SNAP Selling
NEW (May 2010) Fresh strategies to speed up sales & win more business with today's crazy-busy customers.
Selling to Big Companies
Award-winning book; Fortune selects 1 of 8 "Must-Reads" for sellers; Top 25 Amazon sales book for over 4.5 years.
Got some free time this weekend? If you're struggling to get prospects to understand how you can help their business, check out this free video on "Communicating Your Value." It's by Mike Schultz, president of RAIN Group and bestselling author of Rainmaking Conversations.
This video is part of a How to Turbo-Charge Your Sales series to launch Entrepreneurial Selling, a new online training program especially for entrepreneurs. I'm part of the faculty, along with some other people whom I highly respect.
Take a look now. It's well worth your time! He offers some excellent insights that can help you get more business.
This morning I got an email from a CRM provider about a free ebook on the social sales revolution. It piqued my curiosity. Before you know it, I was registering to download it.
But -- and now I'm going into true confession mode -- I didn't use my real name or phone number on the form. Nor did I give out my easily identifiable business email address. Instead, I used a generic one.
Why do I want to remain incognito? Because I'm just interested in learning. I don't want to talk to anyone. I don't want to be a "lead." Sound familiar?
But, based on the email I received just a few short minutes after downloading the ebook, you'd think I was one a hot prospect.
Jane,
I noticed that you have recently been on our website taking a look at some information.
Many customers who have taken this initial step have found it extremely valuable to set up a brief 10 minute call with me to answer any questions they have and explain how our different products and services could bring value to their specific situation.
This typically helps shorten your evaluation process and gives you exactly the information you need to help make any comparisons or decisions.
What is the best way to get 10 minutes on your calendar in the near future?
Wait a minute. I think there's a major disconnect here. I simply signed up for an interesting ebook they promoted and suddenly they've got me in the midst of a CRM decision?
Exactly 34 minutes after the initial message, the next message arrived. They were having trouble reaching me on my clearly fake phone number. Don't they get that I want to remain anonymous?
Hi Jane,
Thank you for your interest in ourcrm.com
I am unable to reach you at: 123-456-7890. Is there a better number to reach you at?Please let me know if it makes sense to connect. I would be happy to lend you a hand to further evaluate ourcrm.com
Alternatively, if you don't see a need for us to connect, please let me know that as well.
Then just two minutes later I heard from the CRM company again. Now they're really starting to get serious with me. They want to know about my currrent CRM systems, issues, challenges and decision timelines.
Can you believe this letter?
Hi Jane,
If you feel more comfortable communicating via email, please take a moment to answer the questions listed below. To provide you with the best overall customer experience, it is important for us to understand your specific business needs and objectives.
Thanks again for your time and consideration. I look forward to hearing from you soon.
1. What is your current CRM system?
2. What challenges are you facing with your current system?
3. How do you envision using ourcrm.com? (Sales, Marketing, Customer Service and Support)
4. Ideally, what are you looking for the CRM to do for your company?
5. How many users do you envision using the application?
6. What other CRM solutions are you looking at?
7. What is your timeline for implementation?
8. What is your HQ address?
9. How many full time employees do you have?Thanks Jane!
And to think all this started because I downloaded an ebook on the social sales revolution. I expressed NO interest in CRM systems. Yet they were pursuing me as if I was in the midst of a major decision.
Unfortunately, many companies are setting up their automated lead gen systems like this. They're misconstruing my intentions and ticking me off.
I can't imagine that that's their ultimate goal -- yet that's exactly what's happening.
Has this ever happened to you?
Click here to read the winning sales limericks.
A few weeks ago I went to Ireland to speak to a group of entrepreneurs. While there, I was inspired me to write some limericks, an Irish form of nonsensical poetry.
They were so fun to create, that I decided to sponsor the ...
Here are my attempts! I hope you enjoy them.
There once was a lady named Bella
Who was trying to sell to this fella.
When they finally did meet,
She didn't miss a beat
'Fore she put him through PowerPoint hella.
