This article looks at the FACE model of customer types and shows how sales people can adjust their approach so they are more effective and better able to sell to the four personality types identified.
By Richard Stone
New sales people often ask their sales training tutor, “Why do I need to learn more than one sales approach?” or “Why does my approach work well with one client, but leaves the next disinterested in my product?” The answer given to such questions by the tutor is: “It’s to do with your customer’s personality!” Selling, they will be told, is the art of persuasion; it involves the sales person persuading their potential customer that what they are offering meets the customer’s needs best. Every customer will be different, that is why nothing works with every customer all of the time. To be effective your sales talk must address different customers in different ways. That is you will have to tailor your sales talk to best fit the style of the customer in front of you. An important part of your job as a professional in sales is to identify what type of customer you are selling to.
The FACE model, as taught on sales training programmes, helps us to understand the different types of customer we come across. The model analyses a person’s personality using two interacting scales of how assertive and how emotional they are. This gives rise to the four basic personality types described by the FACE model.
We all spend between 65% and 72% using one particular style and this is known as our natural style. However, no one is exclusively just one personality type and we all use the different FACE styles from time to time.
The first personality type is the ‘Friendly’ personality. These types are emotional and responsive people who are essentially led by the needs of others and are people orientated. You could imagine that selling to this type of person would be easy. They’re friendly and open, so what’s the problem? The difficulty is that they want to get on with everyone and say yes to everything. This will make them delay any decision making that might upset anyone, including upsetting the supplier. So what can be done? It’s vital to get to know this person really well. Building rapport is essential. The impact of change should be minimised, particularly if people are invloved. Place emphasis on the benifits and do not be tempted to try to rush them. Their attitude is one of “Reassure me that this is right for my colleagues and me”.
The second personality type is the ‘Analytical’ personality. Such people are described as unemotional and responsive. This type of personality is extremely wary of sales people - they can’t see that any value is being added by the sales function. As you may expect, to sell to them requires the provision of a great deal of information - therefore, preparation is critical. Like the ‘Friendly’ type, they decide slowly, so allow them time for consideration. Don’t exaggerate - that will only arouse suspicion. Be prepared to present the downside of your offer as the ‘Analytical’ considers nothing to be perfect. Remain cool, calm and factual. Present proofs if possible.
The third type of personality is the unemotional and assertive type known as the ‘Commander’. Commanders focus on time, results and action. Selling to the ‘Commander’ requires preparation. They will regard any shortfall in a presentation as sloppiness and will decide against it very quickly. Time is of the essence - If they can not see where the meeting is going, they are likely to end it. The sales person must stress the result for them and their organisation - profits first, then people. It is also criticle that the “commander” sees the salesman as a firm and decisive business partner - any hint of uncertainty will tip the scales against them.
Finally we have the ‘Extroverts’, defined as both emotional and assertive they are gregarious people who love to be at the centre of whatever’s going on. They can be huge fun to meet with but be careful that they do not take too much of your time. Keep your sales talk light and short because details bore them. They may need more attention than the other types, so you should keep in touch by phone, email or letter. Sell to extroverts by stressing the benefits of a new, different approach. But whatever you do, do it enthusiastically!
The real benefit of sales training that includes the FACE model is that by knowing how each prospect or customer thinks and acts we can alter our sales approach and so become more effective sales professionals.
Richard Stone is a Director for Spearhead Training Limited that specialises in running management and sales training courses to improve business performance. Richard provides consultancy advice for numerous world leading companies.
Showing posts with label sales training. Show all posts
Showing posts with label sales training. Show all posts
Monday, August 30, 2010
Friday, August 27, 2010
A Three Step Formula For Overcoming Objections And Closing Sales
This article describes a simple three step process used by professional sales people for handling customer objections. Following this process will help you close more business.
By Richard Stone
Even the most experienced sales professionals have to face objections as part and parcel of their sales job. Whilst I wouldn’t be so bold as to say that you can overcome them all, the formula that follows, which forms the foundation of consultative selling techniques as taught on our sales training courses, will give you a much higher chance of handling such objections well. And if you handle objections well you will be able to close mutually beneficial business for both sides and this in turn will lead to greater job satisfaction for you.
Some clients raise clear unambiguous objections during your sales presentation, such as “I want delivery on Monday not Tuesday”. These objections are easy for the sales person to handle and rarely cause issues on sales training courses. However, very often, the objection is articulated less clearly by the customer using a phrase such as, “I don’t think it’s right for us”, or, “the men on the shop floor wouldn’t wear it”. Whilst they are themselves valid as objections, they are far too vague for a sales person to handle immediately. This is where the three stage formula for handling objections can be particularly useful.
