Jonathan Farrington’s Blog

The JF Guest Author Spot

It all started a few years ago with Web 2.0, and now Sales 2.0 is the hot topic. What does this mean? Essentially, it means a complete transformation is taking place in our sales efforts, processes, tools, customers and markets, which all impact our sales cycle. As the customer’s buying cycle continues to evolve, their research of facts, pricing, and general understanding becomes more sophisticated. This means your selling process must start sooner and therefore, you can anticipate an increase in objections.

Introducing Sales Objections 2.0.

Expect more and more objections to arise in the following 5 categories:

•    Need: We all know multiple initiatives are sitting on everyone’s agenda the remainder of this year and the urgency and need for your solution may easily take a back seat.

•    Relationship: Although customers are more open to change than ever before, they also want to strengthen existing relationships with current vendors and partner with them in new ways. It may be tougher to displace the competition now.

•    Authority: With more decision-makers involved in the process, more No-Po’s pop up each day. These are the people who have no power and no authority to make a purchasing decision.

•    Product/Service: Although customers know more than ever before, they have less patience with anything too complicated and that lacks scalability and integration.

•    Price: Next year is going to be a lean year so prepare for this objection.

How do you rebound? Here are some rebuttal strategies based on the category objection you may receive:

Need Category:

•    Qualify your prospects to uncover the impact of their organization to determine potential for a need

•    Create a strong phone introduction that creates urgency

•    Determine if the prospect really knows what you are calling about

•    Call wide at different levels

Relationship Category:

•    Establish trust and rapport

•    Learn how to sell against your competition

•    Determine if the prospect needs to be sold or educated first

•    Call wide at different levels

Ability Category:

•    Understand the various authority levels and learn the chain of command to include more decision-makers

•    Present your product and align it to their “hot buttons”

•    Early in the sale, set expectations that you plan to align at the highest level

Product/Service Category:

•    Provide opportunities to educate on your product/service

•    Provide a cost-effective solution for easy entry

•    Ask precision questions

•    Neutralize their fears by providing added value for what you can deliver

Price Category:

•    Qualify price versus ownership

•    Determine if this is really a strong prospect who has potential

•    Spend more time creating value and less time talking about budget

•    Call at the highest level and learn the purchasing criteria

Josiane Feigon is a pioneer, maverick and visionary in the Sales 2.0 community. As President and Founder of TeleSmart, Josiane is a 20-year veteran and one of the world’s leading experts on developing sales teams and management talent. She provides consulting, coaching, and training solutions for hundreds of Fortune 500 companies whose global Sales organizations range from 20-800 salespeople. Clients such as Agilent, Apple, Cisco, EMC, Genesys, Harte-Hanks, HP, Mercury, Microsoft, Oracle and Verisign consider her an invaluable part of their sales strategies. Visit her website at www.tele-smart.com

Today’s News: Earlier in the week, I shared with you an upcoming series of webinars by my good friend Joanne Black? OK, you now have the opportunity to listen to Joanne in conversation with Clayton Shold over at Salesopedia - Joanne Black week? Why not? She is a remarkable person, probably the leading authority on referral selling in the world and a very good friend - just get over there 

Tomorrow: With all this bickering between sales and marketing, I make the assertion that “Selling Is The Key Component In The Total Marketing Process”

Have you registered yet?

The JF Guest Author Spot

Are You Sitting in the Coffee Shop Licking Your Wounds? by Cheryl Clausen

After a poor sales conversation do you get off tracking spending time and energy feeling sorry for yourself? You may not be consciously aware that you’re doing it, but what do you do immediately after a sales call that doesn’t work out? In essence, many salespeople call time out.

I’m not discouraging you from taking a time out. In fact, I’m encouraging you to take a time out. But it’s how you use that time out that will provide a real benefit for you.

During prime selling time it’s not uncommon to find salespeople sitting in the local coffee shop reading the paper. A poor sales conversation can be really upsetting even demoralizing. You need time to regroup before you head to the next one, so you don’t have a repeat of the previous experience.