There once was a man name Peter
Who wanted to buy a new heater.
But he was so appalled
When the sales lady called
Without thinking, he quickly delete her.
_________________
SUBMIT YOUR SALES LIMERICK BELOW
Remember, limericks always have five lines and
their rhyming scheme is aabba.
You know what your prospects are thinking -- all the time? Every time you interact with them, they're evaluating you and asking themselves: "Is this a person (company) I want to work with on a long-term basis?"
If they feel pressure from you, the
answer is no.If they feel like you're trying too hard to be liked, the answer is no.
If they don't think you understand their business, the answer is no.
If they get overwhelmed by what you're saying, the answer is no.
So what makes them say, "Yes, I want to work with you!"
To be most effective in sales today, it's imperative to drop your "sales" mentality and start working with your prospects as if they’ve already hired you. When you do, it shifts your relationship to a whole new level from the very start.
Case in point. Several years ago a regional engineering firm contacted me about helping with an upcoming presentation. They'd been invited to make a presentation to a buying team, along with five other companies. As a regional firm, they were delighted to be included with all the industry giants.
When I first met with the lead engineer and business developer, they truthfully didn't believe they could win the business. Their goal was simply to make the final three. They asked me to help them make a good showing. (Of course, my goal was to help them win!)
We began by reviewing the Request for Proposal (RFP) that the prospect had issued. They wanted tons of information about the company, its background, their qualifications, clients, and more.
It was clear to me that their competitors were going to come into that meeting with a whole deck of PowerPoint slides and cover that information in excruciating detail. Borrrrring! And just imagine their prospects having to sit through six of those presentations in one day.
I told my client, "We're going to do something different. Your job is to go into the meeting as if they were already your customers."
They didn't understand what I meant. I explained it more: "Let's assume they gave you the contract. What would you do next?" "
Well," they said. "We still have lots of unanswered questions based on reading their RFP. Plus, it seems like there are some contradictions. And, we're not exactly sure that what they're asking for is the best way for them to achieve their goals."
"Great!" I answered. "Then that's what your meeting will be about."
Flash forward two weeks.
My clients flew to Chicago for the big meeting—their one and only chance to make it to the finals. They entered a room, filled with stern-faced decision makers seated grimly around the table. Clearly these people were already bored to tears.
To kick off the meeting, my client said:
"All the information you requested about our company is in this handout. We’ll gladly answer any questions you might have about it.
"But what we’d really like to do today is focus more on your challenge and what it’s going to take to resolve it. We have some questions that we believe may have an impact on achieving your desired outcome."
With that opening, he caught their undivided attention. The first slides focused on their current situation. My client asked pre-planned questions on vital topics to verify his understanding of the status quo and learn more in-depth information. These simple-to-answer questions were designed to get the prospects talking.
After that, my client brought up several key issues they’d uncovered in reviewing the RFP. This led to a discussion on root causes versus presenting symptoms.
My client then offered new ways to tackle the problem that were less disruptive. Finally, they challenged the prospects’ thinking on some "must have" criteria, suggesting options they thought might work better. This stirred up another highly engaging conversation.
In short, they started working on this $400,000 project during their presentation.
The results? Remember, my client hoped to make it to the final three and had never even competed against the biggies before.
But the actual outcome was even more surprising. Instead of going to a second round of more intensive presentations with the finalists, my client was awarded the contract within the week. Because everyone on the committee wanted to work with them, they canceled their final presentations.
So many people are afraid to give away their ideas before a contract is signed. But often that’s the best way to win the business.
What would you do for a customer that you’d never think about doing for a prospect?
Are you holding back something because you’re afraid they’ll steal it? Are you approaching your meetings as a chance to really "strut your stuff" or are you getting to work?
For many sellers, this is a new concept. Think about how you can be more collegial -- even before you start working together. It’s worth it.
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Jill Konrath, author of SNAP Selling and Selling to Big Companies, helps sellers crack into new accounts, speed up sales cycles and land big contracts. She's a frequent speaker at sales conferences. For more fresh sales strategies that work with crazy-busy prospects AND to get four bonus sales-accelerating tools, visit www.snapselling.com.
