Increase Sales: Help Your Salespeople Become “Rejection Proof”

Increase Sales: Help your salespeople become “Rejection Proof”

 

 

 

Why do some salespeople consistently achieve their sales growth goals while most (60%)struggles? How do we fix this common sales problem? We must help our salespeople overcome the fear of rejection and become Rejection Proof”.

 

Your salespeople have their sales goals. You shared what you expect in terms of growth from current business and identified the delta. The delta is the difference between the new sales goal and what your current business should do. I refer to this delta as: New Business Needed.

 

Most sales teams will have a big sales problem in November…it will be obvious they will not achieve the New Business Needed part of their sales plan and they will come in around 78%-90% of their sales plan.

 

Why?

 

The most common reasons I have observed over the past 30+ years of leading and coaching sales teams are …

 

A Dated Value Proposition 

 

Do not understand their market and buyers today 

 

Fear of Rejection

 

I have shared in a number of posts how to fix the sales problem of dated value propositions and in others posts how to quickly understand your markets.

In this post I will share how to help your salespeople overcome the fear of rejection and become rejection proof.

 

What is rejection and why do we all try to avoid it at all cost?

 

Rejection occurs when people interact and one says “no” and refuses to act on something that was asked. Rejection is a moment in time judgment made based on a number of factors most people do not realize…

 

Immediate need

Perceived value

Historical Experiences

Cultural differences

Psychological factors

Emotion

Risk tolerance

 

From my experience salespeople experience rejection when the buyer decides, based on what they have been presented and what they believe to be true, they do not trust the product or service will solve a problem or need. Or the buyer fails to have the problem the product or service solves and that is the sales problem of properly qualifying opportunities.

 

At this point in my sales career rejection does not scare me. A “no” just means “not yet” but it took me years to get to this point.

 

I do not own rejection and I do not see it as some badge or scar I need to carry with me and worry that others see it. I see rejection for what it is: a judgment based on information at that moment in time.

 

As I shared in a recent sales conference…

 

Rejection is a moment in time occurrence based on the information at that time… not a painful stain on your soul…once we see it for what it is we can stop being afraid of it”

 

The trouble is as humans we seek acceptance and approval from other people. Couple our deep need for acceptance in our DNA with the needs for safety and comfort and we should not be shocked salespeople avoid asking for the sale due to the fear of rejection. If we feel rejection and not observe it as a judgment we fail to feel safe.

 

How do we help salespeople overcome the fear of rejection and ask for the new business we need?

 

How can we teach salespeople to become rejection proof early in their careers and not wait 20+ years until they see rejection for what it is?

 

I was preparing a workshop to help salespeople overcome the fear of rejection and a friend suggested I should look into the work of Jia Jiang and watch his TED Talk. He has a number of very popular you tubes on rejection and a book titled: Rejection Proof, how to beat fear and become invincible through 100 days of rejection.

 

 

The book: Rejection Proof should be in everyone’s library, particularly sales and sales leaders.

 

The author shares how he set out on a quest to overcome his fear of rejection by purposefully experiencing 100 rejections over 100 days.

 

It is a fun and quick book to read.

 

The examples he shares have a great deal of humor like asking for a burger refill at his favorite hamburger joint.

 

What I found fascinating though is not everyone said “no” to some of his crazy requests like asking Krispy Kreme donuts to make him a donut shaped like the Olympic rings. The store manager not only made one for him but she gave it to him for free!

 

This made me wonder…

 

How many sales could have been won if the salesperson would have asked for the sale and not feared rejection?

 

I led the class on rejection, specifically overcoming rejection and I suggested everyone check out Jia Jiang’s You-Tubes and read his book.

 

What happened next I did not expect…

 

  • One person shared how he was at his fitness club and tried to be rejected by asking for a free massage…they gave it to him!
  • Another shared how he was in a long line at Chipotle, and asked for free chips for his inconvenience…they gave it to him!
  • Another boldly asked to drive my 1972 Corvette, a car that was my dad’s…I said “sure, its just a car
  • Some heard very loud “No’s” like the young man who asked for an attractive young girls phone number while she was sitting with her date (not one I would coach you to try)
  • Or the young man who asked for a “good guy discount” at an auto parts store. The clerk said “ a what?” The young man said I am a good guy and would like your good guy discount… he was rejected!

 

Could it be one reason why top sales performers consistently achieve and surpass their sales and profit goals is because they have had so many rejections they too have become Rejection Proof? I believe it is.

 

I look back over my career calling on customers like: Wal-Mart, Best Buy, Target, CAT, Blockbuster Cummins Engines, Sony Music, Ford, Nintendo, CA, Microsoft and many more…and I received many more rejections than purchase orders. Those rejections over 30+ years made me rejection proof today.

 

What if we strategically insure our sales teams receive many rejections early in their careers and actually made it an application exercise in their training?

 

If you do…you will have a team of sales super stars blowing their sales goals out of the water!

 

If you need to fix a sales problem, the fear of rejection, I recommend you ask your team to read Rejection Proof and have them set out on a quest of their own to receive 100 rejections as fast as possible.

How about your team….

Are your salespeople losing sales they could have won simply by asking?

What impact would it have your your bottom line if your sales team was rejection proof?

 

Differentiate And Grow Your Sales With: Authentic Communication.

Differentiate And Grow Your Sales With: Authentic Communication.

 

 

When you think of the word: “sales” or “salesperson” what comes to mind? Chances are it is not a positive image? Why? If your role in your organization is that of a salesperson, sales manager, or sales leader how can we stand out and differentiate ourselves in a market full of salespeople? In this post I will share a methodology I have used for years to grow sales faster and more profitably than my competitors…being authentic.

Would it surprise you to learn what we think about ourselves has a huge impact on how we communicate and relate to others?

Let me ask you…Who do you think you are supposed to be?

When you think of the word “salesman” or “salesperson” you may (like most people) have a negative image of sales. Chances are this belief was established at some time in your past as the result of a negative sales experience.

I heard David Meerman Scott speak at a marketing and sales conference and he asked two simple questions:

How many people here like to buy stuff?….

Every hand in the room was raised!

How many people like to be sold?…

Almost every hand went down. Why?

 

For years when we heard the word “sales” we think of a manipulation. The salesperson wins and I loose somehow.

So I looked on the Internet and asked “why we hate salespeople”, why we don’t trust salespeople?

One article seemed to sum it up.

Six reasons why we hate salespeople 

  1. Has a lack of transparency (they’re in it for the sale!)
  2. Is not trustworthy
  3. May not honor their promises
  4. Might not be selling me the right product/services for my needs
  5. Does not understand my needs
  6. Is too pushy

 

Author Perter Smith shares Why do we hate ( our own) sales people

Have you ever noticed that in a company there often seems to be jealously, almost bordering on hatred, for the company’s own sales team? 

A myth I see in a lot of companies is that the sales reps are overpaid, underworked and often only a bystander to the sale. 

 

I speak in local colleges in the area quite often. I asked a room of soon to be graduating seniors how many plan to go into sales? Not one hand raised in a room of 40. So I ask college seniors why,… why they do not want to be a salesperson and here are some of their common responses and perceptions…

  • Salespeople sell us things we don’t need, I do not feel I can do that
  • I did not go to college and spend what I did to become a salesperson
  • I don’t want to travel and be away from home very night
  • I don’t want the pressure to hit a goal
  • I don’t like dealing with unhappy customers

Their comments go on and on, and each has one thing in common they are all negative!

What I found interesting about these articles and what college seniors believe is they captured how many people feel about sales, and how some salespeople feel they need to be to be successful.

