NZ Sales Manager Issue 6

Issue 6 / 23 rd JuLY 2008

rIchard Gee celebrating 25 years training New Zealands ‘ salespeople

TechnIcoLour dreamcoaTs Understanding the basics of USP’s PersonaL Brands How salespeople can even the playing field through their personal brand.

NZ’s fortnightly e-mag for sales leaders www.nzsalesmanager.co.nz

CONTENTS ISSuE 6

5

/ 23rd JuLY 2008 5

INTERVIEW Richard Gee

The sales & marketing trainer recognised as much for his signature NZ flag jacket as his positive outlook, talks to NZ Sales Manager about celebrating 25 years training NZ’s sales people.

9

9

THIS WEEKS MUST READ Whats Your Personal Brand?

richard Liew tells us why in sales, the brand of product or services you’re selling is just the beginning.

10

TWO MINUTE TOP UP Whats Your Business Technicolour Dreamcoat?

What is the thing that makes your business stand out? There are thousands of businesses in this world yet each one is uniquely different. It is important to identify how you are different from the rest.

10

14

11

NZSM CALENDER

12

NZSM SALES TRAINING DIRECTORY

14

BOOK REVIEW

15

THE CLOSE NZSM / JUly 23rd 2008 / 3

From the editor ABouT /

B

randing. No other term gets advertisers fired up, marketers loved up and salespeople wound up, like “branding”. Let’s face it – not many salespeople have the luxury of working for a company who’s products or services are the number one brand name in their category. Indeed that privilege is reserved, by definition, for just one company in each industry.

This means that nearly all salespeople out there in the market, are in the same position - having to compete with a better known or more highly reputed market leader.

As a sales person I’ve experienced first hand the challenges that this situation brings about and I’ve also heard lot’s of salespeople use this as an excuse for not being able to compete.

The fact is though, no matter how strong or weak the brand name of the company you’re representing, there are techniques that all salespeople can apply to level the playing field.

How? Through taking time to build their unique personal brand – one customer at a time.

Short, sharp and to the point, NEW ZEALANd SALES MANAGEr is a free fortnightly e-magazine delivering thought provoking and enlightening articles, and industry news and information to forwardthinking sales managers, business owners and sales professionals.

EDIToR / richard Liew DESIGNER / Jodi Olsson ADVERTISING ENQuIRIES / +64-9-361 1375 or email richardl@nzsalesmanager.co.nz CoNTENT ENQuIRIES / +64-9-361 1375 or email richardl@nzsalesmanager.co.nz ADDRESS / NZ Sales Manager Magazine,127a Ponsonby road, Ponsonby, Auckland, NZ. +64-9-361 1375 WEBSITE /

In this issue we look at a couple of practical examples of branding from a sales persons point of view. Firstly, how to build your personal brand as a sales professional, and secondly how every sales person can and should understand how their business’s unique selling points, can be used to differentiate them from even the most formidable market leader.

www.nzsalesmanager.co.nz

NZ Sales Manager is a Rev Sales Network publication.

And to cap off our look at branding from a sales persons perspective, we talk to someone who has done a masterful job of building his personal brand over the years, trainer, author, consultant and speaker, richard Gee who this year celebrated his 25th year training New Zealand’s sales people.

NZSM / JUly 23rd 2008 / 4

INTERVIEW

RICHARD GEE

[

The sales & marketing trainer recognised as much for his signature NZ flag jacket as his positive outlook, talks to NZ Sales Manager about celebrating 25 years training NZ’s sales people.

NZSM: Richard firstly congratulations on celebrating 25 years since the launch of your sales and marketing consulting firm Geewiz – how does it feel?

Richard Gee: Great on one hand to still be here, loving it and being challenged every day, but also frustrated that the skill levels of sales people, sales managers and marketing managers are still wanting and still not recognized as vital contributions to success in business.

NZSM: When you started back in 1983 did you ever think you’d still be

doing it 25 years later?

RG: Yes I watched a 75 year old speaker in the UK and thought, “Wow! If he can still be wowing audiences at that age then I will do better.” When I started there were only three marketing consultants in the phone book and about ten training companies - somehow I have outlasted them all!

