Finish Line Selling by Tom Godfrey

Finish Line Selling e-Book

Tips and Techniques to Sell More in Less Time by Drew Stevens

Finish Line Selling Technique to help you win the sales race by Drew Stevens PhD

Drew Stevens

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Acknowledgements

I want to thank all my friends and peers at the National Speakers Association and American Society of Training and Development for their mentorship, their encouragement and for giving me the inspiration to get this book to the finish line!

I also want to thank my editor, Connie Mitchell, for her support and professional encouragement in keeping me on track. Without her edits and ideas this book may not be.

Finally, I thank everyone at The Leadership Capital Group especially Frank Ashby for sharing his encouragement, knowledge and friendship.

Dedication

For my wife, Christine, whose love, undying compassion and spirit keep me going at all times. I love you always and forever, and your support and love made this work a possibility.

And for Andrew and Ashley whose spirit for learning and admiration for their dad keep the collective fires burning so that I can reach my goals.

I also want to dedicate this work to my grandparents, George and Gloria Jeffrey, and to the second mom in my life, Arlene Vecchione. Without their love and their spirit this work would not have been written.

Drew Stevens

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Drew J. Stevens, 2002 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the copyright holder.

This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is written with the understanding that the author is not engaged in rendering legal, accounting or other professional service. If legal advice or other expert assistance is required, readers should seek the services of a competent professional.

From a Declaration of Principals jointly accepted by a Committee of the American Bar Association and a Committee of Publishers.

Table of Contents

Pre‐Race Strategy: Planning ...................................................................................................... 9  Sales Planning Guide............................................................................................................... 14  Destiny Planning..................................................................................................................... 26  Goal Setting ............................................................................................................................ 33  Know Why they Buy ............................................................................................................... 40  Overcoming Hurdles ............................................................................................................... 46  The Importance of Listening.................................................................................................... 51  Top Sales Mistakes ................................................................................................................. 60  Secrets of Selling Success ........................................................................................................ 69  Secrets of Professional Sales ................................................................................................... 78  Great Sales Habits................................................................................................................... 82  Finish Line Motivation ............................................................................................................ 89  Athlete or Spectator ............................................................................................................... 93  Be Alert .................................................................................................................................. 97

Drew Stevens

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The Starting Line

My purpose in writing this book is to resurrect forgotten methods and offer new tips to sales professionals in all industries. I am an education advocate, and, in both good times and bad, firms do not offer enough fundamental training to their employees. It is up to the individual to obtain the education he or she needs to perform better and gain maximum effectiveness.

I am aware that there is a plethora of available information on the art and profession of sales. However, many books on the topic are rather lengthy and take too long to make their point. I am a person driven by efficiency and effectiveness. As sales professionals, you have little time in your day to attend to all of your responsibilities. Therefore, I wrote this book with you in mind. It contains quick approaches to daily issues, written in a succinct format. With Finish Line Selling, you can reference your issue, obtain a solution and immediately apply the approach.

Finish Line Selling is about you. It is about ways in which you can overcome hurdles and get to the finish line of success. Finish Line Selling will offer you methods to achieve and succeed, as you desire. We are all involved with trying to reach new markets, new customers and new revenues. With so many competitive forces and your burning desire to succeed, Finish Line Selling provides the fundamental keys to success.

I intend to add information to this work during the next several years, but for now, I offer you tips and traits to immediately grow revenue and commissions.

The only way to determine the answers to your sales issues is to read this book, use the techniques and watch your successes move you closer to the finish line.

Good selling to you! Drew Stevens

Drew Stevens

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Pre-Race Strategy: Planning

During my seminars, I interview the audience to determine how sales managers ask their sales professionals to research clients. I often find that sales managers do not ask their sales team to conduct research and engage in call preparation.

I recently spoke with a client, Rick, who is a sales director with a multinational publishing company. He, too, was very surprised that his sales professionals do not thoroughly prepare for sales calls. In fact, he finds that in his industry there is a serious lack of call preparation.

We both concluded that one of the things he is responsible for û information û can be his worst nightmare. Both of us acknowledge that there is simply too much information to review, and with sales quotas and commitments pressing upon them, many sales professionals ignore this vital part of the job.

There are three sources that are necessary for sales professionals: the annual report, business news and industry news.

Annual Report

Drew Stevens

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This important, multi-section document is a must-read. The first pages contain a letter from the company’s president or CEO that outlines new products, growth and competitive plans and operational woes. This initial section indicates how you and your producers can help the company.

Also of importance is the listing of company officers and board members. Review the list to see if your contact is in the upper tier and identify board members who could be future customers.

Finally, read the financial report and review the numbers so that you understand the company’s financial position. From this section, you can determine if the company can afford your product. On the other hand, perhaps you can identify areas in which you can help them save money.

So where can you get an annual report? Call the company’s department of Investor Relations, Corporate Communications or your contact. The latter will appreciate that you are going the extra mile to learn about the company. You may also be able to obtain an annual report from the company’s web site or through a subscriptionbased Internet service, such as Hoovers.com or Dow Jones News Retrieval.

Business News

Not enough sales professionals read The Wall Street Journal, The New York Times or other national periodicals.

To properly service your customers, you must understand their successes, recognize their trials and tribulations, and help downplay competitive and marketplace pressures. Reading a major periodical will inform you about customer news and keep you abreast of business changes.

Not enough time to read through the newspapers? Then subscribe to the periodical e-mail bulletin services for real-time updates. In addition, although your time is tight, you should commit 30 minutes each day to reading your local newspaper’s business section from front to back.

Industry News

As important as breaking business news is, you must clearly understand the industry you service. Therefore, it is your job to follow industry news. Perhaps you are servicing a niche industry, such as Wall Street technology firms. Ask your clients and contacts about the periodicals they read to follow industry trends. You can then determine which publications are most reliable and subscribe. The payment you make for the delivery of this information is an investment in your career.

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If it is difficult to locate business or industry periodicals, check the voluminous resources available online, such as www.factiva.com, http://interactive.wsj.com/, and www.nytimes.com. In addition, numerous Internet portals, such as Alta Vista and Yahoo, provide real-time business content. Review these sites to gain quick and timely information.

Certainly in todayâ&#x20AC;&#x2122;s fast-paced, information-crazed environment, there is little time to access increasing amounts of information. However, clients want sales professionals who understand their business and competitive issues and can use that knowledge to help them. Clients want trust, service and relationships. Take the time to learn their business, and your efforts will be rewarded.

Finish Line Planning Resources Company Research www.hoovers.com www.factiva.com www.leadershipdirectories.com Daily News and Information www.businessweek.com www.fortune.com www.nytimes.com www.wsjie.com Industry News and Information

www.ebsco.com www.edgar.gov

***Finish Line Tip: Do your homework early in the game and ensure your understand your industry, your market and your consumer. The more you know the better the relationship. When you create a bond you create the path for more sales.

Drew Stevens

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Sales Planning Guide As mentioned in the preceding chapter, planning is one of the keys to your success. One rule of thumb to keep in mind is that "getting to the finish line selling" is not about speed it is about strategy and planning. You must think through each situation so that you are always aware of issues around you.

As sales professional, the forces of competition, the marketplace, and the companies you seek to service, your employer and even your own personal issues surround you. It is imperative that you are aware of these issues and take appropriate steps to plan for each portion of your success.

The next chapter discusses goal setting as one mechanism of good planning. However, I want to introduce you to the Finish Line Planning Guide. This multiple-page form is an extremely valuable tool for analyzing customers. It enables you to understand the internal and external forces affecting the sales situation so you can move closer to the finish line.

To use the planning guide, begin by identifying the customer and the role of your contact within the company. You can then start to formulate strategic plans so that when you come upon a hurdle you can jump it without much compromise.

Section One

In the first section of the Finish Line Planning Guide, list the pertinent information regarding your client. This includes the company name, type of industry and contact identification.

When you have completed this section, take a few moments to think about your client’s business needs and how you can help to fulfill those needs. What can you bring to the table when you meet with your client? This step is vital. I have seen many sales professionals fail to even reach the starting line because they do not adequately plan or have a clear agenda for their sales calls. In addition, you must understand the issues on both sides before you meet face-to-face. Selling is multidimensional; you must know your role and the role of your client.

The Finish Line Planning Guide makes you take on two roles your own and your clients. Emulate the client. Wear his or her figurative shoes and understand the issues he or she faces so you can be of better service.

Finally, list all other individuals involved in the decision-making process so that you are aware of all the parties and recognize those who can coach you as well as those who could impede your finish-line success.

Some of the people that you will meet with have different roles and responsibilities in the process. These roles include The Decision Maker, The Recommender, The Influencer, The Coach and, finally, the Check Writer. Drew Stevens

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The Decision Maker - This is the person or, if working as a task force, group of people who has the final say on whether or not to make a purchase. The Decision Maker has veto power and is the most important person in the sales process. If you do not know the wants and needs of the Decision Maker, and you do not meet this person, chances are your influence in making the sale is greatly reduced.

The Influencer - This is the second most important person in the decision tree. The role of the Influencer is to suggest the product or service and, most importantly, the vendor to the Decision Maker. A single- or multi-person team given the responsibility of developing Requests for Proposals and Requests for Information typically leads this role. One note worthy of mention: this role usually has preexisting vendor, product and service bias based on prior experience.

The Recommender - The Recommender is the last role in the decision tree that provides sales influence to the Decision Maker. The Recommender will do nothing more than recommend products and services with or without bias. The Recommender does not have decision-making power but can persuade a Decision Maker.

The Coach - The Coach is a friend, an associate or a friendly business colleague that desires influence in the decision tree. The Coach is your ally in the decisionmaking process because he or she will share the decision-making criteria, point out

those involved and recommend ways that you can gain recognition. However, you must find your coach early and sometimes obtain two so that you understand how to navigate through the account, through the decision-making process and, most importantly, through the company bureaucracy.

