Prospects will try to make your product or service a commodity

Here is a little comment I would like us to discuss: "prospects will try to make your product or service a commodity"

 

Why will they do that?

 

It’s really quite simple in the world of commoditization, price always rules. And prospects are always trying ti get the best price. Therefore, if they can reduce whatever product or service you sell to being a commodity (even though it is not commodity), they’ll win! Your job is to keep that from happening. However, in order to do that, you must know exactly what, when, and how to deal with it ´Value Based. You need to be prepared to handle “I can get the same thing from your competitor” – and handle it well.

 

Let me here some of your ideas and comments of how to sell commodity products or services.

 

 

Regards – Mark von Rosing

Closing Sales - how words can or should create action

Having meet so many people on my courses and trainings I have seen some people that can influence others, while others can’t, and I have to be honest that I have wondered how it is that one can do it, while the other can’t ..…and another thing that interests me is how they do it consistently? I have looked carefully and I don’t believe that it is the “scripts” they use. I actually believe that it is the patterns in their language and how they deliver these word patterns. After years of listening to others, I have found the answer and the secret! It has to do with grammar and voice tone delivery. I know this sounds too simplistic to be true, but in the meantime I coach on the subject of communication and believe me, I know one thing for sure: you can learn it – easily, there is no mystery behind it.

 

Your mind responds to language (words) both consciously and unconsciously. Verbs or action words are especially powerful (this is important) when you desire effective communication. Research has provided evidence that your brain has special areas that respond to verbs more quickly than to nouns. There is also some indication that your brain unconsciously searches for meaningful verb and object-phrases as it processes language.

 

The mind is looking for an action statement. Not only is the brain filtering for action words, the verbs create mental action in the audience who hear or read them. By using verbs or action words in your written and spoken language, you can activate the areas of the brain that respond most quickly and influence mental activity in your audience.

 

So, by using verbs or action words in your written and spoken language, you can get to the areas of the brain that respond most quickly and generate and influence mental activity in your audience. The mental activity you stimulate is very similar to the brain activity that occurs prior to a person’s physical action or decision-making. In this way, with the right words, you can create a mental run through of what you want your audience to do. This rehearsal familiarizes their brain with the action and increases the likelihood that they will complete the desired action or advance. Even if your listener or reader consciously resists your arguments, their mind cannot defend against the impact you can have if you use the right words. What happens if I say to you, “Do not think of your favourite ice-cream”? What did you think of? Could you even taste it? When will you go and get yourself one; now, later today, tomorrow, or when you next go past an ice cream shop?

 

Your words produce action in your mind. Your mind wants to respond to the direction you give it, even if you inadvertently tell it the opposite of what you want. Have you ever had an experience playing tennis? As you make your shot you said to yourself “Don’t hit it out.” What happened? Your tennis ball bounced outside the line. Your mind processed the statement, “ … hit it out” and you did.

Active vs. Passive Language. It is not enough to just use verbs; we do this anyway in our everyday speech. We also need to switch from passive to active language patterns. For example, consider these two words:

 

Jumping! Vs. Jump!

 

The first is an intellectual concept that requires translation into meaning and relevance. The second stimulates an immediate neurological response that prepares your body in case you choose to jump.

 

If you want to influence a prospect or a group of prospects to take action, as you want them to, you must first tell them what action you want them to carry out. Tell them with clear, well-designed action statements. Sometimes you send an action command without realizing it. Consider the following phrases:

 

1. “Tom, play peacefully with your sister”, or

2. “Tom, don’t hit your sister.”

 

Theses sentences appear to be sending the same message to Tom. You would like Tom to play without using violence. However, Tom’s and your brain do not interpret the messages that way. Our brains unconsciously respond first to words that stimulate the nervous system, especially visual, auditory, or action and feeling (kinaesthetic) words. Your brain (or in this example, Tom’s) responds first to the action phrases. Therefore, the two sample sentences tell Tom’s brain two different things:

 

1. Love your sister.

2. Hit your sister.

 

What happened to the "don’t" part of message number 2? It gets filtered and deleted in the mental processing. To process the phrase, the brain first responds to the action. Often people build mental images of the instruction given. So in case 2, Tom builds a movie of himself hitting his sister. Then perhaps in attempting to process the “don’t” element he may freeze the movie or put a red circle with a diagonal line across it over the top of the movie. Just like in the universal “No Smoking” sign in airplanes. The mental rehearsal reflects the action statement. Your brain must initially ignore the negative to respond to the action and the linguistic structure of the sentence. Think about the following statements:

 

• “Do not worry about the effect of the recession.”

• “When you contract with us, you do not have to ask if we will still be in business next year.”

 

In each case, these messages are likely to create the opposite effect to what was intended. An action command must be clear. To be unambiguous, you must know what you want to happen. Your objective must be obvious. What do you want the person to do?

 

• Tell you who the competitors are

• Buy your product or service

• Recommend you to a more senior decision maker or give you a referral

• Call you back, after they listen to your message

• Invite you to another meeting

• Read your brochure

• Call a customer for a reference

• Renew their contract

• Tell you how they make purchase decisions

• Tell you who the financial decision-maker is

 

You must know your outcome and engineer that into your statements. You must say specifically what you want.

