Model 99A."
• When that customer who is usually in a hurry actually settles in for a detailed conversation. "Could we set a time for next week to drill down into the metrics you have outlined on that last proposal?"
• Openness to trial closes. "Sure, I would be glad to review a copy of the agreement and pass it on to our legal department."
• Someone who has been dodging you suddenly takes your call or returns your call. "First, I really want to apologize for not returning your calls. I have been completely covered up lately. Listen, I have an issue with our network…"
• A numb, indifferent attitude suddenly takes a different tone. "That does sound like exactly what we’re looking for. Interesting… so, tell me, how much would it cost if we were…"
• Getting curious about your experience and references. "So, what did you guys do for TI that got them so high on you?"
• A business-like tone suddenly becomes more relaxed and personal. "Hi, Kevin. No, I’m not too busy -- just playing catch-up but you’ve tracked me down at a good time. I just got back from a vacation in the BVIs. Have you ever been there? It is awesome!"
• When they ask for a product demo, that is always a good sign. "I really like what I see in the video, but before I can be certain, I really need to see this process in action. Could you set up a live demo for me?"
• If they start wanting to discuss terms, contracts, pricing and shipping, they are on the hook! "OK, if we were to ask for a shipment for the 15th to be sent to our processing facility, is there any paperwork we would need to review?"
• Now they want to know about all the extras and options. "I am pretty sure the P-190E will do what we need, but I am curious about the P-250G? How much does the increased torque ratio help when you are working with loads over 5 tons?"
• Complaining about your competition means you are in the lead. "I have been waiting on Geritech to call me back for over two weeks. Thanks for getting back with me so quickly. What can you tell me about your production and delivery schedule?"

When you recognize one or more of these buying signals, the REAL Selling process for closing the sale is simple and straightforward. BRIEFLY (in less than 30 seconds) summarize the BENEFITS (not the features) you have presented and ask the customer "How do you feel about everything we have discussed?" If the answer is positive ("Sounds good," "great," etc.) then you ask the closing question "Would like to go ahead then?"

If the answer to your first question isn't unambiguously positive, it will usually be a question (about terms, pricing, options, etc.) and after you have satisfactorily answered the question and clarified any other concerns, ask the trial close question again "How do you feel about everything we have discussed?" and the answer is positive then you ask the closing question "Would like to go ahead then?"

If you follow this simple, concise approach to closing sales, you should be able to improve your closing rate significantly.

Selling Skills for Trainers: The Dark Side of Enthusiasm

When introducing innovative new products or services to the market do you find that initial customer interest is frequently underwhelming? Does your target audience seem to be a lot less excited about your new offerings than you expected?

Even when new offerings are thoroughly researched and validated based upon proven customer needs, the expected sales results often do not meet expectations. Sometimes the results are far below the initial projections, which often leads to a blame game between sales and marketing.

To get a better understanding of the shortfall it is necessary to consider the introduction of those products. How were they launched to the sales force? Perhaps your marketing department spent a great deal of time and effort educating the sales force on each product's great new capabilities. And, no doubt, sellers diligently memorized all of the state-of-the-art product features. But therein begins the problem. Focus is all on the products, rather than on what those products can do for customers. Sales people, excited about having something new to sell, tend to try to describe their way to success by telling customers about new product features. But customers don’t care about features; they care about solving problems and exploiting opportunities. They will have little to no enthusiasm for your new offerings absent a clear understanding of how those offerings can help them improve their lives – by saving hem time, making their lives more comfortable or enjoyable, making them more money, etc.

 

However, even these benefits can fall flat with customers if they are presented in a generic way to all customers. None of us cares about the general benefits of a product or service. We care about how a product or service will specifically benefit us.

This is why often sales people who are enthusiastic about a new product actually sell less effectively than those who are not as excited about the product. Enthusiasm about a new product can have a detrimental effect on sales. The reason - while surprising - is rather simple. It's not the enthusiasm per se that causes bad salesmanship. Rather it's the enthusiasm that causes a seller to ignore good sales skills and push the product itself - talking about features and forgetting to focus on the needs of the customer. Even veteran "consultative" sales people are guilty of this critical oversight.

Effective sellers are keenly aware of the importance of uncovering and developing customer needs by asking good questions. Yet when selling new products, most sales people ask far fewer questions.

It's hard to blame sales people for falling into this trap since companies tend to launch new products to them with a heavy emphasis on features. And we certainly aren't suggesting that sellers should be discouraged from being enthusiastic about the offerings they sell. We do recommend, however, that sellers channel their enthusiasm into more productive activities like identifying the problems that newly introduced products can address and planning questions that will help customers discover for themselves the benefits of new capabilities. We also suggest that marketers learn to deliver customer-focused product introductions and training.

In today's market, if new products enjoy any differentiation at all, it's not for very long. Don't waste your precious window of competitive advantage trying to tell your customers how great your new products are. Instead, ASK QUESTIONS to identify each individual customer’s needs, then link your new product or service to those needs using the NFBR approach.

Selling Skills for Trainers: Help for a Shaky Telephone Voice

Over the telephone, many salespeople project significantly less comfort and confidence that they do face-to-face. When we are nervous and under stress, our body secretes the hormones adrenaline and noradrenalin. These hormones cause our muscles to contract, causing the famous "fight or flight" response. The voice becomes shaky because during stress, the diaphragm muscles contract, breathing becomes shallow, the heart beats faster and we can't get enough breath to support the voice.

