Sales Loudmouth
A Community for Professional Sellers
Tim J. M. Rohrer
A recognized leader in sales, sales management and sales training. Available for speaking engagements and consulting. Contact me at timrohrer@comcast.net
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Great article and I needed it today. I lost out on a major deal and I was done for the rest of the day..
btw- i really like your blog and have been reading it for a while. I have includeed your blog in the top 10 sales blogs that i track on my site
http://www.b2breps.net
Best,
Dave
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Loved your post! Always nice to have a gentle reminder pause that tenth of a second to engage the brain before engaging the mouth!
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Great point, we are in charge of the choice.
Far too often, like a doctor tapping your knee, we have a communication reflex, verse a chosen response.
Thanks again,
Mark
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Excellent, well-written post Tim. I've done my share of unproductive behaviors, and I rarely do them anymore, but your post had me sitting right next to you there in your car, shaking my fist (and perhaps other parts of my hand) right there with you. Your post is a great reminder to refrain from unproductive behaviors. Inappropriately expressed anger is always a bad thing.
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I'll take issue with one aspect of "The Angry Reply." It's possible that the client's suggestion that you've gone crazy is a counter-volley in the negotiation. It's also possible that he believes, rightly or wrongly, that you're nuts, and is not going to do business with you.
This might not be a bad thing; sometimes you can't make a deal, and that's the way it goes. But the ideal scenario is one where, once the fiery rhetoric is over, you come to terms you both can live with.
To move the process along to a sale, you're going to need to get the client to counter-offer. I didn't see any indication in your post that a counter was forthcoming -- how did the conversation finally turn out?
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Great comments on neutralizing the objection and digging for more information. I've used this strategy a number of times and have always found it is a very graceful way to handle the objection and uncover additional info. Great post. Thanks, Mike Copeland
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Great post Tim. I really enjoyed this post. I like the part where you talked about ruining your opportunities by bringing preconceived notions to the table. It sounds so simple, but I always teach my salespeople to start out the conversation by asking some key questions and listening. As the old adage goes:"Tellin aint sellin!"
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Tim, I agree with your assessment of "the fatal flaw." And, unfortunately, giving a presentation too early in the sales process is ultra common in the areas in which i train: retail and B2C selling. I'm on a mission to change that, but so many think that "selling" is "telling" and i like to say that "selling is listening" is a more accurate description of selling.
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Tim,
You're a master at drilling down into these sales scenarios to find their core elements. I wholeheartedly agree with the practice of anticipating objections. The best sales presentations anticipate the most common objections so that a clear track to closing the sale is evident and even attractive to the prospect.
-Skip Anderson
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Tibor,
Thanks for the comment. I agree with you. Most managers/coaches have a need to make sure that all the sellers/players perform every nuance of the sale/game in the same way that they would do it. Not only does this make it nearly impossible for the seller/player to win favor in the eyes of the manager/coach, it also limits the seller's/player's potential.
There is a saying in golf that most sales managers would do well to learn: The scorecard says "how many" not "how?".
Tim
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I would add to the comments above that at times managers tend to focus on too finite a point. That is one deal, one meeting, they do not tend to coach the whole. Regardless if it is sales strategy, or managing time vis-a-vis objectives. They tend to concentrate on and coach events rather than coaching over all behaviour and actions that determine the events.
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Ian,
Thanks for the thoughtful comment. Of course, you are right. While my professor was just having fun to make a point, a sales manager must coach a seller in order to get them improve. Perhaps, a better approach to a blunt question about one's own imperfections might be: "Let's brainstorm some ways to reduce the amount of time that seller's waste." When a sales manager works to avoid putting an individual in the spotlight he is more likely to get the participation he seeks.
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Hi Tim - good post.
I think there;s a corollary too.
While students/salespeople should not be afraid to admit their shortcomings (and then do something about them) - it's also true that if a professor or sales manager wants to get the students/salespeople to take action then he needs to phrase the question in a different way to get them to open up - or address the issue in a different way.
