I think you'll find this article on closing of great value. Enjoy!
Are You Missing the Close?
By Robert Middleton
I tend to spend a lot of time writing about the front-end of marketing -- getting attention -- but not so much about the tail end -- the close. I'm becoming convinced that people are just as bad, if not worse, at closing than they are at getting attention. And this means that business that should by all rights be yours is slipping through your fingers.
And there's a lot of misunderstanding about closing. Closing isn't a one- time thing you do at the end of the sales process; it's something you do several times throughout the process.
But first, what exactly is a close?
A close is a question that asks for some kind of commitment. It asks for a decision (yes or no) or for a choice (this or that).
If you're not closing, you're "pouring from the empty into the void"; that is, just talking is going on. Information is being conveyed, questions are being asked, answers are being given, but no decision or choice is ever asked for or made. And the sale never happens.
Here are some opportunities for closes that you may be missing.
You meet someone in person and they show interest in your services. Instead of just exchanging cards, you use this close: "I have a report on improving teamwork. Can I send you a copy?"
You have asked and they will usually agree to receive your report. This first close paves the way for the next step in the process. And you have also put the "law of value" into action, which increases their level of interest in you and your services.
Add even more value by offering to assist in some way. You might be able to offer a resource, an idea or provide feedback of some kind. You make a suggestion and close by asking for a decision: "I'd be happy to review your brochure. I'll take a look and get back to you with some suggestions. Can you send me a copy?" Close accomplished, which gets you an automatic invitation to follow up.
Closes can also be used to screen out or qualify prospects and save you a lot of time and misunderstanding.
If someone calls and asks if you do a certain type of consulting, for instance, you answer with your Audio Logo and then close:
"What I specialize in is working with companies whose meetings are killing their productivity and who want meetings to actually increase productivity. Is this what you're looking for?" If the answer is "yes," you've saved a lot of time and can take the next step.
Closes can be used to nail down commitment when people are showing real interest, but haven't yet taken the final step. This is when you tell them exactly what to do.
They say, "I think executive coaching for our management team is a good idea." You say, "So do I. Here's the first step I recommend. (Name the step.) How does that sound to you? If they say "good," you have the sale.
My favorite close, however, is getting the prospect to ask you to close. If closing is the prospect's idea, then there is little or no resistance. I find this works well when I have a qualified prospect on the phone.
I spend most of the time asking questions, giving examples of results I've produced with other clients, and suggesting ideas they might try as well. I never explain how my services work until they ask. When they ask how I work they are really asking me to close. Don't miss it. It's time to nail down a decision or choice.
I usually explain briefly how my services are structured and how they are priced and then ask a very non-threatening question: "Does that work for your budget right now?" This is so much less stressful than directly asking if they'd like to work with you. If it works for their budget, then they have said they are ready to move forward.
Start looking for opportunities to close; that is, opportunities to ask for a decision or a choice. Several positive decisions inevitably lead to the final decision to work with you.
* An old sales saying goes, "Close early and close often." This is good advice, but usually misunderstood. It doesn't mean put on the pressure and make your prospects feel uncomfortable. It simply means asking for small decisions in the course of the sales process.
* Closes should never look formulaic. That is, when you close, you shouldn't look like you're using a technique. That's a turn- off and feels manipulative. Every time you ask a closing question you should sincerely want to know the answer. Your attention is very much on the prospect.
* Sales-closing techniques are neutral. That is, they are not manipulative in and of themselves. They become manipulative if your intention is to trick, deceive or cheat. So don't avoid using closing techniques just because you don't want to be seen as a "sales type."
* The opposite of closing is "order-taking." That is, you don't try to do anything to move the sale forward. You just wait to see what they want to do and then you tell them what you offer. Order- takers think they are being low-pressure and appropriate. They're really just missing the boat.
* In closing, timing is everything. It takes real listening and tuning into your prospect to close at the right time. You only get good at it by doing it a lot. The more contact you have with prospects, the better closer you'll become -- but only if you work at it!
"By Robert Middleton of Action Plan Marketing. Please visit Robert's web site at (http://www.actionplan.com) for additional marketing articles and resources on marketing for professional service business."
--
Make it a great day and a successful week!
Ron S. La Vine, MBA, President
Accelerated Sales Training, Inc.'s -
Live Cold Call New Business Development Sales Training™
Helping you Break into Large Accounts™
638 Lindero Canyon Road, Suite 283
Oak Park, CA 91377
818-991-6487 Office PST
818-519-3852 Mobile
818-991-5938 Fax
mailto:rslavine@ast-incorp.com
http://www.ast-incorp.com
Complimentary Sales Tips -
http://www.ast-incorp.com.com/free.htm
Join me at LinkedIn -
http://www.linkedin.com/in/ronlavine
Showing posts with label Sales Reporting Telesales. Show all posts
Showing posts with label Sales Reporting Telesales. Show all posts
Saturday, August 14, 2010
Friday, August 13, 2010
Has Your Career Derailed?