This problem requires a two step approach: First, do relaxation exercises before a series of calls, and second, try to figure out why you are so nervous in the first place. Here are several effective stress busting techniques:

QUIET BREATHING - Before you begin calling, find a place where you can sit quietly with your eyes closed. Place both feet comfortably on the floor, hands resting gently on your knees, tongue lightly touching the roof of your mouth behind your front teeth. Close your mouth and breathe slowly and effortlessly in and out through your nose. Don't force it. Allow your body to breathe naturally. Relax your body and let the stress flow out with each exhalation.

BURN SOME ADRENALINE - Take a brisk walk around the parking lot or up and down the hallways before you begin calling. This will help burn off some of the excess adrenaline and make you feel more comfortable. You can also do some isometric exercises, tensing and relaxing your muscles by pressing your feet against the floor and your elbows against the arms of your chair while you wait for your turn to speak.

BREATHE BEFORE YOU BEGIN TO SPEAK - Before you dial the phone, pause for a few seconds, visualize your listeners at the other end of the phone, smile, gather your thoughts and breathe as you look at your account or prospect information. Taking a breath before you begin to speak assures that your voice will have enough support and won't sound shaky.

Some of the most common reasons for excessive speaking stress:

PERFECTIONISM - a call can never be perfect, only optimal. Having unrealistic expectations about your performance and then beating yourself up when you don't meet them is extremely stressful.

NOT KNOWING WHAT TO EXPECT - it's perfectly natural to experience some nervousness before some calls, particularly the ones you might not like, such as cold calls. In this sense a call is more like a performance than a conversation. If you expect some uncomfortable sensations caused by the temporary adrenaline rush when you make a call, you won't panic and the symptoms will soon go away. Keep in mind that speaking stress feels worse than it looks.

FOCUSING ON YOURSELF INSTEAD OF THE PROSPECT/CUSTOMER - the novice salesperson will often forget that the purpose of a call to give something to the listener... to help them get or avoid something. Whatever it is, you must always put the needs of the listener above your own personal desire to make a presentation. The more you can forget about yourself and focus on giving to others, the more relaxed and energized you will feel.

LACK OF PREPARATION - Not being ready for what you'll say on a call is really stress inducing. If you do this habitually, you should take a look at why you want to sabotage yourself. The more comfortable you ware with what you will say, the smoother you sound. Here are a few tips for effective sales call preparation:

• Never start a call without an Advancement Objective, which is essentially, "What do I want this person to DO at the end of this call?"
• Always have an "Opening Benefit Statement" prepared (and practiced!) that answers "what's in it for me?" for the listener.
• Always get them talking as quickly as possible after your opening.
• Always listen more than you talk.
• Never dial the phone until you have planned exactly what you'll say in your opening, voice mail message, and have prepared your first several questions and your responses to their possible answers.

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: Active Listening

Listening well - listening ACTIVELY during a negotiation - is obviously important, and can provide HUGE benefits in many negotiations and selling situations: Active listening helps to identify deeper customer needs, it establishes a more comfortable relationship with the customer, reduces the likelihood of misunderstandings or tension, makes problem solving easier and ultimately leads to increases sales and profits.

But what do we mean exactly by the term ACTIVE listening? And how is it different from just plain old listening? Active listeners take the art of listening to a whole new level of effectiveness. Active Listeners are not only paying attention to the CONTENT of a conversation, but also the other person's INTENT and the underlying EMOTIONS expressed. They listen for what's NOT being said, and they know that HOW a person expresses themselves can tell you as much as WHAT they say.

Skills to Improve your Active Listening ability:

• This may seem obvious, but LIMIT your own talking. You can't talk and listen at the same time. So no matter how much information you think you need to share with the other person, if you're going to be an active listener then most of the time your mouth should be closed.
• Tune in to the other person. Be genuinely interested and show it. Are you giving your full attention or is your mind wandering? Concentrate on shutting out any outside distractions. You have to be genuinely "engaged" in a conversation to encourage others to speak freely.
• Think like the other person. They have problems, needs, and opinions that are important. Put yourself in their shoes - what would YOU be thinking and feeling if you were on THEIR end of the selling relationship? You'll understand their needs better if you try to get to their point of view.
• Hold your fire. Don't jump to conclusions too soon. If someone makes a statement or asks a question or expresses a concern, respond only after you're certain you FULLY understand their perspective.
• Listen for IDEAS and EMOTIONS, not just words. You want to get the comprehensive picture, not just isolated bits and pieces. And notice nonverbal language. A shrug, smile, laugh, gesture, facial expression, and other body movements often speak louder than words.
• Use interjections. An occasional "I see," or "uh uh," or "Is that so" shows the other person you're still there, still engaged - but don't overdo it - Don't use interjections as meaningless conversation filler. Just make sure that you're using interjections to let the other person know you're tracking with them.
• Turn off your own worries. Personal worries and problems not connected with the issue at hand can form a kind of "static" that keeps you from hearing the other person's message. So whatever else might be going on in your life - check those problems at the door.
• Take notes. This will help you remember important points. But be selective. Trying to take down everything that's said can result in being left far behind or retaining irrelevant details. But when an important point is made, make sure you write it down.
• Prepare in advance. You should have a PLAN for questioning prepared in advance - this frees your mind for ACTIVE LISTENING. A Questions "MAP" or checklist of items you want to discuss and clarify can help keep you on track and insure that your ACTIVE LISTENING effort pays off.
• Ask REFLECTIVE questions - If there are any issues you are uncertain about, or comments that aren't clear to you, repeat back what you just heard and ask if you understand correctly. This can often quick clear up miscommunication that stems from different interpretations of words and phrases.
• Listen for the other person's particular LANGUAGE and communication style; their words, phrases, ways of expressing themselves - and to the degree possible, without mimicking or obviously imitating them - use their language.