NZ Sales Manager Issue 57

NZSALES DECEMBER 2011 Issue 57

Sales

Management Lessons from the Dugout Reach Your Sales Goals Authentic and Engaging Presentations Straight Talking Please

Plus! Check inside to see if you've won prizes from our supporters!

NZ’s e-mag for sales leaders

CONTENTS DECEMBER / Issue 57 6 THIS WEEK'S MUST READ Sales Management Lessons from the Dugout Paul O'Donohue on how to get your team to the top of the league.

6

10 Reach your sales goals Eight steps to success.

10

14 TRAINING FOCUS Consultative selling with SalesStar.com 15 Quick Fix It’s not what you sell, it’s how you sell.

16 TWO MINUTE TOP-UP AUTHENTIC & ENGAGING PRESENTATIONS Tips to tell a story to connect with your audience.

15

18 MARKETPLACE 20 SITUATIONS VACANT 22 SALES SUPPORT WINNERS 23 RESOURCE CORNER Outsell Yourself: Go from Hello to Sold with Ethical Business and Sales Techniques 24 THE CLOSE

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From the Editor

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

W

e hope you are ending the year on a high.

Economic forecasts for 2012 don’t make good reading - with the rising risk of global recession driven by the debt crisis in Europe, growth forecasts for New Zealand are somewhat bleak.

Our ability to sell, as individuals, companies and a nation is vital to the fragile economy. One thing is sure, if what you have been doing this year has not worked then doing the same thing next year is unlikely to produce a different result.

your role in developing a high performing sales team.

For the sales person, Kendra Lee’s article gives an excellent step-by-step guide to help you set and reach your yearly target.

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

EDITOR / Paul Newsom ART DIRECTOR / Jodi Olsson GROUP EDITOR / Trudi Caffell CONTENT ENQUIRIES /

Thanks for all your comments, encouragement and feedback during the year. Please continue to let us know what you would like to see in the magazine.

We’ll be back early in February, so from us all at NZSM, we wish you a safe and Merry Christmas

Phone Paul on 04 586 4733 or email pauln@nzsalesmanager.co.nz ADVERTISING ENQUIRIES / Phone Lisa Clark on 09 576 1121 or email lisac@espiremedia.com ADDRESS / NZ Sales Manager, C/- Espire Media, PO Box 99758, Newmarket, Auckland 1151, NZ WEBSITE / nzsalesmanager.co.nz

and a Happy New Year.

The holiday break is an important time for sales people to recharge and refresh, but also to review and plan. In this issue we have a couple of articles to help you. For Sales Managers, Paul O’Donohue’s article comparing the role of the sales manager with the sports coach will prompt some thinking about

Happy Selling

ISSN 2230-4762

Paul

JOIN US ON: 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!

NZ Sales Manager would like to acknowledge the support of our major partners Gold Customer Relationship Management Silver Independent Software Vendor (ISV) Silver Learning

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T H I S W E E K ’ S M US T R E A D

Paul O’Donohue heads Sales Star, an Auckland based Sales Development company helping you dramatically increase your sales revenue and win market share. To find out more visit www.salesstar.com

Sales

Management Lessons from the Dugout Getting your team to the top of the league

By Paul O’Donohue

D

eveloping a high performing sales team is similar to developing a high performing sports team. Let’s look at seven analogies that can help any sales manager.

NZSM / DECEMber 2011 / 6

What are the rules to the game? Are the players playing to these rules? Is the coach coaching to these rules? If you don’t know the rules to the game you are not going to be successful. The Sales Process becomes the fundamental rules of the game. Sales managers need to coach and hold sales team accountable to these rules

1.Sales Manager – the super coach Robbie Deans and Wayne Bennett are Super Coaches.

With the Midas touch, they have the ability to turn every team they coach into gold winning champions. Wayne Bennett had a purple patch when he was the coach of the Brisbane Broncos, winning several NRL championships.

He then went on to coach the St George Dragons into a champion team and win an NRL premiership and was instrumental in aiding the Kiwis to win against Australia in a world cup final. Champion coaches make champion teams! High performing sales teams require a Super Coach in the form of a Sales Manager. Someone who can recruit and develop the right players, someone who can create a winning culture and get the mind-set of the player’s right pre-match. A Super Coach leads with conviction to instil belief and trust into his players and then takes them into battle to win.

2. Sales People – the natural talent – team DNA Naturally players have strengths and weaknesses; some are adaptable and can play in various positions, while others need to focus on specific positions to thrive. Then there are others who just shouldn’t be in the team because they don’t have the DNA or just lack fundamental skills. Companies

should recognise that sales people are not all built equally, they have different attributes and to get the best from them we should be playing to their strengths. Some may be excellent hunters while others are better at managing accounts. Trying to convert an account manager into a hunter is like turning a prop into a winger. They are different animals and need to be treated that way. And some sales people do not have the right DNA and traits to be successful in sales!