Dr. Frankel, in her book "Overcoming Your Strengths, 8 Reasons Why Successful People Derail and How to Get Back on Track provides the following reasons why people maybe letting their strengths be their downfall.
Reason 1. Overlooking the Importance of People
Strategy: Build strong one on one relationships.
We build our reputations early in our careers on competence. We remain successful, however, based on a combination and the eight reasons listed here.
Reason 2. Inability to Function Effectively in a Work Group
Strategy: Become an integral member of your team.
People who create strong support systems consisting of relationships with individuals may derail due to their inability to participate as members of task forces or project teams.
Reason 3. Failure to Focus on Image and Communication
Strategy: Capitalize on the power of perception.
Research shows that a full 90% of the impression you make is based upon how you look (50%), how you sound (40%) and what you say (10%). A rule of thumb in business is that you should not dress for the job that you have, but rather dress for the one you want.
Reason 4. Insensitivity to the Reactions of Others
Strategy: Craft a winning personality.
A pleasing personality includes having self-confidence and insight into how you affect others, relating to all kinds of people and making them feel easy around you, knowing that you don't control everyone and everything, striving to act with integrity at all times, treating others the way you would want to be treated and acting graciously even in the most difficult situations.
Reason 5. Difficulty Working with Authority
Strategy: Learn how to manage up.
Managing up means that you are aware of the need to cultivate a relationship with management that produces satisfactory results for both parties.
Reason 6. Too Broad or Too Narrow Vision
Strategy: Balance detail organization with strategic thinking.
To avoid derailment become good at both. Don't sacrifice close attention to detail for broader, more strategic thinking and vice versa.
Reason 7. Indifference to Customer or Client Needs
Strategy: Develop a "Can-Do" attitude.
People who avoid career derailment go above and beyond the obvious job requirements or requests - they anticipate needs and meet them without being prodded.
Reason 8. Working in Isolation
Strategy: Network for success.
With the proliferation of information technology, and the increasingly popular movement towards team-based efforts, individuals are no longer expected to perform their job responsibilities in isolation. Today's sales rep is expected to function interdependently with a large base of information accessible through his or her relationships with others.
In conclusion, until one is committed there is hesitancy, the chance to draw back, always ineffectiveness. Concerning all acts of initiatives (and creation), there is one elementary truth, the ignorance of which kills countless ideas and splendid plans: that the moment one definitely commits oneself, then providence moves too.
Consider your strengths and take steps to break old patterns and overcome them. Life is too short not to get the success you deserve.
Lois P. Frankel, Ph.D.
LPFrankel@corporatecoachingintl.com
(http://www.corporatecoachingintl.com)
626-405-7310 (phone)
626-405-7312 (fax)
--
Make it a great day and a successful week!
Ron S. La Vine, MBA, President
Accelerated Sales Training, Inc.'s -
Live Cold Call New Business Development Sales Training™
Helping you Break into Large Accounts™
638 Lindero Canyon Road, Suite 283
Oak Park, CA 91377
818-991-6487 Office PST
818-519-3852 Mobile
818-991-5938 Fax
mailto:rslavine@ast-incorp.com
http://www.ast-incorp.com
Complimentary Sales Tips -
http://www.ast-incorp.com.com/free.htm
Join me at LinkedIn -
http://www.linkedin.com/in/ronlavine
Reason 1. Overlooking the Importance of People
Strategy: Build strong one on one relationships.
We build our reputations early in our careers on competence. We remain successful, however, based on a combination and the eight reasons listed here.
Reason 2. Inability to Function Effectively in a Work Group
Strategy: Become an integral member of your team.
People who create strong support systems consisting of relationships with individuals may derail due to their inability to participate as members of task forces or project teams.
Reason 3. Failure to Focus on Image and Communication
Strategy: Capitalize on the power of perception.
Research shows that a full 90% of the impression you make is based upon how you look (50%), how you sound (40%) and what you say (10%). A rule of thumb in business is that you should not dress for the job that you have, but rather dress for the one you want.
Reason 4. Insensitivity to the Reactions of Others
Strategy: Craft a winning personality.
A pleasing personality includes having self-confidence and insight into how you affect others, relating to all kinds of people and making them feel easy around you, knowing that you don't control everyone and everything, striving to act with integrity at all times, treating others the way you would want to be treated and acting graciously even in the most difficult situations.
Reason 5. Difficulty Working with Authority
Strategy: Learn how to manage up.
Managing up means that you are aware of the need to cultivate a relationship with management that produces satisfactory results for both parties.
Reason 6. Too Broad or Too Narrow Vision
Strategy: Balance detail organization with strategic thinking.