 

Be sure your action commands are built within the frame of a well-formed outcome. For example ensure the action is achievable. It makes no sense to deliver a command to “buy” if the prospect is not the financial decision maker and does not have the authority to buy or you have not appealed to his or hers value expectations (for more information see value based selling or sales psychology). Instead, a command to “recommend” or “set up a meeting” with the decision-maker is more appropriate. Even the best commands and words cannot create unworkable actions.

 

You can only send a limited number of commands before a prospect will get confused and ignore you. Choose the important actions and outcomes that you want. Choose from this list the ones that are possible. Decide how you are going to talk about these, what you are going to say, and say it. You must know if you are asking your prospect to “sign”, “buy”, “decide”, or “recommend”.

 

I hope this has helped or given you something to think about………and look forward to read some comments or new aspect or ideas to this discussion!

 

Regards – Mark von Rosing

Verkaufspsychologie

Die Verkaufspsychologie befasst sich mit den psychischen Abläufen von Wahrnehmung, Überzeugung und Motivation, dem Schaffen und gezielten Wecken von Emotionen, mit kundenspezifischer Sprachanwendung und Kommunikation im Verkaufsgespräch. Obwohl nicht von allen bewusst benutzt, ist die Anwendung ein Kernelement der Verkaufstechnik und kann, je nach Grad individueller Wirtschaftsethik, auch Gegenstand gezielter Beeinflussung sein.

 

Was in diesem Forum Interessant sein könnte ist welche Themen zur Verkaufspsychologie passen:

• Welche speziellen und im Verkauf gültigen Aussagen lassen sich hinsichtlich des menschlichen Verhaltens und Erlebens machen?

• Welche Regelmäßigkeiten und Zusammenhänge lassen sich im Erleben und Verhalten der Menschen während persönlicher, institutionalisierter oder mechanistischer (web-basierter) Kaufvorgänge finden?

• Wie reagieren Menschen gegenüber Werbung, beim Erstkontakt (Prospecting) und Argumenten, bei Preisverhandlungen und im Closing?

• Welche zielgerichteten Anreize und Konzepte führen zur Überwindung von Vorbehalten gegenüber Anbietern und zu einem Verkaufsabschluss?

• Wie können Verkäufer/Vertriebler individuelle Präferenzen und Aversionen von Kunden frühzeitig erkennen und in ihre Strategie zur Kundengewinnung integrieren?

• Welche Möglichkeiten bietet die Psychologie zur Beeinflussung des Interessenten?

 

Ich freue mich zu hören was Ihr dazu zu schreiben habt und verbleibe mit besten Grüßen aus dem noch einigermaßen sonnigen Dänemark - Mark

Challenges selling at CxO level

I know that this discussion point is controversial and that the most will say, when reading this “I know that” ……but believe it or not, I will still write it: Prospects will buy to solve their problems, fulfill their needs and wants , not yours. What might be your problem, need and want? To make a sale, earn a commission, win a contest, earn a bonus, keep your job, pay your bills, get a promotion, or look good to other people. Now you can say it…..“I knew this”! So why do I write this? Because so many I meet have challenges selling at CxO level:

• understand the value based buying process

• recognize the members of the decision making team

• understand the executives’ business needs and wants

• identify business issues as seen by different types of CxOs

• have the insight into business models – and how to exploit them on executive level

• understand important aspects of sales psychology in the decision making process

• be acquainted with superior ways to build and maintain strong CxO relationships

• structure a Product/Solution presentation or proposal targeting CxOs (not talking product and/or solutions)

• compose a Product/Solution value statement targeting executives (which has nothing to do what the Product/Solution is or can)

 

That is why I actually believe that it could be nice to hear about the selling to CxOs methods and approaches the different use in understanding their challenge, need and or want.

I truly look forward to read the discussions and hear your approaches.

 

 

Regards – Mark von Rosing

The psychological aspect of value and the main ways to influence human behavior

What I’m trying to do in this forum article/discussion is to stimulate your thinking about the psychological process in what really influences human behavior and to get you to think beyond your current approach.

From a behavioral science view there are three main ways to influence human behavior. The most common and least powerful way is by addressing needs. More, but not the most, powerful are wants. And, by far, the most effective way to influence human behavior is through core values (which is a mix of wants and beliefs, standards etc). Values-Based Selling is the key to deliberately getting people emotionally involved and creating trust. Don't confuse 'values-based' selling with ‘value-added' marketing.

I am not suggesting that you ignore needs; however, we no longer live in a needs-oriented society. Why are needs the least powerful way to influence human behavior? Needs are tied to shoulds. For instance, take statements like "I should save money"; "I should make more investments"; "I should make better decisions"; " I should get a financial plan"; or "I should have more discipline." The key to guiding people toward smart choices is to get them to want to.

Tangible wants are a step in the right direction. Tangible wants, such as early retirement, vacation homes, good schools for the kids, new car, estate protection, travel, and other goals are incentives to seek advice.