Ian
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Some great stories Tim, as a football fan I really appreciate the switching plays analogy and it does highlight a really valid point.
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Tim,
Change is good, but I do like the way you demonstrate the need for it in sales. Change is general, style and approach.
Great points,
Tibor
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Tim, I really admire your statement that sales managers should create a predictable environment for their people, and they should only hire salespeople who have a genuine zest for self-improvement and finding a way, somehow, to get better results. That is so very important, and so very simple, but so many sales managers are busy chasing their tales instead of doing what you recommend. Great insight, Tim.
- Skip Anderson
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Tim,
What a great story... I can't say I have ever had a call go that bad, but I am taking away some powerful lessons. always cary a backup of that presentation on a flashdrive and on paper. I also hate to say it but I am probably FAR to confident in my ability to "fly by the seat of my pants". For the next few weeks I am going to focus on being "over prepared."
Thanks for sharing!
-Brad
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The most successful salespeople who sell tangible goods realize that many of the benefits of owning these products are in the realm of the intangible. For instance, people buy automobiles for a variety of reasons: including belonging to a particular socio-economic group; or saving money and getting a good deal; etc. Tangible goods salespeople who only focus on the tangible are missing opportunities to understand their prospects and do a better job of igniting their buying triggers!
-Skip Anderson
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Tim - I laughed and groaned with sympathy in equal measure at your story.
Ian
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This is a great story and thanks for sharing. Our failures are what make us change for the better (hopefully).
Many years ago, I was on a cold call with someone for an hour and a half and the prospect argued and harangued me for ages, baiting me at every opportunity. I didn't realise that he never intended to buy, but just wanted some entertainment. Lesson learned - even the sales people has the right to walk away and not be treated in a particular way. Even if I had won the sale, I wouldn't have enjoyed it - that was my worst sales call ever.
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Great post! The takeaway close is a classic and this is a bit of a variation on it but most sales people are afraid to use it for fear that they will loose control when in reality it is the tool that is keeping you IN control. The minute you start to negotiate on price control of the situation has begun to shift from you to the prospect.
-Brad
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Great post Tim! A lot of my background is in selling proprietary educational products. frequently there is nothing you can "show" so we use a lot of questioning and visualization techniques to help our clients paint a picture for themselves of what things will be like when they are done.
Thanks for sharing!
-Brad
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Excellent article Tim. In selling intangibles I find a picture is worth a thousand words in that being able to visualise the final product is extremely important in bridging the gap between what you percieve and what your customer wants.
However, as you say, a good wordsmith should be able to have the skills to visualise through language as well and stories are a great way of doing this.
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Tim, you are one of the best blog writers out there. Your posts are always finely crafted and engaging. This was a great post about getting the job done...somethings salespeople must do day in and day out to be successful, not just on Sundays!
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Most reps lack the confidence to defend the value of their offerings, at times it I think it is a lack of understanding of the value they can bring. Once they have that not only are they more confident, but are able to communicate that value in a much more effective way.
Tibor
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Great post Tim, I have been lucky enough to have worked for some great people who have all those traits and what I have most appreciated is not only the recognition of my talents and value but in the individuality that I possess in achieving it, rather than trying to enforce their own methodology vicariously through me.
Working for someone else doesn't necessarily mean losing your identity, but there is always that danger, I guess.
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Relly enjoyed this mini-rant Tim. "Could care less" is my particular favourite "hate" - and I fear you Americans are particularly bad at this one. Another that annoys me is the use of the word loose instead of lose.
Ian
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Great article Tim. I think the most difficult part of designing any contest is making one where anyone can win. Karl, I love your idea. I have never done that before, but it is so simple. I did a similar one for a big prize where i took several decks of cards and every time a deal was closed the reps could pull a card. Best hand at the end of the week won the prize. When properly designed contests are a great motivator.
-Brad
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My favorite sales contest is designed for inside teams. Anyone who closes a sales reaches into a big box and pulls out a bill.
If your team gets 60 deals a month, then you put 30 1's, 15 5's, 10 10's, 5 20's, 2 50's, and 1 100 dollar bill.
