By Alan Chapman
Writing letters, reports, notes and other communications are important skills for business and personal life. Good letters help to get results, where poor letters fail. People judge others on the quality of their writing, so it's helpful to write well. Here are some simple tips for writing letters and communications of all sorts.
Generally, whatever you are writing, get to the main point, quickly and simply. Avoid lengthy preambles. Don't spend ages setting the scene or explaining the background, etc.
If you are selling, promoting, proposing something you must identify the main issue (if selling, the strongest unique perceived benefit) and make that the sole focus. Introducing other points distracts and confuses the reader.
Use language that your reader uses. If you want clues as to what this might be imagine the newspaper they read, and limit your vocabulary to that found in the newspaper.
Using the reader's language ideally extends to spelling for US-English or UK-English. It's difficult on this webpage, or other communications designed for mixed audiences, but when possible in your own work acknowledge that US and UK English are slightly different. Notably words which end in IZE in US English can quite properly be spelled ISE in English, for example: organise/organize, specialise/specialize, etc. Similarly many words ending in OUR in UK English are spelled OR in US English, for example favour/favor, humour/humor, colour/color, etc.
Avoid obvious grammatical errors, especially inserting single apostrophes where incorrect, which irritates many people and which is seen by some to indicate a poor education.
Probably the best rule for safe use of apostrophes is to restrict their use simply to possessive (e.g., girl's book, group's aims) and missing letters in words (e.g., I'm, you're, we've).
The following paragraphs attempt to explain some of the more complex rules for apostrophes, and I'm grateful to David Looker for helping me to bring better clarity to this confusing situation. Language is not a precise science and certain aspects, notably rules governing the use of apostrophes, are open to interpretation.
By way of introduction to apostrophes, here are some examples of common mistakes:
The team played it's part (should be: the team played its part - its, although possessive, is like his, my, hers, theirs, etc., and does not use the possessive apostrophe).
Its been a long day (should be: it's been a long day - it's is an abbreviation of it has)
Your correct (should be: you're correct - you're is an abbreviation of you are)
One months notice (should be: one month's notice - the notice is governed by the month, hence the possessive apostrophe)
The groups' task (should be: the group's task - group is a collective noun and treated as singular not plural)
The womens' decisions (should be the women's decisions - same as above - women is treated as singular, irrespective of the plural decisions).
The purpose of a single apostrophe is to indicate missing letters, as in I'm happy, or you're correct, and word constructions like don't, won't, wouldn't, can't, we've, etc. Apostrophes are also used to indicate when something belongs to the word (possessive), as in the girl's book.
This extends to expressions like a day's work, or a month's delay. The possessive apostrophe moves after the S when there is more than one subject in possession, for example the girls' fathers, or the footballers' wives, or three weeks' notice, but not for collective nouns like the children's toys, the women's husbands, or the group's aims.
And take care with the word its, as in the dog wagged its tail, where (as with his and hers) the apostrophe is not used, and should not be confused with it's, meaning it is, which does use the apostrophe according to the missing letters rule. Apostrophes are generally considered optional but are not 'preferred' (which basically means that fewer people will regard the usage as correct) in pluralised abbreviations such as OAPs, and tend not to be used at all in well known abbreviations such as CDs and MPs.
Increasingly, apostrophes in common abbreviations such as CD's and MP's are considered by many to be incorrect, and so on balance are best avoided.
The use of apostrophes is more likely to be preferred and seen as correct where the abbreviation contains periods, such as M.P.'s or Ph.D.'s, although in general the use of periods and apostrophes in abbreviations is becoming less popular and therefore again is probably best avoided. In single-case communications (all capitals, or no capitals - which is increasingly popular in emails and texts) omitting apostrophes in pluralised abbreviations can cause confusion, so forms such cds or CDS should be avoided if possible, although the 'correct' punctuation in this context is anyone's guess.
Grammatical rules change much slower than real life. Other plural abbreviations or shortened words such as photos (photographs), mics (microphones), could technically still be shown as photo's and mic's, reflecting older traditional use of the apostrophe in abbreviated words, but these days this is generally considered to be incorrect.
The use of apostrophes in numbers, such as 1980's or over-50's, is also less popular than a generation ago, and whilst optional, apostrophes in numbers are increasingly regarded as incorrect, so the safer preferred forms for the examples shown are 1980s and over-50s. The use of apostrophes is still preferred for pluralising short words which do not generally have a plural form, such as in the statement: there are more x's than y's, or do's and don't's.
The last example makes for a particularly confusing form and is another common spoken term that's probably best avoided putting in print or in any sort of formal communication (because even if you get it right there's a good chance that the reader will think it wrong anyway..)
Aside from the safe recommendation above to generally restrict apostrophes to missing letters and possessive words, if in doubt, try to see what rules the reader or the audience uses for such things - in brochures, on websites, etc., and then, unless they are patently daft, match their grammatical preferences accordingly.
Use short sentences. More than fifteen words in a sentence reduces the clarity of the meaning. After drafting your communication, seek out commas and 'and's, and replace with full-stops.
Write as you would speak - but ensure it's grammatically correct. Don't try to be formal. Don't use old-fashioned figures of speech. Avoid 'the undersigned', 'aforementioned', 'ourselves', 'your goodselves', and similar nonsense. You should show that you're living in the same century as the reader.
As to how informal to be, for example writing much like normal every day speech (for example I'd, you'd, we've) bear in mind that some older people, and younger people who have inherited traditional views, could react less favourably to a writing style which they consider to be the product of laziness or poor education. Above all it is important to write in a style that the reader is likely to find agreeable.
Avoid Jargon, Acronyms, Technical Terms Unless Essential
Don't use capital letters - even for headings. Words formed of capital letters are difficult to read because there are no word-shapes, just blocks of text. (We read quickly by seeing word shapes, not the individual letters.)
