Jonathan Farrington’s Blog

Why is it that some companies grow prosperous on the fruits of their success at winning major bids while others think themselves lucky to garner a few crumbs from the feast?

Just why is it that some companies consistently win more major bids than others?

What do they do that makes them so successful?

Senior marketing and sales managers have long sought answers to these questions, often with little success. Not surprisingly, the most effective bid winners prefer to draw a veil over those factors that make them successful.

But research has pulled the veil aside and provides a glimpse of the critical success factors in winning major bids. The research is part of a major project undertaken by the Faculty of Management at the University of Luton.

As part of the research 293 companies answered a detailed questionnaire, which focussed on two key areas – how successful they were at winning major bids and what they regard as the factors that made them most successful at winning the bids.

The companies in the survey represent a cross section of those British companies that compete in major bids either in the UK market or overseas and came from industries as diverse as information technology, construction, engineering, aerospace, media, consultancy, manufacturing and utilities. Between them, the companies have a combined turnover of more than £65 billion. For the purpose of the survey, a bid was defined as either, a one-off purchase or a contract for ongoing supply over a specified period

They were candid about their success; some 37 % admitted they won less than a quarter of the bids they pitched for. A further 40 % said they won between a quarter and half of their bids. Only 4 % of the companies claimed to win more than three-quarters of their bids.

There was little disagreement that winning major bids was essential to achieving business plans – 53 % said it was very important to win bids from new customers and 65 % from existing customers. Given that winning major bids is important for achieving business plans, just what is it that gets a company invited to bid in the first place?

The companies were invited to rank a number of different factors on a scale running from “very important” to “not important at all”.
 
The top five factors are:
• Perceived quality of your products/services
• Relationships with existing or potential customers
• Position of the company in it’s market-place
• The company’s overall image
• Track record in similar projects

However, if 77 % of companies win less than half the bids they pitch for - what do the best quarter have, that the other three-quarters lack?

A yearlong research project undertaken by Mathew O’Connor, one of the co-authors of the report, identified 18 activities, which contributed to success

These activities fall under four main categories: 
• Assessing the customer’s perception of products/service value,
• Understanding the customer’s buying centre, (Decision-Making Unit)
• Contacting customer’s regularly and reviewing the relationship
• Communicating key messages about the company and it’s products/services)

Companies that win less than a quarter of bids, claim to perform an average of only 2.9 of the activities very effectively. Among companies winning a quarter to half of bids, the number of very effective activities rises to 3.5; those who win half to three quarters of their bids perform 4.9 activities very effectively: among those companies winning more than three-quarters of major bids, the number of very effective activities climbs to 8.7.

What is perhaps surprising here is that even the most successful companies are accomplishing less than half of the critical 18 activities “very effectively”. It seems pretty clear, that those companies prepared to focus on these activities and generate even a modest increase in the number of activities performed very effectively, could reap significant improvements in the number of major bids they win.

Aside from these critical activities, the research has uncovered some important issues for managing effective bid teams. The companies in the survey were asked to rate 15 aspects of managing bid teams on a five-point scale from “very important” to “not important at all”.

The top five issues are:
• Leadership from senior managers
• Creating a team spirit
• Leadership from board of directors
• Including team members with specialised knowledge of the product / service
• Giving clear instructions to team members on how to handle the bid

Carol Kennedy, a co-author of the report, says: “There is wide range of different issues that companies need to address more effectively if they are to win more of the bids they pitch for. Bidding relationships with the client is given a particularly high priority in the service sector.”

“There are wide variations in the effectiveness of major bid management between organisations. With more companies increasingly finding themselves pitching against overseas competitors for business, the need to create more effective bid management and use a strategic approach is more urgent than ever.”  

To read this article, “The Myths of Bidding Exploded” in full, please click here:

Today’s News: A really big week over at Business Expert Webinars with several of the Top Sales Experts involved: Just click on the banner below for full details.

Work/ Life Harmony Rather Than Work/Life Balance
Topic: Personal Development
6/30/08 5:30pm EASTERN TIME
Presented by Peter Nicholls

How to Prospect like a Pro
Topic: Sales
7/1/08 1:00pm EASTERN TIME
Presented by Alen Majer

Pssst. Your B2B Sales Success Has Nothing to Do with Branding
Topic: Sales
7/2/08 10:00am EASTERN TIME
Presented by Maureen Blandford

Presentations with Muscle - Getting people to Listen
Topic: Business Communication
7/2/08 11:30am EASTERN TIME
Presented by Drew Stevens

Tomorrow: I welcome Rochelle Togo-Figa onto The JF Guest Author Spot

Your security, believe it or not, affects the way you stand, the way you walk, in short, your physical well being and self-confidence. A person without security is always running. They must take the first job offered, or nearly so. They sit nervously on life’s chair because any small emergency throws them into the hands of others. Without security, a person must be too grateful. Gratitude is a fine thing in its place but a constant state of gratitude is a horrible place in which to live. A person with security can walk tall. They may appraise opportunities in a relaxed way, have time for judicious estimates and not be rushed by economic necessity.