While the experience is fresh in your mind it’s the best time to actually learn from the experience, and make adaptations so you don’t repeat it. In all likelihood you got a stall or objection, or you just didn’t connect from the start and never had a conversation with the other person to begin with. If you’re going to get value from this experience there are a couple things you need to do.

Identify the point where things started to go wrong. If you didn’t connect from the onset, was it because: you didn’t do your homework before making the appointment, you didn’t adapt your communication style to one that was more comfortable to the prospect, or did you try to sell the prospect and manipulate them to do what you wanted them to do not what was best for them? Did you fail to listen to what the prospect was saying causing the prospect to feel disrespected?

If you don’t know it, when you get a stall or objection when your solution is a good match for the prospect it’s because you didn’t help the prospect to discover the value in your solution. That means you either don’t understand the buying process, or you just need more practice. But in the meantime all is not lost.

Make a list of all the stalls and objections you know you’ll get or could get. Here are some common general objections:

I don’t have enough money
It’s too complicated or too simple
It isn’t all that important to me
I’ll just wait and do it later
I want to look into other options.

Start with these and add to your list until you’ve thought of as many as possible. Now start thinking of examples and stories of other people or other situations where people thought these things too. Use stories to make a point that removes the validity of that objection for the prospect.

Stories are a non-threatening way of getting the prospect to look at things from another perspective. They help people to gain a deeper understanding, and they increase your connection with the prospect. As you work through this thought process you’ll start to regain your confidence and get fired up for the next insurance sales conversation, and you’ll be much better prepared when you get there.

From my experience working with clients at certain points in your business you just get really stuck and you don’t know what to do to get you where you want to go. My purpose is helping insurance agents, financial advisors, and other service professionals to get unstuck and get going again.

If you’re hungry for insurance and investment sales success, if you want to master success to get you where you want to be, and if you want to develop the time strategies that allow you to live the life you want to live I can help you get there faster and more easily. Visit my blog to read a daily article to get yourself or your team unstuck and going again and my website here

Helping agents increase their client base, close more business, and grow into transferable multi-agent agencies is Cheryl’s focus. Cheryl works with agents/agencies 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. You can learn more about Cheryl here

Today’s News: The response to the 2007 JF Article Community Awards nominees has been amazing - amongst other things, four of the nominees got together to produce a short musical skit to show their appreciation. It may be a little slow to load but it will be worth it, I promise: You will recognise; Clayton Shold of Salesopedia, Chris Knight of Ezine Articles, David Bain of Build Your Own Business and last but certainly not least, Jeb Blount of Sales Gravy, performing for you here

Tomorrow: More surprises

Seasoned sales professionals will tell you that they never think about “the close” because it happens quite naturally, but that takes practice and experience. This is what I tell “developing” salesmen and women:

It is time to simply ask for the order when:

– you and your prospect are in line with each other
– your prospect has enough information to make a decision
– your prospects attitudes are positive (excited)
– you see positive body language (smiles, relaxation, friendliness)
– you hear positive remarks (“i like that”)
– your prospect appears confident
– your prospect likes your proposal
– your prospect realises that they can afford it
– your prospect realises that they cannot afford to be without it
– your prospect realises the benefits

If having tried all the appropriate techniques in your repertoire, you still fail to close, use the “doorknob” technique: Smile, thank your prospect for their time, leaving the door open for future sales

More likely than not, your prospect will relax and you can ask them what you did wrong, what you didn’t do and why you didn’t get a favourable decision.

Then pause for an answer – the real objection may surface – and go for the close again

Sold – Now What?

Make full use of euphoria – the best time to discuss the next potential order is when you have just received the last one

• What else?

• Who else?

• What next?