***Finish Line Tip - Although the roles here seem to appear as separate and very distinct, they can overlap. For example, those of you selling to sole proprietors will find that there is no Recommender or Influencer other than the person with whom you are dealing. In addition, your Coach might be a Recommender or Influencer. So be on the lookout and understand who plays what role before you begin the selling process.

Section Two

Your mission is to identify your unique selling feature that provides a competitive advantage and represents the benefit that places you head-and-shoulders above everyone else. You do this by understanding that you must sell to the wants and needs of the customer. My sales seminars always discuss four reasons why people purchase items from you: wants and needs, and personal and professional reasons.

Drew Stevens

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Section two of the Finish Line Planning Guide guides you through the process of understanding what the client wants and needs. You may be asking yourself, "How do I know this?” Easy ask many open-ended questions during your initial interview and follow-up calls to understand the opportunities that can get you to the finish line.

In this section, list the questions that you want to ask. This assists you in understanding the environment, the decision-making process and the reasons for making an acquisition. Then, begin focusing on the key features and benefits of your product that set you apart from the competition as well as your client’s wants and needs. An example of some of your questions might include: "What is the decision-making process?" "Who signs the check?" "What is the impending event?" These questions assist you in closing deals sooner.

You must also consider the strengths of your firm and your ability to integrate these strengths with the client’s needs. For instance, your firm’s size, financial strength, years in business and ownership type may be important assets to relay to your client.

***Finish Line Tip: Before you complete Section 2, prepare a list of 20 to 25 features and benefits provided by your product or service and your company. Memorize this list and practice using it in multiple sales presentations. As you

become more comfortable and familiar with it, you can begin to customize these features for each client, who makes it easier to address the client’s wants and needs.

However, remember to tie the feature to your proposed benefit. Use conjunctive expressions such as "so that.” "What this means to you." and "the benefit is." The use of a conjunctive immediately fastens the feature to the benefit. For example, "The notebook computer weighs only 2.5 pounds, and what this means to you is a lighter load and less fatigue while traveling." By joining the feature with the benefit you immediately illustrate the reasons to purchase and, more importantly, hone in on the prospect’s wants and needs.

Section Three

If you have planned well to this point in the document, then Section Three of the Finish Line Planning Guide will be easy because if you have clearly identified the features and benefits that your client needs, objections are easily handled.

To effectively deal with objections, you must anticipate them. The sooner you see them coming, the easier they are to handle. So plan this section well and make additional notes on the backside of the document, if needed.

Handling objections is discussed in further detail in this book, however; you must be READY to handle the objections. You do this by asking open-ended questions Drew Stevens

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that assist in identifying the "real" reasons that people do not want to buy. Remember, your job is to appeal to the client’s wants and needs. The more you focus on this aspect, the fewer objections you will face.

READY is an acronym for Ready, Repeat, Explain, Admit, Deny and Yes. Simply put, you need to be ready to handle all objections that come your way. You do this through proper planning and preparation. Objections always come, so be ready to hear them. When you do, repeat the objection or perhaps paraphrase it so that you and the prospective client understand each other. This enables you to even the playing field and negotiate as peers instead of adversaries.

In the second step, you will need to explain the objection to the prospect. Let him or her know that you understand the concerns and explain the rationale for accepting the objection. For example, if the objection is, "The price is too high," you might explain the reasons why your fee is higher than your competitor’s.

In the admit phase, you may openly admit that your fee is higher than your competitor’s, but continue to explain your firm’s reasons for the higher fee.

There will be times when you can deny the reasons behind an objection. However, when doing so you need to substantiate the information with either testimonials or statistics. The issue here is to maintain your firm’s business without discrediting your prospective consumer.

Last, when necessary simply state "Yes." In the prior example, you may say, "Yes, the investment in our firm is higher so that we can place your investment into customer support when you need it." In this step, return to features and benefits so that you can turn the objection into a benefit.

Section Four

This is my favorite section of the Finish Line Planning Guide. If you have done your homework by completing all of the previous sections, planning every step of your sales call, then you are that much closer to the finish line!

Oddly, this is the most difficult section for many because some sales professionals are afraid to ask for the order. If you know what you want and you planned well, then, by golly, ask for what you came for! Plan this step as you would any other.

***Finish Line Tip: Remember to consider and plan for the next steps for the account, such as development, additional penetration and follow-up. This is vital to client relations. Also, do not forget to ask for a referral when all goes well!

Drew Stevens

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Finish Line Planning Guide Section One Account Name:

Date:

Primary Contact:

Title:

Type of Business: ______________________________________________________________________________ Your Objective of the Sales Call: _________________________________________________________________ Customer Objective of the Sales Call: _____________________________________________________________ Influencers

Recommenders

Name

Title

Name

Title Coach

Check Writer

Name

Title

Section Two Perceived Needs of the Prospective Client Personal

Professional

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Needs and Benefits that I need to develop

Questions to ask to assist in developing the needs and to gain additional information. ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ My Companyâ&#x20AC;&#x2122;s Strengths and Features that need to be mentioned. ___________________________________________________________________________ ___________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ ___________________________________________________________________________

Section Three Anticipated Objections and Concerns Objections 1

Responses

Features and Benefits Feature

Benefit

What relevant business needs can _________________ satisfy to help this organization meet its business objectives? ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________ Section Four How will I ask for commitment? ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ____________________________________ What are the next steps for this account? ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ _________________________________ Need extra copies of the Sales Planning Account Form, send and email to drew at  www.drewstevensconsulting.com/contact

Drew Stevens

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Destiny Planning When I conduct my Career Transitions workshops, people always ask me how to get started. These people want to know how to get from despair to a fresh beginning. This is the topic for this chapter: starting fresh or answering the question, "What do I want to be when I grow up?"

•

Do you know what you are really working for?

•

Do you know why you exist?

•

Why are you in your present position?

•

When you retire, what do you want to reflect on and say, "I enjoyed doing that"?

If these are some of the questions that you are asking, then another important question is whether you have a life plan. Do you have goals and objectives? Do you have a road map for the rest of your life?

You might believe that you do not have time to think about these things, or perhaps you think that goals and objectives are hokey. However, you must have goals. You simply cannot go through life without knowing where you want to go and how you will get there. As humans, we tend to drift through life and take paths of least resistance. Yet, if you are looking for a new job, a new business or a new career, then you must have goals that relate to your professional desires.

To begin, take a sheet of paper and write down all of your professional aspirations. Once you have exhausted this list, place a desired time frame next to each item. Then, take out another sheet of paper and write down only your first listed aspiration and the corresponding time frame. Beneath this heading, list the tasks required to fulfill this desire. Include names of the people who will support you or provide assistance. Do this for each item on your master list. You now have a complete list of goals and their associated objectives.

Each of us should have goals to achieve on a continuing basis. Attaining one goal lays the groundwork for achieving the next goal. Setting one-year, three-year, and five- and 10-year goals is helpful. When you set goals for yourself, it shows that you are determined to move forward and take responsibility for your success.

Below are 10 quick steps to assist you in creating a goal plan.

1. Look at your DATA

In 1997, William Bridges wrote a book titled You and Company. Within the text he describes a wonderful process for assessing your Desires, Attitude, Temperament and Assets (DATA) that requires you to identify and analyze your strengths. This enables you to review your education and career so that you can highlight your best assets. It also forces introspection by reviewing your attitude and temperament.

Drew Stevens

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These attributes allow you to pinpoint your passions, but in order for DATA analysis to work you must be honest.

2. Develop a Mission Statement

Setting goals without knowing your purpose in life is like shooting at a target in the dark. Knowing your purpose gives you direction.

A mission statement is a statement of purpose. You must understand why you exist and what values or visions define your life. In a sense, a mission statement answers the following questions:

•

Who are you?

•

Where are you going?

•

How will you get there?

3. See Your Future

The best way to predict your future is to create it. When you imagine your future, you begin to see things differently and set a corresponding course. Remember the story of Scrooge in Charles Dickens A Christmas Carol? When Scrooge gazed into the future, he abhorred his destiny. Goals enable you to change yours.

Goals are simply dreams with a time frame. Therefore, for instance, if you want to purchase a new home by next September, you can picture what type of house you want and you are prepared to commit the financial resources needed to make it happen, then you have a goal.

4. Goals must be SMART

Goals should be: Specific, Measurable, Attainable, Relevant and include a Time commitment (SMART).

SMART goals follow these basic rules:

S = Specific in terms of process M = Measurable by objective data A = Attainable in that they can be achieved R = Relevant to your vision T = Time specific with a deadline

5. Develop an Action Plan

You need an action plan to achieve your goal. First, conduct a self-assessment and needs analysis regarding your resources (both tangible and intangible), time frame and mentors. To thoroughly develop the action plan, you must strategically Drew Stevens

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determine: when you will begin; how you will begin; who will help you; and what type of resources you require.

6. Be Motivated

When conducting motivational seminars, I often use the word "moxie" to describe how my clients get through difficult situations. You must have moxie to overcome the trials and tribulations that are inherent in obtaining your goals. You will face challenges and encounter hurdles. To succeed, you must have faith in yourself and in a higher power.

For motivational inspiration to reach your goals, watch the movie Rudy. Moxie and gumption are threaded throughout this classic tale. Rudy Ruddiger’s dream was to play football at the University of Notre Dame. He was focused, determined and motivated to reach his destiny. You can be too û just stay on the path!

7. Discipline

Everyone needs to have discipline. For example, it is crucial to develop an effective time-management system that you will adhere to. Also, remember to plan your work and work your plan. If you have difficulty remaining disciplined, then review the paragraphs above and revitalize your motivation. Look at your future, become passionate and envision yourself enjoying the result of achieving your goal.

8. Flexibility

There are times when the best action plans need to be modified or changed. Do not be afraid to modify your plans or your goals.

9. Rest & Relaxation

In order to reach your destiny, you must enjoy your life. We are on earth for a short time, so make the most of it. Get out and have fun with friends, family and peers. Attend social functions and give yourself time to unwind. The more relaxed you are, the more your spirit will soar to new heights.