A person with security can afford to resign from their job if their principles so dictate. A person always concerned about necessities, such as food and rent, education for children, can’t afford to think in long range career terms. They must dart to the most immediate opportunity for ready cash. Without security, they will spend a lifetime of darting and dodging. A person with security can afford the wonderful privilege of being generous in family or neighbourhood emergencies. They can take a level stare into the eyes of any person - friend, stranger, or enemy. It shapes their personality and character.

The best security you have in this world is you. Your efforts, your leadership, and your ability to develop others as leaders.

Today’s News:

The response to the latest edition of The Top Sales Experts’ latest quarterly E-book has been quite incredible and it seems everyone is talking about it - if you haven’t downloaded your FREE copy of this superb 144 page collection of outstanding articles, you can do so by simply clicking on the sunflower

Tomorrow: I have been toying with the idea of converting my daily posts into a podcast that can be downloaded and played anywhere - this weekend I am going to experiment Wherever you are, have a good one and do be sure to make it back next week - JF

The JF Guest Author Spot

Cheryl Clausen

Yep, I know the squeaky wheel is the one that gets oiled.  But that’s your decision.  You’ve decided to be reactive rather than proactive.  You can change your decision at any time.  Now may be that time.

When you look at your sales force you have 3 types of producers:
• Top Producers (the upper 20%)
• The squishy middle
• Non-producers (the lower 20%)

Even though you know your greatest return comes from the top 20% unless you make a conscious choice otherwise you focus your attention on the non-producers and the squishy middle.  And you know it doesn’t make sense, and you know you shouldn’t do it, but it’s so hard to ignore the whiners and complainers.  However, that’s exactly what you have to do.

If you reward the whiners and complainers and the excuse of the hour producers you’re reinforcing the exact behaviors you want stopped.  You think you can somehow motivate them to change their behaviors and improve their results.  The truth is you can’t motivate anyone to do anything you can only provide a motivating environment.  Plus what motivates some of your sale force is de-motivating to others.

Your greatest opportunity is with your producers in the top 30%.  Why the top 30%?  Because…at any given moment 10% of those producers are fluctuating in or out of the top 20%. 

You know the warning signals:
• You start hearing how they already know that
• They lack interest in honing their already good skills because they’re satisfied with where they’re at now
• They aren’t setting stretch goals

You also know the success signals:
• They’re looking for opportunities to make big improvements from minor adaptations to what’s already working
• They’re eager for new challenges
• They’re looking for personal interaction and assistance

It’s true your top producers are already earning monetary rewards far in excess of their peers.  You also know it’s never just about the money.  These high quality sales people have an inner need for greatness and they deserve more than monetary rewards and prizes. 

They deserve personal attention.  They deserve the time and attention of someone who can focus on them and their needs alone.  Is that you?

Maybe it is and maybe it isn’t. 

If you want to increase sales, and I’m sure you do or you wouldn’t be all that concerned about their performance; you want to invest in your top producers over and above the squishy middle and the non-producers.  One way to do that is to align the best of the best with a coach who can work with them one-on-one helping the good to become great.  Someone who doesn’t judge them or push them in directions they may not want to go, but who challenges them and who calls them out when needed. 

The danger with the business owner or sale manager being that coach is even though the sales person realizes you respect them and want good things for them you’re still the boss.  They worry you have motivations that might not serve them well, and they feel they have to be careful about what they say to you.  That doesn’t work.  If they’re going to make real improvements and real progress they need to have open and honest conversation with someone who they don’t have to be on their guard with. 

Sales training is motivating and highly valuable for your non-producers and the squishy middle.  Yet, it isn’t a good fit for your best producers.  They need someone to help them see their blind spots, someone to ratchet up their accountability, and someone to help them create ways to attain their better future. 

What if your top producers increased their performance by even 3%?  How would that impact your revenue?  How would it impact the culture within your organization?   

Looking at the best thing that could happen and the worst thing that could happen if you invested in your top producers by aligning them with an outside coach, could you live with the worst thing? 

While you’re thinking through your best options invite your sales force to IncreaseSalesCoach.com to sign-up for the report and e-course where they’ll review the 7 Secrets Top Producers Know that you can put to use in the next 9 days.       
  