Today’s News: I am really pleased with the number of people who have signed up for the Zone this week - have you? If not, you can do so here

Tomorrow: I am afraid it is time for some serious Christmas present buying and I will be back here again on Monday, so be sure to join me. Have a great w/e wherever you are - JF

The JF Guest Author Spot

“What you can learn from the Movie Business” By Kim Duke 

Maybe everything you need to know you can learn from the movies. A friend of mine is a screenwriter in Los Angeles. Over a glass of wine, we were discussing his business and the nature of the beast in Hollywood. He’s a boy from Winnipeg who gave up his much-loved Honda, his life savings, and his broadcasting career to move to Los Angeles to attend the American Film Institute. Not an easy feat in your mid-30s. After 8 years of hard work he is now becoming the new discovery of LA. He said the most difficult thing to adjust to was all the talking.

Collin slouches into his chair. “Everyone lies in this business. It’s all big Cheshire cat smiles - but essentially people have the ‘Enough about you - more about me’ mentality.”

After our conversation I thought about his last statement.

In Sales, You are on a Blind Date with Your Prospective Customer?
We tend to love what we do. So we get all excited about it and then proceed to tell everything about ourselves to the potential customer. It just reminds me of a really bad date! A one-sided conversation becomes tired pretty quickly. Customers feel like they are on a bad blind date with you if there isn’t a connection to what they need.

Minus the cynicism, our clients are also thinking like the Hollywood set, “ENOUGH ABOUT YOU blabbing about all the wonderful things about your company, your product, your requirements. MORE ABOUT ME - and what I need to survive and thrive!”

The Helium Test

Are you talking your face off when you are speaking with your client? When they ask you on the phone what you have to offer - do they hear a massive intake of air and then you giving your best “I just sucked in helium and can talk really fast” act?

If so - you aren’t making a connection with your customer. You sound like everyone else, you act like everyone else and you aren’t positioning yourself as someone who can help. Because at the end of the day -what you really do is HELP PEOPLE. The only way this is accomplished is by discovering what your customer needs and researching other areas of need - areas your customer may not even have thought of yet!

Questions Are The Answer!

Sounds like a paradox doesn’t it? In order to help your customer you first find out what they need. Or THINK they need.

Carrie Fisher, the actress who played Princess Leah in Star Wars said “Instant gratification doesn’t come fast enough. “ Now for a girl with cinnamon buns attached to the side of her head this is a pretty profound statement.

Your customers are demanding instant gratification. They want their needs met. In most cases, it just isn’t happening. The first thing out of your mouth should be “May I ask you a few questions?”

Remember W5?

Who, What, When, Where, Why and How are the foundation of selling. Customers buy when they feel an emotion NOT when they’ve had information dumped on them. How do you do this? By asking questions! Our customers become engaged when they feel curiosity… .NOT boredom.

Our customer contact should be handled with this premise - Create Curiosity With Questions.

Would the Academy of Sales Want You?

Create your own Academy award winning sales success by talking less and listening more. As Collin says, the best agents ask a multitude of relevant questions. Then they listen to the answers and make it happen. Are you acting like a star with your clients or are you being an agent? Your success lies in the answer.

 Kim Duke, The Sales Diva, provides savvy, sassy sales training for women small biz owners and entrepreneurs. Kim works with clients internationally, showing them The Sales Diva secrets to success! Sign up for her saucy and smart FREE e-zine and receive her FREE Bonus Report “The 5 Biggest Sales Mistakes Women Make” at www.salesdivas.com

Today’s News: We are now just a week away from the launch of one of the most exciting sales related projects ever conceived: Never before have so many sales experts come together in one place, to showcase their work and offer a one-stop location for anyone seeking world class solutions.

Today, I am going to introduce the female members of the Top Sales Experts team - in no particular order, they are: Joanne Black, Jill Konrath, Wendy Weiss, Cheryl Clausen, Diane Helbig, Andrea Nierenberg, Colleen Francis, Anne Miller, Tammy Stanley, Lori Richardson, Kim Duke and Rochelle Togo-Figa. That is an incredible collection of experience and expertise; tomorrow, I will spotlight the male team members. 

