NZ Sales Manager Issue 47

FEBRuaRY 2011 / Issue 47

New Year Resolutions

Don’t

like selling?

If If you

Sales Call

Reports NZ’s e-mag for sales leaders

don’t win first time

CONTENTS FEBRUARY 2 Nd / Issue 47 5 WHAT'S NEW NOTICEBOARD 6 THIS WEEK'S MUST READ DON'T LIKE SELLLING?

6

Five tips for the reluctant salesperson

10 SALES CALL REPORTS Are they worth the hassle?

14 NZSM CALENDAR

10

15 SALES TRAINING DIRECTORY 16 TWO MINUTE TOP-UP NEW years resolutions Top ten reputation resolutions

18 RESOURCE CORNER tHE ACCIDENTAL SALESPERSON

19 Quick Fix

16

It’s not what you sell, it’s how

19 you sell.

20 THE CLOSE

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From the Editor

H

i and welcome to our first issue for 2011.

I hope you are raring to go and wish you a successful year.

ABOUT / Short and sharp, New Zealand Sales Manager is a free e-magazine delivering thought provoking and

We aim to help sales people from all walks of life, types of company, and types of sales job. For many business owners, sales is something that by necessity is close to a full time job, but you will never consider yourself to be a sales person. You haven’t chosen sales as a career, but you fall into it.

enlightening articles, and industry news and information to forwardthinking sales managers, business owners and sales professionals.

EDITOR / Paul Newsom ART DIRECTOR / Jodi Olsson

Selling can be challenging to the most seasoned sales pro’s, and is both challenging and at times daunting to everyone else. In this issue, Auckland based sales speaker and trainer, Bill James, gives some advice for the reluctant, or accidental, salesperson. I’m sure this will also help anyone with a holiday hangover too!

GROUP EDITOR / Trudi Caffell CONTENT ENQUIRIES / Phone Paul on 04 586 4733 or email pauln@nzsalesmanager.co.nz ADVERTISING ENQUIRIES / Phone Alastair on 09 522 7257 or

We also feature an article from a leading American writer, Paul McCord.

His excellent article on Sales Call Reports was voted ‘best article, in the US based Annual Top Sales Awards in December last year.

email alastairn@espiremedia.com

Renowned international sales leader, Jack Daly, is back in town next month with his ‘Winning Sales Strategies’ full day seminar. Be sure to look on the next page, and enter our prize draw to win a free ticket to the seminar.

WEBSITE / www.nzsalesmanager.co.nz

Happy Selling!

ADDRESS / NZ Sales Manager, C/- Espire Media, PO Box 137162, Parnell, Auckland 1151, New Zealand

Paul

NZ Sales Manager is a GREEN MAG, created and distributed without the use of paper so it's environmentally friendly.

Please think before you print. Thank you!

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Page 1

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T H I S W E E K ’ S M US T R E A D

Bill James is an internationally recognised sales speaker and trainer, who specialises in referral and relationship marketing. To find out more, visit www.BillJamesSpeaker.com

?

Don’t like selling 5 Tips for the reluctant sales person

By Bill James

M

aybe you are new at sales, you topped the training class – but just cannot make the sales stick.

Or you could be a veteran of many sales conquests but more recently you simply cannot get the deals across the line.

Or perhaps you spent a small fortune acquiring a franchise and it looked great on paper. You have big plans, high hopes and you are putting in the hours to make it happen.

NZSM / FEBRUARY 2011 / 6

But somehow the results are not coming and the money is not flowing. What’s wrong?

Unfortunately the answer could be you?

Especially for franchisees there are lots of promises about fantastic marketing packages and potential clients coming through the door but the simple truth is that you are now self-employed. No more sick days.

No one else to delegate to. It is you that has to make that sale and secure your own money.

1

Stop thinking of yourself as a ‘Salesman’ (Or Saleswoman)

Think about it. The word ‘salesman’ or saleswoman’ does not engender confidence and is not respected, even by you. Ask yourself, do you like being ‘sold’?

Guess what – your clients feel the same way.

There is a huge amount of negative connotation around this wording and it brings up an image of someone you may not want to be. From a small child there is every chance your parents told you that salespeople were pushy and not to be trusted and now you have to become one.

This obviously causes a real internal conflict and is, in my opinion, the number one reason why you could find yourself sabotaging your own efforts. Don’t believe me?

Ask yourself these questions: • • •

Do you approach every sales opportunity in the belief it will be a sale?

Are you secretly dreading ‘that’ question from your client - The one you find so hard to answer?

Do you find lots of little jobs to do that keep you so busy that you have little time for new business calls?