But, in truth, even wants don't have the emotional pull that values do. Values are intangible feelings. Intangible, pure, undiluted feelings like love, pride, security, freedom, making a difference, independence, accomplishment, self worth, and so forth are key factors in influencing behavior. Values illuminate people's emotional motives so clearly, they must take action ... for their own reasons. Needs have the power to illuminate emotional motives as much as the penlight on your key ring, while wants work like your average flashlight. Values, however, illuminate emotional motives like a row of halogen high-beams on the front of a Mercedes on the Autobahn. Your prospects and clients are most likely to take action on your ideas when they feel a strong emotional connection to them. Your job is to illuminate their emotions so they fully understand the relationship between smart decisions and fulfilling their life values. Your job isn’t to be a traditional sales person and sell the ‘old school’ way.

Everyone has a unique 'values hierarchy.' Just like fingerprints, no two values hierarchies are alike. I do understand that on the business as well as the personal level value can be a difficult thing to define and comprehend. May be a simple scenario can help you grasp the idea. Your offering is a nice, cold glass of beer. How valuable will it be regarded by potential buyers?

- to a person who’s religion does not allow him to drink alcohol - the value is absolutely zero

- to a person who’s body is very sensitive to alcohol – the value is next to zero

- to a person who is very drunk already – the value is very limited

- to a person who’s preferred drink is wine – the value is moderate

- to a person who has been on the golf court for hours without anything to drink – the value is high

- to a person who is crawling in the desert with the sun burning his back and his dry tongue hanging out of his mouth – the value is tremendous (he can hardly believe it’s a real beer - he is afraid it’s just a hallucination)

 

Conclusion: different people want something different and appreciate the value of a specific offering differently; the same person appreciates the value of a specific offering differently in different situations and even at different points in time; the more relief you can provide the more valued your offerings tend to be perceived. So, when you stimulate a conversation with current and prospective clients about their values (what is truly important to them), they will become emotionally involved, you can touch on their ranking of values, understand them at a deeper level, and you can dramatically shorten the time it takes to gain their trust. Emotional involvement and trust are two critical elements in creating profitable client relationships.

Without realizing it, you project your own values when you promote yourself. How do you feel when people project their values on you? Do you like it? Are you anxious to do business with people who project their values on you? You can't get people emotionally motivated when discussing your values. You do it by talking about their values. The first logical question to ask yourself is, 'How do I get people to talk about what is important to them (their values)?' Then, ask yourself, 'How do I use that information in a positive way? How does this create trust?'

Listen for words and phrases like freedom, control, satisfaction, making a difference, independence, feel really good, pride, achievement, contribution, oneness with God, etc. These are indicators that you are on the right track, because they represent values. And values are emotional and they create positive emotional feelings in the person you are speaking with. The thing to remember is that when needs-oriented planning leaves your client flat, try focusing on your client's values instead. Needs simply don't have the emotional punch to influence human behavior.

Remember, the least effective approach is to try to satisfy client needs. A better approach is to help clients get what they want and desire. The most important point about value is that value to your customer is not something you define – it’s exclusively defined by the buyer (and based on their wants). The value expectations that make them initially buy from you – as well as the total experience over time. Both the subjective and the more measurable values delivered by your total organization - that makes him buy from you again the next time. The most effective sales professionals help clients fulfill their values in life. Differentiate yourself! Don’t be a traditional salesperson, become a Trusted Sales Professional.

 

I truly look forward to read the discussions and hear your approaches on how to identify business and personal buying reasons (based on their value expectations).

 

 

Regards – Mark von Rosing

Simple Negotiation tips

Broadly speaking, negotiation is an interaction of influences. Such interactions, for example, include the process of resolving disputes, in sales however it is more agreeing upon courses of action, bargaining for individual or collective advantage, or crafting outcomes to satisfy various interests. Negotiation is thus a form of:

• alternative dispute resolution

• a way to interact about a wished outcome.

Looking at it very simplistic, negotiation involves three basic elements:

1. process,

2. behavior and

3. substance.

To 1) The process refers to how the parties negotiate: the context of the negotiations, the parties to the negotiations, the tactics used by the parties, and the sequence and stages in which all of these play out.

To 2) Behaviors to the relationships among these parties, the communication between them and the styles they adopt.

To 3) The substance refers to what the parties negotiate over: the agenda, the issues (positions and - more helpfully - interests), the options, and the agreement(s) reached at the end.

Skilled negotiators may use a variety of tactics depending on where you are in the sales cycle, it can range from a straight forward presentation of demands or setting of preconditions to more deceptive approaches such as cherry picking (from your product or portfolio). Intimidation and salami tactics (also known as the salami-slice strategy, is a divide and conquer process of threats and alliances used to overcome opposition. With it, an aggressor can influence and eventually dominate a landscape) may also play a part in swaying the outcome of negotiations.

 

Here are some simple Negotiation tips, that ether you can use in a negotiation situation or you can start understand the others strategy and counter act:

 

Everyone in sales will find themselves in situations where they have to negotiate for the best price possible. You can’t get everything you want but you do have the power to get more than the other side might choose to give you. Here are a few simple tips that might help you to produce a better deal for both sides.