3. Sales Process – the rules of the game What are the rules to the game? Are the players playing to these rules? Is the coach coaching to these rules?

If you don’t know the rules to the game you are not going to be successful. The Sales Process becomes the fundamental rules of the game. Sales managers need to coach and hold sales team accountable to these rules to get the best from them, allowing sales people to use their own style. Jonah Lomu and Terry Wright were both All Black Wingers with very different styles. Lomu would typically use his strength and size to go through players while Wright used his pace to get around players. Both played the same game with the same rules and used a different but effective style.

7 / DECEMBER 2011 / NZSM

4. Sales Training – practice, drills and training Practiced teams are winning teams. We all know practice makes perfect but it also allows us to stay on top and in the game. So many sales organisations don’t create a culture that fosters the salespeople to practice their skills. They choose to have their sales people practice on the customer and hope it goes well. That’s like the All Blacks not practicing for the World Cup and just turning up on game day in the hope that they will win.

5. Mindset – belief in success When teams start winning, there is a common thread that can be attributed to success – “Mindset”. This is belief in ability. Muhammad Ali, the greatest boxer of all time said “I am the Greatest”. I wonder if he would have been as successful if he had said “I am not sure if I can do this”! Mindset is 50% of success in any sales environment.

Salse people need to have belief in themselves and their product/service. They also need belief in the company vision and value proposition. Believe in your offering and you will be successful in selling.

NZSM / DECEMBER 2011 / 8

6. Recruiting – the best players The Canterbury Crusaders and Manchester United are two champion sports teams that recruit well.

Always hiring the best players for the right positions will bring a return on investment (ROI). Companies that master the recruitment process will have a competitive advantage and opportunities to promote from within. As Jim Collins said, once you have the right people in the right seats of the bus, you can take the bus anywhere.

7. Non performers – relegated players When the Warriors lost three games in a row, Ivan Cleary made some wholesale changes and replaced non- performers with up and coming stars. The result was five wins in a row. If you want to develop a high performing culture there is no room for mediocrity.

Sometimes you need to make tough calls to get your point across. If you have non-performers, you need to set them free. Put simply, there is no room for them in a culture that breeds success. ■

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Kendra Lee is a top IT Seller, Prospect Attraction Expert and author of the award winning book “Selling Against the Goal” and president of KLA Group. To find out more visit www.klagroup.com

Reach Your

Sales Goals Eight steps to success

By Kendra Lee

T

he end of one year and beginning of a new one is a great opportunity to examine your sales successes from the previous year, determine what you want to replicate, what you want to change and then set some goals for the new one.

Because setting attainable sales goals can be a lot trickier, and more stressful, then people tend to think, I’d like to offer a step-by-step guide to help you set and reach your yearly target.

NZSM / DECEMBER 2011 / 10

#1

Start with revenue. Some sellers, and particularly business owners who think in terms of profits, like to start with margins or other metrics when setting their sales objectives. But whether you’re setting your own goals, or assigning them to a sales team, I encourage you to begin with revenue.

Customers buy based on revenue. They don’t agree to pay you a certain profitability margin. If they knew your margin, they’d surely negotiate for deeper discounts!

Revenue makes sales objectives a lot more concrete for sellers. (Of course margin is a critical metric, but you need a revenue goal, too.)

#2

Make it your own. There's no law that says you have to be satisfied selling at the revenue level your company needs, or the amount assigned to you. Find the figure that will allow you to reach your personal goals for the year and use it as your real quota goal. It might seem tougher at first, but it's also a lot more motivating!

#3

Don’t get overwhelmed. When you first see your quota or personal goal, it can seem like an enormous number, especially if it’s significantly higher than last year. Push those thoughts aside. Concentrate on seeing the goal as a figure that will shrink as you move through your planning process.

#4

Figure out how much you’ve identified already. Look at your sales pipeline. Examine what you already know, or have a strong suspicion, will close. Often you can see opportunities you anticipate will close through the first quarter. Depending what you sell, you may even have annual services contracts you can count on already. Subtract this number from your revenue goal.

#5

Look for growth in existing accounts. Of course, the easiest sales opportunities are to existing clients, so look at them next. Where is there solutions you could be offering to customers you already have? Are some clients not taking advantage of all the services you provide? Are there other contacts or departments you could be selling to? Find a realistic amount of growth you can expect in your current accounts, and then subtract that number from your existing total, too. By now, your quota goal has probably shrunk considerably!

11 / DECEMBER 2011 / NZSM

Lots of sellers fail to accomplish what they’d hoped from year to year because they never really bother to figure out exactly what they have to do to reach their goals – so take this template and use it to create a stellar year!

