Sell it in English magazine

Ultimate support for sales professionals

#2 May-June 2018

ISSN 2544-7416

Post-purchase service 4

how to build client loyalty

Clients urgently wanted 32

how to find them

12 ways to build positive customer price perception 36

So you couldn’t close the sale

which to go for

Reinforcing emotional intelligence in sales – exercise Changing the offer’s benefits into value for the customer Before you prepare the offer – interview the client

what's next?

Index: 424021 05

9 7725 44 741008

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LETTER FROM THE EDITOR-IN-CHIEF

Anna Przybył

Editor-in-Chief

Dear readers, Post-purchase service is an element omitted by some salespeople. They care about closing the sale, and what comes after that doesn't matter. In the long run, this approach results in the loss of customers who feel that the salesperson is only interested in the transaction. In turn, proper post-purchase service builds the client’s loyalty, because customers know that in case of any problems they can count on help from the merchant. So, how should good post-purchase service look like? Monika Mucha presents several strategies in her article ”Post-purchase service: how to build client loyalty”.

Sometimes, however, you just don't make the sale. Perhaps the customer simply wasn't interested in your offer and nothing you could say would convince them to buy. Perhaps you misdiagnosed their needs and could not adequately present them the benefits? It is worth systematically tracking unsuccessful transactions in order to avoid making the same mistakes in the future. How can you figure out why you failed? I invite you to read an article by Elżbieta Bolimowska entitled ” So you couldn't close the sale - what's next?”.

Thank you for all the opinions and comments we received after the first issue of our magazine - both the positive and the negative. Thanks to you, we know that our work makes sense, and we are mobilized to do our best to satisfy your needs.

Publisher Explanator Iwona Dehina ul. Kościelna 30 lok. 59 60-538 Poznań, Poland Editor-in-Chief Anna Przybył anna.przybyl@explanator.pl Editorial assistant Ewa Karczewska ewa.karczewska@explanator.pl

Translators: Gregory Chapman, Zofia Polakiewicz

Proofreading/Native speaker's supervision : Gregory Chapman, Erik Witsoe

Authors: Elżbieta Bolimowska, Beata Kapcewicz, Iza Krejca-Pawski Grzegorz Kubera, Michał Lisiecki,

Rafał Mróz, Monika Mucha, Małgorzata Ofman, Jacek Paszek, Aleksander Sienkiewicz, Katarzyna Szober-Pawletta Advertising: Norbert Skorża norbert.skorza@explanator.pl tel. +48 61 649 79 26 Print design: takemedia

Graphic design: Aleksandra Wojciechowicz Printed in Poland: CGS Issue #2 May-June 2018 ISSN 2544-7416 Circulation 3000 copies

POST-PURCHASE SERVICE: HOW TO BUILD CLIENT LOYALTY 2

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FEATURED ARTICLE

SO YOU COULDN’T CLOSE THE SALE - WHAT'S NEXT? STR ATEGIES FOR SUCCESS

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CLIENTS URGENTLY WANTED STR ATEGIES FOR SUCCESS

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Additional articles online

BEFORE YOU CLICK ‘SEND’ STR ATEGIES FOR SUCCESS

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8 QUALITIES OF A SUCCESSFUL SALESPERSON

In the current issue:

SKILLS ACADEMY

Exercise: Check yourself - which form is correct?

Exercise: Reinforcing emotional intelligence in sales

TOOLBOX

Interview the client: Before you prepare the offer 32

FROM EMOTIONAL INTELLIGENCE TO SALES SUCCESS PSYCHOLOGY OF SALES

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12 WAYS TO BUILD POSITIVE CUSTOMER PRICE PERCEPTION PSYCHOLOGY OF SALES

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Additional articles online

Additional articles online

7 HABITS OF A HIGHLY EFFECTIVE NETWORKER CUSTOMER RELATIONSHIPS

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B2B CLIENT LOYALTY

CUSTOMER RELATIONSHIPS

Additional articles online

Changing the offer’s benefits into value for the customer

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FEATURED ARTICLE

Post-purchase service:

how to build client loyalty

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Maintaining client loyalty is one of the primary challenges of modern companies. Competitors create state of the art centers aimed at streamlining company-client communication channels. On the one hand, this allows for reducing operational costs, while on the other hand it increases client satisfaction. What can a salesman do in this area?

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lient loyalty may be examined on two different levels – behavioral and emotional. For the former, we analyze the actual behavior of the client and the indication of their loyalty is, for example, using a broad range of our products and services, recommending us to their friends or renewing the contact with us to place another order. On the other hand, on the emotional level, we can measure a client’s loyalty to our brand and ttheir committment to continue placing orders even when we offer the products at prices higher than the competition. Loyalty is when the client is not motivated by habit (“I have been with this supplier for 10 years”), but by conscious actions resulting from a positive emotional relationship binding you and the client.

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Loyalty levels Building client engagement and attachment - measured by monitoring new client behavior - can help you increase your chances of achieving a set goal. David Aaker, an American professor of management, distinguishes 5 levels of brand loyalty: 1) A disloyal client – one who is not attached to any particular brand, a “bargain hunter”, whose choices are only motivated by price and availability. An example of a disloyal client is someone who is a fan of online shopping and searching for deals.

Building a long-term relationship with a client like this requires establishing a realtionship that is based on non-monetary benefits and proving that the lowest price does not necessarily guarantee high quality.

2) Habitual client– one who makes routine transactions, each motivated by the same factor. The quality of the products and services are “good enough” to keep working with the same supplier.

You can win this client’s loyalty by helping them realize their

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motivation and by presenting them with additional benefits.

3) Client satisfied with their current situation due to the high cost of changing suppliers– those costs can be monetary or they can manifest themselves as the risk associated with the possible drawbacks of the new product or the service. When dealing with this type of client, a financial incentive strategy is quite successful. You need to make clear that the benefits meet and exceed the client's needs, as compared to those offered by the previous supplier.

4) Client who treats the company as a friend – one who likes the company but is unable to pin down why. It can be high quality, good service or positive reviews from other customers. This relationship can be transformed into a long-term one, but the presence of emotional factors means you'll have to be creative in winning the client's loyalty.

5) Fanboy – customer who identifies themselves with the brand. In order to convince this client to buy products or services from you, get to the bottom of their strong affiliation with the brand. Knowing their motivations, you can attempt to draw their interest to areas of the company that they didn't care about before.

Remember not to deprecate the client’s choices, as their emotional attachment might lead them to withdraw if you start pointing out the drawbacks of the products or services they chose. This is related to a cognitive dissonance, a type of mental discomfort which everyone tries to avoid. In that situation, the

client will defend the choices they made to maintain good self-esteem, following the rule – “the more time, effort and money I put into a decision, the more I will stand by it”. If you manage to win over a client in this way, you'll gain a true fan who will influence other potential customers and recommend your company.

While building sales relationships with your clients, you can pinpoint what kind of client they are, even during the research and needs analysis stage. By asking them a series of qu-

estions about their relationships with previous suppliers, you can place them on the 5 level scale, which will later facilitate choosing the sales tool needed to achieve your set goals. You will need to negotiate differently

FEATURED ARTICLE

with a disloyal client, who does not have any emotional ties to the previous suppliers, than with a fanboy, who will require a different set of arguments to be convinced.

Different generations, different approaches to loyalty According the 2016 Connected Consumer Goods Report, a Salesforce study researching consumer behavior in the United States, regardless of how consumers look for products or what factors are most important for them, there is one factor which cannot be omitted: genera-

tion. Each age group has their own approach to shopping and expressing brand loyalty. There are currently 3 generations of consumers: Millennials, Generation Y –1834 years old,

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The Generation X –35-54 years old, Baby Boomers – over 55 years old According to the report, all age groups use the internet to verify prices and look for product reviews. Before ordering a product, the majority of clients, regardless of their age, will look for more information online (69%). It comes as no surprise that the youngest consumers - those aged 18-34 - are most likely to use social media to look for products (25%), as compared to Baby Boomers (5%). However, all age groups agree that the best service can be found in traditional stores, which are the primary purchase destinations for 51% of millennials, 52% of Generation Xers, and 57% of Baby Boomers. This demonstrates how vital direct contact can be when building a long-term relationship between the customer and the salesperson, who can convince the customer to buy something regardless of the difference in price. The differences between the generations become clearer when you analyze both the purchase process itself and the expression of brand loyalty. The youngest generation engages in public criticism more often than others (33%), but participates in loyalty programs at a higher rate (44%).

Millennials Millennials and the Generation Y currently have the highest purchasing power in the world.

By 2016, this group had become decisive for marketing firms, who are dying to get their attention. Millennials are digital natives who use technology to build relationships via their constant presence on social media. If they want to attract

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the attention of this group, every salesperson must understand that customer reviews are strong decision-making factors than price. The approval of the social group they identify with is key in shaping their preferences; more importantly, materialism is not a driving force in their decision-making process. That means that you will only be able to collaborate with Millennials if you earn all the positive reviews of other customers, ideally posted on your social media profiles, which would also contain posts demonstrating your engagement during both the sales phase and the post-purchase phase.

Generation X and Baby Boomers The clients belonging to Generation X and Baby Boomers have more in common with each other than they do with Millennials. Both groups are typified by their sceptical attitude towards advertising, which they perceive as an invasion of privacy.. According to the Salesforce report, 65% of Baby Boomers and 55%

Customer Experience includes every experience that the client associates with the company.

You can distinguish between user experience, service, sales process experience, purchasing process, perception of the brand through other customers’ reviews and so on. The sum of all those experiences will decide the positive or negative attitude towards your company. of Generation X think of advertising as annoying and intrusive, which means that those age groups are less prone to be influenced by online ads. Older consumers trust the opinions of others to a lesser extent than Millennials, and they do not participate in loyalty programs

as readily, paving the way for sales techniques basing on direct communication with the customer and high quality service at every stage of the sales process.

Brand loyalty is built by making the effort to stand out and to build loyalty to you as an individual salesperson. One way to do this is through effective post-purchase service, which is frustrating for a many custo-

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mers, simply because it is often non-existent.

Customer Experience Customer Experience includes every experience that the client associates with the company.

We can distinguish among user experience, service and purchasing process experience, brand perception via the reviews of other customers, and so on. The sum of all these experiences will decide the positive or negative attitude towards your company.

EEven though you may not seem to have much room to move when choosing an online marketing or customer service strategy, when you look at it from a micro-perspective, you do have some space to build customer loyalty. This can be addressed both during the pre-purchase and post-purchase stages. While the pre-purchase stage is fairly saturated and therefore more competitive, the post-purchase stage is often forgotten by salespeople, which offers you a great opportunity to upsell to existing clients.

Post-purchase strategies you can apply to build brand loyalty

1. Refunds From the customer service point of view, in a perfect world, refunds do not exist. That way of thinking can discourage salespeople from closing future deals with clients with whom they've built a relationship. Nowadays, multi-channel customer service requires that clients first address problems on their own, for example online. When that fails, they turn to the salesman. This is the perfect opportunity for you to help the client solve the issue or put them in touch with the right person. Regardless of the extent of post-purchase custo-

mer service that you company has, you need to convince the client that your role does not end with closing the deal. Let customers know that they can contact you after making the purchase, substantiating your point with concrete examples from your past sales.

2. Training and consultancy You are an expert in your field so you know a lot more about your product's opportunities and features than your clients do. Based on this knowledge, you can position yourself as a professional advisor who can educate the clients after they have made a purchase. To do that, and especially to get through to Generations X and Y, make use of social media: host technical webinars, start a professional blog to present as value added to the product, or you can contact clients directly to make sure they know how to use the product they purchased (something Baby Boomers will also appreciate). Showing clients how to make better use of the purchased product or service will show them that they made the right choice and it will make you stand out among the competitors.

3. Special occassions Many salesmen try to keep in touch with the clients by sending them birthday or holiday cards.

This is a nice touch which allows them to both build customer loyalty on a more personal level and stay connected during the post-purchase process. All it takes is jotting down important dates while closing the deal: the next payment date, the next service or inspection date for a vehicle you sold, the expirty date for

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a subscription, and so on. That is how you can send a thoughtful reminder to a busy client.

4. Know who you are talking to There is nothing more frustrating than a salesperson who promises full engagement throughout the sales process and then, after closing the deal, can't remember a customer's name when they call with a question about the product. A call initiated by a customer is a perfect opportunity for you to build customer loyalty and a positive brand image. However, to do that, you need to take scrupulous notes during the meeting that will allow you to remember the details of the conversation and recreate the situation, the client’s profile or the issue you helped solve. If you think your memory is good enough to not take notes, take a second and try to recall details from conversations with clients 2, 3, or 4 months ago.