Yes, we're still in the holiday spirit. That's why I wanted to share this wonderful poem written by inside sales expert Lynn Hidy of UpYourTeleSales.com
(With a nod to Clement Clarke Moore's 1822 poem "A Visit from St. Nicholas" of course)
Twas the Night Before Month End
Twas the day before month end and across every floor,
All the salespeople were scurrying some right out the door.
The goals had been hung on a white board with care,
In hopes that this month would find everyone there.
Sales managers were nestled in a conference with dread.
While visions of bonuses still danced in their head!
The CEO with her figures and I my sales map,
Had just settled down for our afternoon chat.
When out on the sales floor arose such a clatter,
I sprang from our meeting to see what was the matter!
Away to my team I flew like a flash -
Arriving in moments after my 50 yard dash.
Above all the murmurs and shouting I heard, "PO"
Which gave the luster of goal to all gathered below.
When, what to my wondering eyes did appear,
The salesperson with an order that would make them their year!
So over the details, by line we went quick,
Ensuring the warehouse each item could pick.
More rapid than eagles accounting they came,
And wanted more info, the customer credit to gain;
Away they all went to make the D&B call,
Making sure that the deal would be good for us all.
The answer was quick, as we all knew the stakes!
Yes, accounting cried, you've not make a mistake.
Now back to her desk the salesperson flew,
Customer info to update and order entry to do.
The warehouse was bustling, more coffee they drank,
It wouldn't be THEIR fault if our numbers did tank.
Then the pick slip started printing, the paper did fly,
The pages kept printing, right up to the sky!
They all started running to pack all the stuff,
Sales held their breath, would it be enough?
When the boxes were labeled and stacked on the dock,
We let out our breath then glanced up at the clock.
We did it, we'd made it - yes right on the nose,
Then cheers they did shout and the volume it rose.
To cut through the noise the salesperson did whistle,
"If you needed proof forecasting works, I'm sure this'll!"
Surprised at this admission, I looked all around,
They were all still smiling, not a face held a frown.
Knowing I couldn't say it better myself,
I shuffled some paper to stack on the shelf.
Still patting her back, the sales team turned to go,
A good month on the books - we still basked in the glow.
And I heard her exclaim as she left for the night,
It's amazing what happens, when you plan it all right!
_______________________
Lynn Hidy founder of UpYourTeleSales.com, is the expert at creating profitable telesales sales people and organizations. She knows you can make six figures over the phone - she does it!
For more information, visit www.upyourtelesales.com.
Thank to everyone who voted for me in the 2010 Top Sales Awards. Your support made a huge difference in the results, as you'll see in the results below. Your votes were combined with judge's to determine the ultimate winners in each category.
Your vote of confidence in my work is humbling. It also inspires me to keep giving you more good stuff to help you increase your sales. Thank you, thank you, thank you.
And, I'd also like to say a BIG thanks to Jonathan Farrington of Top Sales World for making this event possible. His vision in recognizing sales excellence will raise the bar in our profession.
Finally, I'd like to encourage you to check out the other winners. They're incredibly talented people, rich websites and invaluable resources.
This award recognizes the people who have really made a difference in the sales space during 2010. The winners have "shown" over the year and inspired us.
Of the hundreds of sales books published during the past 12 months, these "must read" books stood ouf for their quality and originality
The Sales Blog Selling to Big Companies Sales & Mgmt Blog
From the hundreds of sales blogs currently available on the internet today, these three winners are the most successful, and indeed the most popular.