 

Do Your Homework.

List all the issues involved. Understand what you want and why you want it. Separate the core issues from the attractive additions and assign a value to each component. Unless you are clear on these values, it is going to be difficult to make the necessary tradeoffs. It is just as important to anticipate the needs and wants of the other side.

 

Know When To Walk

Decide the best alternative to this deal. It may be as simple as knowing when no deal is better than this deal. Accepting there is a time to move on will empower you to persuasively present your case and not send mixed signals that lead your rivals to believe they can gain even greater concessions.

 

Aim High

The key to achieving more is to aim higher from the start. You may have to accept less than your ideal package but it is unlikely that you will be able to improve a low opening offer.

 

Who Is Involved?

Negotiation is a process where both sides have the power to say no and it takes everyone to say yes. Do you know all the people involved? Avoid surprises and identify everyone who is a stakeholder at the start.

 

Let Them Make The First Offer

Unless you are certain that you know their opening position, let them make the first offer. You might be surprised where they begin and find your position is much better than you ever dreamed. If it is not what you were hoping for, it is time for a convincing flinch.

 

Use The Flinch

A visible reaction says more than words can alone. If they lack confidence in their offer, your flinch will often earn an explanation or even a concession. Good presentation skills, like acting, include all of you. But you must be believable.

 

Collect Their Thoughts.

Don’t accept everything at face value. Use a range of questions to collect their reasons and then the reasons behind their reasons. It can be more important to understand why they value a point than simply how much they value it. Probe a bit more for their alternatives and then the resulting benefits and consequences.

 

Listen

Whenever they are speaking, listen. It doesn’t matter if you think their point is unimportant or if you know where they are headed. The truth is you don’t know what they are going to say, and they don’t know everything they are going to say either. It may sound like a slower approach but your best shortcut is to listen.

 

Always be willing to look at both sides of the argument. Understanding the other side is the best way to strengthen your own.

 

Persist

Patience is rewarded. It may take time to convenience your partner that they cannot have it their way. Ask questions and explore other alternatives. You can set a difficult point aside and come back to it later. Remember, people in a hurry are seen to be at a disadvantage.

 

Use Humour

Humour can diffuse a difficult situation. If you can catch them by surprise, they may find it difficult to hold a tough line. A laugh can ease the way to a concession and will normally improve the atmosphere.

 

Defend Your Price

You know they will test your price; it’s their job. So, be prepared to defend it point by point. Having a "take it or leave it" attitude will make it harder for them to say yes. Don’t be insulted or defensive, be ready.

 

Be Open To New Facts

No amount of research will eliminate surprises but you can choose not to be surprised. Instead, be interested. Ask questions and learn everything you can before you respond. The complete picture is often totally different to your first impression.

 

Tradeoffs

When you decide to make a concession, get something in return. Each trade-off can build agreements that lead to a deal while concessions may build an expectation of even greater concession. Your weakness will lead them to expect even more.

 

Attitude

Our approach to negotiations often reveals our attitudes. If you are reluctant and lack confidence, the negotiation will become much more difficult. But if you start with the certainty that you will get what you need and some of what you want, or there will be no deal, your fear is eliminated. Let the pressure go and enjoy this opportunity.

 

I know that these are just some basic rules and hints,for the skilled Negotiater way to simplistic. But I thought we should start easy for everybody to build some skills. For one thing is sure, everyone in sales will find themselves in situations where they have to negotiate for the best price possible, the delivery or something else.. ....so I'm looking forward to read some comments or new aspect or ideas to this discussion topic!

 

Regards – Mark von Rosing

What is Value Based Selling and how can you sell Value Based?

ohhh, this will not be an easy article to write (and/or provide value to you- hehe).......as you can look around the Internet and Google on Value Based Selling and find a lot of hits that have so much to say/write about value. The subject is hot and many sales specialist claim that in today’s competitive economy selling value based is no longer optional . . it’s mandatory. In a way that is true, for Customers/Prospects do not choose to buy from you because you offer great features, functionality, or benefits. They choose the vendor who can provide the most value – to their business as well as on a personal level.

 

But first you need to get their attention and make them interested in you and what you have on offer. You need to speak their language – and they expect you to know as much as possible about their business and their industry as possible before you show up. That in itself is a value because they don’t have to speak about a lot of stuff that is trivial to them.

 

Well I guess that is nothing difficult in itself, the difficult part is to identify what is of value for the prospect/customer. Especially, since there are so many different things that could be of value. The term value in itself is in general referred to the degree of importance someone gives to something, values however can also be referred to:

• The value of a variable in mathematics.

• Value as in law

• Value as in computer science

• Value as in semioticsValue (personal and cultural) -- the principles, standards, or quality which

guides human actions

• Value (economics) -- the market worth or estimated worth of commodities, services, assets, or work.