Sans serif fonts (like Arial, Helvetica and this one, Tahoma) are modern, and will give a modern image. Serif fonts (like Garamond, Goudy and this one, Times), are older, and will tend to give a less modern image.
Sans serif fonts take longer to read, so there's a price to pay for being modern. This is because we've all grown up learning to read serif fonts. Serif fonts also have a horizontal flow, which helps readability and reading comfort. (Serif fonts developed before the days of print, when the engraver needed to create a neat exit from each letter.)
Avoid fancy fonts. They may look clever or innovative, but they are more difficult to read, and some are nearly impossible.
Use 10-12 point size for body copy (text). 14-20 point is fine for main headings, bold or normal. Sub-headings 10-12 bold.
Any printed material looks very untidy if you use more than two different fonts and two different point sizes. Generally the fewer the better.
If your organisation stipulates a 'house' font then use it.
If your organisation doesn't then it should do.
Black text on a white background is the easiest colour combination to read. Definitely avoid coloured backgrounds, and black.
Avoid background graphics or pictures behind the text.
Italics are less easy to read. So is heavy bold type.
If you must break any of these font rules, do so only for the heading.
Limit main attention-grabbing headings to no more than fifteen words.
In letters, position your main heading between two-thirds and three-quarters up the page. This is where the eye is naturally drawn first.
Use left-justified text as it's easiest to read.
Avoid fully justified text as it creates uneven word spaces and is more difficult to read.
Remember that effective written communication is enabling the reader to understand your meaning in as few words as possible.
Writing Letters
Generally if you can't fit it all onto one side of a standard business sheet of paper, start again.
Whether writing a letter of complaint, introduction, or proposition - you must keep it brief.
If your letter can't be read and understood in less than 20 seconds it has limited chances of success. It used to be 30 - this time limit gets shorter every year.
Think about the purpose of your letter. It will rarely be to resolve something completely. It will more often be to establish a step along the way. So concentrate just on that step.
For example - letters of introduction should not try to sell a product. They should sell the appointment.
Writing Reports - Template Structure
Typical structure template for writing a report:
Title, author, date.
Contents.
Introduction and Terms of Reference (or aims/scope for report).
Executive Summary (1-2 pages maximum) containing main points of evidence,recommendations and outcomes.
Background/history/situation.
Implications/issues/opportunities/threats, with source-referenced facts and figuresevidence.
Solution/action/decision options with implications/effects/results, including financials and parameters inputs and outputs.
Recommendations and actions with input and outcomes values and costs, and if necessary return on investment.
Appendices.
Optional Bibliography and Acknowledgements.
Map out your structure before you begin researching and writing your report.
Ensure the purpose, aims and scope of the report are clearly explained in your terms of reference.
The executive summary should be be very concise, summarising the main recommendations and findings. Provide interpretation of situations and options. Show the important hard facts and figures. Your recommendations should include implications, with values and costs where applicable. Unless yours is a highly complex study, limit the executive summary to less than two sides of standard business paper.
The body of the report should be divided into logical sections. The content must be very concise. Use hard facts and figures, evidence and justification. Use efficient language - big reports with too many words are not impressive. The best reports are simple and quick to read because the writer has properly interpreted the data and developed viable recommendations.
Do not cram lots of detail, diagrams, figures, evidence, references etc., into the main body of the report. Index and attach these references as appendices at the end of the report.
Where you state figures or evidence you must always identify the source.
Show figures in columns. Try to support important figures with a graph.
If it's appropriate to acknowledge contributors then do so in the introduction or a separate section at the end.
Writing Reports When You're Not Sure What's Required
If ever you are confronted with the task of writing a report and you are unsure of how to go about it, here are some tips.
It's common to be asked to write reports in business and organisations, for all kinds of reasons. Sometimes reports are required for good reasons - sometimes they are simply a waste of time. Sometimes reports are requested with clear terms of reference and criteria, but mostly they are not. It's common for reports to be requested with only a vague idea given as to what is actually needed - commonly there is no written 'brief' or specification.
The writer then spends days agonizing over what the report should include and look like, how long it should be, whether to include recommendations, whether to attach detailed information, etc. All this confusion is unnecessary and can be avoided by asking some simple questions.
Many people new to report-writing think that it's not the done thing to ask what the report should look like, often for fear of appearing unsure or incapable. But the fact is that before writing reports or business plans of any sort the writer should always first seek clarification of exactly what's required.
Don't assume that the request is reasonable and properly thought-through - in many cases it will not be. If the request for a written report is not perfectly clear, ask for clarification. Experienced people ask and seek clarification all the time - it's perfectly sensible and logical to do so.
Seeing sample reports from other industries and organisations is not always very helpful. Sample reports from completely different situations can be very misleading, aside from which, good sample reports are actually quite difficult to find anyway because most are subject to commercial or other confidentiality. In any event, there are so many different types of reports and report formats that there's no guarantee that an example from elsewhere would be right for your particular situation.
You are often better simply to follow the guidelines above, and avoid wasting time looking for elusive report examples. Trust your own judgement. Creating a sensible structure and building your own report is generally quicker and better than seeking inspiration elsewhere.
Importantly ask your employer or boss or client (whoever has requested the report) for their ideal format and if appropriate ask for examples of what they consider a suitable format for them. It's perfectly reasonable to seek clarification in this - you are not a mind-reader. There's a whole load of mystique around reports and business plans which is rarely dispelled because folk are afraid to ask - so break the cycle of doubt and assumption - ask.
As already explained, when writing anything - especially reports - the shorter the better is normally the case, especially when the audience is senior and strategic management or directors.
In truth most long reports generally don't get read, and what's worse is that some bosses don't have the sense to help the writers see how they could have submitted something far shorter. So the mystique persists.