Could it be that what we think about what sales is,  is shaping our behavior, communication, and how we relate to buyers?

I believe it does.

When we ask buyers why they don’t buy…

I did not trust what the salesperson proposed would solve my problem…

I feel salesperson is more focused on hitting their goals than helping me..

 I found another article: Why buyers do not like salespeople?

Most salespeople bring to their buyers only information.  Interestingly, information is something any buyer can gather from other sources. At the end of the day, you as a salesperson must ask yourself, “Am I merely a conduit of information?”  If you are, then you’re wasting your time, your company’s time, and your customer’s time.”

What do buyers want?

“…you need to develop questions to which you don’t have answers.  More than likely, these will be questions to which your buyer doesn’t have answers either.  By asking these questions, you’re helping move the buyer to viewing you differently.  Your role is to be seen as the one salesperson who is genuinely committed to helping them move themselves and their company to a higher level. This may be by growing their sales or helping them reduce their costs.”

What if we looked at this as an opportunity to create a distinctive competence in the market?

What if we listened to these perceptions and developed a strategy to stand out in the market and be unique?

What kind of salesperson would business leaders, customers, and graduating seniors want to be?

An authentic human being who has an interest in helping buyers identify and solve problems. ..Someone I can trust.

How do we change this?

With trust, like-ability, and the feeling that they know you – you’ve got the winning combination for higher sales conversions, more repeat business, greater profits, and a windfall of referrals.”

-Peter Smith

“Differentiate and grow your sales with: Authentic Communication.”

-Mark Allen Roberts

What you think about yourself shapes how you communicate with others and the relationships you build. Over time we experience interactions both positive and negative. How we often adapt to those situations is to create masks. This concept of creating masks based on who we think we are supposed to be, or what others expect is something we all do. Masks are also created as protective defense mechanisms. The trouble with masks is they interrupt authentic human communication. If you are wearing a mask and your buyer is wearing a mask  you never get to the real issues to be solved (as I shared in a post about the iceberg principle) and never build a meaningful relationship.

If you think salespeople are manipulative commission junkies who win orders and customers loose…that is how you will act.

If you treat your salespeople like pushy salespeople who are only out for themselves…that is how they will act.

However, if we start seeing sales, as I do as the ultimate act of service, helping your customers identify and solve problems, how you interact with buyers will change.

Its time for the Authentic Sales and Service!

Its time to stop wearing masks you think your buyers want to see or you think your companies want you to wear and be your authentic self and serve others. Buyers can sense a mask a mile away and will never open up to you.

Sales is about acts of service not trick-or -treat.

Being an authentic sales service partner focused on helping your customers identify and solve problems will become your distinction in a sea of other salespeople playing trick-or-treat.

You will become that salesperson buyers can’t wait to meet with, and value. Because buyers trust you and your motivations and they will want to have a relationship with you and give you more business. Buyers will share their burning issues and problems the other trick-or-treaters never hear.

When this occurs you sell more, gain more referrals, you sell based on the value you create and your gross margins increase and your company will notice your contribution.

Sales is a difficult but very rewarding profession. I have used the above advice for over 15 years and driven profitable sales growth for many sales teams.

Still not a believer?

Below is what the Vice President of one of my past top customers wrote about my acts of service …

Mark is an awesome example of understanding what it takes to build success – focus on your personal relationship with anyone you’re attempting to do business with, and all the rest will follow. People want to conduct business with people they trust and feel are adding value – two traits Mark exhibits every time you have contact with him. He truly wants you to be successful – not just lip service for his own gain – and will help in any way he can to assist that “.

-David Sullivan

Or another customer wrote…

“Mark’s infectious personality is evident from the moment you meet him. Everyone wants to work with a professional who is a strong communicator, team member, who has strong interpersonal skills such as empathy, tact and humor. He is intellectual, innovative and creative. He is always a pleasure to work with. You won’t be disappointed when working for or with Mark

-Jack Brake

It feels like I’m bragging… so I’ll quit.

My goal in sharing the above comments is to better capture how your customer partners can feel when someone is authentically committed to serving them and their business. (If you think the above quotes are a fluke, you can read over 60 more similar comments on my LinkedIn profile at https://www.linkedin.com/in/markaroberts/)

Its time for salespeople to be proud of the contribution they make for their organizations.

Its time for business leaders who may have seen salespeople as a necessary evil in the past due to bad experiences to value their contribution today.

Its time salespeople become committed to understanding and solving buyer problems.

Its time for we, as salespeople to drop the masks we wear and be authentic with our customers and improve or acts of service and relationships.

One final point, whatever your formal title is, I hate to be the one who tells you this… you are a salesperson. When you are convincing your operations team to stay over time you are selling. When you are at home with your spouse trying to take that cruise vacation instead of touring New England towns…you are selling. As the quality manager working with the auditor to win your ISO certification…you are selling. When you are meeting with new employees to join your team you are selling. As a sales leader working with a salesperson that is not hitting goals you are selling. When you are meeting with your board and investors and discussing how you plan to hit your numbers this year you are selling! Now that we are all in sales…what do you think of salespeople?

It is time for us all to change what we think about sales and salespeople!

Should we create a new title perhaps? …Customer Solutions Advocate 

It’s time we all drop our previous beliefs about sales and salespeople and masks we created and start having authentic meaningful conversations that build trust early and often.

When you hear the word “salespeople” how does it make you feel?

Do your customers value your salespeople?

What masks are your salespeople wearing today?…hows that working for you?

If you are a salesperson, are you being your authentic self or wearing masks you think your buyers and your company want you to wear?

As the leader of your company do you see salespeople playing a critical role in helping you achieve your sales and profit goals or a necessary evil?

Would you like to have your customers making comments about your salespeople like those above about me?

Who do you think sells more and at higher margins…someone authentically committed to serving their customers or a salesperson wearing the mask of a commission junkie? 

The market is hungry for authentic service providers who are authentic and solve market problems. It starts with how we think of the profession of sales and how we treat our salespeople and buyers.

 

 

 

 

 

 

 

 

 

Avoid “Mariah New Years Eve Moments” On Sales Calls With Market Research

Avoid “Mariah New Years Eve Moments” on Sales Calls with Market Research

Why are some sales won and others lost? If you ask salespeople they tell you “price” is why sales are lost. However if you ask buyers “trust” is why sales are lost. The buyer did not feel your salesperson understood the entire buying iceberg, so they did not trust their proposed solution. In my last few posts I shared how understanding customer voice drives profitable sales. In this post I will share how it feels when sales does not understand their market and buyers and the impact it has on hitting their (your) numbers.

 

It was New Years Eve 2016 and my wife and I decided to make a fire in the fireplace, have a nice dinner at home for a change and watch the ball drop in New York City. We flipped between channels and watched various entertainers. For the past week the TV stations have been building up for Mariah Carey ‘s performance New Years Eve. Mariah took the stage and if you watched the show it was by far the most uncomfortable performance have ever seen.

 

We had such high expectations based on her singing abilities and the build up to this presentation. It was terrible! In her defense there were a number of technical difficulties like not being able to hear her music, the songs were in the wrong order and so on. She has an amazing vocal gift as an artist and this performance was not representative of her gifts. She looked beautiful but from the beginning of the performance to the end it was awkward at best. She tried to find her place in the song and regroup but failed. She tried to move around the stage and even tried a few dance moves and one of the other dancers almost dropped her. She eventually asked the audience to sing her song and at the end walked of the stage.

 

My wife and I were both so disturbed by how awkward that experience felt for us. My wife is a Mariah fan and felt bad about her technical difficulties. I shared the reason you practice and have training is not for when things go right, but its for when things like this go wrong.