• Value theory -- in ethics, aesthetics and other evaluative matters

• Value as in marketing -- provide service for consumer satisfaction

• Value as in colorimetry -- a measure of white or black in color

In terms of sales it is the personal value that will trigger an reaction! Why? Because from a personal perspective value is a concept that describes the beliefs of an individual. The values of a person are the principles, standards, or quality which will guide the human action. A set of values may be placed into the notion of a value system.

 

The difficult part is that values are considered subjective and vary across people. Which makes it so difficult to sell really value based. The most sales people that argue that they sell value based, just because they present their products based on values, have not understood the concept of value based selling (which are the most). The most salespeople I encounter do that what I call the problem/pain – value method. In its basic concept it works like this. If you really have a problem or pain and I have a product/solution that fixes this problem/pain, than I have delivered value. In a way that is true. But that is not Value Based Selling. Here is a Value Based concept that in its theory is easy but in the real practice quit hard:

Prospects don’t always buy what they need – for that does not necessarily provide them value. They always, however, buy what they want, for that is of value to them. Here’s the difference:

Needs are…

• product specific

• rational (based on situational problem)

• above the surface

• based on facts and often measurable

 

Wants, on the other hand, are…

• product neutral

• emotional

• below the surface

• based on perception and often not measurable

 

As a consequence, here’s the principle:

Salespeople who can present their products or service (a need) in the way that their prospect wants to perceive it will be more likely to make the sale. That is Value Based Selling, let’s put it another way:

Prospects are more likely to buy what they need from prospects who understand what they really want, for then they fell you can provide them with value.

 

The thing to remember is that when needs-oriented planning leaves your client occupied, try focusing on your client's wants (which are his or her's values) instead. Needs simply don't have the emotional punch to influence human behavior. Remember, the least effective approach is to try to satisfy client needs (based on problems and pains). A better approach is to help clients get what they want and desire - which is their value expectation. The most effective sales professionals help clients fulfill their values in life. Differentiate yourself! Don’t be a traditional salesperson, become a Trusted Sales Professional - sell with values (with true values).

 

I truly look forward to read the discussions and hear your approaches of how to sell with values.

 

 

Regards – Mark von Rosing

PS:I hope this has provided some value (little smile)

Value Based Selling - are you telling enough stories?

Ok, here is a practical hint, that I as a Trainer and Coach have to incorporate myself and for you it might make the difference between a sale or not. Consider this: when you make a sales presentation, it’s not about keeping your listener’s attention. For they will lose it – it’s about regaining it once you’ve lost them.

 

Your average listener’s attention span is now so short that they’ll naturally start to drift, and if they’re not right there with you when you make your point, you’re just wasting your time. However, there is a way to capture and keep people’s attention:

 

Tell stories.

 

From my experience, I know that the most salespeople have an variety of carefully prepared stories - designed for different buying scenarios - that tell the customer why they should buy from them.

 

These stories don’t have to be brilliant, you don’t have to be brilliant, but by weaving a short anecdote or two into your presentation, you’re deepening the relationship between you, your product or service, and your customer.

 

Why use stories?

Stories tap into your listener’s emotions, and as we all know, emotions sell (you can read more on this in the value based selling section): we buy through emotion, and rationalize it afterwards.

 

By appealing to emotions, you’re using the shortest path to the brain. Here is the secret; when you tell a story, your listener is right there with you, filtering it through their own personal experience.

 

We impart information, but we share a story.

 

Your customers and prospects are dealing with a rapid and unpredictable business climate; in an era where we’re all overwhelmed with the volume of information we receive, stories cut through the noise, and have a life of their own. Leadership consultant John Burdett makes a great point when he says that “story collapses the traditional boundary between sender and receiver”.

 

They also provide a comfortable momentary landing-place during a hectic daily schedule. Remember that we were brought up on stories, they’re a natural way for us to take in information, and we feel at home when we listen.

 

Research

Psychologists have termed stories “psychologically privileged”, meaning that our minds treat them differently to other types of material. We’re always seeking causal connections – the thread between pieces of information – and stories provide us with that. The best ones tell a simple truth, something we can take hold of and remember easily, and provide context and meaning.

 

Neil Ramiller, writing in the Journal of Information Systems Education, Jul 2003 says:

“Stories and storytelling… are central in our efforts to make sense of the events taking place around us and of our own actions in relation to those events (Weick 1995: 61). Finally, stories… are a collective means to better understand new or challenging aspects of the world.”

Especially if you’re selling a service or a product that is for the prospect at that moment intangible (like outsourcing), it can be at this stage of the sales process emotionally challenging for your prospect to understand the benefits and values to them. While they understand it on a rational basis, it doesn’t touch them on a emotional basis………..and let’s face it, if you want to make the sale you need them to have “an appealing reason to act” and that will be very hard without an emotional component.

 

This is how you should do it as well as some of the benefits for you as a salesperson

1. You’re creating a natural ‘call to action’ through appealing to your prospect’s emotions also called the appealing reason to act. There’s nothing like hearing about how someone else bombed out as a result of not using your product/service, or received all kinds of different benefits and values because they did, to motivate us. We’re naturally captivated – no extra effort required on your part (N.B. no extra effort during the presentation; if you’re going to do this successfully, you’ll certainly need that crucial preparation time crafting the stories in the first place!)