5. Voucher for future purchases Depending on the financial capacity of your company, you may offer a voucher for future purchases as an element of postpurchase customer care. With a financial incentive, your clients will be more eager to return and recommend you to their friends.

AUTHOR: MONIKA MUCHA Certified business coach, salesperson, manager with over a dozen years of experience in leading sales teams. She designs and conducts sales workshops, audits sales divisions and streamlines processes of MSEs.

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STR ATEGIES FOR SUCCESS

So you couldn’t close the sale what's next?

We often blame the poor sales results on a bad market, the quality of sales leads, and aggressive competition. Or maybe the real reason lies in us salespeople? It is worth regularly analysing unsuccessful transactions to make sure you don’t repeat the same mistakes.

STR ATEGIES FOR SUCCESS

f you failed to close the sale, it means something must have gone wrong.

Perhaps you met with a client who does not need your product or service and no matter what you said or did, you wouldn’t have been able to sell your product. It is possible, however, that the customer would behave differently and buy your product if the conversation were different. Perhaps you made some mistakes, and perhaps you can avoid making them in the future. Ask yourself the following questions:

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1. Was I properly prepared?

2. Was the client interested in buying?

3. Did the client believe you?

4. Was my strategy well thoughtout?

From the perspective of the salesperson These are very important questions which you’ll have to answer if your sales aren’t successful. Going further, however, you also need to know that in a perfect business world, a sales relationship should be seen as a win-win situation, though every experienced salesperson knows that’s not quite true... Customers want to get the most out of the conversation without making any promises they’re looking for ‘free advice,’ they negotiate the best terms and prices without revealing their hand. They manage their time very carefully but don’t always respect salespeople’s time, because they know the more time you invest in a given sale, the more you’ll try to close it.

In observing the market and the behaviour of salespeople and potential clients, we realize that overwhelming number of salespeople fail because they don’t take control of the sales

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process. Over the years, customers have learned the process and sales techniques well enough to effectively defend against them. They use effective tricks aimed at taking control of the process and thwarting the efforts of the salesperson:

1. The client doesn’t always tell the truth and ‘hides his cards’ well.

Clients know very well that one of your first goals is to generate interest in your offer, so they often pretend to be interested in order to get the information they need. They provide the minimum amount of information about their real situation and intentions. They don’t say how much they’re able to spend. You’re not the first salesperson they’ve met.

2. The client wants to know what you know.

They want information for free and they assume that the salesperson can help increase their productivity and lower their costs. They know that you’re good at what you do and they want access to your knowledge and the best price, but often not buy from you... they want to gain an advantage over their current supplier.

3. The client does not promise anything.

Even though they’ve received information and prices from you, they’ll continue to deceive you and keep you in suspense about the next steps.

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STRATEGIES FOR SUCCESS

They give you hope that you’re about to seal the deal. They say: “We still have to think about it.” “We’ll get in touch with you after we analyse the situation carefully,” or, “Your offer is very interesting. We’ll discuss it at the next board meeting.” The salesperson has the impression that they almost succeeded, but that couldn’t be more wrong. The client extracted all the information they needed, and most likely the salesperson won’t get anything.

4. The client disappears.

You’re in constant contact with the client and suddenly you can only reach their voicemail. In fact, the client has already terminated contact with you, but you don’t know that, because they didn’t bother to inform you. You, however, are still trying to contact the client to find out what they think of your offer...

You’re stuck at this stage with the hope that you still have a chance to close the sale.

If you follow most salespeople and use a form of the traditional sales system, know that you’re just a part of the client’s sales system, and that the client dominates and manages the process.

From the client’s perspective There’s also another side to the sales process. As a salesperson, are you convinced that everything you do in your work is perfect and impeccable? Is there nothing you could change or improve? I encourage you to take a quick mental inventory, perhaps you’ll come up with an idea on how to improve your services, increase sales, make a better impression on clients.

AUTHOR: ELŻBIETA BOLIMOWSKA

Senior Manager/Senior Consultant at IBD Business School. Elżbieta is an experienced saleswoman and client cooperation trainer, and is engaged in a diverse range of business projects.

Pay particular attention to the following mistakes: 1. Lack of patience with the customer.

Do you often force the client to buy your product or service at any price? Is it worth giving the hard sell over the phone? Later you meet with the client and you’re surprised that they didn’t choose your offer. High pressure rarely closes the deal. Patience is one of the character traits every seasoned salesperson should have.

2. Inability to listen.

If you dominate the conversation with the client, if you make too many arguments, if you show too much enthusiasm, this behaviour might not produce the desired results. The client will feel ‘questioned’ and at some point will simply turn off and start thinking about how to end the meeting as soon as possible.

3. Forcing your opinion.

The salesperson doesn’t have to be an authority for the client. The customer is not obliged to agree with any of your opinions and does not have to think the way you do. Therefore, when discussing your products, try to avoid phrases ‘in my opinion’ or ‘if I were you.’ The salesperson isn’t the client, and this kind of language may be poorly received. Remember, you’re there to advise, not to impose your views.

4. Overly ‘wise’ vocabulary.

In discussions with the client, keep it short and to the point. If you start to use too much jargon, the client may not understand everything. Some people have difficulty admitting that they don’t know something, so while you may be happy to have a chance to share your knowledge, the client may feel lost and may simply stop listening.

5. Establishing defeat.

You should not and you cannot classify your clients in advance with labels such as “serious”, “decisive”, “hopeless”, or “demanding”. If you go to a meeting with a client with a certain attitude towards that client, then you may be less engaged or treat the client objectively. Despite ostensibly flawless service, clients may feel that you aren’t paying them enough attention and interest, which will make them reluctant to make a purchase.

6. Simplification.

Salespeople often oversimplify their problems, concluding that ‘people don’t have money,’ ‘our products/services are too expensive,’ or ‘the competition offers better conditions.’ In this way, you harm yourself, and your pessimistic attitude to your own work can affect the atmosphere at client meetings. If you don’t believe you can make the sale, you won’t be able to convince your

client.

As you can see, there are pitfalls which can prevent finalisation of the sale both on the part of the salesperson and on the part of the client. Don’t be the one to get caught in these traps.

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Clients urgently

wanted

A large volume of orders can lull many a salesperson into a false sense of security. This can result in loss of ‘sales humility,’ which is often replaced with something like: “I have so many clients that I don’t have to worry about anything.” And that's the beginning of the end - that is, unless you are aware of what prospecting is and why it should play a permanent role in your sales activities.

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STR ATEGIES ATEGIE SUKCESU FOR SUCCESS

roadly understood, prospecting is the process of defining, searching for, and acquiring new customers. A prospect is understood as someone who, on the basis of the salesperson’s selection criteria, is eligible to become a client. When business contact is first established, such a person knows either nothing or very little about the salesperson.

Further, in accordance with the art of sales, the prospect is subjected to ‘processing,’ which in practice means that the salesperson gets to know the prospect through further contact and exchange of information which is valuable to both parties. As a result, the salesperson moves the prospect through the sales cycle from being ‘cold’ (someone we don’t know and with whom we don’t have a relationship), to ‘warm’ (we are getting to know each other) and finally hot, that is, ready to accept an offer and make a purchase.

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Prospects and leads The meaning of the word “prospecting” has changed in recent years.

This phenomenon is associated with the increased importance of e-sales and e-marketing activities.

In this area, a commonly applied concept - and the word most often used for new clients - is the ‘lead.’

In sales practice, this usually refers to contact details left by a potential customer by filling out an online form, for example by submitting their e-mail address for a newsletter or for an application allowing them to access certain content. The lead is introduced into the so-called ‘sales microwave,’ where - usually using automatically-generated messages - it is ‘heated’ and prepared for the final action - presentation of a com-

mercial offer.

In the field of sales and in conjunction with the previously cited ‘lead’ concept, prospect means a person who meets sales criteria and expresses interest in the offer through bilateral communication with the salesperson1.

Both ‘lead’ and ‘prospect’ refer to new opportunities which have not yet resulted in a sale. As traditional sales are increasingly intertwined with online sales and classic marketing activities are increasingly supported by automated processes (marketing automation), the distinction between the two concepts is no longer so obvious.

In order to better understand the issue at hand, three concepts are of interest to us: Prospecting - widely understood as the process of seeking new clients.

Lead - a potential client who has initiated contact thus opening up the opportunity for future sales. A lead may be generated independently by the salesperson or obtained from external suppliers.

Prospect - a selected potential customer who has already exchanged information with the salesperson, and whose attitude and behaviour has confirmed that they are open to and empowered for a potential sale.

Phases of prospecting in sales practice

Phase 1: Targeting The first stage of prospecting is to determine who our client is. We 1 https://www.hipb2b.com/blog/lead-prospect-whats-difference/

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The first stage of prospecting is to determine who our client is.

We used to be able to clarify this by asking: “who is our ideal client? To whom would we most like to make the sale?” used to be able to clarify this by asking: “who is our ideal client? To whom would we most like to make the sale?” Unfortunately, since sales has become so highly competitive, and since clients often know more about the offer than the salesperson themselves, defining the client is no longer so simple. As a result, a better solution is to adopt the attitude of a potential buyer and attempt to understand their needs, rather than acting solely on the basis of our own assumptions.

When conducting a strategic sales analysis, consider: 1) What problem does your product/service solve for the client?

Put yourself in the client’s shoes and ask yourself what need/problem would bring them to you.

Example In the case of a company offering financing for entrepreneurs (leasing, loans), clients: want to develop their businesses, but don’t have time to independently analyse the financing offers available on the market, want to have a sense of security regarding the offers selected, are demanding.

2) What sets your offer apart? Do you have something others don’t have? Or maybe you do something specific in your approach to the customer, and you stick with it?

Example In the case of a company offering financing for entrepreneurs: the proposed solutions are guided by the client’s expectations and more than 15 years of experience,

if they need to, they answer text messages after hours.

3) What kind of business would someone who would appreciate our offer have? What do they do, and where do they do business?

How long are they in operation, and how big is the business? Do they make their own purchases, or do they have a purchasing department? What sort of income do they generate in a year?

Example In the case of a company offering financing for entrepreneurs: medical specialists operating private offices located in cities with over 100,000 residents, often overworked, they value knowledge combined with flexibility and lack of intrusiveness, they need funds to equip the office, and if the office does well, additional funds for buying a vehicle, they happily recommend suppliers to their colleagues.

If you want to look for new clients, you need to know who they are.

Once that has been determined, it will be easier to decide where to look.

Phase 2: Generating leads After determining which clients you are looking for, it’s time for the following questions: Where can you find them?

Where do they purchase?

Where do they look for information?

How do they spend their free time?

Answers to these questions will allow you to sharpen your search to those areas where you are most likely to meet the most interesting people.

Due to the various means and forms of communication (both online and offline), you have several options to look for interesting leads: 1) Ready databases of leads from external suppliers - there are companies which offer prepared databases of contact information for potential clients. Using such a database is undoubtedly a convenient and quick solution, to the extent that: it ensures the right quality of lead (e.g. the database includes customers who have demonstrated at least some interest in financing their activities and who operate private medical practices); such an investment is within your budget.

2) Your own new business database - I personally recommend this to every salesperson I meet. If you know who you’re looking for, look around and be attentive.

These days, it’s very easy to track down a potential customer, to find contact information online, or to have a look at a company which interests you directly from the street. Create a spreadsheet and add each new lead. Update regularly. Start with ‘cold’ contacts and see who you can move further along.

3) References - if you already have some clients, ask them to put you in touch with friends who, like them, may appreciate your offer.

4) Business cards - collect business cards, for example during networking events, industry fairs,

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Online: Who do we buy from and what are the characteristics of a successful salesman?

Increasing your average sale and all manner of conferences.

At your stand, put out a basket with some candy and a small sign: ‘Leave your deets and take some sweets!’ Even if you don’t have a booth, actively build your contacts. Demonstrate your interest in others.

5) Phone books, directories with company announcements, even online advertising bases - you can find a potential customer anywhere. Remember to check the table of contents and direct your search to where your client may be.

6) Advertising and PR activities if it’s in your budget, invest in advertising. If it works, it will certainly bring you results. All PR activities give you the chance to be noticed on the market. Ultimately, they can lead to additional inquiries.

7) An online presence - from establishing and properly maintaining profiles on various social media platforms (including Facebook, Twitter, Instagram, and LinkedIn), to blogging, your own website, and writing specialized articles providing potential clients with useful content in exchange for leaving their contact information, and so on.

Marketing automation specialists are also here to help. There’s only one rule: “To get something, you have to give something.”

Therefore, whenever you can, give people value, and in return, collect contacts.