Relaxation tips for Goal Setting:

Mediate

Exercise

Read

Go for a walk

Go for a run

Go for a hike

Ride a bicycle

Ride a motorcycle Drew Stevens

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Go to a museum

10.

Crafts

Go For It

The first steps toward a new beginning create anxiety. You are changing, and it can be scary to move away from the status quo. However, you must be motivated to enjoy the process as well as the result. Visualize yourself reaching your dreams. Picture yourself with the new car, the new job, the new relationship or the biggest sale. Let your destiny carry you forward and motivate you to begin.

***Finish Line Tip: The journey toward happiness and professional success consists largely of examining old patterns and situations. When you look at the world from a new perspective, you see things differently.

Stick to your plan and allow change to happen, and you are destined to achieve your dreams. One more acronym to keep in mind: Plan to Live And Never be unhappy (PLAN).

Looking for better methods to Pump Up Your Productivity? Gain instant insight and results  with Drew’s audio course and booklet – Pump Up Your Productivity  Mention Code FS2003 and receive a 15% Discount  http://www.drewstevensconsulting.com/productivity‐power/power‐productivity‐resources

Goal Setting In the preceding pages of this section, I provided a series of planning guides to assist you in Getting to the Finish Line! The first step, before you begin to write anything down, is to decide to take action! Yes, action. Do not begin this section unless you truly decide that you want to change your life and your career. Once you decide that you must be a Finish Line Sales Professional, then and only then can you begin to claim victory.

I mention this step because in order to get to the finish line you must exercise new habits, develop new thoughts and decide to make changes. You must go from the mental state of thinking about making a change to doing it! In 1997, Nike developed the "Just Do It!" advertising campaign. I challenge you, as your begin this exercise, to "Just Do It!"

There is a saying in athletics that competition and athleticism are 90 percent mental and 10 percent physical. I firmly believe that when you decide to change, to document the change and then to take action, you will notice very significant differences in your life. In addition, you might even surprise yourself by reaching those audacious goals!

Drew Stevens

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Mission Statement

The mission statement is the first step in deciding who you are and what your purpose is. Similar to a corporate mission statement, this template is your statement of purpose and vision to help identify your future and your reason for being.

The Life Plan

Most people feel that their life is out of balance. They feel that they work too much, have little time for family and want to enjoy life and the fruits of their labor. Doing so means planning your life and setting goals for each area.

The Life Plan assists you in identifying each area of your life: Career, Spiritual, Health and Wellness, Social, Family, Financial, and Personal so that you can plan your priorities and goals in each area. When you begin to plan each area, notice where you have more goals and where you fall short. Look graphically to see where you lose your sense of balance and begin to place it back into your life.

Goal Planning

You have your mission and you have a plan to achieve balance in your life. Now it is time for you to determine when and how to get to the finish line. You do this by planning û goal planning, that is. It is fun to plan where you want to go and how you are going to get there. Begin with the end in mind. List the goal, such as purchasing a new car or closing a sale with your client.

Ensure yourself the capability of getting to the finish line by employing the SMART formula for success. List next to each step the areas that will ensure your achievement of the goal. You want to make sure that you use a system of checks and balances to reach your level of success.

Finally, describe the tasks that you will undertake in order to reach your goal. In other words, what materials do you need, who do you need to delegate assignments to and what things do you personally need to do in order to reach the finish line. You might also want to list any forces that could stop you from reaching your goal as well as forces that could help you. Use this planning method for each goal.

Drew Stevens

No portion of this report may be reproduced or distributed in any form or   by any means without the prior written permission of the author.

Finish Line Goal Planning Sheets (Make as many copies as necessary to assist you)

Personal Mission Statement Draft One My purpose is to express: ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________

Draft Number two – Marrow the statement down in 25 words or less My purpose is to express: ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ____________________________________________________________

Final draft – Can you write a specific mission statement in under 25 words? My purpose is to express: ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ____________________________________________________________ Sign it

Signature

Date Drew Stevens

No portion of this report may be reproduced or distributed in any form or   by any means without the prior written permission of the author.

Goals and Objectives for your Life Plan (Make as many copies as necessary to assist you)

AREA OF YOUR LIFE Career Social Financial Personal Spiritual Physical Family

1 YEAR FROM NOW 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3

3 YEARS FROM NOW 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3

5 YEARS FROM NOW 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3

Finish Line Action Plan

(Make as many copies as necessary to assist you)

Goal:___________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ SMART Finish Line Goal Planning. S = Make the goal specific__________________________________________________________________ ________________________________________________________________________ M = How will you measure success__________________________________________________________________ ________________________________________________________________________ A = Is it achievable_______________________________________________________________ ________________________________________________________________________ R = Is it relevant to my mission statement________________________________________________________________ ________________________________________________________________________ T -= How much time will I give this ________________________________________________________________________ ________________________________________________________________________ Objectives:

(Tasks that I need to complete in order to reach my goal)

1. 2. 3. 4. 5.

Drew Stevens

No portion of this report may be reproduced or distributed in any form or   by any means without the prior written permission of the author.

Know Why they Buy

The very first rule in the sales process is to "know why they buy." It is imperative to understand consumers buy products for many reasons, and your ability to hone in on those reasons is the key to your success.

Long before you present your product, you must survey the client. Typically, this inventory is a type of needs analysis. As stated among the principles emphasized in my workshops, "Top Sales Mistakes" and "Finish Line Selling" this analysis begins with thorough questioning. Your sole focus is to understand how the client will benefit from your service. You must create a willful desire to use your product that develops into a craving. Remember, buying is based on emotion. The more you question, understand and focus on the customerâ&#x20AC;&#x2122;s desire, the easier the sale.

When you conduct a needs analysis, it is imperative to ask the client about his or her wants and needs. If you are not aware of the clientâ&#x20AC;&#x2122;s desire, you will lose the sale.

If you want to sell anything to anyone, it is imperative to appeal to a specific want or need. Are you familiar with both?

A "want" is created by a desire for or a lack of. Buyers become remorseful if they cannot have the item that they want.

Think back to your childhood and imagine it is three months before Christmas. Do you remember trying to be good for Santa? Do you remember looking at television and seeing all of the toy commercials? Do you remember your parents asking you about the gifts that you will ask Santa for? Remember the craving, the desire for a specific item. This memory is what you need to remember as you sell your product û the craving for the "want." Obtaining what you want fulfills the lack of the item.

"Needs" are somewhat different. Needs are buyer’s "must-haves." A need is based on a lack but also on an inability to do something without the item. Needed items include office supplies, automobiles or software programs. For example, you need an automobile to get to work, or you need a suit or a dress for your job. Thus, needs are practical items that assist you in everyday life.

When you conduct an analysis of the buyer, you uncover the buyer’s needs and wants. It is then your job to focus on the benefits of your product and how they fulfill the buyer’s need or want. You must carefully question and then listen for the appropriate answer. If you are confused, paraphrase the question so that you completely understand the client. Listen intently because eventually the buyer will reveal what he or she is looking for.

Drew Stevens

No portion of this report may be reproduced or distributed in any form or   by any means without the prior written permission of the author.

You may not have been told that there is a second level of wants and needs. It is time to consider the next step in a needs analysis, which involves personal and professional issues.

In addition to basic wants and needs, buyers purchase items for both personal and professional reasons. I mentioned earlier the importance of questioning to understand how your product will assist the client. If you are speaking to a single person, it is easy to understand through proper questioning how your product will help that particular client.

However, many sales professionals sell to complex organizations where there are several people involved in the sales process. Each person has a different want and need, and each person will have a particular personal and/or professional reason for negotiating a sale.

For example, imagine that you are trying to sell computer hardware to a mediumsized organization. This organization purchased computers in the past, but service and support have been issues. This customer is looking for a "good deal" at the best possible price. Your job is to uncover such issues in order to understand the "hot buttons" and focus clearly on current wants and needs. In this particular case, the customer needs both high-quality and cost-effective equipment. In most cases like this, you will speak to two or three decision-makers. Each of them will try to make

the correct choice based on company need, yet there are also personal motivations to consider during complex negotiations.

If the decision-maker negotiates a "good deal," he or she will be rewarded for watching costs, controlling vendors and obtaining the best deal. For that decisionmaker, personal triumph might come through a promotion, pay raise or company recognition. Everyone desires a pat on the back, and although each situation is different, you must remember to consider such personal wants and needs.

This focus could net you future rewards. When you make the client look good, the client remembers. You might end up with an unsolicited sale and possible referrals.

Buyers are like onions û the more layers you peel away, the more you learn. Think of your buyer as an onion, and peel the layers of wants and needs so that you understand the complex interplay of personal and professional motivations, history and values. The more you know, the more you reap. Once you know why they buy, each sale becomes easier.

Drew Stevens

No portion of this report may be reproduced or distributed in any form or   by any means without the prior written permission of the author.

Notes

Charting your Buyers Wants and Needs

Want

Need

In the boxes above list as many of the pertinent items as necessary to discern the wants and needs of your consumer.

Feature

Benefit

In the boxes above list as many of the pertinent items as necessary to discern the features and benefits that you will discuss with the client based on their wants and needs.

If you are enjoying this book then you must get a copy of Split Second Selling the new book by Drew  Stevens. Also look for Split Second Field Guide – featuring lists, forms and templates for every  selling situation!  Mention Code FS2003 and receive a 15% Discount  http://www.drewstevensconsulting.com/for‐sales‐professionals/split‐second‐selling‐book

Overcoming Hurdles It is Monday, and the last day of the month. All orders, sales reports and paperwork for products sold are due at the end of the week. You look at your call log, your activity sheet and your monthly revenue flow. The figures have all decreased since last month. You panic. You fear the wrath of your sales manager. Sound familiar?

Back to the Basics After many years of business coaching and sales training, I have found that in order to gain more sales, you must go back to the basics - the essential building blocks that form a solid foundation for any sales professional. At first glance, the following steps may seem like simple common sense. However, you would be surprised how many eager salespeople and business owners have ignored these fundamentals, which dramatically improve the odds of success.