 

2. When you’re telling a story, you’re usually more present in the moment than during other times in your presentation, because stories just flow once you know them; they have an ‘alive’ quality, and this translates to you being more alive too. Have a look next time you’re listening to someone tell a story, whether it’s a friend down the pub or a presenter whom you respect. Aren’t they more animated, with more of a sparkle in their eye, when they’re relating what happened, perhaps even adding a bit of dialogue?

 

And when you’re present, you’re alert and flexible, more able to focus on your client’s needs and wants (please see in the forums value based selling as well as in sales psychology about needs, wants and values).

 

3. When you use a story referring to someone else’s experience, it adds credibility and clout to your presentation. Your listener will be more easily convinced, because you’ve created an external relevance for them. It also takes the focus away from you.

 

It’s important of course to balance your presentations, and the amount that you use stories depends on whether your listener is a relationships-focused, big picture type, or more analytical and left brained, wanting data and lots of it (a brief story is still highly relevant to the numbers-focused, just keep it snappy!)

 

If you’re using Powerpoint, it’s even more important to connect emotionally with your customers; find a place in your presentation where you can hit the B key to blank the screen, turn to your clients and tell them a story about your product or service. Watch the reaction, and see how your connection increases.

 

Action Steps

 

To design a good story, a few key elements must be in place. Take 10 – 15 minutes to have a go at these questions.

 

Firstly, can you come up with a good, relevant story? Try these ideas:

 

1. Look back to past sales: what obstacles did you face in closing the prospect? What objections did they raise, and what did you say to win them over? You need to think clearly and strategically here. If you’re struggling, try going back through your client files to see if that jogs your memory, or ask your sales manager.

 

2. Start now: if you can’t find any material, try this idea: the next prospect that you’re dealing with, assume that you’re going to close the sale and try “stapling” yourself to the situation. From beginning to end of the interaction, focus on what’s happening, what the client says, what objections they raise etc. If you do close the sale and when you’re back in the car, jot down some brief notes about the meeting – just key words if you’re short of time. Then later on, pull out your notes and see if you can come up with a narrative around it all. What did you say to overcome the obstacles to the sale? How did you win them over?

 

By the way, just by doing this, your awareness about your client interactions will skyrocket, and if you persevere (trust me, this won’t come naturally at first!) over time you’ll come up with some real gems that you can use to make more money. But if you want to get really good, take it a step further - ask yourself the questions below to get into the details of your story:

 

1. What’s the point? What will be gained by telling this story? Create a one sentence benefit for the client

2. Decide on how to describe your character and add a bit of detail, something to add richness to the scene

3. Set the scene – background, where, why?

4. What did they say?

5. The (positive) outcome

 

Add some descriptive phrases – remember that from a psychological aspect that the brain thinks in pictures, and painting some word pictures increases buy-in from your listener – and you’ve got your story. Over time, you can refine it, and build yourself a library to cover you in every possible eventuality.

 

You may be thinking that this takes time and focus, and it does; winging your stories will work some of the time, but you’ll also bomb out (that is what I call it, when I really go wrong with a story - haha); there’s just no getting around it. Take the time, refine as you go, and you’re on track for success. Good Luck on building on your existing stories ; - )

 

I look forward to read some comments or new aspect or ideas to this discussion!

 

Regards  – Mark von Rosing

Being trusted is more important than being liked

The good thing about such a forum is that one can say something not proven……but an opinion. Contrary to all the books that I have read about Relationship Management and that argue that being liked is the most important thing in Customer loyalty, have I actually made the observation that being trusted is more important than being liked when selling!

 

Salespeople who master being trusted clearly outsell those who merely glad-handers looking for another target of opportunity. All in all, I believe that a salesperson who is trustworthy and knows exactly how to demonstrate and communicate that trustworthiness in the very first transactional interaction with a prospect and will stay this way with the customer, will outperform one who is just a smooth-talking “flash in the pen” at every turn. If you understand what I mean ?

 

Regards – Mark von Rosing

Vorgetäuschte Sympathie

Zum Job eines guten Verkäufers gehört es, den Kunden zufrieden zu stellen. Doch was, wenn die Chemie so gar nicht stimmt?

 

Im Gegensatz zu den vielen Vertriebsexperten Ratschlägen, kann Ich persönlich nur eins raten - bloß keine falsche Sympathie vortäuschen!

 

Warum......obwohl es etwas bringt?

 

Ein Verkaufsgespräch ist eine recht persönliche Angelegenheit. Der Kunde äußert einem Fremden gegenüber private Bedürfnisse und Wünsche (needs and wants) und möchte häufig entsprechend feinfühlig und verständnisvoll behandelt werden. Dies wird schwierig, wenn nur allzu schnell deutlich wird, dass die beiden Parteien sich eigentlich nicht sonderlich gut leiden können. Professionelle Verkäufer setzen in solchen Situationen häufig auf die Vorspiegelung falscher Tatsachen: ein falsches Lächeln, ein wenig geheucheltes Verständnis – klassische Basiskenntnisse der meisten Händler (jaja….leugnet es nur).

