Today’s selling takes a great deal of focus and concentration. Especially when your giving a presentation and demonstration of your solution to your customer. The exploding addiction of being constantly connected can be overwhelming. There is a time and place to for everything. Pay due respect to your customers time and they should to you. Constantly looking at your smart phone isn’t going to win their trust. You and your teams effort and attention will. The same goes for a business dinner with your customer. Respect their time and yours.
Category Archives: Uncategorized
Everything starts with a sale.
Have you ever thought about how many things you’ve purchased, that you never thought about the day before. You may have done the research in the past and then forgot about the need, because of the fire drills of life. If your in professional sales you see this challenge everyday. It’s about creating the urgency and the value of a purchase by your customer. If you’re in it for the right reasons. It’s about solving problems, making people (companies) more productive and increasing their profits. What if they don’t buy a solution? What’s the impact? How much is being lost in time and effort? Do your research, show the value and leverage your resources. You may have the opportunity to create a long term customer. Everything starts with a sale.
Filed under Business, Sales, Uncategorized
Sales Around the World
I recently participated in a week long international training program. As part of the group there was a mix of people from several countries and job roles. Thankfully the language of the day defaulted to English. I often reflect on how the sales process is just about bringing value and building trust. As the week progressed colleagues (but still strangers) worked on projects for the class. We traded stories and learned about each other as ventured to solve the project challenge of the day. We slowly found commonality and friendship. I hope to think that the sales process follows a similar course, no matter what language you speak.
Filed under Best Practices, Business, Ethics, Persistence, Quality, Sales, Uncategorized, Value
Promises Kept – Creating Good Surveys
How do you know your product, your program or your service is delivering on the promises you made to your customers? Your sales people say the offering is great, your literature enforces that message and your customer buys, however, what about buyer’s remorse, or the following days, weeks, months and years; are your customer’s still happy about the promise made?
One way to find the answer to these questions is to create a “good” survey; by the way, the other is to pick up the phone or to visit in person and ask.
This short article provides 10 good keys guaranteed to deliver a really good survey.
- Develop a set of objectives – “what do you want to know”. So, many organizations and people skip this step. They immediately jump in and begin to consider the questions they want to ask.
- Clearly state the intentions of the survey. It is important to communicate the intentions of the survey to both those taking the survey and to those asking to have the survey created.
- Present surveys in an organized layout, include instructions and keep it short. Layout, layout, layout, we, the human race, think visually first! So, be sure the layout is inviting. (Right-side of the brain thing)
- Structure survey based on the information you are looking to capture. Order and/or group the questions. If you took care of the layout, then this addresses the left side of the brain.
- Use different question types (“fixed responses” and “open”). Mix it up. You know, as a consumer of digital information we have a very short intention span.
- Ask one question at a time (no “double” questions). Be precise with your questions.
- Don’t ask for personal information. This is off limits on many levels.
- Do not bias your questions. Do you really want to know what your customers are thinking; then be sure to objectively present your questions.
- Ask questions that can be answered. Remember K.I.S.S.?
- Before using survey review against your objectives and test. Now, before you hit the publish or print button – review!
Follow these steps and you WILL have a good survey. Good luck on finding out if your customers think you kept your promises.
Filed under Best Practices, Business, Ethics, Marketing, Persistence, Quality, ROI, Sales, Uncategorized, Value
Why are we doing this? – Creating Program Objectives
The critical first step in the life of a program is the establishment of objectives. By answering the question, “why are we doing this” provides all stakeholders associated with the program a clearly defined focus. When defined well, this focus will significantly increase the chances for success.
The challenge in creating solid, well-accepted program objectives is that this activity requires a commitment from across the entire organization or body of stakeholders involved. A simple sentence, but all of know the challenge to getting everyone saying the same thing.
The best practice for completing defining objectives is to make the process iterative so that all constituents have had the opportunity to contribute and have their voices heard; then review and review again (two times should be enough once initially captured).
Objectives definition is not something you contract out. Yes, a consulting company can assist with facilitating the process; however, the organization must take an active role in the process. It is only through this active engagement will the organization adopt and take ownership.
The simple view of the process to define program objectives is:
- Start at the top – The organization’s President or CEO (pick one) and/or program sponsor (senior level manager) says, “I want….” (fill in the blank). Input from this level of management says, “We know of the work and we approve”. Also, this input will shape and provide guidance to the next steps.
- Next, add details – Once step one is achieved, the next level of management needs to be engaged and given the opportunity to respond and/or contribute. From the program manager’s perspective, getting this level of contribution adds further validation for the program. Additionally, step one should reflect the view of how the program’s objectives align to corporate level objectives. (Pity the manager at this level who adds details that do not align to corporate goals; a sure way to lose funding when things get tight.)The easiest way to solicit input from this level of management is to start your correspondence with, “From the desk of [insert President/CEO’s name here], the following program is very important to [insert organization name here]. We believe that by achieving the following [insert President/CEO input here], [insert organization name here] will…”
Included in this communication will be a few details about the program’s timeline along with a sense of urgency to getting feedback by [insert date here].
- Thank you! (Review) – Once you have received key stakeholder information and have crafted a short, precise list of objectives you will want to send a ‘thank you’ communication. This correspondence will include the program’s objectives. At this time, anyone who is not aligned with what you have listed will raise a question or ask for clarification. This is great! This shows that they are interested in this work and want to ensure their interests are recognized in the list of objectives. Again, thank them for their input and inform them that you are scheduling a meeting to review and finalize. (Be sure to say whose coming).
- Final Review – Invite all key stakeholders, and work hard to get all (most) of them to accept and attend. Prepare the program overview and state clearly that the goal is to finalize the objectives for the program to ensure they are aligned with [insert President/CEO’s name here] and [insert organization name here]. Get ready for some good dialog as each word is dissected. Once you near the end of this effort, you end the meeting by saying that these objectives will be how the program is managed and measured, and you will provide statuses based on this list. Be sure to get everyone’s agreement.
The steps above will greatly enhance your chances of management commitment, provide a focus for the program and act as a foundation when the program encounters business challenges, such as budget, resources and scope.
Why are we doing this?
Filed under Best Practices, Business, Uncategorized
Good Salespeople Never Give Up
Non-Salespeople always ask me when do you give up and stop making calls? They stop after leaving 2-3 messages. They don’t want to appear to be over aggressive or annoying. The traits that most C-Level executives look for in there own salespeople is tenacity. Although most will do whatever it takes to avoid salespeople from other companies. Ultimately as long as you are polite and professional you have the green light to keep calling. Executives are very busy and have full schedules. Most will applaude your persistance when you finally do make contact. Just make sure you have a valuable message/solution for them.
Filed under Best Practices, Business, Ethics, Persistence, Sales, Uncategorized
Fail to Plan. Plan to Fail.
As a professional sales person you know that if you don’t plan your strategy and allow for setbacks and mishaps you’ll be caught wondering what happened. You need to have contingency scenarios ready. Solution Selling, Miller Heiman, Sadler teach you to the good habits similar to project management milestones and checkpoints. If you don’t know where you are in the sales cycle or your customers buying process who does? Check in, early and often with your customer, so you’re both on the same page and sharing the same goals.
Filed under Best Practices, Business, Sales, Uncategorized, Value
Rainmakah's Blog 