Example The previously mentioned leasing company has developed and published a free e-book: 10 principles of leasing for medical practices. The e-book is substantive, and it can be downloaded after leaving your e-mail address and answering three simple questions, e.g.. Are you the owner of a private medical practice?

Phase 3. The lead starts to become a prospect Once you know who you’re looking for and you’ve managed to collect the first lead, it’s time to take the next step - contact people from the list and start the process of getting to know each other and moving towards the transaction. Of course, provided that your solution really does meet the customer’s needs.

However, that’s a subject for sepa-

rate consideration. At this stage, remember: when cold calling, set the goal of first getting to know the potential customer, and understand the situation and their expectations before beginning to sell. Pushing for a purchase upon first contact may be automatically rejected.

Prospecting is a complex process and it is impossible to describe everything in one article. That’s especially if we were to dig a bit deeper into specific strategies, which are as diverse as the range of industries we operate in and the client’s we’re looking for. The key is the awareness of how important it is to have someone to sell to. To deal with this, determination and sensitivity are primary - that’s what customers expect. I also go for curiosity. Curiosity about who else in my area might be able to use my tips and solutions.

AUTHOR: ALEKSANDER SIENKIEWICZ

Coach, consultant, author. Elegant sales enthusiast. Licensed Structogram® trainer. The author of Hello? Sales! as well as the XII. Go for your dreams training material. Aleksander has appeared in Poland, Portugal, Belgium, and the Baltic States.

STR ATEGIES FOR SUCCESS

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Before you click

‘send’ SEND Your potential customers are interested only in how you can help them achieve their desired result. That’s what will make your offer stand out.

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STR ATEGIES FOR SUCCESS

alespeople are pragmatic when it comes to first impressions. This is one area where there are no second chances, so they attach great importance to the first phone call, to the first meeting, to their pronunciation, to their outfit, to the appearance of their car and to the fonts used in the PowerPoint which will be displayed in the conference room.

No, I’m not saying that this is a mistake - on the contrary, your first impression shows how interested you are. But most salespeople do not pay attention to the last impression they make on potential customers - and it is the last impression that determines how they’ll be remembered.

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The last impression is (most) important When it comes to sending offers, salespeople often take a dangerous road, paved with hundreds of monotonous templates and predictable offers which are neither effective nor interesting. When they send a proposal by email, they in fact send a document which is practically no different from the many others which the client receives from other sources. They forget about one important thing the offer they send will be their last contact with the potential client, at least for some time.

Why is the offer so important?

‘How else would the customer know how much my products/services cost?’ - that’s what many salespeople say. If that would be your answer as well, I encourage you to read about the three most common

mistakes salespeople make when sending their offer to clients.

Error #1- Your offer doesn’t solve any problem The vast majority of offers sent by email (or the first page of printed offers) look like this: A short message thanking the client for the conversation/meeting, the words ‘Please find my offer attached. If you have any questions, please contact me,' and an attachment with a product list or service descriptions.

Instead

Show what effects the recipient will receive when they go for your offer, and what they will achieve.

A product list is only a ‘tool’ to help you achieve this result. If your recipients are grocery stores, that doesn’t mean they are all interested in exactly the same result!

Stores near ski resorts will be most interested in the range of available products and the frequency of deliveries. Stores near hospitals will be interested in low prices for specific products (i.e. necessities: newspapers, sweets, drinks) and delivery speed, while a wide product range will be an opportunity to boost margins. A store owned by an older couple will be interested in unloading the delivery straight to their stockroom (so they don’t have to do it on their own), while younger owners may be interested in warehouse services, so they can sell products directly through their

online store. In their case, delivery details and the availability of thousands of products will not matter as much as online data exchange through XML files and high quality product images provided by the warehouse.

Example You told me about the three things you’re most interested in: First: price - once a week, I’ll send you an offer of products with the best prices. There will always be at least one product from the category we spoke about. This will help you attract more customers and increase your receipts.

Second: minimum shipments - with me, you can order as little as one box of a given product. This means you won’t have to freeze your money in one particular type of goods. In addition, you can offer a wide assortment of products, and this will attract more customers.

Third: availability - we have a large inventory of all the products on offer. That means your goods will always be immediately available. Of course, you can call me at any time and I’ll check on other products.

These three things are the most important to you, and that means they’re most important to me as well. Please now submit your first order - click on the link and sign in.

People are very rarely able to name even three relevant criteria when it comes to the choices they make.

STR ATEGIES FOR SUCCESS

17

You should use your offers to build your position as an expert who can deliver the result the client expects. Clients notice such offers among the mess of PDF files, Excel spreadsheets, and printed catalogues they receive. Nobody wants to read how much money you’re making, how you’re developing your business, how many factories you have, and how much you spend on research and development.

Try for yourself: What made you choose the model of phone you have now? I’m sure that you could easily give the first criterion from the example above, and perhaps the second and third as well. It will be difficult for you to come up with more. Therefore, in practice, be ready for the client to identify only one or two criteria.

Error #2 - You are too verbose and write excessively complicated sentences Your offer is not the place for you to write everything that comes to mind about the products or services you offer. It’s about something else entirely – write only about what your potential client spoke about. Though you may have good intentions when you write more than you need to, the results are often miserable, as the reader (potential client) may be easily distracted. Here is a fragment of a badly prepared offer for an entrepreneur interested in an MBA course: “In addition to the MBA courses we talked about, our university offers students postgraduate studies in the field of project management, staffing and obtaining EU funds for SMEs. We also host industry conferences on challenges faced by the transport and logistics industry, as well as IT, new technologies, and education. If any of these topics also interest you, please answer (....)”

The second aspect which is often disregarded when preparing offers

is clarity. The point is that the offer should be written in an accessible and understandable way. Unfortunately, many salespeople make the mistake of using excessively complex phrases which are difficult to understand.

Instead

Write sentences containing short words. Use the free online tools available to check the Gunning readability index (also known as the ‘Gunning Fog Index’) of your text.

Thanks to this, you’ll learn how many years of education your reader must have completed in order to understand your text - the lower result the better. For example, articles published in Newsweek have a FOG index of about 12, whereas legal texts have an index of about 20.

Error #3 - You write about yourself Last but not least, when a potential client who is interested in the content of your email opens the attachment with the offer, they often find themselves faced with what seems to be a small book about your company: what experience it has, whom it has worked with, how many years it has been on the market, how many branches it has, what products it exports, how many people it employs... in other words, you show off a bit. And in the most boring way possible. The problem is, you don’t even know its boring, because to you it’s interesting, important, and valuable.

Write about yourself in a way which gives credibility to the results you deliver INSTEAD OF: ‘We’ve been in business for 20 years,’ WRITE: ‘We’ve been in business for 20 years, so we know how to service all systems - even the older ones.’

INSTEAD OF: ‘We have 20 branches in Poland,’ WRITE: ‘We have 20 branches in Poland, which means we can guarantee you on-site service within 3 hours.’

INSTEAD OF: ‘We work with the biggest companies in the ABC industry,’ WRITE: ‘We work with the biggest companies in the ABC industry, which means we can easily implement even the most complex projects.’

INSTEAD OF: ‘We offer 200 different products,’ WRITE: ‘We offer 200 different products, which means that you can find everything you need for ABC in one place and you won’t have to waste time looking somewhere else.’

INSTEAD OF: ‘We have a team of experienced specialists,’ WRITE: ‘We have a team of experienced specialists, which means we can find the right solution for you in any situation.’

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STR ATEGIES FOR SUCCESS

Your potential customers are interested only in how you can help them achieve their desired result.

That’s what will make your offer stand out.

In order to show you the nonsense of putting such structured content in your offer, I’ll use another experiment: ask a friend to tell you about their last trip out of town, about that car they like, or about the colour they think is most universal.

And what happens? You start to shut down just seconds after they begin to answer. Why? Even if you asked for such information yourself, it gets boring after a while.

There’s a mechanism at work here that I call the ‘class photo.’

Do you remember your old class photo? The one with the whole class lined up next to the teacher?

Imagine that you’re looking at it now. Who do you look for first?

In 9 out of 10 cases, people look for themselves. Not because they didn’t have good friends in their class, but because we humans are generally egotistical and only interested in ourselves.

Instead

When creating an offer, never start with who you are, start with what results you provide. In other words, get right to the point - tell the potential client how you can deliver the results they need. Only at the end can you write something more about yourself and your company, and only in a way which is interesting for the reader, a way that lends credence to your manner of achieving the desired results.

You should use your offers to build your position as an expert who can deliver the result the client expects.

Clients notice such offers among the mess of PDF files, Excel spreadsheets, and printed catalogues they receive. Nobody wants to read how much money you’re making, how

you’re developing your business, how many factories you have, and how much you spend on research and development.

Summary Your potential customers are interested only in how you can help them achieve their desired result. That’s what will make your offer stand out. Then, potential clients will print out your offer or highlight the most important parts and send it their colleagues, and everyone who looks at such a document will be influenced by the last impression you made on it.

Thanks to that, the next step will be a purchase.

P.S. - The Gunning FOG index of this article is between 9 and 10.

AUTHOR: RAFAŁ MRÓZ

Rafał works phone sales two days a week. He shares his knowledge and experience at wykorzystajto.pl and in industry periodicals. He provides training for salespeople, as he knows that clients want to be served better.

SKILLS ACADEMY

19

8 qualities

of a successful salesperson

What does it mean to be a successful salesperson? Does it mean making a lot of phone calls, spending a lot of time searching for potential customers, or having an enormous number of meetings with clients? Acutally, nothing of the sort.

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SKILLS ACADEMY

n effective salesperson is someone who achieves good sales results, always implements the plan, and gains a multitude of satisfied customers who recommend them to their friends. Thus, sales effectiveness is measured by the results, not the amount of work put into client acquisition. If you sometimes wonder what you can do differently in order to be more productive at work, I’m sure you’ll find the following tips helpful.

A

First- enthusiasm, persistence, and a positive attitude A salesperson who has a passion for their work always achieves better results than one who works only because of a sense of duty. Such a salesperson - one with a lot of enthusiasm and a willingness to share their knowledge - also advises and serves their clients well. An optimist is assumed to be naturally oriented towards people, work and the world.

Each of their failures translates into a learning experience for the future.

The problems begin when you lack a positive attitude, and have for some time. It’s no wonder that your sales figures suffer in such situations. Customers see your lack of energy and have the impression that you’re just pushing them to make

an ordinary sale. If you don’t have passion, you won’t be convincing.

Practice Get yourself a sheet of paper. Draw a line down the middle, dividing the sheet into two columns. On one side, write down everything that motivates you in your work, everything that gives you joy. On the other side, write what discourages you, what takes away your energy and negatively affects your mood. Then think about what you can do or change to overcome all the negative aspects of your work. Simply cross off any issues over which you have no influence.

Imagine that you packed them into a small box and launched them into space, into a vacuum, somewhere where they don’t matter.

For matters over which you have no influence, write down what aspects of your personality will help you overcome such difficulties, or how you can deal with them. First write it, then do it. But, be sure not to say to yourself, “I’ll do it someday, maybe next week.” If you put it off, that’s just like sweeping it under the carpet. Sooner or later, the issue will come back and be even more unpleasant... You have to act right away.

Start now.

After two days, return to your list and see how much you’ve achieved.

On a clean sheet of paper, write everything that you like about your work, and list all the advantages of working in this particular company as well as your achievements.

The job of a salesperson mainly involves meeting with clients, and that means you have to be punctual.

Your punctuality testifies to your respect for clients’ time Hang the list on the refrigerator or bulletin board, or put it in your desk drawer. Make sure it’s a place you look at several times a day. Every time you look at the fridge or the bulletin board or open the drawer, it will remind you of what makes you good at your job and why you like it. Smile at the list - and at yourself.

It will improve your mood, give you strength and energy, and change your attitude.

Second - Proper planning and organization The ability to plan, accomplish set tasks within a set deadline, and prioritize issues is one of the most important qualities a salesperson should have. After all, a sale isn’t about getting money, but earning money.

The job of a salesperson mainly involves meeting with clients, and that means you have to be punctual.

Nobody likes to waste time waiting.

SKILLS ACADEMY

21

The point is not to talk a lot, nor to give the client a lot of unnecessary information.

The trick is to ask questions and listen carefully so you can conduct a solid analysis of client needs Third - Communication skills

Your punctuality testifies to your respect for clients’ time, as well as the proper organization of your day. Customers like responsible and organized people - it means that you take them seriously.

Practice Write down all you have to do on a given day, week, or month, but stop writing everything on post-it notes and sticking them everywhere. Create a new task sheet every day. It’s a good idea to use coloured paper - yellow, red, or blue - to make the sheet stand out from all the other documents in your office.

