Bryan Neale, Brooke Green,
and Bill Caskey


Value is the relief that your prospect feels when you can find and solve a pain they have.

Excerpt from post on:
December 14th, 2007

Archive for October, 2007

October 25th, 2007
Everyone Wants Different Results - But Few Want to Change

When you're in the "change" business like we are at Caskey, we come across a lot of companies/people who say they want different results in ...READ MORE

Everyone Wants Different Results - But Few Want to Change

Thursday, October 25th, 2007
When you’re in the “change” business like we are at Caskey, we come across a lot of companies/people who say they want different results in the market: more money, more fame, more customers, more profit, etc.Several weeks ago, a prospect sought us out to train his sales/marketing team. After he told us about his $2,000,000/year revenue problem, we began giving him recommendations on how we would approach the project. Through that process, the conversation turned to content - exactly what we would teach his people. While some trainers/developers refuse to talk about that in the sales process, we disagree. If what we teach will be resisted by company/people, then why start?As we discussed some of our philosophies, I sensed he was becoming nervous. I reverted back to the original problems/pains (the ones that were costing him $2,000,000/year). He maintained he was “very open-minded.” (By the way, if people tell you that, be careful. Usually, it’s just them trying to convince themselves of it.)

As we continued with our conversation, it became apparent that this was going to be the “client from hell.” The type that says they want help - and want to fix the problem - but they really don’t because they are so emotionally invested (not financially) in their current model. There was so much “resistance” to change that he preferred to stay in his rut (losing $2M/year), rather than change his belief set and take new action.

I learned a valuable lesson there (probably had learned it before, but I need the Universe to remind me): People want different results - but they don’t want to change their thinking and actions to get them.

When’s the last time you changed something major in your business life - how you do something or how you approach something or how you think about something? When’s the last time you took inventory of your sales approach/philosophy (I mean a rigorously honest assessment, with someone from the outside helping you)?

If you haven’t done that in a while, you may be operating at a low optimization rate - and rather than resorting to the worn out adage of “working harder” to accomplish your big goals, maybe you can just work different. If you really do want different results, you might just have to change some things up stream to insure that your goals get met. As a friend says, “Don’t let your ego get in the way of your future.”

October 25th, 2007
Proposals Proposals Proposals

Bill Caskey and Bryan Neale share a "how to" for proposal writiing and discuss what components every good proposal should (and shouldn't) contain. READ MORE

Proposals Proposals Proposals

Thursday, October 25th, 2007

Bill Caskey and Bryan Neale share a “how to” for proposal writiing and discuss what components every good proposal should (and shouldn’t) contain.

 
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October 23rd, 2007
Is it Me Or Do Local Car Dealers Take Me For An Idiot?

I wonder if there is any connection between Detroit's troubles selling cars and the "God-awful" commercials that insult their buyers which run on local TV.Do ...READ MORE

Is it Me Or Do Local Car Dealers Take Me For An Idiot?

Tuesday, October 23rd, 2007
I wonder if there is any connection between Detroit’s troubles selling cars and the “God-awful” commercials that insult their buyers which run on local TV.Do you think we are total frickin’ idiots when you tell us you bought too many cars from the manufacturer and now you are in an overstock position? Do you take me for a moron?

Do you think we don’t see through it when you say, “The tax man is coming and we have to move these vehicles - or we’ll be taxed?”

Do you really believe that you yelling at me about how great you are - how cheap the cars are at your dealership and how you “stack ‘em deep so you can sell ‘em cheap” - actually motivates me to come in and buy?

Sales Training Tip #1
Insulting your prospect is not a good place to begin the relationship. I know you aren’t in the car business, but don’t make the mistake of thinking your company doesn’t do that (perhaps not to the degree they do).

  • Do you insult your prospect when you don’t allow him to tell you what his problems are so you can help him fix them?
  • Do you insult your customers by not bringing them new ideas and solutions?
  • Do you insult your contact by not asking her what her personal interest is in this purchase?
  • Do you insult your prospects by not helping them determine how much - in $ -their pain/problems cost them to have?
  • Do you insult your buyers by not asking them what their dreams are for their business?
  • Do you insult your prospect by not studying the profession of selling so you can be of more value to him and his team?