“During the course of a meeting or series of meetings, customers are bound to ask you questions and raise issues or objections. At first, these might throw you off course. You might feel like a sailor making good headway suddenly hit by a sideways wind. You have a choice: either you fight the wind or pretend it is not there or try to harness the power it can give you … If you interpret the customer’s intention as being positive to seek more information, greater understanding and clarification, then you will harness the wind and make faster progress towards your destination.”
Joseph O’Connor and Robin Prior, ‘Successful Selling with NLP’

In essence there are two combat strategies regarding objections. The first is pre-empting them – in other words, by anticipating and responding to the objection before the prospect has even had a chance to voice it. The second is by dealing with the objection as it arises. If you are prepared to incorporate both strategies then you’ll encounter fewer objections and be more resourceful when they do arise.

Pre-empting objections enables you to plant a positive association to an anticipated concern, your prospect may have. For example, if you thought that you might encounter an objection regarding price, then at the early stages of your discussions you could say something along the following lines:

“In the past, some of our customers have initially thought our products too expensive. However, as soon as they considered how much their current situation was really costing them, they realised that we offer exceptionally good value.”

The key to using this strategy is being able to put a positive ‘spin’ on every potential objection, and use the social proof principle by referring to the objection as one that others have also experienced initially, before they realised the overall benefits. In the example shown above you’ll also notice that it incorporates “Away From” motivation, (“how much their current situation was really costing them”) with “Towards” motivation, (“they realised that we offer exceptionally good value.”) To make this strategy even better, customer testimonials that highlight this objection in terms of how they felt initially then what convinced them to buy from you, can really drive your point home.

The second strategy is a seven-step process that can be followed when encountering any type of objection. If your sales team learn this process they can apply it to every objection that arises, irrespective of whether they’ve heard it before.

Here are seven suggested steps:

Step 1 – Remain silent
Gives you time to think and sometimes the customer may even answer their own objection for you. Thinking is a good thing where you are adding a little pause into the proceedings, because you are demonstrating that you are taking their objection seriously. If you jump in too early you may cause a further objection. When you interrupt them, it feels as if you are objecting to their objection. If you refuse to listen you are creating a strong possibility that you will lose rapport. Use active listening methods, nodding and physically showing interest. Remember, they are trying to tell you something that will help you sell to them, and they will be giving you more information about how to frame and re-position your selling proposition.

Step 2 – Gather information
As appropriate, ask some questions to fully understand the objection, for example, “Tell me more about…” or “What do you mean?” This shows you are interested in them, and it also gives you more information about their objection. If you ask a question that begins with “Why?” they will reinforce all the reasons for their objection, making it harder for you to respond to. Therefore, use open questions of any type, except those that start with this. As you question them, watch carefully for body language that gives you non-verbal feedback about what they are really thinking and feeling. Keep your questions light and relevant, if you respond in a commanding, forthright manner, they’ll feel insignificant and closed to voicing any further objections.

Step 3 - Check your understanding
This lets the customer know that you understand their objection and are taking it seriously, for example, “So what you’re saying is…” This also helps to maintain good levels of rapport and conveys that you are seeking to properly understand their situation. This step is important because communication can get distorted and you’ll want to answer their objection rather than install a new one!

Step 4 - Trial close
This takes ‘checking your understanding’ to the next level because it flushes out any hidden objections, or the real objection behind what may have been a smokescreen. For example, “If I could satisfy you on this point will you order/buy today?” Your sensory acuity at this point should be focused on looking at their non-verbal response. If they say “yes” and their non-verbal communication conveys “no”, you should acknowledge what you’ve noticed. For example, “You don’t look sure, what else is there that we need to cover?”