Consider, the spiff is going to cost you a mere $425
There is no spiff to date that has created more of a ruckus and room full of cheering when a mere $20 is found. The laughter at grabbing $1's and the fist pumps and shrieks when nabbing the hunsky....worth the price of admission.
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Contests are a great way of bringing colleagues together and promoting friendly competition but having the sword of damocles hanging over the activity only promotes individualism and unco-operation because of the 'every man for himself' atmosphere.
Humiliation is not only a poor reflection of the moral fibre of those running such an event but also shows a sophistication that matches primary school disciplinary measures. If you are going to treat people like children then don't expect great results.
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I made a specific Office Bingo to take the edge off the pain of listening to these kind of expressions while in meetings at my office.
I first heard "It is what it Is" four years ago and thought it a waste of words right away. Talk about stating the obvious!
And my all-time "fave" is "At the end of the day"- I find upper managment just loooooves saying this in every conversation.
NPR interviewed a woman from the UK that tracks this kind of stuff - and people there are suffering from some of the same eye roll inducing expressions as well. The most annoying corporate lingo on her list is on mine as well, whether it is said at the beginning, the middle or the end of the day!
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Great post, I am not a golfer, but I do run, and I know that if I think I can’t d another mile, I will not, but if I tell myself I feel great, and I have another two miles in me, then it’s a breeze. Applying it to sales is key, what I also find helps with the VOD especially for key accounts or meetings, is to write things down and when the VOD comes round, you can read in your own words the positive outcome you are able and will produce. Thanks for kicking the week off right.
Tibor
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Wow! What excellent writing...I don't like golf at all, but you had me reading every word and agreeing with your insight. I use affirmations and I keep close track of my thoughts during the day and night.
Thanks for this reinforcement about the effectiveness of using affirmations and thanks! for the gooood story about your son.
I encourage you to write and share more.
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LOL! Nesh, I'm the author - I wouldn't tell you about all the times I've told him to "Just stop talking." Teaching can be frustrating but with motivated students we can work our way through those challenges.
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This is a fantastic story Tim, and something that I can relate to in trying to teach my kid to learn the fine art of tennis. The interesting thing is that throughout the story you don't yourself lose your temper like many parents who secretly hope their child is going to be pro.
In business, managers become frustrated with frustrated sales people and they feed off each others negativity in the same way that an irate father's temper affects the child's enjoyment of the game.
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What a fantastic and clear explanation as to what differs between busy good and busy bad. Tim you should write a book!
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Thanks for the comment, Ian. The first seller was busy doing what she was doing and an argument could be made that it had value. But, for me it isn't enough.
Imagine it was time to cut the grass. You get the mower out, change the oil and gas it up. Then you put it away. One could say that you didn't do nothing but the grass still isn't cut!
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To be fair to the 1st salesperson; she wasn't just doing nothing. She was potentially raising the prospect's perception of her helpfulness and how much she cared about him.
But I'm splitting hairs - you're right of course, the 2nd salesperson progressed the sale much further. It sounds like the salesperson knew the client pretty well and had already earned the right to ask for a meeting to discuss (it might have been a little pushy if they'd only just met!).
Ian
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Nesh,
To take your comment one step further... I have seen sales people who will do ANYTHING to avoid making calls. organizing lists for hours, researching, writing letters, but no actual calling on clients. Again... they were always "busy". You could never catch them doing nothing or screwing around, but they were rarely moving people from lead to prospect to client.
Great post Tim!
-Brad
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Some people are busy because they are purposely not productive. I remember working in a supermarket when I was at school and there was a very lazy colleague who always carried a plastic binder. He never worked, but when management were in the vicinity, he would hold up the binder and look quizically in deep ficiticious concentration. He rarely got caught.
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Tim, I appreciate your mention of "actions that get one closer to a sale." Back when I was a sales manager, I would always ask my people, "what are you doing to move them closer?" I would often get things like, "I'm going to follow up this week" or "they're on my calendar to call today." A phone call MIGHT move a prospect closer to becoming a customer, but often, these phone calls are just hopeful attempts to get the prospect to say "I'll buy." I've seen a lot of salespeople be busy making phone calls, but not be productive at the same time.