Cheryl Clausen helps clients increase their client base, close more business, and grow into Top Producers. Cheryl works with service professionals on their top 5 priorities: maximum time management effectiveness, assistant buyer skills for improved sales skills long-term long-lasting relationships, a unique marketing position that attracts more clients, obtaining results through other people, and planning a successful business that becomes a reality. Visit Cheryl’s site here

Today’s News:

Over at Salesopedia: Cheryl talks about leveraging objections to make more sales. How you react to objections determines the outcome of the outcome of the objection. If you expect a positive outcome it changes your mindset. She suggests it is important to both acknowledge and respect the client objection, and then attempt to understand the objection. Cheryl touches on which communication signals to watch for. You may find it interesting to hear you should have an internal smile when you hear an objection, listen to find out why. Just go here

Tomorrow: An end of week message to all leaders

The dichotomy facing sales leaders is how they reconcile the fact that most corporations today provide less upfront training for their sales staff than in years past, yet attach increasing importance to staff development?

This should not come as a surprise, because current stock market thinking provides a powerful disincentive for firms to invest in their people on an ongoing basis. An organisation’s investment in their human capital, in the form of training and other forms of education, is not separable from general expenditure. It therefore appears as a cost on the corporate balance sheet.

Tough Choices:

Unfortunately, as a consequence, sales leaders have concluded that their only realistic option is to cut back on training and instead look to recruit sales professionals who, in theory anyway, already possess the necessary skills needed to do the job.

They then send them out to win business armed with what they know. However, most of those same sales leaders are discovering just how difficult it is to find skilled salespeople, who have all of the essential skills and personal traits. And anyway it is not possible to equate experience or seniority with success.

In skills development, there are many similarities to sport; does an athletic champion stop training as soon as they win their first medal? In music, does a concert pianist stop rehearsing as soon as they have given their first recital? In art, does the artist stop improving after they have enjoyed the first exhibition of their work? The answer in all cases is obvious and we should apply the same common sense principals to the ongoing development of our sales teams.

The reality is that selling in today’s climate is both an art and a science. Selling is a profession that demands a far wider range of skills than ever before, skills that require continual fine-tuning and constant practice.

In Summary - Ongoing Reinforcement and Development Is Essential:

The operative word here is “ongoing.” Even if salespeople have undergone progressive sales training, there’s no guarantee that they will be successful. It is common knowledge that skills grow rusty over time and salespeople are prone to pick-up bad habits along the way or to simply skip steps and take shortcuts that can lead to long-term trouble.

Perhaps even more important these days, is the fact that markets, competition, technologies, and customer preferences are all in a constant and accelerating state of change. This fact requires that sales people are able and willing to rethink their sales strategy and approach frequently and receive a regular top-up of skills and motivational coaching.

Today’s News:

I have mentioned the Sales Sandbox a few times and suggested it is well worth a visit - now you have even more reason, because so many of the Top Sales Experts have their blogs syndicated there - so do take a look. 

Tomorrow: My guest on The JF Guest Author Spot is fellow Top Sales Expert, Cheryl Clausen.

The JF Guest Author Spot

Steve Kraner

Sometimes we fail to ask the tough questions. Why?  Well, for one thing, it can spoil a perfectly good forecast!  We’d prefer to have HAPPY EARS - instead of evaluating our current position critically and dispassionately.

I observe that sales people often ask a lot of surface-level questions because they are afraid to ask questions about pain, fear, or gain – they are afraid they might antagonize the buyer.  Actually, too many surface questions are what irritate buyers.  Drilling down, while uncomfortable for most sales people, actually increases buyer engagement and the buyer’s willingness to share information. It also increases the overt signs of respect the buyer shows toward the sales person.

To quantify the value of an issue, we will need to get to the heart of the matter. It’s a bit like peeling an onion. We move from a broad, generic description of the issue to the underlying motivation or key driver. From an emotional perspective, we move from that which is known, intellectual, and safe, to that which is unexamined, emotional, and vulnerable. We are trying to reveal what makes this issue important to the buyer - intellectually and emotionally. 

There is a difference between moving along the surface – getting more facts - and drilling down to a deeper level of investigation – revealing the impact.  Most of us are comfortable collecting more facts, but are unwilling to go deeper and strip away enough layers to get to the true impact, to the heart of the matter.  Doing so is uncomfortable; but to effectively solve the buyer’s issue, we must understand it at its deepest levels.

When I first hung out my shingle as a sales trainer 10 years ago, I made cold calls and got an appointment with a fellow who was in insurance.  As I drove to meet him, I was going further and further out into the country.  I kept checking the directions, and it seemed right.  Finally, the last turn took me into a trailer park.  He lived there: a fifty year old man, his wife, and his poodle.  For two hours I sat there while he told me that every financially successful person he knew in his business had either had a heart attack, gotten divorced, or in some other way was worse off than he.  I left without his even once suggesting that anything was wrong with his life.