The first step in the three stage formula is to refine the customer’s objection. This is to make it meaningful, specific, or quantifiable so you can deal with it. You can do this by asking a question such as “Do you mind if I ask why you say that?” By using this type of question we make the client re-phrase their objection and disclose its real underlying meaning. If you can do this you are well on your way to handling the objection.
Having refined the objection we now want to be sure that this is the only reason why our prospect is reluctant to proceed with the purchase. It would be a complete waste of your and the client’s time if you solved the objection and were then greeted by a load more. So the second step in the three stage formula is to isolate the objection. This can be acomplished by asking the client another question along the lines of “if we overcome that can we go ahead”?” The answer given by the customer will quickly indicate to us if there are any more skeletons in the cupboard that we need to deal with. If there are no others, then the end point is in view.
Now that we know the reason for the objection and we have established that it’s the one thing preventing the sale from taking place, we must move into the final stage of the three stage formula. In this stage we now need to take a pro-active stance with the customer, using justification. This means repositioning the customer’s argument. Instead of focusing on the reason not to buy, our presentation to the customer should now help them focus on, and consider, the extra benefit they will get which arises from their area of concern. So, for example, if the objection is “Too dear”, they really want to know what extra gain will come their way by proceeding with our more expensive offer and we should explain this. If, on the other hand, they state that “Its too large”, they are enquiring as to why it is constructed in that way and what they will get for their money. Again we need to address these concerns.
So, in summary, the three step process for managing objections well means refining the objection, ensuring it is the only bjection the client has and then overcoming the objection using pro-active justification. By adhering to this three-step process, as demonstrated on our sales training courses, you will be well down the path to developing the skills needed to become a professional salesperson.
Richard Stone, Director of Spearhead Training specialising in management and sales training courses to improve business performance. Richard also provides consultancy advice for many leading companies. View further information at => http://www.spearhead-training.co.uk
By Richard Stone
Even the most experienced sales professionals have to face objections as part and parcel of their sales job. Whilst I wouldn’t be so bold as to say that you can overcome them all, the formula that follows, which forms the foundation of consultative selling techniques as taught on our sales training courses, will give you a much higher chance of handling such objections well. And if you handle objections well you will be able to close mutually beneficial business for both sides and this in turn will lead to greater job satisfaction for you.
Some clients raise clear unambiguous objections during your sales presentation, such as “I want delivery on Monday not Tuesday”. These objections are easy for the sales person to handle and rarely cause issues on sales training courses. However, very often, the objection is articulated less clearly by the customer using a phrase such as, “I don’t think it’s right for us”, or, “the men on the shop floor wouldn’t wear it”. Whilst they are themselves valid as objections, they are far too vague for a sales person to handle immediately. This is where the three stage formula for handling objections can be particularly useful.
The first step in the three stage formula is to refine the customer’s objection. This is to make it meaningful, specific, or quantifiable so you can deal with it. You can do this by asking a question such as “Do you mind if I ask why you say that?” By using this type of question we make the client re-phrase their objection and disclose its real underlying meaning. If you can do this you are well on your way to handling the objection.
Having refined the objection we now want to be sure that this is the only reason why our prospect is reluctant to proceed with the purchase. It would be a complete waste of your and the client’s time if you solved the objection and were then greeted by a load more. So the second step in the three stage formula is to isolate the objection. This can be acomplished by asking the client another question along the lines of “if we overcome that can we go ahead”?” The answer given by the customer will quickly indicate to us if there are any more skeletons in the cupboard that we need to deal with. If there are no others, then the end point is in view.
Now that we know the reason for the objection and we have established that it’s the one thing preventing the sale from taking place, we must move into the final stage of the three stage formula. In this stage we now need to take a pro-active stance with the customer, using justification. This means repositioning the customer’s argument. Instead of focusing on the reason not to buy, our presentation to the customer should now help them focus on, and consider, the extra benefit they will get which arises from their area of concern. So, for example, if the objection is “Too dear”, they really want to know what extra gain will come their way by proceeding with our more expensive offer and we should explain this. If, on the other hand, they state that “Its too large”, they are enquiring as to why it is constructed in that way and what they will get for their money. Again we need to address these concerns.
So, in summary, the three step process for managing objections well means refining the objection, ensuring it is the only bjection the client has and then overcoming the objection using pro-active justification. By adhering to this three-step process, as demonstrated on our sales training courses, you will be well down the path to developing the skills needed to become a professional salesperson.