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First, recall that my stance is that local marketing should take advantage of human behavior and not try to change it. The reason is that local marketers don't have enough money to advertise long enough or with sufficient strength to change the behavior of a large group of people.
While I may have implied that no amount of marketing can change human behavior (because I mentioned Coca Cola), that was not my position.
However, I don't believe that the crop of technologies that have developed recently are necessarily good examples of a change in human behavior. Take Google for example. Users go to Google in order to find information. Not that different from the Yellow Pages or the library or Enclyclopedia Brittanica. While it's true that people use the computer to search for information and that is different than before there were computers, it wasn't a marketing campaign that got people to use computers or Google.
I agree that SEO is a game changer and that local marketers must take advantage of it. So, we end up agreeing after all because once local marketers have a keen understanding of human behavior their marketing becomes a lot easier.
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Tim,
I would argue that in tradition situations you are 100% correct. Their is a scenario however that does not support your advice and that is that of the startup that has a true game changer. If there is tangible benefit in a new way of doing things, the local marketer must take advantage of it to maintain a competitive advantage.
Our blogs and before that websites are a perfect example.
Google has struggled to go local, but as they make strides, if you are at the top of any list, it is a great value. SEO is a game changer that local marketers should pay attention to. The few that are, will win many competitions for consumer dollars.
In San Francisco, yelp is king. By getting people to comment on your business you generate more customers. All of these new ideas need trumpet blowers to get others excited.
At the end of the day, the return must be there, but in these cases people had to take a risk from the norm and venture into new ideas.
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I appreciate your question, Mike, in the same way that a parent appreciates one's teenager inquiring about their youthful drug use.
First, media seller have no control on the advertising plans of their medium because if they did they would choose to advertise year round. Sellers love it when their medium advertises because it brings in business and increases awareness of their brand.
The better question would be: If most media propose that their clients advertise year round why don't the executives of those media lead by example?
The answer to that is that media executives are slaves to Wall Street's expectations and have sold their <insert inflammatory body part here> in exchange for stock options.
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I have a question.
If the salespeople believe advertisiers should be on year-round to build market share, why do they only advertisde during ratings periods?
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You weren't the only one vigorously debating my stance, Colin! I appreciate the challenge to my premise because it makes for a more interesting forum and it forces me to think deeply about all of my theories. Two very good results so keep those comments coming!
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Tim,
Perhaps you were referring to my comments on your last post when you say some readers disagreed with your example… however, nothing to disagree with this time around… I like these examples… job done.
By the way… the restaurant that I mentioned in my response to your previous post majored on two things… Chili Con Carne… it is the best in the world (notice my modesty)… and build your own Ice Cream dessert!
I paid a fortune for marketing and advertising back then… I just wish the guys I hired had your insight… it would have saved me a fortune!
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You rock, Mike! Thanks for the comments, compliments and wisdom from someone who has been there.
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Thanks for the comment, Phil! Regarding your quibble: A good year-round campaign should increase share of mind for the advertiser which should, in turn, increase revenue in the future. The challenge for the small business is that they can't wait for results and they are better off saving their money to make a bigger impact when results are more likely.
In the ice cream example, I would be in favor of a chain of ice cream shops advertising year round to gain share of mind. This would be especially true if the group was new to a market. As a group, the owners could probably invest some money that didn't require an immediate impact to top line revenue.
In the car example, I am also in favor of a chain like Team Automotive or Nalley Automotive (in Atlanta) advertising through thick and thin. Branding your name as a destination of choice for the reasons stated in the advertising will influence a consumer when they become a "now" buyer. Individual auto dealers, though, can't make that equation work.
These truths are probably the reason we see the proliferation of chains in every industry.
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Dear SAML,
As a former owner of an ice cream franchise and moderately unsuccessful advertising salesperson, I found your comments about seasonal selling to be right on the mark! It is true that advertising absolutely cannot change consumer behavior.