NZSM: Can you tell us how you first got involved with selling?

RG: My first sales role was with importer J Yock & Co, then I joined

Wilkinson Sword, and realized I loved the thrill of the chase in getting the decision, and then moving on. Then I realized after several company moves and setups of new companies [Trigon Plastics Consumer division] that taking on the multi-nationals was fun and the world was my oyster.

NZSM: What was it that inspired you to start helping other people in sales and marketing?

RG: When I criticised the teaching of sales at AIT (now AUT) as not being relative to the NZ market, they chal-

NZSM / JUly 23rd 2008 / 5

lenged me to provide a study course for night school on Sales and Sales Management. So I did and started teaching it, and went from there, adapting content to reflect NZ styles and practices and it worked.

Then going from lecturing at night to conference speaking was an easy jump, which then led to seminars and programs and taking it overseas. The challenges were all the same: to help customers make decisions.

NZSM: Along the way you’ve done a lot of work with salespeople from other countries – how do NZ’s sales people compare with our overseas counterparts?

RG: Kiwi salespeople are fearsome.

They ask more questions and get more answers and close better without hassling the clients. The world loves NZ

sales people as they are very versatile and focused on results and can sell to any level of client - small, medium, big and multi-national.

NZSM: So do you think today’s businesses are more receptive to learning when it comes to sales and marketing than when you started?

We also treat male and female salespeople as equals and it makes for a better mix of rep.

RG: No they still take the quick fix option too often, grabbing programs to fix problems instantly and failing to continually invest in skills and build on experience. They often want in 90 minutes what should be explored in a day and properly learnt.

NZSM: In your experience over the years then, what are the key issues NZ sales people have had to to work on when it comes to selling?

RG: Listening skills. Sticking to the sales plan. Asking for the commitment NZSM: Many businesses go down the gurgler because of an inability to sell enough of their often great products or services – do you think enough thought and attention is put into sales and marketing by NZ businesses?

RG: No. Marketing should identify a segment of ideal clients so that the advertising mix can communicate to get the sales people face to face and winning business.

Get the sales and marketing right, on a target of segmented customers, and success will always result. Just cutting the price is not a strategy - it is a failure to understand your market.

NZSM: Salespeople are often described as the most important people in business yet not too many kids grow up with a goal to be a salesperson – what needs to be done to get selling seen as a worthy and legitimate career choice?

RG: Accreditation of skills by national institutes and educational establishments, and companies being proud of the 135,000 sales people who drive the results.

We need more recognition of success and less showing off the toys. More awards, more payment for skills, more development of internal promotions.

More stories of success, and parents being proud of their kids being in sales.

NZSM: Over the years you’ve seen the effects of several economic downturns – what advice do you have for salespeople during times of low business confidence and spending?

RG: Make more face to face visits, ask more questions, identify the decisions customers need to make and why they will be made.

You need to focus on reasons to do business with you and help the decision maker make the decisions - not sell deals. You need to be the bearer of good news and not get

NZSM / JUly 23rd 2008 / 6

caught up in the media hype about the recession of the mind…

NZSM: You’ve had a lot to do with establishing the Sales & Marketing Institute of New Zealand and have been President twice – can you tell us a bit about what the Institute does and it’s aims for the future?

RG: It seeks to recognize the skills in the profession; starts up recognition such as chairs of marketing; recognizes teachings and university and Polytech programs and private programs as meeting standards that work; creates environments to allow successful sales and marketing people to be recognized via accreditation and national awards and challenges people to share their skills with others via stories and networking.

*

For the future, we want to be recognized as contributing to the standards of this profession over the last 60 years and become the leaders in getting recognition for the professional skills being used.

We also want to be the catalysts for more specialty groups of sales and marketing professionals to be set up and grow the attention given to the profession’s practices.

NZSM: You’re just as well known for your NZ Flag jacket as your positive outlook – what does being a Kiwi mean to you and do you think we’re passionate enough about being Kiwi?