The next week, I had a similar meeting, a similar type of fellow – a retired Federal employee who had bought a franchise.  He told me for 30 minutes how great he was at selling.  I was determined to break through this time, so I took a chance.  I stood up and went to the white board.  I drew two circles and said, “Let’s simplify your business to a two-link chain. One link is your sales ability and one link is the service you offer. One is the weak link.  Based on what you’ve told me, the sales link, on a scale of 1-10, is about a 10. So I don’t think I can help in any way. The problem is the service. Fair?”

There was a long and very uncomfortable silence.  He literally changed colors and squirmed in the seat.  Then he finally said, “That can’t be true.”

I said, “Why not?”

He said, “Because I bought my business at the same time several other people did and they are all making over $300K now.”

This second man I did business with, and to this day he gives us more credit than we deserve for the eventual success of his business. The first guy is probably still in the trailer park.  And whose fault is that?

Sometimes it‘s hard to ask your customer these questions - but it’s irresponsible not to.

Good Selling!

Steve Kraner is a communication expert. He understands that it takes a strong ego to succeed in sales and knows sales audiences are demanding. Steve entertains as he enlightens, combining colorful personal experiences to give you a fresh, unflinching perspective on the sales process. His unique brand of sales edutainment is generously spiced with humorous and relevant stories garnered during a colorful, 17-year sales and sales management career. He invites audiences to challenge him, and the highlight of his programs is the “no-holds-barred” interaction that results. When the dust settles it’s clear to everyone in the room that Steve can walk the talk.  Visit Steve’s website here

Today’s News:

You may remember that I also post to the Sales Manager’s Mentor Blog for Sales Gravy. This week, I have shared the Sales Cabinet Concept and you can read all about it by simply clicking on the image.

Tomorrow: Lower training budgets but higher expectations - this is the dichotomy facing sales leaders today.

I have read a plethora of articles and commentary recently about Sales 2.0 and there is an air of inevitability that at some point in the not too distant future, many of the tasks now routinely handled by “salespeople” will become automated – in fact it is already happening.

But, and this is a really big but, in my view, there will always be a place for the professional business consultant – the “Top 5% Player” – these people never sell anything, but they do assist their clients in making sound buying decisions.

However, this is a wake-up call for the “order takers and marketers” because gone are the days in which a salesperson could simply walk into an office, establish a good rapport with the client, show he/she had thorough knowledge of their products and services and clinch the sale.

Nowadays, the emphasis is on establishing long-term, mutually beneficial relationships and in order to achieve this, the salesperson needs to earn the right to continue discussions with his/her client. Before they can proceed to sell their products or services, the salesperson needs to reassure the client of their integrity, reliability, and ability to understand and recommend the appropriate solution.

They can do this by demonstrating:
• Up-to-date knowledge of business news and current affairs.

Best practices include - reading newspapers, magazines, journals, trade publications and other sources of business information; maintaining membership of appropriate professional organisations; acknowledging gaps in knowledge and taking steps to fill them; locating or developing databases with information on customers, their industries and their own customers.

• An in-depth understanding of the customer’s industry, company and strategies as well as an appreciation of “the big picture.”

Best practices include - gaining an understanding of the issues at all levels of the customer’s organisation including strategic, departmental, and individual needs; seeking to understand the customer’s perceptions of market trends, company direction, plus potential product and service needs.

• A readiness to exchange information and ideas between the supplier and client organisation.

Best practices include - familiarising the customer with your own industry and companies; sharing useful business information even if it does not directly impact on the sales effort; demonstrating the cost-cutting or revenue producing benefits of your products and services.

• The ability to listen and absorb information.

Best practices include - refining the way you identify customer’s needs by asking the right questions and listening actively to customer comments; speaking at the listener’s level of knowledge; using stories and analogies effectively; asking for feedback on the clarity of your message. By demonstrating comprehensive knowledge, outstanding communication skills, and the proper attitude, the salesperson earns the right to move beyond the role of supplier to that of a valued business consultant

These are just a few pointers to those wanting to stay in the game – the clock is ticking and as the man said, the one constant that we can absolutely rely on in life is change.

Today’s News:

Big week coming up over at Business Expert Webinars with some excellent sessions planned - these are the ones coming from Top Sales Experts:

Get Motivated!
Topic: Motivation
6/23/08 11:30am EASTERN TIME
Presented by Kelley Robertson

Get the Trash Out Of Your Funnel
Topic: Sales - Business Development
6/23/08 2:30pm EASTERN TIME
Presented by Joanne Black

Presentations that Win!
Topic: Sales
6/24/08 10:00am EASTERN TIME
Presented by Craig James

Championship Training: Knowing Your Buyer
Topic: Sales
6/25/08 1:00pm EASTERN TIME
Presented by Karl Goldfield

Remodel Your Referral System
Topic: Sales
6/26/08 1:00pm EASTERN TIME
Presented by Terri Dunevant

For full details of any of these webinars, simply click on the banner above.

