Showing posts with label sales techniques. Show all posts
Showing posts with label sales techniques. Show all posts

Wednesday, 18 July 2012

Stop talking


Hope all is well in your sales land. Are you becoming a sales cat yet?

Why do we often talk more than we should? When other people talk too much, we notice immediately. When we talk too much, everyone else notices—except us. 

Here are a few possible explanations why it happens: 

1.      Anxiety. People who are anxious use an avalanche of words to avoid dealing with potential conflict (like a prospect saying "no"). Instead of balancing talking with listening, they believe that their wall of words will protect them from what they imagine as a threat. They often refuse to give up control of the conversation by adding a trail of words that echo the ones that they've expressed previously. 

2.      Lack of preparation. The less clear we are on any given subject, the more words it will take us to talk about it. Here is an eye-opening exercise. Ask a salesperson to make a presentation about your company as if you were a new prospect. Time the presentation. Next, ask the salesperson to write a brief, but concise description of your product or service in 180 words. Now, read the copy at normal speed. How much time did it take? About one minute. It should not take more time to engage a prospect.

3.      Stress. When we are tired we tend to ramble and our ability to concentrate begins to decrease. Our brain responds to mental fatigue by producing more words and less meaning. The cure: Get enough sleep, eat healthy and exercise regularly.

4.      Lack of a roadmap. Do you know where your conversation will lead before you start talking? If not, write down the answers to three questions: What is my call objective? What information do I need to get? What information do I plan to give? Stay on track, stay on message and don’t skip vital steps.

5.      Lack of a time budget. Decide to invest a specific amount of time for each call and stick to it. If you are a manager and you want to save time, conduct your meetings standing up. This forces people to be brief and to the point. If you meet with longwinded people, ask the moment they get on your nerves: "We have another five minutes, what else do we need to cover?

6.      Lack of humility. Some people think that everything they say is profound and important. When they talk, they experience a rush of good feelings and they often fall in love with their own words. They may use catch phrases and complex language to impress their customers. Being expressive is nice, however good relationships require us to be receptive to others.

7.      Ineffective thinking. While some salespeople continue to hopscotch from problem to problem, others quickly get to the core of a customer's problem, solve it and close the sale. Decide which thinking style would be most helpful to achieve your objective: convergent thinking or divergent thinking? Convergent thinking leads to a focal point in the middle of a circle, divergent thinking radiates - like the sun - away from the centre in every direction. Divergent thinking opens people's minds; it leads to new ideas, thoughts and possibilities. As a result, the conversation goes on and on. Convergent thinking leads to conclusions, and concrete results, like a closed sale.

Boiler



Wednesday, 28 March 2012

A Simple Tip on How to Increase Sales


Sales Managers have a tough job. Grow sales by improving sales effectiveness of the sales team – the sales behaviors.

They must keep all those they report to happy, as well as coach the team, drive tactical and strategic sales, motivate, smack and hug. If we compare it to a set of golf clubs, a sales manager must use nearly all his leadership clubs daily! Some days a driver, and other days a six iron with a soft hands chip and run. They need to be flexible, multiple club players to win at sales management golf.

Amongst all the busyness there is one activity which must be completed weekly. Building sales behaviors in your sales team is key to high performing sales. 

How do you change sales behaviours?

Once you have identified the key sales competencies needed in the role of sales, audit your team against them. The simplest method is to use a scale from 1-10. Score them from a sales manager's point of view and also allow them self assess. Come together monthly and compare results. Focus on the weaker competencies and develop coaching around the main 4–5 behaviors that require change. Coach over the following 30 days to increase the effectiveness of those behaviors.

Let's say, for example, the competency is 'good planning.'  If a member of your sales team is unorganized, a little overwhelmed and/or complaining of time management issues then coach the behaviors of goal setting, priority management and one page planning over the next 30 days. Over time the results will reflect with better sales.

Armed with a set of 4–5 sales behaviors to coach every month, ad-hoc support will become a thing of the past and a disciplined approach to increase great sales behaviors in your team will result.

This is how great sales managers coach their team to become sales champions.

Boiler

Tuesday, 23 August 2011

Get some real action into your sales pipeline.

As you know, sales leads can grow cold quickly. Every lead and opportunity is like a ticking bomb. If your recon says that somebody is shifting, looking to buy, you have to move within a few hours, not days. If you get a web lead that looks promising, you want to call that lead within minutes, not hours. Research shows that the odds of calling to qualify an online lead decreases by more than 6 times in the first hour.


As you convert sales-ready leads in your sales pipeline into opportunities, ask yourself:


Is there a great fit for your product or solution?

Is your prospect actively looking for a solution?

What is the prospect's timetable for finding the best solution?

What are the competing solutions?

What does the company have to lose if it did nothing about the problem?

What is the company's process for making a decision?

What are the company's preferred steps involved in a purchase?

Is there a budget?

What is the full potential of this opportunity?

Do I have access to all the decision makers, and how many of them can I convince?

How long will it take until the sale is converted?

What are the potential obstacles that stand in the way of the sale?

What are the realistic chances of closing this sale? (25 percent, 50 percent, 75 percent)


These questions will help you prioritize the opportunities in your sales funnel, and they will help you develop a realistic sales forecast every month.


Action 1: create a list of your most important and most urgent opportunities, and refresh this list daily by checking it against the questions.


Action 2: check again and if the prospect does not fit find more prospects to open.


Good luck.


Boiler


Tuesday, 9 August 2011

What sales problem did you solve today?

I found this in Selling Power and thought, "Yes that really makes sense."

An extract from the wonderful work of Dr Norman Vincent Peale - author of The Power of Positive Thinking.

Problems Are Opportunities in Disguise

Dr. Peale suggested that salespeople can be more successful in dealing with problems: "A problem is a concentrated opportunity. The only people that I ever have known to have no problems are in the cemetery. The more problems you have, the more alive you are. Every problem contains the seeds of its own solution. I often say, when the Lord wants to give you the greatest value in this world, He doesn't wrap it into a sophisticated package and hand it to you on a silver platter. He is too subtle, too adroit, for that. He takes this big value and buries it at the heart of a big, tough problem. How He must watch you with delight when you've got what it takes to break that problem apart and find at its heart what the Bible calls 'the pearl of great price.' Everybody I've ever known who succeeded in a big way in life has done so by breaking problems apart and finding the value that was there."

So what sales problem did you solve today?

Do your sales techniques and questioning style have a problem solving inclination?

Think about the great sales calls you have had. Was there a problem solving inclination? Success does leave clues.

Be positive and solve one problem for one customer tomorrow. They may just love it, and you.

Boiler