“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

The JF Guest Author Spot 

“4 Tips – Defending Price & Selling More In Competitive Markets” by Gavin Ingham    
  
 Once upon a time, in a far off land there lived a happy salesperson that had products and services that were new and fresh. He had no competition and he could easily stay ahead of the marketplace. The clients loved his visits because he could educate and entertain them and they were always enthralled by his amazing new solutions to their problems and challenges…

Did this mythical, unicorn of a salesperson ever exist? I doubt it!

I agree that the marketplace is maybe quicker and faster than it ever was but sales is all about competition.

If you have a good idea, someone will nick it!

You are very lucky that you may have had some time in that mythical, fantasy land of being the only magazine in the marketplace but it was never going to last… The aim of the game now is to help your clients to understand that you are bigger, better and more relevant for their needs than your competitors.

Here are some tips to sell more…

1. Stop trying to convince them and start “knowing” that you’re the best.

Sit down and think about all of the services that you have to offer that are better than those of your competitors. Clients don’t like desperate salespeople. You need to “act as if” you are the only company worth dealing with in the marketplace. Do not be arrogant and remember… perception is projection.

2. Remember that your clients probably don’t really think that you are all the same.

But they know by telling you this they put you on the back foot. Most clients think that they have the upper hand and that we are all desperate to do business with them at any cost. Don’t be so eager, take your time and plan your responses to start to redress this balance.

3. Plan and learn objection handles for common objections.

Preparation is key to sales. The only way you will get better is by thinking through situations and asking yourself the question, “How can I deal with that better next time?”

With your specific objection…

“We already advertise in ABC magazine and it is distributed in the same way as yours.”

What about something like…

“That’s fine I’m not asking you to change now, merely have a look at our services to see how they might complement your existing services.”

Or…

“That’s fine, business is built on relationships. At this stage, all I want to do is find out a little more about you and your business and see how we might be able to benefit you in the future.”

Or even…

“That’s great. I’m pleased you realise the importance to your business of advertising in this medium however our distribution is not the same as theirs. I’m not asking you to change now, merely have a look at our services and see how they might complement your business objectives in the future. Tell me, how often do you advertise with…?”

Remember – the objective is to get them talking, find out why they are using the service, discover their objectives, understand how successfully they are meeting those objectives and then offer something better and more relevant to them.

For more on objection handling have a look at my book Objections! Objections! Objections! available on www.amazon.co.uk, ISBN 1-905225-05-9.

4. Perception is everything.

Even if your services are exactly the same as your clients (or indeed are not as good!) it is whether the client thinks they are or aren’t that matters. This means that you can ALWAYS create the perception that your services are more relevant to them.

On your second point, you are right in your strategy. There is no-one more destined for failure than a one-trick-salesman. You need to be approaching both new customers to the service and customers of your clients. As you have rightly pointed out, these two groups of customers will often require different sales strategies.

For the potential clients who don’t advertise at present make sure that you keep the pressure off to start with. They will more than likely have been “sold” to before so when they object that they “have looked before and it’s not for them” objection handle with a gentle reframe…

“That’s fine. I’m not asking you to buy now merely have a look at how our services might complement your existing advertising strategies. Tell me, how do you currently…?”

Then get interested in their current situation, how they advertise, what their objectives are and how you might be able to help them now or in the future.

Let’s face it – until you ask and listen you’re not going to know whether you can help them or not.

Best of luck and remember to sell with passion.

For the last 10 years, Gavin Ingham has been helping sales people to explode their sales performance by turning self-doubt, fear and lack of motivation into self-belief, confidence and action. Visit http://www.gaviningham.net  now to join Gavin’s free monthly newsletter packed full of sales secrets, strategies and tactics.

The Wall Street Journal calls my very good friend, Andrea Nierenberg “a networking success story.” She is a master at helping individuals and companies build their businesses by improving relationships. Critical to sales success are well-honed communication skills. Andrea shares her list of eight essential communication skills. She suggests they are common sense but not common practice. Andrea shares what she feels is THE most important communication skill with my buddy Clayton Shold of Salesopedia. You might be surprised at her suggestions on how you can stand out from your competitors. All this in less than ten minutes! You can catch it here

Resistance can be very frustrating. You are anxious to get on with things and it is hard to see why others are stonewalling. This is the moment to back off and take stock.

• Listen carefully to what they are saying to you.
• Watch their body language – does it contain any hidden messages?
• Step into their shoes; try to see things from their point of view.
• Consider what would have to happen for you to be convinced?
• Plan your responses carefully.
• Take time to construct carefully thought through responses.
• Check that you have provided acceptable responses to doubts and fears.
• Seek areas of agreement and stress them, minimise areas of disagreement.

In Summary:

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 and on Monday in the second part of this post ”Categories Of Buyer Resistance“, I identify them.

This week’s “Featured Expert” on Top 10 Sales Articles is Colleen Francis of Engage Selling Solutions

I regularly receive her excellent sales tips and last week her topic was voice mail – yes, that piece of incredibly frustrating technology, that has caused most of us to pull our hair out at some time or another.

Exceptionally, I am going to reproduce her advice in it’s entirety, because it really is superb advice.

“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!

This week, we focus on what you can do to better navigate your way through voice mail, and into closing more business.