When I first bought the ice cream franchise, I was advised by a regional manager (who had no experience in advertising sales) to "shoot when the birds are flying", or something like that. I can tell you from experience (and wasted dollars) that he -- and the SAML -- are correct!
One other thing. Having been on the ad sales side first, then owner of a small retail business, this observation. Your average restaurant owner/manager gets cold-called by walk-in salespeople 5, 10, 20 times a day, each salesperson expecting him to drop what he's doing and hear a pitch. Having been on both sides, I can tell you that the sales professional who ultimately got a piece of business was the one who used the cold call ONLY as a vehicle for a follow up appointment. It is far more respectful of the time of a business owner who might be juggling 20 issues at any given time.
Way to go, SAML. You rock!
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Tim,
I disagreed with you on the auto example, but think you've hit the nail on the head with the latest two examples.
When considering any kind of expenditure, a marketer needs to ask, "If I win, what's the prize?". In the case of the ice cream shop, it's hard to imagine that in even the best case the incremental business will justify a $60,000 year-round expenditure.
One quibble, though -- I do think a good year-round campaign would increase the ice cream shop's share of the 5,000 summer consumers. Although they may be filtering out as much of the advertising as they can in the winter, the message is still getting into their heads, and it will affect their impulse decisions come summer. But the increase likely wouldn't justify the expense.
The Coke-in-the-morning idea was trying to convince the public to do something that they really, really didn't want to do. There isn't enough marketing money in the world to make that work.
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I think this is a great post Tim - I just found it linked from your current one.
Neil Rackham has a great phrase highlighting that the role of salespeople today has changed from just communicating value (the value is in the product and the sales person must ensure the customer understands the value, USPs etc) to actually creating value (problem solving, adding service, etc.). In this case, if the market has commoditised, then the salesperson themselves is the only differentiator as you highlight.
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Tim,
Your points are all appreciated and I find myself agreeing with about all of what you share.
I would like to add a comment about enthusiasm. Many people are not cut out for sales, primarily because they lack the natural enthusiasm needed to overcome objections, internal issues, marketing problems, product mishaps and so on.
Oh, and it is dilemma, the mistery of the "n" is unclear but there are a thousand forum posts like this one.
http://www.oneofus.co.uk/forums/index.php?showtopic=195
More often than not, when I get complaints like this from sales people, it is because they do not have this natural drive to buy in and maintain optimistic views.
Emotion, a strong belief in what you offer, is imperative for selling greatness. Without it, a new job, a new offering, the world on a silver platter, still looks dismal.
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Tim,
Great topic. I also wonder if it because there are so many ways to approach it. I describe sales to my team as being 50% art and 50% science. Most people are able to fully wrap their head around both sides. The seem to either fully engage with people or data, to be great you really have to get both sides of the equation in the proper balance.
Religion is a interesting concept though. I had never really thought about it from that point of view. Now that you mention it though i think many people do approach it in much the same way.
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Great post Tim. I think a lot of sales people hop from job to job looking for a better product or better commission structure only to find it never comes. When I was doing my MBA one of my projects in stats was to prove what factors increased one sales persons success over another. there were only two points with statistical findings. First was training (a important solution to several of the issues you discussed) and the second was tenure in THAT position. In short if you are trying to improve results and income the best thing you can do from a statistical standpoint is to seek out training and stick around long enough to get good at it. Very few salespeople in long established companies have products that no one can sell. Someone can you the company would stop producing it. I would recommend that you find a person in your company who is being successful and develop a relationship with that person so you can learn how they are doing it.
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Thanks for the comment, Colin. I would suggest that if you owned a restaurant that was "jam packed" on Friday and Saturday nights then you A) Don't have a marketing problem and
Many small businesses overlook the #1 source of business and that is their current customers. Why spend tons of money to bring in new customers when you can get your current customers to visit more often for next to nothing?
Of course, you are correct that there are people who go out to eat on Monday and Tuesday nights and there are marketing strategies that will attract a larger share of them. Doing so should be on the list of marketing objectives but it must be a lower priority than generating sufficient awareness, in general, of one's location, menu and ambience.