Top Sales Article Winners Top Sales Resources
Gold: Paul McCord Gold: RainToday
Silver: Kendra Lee Silver: SellingPower
Bronze: Joanne Black Bronze: CanDoGo
Top Sales 2.0 Solution Top Sales Tools
Gold: iSell Gold: GoldMail
Silver: InsideView Silver: ActiveConversion
Bronze: Jigsaw Bronze: Revegy
Top Social Media Site Top CRM Solution
Gold: LinkedIn Gold: Landslide
Silver: Facebook Silver: OnePageCRM
Bronze: Twitter Bronze: SugarCRM
Top Sales Star
Gold: Ian Moyse
Silver: Jaki Glen
Bronze: Joby Pearson
SALES HALL OF FAME
In addition, the following people were inducted into the Sales Hall of Fame: Neil Rackham, Zig Ziglar, Linda Richardson, Earl Nightengale, Keith Rosen, Jeffrey Gitomer, Dr. Tony Allessandra, Gerhard Gschwandtner and Brian Tracy.
To learn more, visit Top Sales Awards.
What do you do with people who promise, promise, promise that they'll order for you, but just keep asking for more samples and more time? That's the question that Helene posed for me the other day. Here's what I told her:
Just because you're a salesperson, doesn't mean you're a doormat. If you feel like you're being used, you probably are. You need to deal straight on with your prospect and say something like this ...
"John. You have said a gazillion times that you're going to order from me. You ask for tons of samples. I quickly respond and get you what you need. But nothing happens.
While I'd really love to do work with your company, it can't keep going like this. So what do you want to do? Should we get you going? If so, I'd recommend this ..."
Say it nicely, but firmly. It is simply a statement. You're not blaming or whining. Again, it's a statement of fact.
If he makes one more request, politely tell him that you will honor that, but then it's over. After that, he'll either need to place an order with you or you'll stop bothering him.
Sound brazen? It isn't. It's about having respect for your own time and responsibilities. Now, repeat after me ...
P.S. If you have some other ideas for Helene, please share them here! All ideas welcome.
Today's article is from Barbara Weaver Smith, co-author of Whale Hunting, a guide for executives of smaller companies who want to land bigger customers.
To learn more about her ideas & strategies, check out the new Whale Hunters online community, newsletter and expert series interviews. (I was a recent guest!)
You'll find a lively discussion of small business growth, RFP strategies, sales development, sales resources, and business deals.
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Why Big Companies are Afraid of You
As a seller, when you approach a big company you are most likely more concerned about your fears than theirs. After all, they are bigger, wealthier, more powerful—and they hold all the cards.
But the big-company buyers are very fearful of all their decisions, and a decision to do business with a small, unknown, or new company is a very risky move for the individual people who are charged with making a choice of providers.
Big companies are exceedingly risk averse, and careers are damaged and jobs lost by unpopular or unconventional decisions.
For these reasons, big companies are more interested in the safety of choosing you than the benefits you provide. Fear is the most potent emotion in their decision-making processes.
So here’s the rub. Smaller companies usually tout the benefits they will provide, with little attention to the big company’s fears. Therefore, they often make mistakes during their sales process that actually create fear and undermine their ability to make a sale.
To be more successful, you need to understand what they are afraid of, and take steps to alleviate those fears.
Big Company buyers fear four circumstances:
Your job as a seller, then, is to alleviate those fears early in your sales process. What you don’t want is to lose a great opportunity very late in the game because you discover that someone on the buyers’ team is just too worried about you.
Here’s a process that works:
It may be hard to imagine that big companies are afraid of you, but they are. If you learn to alleviate their fears, you will close more big deals. I would love to hear your “big company fears” stories if you care to post a comment.
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Barbara Weaver Smith, founder of the Whale Hunters, is an expert in dramatically accelerating an organization's growth trajectory.
She guides entrepreneurs, CEOs, and sales leaders with education, peer coaching, and team training on this winning process that has helped transform more than 300 companies and counting.
For more info, check out the Whale Hunters on their website, their blog & Twitter.
Ashley Cox from CxTec isn't afraid to read SNAP Selling while dressed up in her Halloween costume. Before long, her competitors won't stand a chance.
if you order SNAP Selling today, I’ll also send you my Winning Sales Questions e-manual—and that’s a $77 value you get for free. It contains over 500 powerful questions that will transform your sales results.