Every day, check off what you’ve done. Before leaving work, take ano-

ther sheet of paper and write down what’s left to be done today, or what has to be done in the next few days.

Do it right at the end of the day so you’re ready to go the next morning.

Go back over the sheet while drinking your morning coffee.

Rewriting tasks you have to complete over the next few days will help you remember them. If you have a habit of getting caught up in your work or chatting too long with clients, set up reminders on your mobile phone. When the phone buzzes with a reminder - “14:00 meeting with Newman,” you’ll know you have to get going, regardless of whether you’re at the office or with a client.

I mean communication skills which enable you to connect with people who can contribute to your business.

Asking questions skilfully, actively listening to answers, answering questions clearly and factually, and speaking precisely - these are the communication skills which will make you more effective.

The point is not to talk a lot, nor to give the client a lot of unnecessary information. The trick is to ask questions and listen carefully so you can conduct a solid analysis of client needs. Excellent communication is the key to building good customer relationships.

Example Agree with the client whenever possible. Don’t provoke the client into any unwanted arguments. If you have a different opinion on a topic, simply say: “Your perspective is interesting.

I have a slightly different opinion on the subject .” Do not argue about who is right, don’t talk down about the competition, and do not claim your product is better. Instead, say: “Actually, our competition has very good products and a slightly lower price

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SKILLS ACADEMY

than us. (Never use the word ‘but’ in these situations!) However, we offer service seven days a week.”

You can give whatever arguments you have, just remember that using the disjunction ‘but’ completely eliminates the first part of the sentence. See how it looks: “Indeed, our competition has very good products and a slightly lower price than us, but we offer service seven days a week.” Such a statement may beg the question “So your products aren’t as good?” And then you have to explain what you meant...

Four - Relationship building skills You can’t survive in sales without knowing the techniques for building positive professional relationships. Sales based on relationships leads to further transactions. For example, if someone buys a life insurance policy from you, you’ll be their first call when they want to buy home or car insurance.

Example You have to keep your word (e.g. when you promise that you’ll send an offer by e-mail, or call within an hour), be polite and cultured (e.g. say “good morning” and “goodbye” to everyone you meet at your client’s company, not just the boss), but above all, be nice (cheerful, positive, and polite). Your attitude towards the customer, kindness towards them, involvement in their problems (e.g. “What ever happened with your car - did you manage to get it fixed?), concern for after-sales service (e.g. “I’ll give you a call to see if you’re satisfied with...”, or “I’ll call to see if you managed to get started with...”) will translate into the client recommending you to their friends. And those clients are the most valuable.

Fifth - Credibility The more professional, truthful, and sincere you are, the more reliable you are in the eyes of the customer. If the client trusts you, they’ll buy anything from you, even if your product is more expensive than others on the market. How can you be credible? You have to be thoroughly prepared, completely familiar with the products you sell, and aware of what products your competition has to offer. Credibility, i.e. telling the truth, an authentic fascination with what you sell, and a fair approach will help you attract more customers.

Example Someone who sells cosmetics should use them themselves. It is much easier to say “This cream helped me...”, or “one of my clients ...” than “the producer guarantees that 85

SKILLS ACADEMY

23

Online: Turn a No into a Yes Twelve myths of sales

percent of women surveyed confirmed that the cream is effective in combating cellulite.” Similarly in the case of a car, you’ll sooner convince a client by saying: “I have to tell you that every time I get into this car, I feel special - the seats and driving position give me a sense of power and security ... please, let me tell you...”, rather than saying: “everyone who’s bought this model has been satisfied, and no one has complained about the poor fuel economy.”

Six - Negotiation skills Even a good salesperson can’t sell without negotiation skills. Focus on the client’s interests and your own as well. Analyse their needs and propose several possible solutions. Try to approach your proposal so as to turn it into a binding transaction. If the client wants to buy a cooker, offer them an induction cooker at a higher price. Negotiate the principles of the transaction.

Example “If you decide to go for an induction cooker, I’ll be able to throw in a cookware set for free. The price difference is the same as the value of the cookware. Please check it for yourself. In addition, the induction cooker offers the following advantages...”

A good negotiator is not afraid to propose more expensive solutions, because they care not only about the client, but also about their sales results. They have a great deal of knowledge about the products they sell, and that’s how they help clients decide on what to buy.

A great salesperson defends their brand with quality, with guarantees, and by knowing the advantages and disadvantages of competitors’

products - they are prepared for any possible argument.

Seven - Coping with stress A good salesperson is able to deal with difficult, demanding situations.

The more things we have to do on a given day, the more daunting everything seems. On the other hand, the more relaxed the day, the more things just seem to slip through our fingers. That is why occasional stress is a good thing - it motivates us to develop ourselves. Long-term stress is destructive and leads to burnout.

Preventing excessive stress and regularly using relaxation techniques can help use develop our resistance to high levels of stress.

Example Don’t skip your summer holidays to keep your sales numbers up. Rest will regenerate your energy, work ethic, and positive attitude. When you warn your customers that you’re going on holiday the next week, it may provoke them to make a quicker purchase decision and help to build a stronger relationship for the future. Two weeks later, they’ll call and ask: ‘How was your holiday? ‘In the meantime, we’ve decided to buy... and we’ll gladly come to you.’

Eight - Being a self-starter A sense of responsibility and the ability to make independent decisions will help you to get even the most demanding client. This will also help you keep your clients from going to the competition.

They are the people who will turn to you for help solving a specific issue, and they will observe your

behaviour most carefully. Do you already have knowledge and experience in what they’re talking about? Do you make your own decisions, or do you nervously call your boss and ask them how to deal with a problem?

You and your boss can determine to what extent you are able to make your own decisions. You can also tell the client (if they surprise you), that something is a particularly interesting issue. Ask them for more details, and then tell them that you’ll see what you can do, that you don’t want to give them any incorrect information. If you make a mistake, apologise and offer some sort of compensation.

Whenever you think you’re having an especially difficult period at work, think about kites. The stronger the wind, the higher they fly.

Grab that wind in your sails every time you do well. Write your successes on a piece of paper and put it on the fridge or bulletin board.

Keep a positive attitude every day.

After all, you can’t climb the ladder of success with your hands in your pockets. If anything sets you back, look at the issue from a broader perspective. Take a few steps back - if only to give yourself a running start. Then run after new customers, new sales, and even better opportunities.

AUTHOR: KATARZYNA SZOBER-PAWLETTA Chairman of EDU-PASSION LLC, manager and business coach. Katarzyna specializes in self-presentation, business etiquette, recruitment, selection, and other preparatory training for professionals whose remuneration depends on sales results and effective conversation and sales skills.

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TOOLBOX AUTHOR: JACEK PASZEK

EXERCISE

Check yourself - which form is correct?

Use the words in the correct form to complete the sentences below: 1. have an impact on something 2. relevant 3. (a) core of something 4. win over 5. strike a deal 6. beneficial 7. (a) template 8. brainstorm 9. committed 10. insufficient

a. If we want to persuade our future business partners to invest in our new project in the Middle East, we have to present a set of ................... facts and arguments in favour of it. b. In her brilliant political speeches, Margaret Thatcher proved repeatedly that she was able to ……………. the hearts of the British people with her strong and emotional rhetoric. c. Nowadays, lucrative business deals may also be sealed in out-of-the-office environments, which tend to be more ................... and conducive to strengthening personal bonds. d. I’m afraid that we are overlooking something here, so let’s not rush into anything or jump to any conclusions before having a constructive ................... tomorrow morning. e. Every new product or service needs a creative entrepreneur and a team of ................... people who, despite various obstacles, turn ideas into realities. f. Doctors and dieticians claim that the kind and the quality of food we eat ................... our health. g. Unfortunately, the board is in two minds, since they have ................... data and information to take action at this point. h. Ladies and gentleman, I would like to take a chance and announce that within two weeks we are going to ................... with one of the biggest retailers in our business sector. i. The marketing department has created a fully customized ................... for corporate presentations, which can be easily modified to suit your various departmental purposes. j.

According to the spokesperson, .................... the problem was a historical dispute between the countries which eventually led to a serious international crisis.

Answers: a) 2 ; b) 4;

c) 6; d) 8;

e) 9; f) 1; © Copyright by Explanator

g) 10; h) 5;

i) 7; j) 3

TOOLBOX AUTHOR: ALEKSANDER SIENKIEWICZ

EXERCISE

Reinforcing emotional intelligence in sales Below you will find a set of questions and exercises that can help you increase your self-awareness and enhance your emotional intelligence. Though they do not cover the entire EQ spectrum, they should go hand-in-hand with your level of knowledge and commitment.

AREA 1. SELF-AWARENESS Complete the following sentences: 1. My strong suits in sales are:

2. My weak spots in sales are:

3. What can I do to best take advantage of my strong suits?

4. What steps can I take to improve my weak spots?

Go through your average weekday. Jot down all the emotions you feel, starting from your commute to work ending when you go to sleep.

Analyze each emotion and think about how it affects your: Well-being at work

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25

26

TOOLBOX

Engagement at work

Quality of work

Be honest and learn from it!

AREA 2. EMOTIONAL STRATEGIES FOR SUCCESS CONFIDENCE 1. In what circumstances do you feel confident?

2. What needs to happen to you and around you to feel confident?

3. How do you feel when you feel confident?

4. Analyze your answers and think about what you can do to feel confident at work and with clients. What changes can you make to feel more confident?

ACTION Every action sparks a chain reaction, which is significant in the context of the result itself. The reaction is often evoked at workshops or in literature about successful sales. Check the sequence of your actions and see how one stage affects the next in your sales techniques.

Action sequence: Thoughts -> Emotions -> Actions -> Results

Recall your last sales meeting. Try to remember what happened in each of the phases: THOUGHTS –What was going through your head before meeting the client? When did you start to think about it? Name your thoughts and try to recall your internal monologue.

EMOTIONS – How did you feel with all those thoughts? Try to jot down your emotions.

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TOOLBOX

ACTION – How did the conversation go? What initiative did you take and how was it received by the client? Try to recall the conversation as if you are watching it on a surveillance camera. Note down what happened, step by step.

RESULTS – Did the meeting end like you wanted it to? If so, congratulations! Analyze your past successful meetings and look for the common denominators for success – in terms of your thoughts, emotions and actions.

If it wasn't successful, think about how that affected your thoughts and the rest of your commitments for the day. For example, if it was your last meeting of the day, think about whether the failure affected your private life. How did you behave while dealing with people around you? Jot down your answers and draw conclusions.

WORKING WITH FAILURE An important aspect of emotional intelligence is how you deal with failure and everyday obstacles. Remember – the more negative your thoughts, the more difficult it can be to overcome hardships. To develop your skills in this area, use the template below to help you shift from negativity (disappointment, anger, rage, guilt) to a constructive solution.

RECALL a particular situation from the past that you perceive as a failure in terms of sales or otherwise. Describe it.

ACCEPT the lessons learnt. Write what you've learned about yourself, your actions, or the situation.

MODIFY –What can you do differently next time to achieve your goal?

Repeat the above sequence and make it a habit every time you fail.

OPTIMISM Maintaining an optimistic attitude toward life, especially when it comes to failure and hardship, is a key skill, particularly in sales.. Answer the following questions: What makes you smile to yourself and others? What would make you feel happy in life and in the moment?

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28

TOOLBOX

What can you do today to start counting your blessings every day? If you feel optimistic in particular circumstances, think about how you can create those circumstances as often as possible – keep a picture of someone or something you love, relax with your favorite music, run, and so on. When you enjoy your life, you will not feel down or angry.

Think about a person you do not particularly like (a certain client for example).

What is one thing you could admire about them?

What could you learn from that person? List at least 1 thing.

Think about them again and see whether you feel a bit better.

SPECIAL TASK Tomorrow after you wake up and look in the mirror say to yourself: “I AM RESPONSIBLE FOR MYSELF AND MY OWN WELL-BEING”.

Smile. Repeat that every day.

AREA 3. SOCIAL SKILLS EMPATHY Some of us have more empathy than others, and that's what helps us adapt to situations easier.

Others are not skilled in that particular area. However, everyone can practice a broader perspective in approaching clients. Recall a specific confrontation you had with a client in the past – a negotiation, a conflict, a refund. Describe it below.

What do you think about the situation? About your attitude, expectations, your client’s attitude and the circumstances?

Think of your expectations, the behavior of the salesperson (you), and the circumstances.

Now imagine yourself in the role of an unbiased observer witnessing the whole situation. What do you think about the circumstances, the expectations and the behavior of both sides?