Everyone - especially people new to report-writing thinks they should know how to do it, and nobody generally puts their hand up and dares to break the taboo by asking "What exactly do you want this report to look like?" In fact many bosses can't write a decent report themselves, which makes them even less likely to offer to explain what's required.
So, when faced with your next vague request to "Write a report..", cut through the crap, as they say, break the taboo, and ask people what they want:
Discuss and agree the report specification with the person requesting it - if they aren't sure themselves, then help them to define the criteria by asking helpful questions, such as -
Is there a written specification or 'terms of reference' for this report?
Where did the original request for this report come from and what do you think they expect and need?
Can we find out more about what is expected from this report?
How many words or pages?
Who is this report for and what will they use it for?
What format do you (or they) prefer?
Would people actually prefer a PowerPoint presentation of the main points instead of a bloody great big report that no-one will bother to read?
Do you want recommendations and actions in the report? Or just a conclusion?
Do you want detail referenced and appended or available on request?
Is this report really truly necessary? - might there be a better quicker more effective way to give the person asking for it what they actually need, whatever that is?
If you don't know what someone wants a report to be like, or what the report is for, then don't let people kid you into thinking that you should be able to guess.
Ask some helpful questions to agree a sensible report format, length, outcomes, etc., and you'll avoid the agonizing guesswork, and save everyone's time.
Finally - when you yourself next have to ask one of your people, or a supplier, or anyone else for that matter, to "write a report..", think about all of the above carefully and ask yourself the questions that will help you first confirm that a report is actually necessary, and then to define and provide clear and helpful guidelines, or a specification, or 'terms of reference', so that the person having to write the report can fully understand what sort of report is required and why.
Additional tips and templates for writing plans and reports are the business planning section.
See also the section on delegation, which relates strongly to requesting reports.
And the notes about personal brainstorming and note-taking for planning, decision-making, and generally organizing your thoughts.
I am grateful to Stewart Dixon for his help in refining this webpage.
The use of this material is free provided copyright (see below) is acknowledged and reference or link is made to the www.businessballs.com website. This material may not be sold, or published in any form. Disclaimer: Reliance on information, material, advice, or other linked or recommended resources, received from Alan Chapman, shall be at your sole risk, and Alan Chapman assumes no responsibility for any errors, omissions, or damages arising. Users of this website are encouraged to confirm information received with other sources, and to seek local qualified advice if embarking on any actions that could carry personal or organisational liabilities. Managing people and relationships are sensitive activities; the free material and advice available via this website do not provide all necessary safeguards and checks. Please retain this notice on all copies.
© alan chapman 1995-2011
Wednesday, April 20, 2011
Saturday, April 2, 2011
STEPPING OUTSIDE YOUR “COMFORT AREA”
By Ron LaVine, MBA
President of Accelerated Sales Training, Inc.
The challenge is to reduce the gap between your actual performance (inside the comfort area) vs. your potential performance (outside the comfort area).
____________________________________________
Outside the "Comfort Area" - Potential Performance
____________________________________________
(Gap)
Inside the "Comfort Area" - Actual Performance
(Gap)
____________________________________________
Outside the "Comfort Area" - Potential Performance
____________________________________________
The Japanese have a term for this called "Kaizen" or the implementation of continuous incremental improvement. Simply put, this is doing what you are currently doing but learning new ways to expand your ability to do it better.
Applying this to yourself, you might look at the two of the basic skills for successfully conducting business over the phone. They are the Planning Arena and the Account Qualification Process. These skills have a number of components with room for incremental improvement once you decide to move out of your "Comfort Area."
Areas for improvement in the Planning Arena might include looking at how you:
Set your call objectives,
Prepare yourself before beginning a call,
Maximize your energy during the day,
Determine the intervals between your calls,
See yourself achieving your goals,
Examine your current pattern of making calls,
Handle your weaknesses once they've been identified.
Account Qualification area improvements may include:
Examining what are the common characteristics of your most profitable or and "ideal prospect",
Preparing questions to find these characteristics,
Planning how you can create a good first impression, build trust and credibility,
Expressing your confidence in a relaxed manner,
Matching and modeling the speed, volume and tone of what how your contact speaks,
Following the 80/20 rule of listening (this rule says we need to invest 80% of your time listening and only 20% speaking).
IMPROVING YOUR "COMFORT AREA" FUNDAMENTALS
"Comfort Area Fundamentals" include improving your:
Abilities,
Education & Knowledge,
Achievement Orientation.
An incremental increase in the “Comfort Area Fundamentals” allows you to expand the way you operate and will, if constantly put into practice, lead to greater performance. This is why it is important for you to consistently focus on and practice improving the "fundamentals" so it becomes easier when you find yourself outside your "Comfort Area."
Abilities
Ability is defined as the power to do. Will your future be a series of goals you've set or a series of accidents? You are a problem solver not a peddler or a pusher. What I hear, I forget; What I see, I remember; What I do, Becomes a Part of Me. Being the best is not as important as doing your best.
Education and Knowledge
Napoleon Hill in his book Laws of Success (published by Success Unlimited in Chicago, IL. And available through
Listening to audio cassettes and reading books by successful sales executives is a "sure-fire" way to strengthen your knowledge on how to use the "Comfort Area Fundamentals" to their greatest advantage. Attending user conferences, industry specific events and going through sales training classes on a regular basis also adds to your reservoir of knowledge.
Maintaining an Achievement Orientation
Maintaining an Achievement Orientation requires you remember that action follows thoughts so think great thoughts and focus on the positive. Think of yourself as successful and well thought of and doing more than you are asked to do. Help others as you have been helped and you will be rewarded with the success you deserve. You are what you think. Your attitude determines your altitude.