Just send me your receipt at [email protected]!
Jay is the owner of a massage therapy company. He's trying to figure out how to sell his services to the corporate market.
Like many of you, he doesn't have a strong business case to capture a company's attention. That's why he recently asked me:
I'm have trouble figuring out my value position for selling to bigger companies. When a company's challenges are rising cost from suppliers or trying to go "green," it just doesn't cut it to tell them, "Hey I can reduce your stress during those stressful times." Any advice you can give is appreciated.
My response to him is below. Please add any additional insights that you can.
Value Proposition
You're right Jay. For the most part, "reducing stress" doesn't excite most corporate decision makers. However, what you're missing is the high cost of stress on an organization. It can lead to: higher medical costs, increased absenteeism, costly mistakes, disengaged employees, lower productivity, increased turnover and much more.
You needs to start thinking differently about the value of your services. I was just in a company today that does lots of cool things for their employees similar to what you provide. They do it to be nice -- but also because of the huge financial benefits.
Targeting Companies
I'd also suggest you look for companies that value their employees. In some communities, they publish a list of Best Places to Work. Any firm that is on this list would be much more amenable to using his services that a typical firm.
Also, think about contacting professional services firms. They have highly paid people on staff. Not only could be a valuable perk, but they understand the impact of stress on their work.
Finally, focus on companies/industries that are profitable and hopefully growing. For example, the construction market is down now. Do research on this because it varies across the country.
What additional advice can you give Jay?
If you're selling to the corporate market, it can often take months of working with a prospect to get them to the point of finally making a change. The last thing you want to do is blow it after all that time you've invested.
One of the sagest people I know on this topic is Mike McLaughlin, author of Winning the Professional Services Sale, a book I highly recommend. (Note: Click here to read his excellent blog, download his ebooks & sign up for his informative newsletter.)
Recently I had a chance to talk with him about his strategies for dealing with prospects at the final stage of their decision-making process. I think you'll enjoy the interview ....
HANDLING RISK-AVERSE PEOPLE
Jill: Most prospects today are afraid of making the wrong decision. What do you suggest sellers do to minimize the perceived risk associated with doing business with them?
Mike McLaughlin: We've all got concerns about any purchase we make, even if it's just a nagging doubt. For the seller, responding to risk-averse people requires you to be highly targeted in your communication about risk and how you'll mitigate it.
That means you have to understand your buyer's perception of risk, whether you think those beliefs are valid or not. Too many sellers emphasize all the reasons why their offer is the safest choice.
Resist the urge to take that approach. Instead, use your interviews and sales meetings to pinpoint your buyer's areas of concern. Be candid about your views of the potential risk your buyer faces and, chances are, your buyer will reciprocate.
Then, create a communication approach that identifies each specific risk and provides compelling evidence for how you plan to mitigate it. Offer relevant examples of how others have successfully managed similar risks. You'll need to make a strong case that you've dealt with the perceived risks to overcome the buyer's reluctance, so don't be timid.
DEALING WITH NEW DECISION MAKERS
Jill: Oftentimes new people get inserted into the decision process at what seems like the last minute. That throws everything off -- and sometimes even totally derails a sale. What suggestions do you have to prevent this from occurring - and deal with it if it does?
Mike McLaughlin: It's common (though rarely fun) to have new decision makers enter the sales process at the 11th hour. You can make it easier to manage this change if you can predict and prepare for it.
As you progress through the sales process, identify your buyer's peers and superiors in the organization. Ask yourself, will your offer affect them (or their staffs), and in what way? Will they participate in or benefit from what you're proposing? If yes, expect one or more of them to be part of the decision-making process at some point. Also, be sure to periodically ask your buyer how the decision process is unfolding, with a particular emphasis on who will be involved in the decision.
Once you identify potential new decision makers, learn as much about them as you can. What are their business priorities, operating constraints, and key challenges? If possible, try to meet with them before they get directly involved with the sale.