Richard Stone, Director of Spearhead Training specialising in management and sales training courses to improve business performance. Richard also provides consultancy advice for many leading companies. View further information at => http://www.spearhead-training.co.uk
Friday, July 16, 2010
How To Mess Up A Cold Call
A lot of people think that cold calling doesn't work anymore. A lot of people think that cold calling never worked. A lot of people think that cold calling doesn't and won't work for them. A lot of speakers are making a lot of money perpetuating this myth (watch out for my forthcoming video series where I set the stall straight on that one!).
By Gavin Ingham
Copyright (c) 2010 Gavin Ingham
“I would like to invite you to an event?” is the message the cold caller has left for me for the past few days. We finally spoke today and he launched into a series of questions (which weren’t all bad) and then a reasonably well crafted and well presented pitch. This guy should be making a lot of sales but, whether he does or not, I bet that he does a lot of head banging on a daily basis and he could do a lot better…
Why?
Lack of research, planning and preparation. You might ask how I know he wasn’t prepared properly? Well, these two little gems to start with…
1.His opening gambit, “I don’t know much about your company”. For that, read, he knows nothing.
2.Having the nerve to ask me, “What are the main products and services you sell?” Seriously, can you believe that? And to a sales motivational speaker too. He needs to attend one of my sales seminars!
Intrigued, I asked him how he got my details. The answer was not clear but it was something like, “Well, I have a list that came from research and my manager recommended you and I had a look and...” Oh, come on. No, you didn’t and no he didn’t and we both know that someone bought a list of numbers from somewhere and you rang it without a second thought. You’ve done nothing.
A lot of people think that cold calling doesn’t work anymore. A lot of people think that cold calling never worked. A lot of people think that cold calling doesn’t and won’t work for them. A lot of speakers are making a lot of money perpetuating this myth (watch out for my forthcoming video series where I set the stall straight on that one!).
The truth is that cold calling does not work for many salespeople. And it doesn’t work for several reasons…
1.They’re not in the right state of mind.
2.They don’t make enough calls.
3.They don’t know enough about their prospects.
4.They don’t personalize their calls for every individual.
5.They don’t ask enough questions.
6.They don’t know how they are most likely to be able to help that prospect.
7.They don’t listen.
8.They don’t tailor their solutions.
9.They don’t offer up enough(any)value.
10.They give up too easily. Cold calling can and does work.
I am not going to bore you talking about the clients that I have helped to explode their sales results, nor am I going to drone on about how I have helped individuals to create and sustain the lives they desire by being able to attend more proactive sales meetings and sell more when they get there. Instead, I am going to share with you the success a friend of mine, Clifton, who led a professional services sales team by running powerful sales meetings stemming from professional cold calling techniques…
They grew a division taking 700 meetings a year and turning £7m pa to a team running 1000 meetings a year and turning £25m pa within 2 years. On one specific project they had 250 meetings (gained through cold calling) and won £22m worth of revenues.
Cold calling doesn’t work when coupled with powerful sales strategies? As Bart would say, “Eat my shorts!”
But cold calling has to be coupled with powerful, proven sales strategies and it also has to be professional, purposeful and legitimate and this requires effective planning and preparation to even get off the starting line. If you review my list of the 10 reasons cold calling doesn’t work you will see that at least 8 of them (if not arguably all of them) could be addressed or massively improved by doing the right preparation in the first place.
I hope my cold caller reads this article. It might help him. It probably won’t as I don’t think he will think to check my blog, certainly not now… I’m just the guy who spoiled his morning and said that I wasn’t interested.
To read Gavin's acclaimed sales training blog visit www.gaviningham.com/blog/ now.
By Gavin Ingham
Copyright (c) 2010 Gavin Ingham
“I would like to invite you to an event?” is the message the cold caller has left for me for the past few days. We finally spoke today and he launched into a series of questions (which weren’t all bad) and then a reasonably well crafted and well presented pitch. This guy should be making a lot of sales but, whether he does or not, I bet that he does a lot of head banging on a daily basis and he could do a lot better…
Why?
Lack of research, planning and preparation. You might ask how I know he wasn’t prepared properly? Well, these two little gems to start with…
1.His opening gambit, “I don’t know much about your company”. For that, read, he knows nothing.
2.Having the nerve to ask me, “What are the main products and services you sell?” Seriously, can you believe that? And to a sales motivational speaker too. He needs to attend one of my sales seminars!