#6

Uncover accounts, or revenue at risk. While you may see significant growth in many of your clients, sadly, the opposite is true as well. No matter how great you are, some small percentage of your existing customers is likely to leave, merge, or take their business elsewhere.

Try to figure out which of your clients might be most vulnerable. You can subtract a percentage of that revenue now, for planning purposes, while making a note to yourself to pay special attention to them this year.

#7

Leave yourself some wiggle room. Whatever number is remaining in your revenue goal, add 20% to it.

Why? In the event that you unexpectedly lose a large account, a big deal doesn’t close, or some of your plans don't work out the way you had anticipated, you'll still be right on track to achieve your revenue goal!

#8

Establish your lead generation strategy. Once you’ve taken these steps, now comes the fun part. Look at your remaining revenue goal – the amount you still have to generate after you've figured in your visible pipeline, existing customers, and the small percentage of accounts you might lose – and start to break it down into activity goals.

NZSM / DECEMBER 2011 / 12

How many new accounts do you need to meet your remaining revenue goal? How many new leads will it take based on your past closing ratio? What kind of lead generation campaigns should you do to find those leads?

The second year in one of my most memorable territories I had no existing customers and little carried over in the sales pipeline. (You can see why it was memorable!)

I ran lead generation events every quarter and email campaigns every two weeks.

Knowing the number of leads you need to achieve your revenue goal helps you determine what your lead generation strategy needs to be, too. It’ll be easy for you to figure out what you need to do every week, month and quarter to stay on track.

The key to making it work, though, is taking your time on each step in being realistic in your estimations.

Lots of sellers fail to accomplish what they’d hoped from year to year because they never really bother to figure out exactly what they have to do to reach their goals – so take this template and use it to create a stellar year! ■

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www.salesstar.com 13 / DECEMBER 2011 / NZSM

Training Consultative Selling with SalesStar.com

By Lisa Clark

We sit in on a SalesStar.com Consultative Selling Course

I

Focus

“what’s the worst that can happen” was also useful.

used to think that to be a good sales person all you needed was a nice personality and good organisational skills. That may still be true but I don’t just want to be a ‘good’ sales person. I want to be fantastic. I want to smash my targets, earn lots of money and retire young. Selling has changed and if we want to improve we must also change.

The second part of the course focused on the consultative selling process. We learned several questioning methods to help us understand the “compelling needs” of our clients and how to position ourselves as a trusted advisor. From there we looked at how to create tension to turn those needs into real motivation to buy.

In all the sales courses and job training I have done in the past there has been a major focus on product or service features and benefits. The SalesStar.com 2 day Consultative Selling course comes from a totally different angle.

We also worked on some practical strategies to deal with objections. These are non-aggressive sentences that encourage clients to communicate what the barriers are to moving forward. Included in this course is assistance with creating your positioning statement (how to grab the attention and create a point of difference of your target market in ten seconds), writing a successful phone script and how to structure a sales meeting, which I found most beneficial.

In the first part of the course we were encouraged to look within ourselves at possible hidden weaknesses (psychological barriers that stop us selling). Wow, you would think this section of the course was written about me because it seems over the years that I have managed to build up quite a list for myself. For example I discovered that I have some self-limiting beliefs in regards to contacting CEO’s of large companies. I would often feel relieved when I got their voicemail instead of the person. Just realising I have this issue (which I have found out is quite common) has already helped me in dealing with it. The statement NZSM / DECEMBER 2011 / 14

Paul O’Donohue was the course facilitator. I found him easy to listen to as he was always relating the theory of the course to real world examples in his sales career.

He encouraged participation from everyone and we had some interesting group discussions.

I would recommend this course to anyone who is ready to take the next step in sales and go from good to great. ■

QUICK FIX

Quick Fix

It's Not What You Sell, It's How You Sell

Straight Talking Please

T

here has been lots of it on our TV screens over the past month. Answering a question with a question, meandering our way through an answer towards what we think our audience might want to hear, putting down the competition, changing the subject onto our agenda without answering the question, and talking over people.

Election campaigns should remind us of the need to give direct and concise answers if we want to be believable and establish credibility with our clients.■

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TWO MINUTE TOP UP Sally Mabelle, ‘Inspirational Speaker of the Year’ 2011 NSANZ and President of the National Speakers’ Association is available for keynote talks, conference workshops, and inhouse course on transforming conflict into creativity at work and giving dynamic and engaging presentations. To find out more visit www.sallymabelle.com/

Sally Mabelle was the guest speaker at the NZSM RevUp in November. For those who missed it, Sally gives some ideas here on the importance of story telling.