Step 5 - Handle the objection
Provides the customer with another perspective that could eliminate or neutralise their objection. The best way to become excellent at this is to pre-prepare ideal responses to commonly encountered objections. An important proviso to this suggestion is that it’s critical not to distort what the customer is telling you so that their objection fits into one of your pre-prepared responses as a foundation. Another great way to improve your competence in this specific area is by reviewing any objections after each meeting to build an objections library. Some of your responses may be more successful than others, which is why it helps to log the responses that worked well. Good product and service knowledge is particularly useful with this step as well as having a good understanding of your competitor offers.

Step 6 - Check customer satisfaction
You’ll notice that ‘checking’ is an ongoing theme during a consultative sales process. Used at this point, checking the prospect’s satisfaction both verbally and by assessing their non-verbal behaviour provides you with their feedback that you’ve been successful in handling the objection. For example, “Have I handled this to your satisfaction?” or “Does this make more sense now?” If their response is a “No” then you’ll want to be flexible in your next response because if what you’ve attempted hasn’t worked, you’ll want to keep changing your response until you find a way that DOES satisfy their objection. With this particular step, your flexibility is a vital part of the process.

Step 7 - Ask for order/continue discussions
This step ensures you move discussions forward, for example, “Are you ready to go ahead now?” or “Shall I go ahead and prepare the paperwork?” If your prospect says “No” then you’ve either not handled their objection to their satisfaction or they have another objection. It’s also a valid point to remember that resistance from a prospect is usually a sign of insufficient rapport. Therefore, check that you are matching or mirroring the prospect and go back to step 6. If they are satisfied with your handling of their objection, then ask “So, what’s preventing you from moving forward with this?”

Today’s News:

Tomorrow: On the JF Guest Author Spot you will get the chance to read Part 2 of Paul McCord’s excellent “The Death Of Marketing”

Next to objections, closing is one of the most talked-about sales training topics among sales people and sales managers, but Top 5% sales professionals have no difficulties in either area - but not everyone can be a Top 5% player: So for the other 95%, here are some tips.

Everyone wants to know how to close and how to speed up the buying process. Closing is easy when you have thoroughly appreciated each customer’s specific requirements and aligned the presentation of your solution accordingly. Closing is the process of helping customers to make a decision that will benefit them.

Successful ‘closers’ know that there is no need to use magic phrases or techniques because if they’ve effectively followed the sales process, closing the sale is the next step in a logical sequence. The expression “closing the deal” means getting the business. The phrase “the close” refers to the point in the sales process at which the sales person asks for the business.

There is a closing technique that can be used through your interactions with prospects and customers. Trial closing allows you to check the pulse or attitude of your customer towards your proposition. Trial closing ensures that both you and your prospect are on the same wavelength which adds to a feeling of deeper rapport and general agreement. There are 4 important times during the sales process when trial closing can be hugely beneficial:

1. After making a strong selling point
2. At the end of your presentation
3. Before handling an objection
4. Immediately prior to closing

Trial closing gives you valuable insights into the customer’s perspective concerning what you have just said, and enables you to ‘layer in’ another agreement that helps move the customer to an ultimate close.

Here are some different examples of trial closes that can be very effective when used at the appropriate moment:

“How does that sound to you?”
“What do you think?”
“Is this what you are looking for?”
“If I can satisfy your concerns regarding this point, are you happy to proceed?”
“It appears that you have a preference for this option. Am I right?”
“Are we on track with this proposal?”
“On a scale of 1-10, how well does this meet your requirements?”

Once you use a trial close, actively listen to what the customer says and observe their body language to assess their reaction. It’s important to bear in mind that trial closing doesn’t directly ask the customer to buy, it asks only for an opinion.

Above all else, you just need to be clear that your proposal is right for the customer and you have created a win-win relationship. Timing is everything when it comes to closing and there are a number of indicators that signpost when a close should be attempted. Only close if the customer is ready! That’s why an ability to read their buying signals correctly helps to determine this. With the trial closing technique, this becomes even easier. The best part of closing, besides winning the business, is that each time you close you get the chance to broaden and deepen the relationship and move it towards a partnership.