Intrigued, I asked him how he got my details. The answer was not clear but it was something like, “Well, I have a list that came from research and my manager recommended you and I had a look and...” Oh, come on. No, you didn’t and no he didn’t and we both know that someone bought a list of numbers from somewhere and you rang it without a second thought. You’ve done nothing.
A lot of people think that cold calling doesn’t work anymore. A lot of people think that cold calling never worked. A lot of people think that cold calling doesn’t and won’t work for them. A lot of speakers are making a lot of money perpetuating this myth (watch out for my forthcoming video series where I set the stall straight on that one!).
The truth is that cold calling does not work for many salespeople. And it doesn’t work for several reasons…
1.They’re not in the right state of mind.
2.They don’t make enough calls.
3.They don’t know enough about their prospects.
4.They don’t personalize their calls for every individual.
5.They don’t ask enough questions.
6.They don’t know how they are most likely to be able to help that prospect.
7.They don’t listen.
8.They don’t tailor their solutions.
9.They don’t offer up enough(any)value.
10.They give up too easily. Cold calling can and does work.
I am not going to bore you talking about the clients that I have helped to explode their sales results, nor am I going to drone on about how I have helped individuals to create and sustain the lives they desire by being able to attend more proactive sales meetings and sell more when they get there. Instead, I am going to share with you the success a friend of mine, Clifton, who led a professional services sales team by running powerful sales meetings stemming from professional cold calling techniques…
They grew a division taking 700 meetings a year and turning £7m pa to a team running 1000 meetings a year and turning £25m pa within 2 years. On one specific project they had 250 meetings (gained through cold calling) and won £22m worth of revenues.
Cold calling doesn’t work when coupled with powerful sales strategies? As Bart would say, “Eat my shorts!”
But cold calling has to be coupled with powerful, proven sales strategies and it also has to be professional, purposeful and legitimate and this requires effective planning and preparation to even get off the starting line. If you review my list of the 10 reasons cold calling doesn’t work you will see that at least 8 of them (if not arguably all of them) could be addressed or massively improved by doing the right preparation in the first place.
I hope my cold caller reads this article. It might help him. It probably won’t as I don’t think he will think to check my blog, certainly not now… I’m just the guy who spoiled his morning and said that I wasn’t interested.
To read Gavin's acclaimed sales training blog visit www.gaviningham.com/blog/ now.
Wednesday, May 19, 2010
Not Getting The Business
Imagine you have just completed the best sales presentation you could possibly give. Your prospect is very happy with what you've told them and they are happy with the price. It's pretty much a done deal but for some reason you don't ask for the Business.
By Steve King
I don’t really know the reason that would make sales people go through a whole sales presentation, getting to know their prospect, the prospects’ needs, matching the needs of the prospect to the product or service they are selling and then not asking for the business.
I don’t believe it.
Well I am in total agreement with you, it should never happen - but you will be very surprised to hear that this happens all of the time and sometimes from very experienced sales people. To be perfectly honest, I don’t really know the reason that would make sales people go through a whole sales presentation, getting to know their prospect, the prospects’ needs, matching the needs of the prospect to the product or service they are selling and then not asking for the business.
Some Sales People get themselves all worked up when they know they have to try to close a sale. I know it sounds crazy, but it’s the best reason I can offer. Closing is a feared word in sales for some Salespeople but it really doesn’t need to be. If you always follow a proven sales process it’s not a problem because when you get to the end of it, it should be the one thing that you do automatically.
At the end of your presentation, it’s really easy to ask you prospect a straight forward question 'would they like to go ahead?'
If you have followed your sales process properly, you will have already dealt with any objections or reasons not to buy, so there should be no problem in getting a positive response. You’re not going to convert every sales pitch that you make but by asking for the business you will increase your chances.
You may have heard the phrase - by not asking you may not get - this is very true in sales. always make sure you ask for the business, especially if you have taken the time to do a full sales presentation - or you’ll find that you have just wasted your time snd your prospects.
Always ask for the business, even if you think you’re not going to get it -you may well surprise yourself. There have been many occassions that I have got the business by asking for it, even though I had inwardly thought that there was no sale to be made. So always, always ask for the business.
Looking for a new career? Get into Sales and let Steve King help you become a success. http://www.beginnersguidetosales.com . You can find out more from Steve at his blog http://www.steveking.biz
By Steve King
I don’t really know the reason that would make sales people go through a whole sales presentation, getting to know their prospect, the prospects’ needs, matching the needs of the prospect to the product or service they are selling and then not asking for the business.
I don’t believe it.
