Bryan Neale, Brooke Green,
and Bill Caskey
Excerpt from post on:
December 14th, 2007
In this episode, Bill and Bryan discuss some of the most gut-wrenching things you will hear from your prospect. It seems like things can be ...READ MORE
In this episode, Bill and Bryan discuss some of the most gut-wrenching things you will hear from your prospect. It seems like things can be going along very smoothly in the sales process, and, all at once, the prospect says something that throws you for a loop. They talk about what to do about these objections/verbatims when they arise.
Today's Ultimate Sales Chick Podcast is Part 2 on negotiation. Brooke Green shares 3 tips to a successful negotiation: 1) getting good at opening the ...READ MORE
Today’s Ultimate Sales Chick Podcast is Part 2 on negotiation. Brooke Green shares 3 tips to a successful negotiation: 1) getting good at opening the conversation, 2) getting good at finding out what motivates your prospect, and 3) economics–helping your prospect put a price on their problem.
Airline pilots and sales pros have a lot in common. (Although people's lives hang in the balance of the pilot—and maybe not the salesperson.) In ...READ MORE
Airline pilots and sales pros have a lot in common. (Although people’s lives hang in the balance of the pilot—and maybe not the salesperson.) In this episode, Bill and Bryan discuss the analogy in a way that you can learn from – that will help you know where you are with customers.
I work with a fair number of pharma reps--and I must tell you--there are changes you'll have to make in order to be of value ...READ MORE
I work with a fair number of pharma reps–and I must tell you–there are changes you’ll have to make in order to be of value to your clients.
Here’s an idea: Instead of moving into the sales process operating from a place of “how do I get the Doc to prescribe my drug?” - move into the relationship from a place of, “what can I do in order to help the Doc solve a problem?” Do you see the difference? You should. Because you bring value the second way. Doing it the old way–how do I get him to prescribe?–you set yourself up for lies and reluctance. And you bring no value. Plus, you’re like every other pharma rep that shows up. That’s not in your best interest.
The Doc’s Problems
Think about how tough it is to be in the medical profession today: Regulations, annoying/slow insurance companies, staff issues, long hours, less money….and all the other stuff that comes with the profession. Then he has you to deal with–and all others like you. Why don’t you step back and think about how you can solve his problems by you doing what you do.
First make a list of the problems, then next to that, list out how you can help him. I don’t expect you to help in all of these areas, but maybe you could help him by being more of a resource for him and his patients. Maybe you could help him by providing some training for his staff in a certain disease state area. You are creative–so you come up with how to help him solve problems.
Then, the next time you show up, tell him what you’re up to. Tell him that your intent for the new year is to be more of a problem-finder and solver than you have in the past. See what happens.
If you're in the majority, you probably fill your meeting time with forecasting rubbish. You know: "what's in the sales funnel? when is that going ...READ MORE
If you’re in the majority, you probably fill your meeting time with forecasting rubbish. You know: “what’s in the sales funnel? when is that going to close? what do we need to get them over the hump?”
For God’s sake, dump that technique. There is no growth in funnel review. If you must do that (which you must) do it in a short time frame, or one-on-one.
Instead use valuable group time to do valuable group work.
What is that? Here’s a suggestion from one of our clients after he’d been working with us for a few months.
“Bill, I use 75% of the sales meetings asking them one question: What have you done since last meeting to help your clients solve problems?”
At first, he reported that he got very few comments. But since we (Caskey) were training his people to reinvent themselves in the sales process–away from being the master persuader (where it was all about you) and toward a process where they were focused on the prospect and their problems, they eventually got it.
As he observed his most recent sales meeting he said he was shocked at how the mojo in the room had improved. The motivation level was enormous. And it all had to do with changing the focus of the meeting–to solving customer problems.
Try it. It takes some courage. But it works.
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
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.
So what to do?
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.
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
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.
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
I was invited down to Greenvi
lle, 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:
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.
Pete Ramsey was a really good guy. But from the moment he came in to seek counsel, I could see he had a huge problem ...READ MORE
Pete Ramsey was a really good guy. But from the moment he came in to seek counsel, I could see he had a huge problem - his general approach to business life (and sales) was way off. But how do you tell a guy who’s in his 40’s and somewhat successful, that his approach was old and over the top - and costing him money?But our style is to tell the truth - even if it upsets people and isn’t what they want to hear. So I had to tell Pete the truth and here’s what I said:
“Pete, you suffer from what most sales people suffer from - ignorance of human nature. You think that if you show up and are articulate, well-groomed and enthusiastic that the prospect will trust you - and buy from you. And that’s WRONG. You think that if you act from a mode of ‘convince and persuade’ then people will ’see the light’ and trust you.”
“But you see, the mode most sales people operate from is exactly the wrong mode to help the prospect answer the one question on his mind: Will this person (salesperson) act in my best interest?”
“If he can’t answer a resounding ‘YES’ to that, then you haven’t inspired trust. And you won’t get the truth - or the sale.”
Pete didn’t like my observation. But he knew it was accurate. In fact, he had been having trouble even getting past the first meeting with prospects - for that exact reason - they didn’t trust that he had their interest in mind.
So, to be a high achieving sales professional, you must be a student of human nature. And the study of human nature will tell you that a human being asks one question before all others when making a decision: Is this in my best interest?
If you are entering the sales process from a position of “what’s in this for me (a sale? a contest? money?)” then the prospect picks up on this and you won’t get the sale. His instincts tell him that you are not really there for HIM - you are there for YOU.
ACTION
So I suggest when you review your message and how your first call sounds, that you do a rigorous checklist. And on that checklist should be things like:==Does my message sound too self-serving?
==Does my message speak in his language?
==When speaking about my product, do I sell hard, trying to convince?
==When handling objections/stalls, do I sound desperate?Now, here’s the hidden, dirty little secret to all of this: You may not able to observe yourself accurately. It’s likely that you are too interested in protecting what you already do to see any shortcomings.
Consequently, it will work best if you have a friend or manager listen to some of your phone conversations (or select someone who has been with you on appointments) and ask them if you sound too ‘needy.’ Ask them the question: “If you were the prospect, how would you feel with my approach?”
Select someone honest. And listen to what they say. It may be the best coaching you’ve ever had.
Have you ever wondered why the prospect wants to control the sales process? Other than the fact that we’re all “control freaks” to some extent, ...READ MORE
Have you ever wondered why the prospect wants to control the sales process? Other than the fact that we’re all “control freaks” to some extent, it’s no wonder the prospect thinks – because he has the money – that he should control the sales process. But the fact is, he shouldn’t. You should control it. And in this week’s episode of the Advanced Selling Podcast, Bryan Neale and Bill Caskey tell you exactly how to do that.
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