The turn arou

QnI-es rs A cuRrous calrE where it doesn't matter how Llmany we miss. only how many we make. A fantastic way to create more "yeses" is to get more "nos." Many underperforming salespeople are so afraid of the no they will never get to enough yeses.

The second problem is that these sellers don't know how to construct dialogue to end up in more yes/no conversations versus maybe or service (only) conversations.

How can we construct dialogue?

The Turn Around

There are many places in the sales process where we can use the Turn Around to create yes/no (sales) conversations.

Customer: When can you ship?

Quotron: Two weeks.

Customer: Thanks, I'11 let you know...

This quotron is dispensing information. We can give our customers information, but we must make information exchange a two-way street. In most cases our information is a large part of our value proposition. I am shocked how many salespeople give information away for free. I'm not saying that customers and potential customers aren't entitled to our information; but if our information helps them, then they should help us back.

Psychologically speaking, our customers will value our information (and us!) if we treat our information as valuable. How do we treat it as valuable? We make the process of getting our information a sales situation using the Turn Around.

Customer: When can that ship?

Us: When would you like it to ship?

Customer: Two weeks.

Us: If I can ship in two weeks, do we have an order?

Or...

Us (assuming the order): We can do that. What's your order number?

Struggling sellers feel this approach is too bold. It isn't. Why is the customer asking the question? Because they want to shop or buy. If they want to shop without buying from us, they are wasting our time. If we are a (real) potential supplier, why not ask for the order?

This technique can (and should) also be used when we don't know the answer:

Customer: Can you ship one for quick, ship another in two, and two more in four weeks? And can we alternate the tallies?

Us: If we can get that done, do we have an order?

The quotron will scurry off and spend half a day working on logistics, etc., and come back:

Quotron: Whew! We can do it.

Customer: Thanks. I'll let you know.

Dispensing information without using the Turn Around leaves us in a non-yes/no conversation, gives us nothing to sell to, and creates an unquestionable potential for time wasting.

Thatts a Great Question

Customer: John, can your company do a VMI program?

Quotron #/: Yes. sometimes.

Quotron#2: No

Master seller: That' s a great question, Susan. Why do you ask?

Customer: We just picked up a huge contract and will need a partner to help us service our customer's needs."

The first two sellers have answered the question without finding out the need behind the question. They are selling (servicing) blind. The master seller finds out the need behind the question and now can strategize how to get the business whether his company does VMI programs or not.

When we use the Turn Around in our sales approach, our customers will stop using us as information dispensers and start treating us as supply partners. If we act as if it is okay to pull valuable information from us without buying, customers will continue to waste our time.

But I have to service my accounts, don't I? Yes. We absolutely have to service our customers, but we must sell them while we service them. When customers come to our bar and order a martini, they cannot have it with vermouth only (service); we are also going to add some spirits to that cocktail (sales). If they want a vermouth-only cocktail we must direct them elsewhere. We cannot service our way to the top of a sales business.

There is little friction in a quotron's life. Managers, beware! Quotrons hide behind service work because they don't wctnt to do sales work. Salespeople take nos. They negotiate. They wrangle and deal with the non-partner-type customer who does not respect salespeople's time. They also use the Turn Around and sell more.

James Olsen Reality Sales Training (503) 544-3572

james

@realitysalestraining.com

Maine LBM Suppliers Merge

Five-unit Viking Lumber, Belfast, Me., is merging with five-unit Rhoades Building Products, Holden, Me.

Named Viking Lumber, the merged company will employ nearly 200 workers at its l0 yards.

"This merger presents a great opportunity for the combined company to better serve the expanded coastal community," said Viking president David Flanagan.

The Flanagan family, which launched Viking in 1944, will share ownership with Chris Rhoades, who began acquiring his yards in 2004.

Texas' MJB Adds Power Tool, Equipment Division

MJB Wood Group, Irving, Tx., has launched a new division, MJB Supply, specializing in the sales, marketing and distribution of power tools and equipment throughout the U.S.

"We bring the strengths of our people, products, and technology to MJB Supply," said Joe Caldwell, president and c.e.o. of MJB Wood.

Buzz Burton will manage the new division, which is exclusive distributor for all products manufactured by Harrier Industries, a leading manufacturer of air compressors and tools.