Well I am in total agreement with you, it should never happen - but you will be very surprised to hear that this happens all of the time and sometimes from very experienced sales people. To be perfectly honest, I don’t really know the reason that would make sales people go through a whole sales presentation, getting to know their prospect, the prospects’ needs, matching the needs of the prospect to the product or service they are selling and then not asking for the business.
Some Sales People get themselves all worked up when they know they have to try to close a sale. I know it sounds crazy, but it’s the best reason I can offer. Closing is a feared word in sales for some Salespeople but it really doesn’t need to be. If you always follow a proven sales process it’s not a problem because when you get to the end of it, it should be the one thing that you do automatically.
At the end of your presentation, it’s really easy to ask you prospect a straight forward question 'would they like to go ahead?'
If you have followed your sales process properly, you will have already dealt with any objections or reasons not to buy, so there should be no problem in getting a positive response. You’re not going to convert every sales pitch that you make but by asking for the business you will increase your chances.
You may have heard the phrase - by not asking you may not get - this is very true in sales. always make sure you ask for the business, especially if you have taken the time to do a full sales presentation - or you’ll find that you have just wasted your time snd your prospects.
Always ask for the business, even if you think you’re not going to get it -you may well surprise yourself. There have been many occassions that I have got the business by asking for it, even though I had inwardly thought that there was no sale to be made. So always, always ask for the business.
Looking for a new career? Get into Sales and let Steve King help you become a success. http://www.beginnersguidetosales.com . You can find out more from Steve at his blog http://www.steveking.biz
Wednesday, May 5, 2010
Five Secrets To Exercising Authority
If you are in a position of leadership at your company, then you need to know how to inspire, train, motivate and lead people - all at the same time! By following these five secrets to exercising authority, you'll learn how to this starting today!
By Mike Brooks
Copyright (c) 2010 Mr. Inside Sales
If you are a sales manager or business owner, then you probably know and understand that fine line between being a leader and exercising authority, and trying to fit in as part of the team and wanting people to like you.
Managers struggle with this all the time, and many would be leaders lose their ability to successfully direct their teams because they are afraid of exercising this authority for fear of alienating other team members.
The problem is that most managers and other figures of authority - Directors, V.P.’s, and Business Owners—have never been taught how to properly exercise authority and command respect as leaders.
If you find yourself in this position, follow this proven, 5-step method for exercising authority. It will not only get results, but it will establish, or re-establish, your role as leader of your sales team or department.
1) Make sure your instructions are clear. Having ambiguous goals, or methods of achieving them, automatically undermines your authority and dooms many projects from the beginning. Rule #1 - be clear on the goal and the instructions on how to accomplish it. After you have delivered them, ask your team if they have any questions about what is required, so problems can be cleared up from the beginning.
2) Encourage people to approach you if they run into problems. Establishing open communication and feedback early on is crucial to avoid big disappointments later. Helping team members resolve problems as they arise ensures quick resolution, continued progress, and good morale.
3) Take action quickly when you learn of any real problems. Failing to act quickly once you learn of a problem, or putting it off for days or weeks, not only undermines your authority, but also kills morale and confidence. Problems tend to get bigger the longer they go unresolved, and your job as a leader is to solve problems not avoid them.
4) Insist your team report all the news—good and bad. So many companies treat bad news like the plague. Sales teams are taught to “always be positive,” but an attitude of “always be accurate and let’s find a way to succeed,” is more productive (and realistic). In meetings and one-on-ones, your goal should be to motivate as well as problem solve. Always encourage your team to report all the news.
5) Use crises as an opportunity to develop people. You are a leader for a reason! Rather than shy away from a crisis (a big deal lost, unexpected bad news, major delay in delivery, etc.), teach your team members how to find opportunity in crises and how to grow as professionals and as people. Focus on the skills or attitudes that are needed to overcome the situation, and work with them to develop and strengthen them.
This 5-step method to exercising authority is powerful and will establish you as a leader and as the “Go To” person in your company. And isn’t that why you are in a position of authority to begin with? Redefine your position of leadership by using and expanding on the 5 secrets above, and involve and build your team while you lead them to greater heights.
Learn how to close more sales by Downloading this Free Report: "Ten Techniques to Instantly Become a Better Closer". You'll find word for word scripts and techniques that you can begin using today to overcome objections and close more sales.
By Mike Brooks
Copyright (c) 2010 Mr. Inside Sales
If you are a sales manager or business owner, then you probably know and understand that fine line between being a leader and exercising authority, and trying to fit in as part of the team and wanting people to like you.