REPRINT PERMISSION
Ron LaVine, MBA is president and founder of Accelerated Sales Training, Inc., a cold call training firm located in Oak Park, CA. If you would like information on How to Make Successful Cold Calls – LIVE Call Training please call Ron at 818-519-3852 or visit www.ast-incorp.com. © 2011 by Accelerated Sales Training, Inc.
President of Accelerated Sales Training, Inc.
The challenge is to reduce the gap between your actual performance (inside the comfort area) vs. your potential performance (outside the comfort area).
____________________________________________
Outside the "Comfort Area" - Potential Performance
____________________________________________
(Gap)
Inside the "Comfort Area" - Actual Performance
(Gap)
____________________________________________
Outside the "Comfort Area" - Potential Performance
____________________________________________
The Japanese have a term for this called "Kaizen" or the implementation of continuous incremental improvement. Simply put, this is doing what you are currently doing but learning new ways to expand your ability to do it better.
Applying this to yourself, you might look at the two of the basic skills for successfully conducting business over the phone. They are the Planning Arena and the Account Qualification Process. These skills have a number of components with room for incremental improvement once you decide to move out of your "Comfort Area."
Areas for improvement in the Planning Arena might include looking at how you:
Set your call objectives,
Prepare yourself before beginning a call,
Maximize your energy during the day,
Determine the intervals between your calls,
See yourself achieving your goals,
Examine your current pattern of making calls,
Handle your weaknesses once they've been identified.
Account Qualification area improvements may include:
Examining what are the common characteristics of your most profitable or and "ideal prospect",
Preparing questions to find these characteristics,
Planning how you can create a good first impression, build trust and credibility,
Expressing your confidence in a relaxed manner,
Matching and modeling the speed, volume and tone of what how your contact speaks,
Following the 80/20 rule of listening (this rule says we need to invest 80% of your time listening and only 20% speaking).
IMPROVING YOUR "COMFORT AREA" FUNDAMENTALS
"Comfort Area Fundamentals" include improving your:
Abilities,
Education & Knowledge,
Achievement Orientation.
An incremental increase in the “Comfort Area Fundamentals” allows you to expand the way you operate and will, if constantly put into practice, lead to greater performance. This is why it is important for you to consistently focus on and practice improving the "fundamentals" so it becomes easier when you find yourself outside your "Comfort Area."
Abilities
Ability is defined as the power to do. Will your future be a series of goals you've set or a series of accidents? You are a problem solver not a peddler or a pusher. What I hear, I forget; What I see, I remember; What I do, Becomes a Part of Me. Being the best is not as important as doing your best.
Education and Knowledge
Napoleon Hill in his book Laws of Success (published by Success Unlimited in Chicago, IL. And available through
Listening to audio cassettes and reading books by successful sales executives is a "sure-fire" way to strengthen your knowledge on how to use the "Comfort Area Fundamentals" to their greatest advantage. Attending user conferences, industry specific events and going through sales training classes on a regular basis also adds to your reservoir of knowledge.
Maintaining an Achievement Orientation
Maintaining an Achievement Orientation requires you remember that action follows thoughts so think great thoughts and focus on the positive. Think of yourself as successful and well thought of and doing more than you are asked to do. Help others as you have been helped and you will be rewarded with the success you deserve. You are what you think. Your attitude determines your altitude.
REPRINT PERMISSION
Ron LaVine, MBA is president and founder of Accelerated Sales Training, Inc., a cold call training firm located in Oak Park, CA. If you would like information on How to Make Successful Cold Calls – LIVE Call Training please call Ron at 818-519-3852 or visit www.ast-incorp.com. © 2011 by Accelerated Sales Training, Inc.
Saturday, March 19, 2011
10 Tips for Qualifying Success
By Ron LaVine, MBA
President of Accelerated Sales Training, Inc.
Using the phone successfully to market your products and services to potential new clients often requires you to navigate through a labyrinth of people to find the correct individual(s) who can provide the information you seek. Whether for pre-sales research or to determine who has the ability to acquire your products and services, here is a quick summary of proven techniques for achieving these objectives from Ron LaVine, MBA – CEO of Accelerated Sales Training, Inc. a Live Cold Call Sales Training Company.
Know the purpose of your call in advance. Before placing a call, have a clear and specific objective or purpose of what you are trying to achieve. Prepare a list of questions that need answers prior to your call. This will help you stay on track and meet your objective.
Purchasing, Investor Relations or the CEO's office are all good places to begin when you don't have a contact within a company. Calling into multiple departments in a company or organization can not only provide the information or person sought, but also give a unique overview of how a company's internal processes work. This can be useful information if further calls are required to the same or similar companies. As these individuals are usually very busy, have a short direct question prepared, such as "Who is responsible for evaluating [insert your product/service]?" This makes possible for either a quick or detailed answer.
Take advantage of the corporate hierarchy. When being referred from a higher level person (such as the President or their office) to a lower level person, use the higher person's name or office to lend credibility and importance to your request. For example: "Mr. Smith's office referred me to you."
Always ask for permission to speak. After briefly introducing yourself and your company, ask for permission to speak, before explaining the reason for the call. Do not speak with people who do not want to speak with you. You will not have their full attention. Getting permission first is the polite thing to do.
Set up a telephone appointment. If the person sounds busy, make an appointment by asking a directional question “Do you have a pen handy? Follow with "When would be a good time to schedule a two minute call to see if my company can be of service to you?” Nail down a specific time and date and follow-up with an e-mail reminder.
Listen to what is going on in the background. When a phone or distraction occurs in the background, politely inquire whether that situation needs to be dealt with and offer to be placed on hold. This shows respect for the other person and is greatly appreciated.
Use open ended questions such as Who, What Where, When, Why or How to gain information and closed ended questions such as Do, Are, Correct, Right to confirm what was said and gain agreement for action.
Practice the Q/A/F/Q technique. Ask a Question. Wait for an Answer. Feedback what you heard to be sure you have a clear understanding of what was said. Then ask another Question to direct the conversation into the area where you want it to go. The person asking the questions controls the direction of the call.
