Previously, we reviewed a few of the classic sales closes and how they don’t work in our current sales environment. There are two other classic closes that we should review to understand how they fit into our new global sales environment.
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Here’s a tip I’ve learned in my travels through the sales landscape – words matter! The words you use help frame the situation. And how you frame the situation will either expand or limit your options in resolving objections and mastering negotiations.
Consider the negotiation process. There’s plenty of phraseology out there that highlights “battling” an objection. Now, if I’m trying to do business with you, I don’t know if we are necessarily going to do battle. I think the wiser choice is to first find out where we both agree. Continue reading
Here’s an sample sales call dealing with sales objections pulled from our field experience.
My team and I were working with an NHL team that was selling a complex sponsorship package to a small to mid-sized furniture chain around Columbus, Ohio. In this particular situation, the sales rep was selling this package to a furniture store with four locations.
The sponsorship package consisted of a digital footprint, in-game signage, which would drive some traffic to the organization’s website, as well as other media including a mix of radio and TV ads. And they were also trying to sell a little hospitality which included a visit from one of the players to come to store openings, and the grand re-opening Continue reading
As salespeople, one of the challenges we have when encountering a sales objection is we tend to react in the moment. Now, don’t get me wrong – I’m all for flexibility and spontaneity. In fact, I think salespeople need to be more spontaneous and flexible.
However, when someone puts forth an objection, you have to first get them define, defend, and explain what they are objecting. Otherwise, you’re simply reacting to your interpretation of the prospect’s statement. Which means you’ll miss the opportunity to address their real issue. Continue reading
Back in a previous post, I outlined a sales call where the sales rep, after performing his diagnostic session, removed all documentation off the table, presented relevant evidence, and focused on the one solution that was going to address my challenge.
I emphasize the fact that he removed all documentation off the table because it highlights one important fact: More information is not better. We want to get the need or the issue right and give them enough relevant information. Too much irrelevant information causes confusion. And confusion leads to doubt. Continue reading
As salespeople, we have to use forms of evidence to help convince, persuade, and influence the buyer. Remember, everything from here on out relies on the three elements of our Specific Interest Statement: presenting our solution, referencing the primary interests, and appealing to their buying motive. Now that we have that foundation, we need to climb our way to the top of the mountain over obstacles using evidence, practical applications, and showing the benefits of our prescription. Continue reading
Once the salesperson has diagnosed the problem correctly, they need to present the right prescription in such a way that it persuades the buyer to see value in the solution or opportunity. As salespeople, we need to gain the high ground in order to overcome doubt quickly and effectively.
And what inherently overcomes doubt? Evidence!
Check this out this sales example and discover what’s revealed in the process. Continue reading
One thing you have to remember when you’re standing in front of your prospect is that they perceive everything you say as suspect. After all, you are the salesperson. You’re supposed to say good things about your product or service. That’s why we coach our clients to answer one of the critical questions in their prospects’ minds – who says so besides you. Sales testimonials will do that for you.
Here’s a tip: If you make a claim about your product or service, your prospect will have doubts. If someone else make a claim about your product or service, your prospect sees the claim as more credible.
When we performed sales in our call center days, I encouraged my sales team to gather testimonials from their customers at every opportunity and to get those clients to print out the testimonial on their letterhead. My team then assembled those sales testimonials into a 3-ring binder. This became a tool for every salesperson when they went to a prospect and performed their solution presentation. The client then had physical evidence that someone else, a peer in their industry, was backing the sales team in their efforts.
This concept isn’t new. In car sales, sales managers have been posting pictures of happy, satisfied customers standing next to their new vehicle for years. Letters of recommendation are a variation of this principle. And if you attend any webinar that is selling a service online, you’ll notice the speaker trots out several sales testimonials from happy, satisfied clients before they make their closing statement. The latest hype with online reviewers like Yelp is simply the digital incarnation of this principle.
Here’s your assignment this week. Contact 10 of your best customers and simply talk to them.
Ask them:
You want to know everything about how your product or service has changed their situation.
There are three reasons for this:
These sales testimonials are a powerful form of evidence that you can use to support your sales process. Now you have a response to the question that’s in your prospect’s head, “who says so besides you.” And it gives you more credibility when advancing your sales process.
Are you currently using evidence in your sales process? Want to know if your knowledge of the sales process puts you in the game? Take our online sales evaluation here and determine if your sales process gives you an unfair advantage over your competition!
Here’s an example of a retail sale that shows how evaluation and diagnosis both require the salesperson to get in the head of the prospect and tailor the sales process to the prospect’s buying process.
Not long ago I attended a U2 concert at Hard Rock Stadium in Florida with my family. We were down in the club level and I had all these salespeople from our client, the Miami Dolphins, talking to me. That’s when I happened to notice this one guy who works there as the head of Sponsorship. Continue reading
In the last post, we looked at a process using questions to identify and build a sales opportunity, selling to the gap.
In addition to building the opportunity, your questions shape your prospect’s mindset and perceptions to achieve persuasive influence.
The questions you ask are important. But so is how you ask your questions, when you ask them, as well as how you order them. In creating your questions, you need to be cognizant of all of these factors. You want to leverage them to create a favorable environment in your prospect’s mind, conducive to moving the sale forward. Continue reading