Managers struggle with this all the time, and many would be leaders lose their ability to successfully direct their teams because they are afraid of exercising this authority for fear of alienating other team members.
The problem is that most managers and other figures of authority - Directors, V.P.’s, and Business Owners—have never been taught how to properly exercise authority and command respect as leaders.
If you find yourself in this position, follow this proven, 5-step method for exercising authority. It will not only get results, but it will establish, or re-establish, your role as leader of your sales team or department.
1) Make sure your instructions are clear. Having ambiguous goals, or methods of achieving them, automatically undermines your authority and dooms many projects from the beginning. Rule #1 - be clear on the goal and the instructions on how to accomplish it. After you have delivered them, ask your team if they have any questions about what is required, so problems can be cleared up from the beginning.
2) Encourage people to approach you if they run into problems. Establishing open communication and feedback early on is crucial to avoid big disappointments later. Helping team members resolve problems as they arise ensures quick resolution, continued progress, and good morale.
3) Take action quickly when you learn of any real problems. Failing to act quickly once you learn of a problem, or putting it off for days or weeks, not only undermines your authority, but also kills morale and confidence. Problems tend to get bigger the longer they go unresolved, and your job as a leader is to solve problems not avoid them.
4) Insist your team report all the news—good and bad. So many companies treat bad news like the plague. Sales teams are taught to “always be positive,” but an attitude of “always be accurate and let’s find a way to succeed,” is more productive (and realistic). In meetings and one-on-ones, your goal should be to motivate as well as problem solve. Always encourage your team to report all the news.
5) Use crises as an opportunity to develop people. You are a leader for a reason! Rather than shy away from a crisis (a big deal lost, unexpected bad news, major delay in delivery, etc.), teach your team members how to find opportunity in crises and how to grow as professionals and as people. Focus on the skills or attitudes that are needed to overcome the situation, and work with them to develop and strengthen them.
This 5-step method to exercising authority is powerful and will establish you as a leader and as the “Go To” person in your company. And isn’t that why you are in a position of authority to begin with? Redefine your position of leadership by using and expanding on the 5 secrets above, and involve and build your team while you lead them to greater heights.
Learn how to close more sales by Downloading this Free Report: "Ten Techniques to Instantly Become a Better Closer". You'll find word for word scripts and techniques that you can begin using today to overcome objections and close more sales.
Friday, April 16, 2010
The Most Important Seven Seconds Of Your Sale
Did you know that studies have shown that people who are meeting us for the first time form an opinion about us in the first seven to seventeen seconds after they set eyes on us? I found that awe inspiring. It just goes to show you how vital the first few moments are when you are meeting potential new clients. If you are in marketing you need to use those seconds to your advantage.
By Steve King
Did you know that studies have shown that people who are meeting us for the first time form an opinion about us in the first seven to seventeen seconds after they set eyes on us? I found that awe inspiring. It just goes to show you how vital the first few moments are when you are meeting potential new clients. If you are in marketing you need to use those seconds to your advantage.
So how can you tip the odds of those first seventeen seconds giving out a good impression, in your favour? I reckon I have learnt a bit about that over the years.
First of all most people respond very well to knowing that they are the centre of your undivided attention. Even if they claim not to be the type of person who likes to be the centre of attention they will subconsciously form a more favorable impression of you if you make it clear that you are far more interested in their needs than your own.
Make it all about the client form the start. We all know people who never stop talking about themselves. Think about it, do you ever like them?
The second thing I have realized is that it is not enough to just sit there and appear to be listening you have to actively show that you are engaged in what they are saying. I have a friend (clearly not a close one) who is forever scanning the room with his eyes while you are talking to him, it is very disconcerting and I now find myself trying to avoid social situations with him. I just don’t feel like he is interested in what I am saying. This is the last thing you want your client to think about you. Look at them and give appropriate verbal responses. Let’s face it if you can’t do that much you are probably not going to make the sale.
A lot of people say you should use the name of the new person frequently. While it is undoubtedly a good idea to let the person know that you are interested enough in them to remember their name I have a warning to sound about this one. Whenever I meet someone who throws my name into every second sentence I immediately think they are trying to charm me, I then question why that would be. Use the persons name by all means but not so much that they question your motives or doubt your sincerity. That is clearly not the result you are looking for. In the sales game it is probably a disaster.
It is important to make all these important opening moments in any relationship work for you and convincing someone that you are genuine and sincere person is vital but you probably are anyway, you are just giving them a chance to realise that as quickly as possible.