These issues are even more acute if you’re very technical in nature and you like performing the task but not producing the sale. Why not rename yourself so that you’re comfortable in saying that word when you represent yourself to a potential client. What could you call yourself that sits comfortably with you?

Remember, your role is to help people make the right decision – it is not to sell them something.

So many people will put on a persona they think is needed to create a successful sales outcome.

This is simply not the case and could, in fact, be what is costing you business.

2 Be yourself

So many people will put on a persona they think is needed to create a successful sales outcome. This is simply not the case and could, in fact, be what is costing you business.

When you went through all the psychological and personality testing (hopefully) when you applied for the job or franchise opportunity, these assessments showed the real you and indicated that you should be successful in your business. So why are you hiding this real you now?

Clients look for faults and are suspicious when you knock on the door because you are promoting a product. If they sense falseness about you it will raise their alarms and give them good reason not to buy from you.

Will your natural personality be what everyone is looking for every time? Probably not. You will get on with some people better than others.

But the reality is, especially if you are less experienced, you were quite possibly never going to sell to those people anyway. The ones that would be attracted to your natural personality will be put off by a fake overlay so stop doing it.

The reality is that you could be a complete rat bag, but people still buy from complete rat bags – as long as they are honest about being one.

Can you image your reaction to someone who’s obviously a rat bag but is pretending to be nice and you can see through it? It would make you want to run in the opposite direction wouldn’t it?

7 / FEBRUARY 2011 / NZSM

3

Show some passion for your subject Again we put on this persona of ‘professionalism’ which means we deliver a very dry presentation. What was the passion that got you involved in the first place? If it was simply that you thought you’d make a lot of money you may possibly have made an error – that’s called a job.

Clients enjoy your enthusiasm and passion for your product. It will take you through the tough times but you’ll also need to show it to your clients so they know that you are passionate about what you are doing.

This isn’t easy in cultures where showing emotion is not the norm but the old saying ‘enthusiasm sells’ is as true now as it ever was.

Let your passion and enthusiasm for your subject out and you’ll take your potential client along with you for the ride. The big problem is that if you do not show some passion and hide in facts and figures, your clients will allocate an emotion and a motivation to you. What do you think the chances are that it will be a positive one?

None!

5 4 Clients enjoy your enthusiasm and passion for your product. It will take you through the tough times but you’ll also need to show it to your clients so they know that you are passionate about what you are doing.

Jargon kills sales

Use a low logic approach with your potential client

Occasionally you’ll find someone who’s really caught up in the technical aspects of what you do. But usually they are initially more interested in knowing you understand and care about their needs.

‘Low logic’ is language that is simple to understand. It is almost like approaching your client underneath the radar. Simply approach them in a very matter of fact way (with a certain amount of emotion) and give them the option to decline your services if they want. In this way you don’t raise any alarm bells and make them feel trapped. They are much more likely to come along for the ride this way.

If you are technically orientated, it’s easy to hide in the features of your product but this will stop you truly addressing the need of the client.

Often most products appear to be very similar and have similar pricing and so the difference is your ability to uncover their real concerns and needs and address those.

In this way you’ll make a connection at a very personal level which is the key to gaining that commitment from your potential client.

Loading them up with jargon will simply occupy their head space and will actually be counterproductive.

Talking everyday language that your client can understand and addressing their real needs will result in you making real progress.

NZSM / FEBRUARY 2011 / 8

For example: “Mr Prospect, the simple reality is businesses like yours can use this product and it has X effect. For you to be interested it obviously has to meet X, Y, Z needs and also fit within your budget, and I have to be able to show you the real benefits of working with our company. If I can’t, then it’s only fair that I should head for the door. But if I can make all that happen, then your company is definitely at an advantage. I’d like to simply sit down with you and run through these different ideas and see where we go from there, is that fair enough?”

So be yourself, cut the jargon, and let your passion for the product speak for itself. Approach other people the way you like to be approached and you might well find that your sales increase hugely.

THE RUM THAT INVENTED RUM www.mountgayrum.com Enjoy the adventure, drink responsibly 9 / FEBRUARY 2011 / NZSM

Paul McCord is an internationally recognized authority on prospecting, referral selling, and personal marketing. To find out more, visit www.powerreferralselling.com

Sales Call

Reports Are They Worth The Hassle?

By Paul McCord

In December 2010, This article was voted ‘Top Sales Article’ for 2010 in the US annual Top Sales Awards.

Editor

D

o you require your salespeople to compile a daily or weekly call report? If you’re like the vast majority of managers, you do.

What do you use them for?

information, and the information that is truthful is itself useless.