As for your thoughts that you don't need to pay a marketing company to sell water to a thirsty man I must disagree. A thirsty man has lots of choices and if you want him to buy your water you are going to have to tell him why your water is the one to choose. What you definitely don't need to be doing is paying a marketing company to help you sell water to a man that isn't thirsty as that consumer is infinitely harder to separate from his money.
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Tim
Interesting insight… I agree with you that local advertising should possibly not be looking to change the behaviour of local consumers… however, the rest of your insight has left me thinking…
If I own a restaurant… and I used to… and my Fridays and Saturdays were jam packed and my Mondays and Tuesdays were light, then as an owner of that business I want to get more covers for early week. General advertising… leaving it to the customer to decide when to come in… to get more people queuing to get in on Friday and Saturday does not seem like a good idea. Sure, as a restaurant owner with high demand for Friday and Saturday I would be doing the things you suggest to get more people through… however, it is only natural that I would want help getting more people in on a Monday and Tuesday… it’s what I would hire a professional to help with.
Again I would agree with you… give people reasons to come to the restaurant, but extend it… give them reasons for coming on a Monday and Tuesday. People still go out to eat on Mondays and Tuesdays and so rather than change the behaviour of those who do not go out on a Monday or Tuesday are you not instead trying to attract those that do?
Paying a marketing company money to get me more customers in my busy time is like paying someone to sell water to a thirsty man… it doesn’t need selling, the customer will be buying anyway!
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I love your article Tim! It sends a powerful message. "While it's not always possible to do business right away, it often is." Hiding behind the "I'm building a relationship before we do business approach" is a self-imposed stall tactic!
Let's do some business... and if we become friends in the process... that's even better!
Doyle Slayton
Sales and Leadership Strategist
www.SalesBlogcast.com
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Well this is a paradox, one that nearly all of us in sales have come across. I have been in the rep and management role and what we have to focus on is that the aims are different. Some of the best sales managers I've had were the ones that simplified the cycle and found new ways to keep everyone motivated. They also understood that they were the link between the rep and the company. A good sales manager should understand that their performance is directly related to the performance of their team and when things aren't going well they need to step up and take responsibility as well. I agree that reps need to take the role into their own hands and make their own, at the end of the day they really have no one but themselves to blame. On the other hand, an incompetent and inexperienced sales manager can hinder a sales team and the whole department will suffer.
Justin
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Although it's common to say that salespeople have to identify the prospect's "pain", the easing of pain is only one of eight macro reasons why customers buy. For instance, people buy "to belong" which partially explains Starbucks' attraction I suppose. Do people pay good money to join a country club have "pain"? No, I don't think so! In my opinion, salespeople can be successful at selling a product that doesn't solve a customer "pain point."
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Great advice Tim, on point 4, I would like to add something. If you are working for an established company that has a history of developing the product then the answer to finding a competitive value lies in looking into what intitially made the product successful. If what initially made it a success is no longer relevant and the product is still being sold then it would suggest that a competitive value would be in the longevity of the company in building trust and experience.
If on the other hand the product is a new addition to the market then I find it hard to think that there hasn't been a competetive value attributed to the development of the product and where it fits in the market. A clear understanding must be communicated or sought from developers, designers, marketers and management to understand this.
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Tim,
Great post. Really you can take this one step further. Even if you have a GREAT sales manager you still need to do these same things. You should constantly be seeking training not only from your manager but other mentors, books, videos, etc. Your sales manager is a great source of information and should be the primary source in the ideal situation but if you want to stand out you need to take control of your own success and that means holding yourself accountable and managing your own professional development.
I'm not making a argument that we don't need sales managers... but the average sales manager only has so much time to dedicate to each employee. If you want to be truly great you need to supplement this training with your own. It is possible in this model to exceed the managers skill level eventually. That is how I made the jump from sales person to sales manager.
