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7 Deadly Sales Mistakes

Chase customers who are not a good fit

Us salespeople love chasing all sales opportunities that come our way. That is resulting in a mistake. A mistake of chasing opportunities that are not a good fit for us. These opportunities are not likely to move forward or turn into positive ROI. If your sales team is closing 20% (1 out of 5), it’s likely one of those four losses was a poor fit.
It’s also likely that if the opportunity made it’s way down your sales process (assuming you have one) far enough to be forecasted, it met your ideal customer profile on paper. Which means it was likely the right size, in the right industry, used your type of product or service in their business already (manufacturer for example), and are credit worthy or established in their network. These are all characteristics to look for in a customer or prospect, but they are not the reasons salespeople lose or are blindsided by the outcomes.

Not working hard enough to identify AND ENGAGE with active DI’s

With the average number of people involved in a decision to go forward increasing (5-8 depending on your source), we salespeople need to do a better job at navigating through multiple decision influencers and understanding how they’re impacted. Leaders now are catching onto the “buyer persona” or helping their teams understand what drives each role they sell to. For example, “purchasing” is impacted by _________, and the “plant manager” is impacted by this ________ (when talking about a product you sell).
What ’s challenging isn’t identifying influencers (i.e. the people you sell to), it’s engaging with them, and not realizing how not engaging with an influencer completely changes your positioning in moving a sale forward. Simply knowing someone exists and is involved in the decision-making process isn’t enough, you need to ENGAGE with them.

Mis-handing sales tools with the wrong people

Today there are more buyers involved in a single sale, it can be difficult to allocate which tool to leverage, with who, and when. Sales tools are defined in our world as anything you use to differentiate or explain something about your product, service, or both. Traditional marketing material could be considered a sales tool, so could success stories, testimonials, personal experiences, or a specific feature description.
Salespeople can easily sabotage themselves by trying to leverage a certain sales tool with the wrong decision influencer (or “buyer”…whatever you call a person involved in the buying decision). Based on my experience, software salespeople do this quite often (as do many of us salespeople). They’re quick to talk about features of their tool without understanding how someone will use it (if they will at all).

Forcing a demo, slideshow, or deck instead of discovery conversations

Based on our conversations with the market, buyers are tired of being “shown” the next demo, deck, or slideshow from salespeople. Sales meetings are twice as long as they need to be because strategic discussions are not happening.
Instead, ask for a 15-30 minute discovery conversation to help your audience understand how you can impact their business, show off credibility, and exchange questions to shape their vision. Make it a conversation between two or more people, not a show and tell.

Not reminding their prospect of reasons for a change, from start to finish

A reason for change is called a trigger event. Trigger events are reasons for change that your audience experiences on their own or you help them realize. This is the cause of a buying decision. Without identifying a reason for change, or creating one, it’s likely you’ll be treated like a commodity, chase quotes or “science projects” as I call them, or both.
Continuously remind your audience of the reason for change they’ve shared throughout your conversations. DO NOT expect them to remember the one or multiple challenges they have, that’s your job. As a professional salesperson, you’re on the lookout to determine your prospect or customer’s priorities have changed as time goes on. Most salespeople I know would say their sales cycle is months, not just days. So it’s important to keep track of this data by verifying during conversations.

Basing their positioning off of gut feelings or emotion, not data

“They loved the presentation and are really excited about what we could do!”
That gut feeling and emotional response don’t make VP’s very happy when forecasting. Remove the “Grey Area” when it comes to talking about sales.
What did you want to accomplish? What did you accomplish? What’s going to happen next? What are you going to ask for? These are all binary questions for planning a pursuit.

Not asking for the next step

Too often we think we’re asking for something, but we’re leading with information. Why is asking so difficult anyway?

Not proactively seeking coaching from their manager

Always be looking for ways to improve.

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Add this skill to blow away your Q4

Add this to your Q4 plans immediately – We can Help

Many of your training and sales leaders are looking how to squeeze every little bit of training, travel, and sales improvement budgets you have left available for the year.

It’s November. Mid Q4; some start to sweat, others are cool and confident in their forecasts and plans.

I’m going to throw you a monkey wrench. Here’s an area of training you’ve not considered…

 

Teaching your team how to ASK with influence and confidence.

In Q4 we will improve your sales team’s ability to ask for what they want and get it.  How would your year-end results be impacted if your sales team was proficient at asking:

  • For the order
  • For the next project
  • For the next meeting
  • To be specified
  • For more of the customer’s business

 

These are real “asks” as we call it.