Keep track of your phone menu choices. If you get stuck in one department, these choices will enable you to go in a different direction and reach a person (any live body) who can transfer you to the department you need.
Finally, and most importantly, is to remain polite yet persistent in your quest. By remaining polite and persistent, you will find the person who has the information you seek.
REPRINT PERMISSION
Ron LaVine, MBA is president and founder of Accelerated Sales Training, Inc., a cold call training firm located in Oak Park, CA. If you would like information on How to Make Successful Cold Calls – LIVE Call Training please call Ron at 818-519-3852 or visit www.ast-incorp.com. © 2011 by Accelerated Sales Training, Inc.
President of Accelerated Sales Training, Inc.
Using the phone successfully to market your products and services to potential new clients often requires you to navigate through a labyrinth of people to find the correct individual(s) who can provide the information you seek. Whether for pre-sales research or to determine who has the ability to acquire your products and services, here is a quick summary of proven techniques for achieving these objectives from Ron LaVine, MBA – CEO of Accelerated Sales Training, Inc. a Live Cold Call Sales Training Company.
Know the purpose of your call in advance. Before placing a call, have a clear and specific objective or purpose of what you are trying to achieve. Prepare a list of questions that need answers prior to your call. This will help you stay on track and meet your objective.
Purchasing, Investor Relations or the CEO's office are all good places to begin when you don't have a contact within a company. Calling into multiple departments in a company or organization can not only provide the information or person sought, but also give a unique overview of how a company's internal processes work. This can be useful information if further calls are required to the same or similar companies. As these individuals are usually very busy, have a short direct question prepared, such as "Who is responsible for evaluating [insert your product/service]?" This makes possible for either a quick or detailed answer.
Take advantage of the corporate hierarchy. When being referred from a higher level person (such as the President or their office) to a lower level person, use the higher person's name or office to lend credibility and importance to your request. For example: "Mr. Smith's office referred me to you."
Always ask for permission to speak. After briefly introducing yourself and your company, ask for permission to speak, before explaining the reason for the call. Do not speak with people who do not want to speak with you. You will not have their full attention. Getting permission first is the polite thing to do.
Set up a telephone appointment. If the person sounds busy, make an appointment by asking a directional question “Do you have a pen handy? Follow with "When would be a good time to schedule a two minute call to see if my company can be of service to you?” Nail down a specific time and date and follow-up with an e-mail reminder.
Listen to what is going on in the background. When a phone or distraction occurs in the background, politely inquire whether that situation needs to be dealt with and offer to be placed on hold. This shows respect for the other person and is greatly appreciated.
Use open ended questions such as Who, What Where, When, Why or How to gain information and closed ended questions such as Do, Are, Correct, Right to confirm what was said and gain agreement for action.
Practice the Q/A/F/Q technique. Ask a Question. Wait for an Answer. Feedback what you heard to be sure you have a clear understanding of what was said. Then ask another Question to direct the conversation into the area where you want it to go. The person asking the questions controls the direction of the call.
Keep track of your phone menu choices. If you get stuck in one department, these choices will enable you to go in a different direction and reach a person (any live body) who can transfer you to the department you need.
Finally, and most importantly, is to remain polite yet persistent in your quest. By remaining polite and persistent, you will find the person who has the information you seek.
REPRINT PERMISSION
Ron LaVine, MBA is president and founder of Accelerated Sales Training, Inc., a cold call training firm located in Oak Park, CA. If you would like information on How to Make Successful Cold Calls – LIVE Call Training please call Ron at 818-519-3852 or visit www.ast-incorp.com. © 2011 by Accelerated Sales Training, Inc.
Wednesday, March 9, 2011
To Ask Permission to Speak or Not, that is the Question.
By Ron S. LaVine, MBA
President, Accelerated Sales Training, Inc.
From a business perspective, there may be nothing more valuable than our time. Let people know you respect their time by asking, "Is this a good time to speak?" or "Do you have a few minutes?" before using your opening statement. Not only is this a more professional approach, you'll find people will offer their full attention since you've been given their permission to speak. Professional salespeople understand and respect the importance of another person's time.
The next time you receive a call from a telemarketer or telesales rep, notice if the person asks for your permission to speak with you. My experience has been that the majority of callers launch right into what they have to say without giving any thought to what I might be doing. It angers me that the caller hasn't considered that I might be doing something more important and I respond with "Take me off your list."
You can be seen as an interruption or a blessing depending on how you handle yourself. I called a senior buyer of a microchip manufacturer who granted permission for me to speak. I asked how they went about buying a certain type of solution. He took thirty minutes explaining their buying process to me. That information was extremely valuable to the strategy of the sale.
If it is not a convenient time for your prospect to talk, QUICKLY CONFIRM THEY are the RIGHT PERSON, SCHEDULE A FOLLOW-UP CALL and then HANG UP THE PHONE. Why waste their time or yours? If they are busy, you certainly will not have their attention. Make a good impression right off the bat by being polite and respectful of the other person s time. They will be more receptive to your next call because you showed a simple courtesy.
During one of my training sessions, we placed a call to an executive of a Fortune 500organization. After a brief enthusiastic introduction (my name and organization only), I asked the executive if he had a minute to speak with me. The man replied that he was busy. I offered to call him at another time when it was convenient to speak. He asked about the nature of my call. I reminded the executive that he said he was busy and I did not want to interrupt his current activities and would prefer to call back at a more convenient time.
Guess what happened next. The executive said he would take the time to speak with me briefly and he asked a second time regarding the nature of the call. The executive became curious because of my courteous concern for his valuable time. The conversation lasted over twenty minutes. The executive explained valuable details regarding the evaluation and decision-making processes within the organization. He also provided additional information for me to develop an enterprise-wide proposal.