First, did you plan your month according to the principles that are in this book? Did you plan your month using SMART goals and objectives? Did you have a well-written plan, and did you maintain your plan?

Use the FRECKLE Process FRECKLE stands for: Focus Be able to answer the following questions: 1. What are the wants and needs of the client? 2. What are the business issues facing the client? 3. What are the personal and professional reasons that the client would buy your particular product or service?

Most salespeople incorrectly focus on how much commission they are going to make. Thus, they forget whom they are selling to and why. Focus on the client, not on yourself!

Relationship People want to have positive relationships with other people. They often will not buy large quantities of a product from the Internet because they have more trust in dealing with a live human being. If you have good relationships with clients, you will be able to sell to them five, 10 and 15 years down the road. Think of a client relationship as a lifetime investment.

Energy

Love what you do, love the product you are selling, and love the people you sell with. If you do not, then get out. If you do not like what you sell, prospects will see right through you and think, “Why should I buy from someone who is not passionate about what they say or do?” Your energy and enthusiasm are evident on each sales call. If you are dispassionate, you will not ask the right questions and read the buying signs. The result is that you will not make any money.

Commitment Commit to your boss, to your job and to being the best you can be. Identify with clients, determine their wants and needs, and then develop a plan to help them. If you do this, the client will trust you now and forever! Also, commit to continuing self-improvement – set bigger and better goals, think of new ways to deliver better customer service, and determine how to overcome daily challenges.

When you commit, you become energized, and when this occurs, you become the sales professional that you want to be – the best in your field. Commit yourself to ongoing sales training and life-long education. Learn about your clients’ buying habits, the ideas that drive their business, the reasons for their existence and their fears about purchasing. Commit yourself to the customer and accurately reflect his or her thoughts. When you understand all of these important aspects of your job and your ongoing relationship with the client, you will make more sales.

Know This refers to: • The Existing Customer • The Prospect • The Product • The Topics You Cover With The Prospect Or Client • The Competitors • The Marketplace • The Questions You Want To Ask • The Possible Objections • The Closing Technique • The “Hot-Button” Factors That Allow The Client To Say “Yes” To You • And Finally, Your Own Limitations

You must know what you can and cannot commit to. Never lie, never cheat and never over-commit yourself. In order to succeed, you must know how far you can go, based on how much you know about your product and customer. If you never know, the only word you will ever hear from a prospect is “No!”

Listen Good listening is required in order to understand the customer’s wants and needs, establish appropriate benefits that you can offer, and create a customized sales pitch that

will meet these objectives. Begin by asking lot of open-ended questions and learn to answer a question with another question. When you ask questions, you have a chance to listen, and when you listen, you begin to better understand the client’s motivations, body language and issues. Careful listening is key to getting closer to a “Yes!”

Enthusiasm Again, it is crucial to love what you do or to find a job that you can love. Customers love to purchase products from people who are interested, involved and dedicated to achieving lasting success and resolving their business issues. After all, would you want to buy a product from uninterested sales professional?

***Finish Line Tip: By implementing FRECKLE, setting SMART goals, creating a mission statement and developing an action plan, sales professionals can target inefficiencies, obtain more clients and increase sales. Once salespeople recognize their mistakes and work diligently to correct them, sales can increase dramatically.

The Importance of Listening Most of us have heard the expression, "Our Creator provided us with two ears and one mouth." In addition, most of us are taught to simply be quiet if we have nothing to say. Ironically, sales professionals are taught to speak in order to demonstrate tell product stories and gain commitment. However, this chapter will look at why this is not your best strategy and how to increase your sales through the art of listening.

In the world of sales, the worst thing you can do is talk too much. The key to the entire sales process, if you are doing your job well, is simply to listen. Your mission as a sales professional is twofold: to identify your productâ&#x20AC;&#x2122;s or services key feature or benefit that sets it apart from others, and to understand the buyerâ&#x20AC;&#x2122;s wants and needs so that you can tailor your message to fulfill his or her requirements. You simply cannot do this if you do not listen.

Let me turn the tables for a moment. Picture yourself sitting at the dinner table, enjoying a wonderful meal with your spouse or significant other. The enjoyment of a good meal and the ability to unwind from a busy day is satisfying. Your only desire is to enjoy dinner and relax until it is time for bed. Suddenly, a loud ringing interrupts your meal. You pick up the telephone and say, "Hello." For the next several moments, you hear a droning voice stating all of the reasons for the call, the features of a particular product and your need to make a purchase. Sound familiar? Not one question from the caller. Not one thought about your needs or desires, and no intention of having a

dialogue. If you despise these types of uninvited sales calls, how do you think your prospective clients feel?

To improve your listening skills, focus on three distinct areas: •

Understand your audience’s personality types.

•

Learn how to ask questions so that you can fully listen to your client.

•

Have a prepared list of questions to enhance your sales success.

Understanding Personality Types There are numerous courses taught regarding how to best understand and work with various types of personalities in business. Many sales trainers û perhaps even your manager û instruct sales professionals in the power of personality comprehension, and I truly believe that the difference, in many cases, between exceptional top-level sales professionals and mediocre salespeople is the ability to understand the prospect’s or clients personality type.

Four very distinct personality types exist: Amiable, Ego-Trippers, Analytical and Direct/Diplomat.

Amiable people, like myself, love to establish rapport and relationships with others. They eagerly engage in conversation and want to understand the person with whom they are talking. To begin establishing that understanding, the very first time I walk into someone’s office, I immediately look around and notice awards, family photos,

knickknacks and whether the desk is tidy or haphazard. After I have exchanged pleasantries and briefly reviewed the clientâ&#x20AC;&#x2122;s office, I can usually determine his or her personality type.

For example, if I walk into an office and notice many certificates of achievement, pictures of the client shaking hands with a notable individuals and a large nameplate placed strategically in front of my chair, I know I am speaking with an ego-tripper. These individuals surround themselves with many items that seem to scream, "Notice me!" Another sign of an ego-tripper involves how often the individual refers to himself or herself during a conversation. Effective communication with an ego-tripper involves enabling him or her to speak about what your product will mean to his or her personal and professional satisfaction.

Analytical types typically have neatly arranged work areas. They often refer to spreadsheets and books, which are kept handy. There are usually few, if any, photos displayed, and you may notice the analytical individual taking copious notes regarding statistics and details as you talk. Analytical types respond to information about cost savings, return on investment, and the bottom-line, statistical benefit of purchasing your product or service.

Learning to Ask Questions Listening is artful, if done correctly. Nevertheless, to listen, you must first ask a question. Further, your initial question should be open-ended. Merely asking, "How do you like the service?" will yield, "Its good." This is simply not enough information. You must think in advance about what you will ask. It is useful to query the prospect about past purchases, competitors and what issues affect his or her business. As noted in chapter one, it is extremely helpful to review the companyâ&#x20AC;&#x2122;s annual report and be aware of recent business and industry news.

As you become a good reader of personality, ask questions that appeal to the personality type. Look for the traits and use the tips mentioned above to spark a conversation.

When you ask questions, remember to pause so that your words are clearly understood and so that you can get ready to absorb the answer. If you are confused by or do not understand a reply, another effective tactic is to paraphrase the reply. This can help you understand the issue in your own words and allows you a chance to prepare another question.

Finally, in order to keep the prospect speaking, answer a question with another question. For example, assume the prospect asks, "How much is the cost?" You can reply, "Is cost a factor for this purchase?" This technique serves a dual purpose: you can better understand the reasons for a purchase, and you can begin to anticipate objections, breaking them down before they impede the sale.

Preparing Questions In Advance

I never approach a sales call unprepared, and for 18 years I have used a standard list of questions that I ask during every sales call. This list, which I call "Drewâ&#x20AC;&#x2122;s dozen," is part of the foundation on which I built a successful sales career. After I receive replies to all the questions, I can close the sale.

When you read "Drewâ&#x20AC;&#x2122;s Dozen," you may notice the formula that enables me to drill through decision criteria so that I understand the clients decision-making process, reasons for the sale, budget and how close I am to completing the sale.

Make a copy of the following list and keep it in your appointment book, folio or electronic organizer:

"Drew’s Dozen" o What is your desired outcome? o Who are the players in the decision-making process? o Do you have to make a decision now? o How much time do you have to make this decision? o What are your options for allocating resources? o What feedback or answers do you need to make this decision? o What are your preferences or biases about making this decision? o How would your boss make this decision? o Are the resources to implement this decision in place at this time? o What objectives do you hope to meet? o Who will sign the check? o When will the check be signed?

A sale is a process that demands time and effort. However, if you work hard and acquire a set of foundational skills, you will become very successful. Remember that you are actually working for the customer, not for your employer. Your mission is to match the buyers’ wants and needs with your product’s features. When you think like the client, you will be successful.

Just remember to shut-up and listen!

Finish Line Listening Tips 1.

Plan what you are going to say.

Think carefully about your opening position.

Think about the impending outcome.

One side always wants power 没 be willing to relinquish or take control.

Never underestimate the other party.

Be flexible and creative.

Humor will help.

Never embarrass the other party.

Concede the obvious.

10.

Always make the other person feel comfortable.

11.

Use comforting, comfortable and passionate words to engage the other party.

12.

Speak to the other party as you want to be spoken to.

13.

Listening rules.

14.

Eliminate distractions.

15.

No unneeded papers.

16.

Do not get too comfortable.

17.

Be an active listener.

18.

Be brief.

19.

Do not use industry jargon.

20.

Use pictures.

21.

Ask questions.

22.

Pause.

A Great Communicator Will. 1.

Smile.

Remember the other person’s name.

Give honest, sincere appreciation.

Be a good listener.

Talk in terms of the other people’s interests.

Be excited about the topic/product/service.

Quickly admit if you are wrong.

Let the other person do a great deal of talking.

Be concise û get to the point.

10.

Summarize often.

