Back in 2016, I penned an article for SellingPower that addressed selling and opening the sales call in the new digital era where we are inundated with apps, devices, and instant price comparison.
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One of the main points we make in our training and coaching is that throughout your sales process, from prospecting to close and beyond, you have to be able to get out of your head and see things from your prospect or client’s perspective.
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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In the last post, I recounted a study from Mutual of Omaha that examined and challenged this myth about the sales close.
If you recall, out of 1,000 really good leads who were poised to say “yes” to the deal, only about 7% closed because the salespeople didn’t ask for the sale.
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In the last post, we reviewed three steps to resolving sales objections and in doing so, we brought the sales process closer to achieving a commitment. Those 3 steps were:
Now, here’s the kicker when resolving sales objections: The more specific the objection you’re facing, the better chance you have of resolving it!
Here’s a quick story about the first step in resolving 4 common sales objections, assessing the objection.
Have you ever heard the story of how McIlhenny’s Tabasco sauce got started?
Before the Civil War, the McIlhenny family lived on an island along the coast of Louisiana called Avery Island. If you look at the bottle, you’ll see a picture of Avery Island, right there off the coast. The island was just a great place to live – it had sugar cane, fresh water, and cattle. The McIlhenny family loved it there.
When the Civil War broke out, some troops were stationed on the island, and they ended up killing the cattle, burning the sugar cane, polluting the water, and further devastating the island. 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
In the good-old-days, sales was all about the sales close. In fact, corporate sales teams had manuals stocked with various phrases and tactics their sales reps could use to close the deal. They had the Ben Franklin close, the Puppy Dog close, the Assumptive close, the Columbo close, the Now or Never close… 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