 

Did you watch the attempted performance? If not you can view it here since social media was lighting up during and many hours after.

 

How did it make you feel,.. I mean feel inside?

 

It felt uncomfortable, awkward, and if you are like my wife you may even feel a bit sorry for her because we know she is much better than what we just experienced.

 

How you feel watching this is the feeling I get when I help sales teams who attempt to sell buyers but have dated value propositions, no formal sales process, and little if any sales tools or training for how buyers buy today.

 

One of roles when I help teams increase sales and fix sales a problem is assess and coach salespeople. I do this with a review of their KPI’s, past account feedback, CRM activity, but my favorite way is on four legged sales calls with them and their customers and prospects.

I use these joint calls to capture the current voice of the customers and markets, and I want to see (feel) if the salespeople are presenting their buyers in a trust building authentic way or does it feel canned, awkward, dated and not what the buyers need today.

 

When traveling with salespeople look for:

 

  • Conversation tone, comfortable and authentic?
  • Market and customer knowledge?
  • What sales tools were used(if any)?
  • Trust building conversation, use of stories and case studies?
  • Product knowledge / service knowledge?
  • Customer knowledge by salesperson?
  • Sales tools used at the right time?
  • Was the day planned well? 
  • Active listening to understand not to just reply?
  • Buyer non verbal communication?
  • What sales tools were used?
  • Did the salesperson know how to get to the account (don’t laugh I have seen this too)?
  • Did sales ask questions and take notes?
  • Did buyer(s) ask any questions about product or service we could not answer?
  • Did buyer require some criteria we were not prepared to deliver?
  • Understand key buying criteria and rank them?
  • Did we find all players involved in buying decision?
  • What are the competitors doing well?
  • Did the person we met with have the power to buy?
  • Does sales understand any shifts in buying at their accounts?
  • Would I buy from this salesperson?

 

I prefer to be in the market with my sales teams constantly learning how buyers are buying and what they need to buy today. I prefer to experience what our buyers hear and feel and coach sales quickly after each sales call.

 

After each buyer call I make it a practice to have a coaching opportunity with the salesperson:

 

  • How do you think the call went? ( do they know a good call from a poor one?)
  • What do you think the buyers biggest pain is today?
  • What did you hear the competitors are doing well?
  • How do you think your presentation went?
  • If you had to do it over again is there anything you would change?
  • What are our follow up items?
  • What new pain did we discover?
  • When do they need our follow up?
  • Are we dealing with power?
  • On a scale of 1% to 100% what % to you believe we will win this opportunity and why?

 

If your team has recently conducted market research in the form of customer voice workwin loss analysis, and or a value proposition audit your salespeople know their markets, common problems you solve for your buyers and have strong value propositions they often share in the form of stories. Because your team understands the buying journey and criteria today, you have the right sales tools that are used at the right time and you win sales.

 

What kind of sales calls are your team members having with buyers in your markets today?

 

A quick example…

 

I was asked to help a company whose sales were climbing consistently for years but then stalled for the last three years. I was asked to help get sales growing profitably again in the quickest way possible. As I have shared, the first step of my process understand market truth by meeting with customers and prospects. I asked the CEO who was his top performing regional manager because I wanted to experience what was working so we could scale it. I made arrangements to travel with Jason who has been a regional manager with this company for 20 years and has two of the company’s top customers.

 

Jason picked me up at the airport and we were off to the first meeting. On the way Jason was a very likable guy and was really curious about why I asked to travel with him first since he was one of the first regional managers. I shared that the CEO really valued him and I thought I could learn a great deal quickly working with him. We made small talk on the 90-minute drive and I heard about his career with the company, all the changes he has seen and how strong his relationships were with all his customers.

 

Our first call was with the company’s second largest account in North America. As soon as Jason turned the engine off his car door was opening and he was ready to charge in. I asked he slow down and help me understand what we hope to achieve in this call today. So Jason got back in the car and seemed somewhat aggravated.

 

The conversation went like this:

 

What’s our plan?

 

We are calling on our second largest account.

 

What do we hope to achieve?

 

Introduce you to account and follow up from my last meeting a month ago.

 

What did you present a month ago?

 

Our new product launching this month, the buyer promised to support it.

 

Great, so your goal today is to walk out with orders or a commitment to buy?

 

(Another awkward look) well let’s see how it goes this guy loves working with me and I am sure we will win some orders.

 

We signed in and were escorted to a very impressive conference room. I opened my note pad and got prepared to meet with the buyer. Lou the buyer came in and had a number of people with him: the engineering director, their sales manager, and the director of customer service and training.

 

Jason started out introducing me and letting me ask a few questions as the “new guy”.

 

Jason asked the buyer the status with the pre-order for the new product launch. He said everyone at our company is looking forward to his continued support and we want to make sure we ship you on time.

 

The room was like someone sucked all the air out of it. Everyone, from a non-verbal communications, was uneasy. The director of engineering was looking at our buyer; the buyer looking at customer service manager and the sales manger was visibly frustrated. Even Jason looked uncomfortable, as his face grew very red.

 

The buyer looked at Jason and said:

  • When we met a month ago I said I was very interested in supporting this new product launch, but since you are displacing an existing vendor who we too have a long relationship with we needed to have all the decision makers in the room and have you present your products to win placement.
  • I gathered all team members for this meeting and we expected you to come here today and present the products about to launch and answer any questions each of our department heads had.
  • After your presentation we meet, discuss the opportunity and give you our commitment unless there was some unforeseen issues within two weeks.

 

Jason was having a “Sales Maria New Years Moment”!

 

  • He did not understand the buyers expectation for this meeting
  • He did not understand the buyers buying process for displacing current vendor partners
  • He did not know the other buying decision makers/ influencers or what they needed in terms of criteria
  • He was not prepared, no sell sheets, no lap top presentation, no content on the problems this new line of products solves, why we were introducing it, or why its better than the current vendor’s.
  • He did not know nor was prepared to discuss a program to help the distributor sell out the current vendors inventory, and the buyer expected one

 

Jason showed up and counted on his relationship with Lou to help him place the new product line (like he did 10 years ago). He was not prepared for what the account needed to make a buying decision. He did not understand the impact such a change would have on other leaders at this customer. At one point of the meeting it was as if the audience was singing the words he should have known. The meeting was awkward to attend and we did not gain a commitment.

 

Being the new guy in the room I wanted to somehow save this opportunity while Jason cooled off.

 

“It sounds like we have some homework to do. Being new to this industry I would really appreciate each of you sharing what you would have liked to hear from us today.”

 

Engineering – is your product a perfect replacement for what we are buying now or is modifications required, if so what are they and did you factor those into your price? He had some very specific technical product questions we were not prepared to answer as well.

 

Sales Manager- what is your plan to train my sales team. A number of my guys love our current vendor and their rep. Do you plan a SPIFF to launch? What is it? When would you have a sales training? Do you have new brochures? When we explain to our customers the change to your product why is it better? It would be great to have some third party tests or any data you had.

 

Customer service training – since so many of our orders come in over the phone what’s the plan to train my team? When would that happen? Will the sales incentive contest include my team? Is your product a perfect replacement? Will your product ship with bar code labels like our current vendor? Will you drop ship my customers with our invoice?

 

Buyer – you know based on our purchases we buy in volume. What is my truckload price? Can I include this new product with other current products to get my free freight quicker? What is your program to blow out my current inventory? Will you province upfront money or a discount off my orders over time? Can I place a blanket order and draw from it to get a good cost like the competitor or is price based on each order? What is the delivery window from order placement to arrival at our warehouse? We moved to a just in time model and I am now being evaluated on inventory turns and dollars in inventory.