The training attendees in the room were flabbergasted. Who ever heard of a telesales rep refusing to speak with an account? The concept is simple. If you speak with a busy prospect without their permission, you will not have their full attention, defeating the purpose of your call. Asking permission to speak before going on to explain the purpose of your call, will distinguish you from typical telesales reps. Your call success ratio will begin to climb.
REPRINT PERMISSION
Ron LaVine, MBA is president and founder of Accelerated Sales Training, Inc., a LIVE cold call training firm located in Oak Park, CA. You can get a special report 41 Sales Tips You Can Use Right Now AND the complementary bimonthly Sales Tips and Telesales Tips for Selling Success eZine all by signing up at http://www.astselling.com. If you would like information on Live Cold Calling/New Business Development Sales Training please call Ron at 1-818-519-3852.
President, Accelerated Sales Training, Inc.
From a business perspective, there may be nothing more valuable than our time. Let people know you respect their time by asking, "Is this a good time to speak?" or "Do you have a few minutes?" before using your opening statement. Not only is this a more professional approach, you'll find people will offer their full attention since you've been given their permission to speak. Professional salespeople understand and respect the importance of another person's time.
The next time you receive a call from a telemarketer or telesales rep, notice if the person asks for your permission to speak with you. My experience has been that the majority of callers launch right into what they have to say without giving any thought to what I might be doing. It angers me that the caller hasn't considered that I might be doing something more important and I respond with "Take me off your list."
You can be seen as an interruption or a blessing depending on how you handle yourself. I called a senior buyer of a microchip manufacturer who granted permission for me to speak. I asked how they went about buying a certain type of solution. He took thirty minutes explaining their buying process to me. That information was extremely valuable to the strategy of the sale.
If it is not a convenient time for your prospect to talk, QUICKLY CONFIRM THEY are the RIGHT PERSON, SCHEDULE A FOLLOW-UP CALL and then HANG UP THE PHONE. Why waste their time or yours? If they are busy, you certainly will not have their attention. Make a good impression right off the bat by being polite and respectful of the other person s time. They will be more receptive to your next call because you showed a simple courtesy.
During one of my training sessions, we placed a call to an executive of a Fortune 500organization. After a brief enthusiastic introduction (my name and organization only), I asked the executive if he had a minute to speak with me. The man replied that he was busy. I offered to call him at another time when it was convenient to speak. He asked about the nature of my call. I reminded the executive that he said he was busy and I did not want to interrupt his current activities and would prefer to call back at a more convenient time.
Guess what happened next. The executive said he would take the time to speak with me briefly and he asked a second time regarding the nature of the call. The executive became curious because of my courteous concern for his valuable time. The conversation lasted over twenty minutes. The executive explained valuable details regarding the evaluation and decision-making processes within the organization. He also provided additional information for me to develop an enterprise-wide proposal.
The training attendees in the room were flabbergasted. Who ever heard of a telesales rep refusing to speak with an account? The concept is simple. If you speak with a busy prospect without their permission, you will not have their full attention, defeating the purpose of your call. Asking permission to speak before going on to explain the purpose of your call, will distinguish you from typical telesales reps. Your call success ratio will begin to climb.
REPRINT PERMISSION
Ron LaVine, MBA is president and founder of Accelerated Sales Training, Inc., a LIVE cold call training firm located in Oak Park, CA. You can get a special report 41 Sales Tips You Can Use Right Now AND the complementary bimonthly Sales Tips and Telesales Tips for Selling Success eZine all by signing up at http://www.astselling.com. If you would like information on Live Cold Calling/New Business Development Sales Training please call Ron at 1-818-519-3852.
Friday, March 4, 2011
How to Avoid Sounding Like Just Another Sales Rep
By Ron LaVine, MBA
President of Accelerated Sales Training, Inc.
I once called on a large Telecomm seeking to find out if there was a need for a certain type of software. As I sought this information, one of the first individuals I encountered immediately asked, "What are you selling?"
I replied, very simply. I'm not selling anything since I don't even know if there is a need to sell something. Now maybe you can help me. We went round and round a few times until she finally understood what I was saying and transferred me to the individual I was seeking to speak with.
If you want to avoid sounding like another company trying to sell something, DON'T SELL. You're thinking right now, "Ron you're off your rocker." What do you mean, don't sell? That's what I'm hired to do. To which I replied I understand that making a sale is the overall goal of your position. However, before any sale (i.e. not a retail sale over the counter) of significance can take place, many questions need to be asked and answered and their answers agreed upon.
First, with how can you sell anyone anything unless you understand if there is a need to sell something? Therefore the solution is to STAY OUT of sales mode and STAY IN information mode. One of the many benefits of this approach is people let their defenses down when they feel they aren't being "sold". I find that people are more likely to assist you if you explain that you are not selling (and at this point of the sales cycle, in my opinion, you are not) but simply trying to determine if there is in fact, a need to sell something.
If you come off like a typical sales rep you'll be putting the cart before the horse. Instead, try playing the role of a newspaper reporter or "Columbo". Make it your first objective to seek "Just the facts and nothing but the facts" before trying to "sell something". You will quickly avoid "sounding like another company trying to sell something."
So when someone asks me what I'm selling, this how I reply. "How can I sell you anything unless I understand if there is a need for what I have to offer? I'm calling to determine if there is a need for my product or service." Remember "Understanding comes before Selling."™
By using information mode and seeking to understand how a company does business before trying to sell something, you will find the answers you need to indeed make a sale. There was wise person who said, "Seek first to understand and then be understood."
REPRINT PERMISSION
Ron LaVine, MBA is president and founder of Accelerated Sales Training, Inc., a cold call training firm located in Oak Park, CA. If you would like information on How to Make Successful Cold Calls – LIVE Call Training please call Ron at 818-519-3852 or visit www.ast-incorp.com. © 2011 by Accelerated Sales Training, Inc.