***Finish Line Tip: Remember to plan your day, your calls and your experiences. With sales preparation comes reward.

Need better methods for building rapport then get a copy of Split Second Selling the new book by  Drew Stevens. Also look for Split Second Field Guide – featuring lists, forms and templates for every  selling situation!  Mention Code FS2003 and receive a 15% Discount  http://www.drewstevensconsulting.com/for‐sales‐professionals/split‐second‐selling‐book

Personality Strength Traits Diplomat

Ego

Persuasive Risk-taker Competitive Pursues Change

Practical Orderly Very Direct Self-determined

Amiable

Analytical

Team-oriented Caring Devoted Enthusiastic

Exacting Thorough Factual Reserved

Personality Limitation Traits Diplomat

Ego

Pushy Intimidating Overbearing Restless

Dogmatic Stubborn Rigid Unapproachable

Amiable

Analytical

Too other-oriented Indecisive Impractical Vulnerable

Slow to get things done Perfectionist Withdrawn Dull

Top Sales Mistakes

I know, the economy has been sluggish, clients are difficult to deal with, and your sales manager is asking, "What have you done for me lately?" So what is a sales professional to do?

Have you often thought that, although you can blame others for slow sales, you might be the cause?

I am not suggesting that you are a poor sales professional. If you are engaged in this roller-coaster profession and you are reading this book, you must be good and you must want to get better.

However, we are all so busy trying to get orders, finding new customers and serving existing ones that, in our hurry, we sometimes make mistakes. Moreover, because we are so busy and our sales managers do not monitor our every move, we may not be cognizant of our errors.

Despite 18 years in sales and five years in sales training and public speaking, I find myself, my staff and my customers making the same 10 mistakes on a regular basis.

I recently worked with two very different clients - a multinational publishing firm and the owner of a sole proprietorship. Both the sales staff of the large corporation and the

entrepreneur makes similar sales errors. Once we identified the mistakes and implemented corrective measures, both clients documented a sales increase of more than 50 percent in four months.

Following are descriptions of the 10 most common sales mistakes and suggestions for correcting them:

1. No Sales Call Preparation Even if they have many years of sales experience, sales professionals continue to have a difficult time properly preparing for a sales call. This is an especially difficult task for telemarketers who speak with many individuals in a relatively short time frame. Yet certain market demographics and psychographics can assist you in understanding consumer behavior.

Direct sales professionals face a different environment. They must understand their customer, the marketplace and the customerâ&#x20AC;&#x2122;s competition. As stated in the beginning of this book, sales professionals must read appropriate business periodicals and at least one industry-specific journal each week. Further, with the proliferation of the Internet, realtime news and online annual reports, there is no excuse to ignore this vital information.

2. Poor Opening Statements

We all have many personal and professional issues vying for our attention. These include family concerns and activities, financial obligations, and educational responsibilities. Yet, while life is a roller coaster, sharing our discontent with clients is a flagrant foul.

Buyers want to purchase products and services from people they know, trust and enjoy dealing with. When was the last time you purchased something from a monotone bore?

When speaking with clients on the telephone or in person, sit up straight, put your shoulders back and use good voice inflection. If you show excitement and enthusiasm, you will gain a friend; if you gain a friend, you will make easier sales.

3. Sending Product Information One of the standard tricks used by prospective clients who want to be rid of salespeople is to ask for a brochure. However, you are not obligated to send a brochure to everyone who asks. Rather than waste the prospects time by sending another piece of mail he or she does not really want to see, try to qualify the prospect. Tell the potential buyer that the brochure only summarizes your product or services. To be truly helpful and better address the prospects needs, offer to answer all their questions at the time or schedule a more convenient time to talk. This approach illustrates that you respect the prospectâ&#x20AC;&#x2122;s time and allows you to gauge the prospectâ&#x20AC;&#x2122;s true level of interest.

4. Not Listening to the Client

We have already examined the importance of listening, even devoting an entire chapter to this crucial skill. Yet it bears repeating here because, despite sales training and seminars on the topic, salespeople continually forget to exhibit good listening skills. Lack of listening may be because we are excited about our product or service and cannot wait to tell prospects about our products. However, a topnotch sales professional knows that a great deal of active listening must occur before it is time to pitch the product.

5. Failure to Anticipate Objections Have you ever been on a sales call, just about ready to sign an agreement, when the client raises an objection? If you have been listening and fully understand the client, there is less risk of objections and a better chance that you can proactively counter any objections that may arise. Deal with objections before they become problems by adequately planning your sales calls and actively listening to the client.

6. Not Knowing the Contactâ&#x20AC;&#x2122;s Position in the Company If you are selling to large corporations, there is usually a group of people responsible for purchases. Therefore, sales professionals must remember to ask their company contact about his or her role in the selection process, the identities of others involved in the process, and who will be making the final decision and signing the check for the product.

7. Failure to Establish Rapport It is good to be professional and try to keep the conversation with your client on track, yet good salespeople establish good client relations. To help establish a positive and lasting relationship, ask the client some general questions. You often will find some common ground that begets a general dialogue. From that point of commonality, you begin your professional sales relationship. Remember, people want to purchase products and services from sales professionals whom they know, trust and like. Creating good relations creates faster sales, new friends and future revenue.

8. Poor Questioning Do you write down the questions that you plan to ask during a sales call? Simply put, you must plan the questions you will ask in a logical order. Think of your sales call as a funnel: begin by asking for general information and then become more specific. By planning your questions, your call will have control, order and a logical flow, allowing you to gather more information and enjoy a smoother transition to the close.

9. Failure to Review Your Calls

A flaw that is often overlooked by sales professionals and sales managers is a failure to review completed sales calls. By running through a post-call checklist, you can better understand the calls high and low points and identify errors. This process is helpful in determining whether you should reinforce or revise your message when you next meet

with the client. It also can remind you of valuable client information, which you can note for future reference.

10. Forgetting to Ask for the Order I once worked for the CEO of a Wall Street software firm. He had a great mind, was a great visionary, and dealt well with other Wall Street CEOs. Yet he was the world's worst closer. He could spend hours negotiating a deal, yet he never asked for the order. The lesson here is: Never forget to obtain what you work for. Even when you think it might be too early, simply ask, "Do you want to purchase?"

***Finish Line Tip: You most certainly do not commit these errors daily. And surely you do not commit all 10. My intention with this chapter is to share my observations about the most common sales errors. By increasing your awareness, you can increase your confidence so that you make more sales, faster cash and retain better customers. If you are enjoying this book then you must get a copy of Split Second Selling the new book by Drew  Stevens. Also look for Split Second Field Guide – featuring lists, forms and templates for every  selling situation!  Mention Code FS2003 and receive a 15% Discount  http://www.drewstevensconsulting.com/for‐sales‐professionals/split‐second‐selling‐book

Make a copy of this list and keep it in your wallet or by your computer. Analyze your strengths against the most common mistakes.

The Top Ten Sales Mistakes

Top Selling Mistakes 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Poor Opening Questions Lack of Call Preparation Sending Product Information Not Listening to the Client Not anticipating objections Not knowing the clients positions Failure to establish rapport Poor questioning Lack of a post call review Not asking for the order!

Value of Knowing… I love sales professionals who are know-it-alls. At least, I love sales professionals who understand the "knows" of the sales business. The "knows" are a series of rules for clients and salespeople. Following them assists in establishing a sales plan that leads to success.

Know the Product

Know your product better than the engineers that built it. Understanding functionality enables you to highlight exciting features for any prospect.

Know the Services

Understand how your firm guarantees and warrantees its products. Customers want support for product purchases.

Know the Industry

Your comprehension of your industry helps fight competitive pressures. Understand your role, your company’s role and its significance to the industry. Your client will want to know your interpretation of your company’s industry position.

Know the Competitors

As a rule, never discuss competitors with current or potential clients. Also, never discourage or downplay competitors in fact, you can welcome them. However, you need to know who they are, and you need to understand which features and benefits of the competitors product are better, worse and different from your products. Knowledge is power, and the more you know about competitors, the more that you can point out your products particular strengths.

Know Your Limitations

No buyer likes a sales professional who over promises and underperforms. To be fair to yourself and your clients, know when to draw the line and say "no." Never over promise anything and never overestimate the power of the product or service. Buyers abhor liars.

***Finish Line Tip: If you can get to know the "knows," you can get a "yes" on your sales calls.

Secrets of Selling Success Have you ever wondered why you are not making enough money? Have you ever arrived at work and wondered why the sales professional next to you is admired? Do you believe it is fate, dumb luck or fortune? Are you tired of playing second fiddle on the sales team? Do you want to know what the differences are between you and top sales professionals? Are you interested in becoming number one?

If you answered, "yes" to even one of the questions above, you can benefit from this chapter. During my years of sales consulting and training, I have seen good and I have seen great sales professionals. The difference comes down to seven very specific, very finite and very important qualities, which are described below:

1. Good Organization/Goal Orientations

Great salespeople are extremely goal-oriented and organized in their approach to achieving their goals. As you know from previous chapters, goals provide a road map to success. Harvey McKay, author of Swim with the Sharks, once stated that goals are nothing more than dreams with a time frame. Successful sales professionals turn their dreams into reality.

Consider setting goals for the number of appointments you want to make in a given period of time and the number of items you need to sell in order to exceed your sales

quota. By achieving these goals, you will earn more money, which may be another of your personal goals.

2. Good Planning

I know that the importance of planning has been reiterated many times in this book, but it is such a critical skill that it simply cannot be ignored in this chapter.

Are you familiar with the structure and content of a formal business plan? Do you know how to create one? Do you understand its importance? Successful sales professionals do. Moreover, successful sales professionals build and follow business plans throughout their career. Following the establishment of specific goals and objectives, effective sales professionals thoroughly plan every sales call, conduct a strategic analysis of their territory and operate like an entrepreneur.

Business plans vary, but most include several major sections: introduction and executive summary; a detailed description of the sales territory and industry; and a complete market analysis, including the estimated market size, trends and sales projections.