RG: It means being proud of this small but focused country of people that has contributed so many “firsts” in the world

rICHArd GEE’S TOP

5

because nobody told us we can’t!

New Zealander’s are passionate about being Kiwi’s when they’re overseas… just not within New Zealand. We need to grow up and be proud of what we do, grab hold of our destiny and recognise ourselves rather than always comparing ourselves to Australia and the world. We have it all here we just need to believe it!

NZSM: The numbers so far are pretty impressive - you’ve given over 8800 presentations in 34 countries to over 193,000 business people – what’s on your agenda for the next 25 years?

RG: Another 10,000 presentations and to open up 20 more countries, and challenge the Kiwi style selling and marketing.

TIPS FOr

A HAPPY

25 YEArS IN

BuSINESS

1.

Believe in yourself and share your knowledge with as many people as you can

2.

develop your own brand of personality and be outstanding in the time being

3.

don’t think you know everything - you are always learning

4.

Ask for the commitment from your customers and know why you won the business or lost it

5.

Stay focused on what you want for the next 90 days by using 90 day action plans

NZSM / JUly 23rd 2008 / 7

T H I S WE E K ’ S M U S T R E A D

What’s Your Personal Brand?

In sales, the brand of product or services you’re selling is just the beginning. By Richard Liew

I

[

n business the ultimate goal is for our company’s or product’s brand name to become number one in it’s category. For example, when you hear the word “cola”, chances are that “Coke” is the first name that springs to mind. When you think of “energy drink” chances are you think of “Red Bull”, and when you think of hamburgers you’re probably going to say “McDonalds”.

Similarly, in sales, the ultimate goal is for your personal name to become number one in your industry.

Here’s a personal example. I once sold Eftpos terminals about as difficult a product you can sell. Not only were we selling to Auckland retailers (some of the busiest, hardest working and grumpiest people around) but the Eftpos market was mature and extremely competitive. To make matters worse, the vast majority of Eftpos terminals are rented on 3 to 4 year contracts so even if you did find someone who did want a new Eftpos terminal they were often unable to take action until their contract had run out. Not surprisingly the strike rate from cold calling potential Eftpos customers was very low and 97% of all calls resulted in no sale, the standard advice to Eftpos sales reps being to just forget about the “no’s” and keep calling until you found a “yes”.

Even a fool could meet their target using this formula and many of them did.

To ensure I didn’t waste a single call though, I worked hard to become known as “Mr Eftpos” in my territory. In other words, I worked hard to get everyone I called to think of my name, Richard Liew, whenever they thought about Eftpos terminals from that day on. That way when their Eftpos machine broke down, or they knew of a friend going into business, or the contract on their current Eftpos terminal was coming to an end, I was the first person they called.

And eventually, as word spread, and I built my reputation, I did become known as Mr Eftpos - at least to the customers in my territory. (Thankfully the calls about Eftpos terminals have stopped!) Then when the hard work put into building my personal brand started to kick in so did the deals, without me seeming to others, to have to lift a finger.

Building your personal brand requires two things. First it is a long term strategy and takes time for the rewards to kick in so you have to be patient and diligent. You have to be able to take a step back and look at your current situation with some perspective, so that you act strategically over the long term, rather than just shooting from the hip from week to week.

How did I do this? The same way businesses build their brands. Contact, repitition, building credibility as an expert and leader in my field, staying focused on one message – that Richard Liew = Eftpos.

And secondly it requires integrity and consistent levels of excellent service - even when you don’t feel like it. There is nothing more damaging to a brand than not fulfilling what your brand promises. (Think Ribena or BlueChip…).

I sent them letters after I called them, I sent business cards for their friends, I sent brochures, I sent advice on Eftpos terminals and what to look for, I called them back, I dropped by to say Hi and give them the occasional free roll of Eftpos paper, I networked, I serviced their machines and offered advice for free, etc, etc. To a large extent, my customers didn’t even care what brand of Eftpos terminal I was selling, what model it was or that it was slightly more expensive than through other suppliers - all they knew is that Richard Liew was the guy to call about Eftpos terminals.