 

We gathered as much information as they would share and scheduled a follow up presentation in two weeks and offered to make it over lunch. I apologized this meeting did not go as they expected and assured them they would have everything they needed in two weeks.

 

In the car Jason and I went over the coaching questions about the meeting and I could tell Jason felt uncomfortable. He shared: ” I can tell you are new, no one has ever asked me so many questions after a call before here at ______

Like many salespeople who have sold for 20+ years Jason is a strong relationship sales person but needs to adjust his style to grow his market’s sales today. I wish what I experienced here was rare or unusual but it is not. Every day salespeople are showing up and trying to win sales like the always have and are losing sales they should have won. Why? The main reason is they do not understand how buyers are buying or what they need to buy today. They lack updated sales tools that speak to needed buying criteria.

So what do they do?

They count on having “good relationships” and lose sales they could have won with some market research preparation, sales coaching and training.

 

Are your salespeople having “Sales Mariah Moments” with your customers?

 

How would you know?

 

If this was a new customer what probability do you think we would have of selling them? or a second meeting?

 

Who on your team understand what your buyers need to make buying decisions today?

 

The rest of our meetings that day went pretty much the same. They were what I refer to as “ Hi how are ya” meetings. (Almost as bad as dropping off donuts and logging it as a sales call in the CRM) They lacked a purpose and often left me feeling like we wasted the buyers’ time. They felt reactive and not proactive. Jason is a great guy and has done many favors for his customers over the years. All his accounts shared how much they liked him and appreciated him fighting on their behalf with corporate. But Jason’s account sales were flat and he has seen limited success placing and selling new products. Looking at the sales data he hit his numbers when his large accounts had good sales years but has not added any new accounts in 18 months.

 

Today is a new day with buyers having as much as 60%-70% of the buying process done before they meet with salespeople. The buyer obviously trusted Jason and we can build on this, but some of that trust was broken when Jason failed to listen to what the buyer’s process was, who else would be involved in the buying decision and what those leaders needed. Was it beyond repair? No. Jason must do a much better job of taking notes in meetings and following up. The company owes Jason a repeatable sales process to follow based on how the buyers buy today and new sales tools for each of the common buying influencers in this market.

 

“Sales Mariah Moments” are painful to experience and expensive in cost of sale and lost sales we could have won.

 

Understanding your markets and buyers is key to avoiding Sales Mariah Moments. Like Mariah Carey your salespeople are talented and all have gifts. Your company provides quality products and good service. We must insure we equip and train our salespeople to win in their markets today.

 

No matter how long your salespeople have worked for you they still need to make adjustments to how they present their customers. My guess is if I not had been at this meeting the CRM would have read:

 

“Good meeting, buyer loves us, we have some tough competition in this account and we need to revisit our price strategy to win. I am confident if we give them a volume cost program we will win their support”.

 

Does your CRM have a number of “Good Meetings” notes with no sales increases to follow?

 

To insure sales and sales leadership understands and implements a proven sales process and tools based on how buyers are buying today you must understand your markets and have sales training and coaching.

 

The sales training and practice role-playing is for when meetings don’t go as planned but you still can salvage a commitment.

 

Coaching is to insure your team knows this is not some new fad that will go away in a month or so but your team is committed to a formal sales process to win more sales.

 

The foundation of your sales success lies in understanding your buyers and helping them buy the way they are buying today.

 

Market research is critical parts of helping your sales team win today.

 

What happens if your team fails to understand what your buyers want and need and how they buy?

 

Your team will have “ Mariah New Years Eve Moments” leaving you to explain to your board and investors why so many good meetings are not helping you hit your number.

 

 

 

Voice Of Customer: Understanding The Entire Iceberg Of Purchase Decisions Today

Voice of Customer: Understanding the Entire Iceberg of Purchase Decisions Today

 

 

 

 

Understanding the current voice of your customers and markets is critical to winning sales. Companies who take the time to capture the voice of their customers understand how buyers buy, what they need to buy, and the criteria they use to make buying decisions and leverage that information close more sales . In this post I will share how the voice of your customer insures your sales proposals resonate with buyers and close sales quicker.

 

Why do buyers buyer from your team?

 

Why don’t buyers buy from your team?

 

If you can answer the above questions accurately you are well on your way to designing a sales and marketing plan to hit your number this year.

 

When I ask this question I usually get a very quick answer on why buyers don’t buy. As much as senior leaders want their sales teams selling value, I often hear “price” is why buyers don’t buy. I often hear many reasons why buyers do buy, and it usually accompanies stories of how they have won over the years. It is very rare however that I hear what I am looking for :why buyers buy and don’t buy today.

 

Think about all the changes we have seen in the last 15-10-5 years. We serve rapidly changing markets and it should not surprise any of us that market leadership positions change about every 10 years or so. Why?

 

“New market leaders emerge after identifying shifts in the buying process, buyer problems and or criteria and leveraging those changes.”

-Mark Allen Roberts

 

When sales says they lost a sale due to “price” or that buyers buy based on “price” this is what I hear…

 

  • You do not understand the value of your product or service to your buyer
  • You lack a strong current value proposition, or the one sales is using is dated
  • You do not clearly and completely understand the problem the buyer is seeking to solve
  • You do not completely understand how the buyer buyers and what they need to buy
  • Because you have not taken the effort to understand your buyer and their business, you have not earned the right to know all the buyer needs to buy today.

 

Earn the right to know?

Yes!

There was an excellent article recently in Brand Quarterly by Dave Tovey titled: Did Price Really Lose the Sale?

In this article Tovey shares that:

“Price is often blamed when we got something else wrong.”

Sales people are trained to sell; I think we can all agree on this. Salespeople have a very high utilitarian trait. If I do this …I get this reward quickly. That is why salespeople should not own the voice of your customer. ( but many leaders think they do) The voice of your customer, voice of your market work does not produce immediate reward. That is why salespeople should not own this information. It is their nature to sell, and buyers will feel their probing , open ended questions as a manipulation, a trick to win a sale and trust is broken. Marketing and or a senior executive in the organization must own deeply understanding the voice of your customer and markets no salespeople. Having been the VP of Sales and Marketing for a number of organizations I made it my job to own this information while my sales teams executed their sales development plans.

The author does an excellent job of describing what its like to meet with a new buyer. New buyers often act like Ernest Hemingway used to write…with the iceberg principle or often referred to as the theory of omission. Basically, they share just surface information and do not share the whole story until they trust you. What I like about the iceberg analogy is it’s not the 10% of the iceberg that you see that will sink your ship. (Your sale) It is the other 90% you do not see, or do not know. Most sales are lost because the buyer did not trust you completely understood the problem and therefore did not trust your proposal.

The author leaves us with this: 

You earn the right to hear more than a client’s story of omission when:

  • You ask insightful questions
  • You listen for understanding
  • You avoid manipulation
  • You behaviors are congruent with your marketing messages
  • You are authentic; selling ethically and with integrity.
  • You are human – remembering that buying is rationalized emotion.

The voice of the customer, voice of the market follows the above.

Market leading teams take the time to understand the voice of their customers and markets…that other 90% of the purchase iceberg. They know how buyers buy, what they need to buy and the criteria they must have to buy today. They are constantly scanning the horizon and sensing for shifts in how buyers buy and the problems they are trying to solve today.

Why do buyers buy from you?

Why don’t buyers buy from you?

What do your buyers need to buy today?

What does the buying journey look like today for your buyers?

Who else is involved in the buying decision today? What do they need?

What new problems are your buyers searching to solve today?