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.

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.
You: Thanks for your help. Do you happen to know when she will be available?
Then follow with, 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.

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.

HINT: 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.

Since I started using this approach, our clients report an 80% increase in call backs and an increase in sales. 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.

This success is one of the reasons why we created our coaching membership program, Lead-Up. Your program begins with a special welcome gift:Colleen Francis’ Honesty Sells e-book which gives you real life tactics to create open honest relationships with your clients.

As a participant, you’ll receive special Engagement action plans from Colleen once per week via e-mail. These lessons will challenge your thinking about why customers buy and how you should be selling, so you can develop the thoughts, behaviors and actions necessary for sales success. In addition you get to participate in quarterly tele-conferences to ask me questions, as well have access to an exclusive website just for coaching members that is full of tools, worksheets and audio tips. http://www.Lead-Up.com

If you would like to receive a 1 month trial of the membership and everything that comes with it, including the welcome gift please visit http://www.Lead-Up.com and take our membership program for a test drive.”

My advice? Take the test drive – it is excellent value for money.

Don’t forget, I am on the Turn every day!! 

Have a great week and I will see you back here on Friday – JF

Yes, I know, this week’s blog is terribly late, but unfortunately, my webmasters have been moving offices and everyone is behind – my apologies!

Everyone seems keen to remind me of the importance of personalising one’s blog and this week I have an excellent opportunity!

So, to my beautiful daughter Alice, “Happy sixteenth birthday my darling”

Ok, back to business. I have read a number of articles this week, all giving advice on how to overcome objections, but not one of them really pinpointed why objections arise in the first place, so here are my views on the subject:

Why People Resist And Object:

To handle resistance to your ideas and influence, you will first need to pinpoint exactly why there is an objection. Typically, people object or resist because they:

• Don’t fully understand your proposal
• Misunderstand it
• Don’t feel a need to go ahead
• Don’t recognise the benefits and advantages
• Don’t believe your claims
• Are happy to remain as they are
• Genuinely need time to think things through
• Don’t trust you
• Display general inertia

What Type Of Resistance?

Objections and resistance usually come in three identifiable forms:

A condition is a genuine, non-negotiable reason why someone can’t go ahead or agree to your proposal (eg: company policy, legal reasons, a contractual obligation).

An excuse or a put-off, is usually made because people are not convinced of the benefits of your ideas. Excuses cannot be answered – conviction is the only solution.

A real objection can include lack of money or resources, time constraints, happiness with the status quo.

Strategies & Tactics

Resistance can be very frustrating. You are anxious to get on with things and it is hard to see why others are stonewalling. This is the moment to back off and take stock.

• Listen carefully to what they are saying to you.
• Watch their body language – does it contain any hidden messages?
• Step into their shoes; try to see things from their point of view.
• Consider what would have to happen for you to be convinced?
• Plan your responses carefully.
• Take time to construct carefully thought through responses.
• Check that you have provided acceptable responses to doubts and fears.
• Seek areas of agreement and stress them, minimise areas of disagreement.

Categories Of Resistance

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 and you can learn more about each category in next week’s blog.

This week’s article on my personal site is: “Recognising The Different Influencing Styles” and on the Group site, the feature is: “What Gets Buyers To Yes?” both highly readable, I am bound to say!

One of the sites that I contribute to regularly, is Michael A. Chwastiak’s The Sideroad(www.sideroad.com) Michael’s site does not merely publish articles on business or sales, but the fact that it is a “by invitation only” enterprise, means that the quality of the articles is very high – and I say that with genuine modesty – so do check it out.

If you have read my article, “Ten Suggestions For More Dynamic Sales Meetings”, you will know that I suggest at least 50% of a sales meeting should be devoted to training and skills development. With this in mind, I rediscovered an excellent product this week called, The Sales Activator®

I quote, because they describe it very accurately:

“The Sales Activator® is a groundbreaking new sales management training and development system designed and developed specifically for sales managers to use to provide ongoing sales management training, development and coaching of their sales team during sales meetings to create a sustainable increase in sales results.”

It contains more than seventy hours of development sessions, which can be delivered to meet specific needs and offers incredible flexibility.

The Sales Activator® was designed and developed by Trainique Limited, a UK based company with their HQ in Sevenoaks, Kent. The founder and MD is Nikki Owen, a very switched on lady, who has inspired a number of my articles.

Nikki is currently working on both a sequel to The Sales Activator® and with Simon Woodroffe, founder of YO! Sushi, on a range of YO! How learning products.

If you are not familiar with this excellent and innovative product, I really do recommend you to have a look here: (www.salesactivator.com)

And finally, my good friend David Bain, yes, he of buildyourownbusiness, has launched another new enterprise: www.websitepromotionmarketing.biz

WPM reviews the top free and paid for ways of successfully marketing your website online and I have no doubt it is going to be of enormous benefit to the thousands, if not millions of website owners and developers who are looking for an edge. David has a huge amount of knowledge to share and as ever, he imparts it in a way that makes sense, even to the “technically challenged” like me! My site administrators and webmaster are really impressed with it, so good luck David!

As ever, have a great week, what’s left of it – good selling and do look out for my latest newsletter, which will be published at the end of next week. – JF