So the question is, whatever you are selling, are you prepared to do what it takes to become the number one “brand name” in your industry? Even if the product you’re selling is not the number one brand name in it’s category (which is the case for almost everyone), implementing this strategy gives all salespeople an even chance.

If you want your customers to chase you intead of you chasing customers, seeing yourself as a brand and building your brand in the mind of your customers is vital.

NZSM / JUNE 11th 2008 / 9

TWO MINUTE TOP-UP

What’s Your Business Technicoloured Dreamcoat?

By Nicky Bowden

W

hat is your business’s Technicoloured Dreamcoat? This means, what is the thing that makes your business stand out?

There are thousands of businesses in this world yet each one is uniquely different. It is important to identify how you are different from the rest.

What makes you the only one in the world to do what you do, to offer what you offer? In other words what is your Unique Selling Point (USP)?

Before you say, I don’t have one, there are hundreds of Real Estate Agents, there are heaps of Insurance Brokers, here are a few guide lines:

LocaTIon Are you the only Pilates studio in Ellerslie? Are you the only Mens’s Barber in Bethlehem? exPerIence Are you the only planner to have worked with the council for the past 30 years. Are you the only nutritionist to have written a thesis on the continued affects of childhood obesity?

SPecIaLTY Is there an area that you specialize in – “I specalise in residential property sales over $1million dollars”, “I specialise in de-cluttering people’s home environment.”

PrIce I do warn you that price is a dangerous one, because if the warehouse stocked what you are selling would you still have a USP. It is easy to be undercut on price and you are then left with little differentiation.

PacKaGe It could be that you are the only business to package together Roofing, Plumbing and Electrical. Packages can often be easily replicated unless it is your experience and knowledge that is your USP. a GuaranTee or WarranTY Can be a USP, if you are the only Plumber to guarantee no leaks in your shower installations.

If you still haven’t identified your Technicoloured Coat, think about what you enjoy working on, as in most cases, that will be what you are also best at.

For Adconomy our USP is that we ‘specialize in cost effective marketing for small businesses’. This is because I enjoy working with small businesses and I am best when I am helping a business realise their potential. If you are a mortgage broker you may love working with first home buyers as you take them on a bit of an educational trip, so that may become your specialist area.

A USP doesn’t mean that it is the only benefit that your business has, but it is a main differentiator from your competition.

It is important to have a Technicoloured Coat so that you don’t blend in to the rest of the crowd. If you completely understand what makes your business unique then it is a lot easier to create promotions, and campaigns that reach the right people with your unique message.

NZSM / JUly 23rd 2008 / 10

NZSM

WED 23 JULY Sales Development David Forman Auckland

CALENDAR SAT 26 JULY

FRI 1 AUG

Top Achievers Sales Training

Auckland

MON 28 JULY

TUE 29 JULY

Prospecting for new business

Mental Toughness University of Auckland Auckland Sales Basics Richard Gee Christchurch Sales Development David Forman Tauranga

Mental Toughness University of Auckland Auckland Sales Management Richard Gee Christchurch Sales Development David Forman Tauranga

MON 4 AUG

TUE 5 AUG

David Forman Tauranga Sales Development David Forman Tauranga

SUN 27 JULY

Hit The Ground Running Sales Seminar Top Achievers Sales Training

Wellington

SAT 2 AUG

Customer Service Skills NZIM Auckland

Sales Development David Forman Hamilton

Sales Prospecting NZIM Auckland

Sales Skills Level 2 EMA Northern Hamilton

SUN 3 AUG THU 7 AUG Hit The Ground Running Sales Seminar Top Achievers Sales Training

Auckland Creating a Successful Sales Proposal University of Auckland Auckland Sales Development David Forman Hamilton

WED 13 AUG Sales Development David Forman Christchurch

THU 24 JULY Sales Skills University of Auckland Auckland Sales Development David Forman Auckland Fundamentals of Selling Workshop

FRI 8 AUG

SAT 9 AUG

WED 30 JULY

Fundamentals of Selling Workshop Top Achievers Sales Training Auckland Sales Development David Forman Hamilton