 

When your team understands the voice of your buyers and voice of your markets you know the answers to the above. Understanding this information you will train your sales teams to serve your buyers with exactly what they must have to solve the problems they may not share with everyone. Your sales proposals stand out in a sea of RFP’s because they speak to real needs your buyers must have.( and that they failed to share with competitors who only scratched the surface) When your competition is just scratching the surface with price your team will be providing a complete solution your buyers must have.

Stop blaming price for why your teams fail to win the sale and understand all buyers need today and you will find price is not even high on the list.

When you understand the voice of your customer today and the entire buying iceberg, you will equip your sales teams with the big picture and they will build trust much faster with buyers because they will demonstrate they understand them. While competitors are scratching the surface and awkwardly trying to build trust, your sales team will be discussing meaningful solutions.

 

 

 

“Show Me MY Money !” …How One Entrepreneur Solved A Growing Market Problem

“Show me MY Money !” …How one entrepreneur solved a growing market problem

 

 

Listening to your market, and solving unresolved market problems is key to any company’s future profitable growth. If your team wants to fix a sales problem ,go out into your market, conduct a value proposition audit, and identify new problems to be solved. I recently met with an impressive entrepreneur named Tim Dimoff of SAC’s consulting and he and his team nailed a solution to a current, urgent , unresolved market problem : when money goes missing.

My last few posts have shared how companies we recognize today as market leaders listened to market problems and solved them. I have received many kind calls and emails about these posts.

However one comment concerned me:

“Mark, I like what you are saying and I will try to do this value proposition audit thing, but I am a small company. I am no Yeti. I spend my time running my company and I do not have the resources these companies you write about have.”

This really bothered me. I apologize to everyone who reads my content if I made this process feel like added work or complicated. It is not. If I can do it you can too. It is strategic sales and marketing work you or your team must do. What I am asking, particularly if you are a small business who wants to be a Gunner Kennels or Invue one day is spend time ON your business talking with your customers and potential customers.

I met Tim at a local NSME association meeting and I mentally said I needed to know this guy’s story so I set up a meeting.

 

Tim was an Akron police officer for just over 20 years and he spent a great deal of his time in narcotics investigations. He retired but still felt compelled to serve the community. So he made a list of the top business leaders in the community and asked to meet them to understand their problems. No hard sale, he was listening for gaps he could fill. At first he provided security services, then HR consulting and training. As the years went by he continued to listen for gaps, needs his clients had and offered other service products like investigations, culture training, and building an site security consulting and solutions for growing problems for like active shooters.

 

He kept asking the market for problems they had, gaps, that he and now his staff of investigators and trainers could solve. One customer mentioned they had a big problem; someone in their organization had taken a large amount of funds and disappeared. Tim having a background in finding people took on the challenge and found this ex-employee in another state and helped get the money returned in less than a month. As it turns out this is a large and growing problem: People who take money and disappear.

 

Tim and his team created a service: Asset Tracking and Investigations offering to help his market find money. There are many forensic accounting firms who will help you identify your money is gone but few companies with an expertise of finding money and the individuals who stole it fast. Tim started being known in the market for this service through law firms, accounting firms and others who served businesses with this problem. These firms became his virtual sales and marketing. His expertise in finding people and money gave him national exposure on TV, Radio and investigative reporters frequently used him on their stories. Today his firm SAC’s consulting helps companies and individuals find stolen money all over the world. Some of his clients come to him after they have tried 2-3 other investigative firms.

 

Tim and his team are relentlessly improving and making their services and processes better every day based on market feedback. This has led to a proprietary data search software they developed that helps them find money and people in half the time it would take other firms.

 

In addition to having a growing and profitable business, what Tim is most proud of is his client retention rate. Most firms like his will loose 50% of their clients every five years. Tim’s firm has just over a 97% retention rate…why? He shared he and his teams are committed to understanding what our clients’ problems are and solving them. If the problem/ gap they need filled is not in our capabilities we find someone who can. If the problem happens frequently enough we will create a service to solve it. This is another benefit of serving your market and not just selling them.

 

He and his firm are obsessed with what he calls customer touches. They speak with their clients often and are always asking for new ways to serve.

 

So how about your company…

 

Have you identified and solved an urgent market problem for your clients?

 

Has your team been flooded with calls from a virtual sales force of others who serve your market because of your solution?

 

Does your team have a thirst for customer touches that drives your new products and services?

 

What would your business look like with a 97% customer retention rate?

 

What would it mean to your business to have your company recognized on national television as an expert in solving your markets’ current market problems?

 

The process I have been sharing over my last few posts is for anyone who wants to grow their business profitably. It is not complex; it does not require a strong IT department or some expertise SEO. It is a simple desire to listen and understand your customer’s problems and solve them completely.

It is acting as a servant to your market not a salesman.

Shouldn’t you contact your customers and potential customers today?

It will help “Show you money your team could be closing”.

How Yeti Realized Sales Leadership Nailing Their Value Proposition

How Yeti Realized Sales Leadership Nailing Their Value Proposition

 

 

In my last post I shared a process to conduct a value proposition audit. The goal of this exercise is to insure the value proposition your sales team is communicating still resonates with your buyers. Once you understand how your buyers buy and key buying criteria you can shape your value proposition so it instantly connects with the buyers in your market. One company who has done an excellent job of this is Yeti.

 

 

Ryan and Roy Seiders identified a market problem they understood intimately. The coolers on the market were just not holding up for outdoor adventurers. The lids would cave in, handles would break, and latches would snap off and gave them a bad overall experience. Could Colman or Igloo or others owned this market for high-end coolers? Yes…if they were listening to problems their users were having. They both were in the market long before Yeti.

 

Like Gunner Kennels, these two brothers set out to solve a market problem. In 2006 they were on a focused and simple mission…

 

Build a cooler we’d use everyday if it existed. One that was built for the serious outdoor enthusiast rather than for the mass-discount retailers. One that could take the abuse we knew we’d put it through out in the field and on the water. One that simply would not break.”

img_0024

 

The more intimately you understand the problem to be solved the clearer your value proposition will be. Just as I shared how InVue has a simple yet clear value proposition, so too does Yeti.

 

What started out as a quest to make an indestructible cooler has led to other products the market needed when they searched for problems to solve. Each of these products are designed based on customer feedback.

 

“ We decided early on product innovation would come from necessity and first hand experience”

 

Once they solved the problem for outdoor enthusiasts they asked themselves who else might have similar problems and they share this …

 

We are so glad we were not the only ones looking for a Yeti. Today it is the cooler of choice for outdoor enthusiasts, pro tailgaters and back yard barbecue kings.”

 

As the company continues to solve unresolved market problems I believe they will add other buyer personas to their list. For example, my son is a police officer and he and all his other officers use Yeti to keep their coffee warm and their drinks cold.. As my son puts it…

 

“I can put some ice and a beverage in my Yeti rambler and I will have ice cubes in my drink at the end of an 8 hour shift.”

img_0023

 

I now see road construction crew members, firemen and other service professions paying a premium to solve their problems with Yeti products. Knowing Yeti you will soon be seeing other indestructible products for service professionals who work outdoors.

 

When you understand the problems to be solved the burden is on you to communicate how you solve them. Yeti does and excellent job in their point of purchase that only a market leader would do.

img_0025

 

So how about your company and your market…

 

What unresolved problems are your buyers facing today?

 

Are you going to build a category based on an unresolved market problem?

 

What if your competitor finds it before you do?

 

Is there any reason why you would not want to do a value proposition audit to find unresolved market problems?

 

Why Does Sales Growth Stall?