President of Accelerated Sales Training, Inc.
I once called on a large Telecomm seeking to find out if there was a need for a certain type of software. As I sought this information, one of the first individuals I encountered immediately asked, "What are you selling?"
I replied, very simply. I'm not selling anything since I don't even know if there is a need to sell something. Now maybe you can help me. We went round and round a few times until she finally understood what I was saying and transferred me to the individual I was seeking to speak with.
If you want to avoid sounding like another company trying to sell something, DON'T SELL. You're thinking right now, "Ron you're off your rocker." What do you mean, don't sell? That's what I'm hired to do. To which I replied I understand that making a sale is the overall goal of your position. However, before any sale (i.e. not a retail sale over the counter) of significance can take place, many questions need to be asked and answered and their answers agreed upon.
First, with how can you sell anyone anything unless you understand if there is a need to sell something? Therefore the solution is to STAY OUT of sales mode and STAY IN information mode. One of the many benefits of this approach is people let their defenses down when they feel they aren't being "sold". I find that people are more likely to assist you if you explain that you are not selling (and at this point of the sales cycle, in my opinion, you are not) but simply trying to determine if there is in fact, a need to sell something.
If you come off like a typical sales rep you'll be putting the cart before the horse. Instead, try playing the role of a newspaper reporter or "Columbo". Make it your first objective to seek "Just the facts and nothing but the facts" before trying to "sell something". You will quickly avoid "sounding like another company trying to sell something."
So when someone asks me what I'm selling, this how I reply. "How can I sell you anything unless I understand if there is a need for what I have to offer? I'm calling to determine if there is a need for my product or service." Remember "Understanding comes before Selling."™
By using information mode and seeking to understand how a company does business before trying to sell something, you will find the answers you need to indeed make a sale. There was wise person who said, "Seek first to understand and then be understood."
REPRINT PERMISSION
Ron LaVine, MBA is president and founder of Accelerated Sales Training, Inc., a cold call training firm located in Oak Park, CA. If you would like information on How to Make Successful Cold Calls – LIVE Call Training please call Ron at 818-519-3852 or visit www.ast-incorp.com. © 2011 by Accelerated Sales Training, Inc.
Sunday, February 20, 2011
A Sales Negotiator’s Friend: The Telephone
A Telephone Is A Two-Edged Blade For Sales Negotiators
By Dr. Jim Anderson
What’s your mental picture of a typical sales negotiation? When you close your eyes do you see a lushly carpeted board room with a large oval table in the center and padded leather chairs all around it? If so, then in most cases you are sadly mistaken.
An amazing number of sales negotiations occur over the telephone. Everyone has one and in fact in this day and age of mobile phones we all seem to have more than one phone. Given that by using the phone you can reach someone directly at almost any time, phones have become an important tool in negotiating sales.
However, as with any tool, a phone can be a danger to any negotiator’s hope of success. Using a phone to negotiate can be quick and easy, but that’s actually part of the problem. I’m not telling you to not use the phone, I’m just saying that you need to watch out when you do. Here are some of the things that can go wrong when you use the phone to negotiate a sale:
1. Deal / No Deal: Because you can’t look the other side in the eye when you are negotiating with them on the phone, it’s entirely possible that you may conclude the call thinking that you have a deal when you really don’t.
2. Can You Hear Me Now?: What you think that you are saying is not necessarily what the other side is hearing. However, since you are on a phone, there is no way for you to realize that they have gotten the wrong message.
3. What Did You Say?: Often when we are negotiating on the phone, we are out and about. Although we may reach agreement, it won’t count until such time as we write it down. That may be hours later and what we write down may be different from what we agreed to.
Once again, the phone is a powerful sales negotiation tool; however, you have to be careful how you use it in order to make sure that you don’t get burned.
Have you ever used the phone as part of a sales negotiation? Did you have any communications problems? Were the problems on your side or on the other side? When did you first realize that there was a problem? How did you finally resolve this problem? Leave me a comment and let me know what you are thinking.
Dr. Jim Anderson has spent over 20 years negotiating everything from small sales with individual owners of companies to large scale military project contracts with teams of sales negotiators. He realizes that unless you are a lawyer or a Mergers & Acquisitions banker, you probably don’t think of yourself as an everyday negotiator.
In today’s work environment you can find yourself in negotiations with a vendor, another department, or even a state or local government official very quickly.
Unless you know what to do (and what not to do!), you can quickly feel overwhelmed.
In this blog, “The Accidental Negotiator“, Dr. Anderson offers his insights on how to develop your negotiating skills so that you can close more deals, make more money, and have more satisfaction.
Get more information on both Dr. Anderson and sales negotiating at: www.BlueElephantConsulting.com
Oh, and if you want to follow Dr. Anderson on Twitter, he can be found at: http://twitter.com/drjimanderson
By Dr. Jim Anderson
What’s your mental picture of a typical sales negotiation? When you close your eyes do you see a lushly carpeted board room with a large oval table in the center and padded leather chairs all around it? If so, then in most cases you are sadly mistaken.
An amazing number of sales negotiations occur over the telephone. Everyone has one and in fact in this day and age of mobile phones we all seem to have more than one phone. Given that by using the phone you can reach someone directly at almost any time, phones have become an important tool in negotiating sales.
However, as with any tool, a phone can be a danger to any negotiator’s hope of success. Using a phone to negotiate can be quick and easy, but that’s actually part of the problem. I’m not telling you to not use the phone, I’m just saying that you need to watch out when you do. Here are some of the things that can go wrong when you use the phone to negotiate a sale:
1. Deal / No Deal: Because you can’t look the other side in the eye when you are negotiating with them on the phone, it’s entirely possible that you may conclude the call thinking that you have a deal when you really don’t.
