Develop Your Sales Force
Questioning Strategies
by Jim/Tessa Dunn on 07/01/10
Do you like people telling you what to do? I didn't think so. Then why are so many sales people in the "telling" mode rather than asking good questions? Why is it that sales people -- when they get excited (sensing a prospect's interest) or nervous (feeling pressure) on a sales call -- talk rather than drop back and ask a question? Well, a lot of this behavior is based on past conditioning and how we were taught at home or in school.
Fast forward to a sales career. The sales person believes their role is to ask some initial (surface) questions, and then explain features and benefits--or worse -- to present without enough background and data from the prospect to make a more compelling case (presentation). Most experts on listening tell us that the majority of people listen just enough to reply. That's not real listening. And that's one reason so many sales people (& politicians--no, let's not get political) have a poor reputation. This is also why prospects have their own "system" to keep sales people at arm's length.
Okay, so, you're on a sales call. How do you practice this principle and not look like someone who just left a sales technique workshop? It usually takes three or more questions to get to the prospect's real question or emotional issue. Prospect says, "Jim, have you ever worked with anyone in our industry?" Fair question, you may think. But do you really know the prospect's true motive behind the question? From the prospect's perspective, the actual thought process might be:
- "Maybe I can get rid of him if he doesn't have any experience in my industry."
- "If he doesn't have any experience, I'm not sure he can help me."
- "If he has experience--I wonder how much, how long, with any of my competitors."
- "I want to find out how much this sales person knows about me, our company and our needs. Right now I'm not sure he's a fit."
This is only a sampling of what a prospect could be thinking. (And let me ask you; are you a mind reader?) By simply answering the prospect's question, I put myself in a box. For example I say, "I've never worked in your industry." Now the prospect is in control, and I may have lost credibility.
Rather, try something different. When the prospect asks the above question, respond with, "Mr. Prospect, I get asked that question a lot (nurturing/affirming the question). You're probably wondering if I really understand your business and whether I can help you.....but you're asking me that for a reason." - OR - I could even say something like, "I've never worked with anyone in your industry; is that going to be a problem?" Even here you're in control and can ask more questions to get to the real issue. And that's the point. Let's get to the real issue(s). Questions help you get to those issues, and once you and your prospect agree on them it's easier to determine how your solution can help.
Are your questions getting to the real issue? Do you have a strategy of using questions to determine the really compelling reasons the prospect should work with you?
Need Revenue Generation? Hire Exceptional Salespeople!
by Jim/Tessa Dunn on 06/25/10
In this economic climate, how is your organization keeping the doors open and the lights on? Here are some great questions to ask yourself:
Sure, you've already cut out all the frivolous non-essentials, but what about increasing your revenue? Who creates INCOME (profit) in your organization? Are your sales managers (if you still have one) motivating and holding your salespeople accountable? Do you use software to keep your salespeople's activities, behavior and 'best practices' accountable? How about their pipeline? Do you have a system to track that too? Have you begrudgingly kept ineffective and unsuccessful salespeople because you don't know how to find better ones? Do you have a "system" for finding, hiring, on-boarding and keeping exceptional sales managers and salespeople?
First, look at your numbers; what good news (or bad) do they reveal? How do these numbers reflect what you are (or maybe are not) doing? How long can you hang on doing what you are already doing? Have you given up on finding better sales managers and salespeople because you fear you may end up with worse than you already have? Maybe you need a pattern interrupt; but recruiters can be expensive; and no guarantees. So find one that guarantees your hire! Find a software system that tracks real time behavior, pipeline quality and real opportunities there; what happens next?
Without taking complete control (vs. hoping the economy will turn around soon), you will be in a reactive vs. proactive mode. There ARE variables that you can personally manage. So what are you going to do about it?
The 5 Mistakes Sandler Clients Make When Learning Upfront Contracts
by Jim/Tessa Dunn on 06/24/10
In my 18 years as a professional sales trainer and 31 years as a sales person I've noticed 5 mistakes that I've made (as well as my clients) through the years before learning this powerful technique. It is an 'upfront contract.' Read these words carefully, as many fall into the trap of thinking they have an upfront contract when indeed they do not. An upfront contract is a mechanism (verbal agreement) by which the salesperson and the prospect (or customer/client) AGREE prior to a meeting as to PRECISELY what will take place during the meeting. Go back and read that statement slowly again and consider it if you will.
If you're a client of mine or a student of Sandler, you know the 5 elements of an upfront contract. So, let's list the mistakes I've seen:
One, we don't think through what we really want. In other words we fly by the seat of our pants, just "wing it"and really don't add value to the meeting.
Two, when we do use an upfront contract we don't make it conversational. What we do is to make it a check list, and a one sided dialog. Who wants to be part of that meeting? Or worse, we fall prey to a strong prospect giving us his list and we become subservient to his demands. Again, one sided and not a good way to open up a relationship with a customer.
Three, we don't practice tonality (matching tone and speech of prospect) or their physiology (matching body movements and language). In other words, we may be too uptight or too loose . Or, as mentioned in some of my previous blogs we were not speaking from an authentic communication style (vulnerable, nurturing & assertive). It's a skill to know how to use all three of these techniques with the right balance, tone and words.
Four, we're not tough enough. Meaning we fall prey to interruptions (because we didn't say something upfront), or we're not getting questions answered and are diving headlong into what we do. Or we don't bring up a concern (because we're afraid to) like, "Mr. Prospect you've been with this company for 5 years; I'd love to have your business but I get the feeling that you'd never leave them. Is that a fair statement?"
Fifth and finally, we lack the guts to hold people accountable to the agreements they made to us, or we don't ask upfront for what the outcomes of today's meeting will be. This doesn't mean we get an order on every call, but it does mean that we discuss up front the possible outcomes of the meeting, meaning a no-fit (if that be the case), a next appointment (something that we call a clear future--not a think it over), or doing business together.
Tell me, where could you make adjustments in the quality of your meetings? Oh, by the way, upfront contracts work anywhere .... think about it.