The typical call report will identify who the salesperson met with, if and when the company plans to make a purchase, an estimate of the size of the purchase, and any information the buyer wants from the salesperson. The report may even give an approximation of the likelihood of securing the contract. It probably looks something like this:

How useful are they?

I’ve spoken with hundreds of managers about call reports and almost to a person they agree call reports are one of the most useless traditions management clings to. The reports are filled with fictitious

NZSM / FEBRUARY 2011 / 10

“Met with John Smith, head of procurement for XYZ Corp. He said they’d be purchasing by the end of the quarter and wants me to re-bid based on a quantity of 5,000 instead of 10,000 units. I told him I’ve had the new numbers to him by Tuesday of next week.”

What does this report tell the manager? Does it: • Indicate why the change in the number of units to be purchased? No. • Discuss why the purchase decision will be made by the end of the quarter instead of now? No. • Indicate the likelihood of closing the sale? No. • Indicate what actions the salesperson plans on taking other than giving revised numbers? No. • Indicate who the salesperson is competing against?

No. • Indicate if there are other decision makers in the process? No.

The Problem Call reports are useless for three major reasons: 1. Salespeople haven’t been taught how to construct a useful call report.

2. Salespeople see no use in the reports. Although they’re told the reports will be used to help them sell more, they believe its real purpose is to keep an eye on them.

3. They believe management is only interested in how many appointments they have, so they pad them with fictitious appointments to keep management off their back.

We could go on.

Salespeople see call reports as a weapon—or potential weapon--in the hands of management instead of a training and coaching tool. And most often, that’s what it’s used for.

The typical call report doesn’t give the manager enough information to be able to help identify the areas in which a salesperson needs training and coaching. Consequently, the most often result of submitting a call report is a response of, “You aren’t seeing enough people. You need to make more calls.”

each call should be broken into three sections:

That response is worthless. It doesn’t help the salesperson in the least. There is no guidance in how to ‘see more people.’ There’s no identification of what the real root problems and issues are.

Call Reports as Real Tools Call reports, however, can be real tools managers can use for coaching, training, market and competitor analysis, and managing department assets.

The problem with call reports isn’t with the concept, it’s with the execution. Salespeople must be taught how to construct a meaningful call report and managers must be trained how to analyze the report for coaching, training, and market analysis purposes.

A Meaningful Call Report Call reports don’t have to be massive documents, but

Synopsis of the call: a brief summary of the sales call.

Who, what, when, bullet points of key information from the call, including the length of the call.

An analysis of the call: a longer discussion that analyzes the call and the sale, indicating: • Who the decision makers are and where the sale stands with each • What issues must be dealt with before the sale can be closed • Who the competition is • The salesperson’s best estimate of the probability of closing the sale • The salesperson should rate each potential prospect as to the long-term value of the account Moving forward: What specific steps the salesperson intends to take—and when—to move the sale forward.

A call report that follows the format above can be used to help salespeople close more sales. It lays out for the salesperson and the manager what happened, where the sale stands, what is expected to happen, and what the salesperson is going to do to make it happen.

11 / FEBRUARY 2011 / NZSM

Whether you are using hand written reports or using a system, you must turn the reports from wasted effort to keep management off the salesperson’s back into a real tool that can improve sales and your salespeople.

Using the Report Call reports that summarize, analyze and outline how the salesperson will move the sale forward offer both the salesperson and their manager real information that can be used: • • • •

To spot skill and behavioral issues where the manager can step in to coach and train Opportunities where the manager can offer specific help in identifying and addressing prospect needs Spot accounts where the salesperson is investing too much—or not enough—time and energy Spot buyer, competitor, and product trends within the local market

Some sales performance management technology products and CRM programs make the call report generation process easier and more accurate. They can help turn generating call reports into highly useful tools for helping your sales team members become better sellers, spotting and analyzing changes in your local market, and maximizing both the department’s human and non-human resources.

Whether you are using hand written reports or using a system, you must turn the reports from wasted effort to keep management off the salesperson’s back into a real tool that can improve sales and your salespeople. 

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NZSM CALENDAR FEBRUARY-MARCH 2011

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Professional Selling Skills

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TWO MINUTE TOP UP

Hannah Samuel is a specialist reputation advisor, author, speaker and founder of online reputation-based service directory, TRUSTcite. To find out more visit www.hannahsamuel.com

New Year

Resolutions Top Ten Reputation Resolutions

By Hannah Samuel

A

s a sales professional your reputation, and the reputation of the organisation, product or brand you represent, opens doors ...or slams them shut! People make judgements in an instant so it pays to have a positive reputation to keep as many doors open as possible for as long as possible.