Like you, we take a hard look at the training industry and what it has to offer. So many sales teams invest in “sales training” to teach them negotiating, buyer profile, prospecting, branding, social selling, and anything else that’s offered in the wide and deep sales effectiveness vertical.

However, how many of those training topics come second to being able to ask for what you want?  How much more effective would your sales team be if they were skilled at developing and delivering influential asks?

Dave Varner and I took a step back and realized that salespeople were coming out of multiple day sales training programs but still couldn’t confidently ask for the order, price increase or even a meeting. That sneaky “gut feeling” of nervousness negatively impacts our level of confidence and influence. It’s the same feeling we had when we had to ask someone out on a date for the first time.

It doesn’t go away. As we age and grow our personal brand and status, the need for asking (not questioning) for an action doesn’t go away. Yes, this is a plug for our workshop, but it should also be a wake-up call to your training curriculum. Our clients come to understand that a sales team without the ability to effectively ask for what they want and get it, cannot maximize their previous investments in training.  Their “ah-ha” moment is that the training they deliver is HEAVILY dependent on the participant’s skills to effectively ASK for something from their customers, prospects, and internal support teams.

Give us 6 hours and we will provide your sales organization with a skill that will move the needle immediately.

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How to Increase your Sales in Home Healthcare …in 3 Minutes!

Background

Selling in the home healthcare arena presents unique challenges.  Most salespeople come from caregiving backgrounds, not traditional sales roles.  As such, most do not view themselves as conventional salespeople.  This makes it easy for them to focus on the caregiving side of their roles, i.e. their comfort zone, and not the selling aspect.  As we say, they’re more comfortable with the “science than the selling.”  That combined with the fact that the time in front of the decision maker, often a physician, can be as little as 30-60 seconds, presents unique challenges to overcome.

The Challenges

To be effective, a home healthcare salesperson must be effective at asking physicians, hospitals personnel, skilled nursing facilities management, discharge planners, insurance companies and case managers for actions such as:

  • Referrals
  • Meetings
  • To be a primary source
  • To be a secondary source

3 reasons why asking for referrals is difficult for home healthcare sales representatives:

The goal for most home healthcare salespeople is to obtain patient referrals.  However, getting a referral requires the person to ask for one.  Sounds simple, doesn’t it?  So why doesn’t it happen?

1) No one has taught them the skill of asking.

2) Most don’t view themselves as traditional salespeople; asking is often considered too salesy, pushy and uncomfortable.

3) The salesperson often only has an extremely short period of time to ask a physician for a referral.

Is it any wonder why they are not effective at asking?  Is it any wonder why there is often high turnover?

While it’s common practice to plan for sales calls, most of the time salespeople do not identify the specific action they want the customer to take as a result of the call and how they are going to ask for it.

I see this all the time. Often when I’m coaching clients and ask them what they are going to ask for during the call, I get a list of questions.  Asking questions is necessary to help you identify pain points, or trigger events.  Asking for an action is completely different.

 

A quick story will reinforce this point.

A customer of ours developed a list of questions for their salespeople to ask clients.  Their goal was to obtain referrals from physicians, caregivers, etc., to use, or try, their services.  They routinely captured the basic questions such as how many patients, what are they doing now, what would they like to improve, etc.  When coaching them on their sales calls, it became apparent that salespeople were not actually “asking” for the referral.  They felt their role was to ask questions and deliver their presentations.  Surely, if someone was interested, they would ask to do business with them.  After it became apparent that nobody was actually asking for a referral, we coached them on the key elements of an effective ask.  This approach was especially appealing to the salespeople who often came from the caregiver side of the business. Initially, they were not comfortable with the idea of asking for a referral.  It was only after they understood that an effective ask is based on the WIIFM for the recipient (enhanced patient outcomes), did they embrace the idea.

The results were outstanding.  They learned to deliver an ask that solved a problem specific to a physician, or other decision influencer, to whom they were selling.

 They’re happy that their competition is still just asking questions and not asking for the referrals.

Understanding that questions are designed to get information and asking is designed to get an action, will enable you to incorporate both into your customer interactions and immediately improve your sales results.

 

How does your sales team currently ask for referrals? 

The Solution

As with everything involved with sales should be, the solution must be simple; simple gets used, complex does not.  Make no mistake, there is sophistication in simplicity.