I hope not. But sometimes it’s easy to look out and say “Boy, those car guys just don’t get it!” And yet you’re doing the same thing - maybe in a different way - but still an insult.

October 18th, 2007
The Best Sales People Might Not be the Sales People - So Who Are They?

We work with a technology firm that has a 90-day selling cycle and a 90-day implementation cycle. They sell telecom/networking/convergence technology. But here's the problem. ...READ MORE

The Best Sales People Might Not be the Sales People - So Who Are They?

Thursday, October 18th, 2007
We work with a technology firm that has a 90-day selling cycle and a 90-day implementation cycle. They sell telecom/networking/convergence technology. But here’s the problem. The customer - at the point of sale, when the contract is signed - is ecstatic - full of excitement.

But by the time the implementation is over, the customer loses interest (by the way, we’re talking about $500,000 solutions here). Why is that?

It might be a problem you have too, so listen up.

  1.  
    1. The project managers aren’t good at managing relationships. They are in a “let’s get it done - give me the data” mode. Not always good for the warm relationships that the sales/account people had created.
    2. The sales person, who created the bonding and rapport, and who, following our system of selling, found the pain and the possibility (sometimes this is quite emotional for the prospect) leaves the process. The President of my client company even used the description, “Their jaws dropped when I told them the sales person was moving on and the PM would take over.”
    3. All  of these hours of research on the part of the AE get swept up into a 10 page SCOPE OF WORK. Sorry, but that won’t do.
    4. The Original Pain/Possibility loses attention. The PM’s barely know what it means to solve business problems. All they know is technology. So all of this talk in the sales process about how we solve “business problems” washes away.
    5. Velocity wanes. Referrals are hard to come by. Did you ever wonder why referrals are so difficult to get? Maybe it has to do with the customer’s lack of excitement after the solution is implemented.

So what to do?

  1.  
    1. Train your Project Managers (subject matter experts) the art of communication and expectation management. And throw in some relationship skills to the mix.
    2. Have the AE continue in some capacity throughout the implementation.
    3. Don’t talk about the Hand Off (or Turnover) meeting.
    4. Introduce the PM (or whoever will be handling the implementation) PRIOR to the deal signing.
    5. Have a TOTAL REVIEW at the end with the AE in attendance. That’s the time there should be a referral process.

In our consulting practice, we’re starting to hear more about this issue. And we’re starting to do more training for the “back end” people. Not a bad investment since it can cut your marketing costs significantly by getting more referrals on the back end.

October 18th, 2007
Mental Rocks

In keeping with the fact that 80% of sales success has to do with how you think and your selling strategy, Bill Caskey and Bryan ...READ MORE

Mental Rocks

Thursday, October 18th, 2007

In keeping with the fact that 80% of sales success has to do with how you think and your selling strategy, Bill Caskey and Bryan Neale take on the issue of “How Do You Need To Think?” in order to be successful.

 
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October 16th, 2007
Your Opinion Of Me Is None Of My Business

by Brooke Green“Your opinion of me is none of my business. . . ” (Author Unknown) That is one of my favorite quotes and one I ...READ MORE

Your Opinion Of Me Is None Of My Business

Tuesday, October 16th, 2007
by Brooke Green“Your opinion of me is none of my business. . . ” (Author Unknown)

That is one of my favorite quotes and one I keep filed in my brain at all times.

Peer Pressure
I train a lot of business development teams that have become more interested in how they look to their peers than fulfilling the job that they were hired to do. Why is that? As adults, don’t we talk to our kids about being proud of who they are, operating with integrity, not buckling under pressure? Why are we spending time covering our rear ends with our peers, instead of operating with the intention to do our jobs to the best of our ability and being fulfilled in our professional life? Why is it about us, instead of our clients?

Truth
Is it because it’s easier to get mired down in the crap than to use our brains and operate with pure intention? The answer, YES! When I’m training groups of intelligent adults, with really good hearts, I find that they would rather place blame than take accountability. “Suzy isn’t doing her job!” “Bobby is saying bad things about me!” “If my boss would hold me accountable I would care about what I do.” Most are looking for someone else to hold them accountable or they think they have some sort of accountability hold over their co-workers.