MON 11 AUG Sales Development David Forman Christchurch

Creating a Successful Sales Proposal University of Auckland Auckland

Top Achievers Sales Training

Auckland

Negotiation Skills Advanced

NZIM Northern Auckland Advanced Selling Skills University of Auckland Auckland Mental Toughness for Sales Professionals University of Auckland Auckland Sales Management Richard Gee Wellington

WED 6 AUG Sales Development David Forman Hamilton Sales Management Richard Gee Wellington

TUE 12 AUG

Sales Development David Forman Christchurch Fundamentals of Selling Workshop Auckland

Prospecting for New Business

EMA Northern Auckland

SUN 10 AUG THU 14 AUG

FRI 15 AUG

SAT 16 AUG

Sales Development David Forman Christchurch

SUN 17 AUG WED 20 AUG Hit The Ground Running Sales Seminar Top Achievers Sales Training

Auckland Advanced Selling Skills University of Auckland Auckland Mental Toughness for Sales Professionals University of Auckland Auckland Sales Development David Forman Auckland

MON 18 AUG Negotiation Skills Advanced NZIM Northern Auckland

Auckland

TUE 19 AUG

THU 31 JULY

Top Achievers Sales Training

Hit The Ground Running Sales Seminar Top Achievers Sales Training

Fundamentals of Selling Workshop

FRI 25 JULY Sales Skills University of Auckland Auckland Hit The Ground Running Sales Seminar Top Achievers Sales Training Christchurch

THU 21 AUG Fundamentals of Selling Workshop Top Achievers Sales Training Auckland Sales Planning David Forman Christchurch Sales Planning David Forman Auckland

FRI 22 AUG

Sales Skills Level 3 EMA Northern Auckland

SAT 23 AUG

Hit The Ground Running Sales Seminar Top Achievers Sales Training

Auckland

Sales Planning David Forman Auckland

SUN 24 AUG NZSM / JUly 23rd 2008 / 11

 

























 

























 











 



















 











 



 

















































 





 









































 







 













































 





 









































 









 







  

 



    





    

    

 

   

               

BOOK REVIEW

Screw It, Lets Do It

By Richard Branson

Reviewed by Jean Caldwell

A

quick, fun read ‘Screw It, Let’s Do It’ still packs plenty of punch thanks to its larger than life author Richard Branson and, while in some respects this book is a distillation of his autobiography, the simple, clear format works.

In the words of the publisher ‘Screw It, Let’s Do It’ was specially commissioned for World Book Day’s adult literacy initiative with text at a readability level of between 9 and 12 years, yet was written to appeal to anyone wanting a quick, powerful and fast-paced read.

Richard Branson has personally experienced literacy challenges of his own due to undiagnosed mild dyslexia as a child and he employs a style that has universal appeal; along with resonant anecdotes and clear messages shared with the reader throughout.

Sandwiched between a brisk, spicy introduction and an “up” epilogue are nine chapters covering Branson’s core values, drivers and personal mission statements with each chapter’s content fleshing out the author’s own lessons in life and what, or who, cemented them into the personality that he has become today; with family, friends and foes all receiving equal measure and credit.

The style of ‘Screw It, Let’s Do It’ means the reader is guaranteed a quick and stimulating read and I doubt that this will be a book to languish on the book shelf having only been read once. On the contrary, it makes for the perfect written pick-meup for mind and soul whether one is mentally or physically stuck for time or inspiration.

If you haven’t already read Richard Branson’s autobiography (Loosing My Virginity) then this book will, I am sure, tantalise you with a desire to read more about the author’s adventures and challenges.

If you have already had that pleasure, as I have, then ‘Screw It, Let’s Do It’ is a reminder of that pleasure. It is also a stand alone gem that reminds the reader that whatever your dream or goal, “yes, you CAN do it!” and the only ‘rule’ is to have fun doing it.

Jean Caldwell is a freelance Executive Assistant and Business Administrator assisting business owners and managers with a diverse range of administrative roles. Visit Jean’s website at www.pa2go.co.nz.

NZSM / JUly 23rd 2008 / 14