 

Ich freue mich zu hören was Ihr dazu zu schreiben habt und verbleibe mit besten Grüßen aus dem Wilden aber Kaltem Dänemark – euer Mitleugner ;-) - Mark von Rosing

The Value of Marketing!?

The most salespeople I meet, actually have something against marketing……..and while I don’t really want to discuss why this is or how that could be changed. I would like to focus on how marketing could bring people to your business (into the door). Once they are there, then you can carry out your selling activities. What the most sales representatives that I meet don’t know is that marketing is the process of attracting. So anything the salesperson does to get people through the door is marketing, whether it is cold calling, a referral, direct mail or the offer of a free seminar. So a sales person does marketing as well, just another type of marketing then the company does (corporate marketing).

 

So let me summarize a bit: marketing is all about attracting clients you can then convince, while sales is about convincing, the words you use, overcoming objections, negotiating the sale, getting the cheque etc. So everyone of you does marketing or at least I hope so. The provocative question is then which marketing is more important, the sales persons marketing or the corporate marketing ?

 

In order to answer that, the next question is when do you want to have a relationship with a prospective client?

 

When they need you, or before they need you?

 

It is better to have someone think of you as their supplier or “problem solver” before they need you. However many companies base their marketing on getting to people once a need has arisen, not before. In my believe, the best marketers in the world know how to start to build a relationship before clients realize they need or even want you.

 

Think about this in considering corporate marketing: If people do not know where to go for appropriate advice they are quite likely to turn to those they know. So to develop a thriving business, it is a good corporate marketing idea to make people aware of you and what you can do, before they need you. So to all the sales people that say marketing is no good, please consider that:

1. anything the salesperson does to get people through the door is marketing, whether it is cold calling, a referral, direct mail or the offer of a free demo.

2. anything your company does or should do, to attract people to ether know about or even consider the door is marketing.

 

So let’s just face it that a sales person as well as the company does marketing, both just have different parts to play!

 

I know this was a controversial note/discussion point ………and look forward to read some comments or new aspect or ideas to this discussion from sales responsible as well as marketers!

 

Regards – Mark von Rosing

Das Geheimnis des Verkaufs - Problem 1

Aus meiner 7 Jährigen Erfahrung als prospecting trainer und coach weiss ich , daß das Geheimnis des Verkaufs niemals im Verkauf selber liegt: In Wirklichkeit liegt das Geheimnis in dem kontinuierlichen Prozess, neue potenzielle Kunden ausfindig zu machen, also dem ”Prospecting”. Viele Vertriebsbeauftragte scheitern genau hier, weil sie sich keine effizienten Quellen & keine Struktur zum regelmäßigen Aquirieren neuer & interessanter Kunden aufbauen.

 

Was sagt uns das?

 

Sie müssen immer wieder die Augen nach neuen potenziellen Kunden offen halten, egal wie lange und wie erfolgreich Sie schon verkaufen. Bauen Sie sich die Datenquellen für neuen poteniellen Kunden auf und nutzen Sie diese regelmäßig & strukturiert. Filtern Sie dann so effizient wie möglich die viel versprechenden Kunden aus den weniger interessanten Kunden heraus.

 

Viele Vertriebsbeauftragte wollen oder nutzen die Kunst des Telefonvertriebs nicht. Dadurch ist das Wissen um effektives Verkaufen am Telefon heute das Problem #1 bei den meisten Vertriebsbeauftragten – unabhängig davon, ob dies so wahrgenommen wird oder nicht (leider). Hier wollen und müssen wir ansetzen, denn: Egal, in welchen Prospecting-Verkaufssituationen Sie sich befinden: Früher oder später muß man den Kunden immer anrufen!

 

Hier sind nur ein paar der Gründe, einen Kunden anzurufen, aufgelistet:

 

• Neukundenaquise (Canvas/Cold Calls): Sie haben bisher keinen Kontakt mit dem Kunden gehabt

und rufen deshalb an.

• Sie haben Ihrem Kunden Informationen geschickt und möchten darüber sprechen.

• Sie rufen nach einem Face-to-Face Meeting bezüglich der weiteren Vorgehensweise / den

vereinbarten Aktivitäten beim Kunden an.

• Sie rufen aufgrund einer Empfehlung bei einem Kunden an.

• Sie rufen nach einem Event bezüglich eines Termins beim Kunden an.

• Hinterlassen eine Nachricht.

• Sie rufen an, um einen Termin zu bestätigen.

 

Ich würde mich freue von euch zu hören wie Ihr solche Anrufe meistert und verbleibe mit besten Grüßen aus dem schönen Dänemark – euer Moderator Mark von Rosing

Best Practice - Peak Performance sales - deliver over 103%?????

I will choose to take up a discussion here which is maybe not an easy topic, but from my point of view an important one. We have all been to those sales meetings, or interviews or end year planning meetings where your manager or someone wants "more than 100%" from you as a person. I have personally learned from training and coaching more than 10.000 people in over 45 countries all over the world, that by including coaching in the competency development, one can enable a remarkable performance improvement in the way they sell.