Why Does Sales Growth Stall?

 

Your sales team has been hitting their sales goals and it’s an exciting time for your organization. Your problem to be solved shifted from growing sales to shipping orders on time. Then something happens …what seemed like an ever-growing sales pipeline goes dark. Sales stall and in some cases decrease. Why? What causes sales growth to stall and more important what can you do to prevent sales from stalling?

It was an exciting time. Our sales team had opened the majority of the targeted new dealers we wanted and we were hitting new sales records. The President and CFO were stopping by my office to give me high fives and our senior manager meets had almost a fun playful tone. My sales people were achieving their individual sales goals, hitting bonuses they have never experienced before. Everyone, even the workers on the assembly line who were getting all the overtime they wanted were happy.

Our strategic planning meeting was spent discussing fun things like how will we invest to support this sales growth…. And then everything changed quietly, slowing at first and then our sales stalled. What happened? Why do sales stall and more important what is the plan to get our sales back on that sales velocity of 140% year over year growth we were enjoying?

I have seen the above scenario play out many times in companies. I have heard CEO’s say: “ Mark the reason we are talking to you is sales were growing strong year over year and then we hit a plateau, we are stuck and we can’t seem to get back on the same growth trajectory we one had.” 

 

What Causes sales growth to stall?

 

If you read my content you know I like to read. Like is not strong enough of a word. I have a passion to read and research topics that impact sales team’s performance. One of my mentors at Frito-Lay used to say, “Leaders are readers and if you want to be a leader the burden is on you to constantly sharpen your saw”. I recently finished an excellent book I highly recommend: When Growth Stalls, How it happens, why your stuck & and what to do about it, by Steve McKee.

A quote that jumped out at me early was …

One of the biggest challenges any business leader faces is generating consistent, profitable growth. But stalled growth is the rule, not the exception, even for the best-managed companies. That’s especially true in today’s tumultuous economic environment

The author does a great job of capturing examples of market leading companies who experienced a growth stall like; Home Depot, Bear Sterns, Excite, Lehman Brothers, McDonalds, IBM, Kodak, Lucent Technologies, Sears, Kmart, Sun Microsystems, Tidy Cat, Mercedes, The Gap, Chrysler, and many more. Growth stalls impact both large and small companies. Publicly traded market leaders and privately help family business all experience stalls.

Most companies experience a sales growth stall at some time, and some experience a number of sales plateaus.

So what causes growth stalls?

Want a quick answer?…Look for what changed!

Today’s markets are dynamic. The first question you need to ask if your sales growth stalls is: What changed? The one thing we can all count on is change. If your sales were showing strong sales velocity then stalled I promise you something changed.

Changes can occur outside your organization as well as inside.

 

Outside your organization you can have a number of factors impact your sales growth…

 

Economic downturn

Market shift

Changing Industry Dynamics

Aggressive move from a competitor

New technology

Buyers need new criteria to make buying decisions

Buyers use a new buying process

 

 

There are also internal changes that can cause a sales growth stall…

 

Change in service level

Quality of product or service decline

Chance in price model

Lack of management consensus

Loss of Focus

A dated Value Proposition 

Loss of company nerve

Inconsistency within your organization

Your culture becomes dysfunctional

 

Any one of the above can cause what the author refers to as a “seismic shift” that disrupts your sales growth. If your team experiences a number of both internal and external changes your sales growth does not just stall, it starts a steady decline. The longer it takes your team to identify what changed and make a course correction the more difficult and the longer it will take to correct. If internal and or external changes go unchecked long enough you will experience what I refer to as a sales death spiral.

The best business book I have ever read is the Bible. The Bible does not say we might face adversity…it says we WILL face adversity. Adversity is a time teams can rally together and grow united or do blame storming and drift apart.

The first step is to identify what changed or as I prefer to call it… throw the skunk on the table. It is very uncomfortable to discuss problems for most teams. Teams with strong cultures openly discuss any issues that could be preventing them from achieving their objectives. Discussing problems, like having a dated value proposition that no longer resonates with buyers, becomes emotional.( been there have the T-shirt)

Someone companies may have developed processes and procedures (web sites)  10-15 years ago and now that person sits in the CEO’s chair. If you have a strong culture and a leader with a high emotional intelligence you will discuss the issues. One sign of an unhealthy culture are what I refer to as PIMS. This stand for: Politically Incorrect Market Secrets. Your team knows the issues holding your teams back from achieving their sales objectives but they do not feel safe to share them. I actually love it when someone who reports to me says…Mark, I just don’t get it, you are asking me to ——- but the market and even the buyers at some of our accounts are saying ——-. Awesome, let’s pivot and win the business!

 

The author shares how to get your company back on a strong sales velocity track in practical and applicable ways. I highly recommend this book for two kinds of companies:

  • Companies who have experienced their sales growth stall or decline
  • Companies who have not experienced a sales growth stall (yet)

 

How about your company…

 

Have you seen your sales growth stall?

 

Has your team thrown the skunk on the table or is still just stinking up the place?

 

What other kinds of shifts/ changes have you experienced that stalled your team’s sales?

 

How did you fix them?

 

If you are in a business experiencing a sales growth stall this book will help you identify places to look that may have changed. It will also teach you ways of getting un-stuck and practical steps you can take to getting sales growth back on track.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Fix Sales Problems: Stop Playing “Kick The Can”…with Buyers

Fix Sales Problems: Stop Playing “Kick the Can”…with Buyers

 

The role of sales has changed significantly over the last 10 years. On the one side we now have buyers who now are 60% to 74% through the buying process before they speak with a salesperson. Buyers today do their research online. They check out your product, what your customers are saying about your company, your products and service, and they are doing searches on the salesperson individually. Over 90% of buyer’s today report they do not respond to cold calls. On the other side of this sales tug of war we have CEO’s and other senior team members concerned sales is leaving money on the table in how they price products. They are commonly concerned the sales team  is “selling on price” and not “selling on value.” To respond to this tug of war some salespeople often play “kick the can” with buyers and lose sales they could have won today and in the future.

When I was growing up in Cleveland Ohio a game we often played when the sun went down was kick the can. If you are not familiar with this game it is kind of like hide and seek. One person is “it” and everyone hides. The person who is “it” searches for those hiding and once found they must go back to home base, where there is a small can in the street. The game gets challenging when the person who is it, is out searching for more players, a non-captured player sneaks up to base and kicks the can freeing all those captured to hide once again. If you are “it” this game is very frustrating and would often last until our parents would call us home for the night. The more kids you had playing the more the can would be kicked and the odds of the person who was “it” ever getting to hide and have fun was rare.

When I first started my sales career we had all the information. There was no internet, chat rooms, social selling, LinkedIn industry groups or Twitter. You met with buyers, listened to problems and presented solutions. We had our sales bags with three ring binders full of sell sheets, data sheets and pricing. Buyers had to meet with you, or at least speak with you, to learn about products, and gather competitive information on the products they bought. We built relationships with buyers at target accounts and after answering the buyers’ questions over time you would work your way into an account. Buyers respected the reps who never gave up. Most reps, even today quit the sales process after two contacts but most buyers engage with new sales people after 8-12 interactions. Today however, not only are buyers searching for solutions long before they speak with a salesperson, they can conduct searches from their smart phones at any time of the day in an instant.

Buyers today have researched your product, your competitor’s product and have a perceived market price for your product or service before they speak with a salesperson. As Dave Meerman Scott shared this week’s in his post about the new edition of New Rules of Sales and Service : “many people are failing to engage their audiences by continuing to apply the old rules in a new age “.Unfortunately some salespeople are counting on getting a second chance to quote ( a second kick at the can)  and lead with a high price. They are counting on an old rule tactic of “kick the can pricing” and lose sales they could have won.