Gather all your notes and analyze your conclusions and your actions - both taken and planned regarding these situations. Every time you prepare to meet a client, repeat the exercise by putting yourself in the shoes of every party involved. Imagine the expectations of the other party, thus creating a habit of broadening your perspective to consider all aspects of the situation. This will help develop your conflict-resolution skills and your ability to collaborate.

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TOOLBOX

29

CONVICTION Consistency is a key aspect in influencing people using emotional intelligence. An image of an optimistic person who is confident, knowledgeable and believes in what they are talking about works wonders in attracting interest in whatever product or service that person is offering. To reinforce that skill and become more consistent in your sales techniques, try the “attachment” strategy. Answer the following questions: WORK –What makes you feel happy and enthusiastic about going to work every day? List all the reasons that matter to you.

OFFER –What would make you invest in your own product or service? What would make you choose it for yourself? Would you recommend it to you loved ones?

Sometimes we need to think about why we're convinced of the value of what we offer. This makes us consistent in our actions and can work wonders when combined with optimism and enthusiasm. Make sure every conversation you have with a client is as seed you plant in consistent and sales-conducive ground.

My notes

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TOOLBOX AUTHOR: RAFAŁ MRÓZ

INTERVIEW THE CLIENT

Before you prepare the offer 1. A question that reveals the result most desired by the client

2. A question that reveals the true decision-making factor

Salesman: What do you care about most

Salesman: I understand. Besides the price, what else matters to you? OR If the price was acceptable to you, what else would matter?

when buying dairy for your store?

Client: The price matters the most to me.

Client: Low cost of logistics. I do not want to

Salesman: Everyone says that. Why do you

consider price as the most important factor?

Client: I'm not trying to make money on milk, because that's quite difficult. I'm trying to offer certain products at power prices than the competition to get customers in the door.

Salesman: Which products are you referring

to?

freeze money on goods that won’t sell but I do need to have a fridge full of different kinds of dairy, as my clients want variety.

Salesman: Apart from the price and cost of

logistics?

Client: Availibility. So that when I call and ask

for something, it's there. If it's in my offer, I need to have it.

Iceberg discovery

What do you mean by low prices?

What is speedy delivery for you?

How low would the cost of logistics need to be?

My notes

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TOOLBOX

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AUTHOR: IZA KREJCA-PAWSKI

SALES OFFER

Changing the offer’s benefits into value for the customer Example 1: Organizing a company event Your task is to show the client the maximum benefits of choosing your offer for organizing a company event.

Examples of the benefits of the offer: 1) An experienced team who will take care of everything, so you can enjoy the event as much as the rest of your employees.

2) A variety of appetizers and dishes suitable for all 200 employees, who will definitely enjoy the food and the event itself.

Client: a busy marketing executive assistant Value for the client: It will be the first time that organizing an event will not cause sleepless nights or anxiety. You might even be praised for your work instead of handling complaints and criticism from the boss and employees.

Example 2: insurance sales Your task is to show the client the maximum benefits of choosing you as an advisor.

Examples of the benefits of the offer : 1) The advisor goes directly to the client with insurance claims ready to be signed.

2) The advisor ensures the offer is up to date, so the client can focus on their business.

Client: A sole trader Value for the client: Peace of mind

My notes

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32

PSYCHOLOGY OF SALES

From emotional intelligence

to sales success They used to say, ‘sell or die.’ Today we more often say, ‘make yourself stand out, then let the customer do the buying.’ This new direction in sales is both more optimistic and a little scary at the same time. While for years we have mainly studied‘hard’ techniques for making sales, we haven’t managed to develop soft skills to get to know both ourselves and the people we sell to.

Emotional intelligence comes into play here.

ave you ever thought about challenging yourself by taking an IQ test? Anonymously of course, so nobody will know if your results aren’t so good. IQ is an indicator used to measure our cognitive abilities, which, broadly speaking, are understood as our ability to comprehend and deal with the world around us. Over the years, IQ tests have pigeonholed people into those more or less likely to succeed. Fortunately, as our knowledge of both business

H

and psychology has improved, we’ve started to see the additional dimensions of our own potential. Research conducted by the Carnegie Institute of Technology shows that only 15% of professional success is attributable to specialist (technical) knowledge, while as much as 85% is attributable to engineering our own personalities.

Daniel Kahneman, Nobel Prize winner in Economics, further fuelled the discussion on soft skills with research which indicated that people prefer to

do business with those they like and trust, even if they know that their offer is neither the cheapest nor the highest quality.

This new sales reality brings emotional intelligence into play. EQ or EI, as the concept is commonly abbreviated, stand for ‘emotional quotient’ and ‘emotional intelligence.’ According to Psychology Today, emotional intelligence is the ability to recognize and manage both our own emotions and those of other

PSYCHOLOGY OF SALES

people1. Emotional intelligence complements cognitive, rational intelligence, and together they determine our individual potential. Emotional intelligence is measured using the appropriate standardized tools and should never be the basis for any sort of ranking.

Each of us is different, and if we are less developed in one area, we certa1 https://www.psychologytoday.com/basics/ emotional-intelligence

inly make up for it in another. On the other hand, it is vital to know and be conscious of our own strengths and weaknesses in order to be able to take appropriate actions aimed at both taking advantage of our innate abilities and shoring up those areas where we find ourselves lacking.

Both in our relationships with ourselves and our approach to work There are various scientific models which systematize and develop

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Since every journey begins with a single step, when building better sales we should always start by looking at ourselves. It is our personality which determines how we behave, how we express ourselves, and how we perceive the world around us (including others). knowledge about emotional intelligence. Among the creators of such models, the most notable are Daniel Goleman, Jack Mayer and Peter Saloveya, whose research provided us with both measurement tools and useful knowledge. Since I’ve been involved with sales for many years,

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it is from that perspective that we will approach emotional intelligence, using the work of Daniel Goldman for further analysis. Based on my own experience, I think that his approach offers us the most concrete advice about the areas of EQ which we salespeople should devote our attention to. Following Goleman, as part of emotional intelligence, we can distinguish between two groups of competences2:

Group 1: Personal competence Since every journey begins with a single step, when building better sales we should always start by looking at ourselves. It is our personality which determines how we behave, how we express ourselves, and how we perceive the world around us (including others). Emotions are our primary fuel, which means that our ability to recognize and manage them in accordance with the situation, together with our own self-awareness, is absolutely crucial to success. We can include the following as personal emotional competences: a. Self awareness, and with it the ability to recognize and understand our own emotions, preferences, values, and intuitive assessments. In this matter, it is also important to know our capabilities and limitations, which have a direct impact on our self-esteem.

Tip Building self-awareness is a process.

Every day at work, you can implement it in a fairly simple way. You’ve 2 D. Goleman, Emotional Intelligence in Practice, Media Rodzina, 2016.

just finished talking on the phone with a potential client. At the end of the conversation, you heard: “No, and please don’t call me again!” Before you go any further, ask yourself the questions: What exactly do I feel right now?

How does what I feel affect what I do and what results I achieve?

Make sure you don’t discount the chance of another conversation before it even comes up. It’s also extremely important for a good salesman to know and be aware of what they’re good at. b) Self-control, or broadly speaking, control of your emotions and reactions. In everyday life, our skills in this area are manifested in how we deal with change, how we behave in stressful and difficult situations, how we deal with emotional outbursts, and even whether we can consistently take responsibility for the work we do.

Tip We are human, and therefore we feel various emotions. In sales, it is particularly important that they help us achieve our desired result. Let’s say you’re pitching to a new, strategic client. Can you control the stress of preparing and getting closer and closer to finally meeting the client face-to-face? And if I add that your success depends on the success of this meeting? In circumstances of uncontrolled stress, take a few deep breaths and change your perspective, something like this: Change ‘What if I don’t succeed?’ to something more like “I wonder how I’ll feel after the meeting, where I’ll do everything in my power to do well.’ Remember - you’ll always grow emotionally in areas you focus on.

c) Motivation, understood broadly as the ability to use your emotions to set and achieve new goals. In our everyday life, motivation means commitment to our duties, striving for better results, and making the most of opportunities which arise.

Optimism - expressed through positive actions despite difficulties and setbacks - is also very important.

Tip The art of our profession is the ability to deal with rejection and maintain our enthusiasm and self-confidence in such circumstances.

In maintaining internal motivation, the art of setting goals - goals which inspire us and drive us to action instead of overwhelming us - may also be of importance. Think about your work and what you do every day. Do you feel your heart beating a little faster? Are you ready to get up and get moving?

Group 2: Social competence While the skills above relate to how we deal with ourselves, social competence relates to our relationships with other people. Can you build positive relationships with others if you don’t have a positive relationship with yourself? Can we judge others when we don’t know what’s best for ourselves? How can we understand the reactions of others when we don’t know how we react ourselves, and what that comes from?

Goleman lists the following as social emotional competences: a) Empathy, which is the ability to accept the perspective of

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Online: Train your cool Overcoming stress - exercise set

others and awareness of their feelings, needs, expectations and ideas. In sales, empathy is particularly important when the customer expresses dissatisfaction or doubt.

Tip: The next time a client tells you that your offer won’t work, put yourself in their shoes and ask yourself where that response might come from. Instead of clinging to objections, give yourself a chance to understand. b) Persuasion, understood as the ability to influence others.

Tip: In sales, this competence is often identified with techniques for influencing others. That’s fine, provided that you follow the basic rule of persuasion, which is: ‘I’m absolutely convinced of what I’m offering my clients.’ c) Agreement comes from the ability to listen in a careful, open-minded way.

Tip: One of the simplest and best techniques for developing this competence in sales is learning to pause. Listen to what the client says, look at them, and show your interest. Let then finish, and then wait five seconds before you answer. d) Leadership, as in the ability to induce in others a common vision and a readiness to implement that vision. Among other qualities, infectious enthusiasm is an effective sales booster.

Tip: When talking with a client or conducting a sales presentation, make sure you’re expressing actual enthusiasm about the solutions you offer. If you aren’t, it’s time for some homework. e) Cooperation, which is the ability to work together with others to achieve common goals.

Tip: It’s important to be able to accept someone else’s perspective, which in practice boils down to being empathetic and open to mutually beneficial action. f) Conflict resolution is the ability to mediate conflicts in order to prevent or resolve them.

Tip: Here, it’s worth starting from an understanding of what situations evoke an attitude of conflict, and how to behave in such situations.

What we may see as a reason for conflict may simply be a normal way for the client to express themselves.

Emotionally intelligent salesperson Personal competences allow us to build sales consistency in an emotionally intelligent manner. Self-awareness strengthens our credibility, which in turn helps us persuade others. Knowing our capabilities and limitations allows us to effectively develop ourselves, set more realistic goals, and avoid behaviour which may sabotage us. Proper emotional judgement ensures we are ‘fuelled up’ and ready for the specific challenges and circumstances of sales. In sales, we have to deal with rejection, and when such circumstances arise,

we will be able to assertively strengthen our authority and consolidate an important relationship. Ultimately, we take full responsibility for our actions, which is necessary in order to build the best possible version of ourselves.

With empathy, we can reach customer expectations much more quickly, and earn their trust more easily. The ability to listen intently will help the customer honestly express their expectations and reservations. That means we - as professional salespeople - will be able to choose the right solutions for them. If an unannounced conflict arises, we’ll be able to accept the perspective of the other party and find a satisfactory resolution with the necessary flexibility.

Leadership skills and natural enthusiasm will help us gain customer interest.

In the end I know hundreds of stories about people who, for example, were not the best students, people who were told: ‘Intelligence isn’t exactly your strong suit...’ Today, they are managers of capital groups or top salespeople in their organizations.

Given the importance of emotional intelligence, this does not surprise me at all. Not everything is black and white, and really good salespeople need both forms of intelligence.

AUTHOR: ALEKSANDER SIENKIEWICZ

Coach, consultant, author. Elegant sales enthusiast. Licensed Structogram® trainer. The author of Hello? Sales! as well as the XII. Go for your dreams training material. Aleksander has appeared in Poland, Portugal, Belgium, and the Baltic States.

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ways

to build positive customer price perception

Price is one of the main elements which determine whether the customer decides to buy a specific product.

How can you present prices in order to convince the customer to buy? Here are a few examples of how to achieve positive customer perceptions through appropriate price presentation.

f price alone determined purchasing decisions, all offers for a given product, for example on Ebay, would have the same price. This is not the case, however, because the human mind works in a certain way. People often take mental shortcuts, which means that they don’t think about price in terms of “cheap = good”.