To avoid derailment become good at both. Don't sacrifice close attention to detail for broader, more strategic thinking and vice versa.
Reason 7. Indifference to Customer or Client Needs
Strategy: Develop a "Can-Do" attitude.
People who avoid career derailment go above and beyond the obvious job requirements or requests - they anticipate needs and meet them without being prodded.
Reason 8. Working in Isolation
Strategy: Network for success.
With the proliferation of information technology, and the increasingly popular movement towards team-based efforts, individuals are no longer expected to perform their job responsibilities in isolation. Today's sales rep is expected to function interdependently with a large base of information accessible through his or her relationships with others.
In conclusion, until one is committed there is hesitancy, the chance to draw back, always ineffectiveness. Concerning all acts of initiatives (and creation), there is one elementary truth, the ignorance of which kills countless ideas and splendid plans: that the moment one definitely commits oneself, then providence moves too.
Consider your strengths and take steps to break old patterns and overcome them. Life is too short not to get the success you deserve.
Lois P. Frankel, Ph.D.
LPFrankel@corporatecoachingintl.com
(http://www.corporatecoachingintl.com)
626-405-7310 (phone)
626-405-7312 (fax)
--
Make it a great day and a successful week!
Ron S. La Vine, MBA, President
Accelerated Sales Training, Inc.'s -
Live Cold Call New Business Development Sales Training™
Helping you Break into Large Accounts™
638 Lindero Canyon Road, Suite 283
Oak Park, CA 91377
818-991-6487 Office PST
818-519-3852 Mobile
818-991-5938 Fax
mailto:rslavine@ast-incorp.com
http://www.ast-incorp.com
Complimentary Sales Tips -
http://www.ast-incorp.com.com/free.htm
Join me at LinkedIn -
http://www.linkedin.com/in/ronlavine
Wednesday, August 11, 2010
Sales Reporting or Sales Planning?
I found an interesting article in Sales & Marketing (www.SalesAndMarketingMag.com) It was written by John Graham, president of Graham Communications, Quincy, MA (http://www.grahamcomm.com/home.htm). The question posed was "Does the weekly sales report still have value?"
I adapted Mr. Graham's article to look at a bigger picture or what I call the Sales Planning Process.
Where are you now?
Where do you want to be?
How do you plan to get there?
Now take action.
Throughout Mr. Graham's response he asks questions I feel are more important than solely determining if a sales report is still needed. In validating, the use of a sales report Mr. Graham said the report should help the salesperson answer five critical questions.
1. How am I using my time?
If you are in sales, ask yourself the following.
Am I conscious of where my selling time is being used?
Am I making calls on my most profitable or most comfortable clients?
Can some of my face to face calls be replaced by more time and cost effective phone calls?
If you are in management or sales management ask yourself the following.
How much time are my reps spending on non-selling tasks such as meetings?
What is the effect of these meeting interruptions on the productivity of my sales rep?
How can I increase my sales by reducing or eliminating non-selling tasks?
2. How good am I at understanding a client's business?
Do I have a clear grasp on what is happening in each client's business?
What are the problems facing the industry?
Were and what are my client's objectives?
How do my company and me fit into all of this?
What can we do to be helpful and add value to our client relationships?
What must we be doing to become an indispensable vendor, supplier or partner?
3. How effective is my planning?
Do I know who I am going to see and why?
Do I have everything down in writing so I am not depending on my memory?
How am I going to use my time day by day next week?
What do I need to accomplish with these clients over the next thirty days?
4. What is going on within my territory?
"Salespeople need to understand what they see and hear about current customers, prospects and competitors. Sales reps are their company's intelligence agents. But those in sales must recognize that even if the tidbits of information they obtain don't seem to make sense or appear to possess value, the individual pieces can serve to create a helpful picture."
I am constantly reminding my students the answers they are seeking are within the little details. Are you paying attention and keeping track of the little details?
5. Who should become a client?
What is the profile of my company's most profitable client?
What is the prospecting strategy both the sales rep and sales management have adapted for evaluating and cultivating these types of prospects?
Are you capturing and using this type of information? If so, great! If not, why not? When you are answering these questions on a regular basis, you will not only have justified a weekly sales report (assuming you use one), you'll be able to make better use of your time.
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Resources for Last Weeks Issue on Calculating ROI
=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=
Going back briefly to last week's subject "Different Methods of Calculating ROI", I found a web site that has the different formulas for calculating ROI.
On this page you will gain access to the Corporate Finance Live web site. www.prenhall.com/divisions/bp/app/cfldemo/Contents.html
ROI Concepts and Calculators
* Time Value of Money Calculator
* Cash Flow Calculator
* Capital Budgeting Calculator
* Expected Return Calculator
* Two Asset Portfolio Calculator
* External Financing Needed Calculator
I have found the most believable ROI calculations use smaller assumptions to make their point. For example if the going hourly rate for a programmer is $85, then use on $50 or even $40 in your equation.