You can only be accountable to yourself. The truth is that we create reasons not to do our jobs, not to be successful. If we clear all the crap away and act with the intention to help our clients, the expectation rises. Darn, then we’ll really have to perform.

Get out of the CRAP
So what can you do when you lose your way? Life is a series of choices – slow down, and make a different choice. Get out and see suspects/prospects/clients – dive into what you are supposed to be doing. Remind yourself why it’s fulfilling. When you make it about other people instead of yourself – the crap quickly clears. As my Mom would say, “take the high road!”

October 11th, 2007
The Mindset of the Entrepreneur

A couple of weeks ago I had the chance to speak to the Greenville Chamber of Commerce to the NEXT Group, a subset of the ...READ MORE

The Mindset of the Entrepreneur

Thursday, October 11th, 2007
Bcandgreenvillegang_7

A couple of weeks ago I had the chance to speak to the Greenville Chamber of Commerce to the NEXT Group, a subset of the Chamber specializing in emerging technology companies.   One of the challenges that entrepreneurs face in building their business is that they need to respect, revere and understand what “selling” is and how it can be done most effectively. 

In the technology field, the problem is complicated by the fact that these are custom solutions many times and not off-the-shelf, in-the-box products.  Consequently, it changes how you sell to someone.

There were three major lessons that came from this program, and I hope you can learn something from them. 

1. All Sales Success Starts in The Mind:  The title of this program was “Rewire the Sales Mind.” And the assumption I have is that how you think determines how you act and how you achieve.  Look at the top two percent of sales achievers and you will find they think differently about the role of the sales professional.  The main difference, I suggested, was great sales people don’t look like clowns (average sales people), instead they look like competent problem finders and problem solvers for their customers.  So if you’ve been reading the old books about how to convince, persuade and defend, throw those books out because they don’t work anymore – or at least they don’t work to the level you need them to work.

2. Your Market is Abundant by Its Very Nature:  I believe that virtually every market is abundant; however, we don’t always see them so.  Two reasons the technology market is abundant is because a) the pain that the technology solves is abundant, and b) most technology companies are absolutely pathetic at communicating the value of their solution.  Consequently, many problems remain unsolved because the right vendor has not come along with the right expression of the solution.  So when you’re out in the market, I suggested that you not take just any deal (which is customary for start up companies) but instead take only the deals that are right for you, since we know there is an abundant, never ending supply of them on the back end.

3. When You Have What They Want, You Control The Process:  You see the reason most sales organizations fail to optimize the sales asset and perform at 30-50% of what’s possible, is they lack the perspective to be in control of the sales process.  Your customer has a problem; you have a solution—you have what he needs.  That puts you in control of the process (not of the people in the process, but the process itself). 

Most sales training doesn’t teach this.  Most old, worn-out, antiquated sales training teaches that you’ve got to “do what it takes to get the order.”  That perspective is offensive to me and to the clients that we teach.  Spend your time working on how you bring value and the problems you solve with that value and then go find people that have those problems.  Don’t make it more complicated than it is. 

A final note – thanks to Jim Henderson who set up the program and Brenda Laakso at the Greenville Chamber for organizing the details.  And hats off to the Greenville Chamber for thinking outside the box in creating a learning experience for their members.

                                                                        

October 10th, 2007
For Sales Managers Only

This is the initial voyage of the Sales Managers episode which we’ll release the first Thursday of the month. If you’re not a sales manager, ...READ MORE

For Sales Managers Only

Wednesday, October 10th, 2007

This is the initial voyage of the Sales Managers episode which we’ll release the first Thursday of the month. If you’re not a sales manager, forward this on to those appropriate for this. The premise for this episode is that most sales teams don’t work - or at least they aren’t optimized. We’ll talk about how to look at, and assess, your sales team so you know where to focus your attention – and how to grow your business. This is for Sales VP’s, Sales Managers, Regional Managers or anyone who manages/oversees a sales team.

 
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October 4th, 2007
What Entrepreneurs Need to Know About Selling . . .

I was invited down to Greenville, SC recently for the Chamber of Commerce NEXT training program. This Chamber is unique in that it brings in ...READ MORE

What Entrepreneurs Need to Know About Selling . . .