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Package offer As research shows, the moment of payment evokes a reaction similar to physical pain in the minds of customers. That’s the effect of parting with your hard-earned money. That’s why - if possible -

we should try to present prices using the ‘package’ approach. For example, if we sell cars and want to offer additional equipment, instead of presenting the price for airbags, special spherical mirrors, and a parking system separately (triple emotional pain for the customer), we present only one price for the ‘safety package’ (pain induced only once), increasing the probability that the customer will decide to purchase additional equipment.

Round prices This technique is often used on restaurant menus. If food items are priced in whole dollar amounts -

for example, $15 instead of $15.50, customers are more likely to order them. In addition, prices without a currency symbol, such as a dollar ($) or pound (£) sign, are better perceived. The point is that people are most likely to pay attention to simple solutions, so they feel a natural attraction to prices that free them from too much thinking and analysis - at least when it comes to food. In addition, comparing relatively complicated prices in any offer may discourage the customer from buying.

Well-calculated prices The price should give the impression that the salesperson calculated it based on real information. If, for example, we sell an insurance

PSYCHOLOGY OF SALES

Online: Defending your price and markup during sales talks

policy for exactly $10,000, the client may be suspicious. Such a price seems to have been pulled out of thin air, and doesn’t seem to reflect the value of the product. If the price of the policy were $9748, then the client wouldn’t feel that someone is trying to stretch it, would understand the proposed amount as the result of a reliable calculation.

Form of payment and price awareness Among clients paying in cash, as many as 66% remember exactly what the price of the product was, whereas only 35% of customers paying by card remember the same information. The rest of those sur-

Subscription offer A very interesting study was conducted regarding the manner in which prices are presented. Customers chose from three magazine subscription options: Option 1: Annual online subscription - $59 Option 2: Annual paper subscription - $125 Option 3: Annual paper and online subscription - $125 Customers chose the following: Option 1: 16% Option 2: 0% Option 3: 84% When option 2 was removed, customers chose as follows: Option 1: 68% Option 3: 32% Removal of the paper only offer changed the context in which customers perceive the price. The package offer ceased to be an attractive offer for them, and they turned their attention to the much cheaper option, option 1.

Source: Dan Ariely, The Power of Irrationality. Wydawnictwo Dolnośląskie, Wrocław, 2009.

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veyed either recall a lower price or forget entirely.

Magic number 9

The ‘Funny Money’ effect

When the price ends in a 9, customers find it more attractive. First of all, you can set the price such that it is associated with ‘spending change’, i.e. $9.99. In customer’s minds, only notes are real money, not coins (the ‘Funny Money’ effect). Secondly, prices ending in the digit 9 are ‘bargain’ prices, as they are associated with sales (which results from our usual mental patterns). Some experts say that lowering a price from $10 to $9.99 results in a 15% increase in sales simply due to the appearance of the digit 9 at the end of the price.

The human mind very often does not register small, recurring expenses at all, and certainly does not pay much attention to paying relatively small amounts. For example, if we sell annual subscriptions for certain services, it’s much better to present the price as ‘less than a dollar a day’ (at $ 0.99/ day) than ‘$361.35 per year.’ You can buy quite a lot for $361, so the client will have a lot more to think about when deciding on such an expense. However, you can’t buy much for ‘less than a dollar,’ so you won’t find much resistance to making such a transaction. We can use the ‘Funny Money’ technique even when selling products one at a time. Mobile phones are a good example of this. We can tell a client who intends to buy a $200 phone that if they use it for two and a half years, this phone will cost them only about 50 cents a day. Any reasonable person would have to admit that that’s ‘almost nothing’ - especially when we consider, for example, that one cigarette a day costs as much as a phone.

Context counts The context in which the product price is presented plays a very important role. Customers are willing to pay an average of twice as much for a drink bought in an elegant restaurant as for the same drink bought in a regular store located next to the restaurant. Studies on the effectiveness of analgesics have

shown that drugs sold at a discount price were considered less effective than those sold at a normal price1.

If customers don’t have information on actual product quality, then price is the only determinant of how quality is perceived. In such situations, the higher the price, the better the customer evaluates the product, both in terms of quality and in terms of its image. Indeed, some people like to surround themselves with exclusive, expensive products which they can’t actually afford.

Price anchoring Anchoring is a psychological phenomenon that involves the use of multiple exposures to a stimulus associated with a specific category in order to increase the chances of using said category in the thought process of the person exposed to the stimulus. How can we use it when building customer price 1 Enrico Trevisan, Wojciech Gorzeń, Richard Zinoecker, Jak zrozumieć klienta i na tym zarobić.

ICAN Institute, Warsaw, Poland, 2013.

PSYCHOLOGY OF SALES

Give your price first The first number that the client encounters during negotiations will serve as a sort of mental anchor. That’s why you should give your price before the client gives theirs. Then, they will create their own arguments on behalf of our position (something like ‘well, the price is high, but there has to be some justification’). Even if it comes down to negotiating the price, the mental anchor still works to the advantage of a higher amount, so the result is better for us than if we let the customer give their expected price first.

perceptions? If, before learning the price, the client is exposed to a number of stimuli associated with the large numbers, then the chances that they will accept the high price of a product or service are increased.

Example: When the customer enters a store, they see a large board which displays the number of fans the store has on Facebook (let’s say that the store has 235,000 fans).

Then, the fist products they see have very high prices, and large numbers themselves constitute an element of the interior design of the store. In this way, the customer

is exposed to a series of stimuli which all include large numbers.

Such a customer will be less critical about the price of the product that we want to offer them, assuming that the price of the product is also relatively high.

Comparative pricing This technique is based on presenting a high price alongside an even higher price, making the former seem reasonable.

Downsizing In this method, the price is left unchanged while, for example, the amount of product in each package is reduced. This method can also be used in the case of services, for example by offering a smaller range of services at an unchanged price, or vice versa. This makes it easy to show the customer that they’re getting more for the same amount, so all in all the service is cheaper than the competition (in that case, we’re talking about the phenomenon of upsizing).

A variation of downsizing is offering products whose prices can not be

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easily compared with the competition. One famous example is the 200 ml cans of Coca-Cola sold in discount stores (whereas other stores sell 330 ml cans). The price of a 200 ml can is not easily compared with that of a 330 ml can, so even though the customer thinks the 200 ml can is very cheap, it may not be.

Big doesn’t always mean cheap Most people think that buying a product in a larger package is always less expensive (per unit) than buying the product in a smaller package. This pattern is based on the belief that the wholesale price is always lower than the retail price. A visit to the nearest supermarket can verify such beliefs - for example, a medium pack of diapers is usually cheaper than a large pack, and a large package of baby formula is most often more expensive than a smaller one.

The solution to the puzzle lies in the conversion of the price per unit of the product - for example, the price for 1 diaper or 1 kg of milk.

Most people don’t do this, and when faced with a choice between 350 g for $18.50 and 800 g for $46.40, they choose the ‘wholesale’ product, thinking that they’re paying less. Meanwhile, the price of a product in the larger package is higher in this case when converted into kilograms.

AUTHOR: MICHAŁ LISIECKI

Manager specialized in export sales, coach. Michał actively monitors and implements new sales trends, from motivating the sales team and building inspiring stories to help persuade clients, to applying NLP in the work and personal development of salespeople. He is the author of a sales blog.

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7of ahabits highly effective networker

More and more often, we hear that in order to achieve strong sales, we need to build a large and strong network of contacts - to have people whom we can call and who can call us if they need advice, information, recommendations, or just a push in the right direction. So how do we build contacts which will create the social capital from which we can reap some profit?

know a certain salesman, and if you met him without knowing what he does, you certainly wouldn’t guess that he works in sales: he’s calm, rather introverted and even phlegmatic. He’s worked at the same company for many years, and from the very beginning he has won awards for the best sales results.

Even during the crisis, when most of his colleagues recorded huge drops in sales and reduced their targets by 70%, his sales only declined by 20%.

When asked about the secret to his professional success, and how to achieve such phenomenal results, he responds simply: “Relationships with people. “I build them wisely, and I care about them - and that brings me results.” Fascinated by this secret, I began to explore the strategies of those who have based their success not only relationships with people, but on wise management of their social capital.

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Networking - the key to professional success More and more often, we hear that it is difficult to win clients, and even more difficult to keep them. We hear that there’s a lot of competition, and that ultimately we have to compete on price. We hear that customers

have increasingly higher expectations, and that even though client service is getting more and more expensive, they aren’t willing to pay more. We hear that customers already have their suppliers and that it’s hard to get on their list, and when it comes to the sales presentation, they’ll choose the one they know or the one that’s cheaper. Have you experienced such a situation at least once?

On the other hand, in the first place, there are those who do get these contracts. There are those who keep their prices high and still have customers. There are also those whom others recommend, and finally, those who achieve results no matter what the market situation is - despite high customer expectations and intense competition. Therefore, the question arises: How can I be one of those salespeople, how can I get ahead of the competition in terms of information and clients? Both the example of the phlegmatic salesperson described above and my observations show that it’s networking skills which distinguish good salespeople!

Social capital pays off Networking is like gardening - you need to cultivate relationships

Myths and facts about networking For a lucky few of us, networking skills come naturally. The vast majority, however, simply don't know how to develop these skills. That’s why it seems difficult, why there is so much confusion. Over the years, many myths on the subject of networking have come up.

Networking is like gardening - you need to cultivate relationships over time, to take care of them and look after them, and only then will they blossom and bear fruit.

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We can only build relationships through friends

Only face-to-face relationships can be effective

Networking is just using people for your own benefit

Many salespeople, especially in situations of change and development, have no choice but to implement their networking strategy among people they don’t know. And many succeed.

You have to work to develop contacts and the same goes for contacts with people you don’t know.

Looking at the experience of various salespeople, it is clear that while valuable relationships come from direct networking, the Internet is increasingly used to establish and strengthen ties in business and private life.

Many people use networking skills inappropriately, giving them a bad name. Often, when we make mistakes, we lead people to feel that we’ve built relationships simply for our own purposes and benefit. Real relationships can be based only on trust and sincere, mutual satisfaction.

Networking is just giving out business cards

Networking is just for extroverts

Though many in Poland still see it this way, this really has very little to do with marketing. A business card is a way to exchange contact information, whether it is merely a marker of your presence or a sign of more meaningful cooperation is entirely up to you.

Studies show that only 10% of people have a natural gift for networking. The vast majority of people have to learn it. It’s a skill - like any other - which can be learned through practice and improvement.

over time, to take care of them and look after them, and only then will they blossom and bear fruit. This is the accumulation of social capital.

Just like financial capital, social capital may be multiplied, but also spent. The more you put into your account, the more you will be able to share, multiply, or put to use.

With regards to your network - the more value and commitment you

give those in your network, the more social capital you will accumulate.

Accumulating social capital takes time and requires commitment.

From the beginning, master networkers adopt behaviours which allow them to move in circles of valuable and influential people.

This skill in itself is one of the most effective marketing strategies,

making it possible to build business contacts and achieve above-average sales results. It gives you the opportunity both to find ideal business partners and to learn from entrepreneurs with more experience in the business world and exchange experiences with representatives of a wide range of industries. The best way to learn networking is simply to practice it.

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The most effective networking habits 1. Bring people value From the very beginning, the best networkers bring value to others.

They are able to identify a problem or need and indicate a solution, source, or person who can help.

Often, they immediately take action and put you in contact with the person you’re looking for - even if that person isn’t associated with their service or industry. Such people are the most valuable.

My clients don’t only turn to me for services. They know they can call me, and they do so when they’re looking for a reliable employee - even though I’m not a recruiter. Recently I helped a client find a doctor - in fact I knew just whom to recommend.

Networkers simply love to serve others. And what’s the result?

When you bring value to someone, you build a relationship. What do you think - who will they call when they need services in your area?

And when they hear that their friend needs your product or service - who will they recommend?

Listen to what others say and help them solve problems. In this way, people discover who you are and what you can offer for them and their company, and they will remember you when they need something. Therefore, if you can help someone, do so. Someday, they will be able to return the favour.

2. Ask insightful questions People love to tell stories about themselves, about their activities, projects, and businesses, and about their successes and experiences. If you want to establish relationships with someone, try to get to know them better.

Many people make the mistake of talking about themselves. The most advanced networkers are those who listen more than they say. Often, real needs are hidden ‘between the lines,’ as they say. And most people listen only to be able to answer, not to be able to understand. A networker wants to understand, because that makes them better able to serve others.

3. Be prepared Before any meeting, networkers review the list of participants and browse their LinkedIn or Facebook profiles. That allows them to learn what they have in common and what has changed in their professional and private lives. If they find a topic of interest to the other participants, that can be a natural conversation starter. Even if they are people in your network, you don’t always know what’s happening in their lives, what they’re currently wor-

king on, what they’re looking for.

Thanks to the social networks, you have access to the news they share, which allows you to find a specific topic which is interesting for all parties.