Here is a simple process to follow that will make closing a natural next step:

1. Ask pre-closing questions regarding time-frames, decision-making process, payment procedures and ongoing servicing requirements
2. Use trial closing throughout the sales cycle and during each call
3. Ensure that each customer call has ended with an actionable next step that moves discussions forward
4. Before asking for the business, investigate whether the customer has any remaining questions or concerns
5. Ask for the business in a confident way, maintain eye contact and then remain silent. (Silence is a very powerful influencer because most people aren’t totally comfortable with long pauses and instinctively feel a need to fill them)

Examples of good closing questions:

“Well, (name) when would you like to do this?”
“When shall we begin?”
“Are you ready to go ahead?”
“Which option do you want?”

When closing, think success! Visualise the customer saying “yes” and looking extremely satisfied. Visualisation will build your confidence because your unconscious mind feels like it’s already happened. If a customer rejects your close, make a second effort after you have found out why the customer is saying no. Address their reasons, check they are satisfied with what you have said and as appropriate, close again.  Regardless of the outcome always leave the door open and end the call with an agreed next step.

Today’s News: It’s always interesting to do a Google search on oneself from time to time - vanity apart, it provides an idea who is using your work, and I came across this site the other day: Looks interesting and I discovered lots of my buddies there, but like me, they are probably unaware of their presence! - http://www.salesmotivation.net/

Tomorrow: On the JF Guest Author Spot, “The Sales Hunter“, Mark Hunter is making his debut: Mark and I have known about each other for some time and last week we finally got together on Skype: I am delighted that he will be joining the Top Sales Experts team in November, along with a number of other world class and equally well known sales gurus -I will be making more announcements shortly - watch this space!

Before attempting to handle any type of objection, it is important to begin by looking at the beliefs that sales people are holding in their minds. If they are focusing on what objections they believe they will encounter, they will unconsciously transmit these thoughts to their prospects.

Every moment, human beings perceive things on many different levels based on millions of bits of information being absorbed into the unconscious mind. Our conscious mind is not able to process all of this information and tends to select small chunks at a time.

At the most basic level there is neurological perception, the way we perceive sensory-based things. This level of perception is based upon the functioning of our end-receptors (i.e., our eyes, ears, skin, nose, tongue and mouth, inner ear, etc.). If there is damage in the end-receptor, our ability to pick up information from the energy manifestations in the world will be affected, sometimes completely cut off so that we perceive nothing, or in limited ways, or in very distorted ways.

At another level, an individual’s experiences and consequently their beliefs will influence and colour their perceptions. Ultimately, the only thing that can be ‘real’ for an individual is the ‘reality’ that they hold inside their mind. Have you ever experienced buying a new car and suddenly noticing how many cars of the same type as yours are driving around? This is because your car has been a recent, conscious focus for you so you see similarities with this new focus.

Objections start with a thought. You have to think about an objection to manifest and experience the objection. For years, Quantum physicists have been working to prove the entire Universe stemmed from a simple thought, and this is referred to as The Law of Creation. When an individual holds a particular thought for any length of time, they are focusing their attention on this thought. This attention will attract evidence of the thought into their lives that consequently serves to validate and strengthen their initial thought.

According to Dr. Fred Alan Wolf, Quantum Physicist, “The mind is actually shaping the very thing that is being perceived.” This concept has enormous implications for sales people who have a tendency to encounter the same type of objections repeatedly, because ultimately at some level they are not comfortable about a certain aspect of your company’s product or service. This means that their perceptions are being projected onto their prospects.

Today’s News: Today the jfblogit is one year old - amazing! To celebrate, we are putting together a free e-book that will be available in two weeks time, with all the highlights of an incredible twelve months - happy birthday dear blogit, happy birthday to you.

Tomorrow:I am currently on the road, which typically means lots of preparation for next week - but you have a great weekend and I will be here for you on Monday -JF

Unless the person you are influencing offers an unconditional “Yes” to your proposals you will need to do or say something that will generate a positive decision.