Lastly, I would say that if this first meeting does not get across the impression you were hoping for don’t despair. Though it is true that we never get another chance at a first impression human relationships are complex and built up over time. A follow up second and third can change the conclusions they came to in those first seventeen seconds. I firmly believe this. Surely we all have friends that for what ever reason we did not like when we first met them?
If you're interested in learning more about the art of selling, be sure to check out http://www.beginnersguidetosales.com/ where Steve will take you on a step-by-step journey through an easy to follow sales process. You can also visit Steve at Marketing Matters by clicking http://www.steveking.biz
By Steve King
Did you know that studies have shown that people who are meeting us for the first time form an opinion about us in the first seven to seventeen seconds after they set eyes on us? I found that awe inspiring. It just goes to show you how vital the first few moments are when you are meeting potential new clients. If you are in marketing you need to use those seconds to your advantage.
So how can you tip the odds of those first seventeen seconds giving out a good impression, in your favour? I reckon I have learnt a bit about that over the years.
First of all most people respond very well to knowing that they are the centre of your undivided attention. Even if they claim not to be the type of person who likes to be the centre of attention they will subconsciously form a more favorable impression of you if you make it clear that you are far more interested in their needs than your own.
Make it all about the client form the start. We all know people who never stop talking about themselves. Think about it, do you ever like them?
The second thing I have realized is that it is not enough to just sit there and appear to be listening you have to actively show that you are engaged in what they are saying. I have a friend (clearly not a close one) who is forever scanning the room with his eyes while you are talking to him, it is very disconcerting and I now find myself trying to avoid social situations with him. I just don’t feel like he is interested in what I am saying. This is the last thing you want your client to think about you. Look at them and give appropriate verbal responses. Let’s face it if you can’t do that much you are probably not going to make the sale.
A lot of people say you should use the name of the new person frequently. While it is undoubtedly a good idea to let the person know that you are interested enough in them to remember their name I have a warning to sound about this one. Whenever I meet someone who throws my name into every second sentence I immediately think they are trying to charm me, I then question why that would be. Use the persons name by all means but not so much that they question your motives or doubt your sincerity. That is clearly not the result you are looking for. In the sales game it is probably a disaster.
It is important to make all these important opening moments in any relationship work for you and convincing someone that you are genuine and sincere person is vital but you probably are anyway, you are just giving them a chance to realise that as quickly as possible.
Lastly, I would say that if this first meeting does not get across the impression you were hoping for don’t despair. Though it is true that we never get another chance at a first impression human relationships are complex and built up over time. A follow up second and third can change the conclusions they came to in those first seventeen seconds. I firmly believe this. Surely we all have friends that for what ever reason we did not like when we first met them?
If you're interested in learning more about the art of selling, be sure to check out http://www.beginnersguidetosales.com/ where Steve will take you on a step-by-step journey through an easy to follow sales process. You can also visit Steve at Marketing Matters by clicking http://www.steveking.biz
Monday, February 22, 2010
Repetition is the Key to Sales Success
Don't wait for your boss to put you on a sales training program. Don't wait for your sales results to fall off a cliff. Don't wait until it's nearly too late to start. Start now and make regular sales training practice of your selling skills part of your daily habits. You'll be amazed what you can achieve from a mere 15 minutes a day practicing your basic sales skills.
By Gavin Ingham
Copyright (c) 2009 Gavin Ingham
“Repetition is the mother of all skill.” ~ Tony Robbins, author of Unlimited Power
In sales seminars and sales training programs I often talk about the difference between sales skills and sales techniques…
Sales techniques are something external to you, they are something that you hear or that you know. Sales skills are something that you own, they are yours through hard work and practice. And, what’s more, they won’t abandon you in even the toughest of markets.
When I speak at sales conferences many salespeople sit back, cross their arms and ask for “the advanced stuff”. They tell their boss that they don’t need sales training because they already know it, they’ve heard it all before…
Take open questions as an example. Any salesperson with more than about 5 minutes selling experience knows what an open question is - a question that requires more than a “yes” or “no” answer. We all know that open questions start with the words what, where, when, why, how, who which. But how many salespeople put undue sales pressure onto their clients by asking (self-centred) closed questions when they should be asking (well constructed) open questions?
“Most salespeople” is the correct answer.
The ability to ask great questions is one of the critical skills for being a sales superstar yet most salespeople fair badly at best in this area. Think back to the first time you were taught about open questions. Did you understand it? I’m guessing that you did. Let’s face it, it really isn’t that complicated is it? Most salespeople hear it, think that it makes sense and move on. They hear it, they acknowledge it but they never practice it. They get it intellectually but because they never practiced it, it never becomes a skill for them. It never becomes something that they own.