2. Can You Hear Me Now?: What you think that you are saying is not necessarily what the other side is hearing. However, since you are on a phone, there is no way for you to realize that they have gotten the wrong message.
3. What Did You Say?: Often when we are negotiating on the phone, we are out and about. Although we may reach agreement, it won’t count until such time as we write it down. That may be hours later and what we write down may be different from what we agreed to.
Once again, the phone is a powerful sales negotiation tool; however, you have to be careful how you use it in order to make sure that you don’t get burned.
Have you ever used the phone as part of a sales negotiation? Did you have any communications problems? Were the problems on your side or on the other side? When did you first realize that there was a problem? How did you finally resolve this problem? Leave me a comment and let me know what you are thinking.
Dr. Jim Anderson has spent over 20 years negotiating everything from small sales with individual owners of companies to large scale military project contracts with teams of sales negotiators. He realizes that unless you are a lawyer or a Mergers & Acquisitions banker, you probably don’t think of yourself as an everyday negotiator.
In today’s work environment you can find yourself in negotiations with a vendor, another department, or even a state or local government official very quickly.
Unless you know what to do (and what not to do!), you can quickly feel overwhelmed.
In this blog, “The Accidental Negotiator“, Dr. Anderson offers his insights on how to develop your negotiating skills so that you can close more deals, make more money, and have more satisfaction.
Get more information on both Dr. Anderson and sales negotiating at: www.BlueElephantConsulting.com
Oh, and if you want to follow Dr. Anderson on Twitter, he can be found at: http://twitter.com/drjimanderson
Sunday, January 30, 2011
Cold Calling Tips
By Ron S. LaVine
President of Accelerated Sales Training, Inc.
Don’t try to sell the Operator: be polite yet respectfully persistent while finding who the right person to speak with is.
Get an internal transfer: the number will come through as an internal transfer and the person will pick up.
Offer to call back: ask when is convenient for them.
Random names: type in a couple of letters, wait for the system to come back; the system will supply other names and their extensions.
Department directories: listen for all menu choices as other departments provide additional points of entry -- perhaps they might need a solution from your company.
Best times to call: before or after their ‘gatekeeper’ arrives/leaves - execs will pick up their own phone after hours. Or try them on the hour in between meetings.
Make note of the time you were able to reach the person: typically you can reach them again at the same time.
Change the digits: people in the same department have similar extensions; change 1 or 2 of the digits and ask to be referred or for the correct extension.
Get the main number: use the Internet to find other numbers of points of entry.
Make an error in the extension: ‘I was trying to reach x, maybe you can help me, is Tina within eyesight?’ People like to help each other.
Listen to complete message for additional choices, names and numbers.
Build rapport more quickly by teaching yourself to regulate your voice to gently match theirs.
Practice: call yourself and leave a message. How do you sound? Practice until your voice sounds smooth and melodic. Remember people cannot see you they can only hear your voice.
Use your headset: open your mouth wide and carefully pronounce every word. Do not hold the phone on your shoulder as this tenses your throat and makes you talk from one side of your mouth.
Tip: buy a digital ‘logger’ for example at http://www.astselling.com/store.htm (last item on the list). Record your conversation, replay for yourself and/or your manager. It can eliminate the need to take notes at the time of the call; you can focus on what is being said.
REPRINT PERMISSION
Ron LaVine, MBA is president and founder of Accelerated Sales Training, Inc., a sales training firm located in Oak Park, CA. You can get a special report “41 sales Tips You Can Use Right Now” AND the free bimonthly Sales Tips for Selling Success eZine all by signing up at http://www.astselling.com. If you would like information on Live Cold Calling Sales Training please call Ron at 818-991-6487 PST. © 2011 by Accelerated Sales Training, Inc.
President of Accelerated Sales Training, Inc.
Don’t try to sell the Operator: be polite yet respectfully persistent while finding who the right person to speak with is.
Get an internal transfer: the number will come through as an internal transfer and the person will pick up.
Offer to call back: ask when is convenient for them.
Random names: type in a couple of letters, wait for the system to come back; the system will supply other names and their extensions.
Department directories: listen for all menu choices as other departments provide additional points of entry -- perhaps they might need a solution from your company.
Best times to call: before or after their ‘gatekeeper’ arrives/leaves - execs will pick up their own phone after hours. Or try them on the hour in between meetings.
Make note of the time you were able to reach the person: typically you can reach them again at the same time.
Change the digits: people in the same department have similar extensions; change 1 or 2 of the digits and ask to be referred or for the correct extension.
Get the main number: use the Internet to find other numbers of points of entry.
Make an error in the extension: ‘I was trying to reach x, maybe you can help me, is Tina within eyesight?’ People like to help each other.
Listen to complete message for additional choices, names and numbers.
Build rapport more quickly by teaching yourself to regulate your voice to gently match theirs.
Practice: call yourself and leave a message. How do you sound? Practice until your voice sounds smooth and melodic. Remember people cannot see you they can only hear your voice.
Use your headset: open your mouth wide and carefully pronounce every word. Do not hold the phone on your shoulder as this tenses your throat and makes you talk from one side of your mouth.
Tip: buy a digital ‘logger’ for example at http://www.astselling.com/store.htm (last item on the list). Record your conversation, replay for yourself and/or your manager. It can eliminate the need to take notes at the time of the call; you can focus on what is being said.
REPRINT PERMISSION
Ron LaVine, MBA is president and founder of Accelerated Sales Training, Inc., a sales training firm located in Oak Park, CA. You can get a special report “41 sales Tips You Can Use Right Now” AND the free bimonthly Sales Tips for Selling Success eZine all by signing up at http://www.astselling.com. If you would like information on Live Cold Calling Sales Training please call Ron at 818-991-6487 PST. © 2011 by Accelerated Sales Training, Inc.
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