However, the planning does not end there. Successful sales professionals also develop a marketing plan that contains focused marketing tactics to identify and reach your best

prospects, intrigue them with messages that cut through the competitive clutter and educate them about your product or service.

3. Effective Time Management

Successful and motivated sales professionals do not procrastinate. They use time as a tool to retain their focus and honor their commitments to earn revenue and satisfy customer’s expectations. To do this, top sales professionals operate in blocks of time. In fact, successful salespeople spend 65 percent of their time in front of customers and the remainder of their time on travel, business reports, phone follow-up and writing orders. Further, top sales professionals are not driven by a clock û they keep working to accomplish their mission and stay with their plan until they meet their objectives. They view salesmanship as an ongoing process.

You will not see successful salespeople gossiping at the water cooler, chatting on the telephone with friends or wasting time with administrative tasks that can be delegated to clerical staff. Instead, they "plan their work and work their plan."

Sales professionals who manage their time wisely are the true CEOs of their own destiny. They operate their desk like an independent business, focused on profit and horrified at loss.

4. Clear Understanding of the Client Base

"Know thy customer" is one of the most important rules in the sales game. Top sales professionals know whom the potential clients are and where to find them. They can identify prospects within a particular industry and even a specific set of companies, of a particular title, and with a certain degree of decision-making power in the sales process.

While you can approach any prospect you deem worthy, most of the best salespeople deal directly with top decision-makers. They do not waste time on individuals who merely recommend products or services to higher-ups. Here again, market research and good planning are crucial in order to identify and contact the best prospects with a message that will pique their interest and lead to a positive relationship and subsequent sale.

5. Research

Successful sales professionals do not ask their marketing department to advertise for them or instruct a clerical worker or intern to make new calls on their behalf. Rather, the best sales professionals occasionally resemble detectives as they discover how, where and when to identify and contact potential customers.

So where do successful salespeople go to find new customers? The first clues are in the prospective companyâ&#x20AC;&#x2122;s annual report. Read the report to identify what type of products the client is developing, understand the competitive landscape, and determine how your

product or service can thwart competition. In addition, it is helpful to learn about the prospectâ&#x20AC;&#x2122;s competitors, which could yield other sales opportunities.

By studying the prospects annual report, you will understand where your products fit within the organizational puzzle. In addition, do not give up if this years report yields little useful information. Next years report may highlight a new area that can benefit from your product or service. By reviewing the companyâ&#x20AC;&#x2122;s web site, you may find updates to the annual report or notice telltale changes in the business climate. By noticing anomalies in the company or industry, you may identify ways in which your product or service can resolve pressing or troublesome issues. It may be helpful to look back at the resources mentioned in chapter one for more ideas on gathering pertinent information.

Finally, ask your current contacts for referrals. It has been found that more than 90 percent of average salespeople never ask for a referral. However, 98 percent of highly successful sales professionals never fail to ask.

Do your homework and study your prospects and the changing business landscape. You soon will learn to adapt quickly to market conditions by offering solutions to customer issues. By conducting thorough research, you will understand your clients and prospects businesses, and you will become a reliable business partner for today and tomorrow.

6. Understanding the Sales Process

Graduates of many sales training courses recognize that a sale is a process. Successful sales professionals understand these components of that process:

•

Prospect

•

Qualify

•

Provide Interest

•

Gain Conviction

•

Conduct Demonstrations

•

Handle Objections

•

Know How to Close

When you understand this process, the prospect and the sale itself become easier to understand.

7. Motivation

Motivation was mentioned in chapter three as a key element of setting and achieving effective goals. It is mentioned again here because it is a key trait common among successful sales professionals. Without motivation, you will merely creep along the path to success, perhaps never crossing the finish line. Motivated individuals have the internal fuel needed to propel them to lasting success. If you have even a flicker of doubt about the source and depth of your motivation, its time to reflect. And if deep

soul-searching leads you to the conclusion that you lack motivation in the sales profession, and then you may be happier and more successful in another field.

So You Want to Be Successful

***Finish Line Tip: Are you ready to begin? Then commit yourself to your work and become the best you can be. This book is just a start. Now it’s up to you! If you are enjoying this book then you must get a copy of Split Second Selling the new book by Drew  Stevens. Also look for Split Second Field Guide – featuring lists, forms and templates for every  selling situation!  Mention Code FS2003 and receive a 15% Discount  http://www.drewstevensconsulting.com/for‐sales‐professionals/split‐second‐selling‐book

Time Management Even Better Work Habits 1. Clear your desk of all papers except those relating to the immediate task. 2. Do things in order of importance. 3. When you face a problem, solve it then and there. 4. Learn to organize, deputize and supervise. Three Vital Questions What one thing could you do (arenâ&#x20AC;&#x2122;t doing now) that if you did on regular basis, would make a tremendous positive difference in your personal life? What one thing in your business or professional life would bring similar results?

What is the impact on my friends and associates if I do not so something about this? Daily Life Balance

Important

Urgent I

Not Urgent II

ACTIVITIES:

Crisis Pressing problems Deadline â&#x20AC;&#x201C; driven projects

Prevention, PC activities Relationship Building Recognizing new opportunities Planning, recreation

III

ACTIVITIES:

Interruptions, some calls Some mail, some reports Some Meetings Proximate, pressing matters Popular activities

Trivia, busy work Some mail Some phone calls Time wasters, Cigarette break Pleasant activities

Not Important

What it takes to say NO! P = PRIORITIZE O =ORGANIZE D = DEPUTIZE/DELEGATE Time Management Rules • • • • • •

• •

Commit yourself to writing down daily goals and objectives. Organize your next week. Start by writing down your roles and goals for the week. Work on the most important things, Develop a sense of Urgency. Ask yourself, “What is the most valuable use of my time RIGHT NOW! Do one thing at one time. Draw a time management matrix and try to estimate what percentage of your time you spend in each quadrant. Then log your time for three days in fifteenminute intervals. Determine if you are happy with how you are spending time during the day. Are you satisfied? If not where do you want to make the change? Make a list of responsibilities you could delegate and the people you could delegate to or train to be responsible in these areas. Commit yourself to start organizing on a weekly basis and set up a regular time to do it.

Secrets of Professional Sales

Sales professionals are similar to athletes - they love the thrill of victory and hate the agony of defeat. To be victorious in the sales game, salespeople try to thwart competitive threats, serve their customers well and meet revenue expectations. However, there are tremendous numbers of sales professionals representing thousands of companies and a great many home-based businesses that sell products or services. Some of the individuals who sell these wares are true sales professionals and others are not. What separates the successful salespeople from the rest?

I have identified seven common traits among truly successful sales professionals. These seven qualities are needed to establish presence and professionalism, and they are important indicators of how successful a salesperson will be at improving the bottom line.

Successful sales professionals:

1. Have a Passion for Selling Common sense and personal experience tells us that people who are passionate about their work tend to be among the most successful in their field. Therefore, successful salespeople tend to be those who love what they do, love the product they sell and love the people they work with.

If you do not believe in the quality and benefits of your product or service, prospects and clients will pick up on your reticence. Your energy and enthusiasm show during each and every sales call. If you are dispassionate, you will not ask the right questions, read the buying signs, hear objections or make any money.

2. Have High Energy People enjoy dealing with others who are fun, interactive and entertaining. I am not suggesting that sales professionals should perform magic tricks, but they must know how to engage potential clients. This is accomplished by being enthusiastic, loving your audience and loving your product. Although there are natural peaks and valleys in the sales profession, if you are excited about your product and express that positive energy, your prospects and clients will respond.

3. Are Self-Starters During one of the first sales training courses I taught, I handed out cards to all the attendees. The card stated that the holder is the official CEO of his or her desk and sales territory. As the CEO - the Chief Enterprising Officer - he or she is responsible for earning revenue, meeting sales quotas and obtaining new clients. The purpose of this illustration was to emphasize that sales professionals who can take charge of their own responsibilities and operate without much direction are typically the most successful.

Sales professionals who act as CEOs operate their territory like a typical small business. They understand how to make profit, accommodate for loss, watch expenses and get the

job done through their own critical thinking skills. They are entrepreneurial in spirit and in action.

4. Take Pride in Their Product Not only do customers prefer to purchase products from salespeople who are energetic and motivated, but also they rely on sales professionals to help educate them about products that can improve their business. Pride or lack of it in your product or service is evident to your prospects and clients. Your authentic pride is crucial to a successful sale.

5. Understand the Sales Process Understanding the sales process was listed as one of the secrets to sales success in the previous chapter, and while it is not an inherent quality, this knowledge must be absorbed so that it becomes second nature.

6. Are Confident Confidence in your abilities, your product and your companyâ&#x20AC;&#x2122;s support are critical if you are to successfully ride the peaks and valleys of the sales roller coaster. Without confidence, obstacles may become insurmountable.

7. Do Their Homework

It was stressed in chapter one and again in chapter nine taking time to properly research the client or prospect, the industry and the business environment is critical, and successful salespeople must be willing, and even eager, to learn as much as they can each day.

There are more qualities than those listed above that may enhance the success of sales professionals. However, my experience in the field has led me to the conclusion that these qualities are predictive of sales success, and it would pay to look for them in your daily habits. When you begin to recognize and emulate these qualities, a whole variety of rewards financial, personal and professional are within your reach.

***Finish Line Tip: Begin by focusing on three of the above qualities and try to incorporate them into your sales strategy. Even small steps can yield notable results.

Great Sales Habits

Even before the Sept. 11 tragedy, the U.S. economy was beginning to take a nosedive. In the age of terrorist threats and corporate scandals, customers are revisiting everything from budgets to staffing to company parties and benefits. This may seem like a new era, but experienced sales professionals should not feel that they are in a completely unfamiliar corporate landscape.

Two questions have cropped up repeatedly in my sales training experience: sales professionals ask how to best pull out of a slump, and sales managers ask how to tell good salespeople from merely average salespeople.