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Hi Ian and thanks for the comment. Whoever manages the sales manager must ensure that he is performing at the highest possible level. I strongly encourage that person to spend time with the sellers and ask if they are getting what they need as part of the sales manager's evaluation. Sellers shouldn't hold back when it comes time to provide their feedback but until then they are best served by focusing on their own behaviors.
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I like this article Tim.
I think there's a bit of a paradox going on. Sometimes sales managers really are bad. Sometimes it really is there fault. But the salesperson who "ignores" that and just gets on and fixes the problem themselves by being their own sales manager is the one who is going to succeed.
Study after study has shown that the most effective salespeople take ownership of their own development and don't blame others.
Yet at the same time, something needs to be done about that poor sales manager! He'll be dragging down the performance levels of the whole team - and the company can't expect all it's sales people to be stars and to be their own sales managers.
So the sales people should just focus on fixing things themselves. But the sales directors or whoever heads up the overall group absolutely need to ensure that their sales managers are performing too.
Ian
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Tim,
All too often we make assumptions. We assume we know what people are saying, we assume that our interpretation is the only way something can be understood. Remember that assumers (my sniglet) usually end up with egg on their face. I always ask my reps to repeat back what they have been told for understanding. Also, I recommened that they question vague comments until the get definitive answers. When someone says they have a limited budget, my question is usually one that uncovers what they spend money on. Then I work on framing questions around what value they are getting from those spends and how that could relate to my offering.
This type of analysis and qualifying eliminates assumptions and will actually help you build a stronger proposal.
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Tim;
I get what you mean when sales people have excuses on why they lose business.
They don't want to know the truth because they feel the know what is already is and can't do anything about it.
If sales managers allowed mistakes to be made and focused on learning more from the business won, than the business lost, they might just get the answers they are looking for.
I have posted a resource at www.WonSalesAnalysis.com that can was designed for "Won Sales Analysis" - hence the name - that can also be used for lost sales analysis.
It focuses on the events that created the opportunity and what lead up to wining the business.
The thing that is does not have, at present, for those using it for a "lost sales analysis" is whether the sales person got there before anyone else or was second or third in line when it came to discovering the opportunity.
I hope this helps.
Craig
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I too, thought it interesting the way you dealt with that situation. A very socratic way of exploring sales management.
Your debate on assumptions is spot on. Assuming you know a particular fact is very dangerous as I have experienced from both sides of the fence. Example: Assuming you have hung up a call to a client and then talk about them while they are still listening. Not quite what you are discussing here, but I think an important point.
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Tim, I thoroughly enjoyed reading the script of your sales coaching interaction with your employee. It is wonderful to see the type of coaching you do, as many companies do not have that kind of sales management going on.
One of my missions as a sales trainer and business consultant is to encourage just that kind of exchange in sales departments all across the land, so it's very refreshing to be able to peek into your world and see that it's really happening there. Great!
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Great post Tim.
More sales people and sales managers need to hear this message. If we would respond in a positive and in a constructive manner when salespeople fail to close the deal we would be presented with more training opportunities and in the long run make far more sales with fewer mistakes. It brings this quote to mind:
"Recently, I was asked if I was going to fire an employee who made a mistake that cost the company $600,000. No, I replied, I just spent $600,000 training him. Why would I want somebody to hire his experience?"
- Thomas J. Watson (1874-1956)
We could all learn something from this quote.
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I think this is a really great point Tim. I still see people who spend a ton of time focusing on building relationships through social events - then their relationship gets overtaken by someone who has focused more on the business side.
I suppose it depends on the client too. Some place great stock in having a social relationship outside business. But I find that more and more people are under so much time pressure that they just don't have time for this. They want to get down to business as soon as possible and get annoyed by people constantly trying to invite them to social events. Some customers also feel it's slightly unethical too - you're trying to "buy" their favour.
So for my, your "build a relationship by doing business" strategy works by far the best.
Ian
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Very interesting post Tim. Sometimes these "words that work" are very counterintuitive - like the "have I caught you at a bad time?" rather than "good time".
Do you have any other sources for powerful word combinations?
Ian
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