If an executive saves money when the variable is $40 an hour, ask them to imagine how much they will save if the variable is what the going marketplace is paying.
Our prospects and clients are increasingly turning to ROI calculations to justify large capital expenditures.
Since this is the way executives want to buy, we must be ready to help them by having our ROI calculations prepared well in advance.
--
Make it a great day and a successful week!
Ron S. La Vine, MBA, President
Accelerated Sales Training, Inc.'s -
Live Cold Call New Business Development Sales Training™
Helping you Break into Large Accounts™
638 Lindero Canyon Road, Suite 283
Oak Park, CA 91377
818-991-6487 Office PST
818-519-3852 Mobile
818-991-5938 Fax
mailto:rslavine@ast-incorp.com
http://www.ast-incorp.com
Complimentary Sales Tips -
http://www.ast-incorp.com.com/free.htm
Join me at LinkedIn -
http://www.linkedin.com/in/ronlavine
I adapted Mr. Graham's article to look at a bigger picture or what I call the Sales Planning Process.
Where are you now?
Where do you want to be?
How do you plan to get there?
Now take action.
Throughout Mr. Graham's response he asks questions I feel are more important than solely determining if a sales report is still needed. In validating, the use of a sales report Mr. Graham said the report should help the salesperson answer five critical questions.
1. How am I using my time?
If you are in sales, ask yourself the following.
Am I conscious of where my selling time is being used?
Am I making calls on my most profitable or most comfortable clients?
Can some of my face to face calls be replaced by more time and cost effective phone calls?
If you are in management or sales management ask yourself the following.
How much time are my reps spending on non-selling tasks such as meetings?
What is the effect of these meeting interruptions on the productivity of my sales rep?
How can I increase my sales by reducing or eliminating non-selling tasks?
2. How good am I at understanding a client's business?
Do I have a clear grasp on what is happening in each client's business?
What are the problems facing the industry?
Were and what are my client's objectives?
How do my company and me fit into all of this?
What can we do to be helpful and add value to our client relationships?
What must we be doing to become an indispensable vendor, supplier or partner?
3. How effective is my planning?
Do I know who I am going to see and why?
Do I have everything down in writing so I am not depending on my memory?
How am I going to use my time day by day next week?
What do I need to accomplish with these clients over the next thirty days?
4. What is going on within my territory?
"Salespeople need to understand what they see and hear about current customers, prospects and competitors. Sales reps are their company's intelligence agents. But those in sales must recognize that even if the tidbits of information they obtain don't seem to make sense or appear to possess value, the individual pieces can serve to create a helpful picture."
I am constantly reminding my students the answers they are seeking are within the little details. Are you paying attention and keeping track of the little details?
5. Who should become a client?
What is the profile of my company's most profitable client?
What is the prospecting strategy both the sales rep and sales management have adapted for evaluating and cultivating these types of prospects?
Are you capturing and using this type of information? If so, great! If not, why not? When you are answering these questions on a regular basis, you will not only have justified a weekly sales report (assuming you use one), you'll be able to make better use of your time.
=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=
Resources for Last Weeks Issue on Calculating ROI
=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=
Going back briefly to last week's subject "Different Methods of Calculating ROI", I found a web site that has the different formulas for calculating ROI.
On this page you will gain access to the Corporate Finance Live web site. www.prenhall.com/divisions/bp/app/cfldemo/Contents.html
ROI Concepts and Calculators
* Time Value of Money Calculator
* Cash Flow Calculator
* Capital Budgeting Calculator
* Expected Return Calculator
* Two Asset Portfolio Calculator
* External Financing Needed Calculator
I have found the most believable ROI calculations use smaller assumptions to make their point. For example if the going hourly rate for a programmer is $85, then use on $50 or even $40 in your equation.
If an executive saves money when the variable is $40 an hour, ask them to imagine how much they will save if the variable is what the going marketplace is paying.
Our prospects and clients are increasingly turning to ROI calculations to justify large capital expenditures.
Since this is the way executives want to buy, we must be ready to help them by having our ROI calculations prepared well in advance.
--
Make it a great day and a successful week!
Ron S. La Vine, MBA, President
Accelerated Sales Training, Inc.'s -
Live Cold Call New Business Development Sales Training™
Helping you Break into Large Accounts™
638 Lindero Canyon Road, Suite 283
Oak Park, CA 91377
818-991-6487 Office PST
818-519-3852 Mobile
818-991-5938 Fax
mailto:rslavine@ast-incorp.com
http://www.ast-incorp.com
Complimentary Sales Tips -
http://www.ast-incorp.com.com/free.htm
Join me at LinkedIn -
http://www.linkedin.com/in/ronlavine
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