I believe in the 80/20 rule. My clients report that 20 percent of their sales professionals are getting 80 percent of the business. In addition, when I survey salespeople, they are concerned that they are not getting their share of business. They want more and are perplexed about what separates the good sales professional from the exceptionally high achiever.

We all strive to be the best. Sales managers and CEOs clamor for the best sales staff they can employ. So what, then, is the correct formula for bringing in more business? The necessary ingredients are:

1. Customer Knowledge

One of the pet peeves that sales managers have regarding their sales staff is when a salesperson lacks a clear understanding of the client. In todayâ&#x20AC;&#x2122;s very fast and competitive world, sales professional cannot afford to lack this crucial understanding.

During an annual performance review of a group of sales professionals, the sales manager asked each salesperson for specific account information. One of the salespeople became flustered when these questions were posed. Other than noting that the client was a multinational pharmaceutical company, the salesperson knew little else. It is no wonder that this individual was not as successful as he could have been.

Customers expect you to understand their business. They are looking for solutions to an array of important business issues, and they expect their sales representative to have the appropriate answers. If you do not understand your clientâ&#x20AC;&#x2122;s issues from a business and industry perspective, you simply cannot provide the solutions that the client seeks and, therefore, you are less likely to make the sale.

The steps to understanding your client have been reiterated several times in this book. Do your homework and you will be rewarded.

2. Questioning Aptitude

In an earlier scenario, you were reminded of the difference between an unwelcome telemarketer and an accomplished sale professional: one simply reads a script without concern for the customerâ&#x20AC;&#x2122;s wants, needs, problems and preferences, while the other knows how to ask appropriate questions, which lead to solutions that improve the customerâ&#x20AC;&#x2122;s situation.

The best sales professionals engage their audience. Therefore, the first task of the sales professional, when making any type of sales call, must be to question the customer. Questions allow you to gain useful information, including consumer behavior, decision criteria, budgets, time frame and competition. Since clients typically do not offer this information, it is important for the salesperson to ask for it by using open-ended questions.

Instead of asking, "Do you have a budget for this project," ask the customer, "If you had a budget for this product, what might it look like and when might you decide to make a purchase?" The revision leads the client to think through the possibility of using your product and requesting purchase money. In addition, clients who respond to open-ended questions provide more information and set the stage for more qualifying questions and potential sales objections.

Finally, asking the right questions allows the salesperson to learn more about the next habit, described below.

3. Accurate Interpretation of Consumerâ&#x20AC;&#x2122;s Wants and Needs

There are several paths that a salesperson can follow during a sales presentation; however, the most important one leads to a complete understanding of the buyerâ&#x20AC;&#x2122;s wants and needs.

In order to sell anything to anyone, an effective sale professional must question the customer to discover why he or she want or need the product. Many sales managers report that, despite plenty of exuberance, their sales force is not effective in closing sales. Through analysis, we discover that these ineffective salespeople are excited, but they are so busy talking about the product that they fail to ask questions. This communication breakdown takes the focus off the customer and his or her wants and needs. Without uncovering need, what can you possibly sell?

The familiar solution here, which connects directly to the habit above, is to ask so many open-ended questions that your presentations become conversational. This will take some practice, but once you master the art of solid questioning, you can formulate questions that hone in on wants and needs. When you do this, your sales will increase.

One final point about wants and needs: customers will purchase from you for personal and/or professional reasons. Remember to ask yourself, "Whatâ&#x20AC;&#x2122;s in it for the customer?" Is he or she looking for job recognition, cost effectiveness or personal happiness with

your product? As you progress with your line of questioning, try to uncover "the truth of purchase."

4. Ability to Establish Client Rapport Without question, building a relationship with your customer is vital. Good relationships with clients will enable you to create long-term sales success, which is why client relationships are like long-term investments.

5. Uncanny Ability to Ride the Sales Roller Coaster A sale is a volatile process. One day is favorable, the next sullen, the next euphoric and so on. Each day brings a new experience, challenge and adventure. In order to be effective sales professional, you must be flexible and adapt well to change. Each opportunity, sales call and presentation opens new doors and offers new insights.

I often tell my clients to become a chameleon and adjust to the changing landscape. If you do not, you will become frustrated and your customers will sense that there is a problem. Think of customers as mirrors 没 they mimic your behavior. If you are happy, your customers are happy; if you are angry, frustrated or scared, they are, too.

Since my first days as a sale professional, I have carried a small pocket mirror to every sales appointment. I look at the mirror prior to my call and assure myself that I appear to be happy or neutral. I notice my facial expressions and body posture. By projecting a positive attitude and a neutral posture, I enable customers to feel at ease, oblivious to

my personal and professional trials and tribulations. I focus on the customer’s wants, needs, and his or her contentment with my product and personal service.

6. Understands the "Knows" Principle Chapter eight introduced several of the important building blocks to successful sales, dubbed the "knows." And by now you are aware that it is important to thoroughly know your:

•

Customer or prospect.

•

Product or service.

•

Topic you are going to speak about when you meet with the customer or prospect.

•

Competitors

•

Marketplace and issues that affect it.

•

Questions you plan to ask.

•

Possible objections.

•

Closing technique.

•

"Hot-button" factors that allow the client to go ahead with a purchase.

•

Limitations.

•

Factors that determine what you can and cannot commit to.

7. Honesty and Enthusiasm

In sales, as in many professions, success comes much easier to those who love what they do, love their product, and love the people they work with. Nevertheless, sales are especially reliant upon professionals who can honestly express enthusiasm for their work. Lack of honesty or enthusiasm can be the death knell of many sales calls.

By bringing these habits along every time you go to work, your chances of success will increase exponentially, and you are likely to be more satisfied with your work and, hence, your life.

Finish Line Motivation In the era of global competition, home-based businesses, and "big, hairy, audacious goals", staying motivated in sales is difficult. Sales professionals are entrepreneurs at heart and riding the sales roller coaster is difficult at times. This is especially true when you are operating solo from a remote location or if you are always on the road.

Earlier in this book, I mentioned that sales are like riding a roller coaster. One day you are up, and the next day you could be down. Market economics, consumer demand, competition and a plethora of personal and professional issues affect your sales efforts. So what is a sale professional to do?

1. Read Motivational Books When you feel down and are looking for ways to climb back from the abyss, grab a motivational book off the shelf. Two of my favorites are How to Win Friends and Influence People by Dale Carnegie and The Greatest Salesman in the World by Og Mandino. These books are the bibles of the sales industry. Both were written more than 60 years ago, yet they still validate the many activities that sales professionals must undertake each day in order to stay motivated and cross the finish line of success. The Bible and books by Anthony Robbins also are favorites of mine when extra motivation is needed.

The only person who is preventing you from achieving success is you. In order to feel like a winner you must begin to change today. You have to believe that you can accomplish anything you set your mind on.

Several years ago I heard a song by Brian McKnight, titled Win, from the movie Men of Honor. The words explain how you can control your life and cope with daily issues so that you maintain a winning edge:

Never lose hope, Never lose faith, There is much too much at stake.

Upon myself I must depend, Iâ&#x20AC;&#x2122;m not looking for place or show, Cause Iâ&#x20AC;&#x2122;m gonna win!

When you get lost in your journey, these lyrics can place you back on the path of success and help you realize that you have already won!

2. Take a Break For most sales professionals, selling is a 365-day-a-year, seven-days-a-week, 24-hoursa-day profession. We are always thinking about the next opportunity. We speak of our products at parties and family events, and we always read about new ways to sell services to new and existing customers. We continually hone our craft. However, much like the athlete that requires days off to recuperate from competition and practice, sales professionals need an occasional rest. Athletes get hurt when they are run down, employees become ill when too fatigued and sales professionals lose sales when they have become exhausted.

If you find yourself getting into a rut and you lack the motivation to continue, it is time to take a break. Go to a park, take a walk, watch a ball game or read a book 没 do whatever you must to get away from the action until you feel more refreshed.

3. Look at Your Goals and Objectives If you lack motivation, review your goals. Make sure that they follow the SMART formula that you read about in chapter three. Consider new ways that you can achieve the success you long for and stay focused.

If your goals are not attainable, they may require in-depth assessment and review. Sit down with a friend or your sales manager and determine where adjustments might be required. If you use SMART goals, anything is possible, but you might need to alter your plans or adjust your time frame.

4. Participate in a Sales Contest One of the best ways to stay motivated is to compete. No one likes to lose, but most sales professionals are born with a fierce competitive spirit and a need to succeed.

If you work for a small business with fewer than six sales professionals or if you are a sole proprietor with a home-based business, call your colleagues in sales or business and form a Finish Line Fan Club of six to 12 people.

The Finish Line Fan Club operates this way: First, arrange to call each other or meet in a central location on Monday. Each member of the circle contributes a mutually agreeable amount of cash ($5 or $10 is fine), which is given to the lucky winner. Your Finish Line Fan Club might decide to reward the member who makes the most telephone cold calls that week. Alternatively, perhaps the winner would be the individual who generates the most revenue during the week. There are many ways to determine who wins, depending on the memberâ&#x20AC;&#x2122;s goals and preferences.

By forming competitive and collegial peer groups, you can stay energized and keep each other on your toes. The result is that everyone can get to the finish line!

***Finish Line Tip: If you lack motivation, find ways to refocus your energy so that you can maintain the competitive spirit that will propel you to the finish line of sales success.

Athlete or Spectator Finish line sales professionals are actively engaged in the sales game. They do not sit passively in the stands.

Selling is like a sport that requires salespeople to be athletically engaged in promoting and positioning your product with your target audience. In order to achieve sales success, you must actively pursue your markets and discover ways to attract positive attention so that consumers will buy your product or service.

Athletic Promotion

1. Public Speaking It is to your benefit to speak to community and business organizations, chambers of commerce, peer groups, industry-specific groups and anyone else who will listen. Develop a presentation that incorporates the benefits of your product or service with the needs of the organization. This is one of the least expensive methods for marketing yourself and your product or service.