Here are two steps you can take towards achieving a decision:

Step One:
Ask yourself ‘How does this person normally go about making decisions?’ Most people usually have a preferred way of making up their mind. Some people take their time to decide, others are happy to make snap decisions. You can sometimes push the latter, but you will need to tread more carefully with the former.

Step Two:
Have a variety of ways in which you can stimulate a decision.

Spot The Signals – Verbal And Non-Verbal:

Knowing when to ask for a decision can be critical. Ask too soon and you may frighten the other person off. Ask too late and you may miss your best chance.

Watch for signals that suggest the other person is ready to decide:
• Leaning forward, seeming more interested and involved
• Head up, good eye contact
• Stroking chin thoughtfully
• Nodding or smiling in agreement with you
• Upward infection in voice tone
• Requesting more information
• Asking you to repeat some points you made earlier
• Making notes
• Asking ‘What if …’ or ‘Suppose …’ questions
• Checking guarantees, support, follow-up plans
• Picking up your written proposal and double checking aspects
• Discussing implementation details.

Dealing With Ditherers:

A good way of avoiding a decision is to say: ‘I want to think about it.’

Sometimes people do want time to think things through, but, very often, this can be an excuse or a put-off.

Ask:
• ‘What exactly do you want to think through? (Whatever you do – don’t pause here!) Is it the implementation schedule? Is the bottom line? Is it the timing?’
Once you have isolated the real reason, you are much better placed to respond to the objection.

Going For “Yes”:

• ‘If you agree, shall we go ahead right away?’

Its very directness appeals to the Driver or Expressive personalities.

If the answer is “no”, ask : ‘What’s preventing you from going ahead?’

The Alternative Choice Question:

This is less direct because you enable people to make a choice between two possible options.
• ‘When would you like to start – Friday, or shall we wait until Monday?’
• ‘Which of these two do you prefer?’
• ‘Which support contract is most appropriate for you – this one, or that one?’

The Minor Decision:

Here, you ask people to make a decision about a relatively unimportant aspect of the proposal. If they give the go-ahead, the assumption is that they agree to the whole idea.
• ‘Where do you want your logo to appear – at the top of the form or do you think it would look better in the bottom right hand corner?’
• ‘By the way, how do you intend to resource the project?’
• ‘How should we deal with the Southern branches?’

The Assumptive Question/Statement:

This question/statement works well with Amiables and Expressives, both of whom need a continuous nudge towards decisions. (Be careful with Analyticals who dislikes presumption.)
• ‘After we start, I assume you’ll want a monthly update?’
• ‘You’ll notice significant improvements immediately after we start.’

And Finally: The Benefit Summary:

Some people like to hear a review of the benefits they will receive if they agree to your ideas. A quick list followed by a decision question often does the trick.
• ‘Ok – let’s summarise. After we’ve made the alterations you will notice that you have extra time available for other things, you’ll start to save on budget and you’ll have a happier work force. So, shall we go ahead?’

You know, one of the things I like about working with the Top Sales Experts Team is that everyone does everything they can to promote the other members of the team. Today, is no exception: My colleague Colleen Francis is in conversation with Clayton Shold over at Salesopedia

I quote:

“She speaks of the advantages of referred leads versus cold calling, supporting her position with hard numbers. Addressing topics of why sales reps don’t ask for referrals, when and how to ask for a referrals. Colleen shares some specific tips on asking for referrals that actually works, why the concept of reciprocity is so valuable and professional ways to acknowledge the referral. Hear about her ‘Advocacy Program’ to manage your referral network more efficiently”

You can listen to the entire interview here

Wherever you are - have a great weekend!

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.

Tomorrow:

On The JF Guest Author Spot, Kim Duke - The Sales Diva asks “Are You A Spoiled Brat Negotiator”?

As I promised last week, today I want to share with you categories of buyer resistance - just why do potential buyers resist your proposals?

It is not enough to know whether people are for or against you and your ideas and proposals. The people you want to influence can be divided into nine categories.