Tomorrow: My guest on The JF Guest Author Spot is Steve Kraner, so be sure to join us.

When we agree to an idea or proposal, it’s because there’s something in it for us. It’s hard to influence people who can’t see what’s in it for them. Sounds one-sided, but it is true. Call it self-interest, selfishness or whatever. It is only human nature to ask, ‘What am I getting from this?’

People will say yes to your ideas if they meet their needs or match their view of life in the following areas:

• Principles and values

• Beliefs and opinions

• Needs and wants

So Give People What They Want & Need

People agree to ideas and suggestions that match their needs or views of life. Underpinning all our lives are certain principles and values that we hold to be true. These become guidance for how we conduct our lives. They influence and mould our behaviour. They can differ greatly from person to person and successful influencers always take principles and values into account.

But how?

• Notice what principles and values drive other people

• Ask questions and invite comment and reaction

• Check with those who know them well

Some examples of principles:

‘Integrity and fairness are an integral part of business dealings.’

‘I think that older people deserve courtesy and consideration.’

‘Moral behaviour is part of the fabric of daily life.’

It would be unproductive to spend time attempting to dislodge these deep-seated principles. Instead, harness them to add leverage to your suggestions

Beliefs & Opinions:

Beliefs and opinions can be transient or short-term. Remember when you used to believe in Father Christmas, the Tooth Fairy, giants and witches? Proof can easily dislodge a belief. So too can time.

An early step on the road to influencing others may include having to change lingering beliefs or convictions before you can proceed further.

‘I think that BubbleClean washing machines break down more often than the Tumblingsystem range.’

‘I think that all politicians are corrupt.’

‘I never make decisions on the 13th.’

Each of these beliefs can be dealt with by logical questioning or providing proof or data.

Needs & Necessities:

These are fundamental requirements – they have to be met if you are to influence others. Typical needs include: reliability, security, achieving a deadline, meeting a budget, keeping up to date.

‘Because of increasing competition, it is essential that we maintain an image and at the same time keep up to date.’

‘My team members are under great pressure, so it important to maintain their morale.’

‘The system must not only be reliable but secure, as well.’

Having uncovered needs, you may have to mould or reshape your ideas to dovetail with the requirements of others. Often, people have a hierarchy of needs, so it may be important to discover and use this:

‘Which is most important to you – reliability or security?’

Wants & Wishes:

Wants and wishes are not essentials, just a wish list: ‘Wouldn’t it be lovely … if only’. But their fulfilment can be the cherry on your influencing trifle, placed on top with a flourish, after the other person has agreed to your proposal.

Depends What’s On Offer:

Question: How will your suggestions benefit the other person?

The person or people you are influencing will interpret the benefits of your suggestions in different ways. Some will be interested in the features – the fine details, the nitty gritty of ideas. Others will say ‘How will I benefit?’ Others will seek out the advantages of proposals – how the benefits are different.

Features, Benefits & Advantages:

No doubt you are familiar with the differences between features, benefits and advantages, but it is worth re-iterating.

Features:

These are built-in aspects of your idea or suggestion – timing, costs, resources etc. They will remain locked up in your idea whether the other person agrees or not.

Benefits:

These are far more important than the features of your proposal. They translate boring old features into exciting statements which show clearly how others will gain.

‘This new hardware is made in Germany (feature) which means that we will save time and money on spare parts (benefit).’

Advantages:

These are comparative benefits e.g. – increased revenue, greater savings, and faster turn-around.

In Summary: The Benefit Balance Sheet

Most people do not agree whole-heartedly to an idea. There is usually something that niggles, however well you’ve addressed their concerns.

In the end, when we finally say yes to a proposal, it is because the benefits outweigh any disadvantages.

As you plan and prepare your influencing case, list all the benefits and advantages of your suggestions. Use them to tip the balance in favour of yes.

Today’s News: What an amazing response we have had for the new Top Sales Experts E-book - almost 5000 downloads in three days. If you haven’t claimed your copy yet, just move your cursor over to the left-hand column

Over on Top 10 Sales Articles, the quality is just getting better and better - this week’s winner was Zig Zigler - hope you are enjoying it?

Tomorrow: I have a long overdue task to address and that is sorting out my article vault - someone has to do it So, wherever you are, as ever, have a great weekend and be sure to make it back here next week - JF

The JF Guest Author Spot

Drew Stevens PhD

I work with many business owners and selling professionals. When I ask them what they do they immediately rush into their title. Each states, “I am the President of a Bank”, “I am a Consultant”, “and I am a Professional Speaker”. If I were a client and heard this I immediately state, “So What”? Professionals today refrain from their titles and occupations in the service business and speak with the reply to “So What”? The method for doing so is known as a Value Proposition.