2. Consulting Find opportunities to share the benefits of your skills integrated with your product offerings. Identify people who need your skill set and offer to assist them for a reasonable fee. Once they see the value that you provide, a "no" will be the furthest thing from their mind.

3. Writing Like public speaking, writing articles regarding your area of expertise is an inexpensive way to become a proactive and competitive sales athlete. Some sales professionals write up to 50 articles each month for various general and trade publications and newsletters. Publication can result in thousands, or even millions, of people becoming aware of your product or service. Your bottom line will improve as people read your articles, notice your byline and later contact you. It is well worth sharing your thoughts and experience through the written word.

4. Networking To actively promote your products and services, it pays to join as many professional and networking groups as time and money allow. Networking is the best way to get referrals, educate others about your product and share a platform for mutual success. Also useful are informal networks of peers with whom you share trials and tribulations, give and get advice, and learn new sales techniques.

Spectator Promotion There are numerous things that you can do to promote your products and services without spending tremendous amounts of money and while remaining in the stands. Unbelievably, you can earn income without actively promoting your business. How? By doing things that make people remember your products and using methods that take little time and energy. These things include:

1. Web Site Your companyâ&#x20AC;&#x2122;s web site informs both existing clients and prospects about your products and services. They can read about special promotions, sign up for electronic newsletters or periodic bulletins, and even order supplies and services. Can you imagine walking into your office first thing in the morning and finding 50 e-mails with orders for your product? You can actually sell your product when you are not actively selling!

If your business does not have a web site, investigate getting one. There are some tricks to building a site that enable passive selling and many experts who can help you create your companyâ&#x20AC;&#x2122;s site. If you have the money, time and energy to create this type of new distribution channel, an interactive web site is finish line selling at its best.

2. Customer Service

Your ability to create and maintain client rapport is key to your success. If you provide great service, clients will never forget you. Thank them for their business, offer advice and consult them when needed, and you will have a friend for life.

Great sales professionals know how to build relationships that will retain clients throughout their careers. If you want success, offer unparalleled service, support and kindness.

3. Helpful Techniques People want assistance with their problems, and, another key to sales success is understanding clientâ&#x20AC;&#x2122;s needs and offering options to address their business issues. Take the time to understand your clientâ&#x20AC;&#x2122;s problems and offer as many helpful solutions as possible. This builds trust, empathy and long-term business relationships.

***Finish Line Tip: Combine playing on the sales field with spending some time in the stands and you will move closer to the finish line.

Be Alert As we near the finish line, I leave you with a final set of thoughts about climbing to new heights of professional success and bringing in new revenue.

Always be aware of the world around you û the world that competes for your time, energy, resources and revenue. Sales professionals get pulled in so many different directions that distractions can easily knock them off the track and into the hands of defeat.

The best overall strategy for winning on the sales field is to be aware of opportunities, threats, strengths and weaknesses. The sales race is competitive, yet if you are aware of the pertinent issues, you will find fewer hurdles and a straighter track. Use the BE ALERT formula to keep your eyes from wandering.

B = Benefits

Always help your clients focus on your product’s benefits. Remember that you must use the "What’s in it for me?" approach. The sooner you understand that clients purchase benefits associated with a product or service, rather than purchasing features, you will experience a drastic increase in sales.

Make a list and keep it handy so that you are always prepared to present the proper benefit for a given situation.

E = Enthusiasm

Selling is about excitement. As you sell, you should notice the client’s body language and voice inflection. Your client should be excited about buying from you. If he or she is not, then look in the mirror û perhaps your lack of enthusiasm is preventing you from making more sales.

A = Aware of Opportunity

Great sales professionals are always looking for the next opportunity. They read newspapers and trade publications, ask for referrals, and anticipate client’s problems and concerns in order to offer solutions. In a way, sales professionals are like detectives û they search for clues to discover new sales.

L = Listen to Needs

When you are with a client, please remember to ask open-ended, thought-provoking questions. Urge the client to talk about both old and new issues. As you listen and respond to the client’s replies, try to cover pertinent topics and obtain information for

future opportunities. When you listen carefully and actively, the wealth of information that you hear is invaluable.

E = Evolve New Ideas

Again, it is important to act as both a detective and a problem-solver for your client. Seek new opportunities and find new uses and potential customers for your product or service.

R = Referrals and Relationships

If you only learn one thing from this book, this should be it: More than 90 percent of sales professionals forget to ask for a referral, which is unfathomable when you consider that it is the easiest thing to ask of a client.

Can you image never having to make another cold call again? Can you imagine getting a majority, if not all, of your business from referrals? It is easy to do. The next time you sell something, simply say:

"Thank you for your business. People like you truly appreciate the value of my services. Do you know of someone else who can use this? I am looking to grow my business with more satisfied customers like you."

T = Timing and Trends

Selling is about hard work and timing. The tragic events of Sept. 11 set off a plethora of long-term economic volatility. Sales dropped, and companies of all sizes suffered the negative effects of that horrific day. In addition, there was nothing that any sales professionals could do about it. The only thing that you can do in such a business climate is simply ride out the storm and hope that the economy will bounce back sooner rather than later.

We must BE ALERT to our existing customers. We must provide excellent service so that we do not succumb to competitive threats.

Finish line selling is uncompromising. We must remain focused, enthusiastic and knowledgeable, and we must always BE ALERT.

Selling is fun; selling is difficult; selling is challenging; and selling is about crossing the Finish Line!

Write down 10 Winning Ideas from this Manual o

________________________________________________________________________

3 Ideas that you plan to implement because of this book 1.

________________________________________________________________________

When will you begin your Finish Line Quest? _______________________________________________________________________________ _______________________________________________________________________________ _______________________________________________________________________________

Name your Coach __________________________________________________________ ________

About Stevens Consulting Group Stevens Consulting Group is a research and sales consulting firm specializing in creating, instituting and achieving strategic selling for organizations. Over the last 25 years, Stevens Consulting Group has assisted over 60,000 professionals to dramatically achieve higher sales growth. Stevens Consulting Group led by Dr. Drew Stevens believes that selling is a process and results should be achieved similarly. Dr. Stevens proven systematic approach creates more efficient and intellectual selling professionals reducing cost of acquisition and increasing closure efficiency. To learn more about Drew Stevens and his work please visit www.gettingtothefinishline.com or call 877-391-6821.

Every elite athlete or business leader has a coach or mentor, someone to be accountable to and someone who can give a fresh perspective to a situation. Coaches provide an inside track and keep you in the game- mentally and physically. Coaches assist with competitive threats and assist in maintaining and increasing motivation. If you want to grow your business and continually improve your service to clients, then you should join one of our proactive Business Growth Roundtables. This program is not designed to be passive. The aim is for you to get very involved in helping each of your fellow members achieve amazing results. Business Growth Roundtables are about sharing, learning, and being accountable- coaches. The more you share, the more you will learn and the more you have to be accountable. The roundtable concept helps Executives test ideas, overcome hurdles, and increase productivity in both staff and self. These limited groups inspire executives' thinking, challenge their assumptions, and present a platform to share ideas with a select peer group. Business leaders have precious few people to turn to for seasoned advice and the plain truth. The mission is simple- help one another succeed. Business Growth Roundtables test assumptions, uncover opportunities, and take action with ideas. Members compare notes and get practical advice from Drew Stevens, the country's leading expert in business growth. The setting is a unique opportunity for members to meet privately and candidly to share expertise that establishes a peer network with years of solid advisory that assists with increasing profitability. These partners learn from each other's experience to avoid mistakes and capitalize on good ideas. They can compare the ideas that worked -- and those that did not.

Since 1988 Drew Stevens PhD has been exclusively focused on helping business, improve their growth. Drew... * Has done extensive research on motivational theory and understands how to maintain momentum in challenging times. * Worked with several well-known multinationals since 1984, he has sold, has led, and comprehends your deepest challenges. * Has delivered speeches, workshops, and seminars at more than 700 strategic marketing and business growth events worldwide since 1993. * Has written countless articles on how high performing firms operate. * Has written several books on marketing, customer service, and how to dramatically accelerate business growth. * Has developed products, methodologies, and leading training programs in four separate businesses that still operate successfully today. * Currently coaches over 100 business professionals to help them achieve high levels of success. * Drew Stevens is one of the leading Top Selling Professionals in the world. Drew entire business career has focused on competitive intelligence, business growth, and strategy. He quickly understands the issues that drive, accelerate, and help maintain business success. If you wish to apply to join one of the Business Growth Roundtables, please Drew Stevens through the contact form of this website or at 877-3916821.

About The Author Drew Stevens is a career sales and customer service professional with over 25 years of experience. His consulting firm, has attracted

clients such American International Group, Hilton Hotels, AT&T, The Federal Reserve Bank, Reliv International, The New York Times, Mercy Health Plans Quicken Loans and over 500 other leading organizations. His speaking and consulting enables him to travel consulting enables him to travel over 50 days per travel over 50 days per year to clients and year to clients and conferences around the globe. conferences around the globe. In the last several globe. In the last several years Drew has provided years Drew has provided advice to well over advice to well over 60,000 professionals. 60,000 professionals. Drewâ&#x20AC;&#x2122;s prolific publishing includes over 150 articles on sales and selling strategy and four books including Split Second Selling, Split Second Customer Service and Little Book of Hope. Drewâ&#x20AC;&#x2122;s latest book Split Second Selling is available on Amazon, Barnes and Noble and his website. Speaking Drew Stevens PhD is a popular speaker at sales meetings and conventions. He provides practical and informative content that applies instantly to all attendees. His personable style and practical approach are necessary for all audiences. Contact Information Phone: 877-391-6821 Fax: 636-587-9235 Mailing Address: 627 Thorntree Lane Eureka, MO 63025 Email: drew@stevensconsultinggroup.com

Drew Stevens PhD Stevens Consulting Group 627 Thorntree Lane Eureka, Missouri 63025 877.391.6821 toll free 636.938.4486 drew@drewstevensconsulting.com

$35.95 USD

978-0-9788755-3-4 ISBN 0-9788755-8-3

9 780978 875589