Not familiar with kick the can pricing?

It goes something like this….

A salesperson has been working an account for some time and gets an opportunity to quote a product or service. This same salesperson has heard from their leadership they need to sell on value and not price. If the salesperson does not know the market value or the value to the buyer for the product or service they quote at a high price with the assumption that if they quoted too high they will get “another kick at the can”, a second chance to quote. The trouble with the second kick at the can belief in today’s market is it just does not work. Just as sales has changed dramatically so has purchasing.

-Buyers are doing research and know a fair market value for your product or solution. Failure to fall in that range, unless you have a significant distinctive competence, breaks trust and you lose the sale (and probably all future quote opportunities).

-Buyers have seen more and more products being added to their responsibilities due to corporate consolidation. Their work load has increased based on the assumption they can leverage technology to do more with less. Buyers today want to source products that meet their buying criteria, solve purchase needs and move on to the next purchase. Kick the can pricing involves opening a purchase they have already solved. If you are trying this tactic, you must have a significant compelling reason to open a purchase they considered closed.

-Many buyers are buying just in time and make buying decisions quicker. By the time you try to kick the can again it probably has moved on.

-There are more people involved in the buying decision, particularly from new vendors. Buyers present their data and make buying recommendations to a team in some cases. The team decides who to purchase from. It is difficult (I have heard near impossible) to ask a buying committee to review a second quote from a salesperson playing kick the can.

-Buyers today often ask for proposals from 3-5 or more vendors and expect sales to lead with a price and service proposal based on the value their product or service provides. Their solution will be compared to the relative the market price the buyer discovered on their buying journey. When sales tries to kick the can, and ask for another try to win the order, they basically release all the prior captured quotes and free every other possible vendor to play the re-quote game.

-Buyers are looking for better solutions, a new supplier with a distinctive competence and if your product lacks one or has a dated value proposition, then all buyers can look at is price.

-Many buyers today have sophisticated purchasing systems that make it difficult to revisit a particular quote and some have estimator tools on what your selling price should be.

What’s the best solution to solve the “kick the can” pricing game in your organization?

Market knowledge…knowing your market, the value your product has to the customer, and having a clear value proposition.

Products today, more than ever before must be priced strategically based on the market value to the customer. Cost plus pricing and kick the can pricing games stopped working when the buying power shifted to the buyers.

Do your salespeople ask buyers for another kick at the can?

Does your sales team understand your value proposition?

Does your value proposition resonate with buyers today or is it dated?

How’s that working for you?

Has your sales close rate gone up or down in the last 12 months?

Do your buyers at your company allow salespeople to take a second (or third) kick at the can when they sell your organization?

How can we price products strategically in this “new world of sales and service?”

 

Just as buyers have more information readily available to them than ever before, sales and marketing teams also have data if they know where to look and learn to price their products and services strategically.This requires market knowledge , understanding the value your product provides to customers, and positioning .  Salespeople sell on price when they do not understand your value proposition or it no longer resonates with your buyers today.

How do you price strategically? That will be the topic of my next post.

 

Fix Sales Problems: Are “Gaps” Holding Your Sales Team Back This Year?

Fix Sales problems: Are “Gaps” Holding Your Sales Team Back This Year?

 

Do you have Gaps that need closed to improve your sales team’s performance this year? Is your team hitting their sales plan or do you have a sales problem that needs fixed? (and fast!) In this post I will share how identifying and closing three key Gaps will improve your team’s performance,  sales effectiveness and sales engagement.

I recently enjoyed the book: The Three Gaps, Are you making a difference? by Hyrum W. Smith. If you read my posts you know I like to read…Ok, I read a lot! This book was recommended in one of my social feeds and what captured my attention was the question: “Are you making a difference?” Isn’t that what we all really want at the end of the day?…to make a difference in our families, our church, our social networks and our work? Are you making a difference? The author shared in a quote…

“Inner peace comes from having serenity, balance, and harmony in our lives through the disciplined closing of three gaps”

  • Hyrum Smith

So what are these three gaps and how can I help close them to better serve others?

Values Gap

Time Gap

Beliefs Gap

Let’s unpack each one but really spend some time on the beliefs gap.

Values Gap

The values gap is the gap between what you value most, and what you are actually doing. It asks the question: How are you spending your time, energy and resources compared to where and how you want to be spending them? When you read the book the author does a great job of explaining this with a story of a beam stretched over a deep canon. Of all the crazy things to be afraid of, I am afraid of heights so this story really resonated with me. Would I run across this beam for $1000? …Probably not.  $10,000? $100,000? Now let’s add some new information…its pouring rain and winds are blowing 35 -50 mph…would you run across the beam for $ 1 million? Unfortunately I think my answer would be no. Now let’s change the scenario… I look across this deep cannon and a rain soaked beam and winds howling and see someone about to drop one of my children over the side…I would run across the beam!

“When daily Activities are in concert with your highest priorities, you have a credible claim to inner peace”

  • Hyrum Smith

 

Time Gap

For as long as I have led  teams I have heard; “ I don’t have the time to do all the things you are asking of me and have a life outside of work too” The truth is we are in absolute control of your time. Every minute, every second you are making decisions on how to spend your time. Right now you are choosing to spend time reading this content ( thanks by the way) but you are also choosing not to make that call to the new sales target, have that meeting with your underperforming sales regional manager and so on. I am choosing to write instead of watching TV right now. So we all have “time” it’s how we choose to spend it is the real issue. The author does a great job in sharing three principles to help us better manage time.

 

Beliefs Gap

This is my favorite gap and the one that I believe if we spend some time on closing we can help heal our companies, ourselves and help our sales teams get back on track. The author shares how we all have a beliefs window through which we see the world and it is a function of our age, life experiences, training and so on. Now picture this window with little see through pictures on it. These are your beliefs. I was taught at a seminar long ago: a thought, true or false, repeated over and over again becomes a belief.  So my challenge to you is what if you have incorrect beliefs on your window clouding how you see your market, your companies’ value proposition today, and your salespeople and so on? The author shares a simple test. If you want to know someone’s beliefs, check their behaviors. For example, I believe the best thing I can do to serve my company is be in the market meeting with customers and prospects listening for unresolved problems. I listen and ask questions about those problems, and even note the words they use to describe them. My friends at Pragmatic Marketing would say I am practicing “NIHOTO”. So it should not shock anyone I am writing this post from a Holiday Inn in Indianapolis after attending an industry trade show for one of our markets. If you look at my behavior: travel 50-60% of the time it shows you what I believe. The author also shares how our beliefs drive future behavior.

“Any belief that drives behavior that does not meet your basic needs over time is an incorrect belief”

  • Hyrum Smith

So let me ask you the million dollar (goal achieving) questions…

What do you believe about your markets?

What do you believe about your current customers?

What do you believe about salespeople?

What do you believe about your salespeople?

What do you believe about marketing?

How do you believe your buyers shop today?

 

Now let me ask one more question so you can get back in control of your time and serve someone…

Are your beliefs true (today)? Or are they based on some past experience or how we always to do things around here? How you answer will have more impact on your sales and future sales than you can imagine. If there are disconnects between what you as a leader in your organization believe and what is actually true it is negatively impacting your team’s performance. Your beliefs shape how you interact with team members and even the strategies you ask them to implement.