What is a Value Proposition? Simply put, a value proposition is a pithy statement that promotes the business to clients using outcome and results. This brief statement denotes the benefit(s) that a client receives from working with you. It is outcome based and focuses all attention on client outcomes not process, method or anything further.

Most companies lack a useful value proposition. Research illustrates that many firms (93%) focus on process and not client outcomes. Exemplars include:
- We provide sales training.
- Our assessments assist with personality profiling.
- We analyze your issues with a needs assessment.
- Our model incorporates organizational redesign and leadership development.

These are not value propositions. While they indicate factual information about the organization; they do nothing else but focus on the organization. The entire purpose of a value proposition is to focus on sole benefit to the client.

Why have a value proposition? The proliferation of both the Internet and small business has created a conundrum of noise and activity around clients. That said it is vital for your services to be heard. Organizations today require focus on two complicated issues productivity and profitability- your mission is to create a succinct message that addresses these concerns to the decision maker.

Be mindful, this is not an elevator speech. The value proposition succinctly addresses the concern. Dependent the offered results the statement might also help with brand! A perfect example is FedEx- absolutely guaranteed to be there overnight. Not only is this one of the most powerful value propositions in the world but one of the best brands.

There are other reasons for writing a value proposition:
- Distinguishes you from the competition.
- Distinguishes you and the organization in distinctive markets.
- Provides a better source of lead generation.
- Accomplishes quicker time to market.
- Enables selling professionals to expediently get in front of decision makers.

What methods can I use to develop one? This tool contains no more than 10 to 15 words featuring as many adjectives as possible. Value propositions have these characteristics:
 • Focus on what the buyer gets, it is outcome based
 • Results focused that uses colorful words to gain the attention
 • General in that the statement can appeal to any industry dependent on need

Here is an example to develop a value proposition:
1. A poor value proposition:
- We help create a fit individual

2. A good value proposition
- We have a 7-Step program for better abdominals

3. A great value proposition
- We dramatically accelerate results that match your individual fitness desires

How can an organization or individual develop a value proposition?  The concept for developing a statement is not difficult to achieve yet takes patience. It is vital to look at the organization from a customer or competitive view.

Questions to answer are:
1. “What does your organization do that from a benefit and results perspective stands head and shoulders above any competitive pressure”?
2. What results to clients achieve with you?
3. What is the organization extremely passionate for in meeting client’s needs?
4. What are your core values that provide results to clients?
5. What an individual or organizational values, stated and/or implied provide value to clients?
6. How does the organization minimize client risk and provide a return on investment?

These are only a few of the many questions that can be asked to begin crafting a message. Do not expect to obtain a statement overnight yet do not belabor it either. Too many organization spend countless hours on mission, vision and values yet the organizational culture does not exemplify the creed or shamefully do not understand it. However, if you desire better results for your sales and marketing efforts it is best to begin with asking questions focused on client value and return on investment- to the client. If you cannot gain the answers the best source, your clients! Testimonials and case studies are great examples of value. Take their statements and simply develop them into benefit-based sentences.

It is imperative to understand that no magic formula exists for the creation of a value proposition. Further, it is an often overlooked and underutilized tool. And, organizations typically confuse mission and vision statements with this benefit based phrases. However, when researched, reviewed and required, these thought provoking statements might assist your organization to break away from the pack. The drafting of an articulate message might be split second differentiator between a cursory review of your competitor’s brochure or phone call and yours. Craft a new message, speak of value and results and watch the gap widen.

About Drew Stevens PhD
Drew Stevens PhD is known as the Sales Strategist. Drew assists organizations to dramatically accelerate business growth. He is the author of seven books including Split Second Selling and Split Second Customer Service and Little Book of Hope and is frequently called on the media for his expertise. Drew was recently nominated as one of 50 Top Sales Experts. Download a FREE copy of Drew’s White Paper on “Selling Effectiveness” or “Business Building” e-book at www.gettingtothefinishline.com.

Today’s News: If you enjoy reading high quality blogs, which I know you do because you are here - just kidding - then you really ought to visit The Customer Collective, because you will find possibly the best selection of insightful and well written blogs on the web - why not take a look today here

You also need to be aware of: An Eight-Part Webinar Series from Bizmazing.com:

How to Survive an Economic Downturn
Part 4: What Recession? How Top Managers Keep Their Salespeople Motivated and Productive In a Tough Economy
In this Webinar, my good friend, Keith Rosen, America’s #1 Executive Sales Coach and best selling author of Coaching Salespeople into Sales Champions, will share with you what the top companies and managers are doing to motivate their salespeople and bring in more sales on June 19 (12pm Eastern) You can register here 

Tomorrow: I discuss how as a seller you can get to “Yes, I’ll buy” much more easily.