Thursday, October 4th, 2007

I was invited down to GreenviCaskeypointinggreenvillelle, SC recently for the Chamber of Commerce NEXT training program. This Chamber is unique in that it brings in people who can help their members grow. NEXT is a subset of the Chamber that is made up of technology companies who are emerging or in early stages of growth.

Here is the rundown on what we discussed:

  1. STOP SELLING AND START FINDING PROBLEMS. Your ability to sell is congruent with your ability to find the problems your customer has in absence of your product. The old game of selling is based on CONVINCE and Defend. Get out of that mindset. That’s for amateurs. Replace it with “Find and Solve” mentality.
  2. CREATE AN ATMOSPHERE FOR TRUTH. You won’t get your prospect to tell you anything if you can’t create that atmosphere. Start by saying, “I don’t really know if my company can bring any value to you - but I thought we could talk and explore together.”
  3. HAVE A SALES PROCESS. I know this is a big one, but we went through a sample sales process that will work for anyone. Can’t get into detail here, but here it is: STEP 1: Exploration (where you explore what his/her dreams are and roadblocks anticipated. STEP 2: Denomination (where you and he identify the monetary impact of NOT solving the problem.) STEP 3: Recommendation (where you recommend solutions/procedures based on his problems and opportunities). STEP 4: Engagement (where you collect money, sign contracts and get working.)

Thanks to Jim Henderson and Brenda Laakso (Greenville Chamber) for organizing the program. We’ll be working with this group on an ongoing basis beginning in October.

If you’re in a Chamber that this would work for, call Debbie Rabb at 317.575.0057 or Skype her at “debbie.rabb” and she’ll set it up.

October 4th, 2007
Occam’s Razor: The Ultimate Sales Strategy

by Bryan Neale If you ever have a resume for a sales position come across your desk from a Franciscan Friar named William of Occam, HIRE ...READ MORE

Occam’s Razor: The Ultimate Sales Strategy

Thursday, October 4th, 2007

by Bryan Neale

If you ever have a resume for a sales position come across your desk from a Franciscan Friar named William of Occam, HIRE HIM IMMEDIATELY. Odds are slim this will happen, as this English logician (a very smart logical guy) died in 1349 (see Occam’s Razor in www.wikipedia.org). His most famous theory though SHOULD be alive and well in your sales strategy—but I’ve got $100.00 it’s not.

Here’s what Occam says in the simplest of terms—the simpler the better. He essentially asserts that the simplest solution is the best solution in all cases. Nothing could be more true than in the game of sales prospecting.

Most companies’ sales strategies involve one of two extremes. Either, one, they make individual calls to end users. Sometimes cold, sometimes referred—but all outbound activity between salesperson and prospect is 1 to 1. One call = One prospect. Or, two, they go to the other extreme and use non-human marketing material to make the phone ring. Salespeople…scratch that…LAZY salespeople love this because it takes the most difficult part of the sales process out of their hands. Prospecting in this strategy is limited to simply answering phones.

Still, I have a fondness for lazy people. I think lazy salespeople are actually intelligent salespeople—they just don’t know it—until they are introduced to Friar Occam. Occam’s theory applied to the sales process and strategy can have profound effects on results, input vs. output ratios, and salespeople’s performance and job satisfaction. The theory applied looks like this:

Instead of making sales calls 1-1, engage only in LEVERAGED activity. The outbound sales process should target referral sources, industry relationships, and venues where multiple prospects can be introduced to a company through a single point of contact. Here are two examples based on Occam’s principle that will have a profound and exponentially positive impact on your sales results:

1-Cold Call ONLY to REFERRAL SOURCES: Instead of cold calling end users, ask yourself the question, “Who already has a RELATIONSHIP with my ideal client?”  Think of others who call on and maintain on-going relationships with your ideal client. One call to those people can be worth hundreds of cold calls. In my business, I would recommend a rep from salesforce.com call on me. I have relationships with his/her ideal clients and could make a very powerful introduction. (PS: e-mail me to find out how to set up a referral program: bneale@caskeytraining.com.)

2-Speak at Trade Associations: Ask yourself, “Where do all of my ideal clients assemble together to share information?” Find a way to create compelling information that can be delivered to them. Associations are desperate for content to fill their meetings. One warning here though: NO SELLING. Keep integrity and intent in mind.


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