Those who:

• Covertly disagree
• Openly disagree
• Comply – reluctantly
• Remain undecided
• Have insufficient information
• Are not able to see a need
• Need to think it over
• Consider it the wrong time
• Have to refer the decision to others

You will need a different strategy depending on what stage the person to be influenced is at. Be realistic about your chances – it is unlikely that others will move from open disagreement to active support. The best you may achieve is to move them to neutral. But that’s victory!

Covert Disagreement:

‘Well, Ok, if that’s what you want.’
Thinks to self: ‘What a load of nonsense – I’m not doing that.’

These people are actively working against you. Gently transform their energy into a willingness to talk openly about their concerns. Once you have done this, you can then:

• Work to build rapport and a positive relationship
• Stress areas of agreement before moving onto areas of disagreement
• Use humour and positive anecdotes
• Meet regularly to develop a working relationship
• Respect their position, promote your own

Open Disagreement:

‘Hmm – it might be possible, but I doubt it…’

People who disagree need time to come around to your way of thinking.

• Support your statements with proof and evidence
• Use statistics and numbers accurately and appropriately; avoid trickery
• Be clear about areas of agreement and disagreement
• Ask little and get it, rather than a lot and be turned down
• Demonstrate ways in which you understand their viewpoint
• Show that you seek a win-win outcome

Reluctant Compliance:

‘Well, if that’s what you want, that’s what we’ll have to do.’

Link your point of view to the compliant person’s feelings, values and concerns to move him or her towards actively supporting your ideas.

• Stress connections between your proposal or position and the person’s interests
• Avoid complex arguments
• Focus on simple and vivid points and benefits
• Be prepared to repeat these in many different forms
• Stress mutual benefits
• Point out mutual losses, if your ideas aren’t accepted

Undecided:

‘I’m just not sure it will work.’

Work to tip the scales in your favour.

• Focus on your side of the issue
• Re-state mutual benefits
• Minimise/solve problem issues
• Support your case with expert evidence
• Cite cases when similar proposals or ideas have been successful
• Break your proposal down into small, more acceptable action items
• Follow up (in writing?) to avoid the person slipping back into indecision

No Information/Insufficient Information:

‘I need more background information before I can make a decision.’

Find out what information is missing or needed.

• Back it with proof and evidence
• Avoid swamping the other person with too much info
• Invite questions and requests for clarification
• Get the person to agree that the information is sufficient and acceptable
• Make your information lively and attractive

Not Able To See A Need:

‘I just don’t think we have a need for that right now.’

Acknowledge need is the bedrock of acceptance.

• Conduct more detailed fact-finding
• Get agreement along the way that needs exist
• Ask what may happen if these needs remain unfulfilled
• Illustrate how similar needs have been met for others
• Create a summary of the specific benefits of your suggestion

Need To Think It Over:

‘Hmm – I must give this some thought. Can you come back next month?’

Some people do need time to think things through. Establish aspects of the idea they need to think about:

“What exactly is that you want to think over … (Don’t pause here) … is it x, or y, or z?’

• Reiterate the main benefits of your proposals
• Clarify any misunderstandings
• Solve any remaining problems or issues
• Make positive use of any delay
• Provide a written summary of your ideas and the benefits

Wrong Time:

‘It’s a bad time for us to be making decisions like this.’

Assuming this is a genuine and not a delaying tactic, you can use the waiting time to your mutual advantage.

• Ask when would be an appropriate time
• Use the time delay to road test your ideas, organise a dry run, double check your plans

And Finally: Referring The Decision To Others:

‘I’ll need to have a word with my partner and come back to you.’

You should already have established that the person you are attempting to influence has the authority to say yes.

In which case, ask ‘Are you happy with what I am suggesting?’ If the person is happy, suggest that you both take the issue to the higher authority and work as a team to get final agreement.

Today, over at the Turn I am discussing one of my heroes - Steven Covey

Tomorrow, my good friend, Steve Martinez is in the JF Guest Author Slot