If you can't meet earlier in the sales process, be ready to offer any new decision maker a briefing on your proposal, focusing on your value to the organization. The point is to bring a new decision maker up to speed quickly, and with a favorable opinion of your proposal.
PROPOSAL PERCEPTIONS
Jill: Mike, I know this is one of your favorite topics. Based on your experience, do you think buyers and sellers see proposals differently? If so, how?
Mike McLaughlin: I think they do view them differently. For buyers, besides revealing potential costs, a sales proposal serves two important purposes.
Most sellers know that buyers are looking at proposals in this way. Still, the most common proposal you see in the market is full of seller-centric language, jargon, and generalizations.
Today's buyers want a proposal to be a blueprint for how to achieve value, while sellers are still cranking out warmed-over brochures and calling them sales proposals.
STUPID MISTAKES in PROPOSALS
Jill: I know you've seen a ton of proposals in your career. What are the stupidest mistakes that sellers make in their proposals?
Mike McLaughlin: There are many excellent proposal writers in the market, but I see three mistakes that crop up a lot.
CRAFTING PROPOSAL THEMES
Jill: I know you're a big advocate of creating "themed" proposals. This is a new concept for me - and I'm sure others. Can you explain what you mean, why it's important and give an example?
Mike McLaughlin: I like to see sales proposals focus on two or three key buyer priorities. Instead of describing all of the wiz-bang things your client gets from working with you, emphasize the few that matter the most.
Think of your proposal theme as describing the end state your buyer wants to reach, not the means for reaching that state. Once you've identified that end state, show how you'll achieve that objective in every section of your proposal.
For example, if your proposed solution helps the buyer achieve better customer service, with reduced costs, make that your proposal theme. Think of the proposal theme as an expression of value. Then, return to the theme again and again in your proposal.
ONE PIECE of ADVICE
Jill: Speaking of themes, what's your theme? What's the one piece of sales advice you find yourself sharing over and over again?
Mike McLaughlin: You already know what to do, so do it. I often find myself giving that advice to sellers. They know all about selling with the buyer's interests in mind, differentiating themselves with value, not benefits, and creating long-term relationships with buyers. it's hard not to know given how much is written on these topics.
But, when it comes to execution, there are stumbling blocks and they don't follow the advice they know they should.
_________________
Michael W. McLaughlin is a principal with MindShare Consulting LLC, a firm that creates innovative sales and marketing strategies for professional services companies.
He's the author of Winning the Professional Services Sale, and the coauthor of Guerrilla Marketing for Consultants.
His newsletters, Management Consulting News and The Guerrilla Consultant, reach a global audience.
Before founding MindShare Consulting, he was a partner with Deloitte Consulting, where he served clients and mentored consultants for more than two decades.
Visit his blog at http://www.michaelwmclaughlin.com.
Ever had an interested prospect who really liked your stuff, but then never followed through? That's exactly why Jerry wrote me this email.
The logical next step is for us to review parts for the prospect to see if we're a possible fit. My problem is many of them tell me that they'll send over the specs for us to review but then never do it.
I'd like to either call or email them back after a week or two to remind them. However, I don't want to sound like I'm begging.
Any suggestions on how best to handle this type of situation to keep things moving forward with the client AND avoid my sounding like a pathetic, needy salesperson?
Here are some of my thoughts ...
After they agree to send the drawings, say something like this: "Great. I look forward to getting them. And, based on my experience working with other crazy-busy people like you, after we hang up the phone one of two things will happen ....
(Pause ... he will laugh and agree.)
Then say, "So how do you want me to handle this situation. You know I'm going to keep bugging you till I get them."
When you call back 2 weeks later AND 3 weeks later, you can say, "Hey. Me again calling to bug you about those drawings. We can't get you the pricing without them. And, as I mentioned in our earlier conversations, we've helped other firms reduce their costs by 23.6%."
Have fun with it. Tell him what you're going to do and enjoy it. Pretend it's your brother (or other relative) who was supposed to do something for you but keeps forgetting. And don't worry about sounding pathetic.
Now that's just one approach. What would you suggest?
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