I need to say right up front, that most people who complain have a legitimate reason to do so and we should actively welcome customer complaints. In fact this is a topic on which I evangelise almost daily to my clients.

However, sometimes it is just not possible to reach agreement with or appease a dissatisfied customer or client. You should always be alert to the following:

The Manipulator:

Everyone would like something for nothing given the chance, but most of us stop short of deliberate scheming. Those who are clearly out to complain to get freebies - meals, vouchers, tickets - need firm handling otherwise they go away and tell their friends to try the same trick. They could put you out of business.

The Noisy One:

Plenty of volume, fist thumping, table banging, bulging veins but no real cause for complaint. Sounds familiar?

These people just want to be heard. They’ve got a bit of a chip on their shoulder. Take them away from the crowd, sit them down (it’s harder to get angry then), stay in control and if all else fails say, ‘I’m not prepared to listen until you stop shouting’. If need be, call for back-up

Techniques For Special Situations:

Chronic Complainers:

Some people (less than 10%) complain out of habit. It’s a behaviour pattern they have learned. You can see them coming, again and again. The rules are simple.

• Be patient; don’t give them real cause to complain about your attitude.

• Ask closed questions, keep dialogue to a minimum.

• Stick to the point.

Some managers call their bluff.

‘Well Mr. Davis. I am really sorry you are yet again unhappy with our service. Perhaps you would like to try … on the High Street.’

This often stops them in their tracks.

In Summary - Drawing The Line:

Every company will draw its own boundaries but some general guidelines used by many businesses include:

• Threats of violence - physical and verbal

• Abuse - swearing, shouting

• When nothing seems to be acceptable

• When reason doesn’t prevail

• When you correct the problem but then there’s something else …!

• When it’s clear your customer is out to abuse the system

Some customers aren’t worth having. They are bad business. Don’t be frightened about losing them providing you are certain that you have been fair, acted with integrity and endeavoured to obtain a “win-win” conclusion.

Today’s News: Over on Salesopedia, the hot-topic is “Home Working” and as more and more of us realise that we can be so much more productive, with far less downtime, by extending the study, you will discover some insightful advice here

Tomorrow: Drew Stevens PhD, marks his debut on The JF Guest Author Spot. This young man is incredibly talented, and a really nice guy; you will not want to miss his words of wisdom.

The JF Guest Author Spot

Colleen Francis

What’s the difference between the Great Wall of China and voice mail?

One is a highly complex piece of engineering, designed to keep hordes of people out, and out of reach. The other is a large wall in China.

Voice mail. We love it because it lets us ignore calls we don’t want to take, or prepare for calls we’d rather not take right now. We hate it because it also lets our prospects do the exact same thing - including ignoring calls from us!

Like all business tools, voice mail can be a double-edged sword. But the fact of the matter is, if you know how to manage it, you’ll never again have to blame voice mail for not closing enough business.

Just consider this all-too common end of quarter exchange:

Manager: “Why aren’t you going to hit quota this month?”
Sales person: “Because my stupid prospects won’t return my calls!” or “I keep leaving voice mail, but it isn’t my fault that they don’t call me back“, or (worst of all), “Well, I guess no news is good news!”

Sound familiar? Having prospects not return your calls is not an excuse for poor performance. As sales people, it’s our job to find a way to reach our prospects. This is what we get paid to do, and the better we do it, the better we get paid.

So if you’ve been blaming voice mail for poor sales performance, it may be time to try a new approach. This week, we focus on what you can do during a cold call to better navigate your way through voice mail, and into closing more business.

A shift in focus

Learning how to successfully manage voice mail first requires a shift in your focus about cold calling in general, as well as a fundamental change in your end goal.

A cold call is not the place to start a sales pitch. In fact, the most successful sales people don’t make the focus of a cold call getting sales, or even getting an appointment. Instead, they focus only on ways to start a conversation that will help their prospects reveal what they really want to do.

With this in mind, each time you pick up the phone to make a cold call, I encourage you to make this your one and only goal: To start a conversion with a decision maker who will open up and talk to me about their business needs and wants.

To do this, you have to consider two voice mail fundamentals:

1. Never leave a voice mail for someone who doesn’t know you. To the prospect, you’re an anonymous sales person, and the chances of this stranger ever returning your call are between 1-2% at best. The only time you should ever leave a voice mail for a new prospect is when you have been referred to them (more on that below).

2. Only use voice mail as a last resort. Too often I see sales reps giving up as soon as the voice mail kicks in, and either leaving a voice mail (bad) or simply hanging up (better but not great). The reality is, even if you’ve gotten someone’s voice mail, there are 2 or 3 other options you can exercise while still on that call.