W

hen I saw Kevin Roberts, Worldwide CEO of Saatchi and Saatchi speak last year, he said something that stuck: What our customers want more than anything else is a sense of intimacy, a personal connection with you and your product or service.

So how do you create intimacy and connection in your presentations? What can transform your presentation from an ordinary one to a WOW presentation?

One powerful tool is sharing authentic personal

stories with the audience, which are relevant, connect you with them emotionally and convey your message with impact. Personal storytelling can build trust and connection, create a sense of shared values, and motivate and inspire your audiences.

Here are a few pointers to keep in mind when telling a story as part of a presentation.

1. Link your story to the audience to help them connect with it: Example: Have you ever left a job to start a new career or business? You know that sense of excitement and anticipation you get when you’re starting a new chapter of your life?

Well, when I was 25, I left my corporate job and decided to pursue a career as a professional actress...

c i t n e Authngaging & E entations Pres

Story to r u o Y l l e Tips to T your Audience with Mabelle

By Sally Connect

NZSM / DECEMBER 2011 / 16

2. Change your voice and gestures to represent the different characters in your story.

Example: So, you know how parents have a way of pushing your buttons?

Well, last year I went back to the States to visit my mother, and we went shopping.

I’m trying on togs in the dressing room, and she says (I imitate her voice and facial expression), ‘Honey, isn’t that new boyfriend of yours a personal trainer?...Can’t he doooo something about that middle?’ This makes the line much funnier and more authentic than if I had merely reported what my mother had told me like this: , ‘My mother told me she thought that I should do some personal training to reduce my waistline’.

3. Tell your story as if it’s happening now Example: So, there I am...I’m in the middle of the dressing room...and my mother hands me the togs...

4 Be 60% involved in the emotion of the story like an actor and 40% keeping track of your line of thought and direction in the story. If you put yourself into your story emotionally, it is much more ‘alive’ and ‘real’ for your audience and you too.

5. After you’ve told your story, bring home the point that relates to your audience.

Example: So, the next time someone criticises you, just remember that they are looking at you through the lens of their own beliefs and values. You don’t have to accept their comments as relevant to you. Make sure you run them by your own sense of truth and integrity.

Personal storytelling can build trust and connection, create a sense of shared values, and motivate and inspire your audiences.

6. Tell self-deprecating stories where you are the 'fool' or the 'failure'.

humour, take the most courage, and produce the greatest connection with the audience.

Self-deprecating stories are most effective in terms of humour and connection with the audience. When you express your courage to reveal your vulnerability, you connect with the audience's vulnerability, and they are grateful for the vicarious experience. They experience your pain with you and can relate to you more closely, and it stirs their empathy.

Good storytelling takes practice and courage to reveal your authentic self.

Example: I tell stories about being teased in kindergarten, about an embarrassing sales experience, and an experience of being rejected at an acting audition. I balance these by sprinkling them with some accents of successful outcomes - but the selfdeprecating themes dominate as they create the most

In the business world, authenticity is often lacking as people can often try to protect their status to ‘look good’.

I encourage you to take a risk and give storytelling a go. The more you practice, the more you’ll enjoy bringing story into your presentations and the sense of connection that it creates with your audience. After all, isn’t personal connection and building relationships a large part of your success as a salesperson? It is definitely a large part of what contributes to a happy, healthy, and successful life as well. ■

17 / DECEMBER 2011 / NZSM

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SALES SUPPORT Rewarding New Zealand’s sales warriors!

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very issue, all NZ Sales Manager subscribers* go in the draw to win some fantastic prizes courtesy of our generous NZ Sales Manager supporters. To find out if you’ve won simply check this section in each issue to see if your name has been drawn and then get in touch before the deadline to claim your prize! *Sorry—only NZ residents eligible for prize draw.

Could you be a winner?

Congratulations to our

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If you’re one of the lucky NZ Sales Manager subscribers listed below, simply fire an email to alastairn@espiremedia.com by 24th November to claim your prize!

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The deal… That’s right, even when we’re giving stuff away there’s fine print! Any-way, please note that to be in the draw to win stuff in the Sales Support section you need to have been a confirmed email subscriber to NZ Sales Manager e-Magazine no less than two working days prior to issue date (‘cos that’s when our prize win-ners are drawn) and be a resident of New Zealand at the time of the draw. To be eligible to claim any prizes including, but not limited to, alcoholic beverages, travel, motor vehicle/boat usage, plastic surgery, sharp things or any other prize that might require you to be over than 18 years old, you must have been over 18 years of age at the time of the draw! Cheers.

NZSM / DECEMBER 2011 / 22

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THE CLOSE

“ Cheers to a new year and another chance for us to get it right.

“

- Oprah Winfrey

Have you subscribed to NZ Sales Manager? It’s free!

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

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