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October 27, 2009

A Sales Tool You Should Check Out

Tim Roberts

Are you frustrated getting past gatekeepers?

Two things are paramount in determining your business development success: Your ability to establish a trust-based relationship and the length of your selling cycle. Both require focus, perhaps even more focus than you’re employing now. I invite you to consider taking on the challenge of working on both.

Trust is hard to come by and given the current climate it’s even more challenging. Salespeople everywhere tell me getting through to a decision-maker is harder than ever. It’s tough to develop trust when you can’t get in.

A key tactic to start the trust building process is called social proof. When people know that family, friends and business associates are doing something new and different, their automatic response is, “then, it must be OK for me, too.” The principle is at its best when developing new contacts.

Methods for Rejecting Rejection…

No one in any profession is successful 100% of the time. Babe Ruth struck out twice as often as he hit home runs. Michael Jordan missed over half the shots he took. Worldwide best-sellers Gone With the Wind, 7 Habits of Highly Effective People and Chicken Soup for the Soul were first thrown in the reject pile by acquisition editors. Abraham Lincoln, born into poverty, faced defeat throughout his life. Lincoln lost eight elections, twice failed in business and suffered a nervous breakdown. He didn’t quit and as a result, he became one of the greatest presidents in the history of our country. Thomas Edison on inventing the light bulb stated, “I have not failed. I’ve just found 10,000 ways that won’t work.”

Expect your share of rejection. Babe Ruth wasn’t discouraged with strikeouts. He knew they came with the home run hitting territory.

Focus on the long term. Tomorrow, you’ll barely remember those rude words barked at you today. Next week and next month, you’ll struggle even more to recall them.

Creatures from Planet Sales

Matt Nettleton

Many business owners have two incredibly tragic and harmful beliefs that control the fate of their companies. First, they believe salespeople are magical and mystical creatures. Owners believe that you know them when you see them and you have no predictable bias or process for finding out which salespeople are naughty and which are nice. Second, owners believe that the sales process is a mystery – wrapped in an enigma, meshed with a puzzle. Consequently, while you can criticize in hindsight, it is virtually impossible to plan or prepare for a sales call using a consistent process. Both beliefs can be toxic and destructive. The following story is about an owner trenched in belief number one.

Last week I met with a business owner who invited me in to talk to a new guy he had just hired. He told me that as an owner, he had three big problems. First, he was tired of telling his salesperson to get going. “What do they think they are supposed to do all day?” he asked me. Second, he was tired of hearing about deals that were going to close. “Why can’t they just hand me a signed contract?” he wondered. Finally, he was tired of missed deadlines.

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