Let’s assume you are not from a sales and marketing background. Let’s assume you grew up through the ranks of your organization in other areas like accounting and maybe operations like a number of company leaders. Twenty years ago when you were working hard to serve your company, salespeople used to drive you nuts. They seemed to ask for things we were always out of stock on. They complained that what we just shipped was late and when it arrived it was defective and now the customer is upset. They all drove fancy foreign cars and when you were in accounting you saw those expense reports at expensive restaurants, golf and hotels. Or let’s say you had a bad experience with a poor example of a sales manager who only cared about his personal income, a commission junkie as I call them in other posts. So as you look through your window from now the CEO’s seat and you look through little snap shots, thoughts that you have repeated over and over again for the last 30+ years and you believe all salespeople are:

  • A pain to deal with…they are just different than everyone else
  • Always complaining, never happy
  • Are on the customer’s side and not yours
  • Not accountable
  • Commission junkie’s who only car about themselves and not the long term health of the organization
  • They lie
  • They sell on price not value
  • Spend company money foolishly
  • Feel free to fill in your own….

Can you see how those thoughts are plastered over and over again on your window explain why you don’t trust salespeople? (and why they don’t trust you?)

Chances are you probably have met poor salespeople who had bad behaviors ( like I have)  but I can assure you not all of us like that. The role of Sales has also changed over the years. Just look at the statistics on “the internet of things” and its impact on how buyers buy. Salespeople today have more resources to sharpen their saw and get more effective at their craft than ever before.

If you study why sales super stars leave organizations just like yours it might surprise you to learn it is not one of your possible beliefs: more money. (you can learn what it really is here) If you do not feel like checking out the link…the number one reason why sales super stars leave is their belief if you value them. So do you?

If you want to get the most out of your sales team it’s time to come clean. Scrub all those past thoughts repeated over and over again off your window and take the time to understand what your salespeople  and buyers are really like today and what they are doing and why. You need to practice what I refer to as clean sales management. Once you have done this, I highly recommend you and a few of your senior executives spend time meeting with customers and prospects in your markets to determine if your organizations ‘beliefs match who they really are today. I recommend you conduct win loss interviews or hire someone to do it for you and understand your markets today. They will tell you the unfiltered truth, the truth not clouded by your past.

This a great book and I highly recommend it to leaders or those wanting to be leaders to help you close the three key gaps that stand in the way of your success. We have all read articles on the impact engaged employees can have on the bottom line. Closing the 3 Gaps will fix your sales problems and help your organization get back on track to a profitable sales year.

This book is written on a much broader context to help you close three common gaps to help us as individuals. The author shares that getting our own life together is the first step in having a positive impact on the world. In this post I shared how to apply his content specifically to helping to heal sales problems.

Are Your Salespeople Guilty Of “Sales Malpractice”?

Are Your Salespeople Guilty of “Sales Malpractice”?

 

How do market leading sales teams consistently achieve and surpass sales goals? What is the secret sauce…if there is one? Why do buyers buy? The main reason why buyers buy is a feeling of trust the salesperson understands their problem to be solved and what they are proposing will solve it completely. If your salespeople are not taking the time to qualify buyer pain they are guilty of “Sales Malpractice”.

Let’s say you were feeling off, just not right. You noticed a lack of energy and you occasionally felt dizzy.  This goes on for a while then you notice when you climb stairs you have a tightness in your chest. If you are like me, you probably ignore the symptoms and hope they go away. But then one day you mention them to your wife and the next thing you know you have an appointment at the doctor’s office.

You arrive and the doctor’s office and He or She quickly looks you over and starts talking…”I see you look to be in your 50’s or so? Based on my experience my patients in their 50’s have issues with blood pressure so here’s a prescription for Lisinopril  , and you look a bit overweight so you may have type 2 diabetes so I will prescribe Meltormin . You know, based on how you are dressed I am guessing you are a busy executive, and over the last 6 months I have seen a great deal of patients like you with anxiety so I will give you a prescription for Paxil. Oh and as we age, and if you have any history of heart disease I will give you a prescription for Coumadin. Please pay my office manager on the way out.”

Question: would you trust this doctor and fill the prescriptions?

I hope your quick answer is; NO!

Why?

I heard a great quote I want to share:

“Prescription without diagnosis is malpractice “

Is the doctor in the above example a bad person? No. Is there a high probability based on the frequency he or she sees people one of the above may solve your problem? Possibly? So where did they fail, why do you lack trust in their prescriptions? The simple answer is they did not take the time to understand you. They did not run tests to determine if the symptoms you are having can be tied to a specific problem. The doctor in the above example “assumed” what has worked for people who look like you will work for you.

“Mark, this is a crazy example, no doctor would do this, and they would be sued for malpractice!”

I hear you and you are right. Now let me ask you…

Are your salespeople guilty of malpractice?

Do you know?… I mean really know for sure?

What are some signs your salespeople are guilty of  Sales Malpractice?

  • Poor close rate on new customers
  • Lower than industry gross margins
  • Not prospecting the right customers
  • Having to deliver on promises your product or service was not designed to solve
  • Poor customer satisfaction survey results
  • Low repeat purchase percentage
  • New accounts slow to pay and or request return authorizations

If you ask salespeople why buyers buy and why they don’t you will often hear one of two reasons;

  • Price
  • Relationship with current vendor

If you ask buyers why they buy and why they don’t “price” is not on the list. You will hear things in the win loss call like;

  • Salesperson did not do their research on our company, asked me questions my web site could have answered
  • Salesperson did not understand the problem(s) I need to solve, so I did not trust their proposal ( prescription)
  • Salesperson assumed what my problems were and pitched me asking for my current vendors business.
  • Since I do not understand how this new salesperson and the company they represent are different, all I can do is compare price

Years ago I heard a great quote: Salespeople are like water and they seek the path of least resistance” If you are a salesperson you have that sales goal monkey on your back. You are accountable to a specific number and everyone in the company sees your results and asks questions if you fail sell. A common problem I have seen salespeople do is what we refer to as “spill their candy in the lobby” in hopes of closing sales faster.

When salespeople meet with buyers they have a bag of offerings (their candy) they can offer. Maybe it’s an onsite audit of your current system for free for a large commitment. Maybe they can offer extended terms if they need to. Your company may have the ability to do 100% outgoing product inspection, and if it’s a retail product your sales may be  empowered to offer free ½ page ad to support a large enough order.   The salesperson is so anxious to sell and get their goal monkey off their back they proceed to spew all offerings hoping one or more connects. In my training I refer to this also as “Feature and Benefit BINGO”. As I shared in a video in 2010;

Feature and benefit BINGO is a game untrained salespeople play far too often. They “show up and then they throw up” and they spew all the features and benefits they can think of waiting for your buyer to jump up and yell”…BINGO….I get it….I figured out what problems you can solve for me…”

Will a salesperson occasionally make a sale this way? Sure. What I recommend is teaching your salespeople meaningful questions by market and by buyer persona type that helps them clearly and completely understands the buyer’s pain. If your salespeople fail to understand pain they are guilty of Sales Malpractice and it will cost you….

  • Sales you could have won
  • Profits if you win the sale
  • Customer retention
  • And worst of all cause” brand damage

How about your company….

Are your salespeople guilty of Sales Malpractice?

Have you experienced any of the above signs of Sales Malpractice?

Have you seen other signs of Sales Malpractice?

Our markets are more competitive than ever before in the history of your business. Your buyer’s problems change and your salespeople must be skilled at asking questions, qualifying pain and prescribing solutions that make that pain go away. The quickest way to see if your salespeople are spilling their candy in the lobby is attend 7-10 sales calls with them. Once you train your team to diagnose buyer current pain you will be back on track to achieving your sales objectives.

Photo credits http://www.abpla.org/what-is-malpractice