4. Tell a story which people will remember If someone asks you what you do, don’t recite a 60-second ‘elevator speech’ word-for-word. No one will listen. Talk about what problems you solve, why people come to you, how you can help them.

Speak from the heart, speak what you feel. That will be authentic.

Talk about your passion, about what draws you to your profession or what interests you privately. This builds the interest of the other party. In this way, you can quickly establish the level of communication with the other person. I’m a great believer in authenticity. Presenting your title or position does not build relationships.

5. Do summaries and follow-ups What do you do when the event comes to a close? Most people would say, ‘I just go home.’ And by doing that, they miss the most important

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aspect of networking. Networking masters emphasize that they do summaries of conferences and events, giving them a starting point from which continue the topic, discussion, or issue with a given person, group or company. Those who make the best use of ‘one-on-one’ meetings tend to summarize them and then send a short thank you note after the meeting. It may seem small, and it doesn’t cost anything or take much time, but it distinguishes them among the dozens of people you may encounter at meetings, discussions, and conferences.

6. Keep promises - even the smallest ones It doesn’t matter what you promised, or to who - even if it’s a short email or phone call the next day just do it. Keeping your promise testifies to your character and shows

that you are reliable. You build your reputation as someone to count on, and that’s how every networker wants to be perceived.

7. Appreciate and take care of your contacts This is one of the most difficult habits of those who care about their network of contacts. The idea is to be present in the lives of those in your network and to add value to their lives, careers, and businesses.

Some keep a blog and share knowledge in their area of specialty.

Others use mailings and newsletters to stay in touch with others.

Others participate on forums and share interesting information and articles on business, the market, and life. Some use online applications to maintain contact with an ever larger group of friends. I also know some more ‘traditional’ people who occasionally call around

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just to ask what’s new and share a few thoughts.

Regardless of whether we adhere to one or all of the rules, or whether we create our own solutions, there is one key issue without which networking would be simply empty words. The way we operate in our circles must be our own - suited to our personality and consistent with our principles and beliefs. Otherwise, networking will remain a difficult, artificial and uncomfortable activity conducted out of necessity, without conviction, and thus without results.

AUTHOR: BEATA KAPCEWICZ

Entrepreneur, trainer, coach, management adviser. Beata has guided nearly 60,000 people through changes and helped them develop their potential and achieve better results in life, business, and relationships.

She is the author of 4 books, including Networking in the career. She is a development expert at leading newspaper Rzeczpospolita, the TVN BiS television network, and the wp.pl news portal.

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B2B client loyalty

Getting a new client doesn’t mean they will stay with you forever. Holding the client using provisions in the sales agreement isn’t a good solution either. What can you do to ensure that the business relationship you’ve built lasts for a long time and allows you to build a healthy business based on predictable income?

client who uses our product or service for a long time is much more valuable than one who only makes a oneoff purchase. In addition, it’s much cheaper to retain an existing client and persuade them to make another purchase than it is to acquire a new client. And if that wasn’t enough,

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a survey conducted at over 250 B2B companies by the organization Loyalty360 1 shows that three1 Loyalty 360 Customer Loyalty Techniques for Business to Business Marketing Programs survey, conducted in September-October 2010 among over 250 directors and managers specializing in customer loyalty. https://goo.gl/ BdDOpm.

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Online: First of all: communicate effectively!

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Client loyalty - the two decisive factors HubSpot, a company offering online marketing tools, points out that client loyalty is determined by the two elements described below, which are much more important than gift cards, loyalty programs and discounts 1. The latter works primarily for those in the B2C sector, whose relations with clients are often transaction transactional. What should you do to ensure loyalty in B2B?

1. Make sure they benefit

If, from the moment of purchase, clients regularly benefit from product or service, that’s a sign that they will probably cooperate with us for the long term. It’s worth making sure of that, ideally immediately after purchase.

This can be described as a ‘business honeymoon’ - the client is excited about the new purchase and what it provides their company. Taking advantage of this moment, we can make sure that the customer actually uses our product properly, especially if it’s a solution with a wide range of capabilities (e.g. cloud computing software). We should be aware of the fact that our solution is new to the client, and that they may not yet have the knowledge necessary to use it in the optimal way. We should help.

Example: The company Ahrefs.com offers a tool for website analysis and search engine optimization (SEO). After purchasing the service, we receive cyclical e-mails from the head of marketing containing useful advice related to the best possible use of the tools and functions offered. It is worth doing the same, creating and providing clients with content to help them better understand and benefit from our offer.

2. Care about communication

Educating your customers goes hand-in-hand with open and direct communication. If we build and maintain a good relationship with the client, we nurture their loyalty to a greater extent than if we merely offered them a loyalty program or discounts. In the B2B sector, it’s important that communication not only take place with the person who, for example, created an account on our website and made a payment. Our goal should be to maintain communication with the entire company, and above all with people who make decisions for the company, those who influence the opinions of others, and those who use our solution. To approach holistically, we can offer the customer various environments for exchanging opinions, including forums and closed groups on Facebook or LinkedIn. The more opportunities for dialogue we create, the better. An additional benefit: after creating environments for exchanging opinions, we notice which sorts of clients are the most engaged. This knowledge will be useful in subsequent activities related to acquiring new clients and leads - we will know to whom or to which industry marketing activities should be addressed.

quarters of respondents acquire about 20 percent of their new clients through recommendations from existing clients. Does that mean it’s not worth focusing too much on looking for new clients? Of course not; nevertheless, if we manage to retain enough clients for the long term, we ensure ourselves more

Example: Oracle, which specializes in IT solutions, has created its own online forums where managers, IT professionals, and IT administrators can communicate. In short: all clients. According to the service MarketingProfs, after implementing the solution to increase client engagement, Oracle improved retention by more than 20%2.

1 Article. What B2B Marketers Need to Know About Customer Retention, HubSpot, February 2012, https://goo.gl/Wdeyb9 2 Article. Why Customer Satisfaction Doesn’t Mean Customer Retention — and What You Can Do About It, MarketingProfs, December 2010, https://goo.gl/MlPfP9

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Fig. 1 Acquisition vs. retention TO ACQUIRE A NEW CLIENT, YOU HAVE TO SPEND AN AVERAGE OF FIVE TIMES AS MUCH AS IT WOULD COST TO ENTICE AN EXISTING CLIENT TO MAKE ANOTHER PURCHASE. MEANWHILE, MOST COMPANIES FOCUS MORE ON ACQUIRING NEW CLIENTS THAN ON TAKING CARE OF EXISTING ONES. HERE ARE SOME DATA AND STATISTICS RELATED TO CLIENT RETENTION AND ACQUISITION: To acquire a new customer you have to spend five times as much as it would cost to make a sale to an existing customer.

$1 $5 Only 40% of companies and 30% of agencies place equal priority on retaining existing clients and acquiring new ones.

40% 30% Increasing customer retention by 5% ensures 25-95% higher profits.

5% 25-95% 44% of companies are more focused on acquiring new customers than on serving existing customers. Only 18% place higher priority on retaining existing clients than acquiring new ones.

44% 18% 89% of companies consider satisfaction as the key indicator which determines client loyalty.

89% 50% of existing clients will try out a new product or service, which is 50% higher than for new clients.

31% of existing clients are willing to pay for the product or service about 31% more than new customers.

50% 31% 60-70% - the probability that a given product or service will be sold to an existing client;

60-70% 60-70% - the probability that a given product or service will be sold to a new client;

60-70% 76% of companies believe that CLV (Customer Lifetime Value) is an important indicator of the good condition of the company, though only 42% are able to measure this indicator in an objective and accurate manner.

76% 42% Source: Econsultancy.com, https://goo.gl/I8ZNmE, https://goo.gl/wewUOW, https://goo.gl/MAvLMJ

CUSTOMER RELATIONSHIPS

A client who uses our product or service for a long time is much more valuable than the one who only makes a one-off purchase.

In addition, it’s much cheaper to retain an existing client and persuade them to make another purchase than it is to acquire a new client predictable and stable incomes.

That, in turn, will directly translate into keeping your company in good condition.

What can help us assess retention?

In the B2B world, we should care for client loyalty in such a way as to associate the entire company with us, rather than a single employee (i.e. the purchasing manager who placed the order.) Why? There are at least two reasons. First of all, a single employee may change jobs or be dismissed, in which case we may lose a business relationship built up for months or years. If only that employee knew and used our product, or if that employee was our only evangelist in the company, then our entire relationship will hang by a thread. Secondly, the B2B purcha-

sing cycle takes place on a quarterly basis - that’s when companies set their budgets and place orders. So if we lose contact with a given client, it may take a quarter or more to regain cooperation, and sometimes it is not possible at all. Considering that B2B contracts are often concluded for high amounts, the loss of one client can seriously damage the condition of your company and, for example, force it to lay off employees.

Bearing these factors in mind, it’s worth taking action to build business relationships with whole companies, rather than individual employees. In a moment we’ll explain what to do to retain clients, but now

we’ll present two more indicators helpful in retention assessment.

The first is NPS (Net Promoter Score), which determines loyalty using a survey. It can be as simple as creating and sending your existing customers the question: ‘Would you recommend our service or product to others, and, if so, how much?’

Then ask for an evaluation on a scale of 1-10. Replies are divided into three categories: Promoters (people who gave you a score of 9 or 10), Neutral (7-8), Critics (0-6).

Promoters are clients who are satisfied and loyal, who will continue

Table 1. How marketers use online sources to build retention or acquire clients Source

Acquisition

Retention

Used equally

Search engine ads

86%

2%

13%

Online ads (i.e. banner ads)

85%

4%

11%

SEO

66%

6%

28%

Retargeting online

61%

22%

18%

Mobile websites

52%

18%

30%

Notifications on websites (i.e. popup windows)

34%

39%

27%

SMM

31%

28%

41%

Mobile apps

30%

44%

26%

Company website

29%

16%

55%

Phone messages

23%

58%

19%

Email

21%

52%

27%

Source: Marketingcharts.com, https://goo.gl/8GUaht

47

48

CUSTOMER RELATIONSHIPS

Fig. 2. Most effective marketing activities for retaining clients 4% - search engine ads 6% - affiliate marketing 8% - mobile ads 7% - online video ads 12% - online ads 13% - SEO 26% - referral marketing 32% - content marketing 37% - social media marketing 56% - email marketing Source: Marketingcharts.com, https://goo.gl/EybNLT

to shop with you and recommend you to other companies when the opportunity arises. Neutral clients are companies which are satisfied with our offer yet don’t show particular enthusiasm for it, indicating that they are open to competitor’s offers. Critics are clients dissatisfied with the current cooperation - these are also companies which may harm our brand, for example by publicly criticizing our offer or pricing.

The second indicator is CRR (Customer Retention Rate). It allows you to assess how long the client will stay with you. Determining the CRR depends on your business model. Most often companies use the following formula: Retention = x (the number of clients working with us for at least two years) divided by y (the number of clients who worked with us for only one year), multiplied by 100.

As such, if 150,000 customers purchased from our company in 2015, of which 97 thousand made further purchases also in 2016, the CRR calculation is as follows:

97 000: 150 000 = 0.64 x 100 = 64.6%.

This is a very good result. A CRR of lower than 35% is considered weak.

Retention means communication Consulting firm Bain & Company reports that 60-80 percent of clients who evaluate cooperation with a given company as satisfactory do not return to said company for another order2. How is that possible? Blame poor communication and relationships. Satisfaction with the quality of the product or service is not important if the client cannot remember who exactly provided the solution when it was needed (e.g. six months earlier). Nowadays, clients have a lot of choice, which means that building relationships is fundamental for retention.

Although communication and marketing tools allow you to personalize messages and offers, companies should not forget about building relationships through real-life, face2 Bain & Company, The Value of Online Customer Loyalty and How You Can Capture It, https://goo. gl/XjgnOI

Satisfaction with the quality of the product or service is not important if the client cannot remember who exactly provided the solution when it was needed (e.g. six months earlier). Nowadays, clients have a lot of choice, which means that building relationships is fundamental for retention.

-to-face meetings, for example during meals or excursions. “The more personal and authentic the relationship, the longer it lasts,” argues Randy Garn, co-founder of Skipio, a company which helps others build business relationships.3 3 Article. Acquiring New Customers Is Important, But Retaining Them Accelerates Profitable Growth, Forbes.com, June 2016, https://goo.gl/lryiDn.

AUTHOR: GRZEGORZ KUBERA

Founder and CEO of IT consultancy firm Sergiala Tech and the GLIVE.pl startup studio.