 

However besides that the way one works can be modeled and influenced, the output can be influenced a lot, by many 100 of %, however that was not the question. The question was if one as a person can deliver more than 100%. Well here's how you do that. Here's how you can achieve more than 100% (for example 103%). First of all, here's a little math that might prove helpful in the future. How does one achieve 100% in LIFE? Begin by noting the following.

IF :

A = 1

B = 2

C = 3

D = 4

E = 5

F = 6

G = 7

H = 8

I = 9

J = 10

K = 11

L = 12

M = 13

N = 14

O = 15

P = 16

Q = 17

R = 18

S = 19

T = 20

U = 21

V = 22

W = 23

X = 24

Y = 25

Z = 26

 

Then:

H A R D W O R K = 8+1+18+4+23+15+18+11 = Only 98%

 

Similarly,

K N O W L E D G E = 11+14+15+23+12+5+4+7+5 = Only 96%

 

But interesting (and as you'd expect),

A T T I T U D E = 1+20+20+9+20+21+4+5 = 100%..... This is how you achieve 100% in LIFE…..and that is actually what I believe as well.

 

But EVEN MORE IMPORTANT TO NOTE (or REALIZE), is

B U L L S H I T = 2+21+12+12+19+8+9+20 = 103%

 

So now you know what all those high-priced consultants, upper management,

and motivational speakers really mean when they want to exceed your input of 100 %! For a person cannot deliver more than 100%.

 

Now don’t understand me wrong, as a coach I have had the opportunity to stimulate and strengthen excellent professional and personal development skills and habits that enhance the power, growth and performance of the people I work with. Just as an Olympic athlete works with a coach to win the gold medal, I have as performance coach worked with people to identify their weaknesses, develop their known and unknown strengths/potential, and helped them grow and perform. In that process I will push and challenge them in every way – and will demand more of them, in order to help them change, improve, grow and perform. So don’t understand me wrong, I have seen remarkable performance improvement in the way people sell - even many 100%. But that has nothing to do with the demand many managers have. They want you to deliver more than 100% and that is not possible. A person unless he bullshit’s cannot give more than 100%, however the result can be improved by much more than 100%. For example, I know that many sales organizations have a small number of peak performers carrying the main responsibility for revenue targets for the entire team or company. Peak performers can be made and they can be modeled, and their skills, attitudes, and habits mentored to new levels and heights.

 

Many of the other team members know that certain things they should do in a better way, but too often they don’t know how - or do not get it done in reality. We all work against some barriers that somehow keep us from doing what is 100%. The input each one of us can deliver will be very different, but as a person…….then max amount you can deliver is 100% and the best way to do that is to have the right attitude and then start to exploit your “100%” potential.

 

For that “action mode” you need to break through self imposed limitations that is holding you back from the power, balance, growth, success and performance that you strive for. I would really look forward to read, how you start sharing with each other about the different ideas and ways how to:

1. Overcome self imposed limitations that are holding you back?

2. Build new levels of self discipline?

3. Overcome indecisiveness and uncertainty?

4. Remove the mental and emotional obstacles that are limiting your personal growth, power and thereby performance?

5. Identify your weaknesses?

6. Develop your known and unknown strengths?

7. Explore your 100% potential.

8. Be pushed and challenged to real limits?

 

I look forward to read the discussions and hear your best practice approaches

 

 

Regards  – Mark von Rosing

Opportunity identification and the qualification process

Based on the many sales training and coaching I have done over the past 7 years and observing, listening to, receiving, and placing thousands of sales calls and meetings, I’ve put together my list of the Top 10 Errors Made by Sales people when doing prospecting. Before I will post these in the Prospecting forum, I would like to share the one thing I believe we all should do better - the opportunity identification - qualification process!

 

Why? I believe that sales has changed and that some of the realities today are:

 

• You have less time to get your prospects’ attention

• More and more salespeople are vying for the same prospects’ and customers’ business

• Prospects’ attention spans are shorter

• You are facing more barriers that stand between you and your prospects

• You need to differentiate yourself from everyone else who sells the same product or service you sell

• Your (or your companies) margin for error is getting smaller and smaller virtually every single day

• You must be willing to change, to grow, and to study your craft now more than ever before

 

That is why the qualification process is so important, for that process is intended to determine which customers really is a opportunity and thereby is most likely to purchase the product or service. For there is nothing worse than spending a lot time with a customer that can or will not buy from you (we all do this). Let’s look at it from the buyer’s perspective. If the buyer perceives the problem as small and the cost as high, you won’t make the sale. But when the buyer sees the problem as being bigger than the cost of solving it, the person is likely to buy. It sounds very simplistic……and in theory sales is very simplistic, but in practice very very complex. However if the opportunity identification - qualification process, would be done better we would be able to:

• Increase seller productivity by providing understanding of how to select or deselect an opportunity.

• Identify possible competitive advantage you might have

• Identify possible buying criteria

• Identify the possible future revenue or strategic value

 

I look forward to read the discussions and hear your approaches about opportunity identification and the qualification process.

 

 

Regards - Mark von Rosing