When in doubt, hit zero

What do I mean by only using voice mail as a last resort?

Before leaving a voice mail message for someone who doesn’t know you, I believe you owe it to yourself to try everything you can to find them, or at least find out something about them.

For example, when you get someone’s voice mail, instead of leaving them a message, hit zero. You will likely get bounced to one of: a) reception, b) a personal or Executive assistant, or c) a co-worker in their department. If you’re prepared to ask them the right questions, all of these people can actually help you reach your prospect.

First, try asking them the following question:

I was hoping you could help me. I’m trying to reach Jane Smith, and her voice mail picked up. Do you happen to know if she’s in a meeting, or out for the entire day?

Depending on their response, you can then try one of the following three approaches:

Scenario One:

Them: She’s in a meeting.
Then follow with, You: Thanks for your help. Do you happen to know when she will be available?Maybe it’s best to call back then?

Scenario Two:

Them: She’s away today.
You: Thanks for your help. Do you know if she will be back tomorrow?

Scenario Three:

If you speak to your prospect’s personal assistant, ask if it’s better to schedule a call in advance, and then have them set an appointment for you for 15 minutes or less of their time. Make sure to mark this date and time in your calendar, and whatever else happens that day, don’t forget to actually make the call. (Sounds obvious, I know, but the majority of sales people fail to live up to this promise).

If you have received a referral to your prospect, however, leaving a voice mail is okay, because there has already been a common bond created between you and your prospect. This bond is a relationship, and this relationship is the reason a prospect will want to call you back.

Remember, there are two types of referrals:

1. from someone inside the company, like their boss or a colleague such as “John the VP of Marketing asked that I call you;” and

2. from someone outside the company, such as a mutual friend, partner or supplier. Either of these referrals will create a strong enough relationship to compel a prospect to call you back.

Three steps to voice mail success

If you do reach the point of leaving a voice mail, try this three-step process to dramatically increase your chances of hearing back from your prospect, and obtaining a positive response:

1. The first call.

Jane, this is Colleen Francis from Engage. We haven’t yet had the chance to meet, but I was talking to (Paul Smith in Marketing or Deb Young at ABC Corporation) yesterday, and he/she asked that I call you. Sorry I missed you today, but I’ll try to reach you again on DATE and TIME.

HINT: Make sure your tone is soft, non-threatening and friendly - you don’t want to sound like a radio ad for a furniture liquidator. Plus, it’s critical that you do call back exactly on the date and time that you say.

2. The follow-up.

Hi Jane, this is Colleen Francis from Engage. I promised to call you back today, and I’m sorry we missed each other. As I mentioned before, (person at company or department ABC) was really hoping that we would be able to connect. I’ll try you again on DATE and TIME.

Again, it’s critical that you call back exactly when you said you would. Anything else would result in your being less than honest, and risk losing your prospect’s confidence.

3. One last try at bat.

Hi Jane, this is Colleen at Engage Selling calling, because I promised to reach you today. I noticed that you are often away from your desk and I suspect it’s because you’re either swamped at work, I’ve been wrong at guessing the times you might be available - or (humorous tone) you just really don’t want to talk to me!

Whatever the reason, if you wouldn’t mind letting me know how to proceed, that would be great. I promised (Paul) I would be in touch with you, and get back to him on our conversation.

This three-step approach works because it’s non-threatening, honest and friendly - attributes all sales people should develop if they want to be successful. It also works because it means you have shifted your focus from trying to make a sale, to trying to start a conversation. In doing so, you give your prospect the expectation that you can be trusted to keep your word, and you begin to build the rapport that is so imperative to winning new business.

There is no magic bullet. But since I started using this approach, I’m happy to report that our office receives a 95% call back rate. By adopting this technique, before you know it, voice mail can switch from being your impenetrable Great Wall, to being just one more signpost on your road to success.

Top Sales Expert Colleen Francis is the president and founder of Engage Selling Solutions — a thriving sales–training organization that delivers tailor–made, winning solutions to sales and marketing professionals internationally. She credits her personal sales record to having applied what she’s learned from the business habits of the top–10% of sales performers. Businesses of all size call on Colleen — not only because of her highly regarded, people–friendly approach and her company’s innovative field–tested selling principles. They also count on the insight that comes from her experience as a top-ranked sales professional who has been in the trenches of day–to–day sales and marketing. Visit Colleen’s website: www.EngageSelling.com

Today’s News: At last - it’s ready! (From 12 noon BST and 7am Eastern):

Be amongst the first to gain access to superb articles from fifty of the world’s leading sales gurus. Top Sales Experts  just launched this quarter’s FREE E-book. Download this amazing 144 page compilation, click here now!

Tomorrow: ”Drawing The Line With Complainers”