Experienced manager, editor of technology industry magazines and websites including StartUp Magazine, LAPTOP and benchmark. pl. Author of more than a thousand articles on technology and IT, business, learning, and personal development. Grzegorz has published in PC World, Rzeczpospolita, Focus, and Newsweek Polska, among others. He is the author of the bestseller Creating a Unicorn: From an Idea to a Million-Dollar Startup.

GLOSSARIES: POST-PURCHASE SERVICE: HOW TO BUILD CLIENT LOYALTY affiliation – a connection with something, e.g. with a brand alter - to change something, or to cause something to change bargain hunter - a person who looks for a place or occasion to buy something cheaper than usual be prone to sth/do sth – to be vulnerable, easily influenced bind - to connect, bring together (bind somebody to something - to force someone to keep a promise) cognitive dissonance - a state in which there exists a psychological tension due to the incompatibility between a person’s expectations, beliefs or attitude and his/her behavior deprecate - to dissaprove or underestimate digital native - a person who is very familiar with digital technology, computers, etc., from an early age drawback - a disadvantage or the negative aspect of a situation driving force - someone or something that has the ability to make things happen eager - wanting very much to do something exceed - to surpass others, to go beyond (e.g. quantity or rate) fanboy – a person who is very enthusiastic about someone or something get to the bottom of something - to discover the cause of something intricate – complex, difficult to understand or solve due to the existence of many elements jot sth down - to write something quickly pave the way – to create a situaton in which something is possible pin down something - to discover the exact details about something pinpoint - to identify something exactly purchasing power - a person’s ability to buy goods; the value of money considered as the amount of goods it can buy refund - an amount of money that is given back to a client, usually when they are disappointed with a product or service that they have bought reluctance - an unwillingness to do something; substantiate - to prove that something is true; to confirm withdraw - to take back or to remove

CLIENTS URGENTLY WANTED bilateral - involving two sides/parties humility – the quality of being humble

intertwined - twisted together, entwined, difficult to separate lull - to cause someone to sleep; soothe or calm put yourself in somebody's shoes -to imagine how someone else would feel in such situation set something/somebody apart – to make something better than others of the same type, to make noticeable stick with something - to continue supporting someone or something, even when things go wrong track something/somebody down - to look for something or someone until he/she/it is found

BEFORE YOU CLICK ‘SEND’ attachment – a computer file that is sent together with an email message clarity - the quality of being clear and easy to understand, lucidity come up with something - to devise, produce or supply something credence – the mental attitude that something is true and believable inventory - a detailed list of all products, materials in one’s possession, usually in stock; all items on a list; the process of making such a list shipment - a quantity of goods sent together to a place, or the act of shipping such goods stockroom - a room in a shop, factory, or office in which a stock of materials or goods is kept for use or sale verbose – using or containing more words than are necessary

SO YOU COULDN’T CLOSE THE SALE - WHAT'S NEXT? deceive - to mislead someone; to cause someone to believe in something false impeccable – perfect, flawless impose – to force someone to do something ostensibly – apparently, seemingly oversimplify - to explain something in such a simple way that it is no longer correct or true and may cause distortion or error overwhelming – overpowering, impossible to resist pitfall – unexpected, hard to predict difficulty stuck - unable to change or get away from a difficult situation

terminate - to cause something to end thwart - to prevent something

8 QUALITIES OF A SUCCESSFUL SALESPERSON beg the question - to claim that something is true, even though there may be no evidence cookware – utensils used for cooking credibility – the quality of being believable and trustworthy daunting – discouraging, intimidating get caught up in something - to become involved in something, often without wanting to set back someone/something - to delay or stop something sweep something under the carpet – to try to hide or ignore a problem that may cause other problems talk down - to depreciate, persuade someone that he or she has little worth vacuum – the complete absence of matter; empty space

7 HABITS OF A HIGHLY EFFECTIVE NETWORKER adhere – to stick to something bear fruits – to get successful results from something elevator speech (or: elevator pitch)– an extremely short presentation of yourself, your products, your services or your business idea influential - having a lot of influence on someone or something pace - the speed of progress or change reap the profit - to receive all benefits which result from certain actions social network –online services which allow people to communicate and share information using a computer or mobile phone

B2B CLIENT LOYALTY bear in mind - to remember/think about something when making a decision business honeymoon – a situation when the client is excited about a new purchase and what it provides their company entice - to persuade someone to do something by arousing hope or desire evangelist – a person who represents a brand and wants to promote it everywhere, as much as possible hang by a thread – a risky situation when something depends on a small detail holistacally – looking at a problem/issue as a whole, not as separate elements key indicator – one of the most important factors that shows the progress of a project/ situation in a company lay off – to dismiss an employee or employees due to lack of orders or money for salaries

one-off – something that happens or is made or done only once and is not repeated retention - the ability of a company to retain its customers over some specified period subsequent - happening after something else

FROM EMOTIONAL INTELLIGENCE TO SALES SUCCESS attributable – caused by something boil down to something – to reduce something to its fundamental element induce - to persuade someone to do something make up for - to compensate for something bad with something good manner - the way of doing something pigeonhole – to label someone unfairly; to classify someone into a category, according a stereotype quotient - the result of the division of one number by another

12 WAYS TO BUILD POSITIVE CUSTOMER PRICE PERCEPTION analgesic - a type of medication that stops you from feeling pain cease – to stop something pull something out of thin air - to produce something seemingly out of nowhere, as if by magic recurring – happening many times, repeatedly retail price - the price that customers pay for goods in stores shortcut – a shorter or quicker than usual way of doing something stimulus – something that causes a reaction wholesale price - the price that a store or business pays for goods that it then sells to the client

FIRST OF ALL: COMMUNICATE EFFECTIVELY!

Onli ne only !

customized - to make or modify something according to someone’s individual requirements forte – a person’s strong point, specialty pertain to something – to relate to something pivot – to spin; the crucial factor of something resemble - to look like or be like someone or something streamline - to improve the effectiveness of an organization, often by simplification widget - an element of a graphical user interface that displays information or provides a specific way for a user to interact with the operating system or an application

EXERCISES I. Find a false friend in each sentence.

1) There is increased concurrences in the market from other countries.

2) Please fill in the blankets with your personal details.

3) As the attachments we can offer you our prospectives.

4) This may be a rather curious conclusion.

5) Please enclose a compliment to the previous offer that you sent via e-mail to our client last weekend.

II. Choose the correct phrasal verb in each of the following sentences: 1) In order to get on/ get up successfully in your business you need to have clear goals.

1) You may well finish off/ finish up achieving more than you expected.

1) I think you should sort these things off/ out with your supervisor.

1) What kind of problems are the hardest to deal in/ with?

1) Working with a team can bring round/ up all sorts of new ideas.

1) If a problem comes across/ comes up, you certainly ask for help.

1) It`s good idea to talk through/ talk round your ideas with someone you trust.

III. Write the plural form of the nouns. singular 1. dictionary 2. man 3. city 4. emphasis 5. self

plural

Using like.

1. Like can be a preposition, meaning similar to.

She looks like her father, doesn`t she?

Like my dog I hate the noise.

2. We use like in questions when we are asking for a description of a person, place or thing.

What`s the food like? `Oh, delicious.` 3. Like can mean such as/ for example.

Let`s go for something nice like/ such as going to that new restaurant, shall we?

4. Feel like + object/- ing is used to talk about something we want or want to do.

I feel like (eating) some French fries.

5. Seem/sound like + object is used to introduce an idea we may not be completely sure about.

It sounds like a good idea.

6. Like is not used before an adjective on its own.

They seemed bored by the last conference.

IV. In which sentences like is used inappropriately?

1) If you want to be a successful salesperson, you should think of something to start with, like a good plan.

2) Like a salesperson - one with a lot of enthusiasm and a willingness to share their knowledge - also advises and serves their clients well.

3) For matters over which you have no influence, write down what aspects of your personality will help you overcome like difficulties, or how you can cope with them.

4) On a clean sheet of paper, write everything that you like about your job.

5) Like the previous offers, this new offer didn`t convince me at all.

6) It might not be like a good idea.

7) Sharon seems like surprised by the decreased revenue from April to May.

QUIZZES V. Complete the following sentences using the words or phrases below. One word or phrase will not be used. broadly

undoubtedly account narrow down shoes seeking

1) Prospecting - widely understood as the process of ____________________ new clients.

2) When conducting a strategic sales analysis you should at first put yourself in the client`s ____________________ : 3) After defining the clients you're looking for, you should ____________________ areas where they can be found.

4) If you take into ____________________ companies offering financing for entrepreneurs (leasing, loans), you should be aware that such clients are often demanding.

5) Databases are ____________________ quick solution for generating leads.

VI. Choose the correct answer.

1) Salespeople are pragmatic when it comes ____________________ first impressions. a. to b. with c. on 2) Most salespeople do not pay attention ____________________ the last impression they make on potential customers. a. on b. to c. for 3) You should avoid presenting your offer in complex phrases - they are difficult ____________________ understand. a. to b. for c. in 4) When creating an offer, never start ____________________ who you are, but what results you provide. a. with b. from c. off 5) ____________________ the end you can write something more about yourself and your company, but only in a way which is interesting for the reader. a. o n b. i n c. at

VII. Complete the tips with the words below. count

set

consider

give

build

1) ____________________ customer price perception.

2) ____________________ the impression that the price was

calculated based on real information.

3) ____________________ the “Funny Money” effect.

4) ____________________ the price such that it is associated with ‘spending change’, i.e. $9.99.

5) ____________________ the context where the product price is presented.

VIII. Match the sentences halves. Use the words in bold to help you.

1) I hope to work hard so I can achieve 2) Congratulations! You`ve met 3) I`m hoping he`ll achieve 4) I hope to fulfill 5) He took a. my dream of meeting the expectations of my customers. b. all your sales targets for this month. c. all my goals. d. all his aims. e. the effort to work out a new solution

IX. Cross out the word which does not belong.

1) a panel of experts/ speakers/ leads 2) a collection of short stories/ information/ e-books 3) a pack of lies/ question/solution 4) a herd of demanding clients/ papers/ unsatisfied recipients 5) a piece of attachment/ advice/ information

Suzan: S ____________________ t ____________________ i ____________________ 2 , but haven`t we discussed that in detail recently?

Bartek: Yes, but still ...

Amy: S ____________________ 3, Suzan, but, c ____________________ y ____________________ l ____________________ Bartek f ____________________ 4 ?

Amy: So, it seems we have to rethink our networking strategy, w ____________________ d ____________________ y ____________________ 1 think?

Suzan: S ____________________ 5, Bartek?

Bartek: Well, I ____________________ j ____________________ w ____________________ t ___________________ s ___________________ 6 that if we pay more attention to networking and advertising on the Internet, we can establish and strengthen our business ties.

Bartek: Yes, I guess we need to concentrate more on building credibility with our recent clients, for example...

Suzan: True, we should try to build something like social capital.

X. Complete the conversation.

Amy: I think that's a key point.

I think it will be worth it if we make a list of pros and cons of building credibility using networking.

A __________________ c ___________________7 Suzan?

Suzan: I think it sounds like a good idea.

Answers II 1. get on; 2. finish up; 3. sort out; 4. deal with; 5. bring up; 6. comes up; 7. talk through I. 1. concurrences should be: competition; 2. blankets should be: forms; 3. prospectives should be: brochures; 4. curious should be: bizarre; 5. compliment should be: complement

VI 1. a; 2. b; 3. a; 4. a; 5. c V 1. seeking; 2. shoes; 3. narrow down; 4. account; 5. undoubtedly

X 1. what do you; 2. sorry to interrupt; 3. sorry; 4. could you let Bartek finish; 5. Sorry; 6. I just wanted to say; 7. Any comment IX 1. leads; 2. information; 3. question; 4. papers; 5. attachment VIII 1. c; 2. b; 3. d; 4. a; 5. e

IV 2.; 3. should be such; 6., 7. without like.

VII 1. build; 2. give; 3. consider; 4. set; 5. count;

III 1. dictionaries; 2. men; 3. cities; 4. emphases; 5. selves

ONLINE ZONE

www.sell-it-in-english.pl

Welcome to the ONLINE ZONE, where you can find additional materials not available in the paper magazine. We especially recommend:

Articles

Toolbox

Who do we buy from and what are the characteristics of a successful salesman?

Check yourself – which form is correct? – exercise

Turn a No into a Yes

Reinforcing emotional intelligence in sales – exercise

Twelve myths of sales

Changing the offer’s benefits into value for the customer

Train your cool

Interview the client: Before you prepare the offer

Defending your price and markup during sales talks

Overcoming stress – exercise

First of all: communicate effectively!

Script: increasing your average sale

Additional materials are only available for E-PLUS and PREMIUM subscribers.