Put under pressure in a sales meeting or in a cold call, and with the adrenaline flowing, they revert to type asking controlling closed questions and “forgetting” to ask carefully constructed open ones.
As Robbins says, “Repetition is the mother of all skill.”
* If you want to be a great golfer you need to practice your swing, over and over.
* If you want to be a great pianist you need to practice your scales, over and over.
* If you want to be a great at anything you need to practice it, over and over.
* If you want to be a great salesperson you need to practice your sales skills, over and over.
If you are a salesperson and you want to outsell your competition and win more clients fast, you need to create an ongoing sales development program for yourself that includes regular practice of all of the sales training basics.
Don’t wait for your boss to put you on a sales training program. Don’t wait for your sales results to fall off a cliff. Don’t wait until it’s nearly too late to start. Start now and make regular sales training practice of your selling skills part of your daily habits. You’ll be amazed what you can achieve from a mere 15 minutes a day practicing your basic sales skills.
If you’re a sales manager, sales leader or business owner then you need to think about how you can help your sales team to practice their core sales skills regularly. One-off training is not enough by itself. You need to create ongoing sessions and exercises for them to participate in, both individually and as a team.
Not convinced it’s worth the effort? Not convinced you can get the same results? Not convinced that you buy into this whole practice argument? What would Tiger Woods, David Beckham and Johnny Wilkinson tell you to do?
I rest my case.
For more sales training tips, tricks and strategies visit http://www.gaviningham.com now. Blogs, articles, podcasts, videos and a free sales newsletter.
By Gavin Ingham
Copyright (c) 2009 Gavin Ingham
“Repetition is the mother of all skill.” ~ Tony Robbins, author of Unlimited Power
In sales seminars and sales training programs I often talk about the difference between sales skills and sales techniques…
Sales techniques are something external to you, they are something that you hear or that you know. Sales skills are something that you own, they are yours through hard work and practice. And, what’s more, they won’t abandon you in even the toughest of markets.
When I speak at sales conferences many salespeople sit back, cross their arms and ask for “the advanced stuff”. They tell their boss that they don’t need sales training because they already know it, they’ve heard it all before…
Take open questions as an example. Any salesperson with more than about 5 minutes selling experience knows what an open question is - a question that requires more than a “yes” or “no” answer. We all know that open questions start with the words what, where, when, why, how, who which. But how many salespeople put undue sales pressure onto their clients by asking (self-centred) closed questions when they should be asking (well constructed) open questions?
“Most salespeople” is the correct answer.
The ability to ask great questions is one of the critical skills for being a sales superstar yet most salespeople fair badly at best in this area. Think back to the first time you were taught about open questions. Did you understand it? I’m guessing that you did. Let’s face it, it really isn’t that complicated is it? Most salespeople hear it, think that it makes sense and move on. They hear it, they acknowledge it but they never practice it. They get it intellectually but because they never practiced it, it never becomes a skill for them. It never becomes something that they own.
Put under pressure in a sales meeting or in a cold call, and with the adrenaline flowing, they revert to type asking controlling closed questions and “forgetting” to ask carefully constructed open ones.
As Robbins says, “Repetition is the mother of all skill.”
* If you want to be a great golfer you need to practice your swing, over and over.
* If you want to be a great pianist you need to practice your scales, over and over.
* If you want to be a great at anything you need to practice it, over and over.
* If you want to be a great salesperson you need to practice your sales skills, over and over.
If you are a salesperson and you want to outsell your competition and win more clients fast, you need to create an ongoing sales development program for yourself that includes regular practice of all of the sales training basics.
Don’t wait for your boss to put you on a sales training program. Don’t wait for your sales results to fall off a cliff. Don’t wait until it’s nearly too late to start. Start now and make regular sales training practice of your selling skills part of your daily habits. You’ll be amazed what you can achieve from a mere 15 minutes a day practicing your basic sales skills.
If you’re a sales manager, sales leader or business owner then you need to think about how you can help your sales team to practice their core sales skills regularly. One-off training is not enough by itself. You need to create ongoing sessions and exercises for them to participate in, both individually and as a team.
Not convinced it’s worth the effort? Not convinced you can get the same results? Not convinced that you buy into this whole practice argument? What would Tiger Woods, David Beckham and Johnny Wilkinson tell you to do?
I rest my case.
For more sales training tips, tricks and strategies visit http://www.gaviningham.com now. Blogs, articles, podcasts, videos and a free sales newsletter.
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