No doubt there may have been times in the past when you’ve said or done something you know probably won’t make you or your business look as good as it could. No matter! One of the opportunities each new year brings is the chance to resolve to do things differently in future by way of New Year ‘resolutions’.

Even if you haven’t had much success making and keeping resolutions in the past, it may be worth

NZSM / FEBRUARY 2011 / 16

considering the following ‘Reputation Resolutions’ as one or more of them could mean the difference between having a reputation you are proud of, and that opens doors wide, or one that makes it harder for you to succeed because clients, customers and people around you have doubts about your integrity and ability to deliver.

So take a look at the Top Ten Reputation Resolutions For Sales Managers below and focus on one or more that resonates with you. Put them into practice throughout the year (and beyond) and you’ll find yourself attracting clients, customers and opportunities and being perceived as a sales professional people are happy to buy from, be associated with, and recommend.

Top Ten Reputation Resolutions •

I resolve to think before I speak. I have two ears and one mouth and I aim to use them in that proportion!

•

I resolve to hold my tongue and count to three before responding to comments and situations that make me angry or defensive, online or off.

•

I resolve to never bad-mouth anyone, in person or on the internet - ever!

•

I resolve to treat colleagues, clients and customers fairly and graciously and value their contributions to our business successes.

•

I resolve to support the people, processes and partnerships operating within my department or business and ensure they are enhancing, rather than damaging, the business’s reputation.

•

I resolve to be truthful and transparent in my dealings with people and create a climate of mutual trust and respect.

•

I resolve to keep promises I make, both to myself and others, and to avoid over-promising and

No matter what’s occurred in the past, you can create a new, reputationenhancing future today if you choose to

under-delivering.

•

I resolve to ‘pay-it-forward’ when I can, with no thought of return, and enjoy the pleasure giving without strings brings.

•

I resolve to accept responsibility for my actions and behaviours and avoid blaming others.

•

I resolve to avoid jumping to conclusions and ‘labelling’ people. Rather, I resolve to accept people as they are and welcome the diversity of people and opinions around me.

No matter what’s occurred in the past, you can create a new, reputation-enhancing future today if you choose to. Sometimes, actively ‘patching things up’ may be required. Sometimes it’s more appropriate simply to ‘move on’ to a more positive future without going over old ground.

Whatever choices you make, if you act with integrity, build trust and accept responsibility for your actions, the chances are you’ll move through 2011 and beyond with a reputation that opens doors and creates huge opportunities.

Certainly, stacking the reputational odds in your favour can help you increase your perceived value and worth, stand out from the crowd for all the right reasons and help you create a winning reputation. 

17 / FEBRUARY 2011 / NZSM

RESOURCE CORNER

The Accidental Sales Person Author: Chris Lytle Publisher: Kogan Page Ltd $84.97 from Fishpond.co.nz

A

uthor Chris Lytle had modest career aspirations. He merely wanted to be the next Walter Cronkite. But instead of being offered a job in the newsroom, he was offered a job in the sales department. He took the sales job and became an "accidental salesperson."

Most people don't choose sales as a career. Sales chooses them--and they end up wondering how to make the most of a profession they were never prepared for.

They don't have to wonder anymore. In The Accidental Salesperson, Lytle gives readers the road map for excelling in sales. Lively and entertaining, this somewhat unorthodox guide is packed with thought-provoking axioms, humorous and instructive anecdotes, specific strategies, and powerful tools--everything readers need to master essential lessons in sales and professionalism.

Readers will find there are some things The Accidental Salesperson lacks--dull theories, manipulative methods, and high-pressure tactics. But with the wealth of moneygenerating, career-building techniques it does provide, we don't think those items will be missed. ď §

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QUICK FIX

Quick Fix It's not what you sell, it's how you sell If you don’t win first time If you have lost out on a piece of new business, don’t end the relationship. Just because the prospect has not bought from you this time, does not mean they will never buy from you in the future. Keep in touch on an occasional basis with informative, useful communication. More opportunities will arise, and they are often bigger and better than the one you missed out on. 

WIN A LASER POINTER PEN FOR YOUR QUICK FIX! If you have a favorite ‘quick fix’ that you would like to share with our readers (without giving your winning secrets away!) then email the editor at pauln@ nzsalesmanager.co.nz. You will be in to win a highpowered laser pointer pen, courtesy of the great guys at Brand Storming Promotions.

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“ Give them quality. That’s the best kind of advertising.

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“

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Simply visit www.nzsalesmanager.co.nz to get a copy of NZ Sales Manager delivered straight to your inbox monthly!

20 / FEBRUARY 2011 / NZSM