How can you or your team become better at asking? There are 4 key elements to an effective ask:

1) What do you want?  What action do you want as an outcome of the call or visit?  If it’s a referral, plan your ask around gaining a referral.

2) What issue are you solving for the decision influencer?  If you’re asking a decision influencer to make a change from what he or she is currently doing and begin giving you referrals, what problem are you solving for them?  If the physician doesn’t perceive any issues with what he or she is currently doing with their referrals, such as excessive patient readmissions, they are not going to make a change.

3) How do you and your organization uniquely address this issue?  What about your brand and services are different and apply to the issue?

4) And finally, WIIFM (What’s In It For Me?) for the decision influencer.  If you’re asking a decision influencer to make a change such as to begin giving you referrals, think about what’s in it for this person.  If it’s a physician, how will granting you referrals positively impact them?  For example, improved performance rating through decreased patient readmissions.

 

Now all you or your team need to do is to ask!  As Ghandi said, “If you don’t ask, you don’t get.”

Simply taking a few minutes prior to every sales call to think about what you want, the issues facing the person you’re calling on, how you and your organization addresses these issues and finally, what’s in it for the person, will immediately improve your sales results – assuming you ask for it!

Simple, isn’t it!  Good luck!

 

How to Avoid “Show Me What You Got”

Why do so many sales calls not go as planned? The poet Robert Burns wrote, “The best-laid plans of mice and men often go awry.” He could have just as easily been talking about B2B sales calls. No matter how well something is planned for, things can still go differently than planned or anticipated.

During an internal TMG meeting last week, we discussed why often even the best-planned sales calls don’t go as we expect. If every meeting went as well as we planned out, sales would be much less complex than it is now.

Why? What’s the root cause? Why do so many sales calls with prospects and customers go off the rails?

There are so many strategies for planning sales calls.  Why do they often fail to produce the desired results? Most are partially used (if at all) and even the most enthusiastic reps use them sparingly.

As you might guess, the answer isn’t always obvious.

We reflected on a recent sales call shared with me by a Vice President of Sales.  It was an important call and they followed their sales call methodology for pre-planning.  It was solid… until the real-world set in.  The VP of Sales and his salesperson sat down at the table prepared to execute the sales call they had role played to perfection. The decision influencers from the customer came in, plus one, the person who would finalize the decision.

He said, “I have 10 minutes, show me what you have…”  Realizing that they had 10 minutes, the VP and salesperson went to their comfort zone, “We’re a global organization, here is a map of all of our facilities, we have the broadest offering in the industry, we have world-class support,” and on and on and on. Sound familiar? We all have a “go-to” safe zone when we feel like something is going off track.

After about 5 minutes, the “finalizer” got up, said thanks and left the room.  Immediately the VP of Sales had that sinking feeling – we blew it.

What happened? Did they not execute their sales call or, did the finalizer not know how to buy?

Here’s our theory: as salespeople, we’ve trained our customers how to buy.  Through our actions over time and multiple engagements, we’ve encouraged them to say, “show me what you have.”  Ideally, we should have trained them to ask, “how will you help me increase sales, decrease costs, or improve productivity.”  Wouldn’t it be great if everyone you talked to asked “how can you bring value” instead of “show me what you have?”

What’s the solution?  Here are the 3 key elements to deal with the situation:

First, prepare for the “show me what you have” statement.  Ensure everyone on the call knows how to respond, otherwise it’s likely that someone will go into a product pitch.

Second, let the decision influencer know that you will show what you have, once you ask some questions.  “I’ll be happy to share with you what we have, I just first need to ask a few questions.”

Third, ask your questions and consciously move the conversation to identifying/developing trigger events and talking about how your product or service uniquely addresses it.

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2 Minutes to more Effective Asking Skills

Why is Asking for what we Want so Difficult?

Asking is a critical skill for anyone to have – especially salespeople.  When we plan a sales call, presentation, or meeting, we do so with the goal of obtaining a specific action.  Sounds simple, doesn’t it?  Why then is it so difficult for us?

Let’s look at this from 3 perspectives: What do you have to Ask for? Why is Asking for what you want so difficult? What are the key elements to influential Asking?

What do you have to Ask for?

To be an effective salesperson or manager, there are many actions you must be able to obtain from your customers:

  • A meeting
  • The order
  • To be specified
  • A plant tour
  • A referral
  • To be the single source – or a backup, to the current single source
  • The next step in your sales process
  • To accept a price increase

Ask yourself the next time you’re planning to engage a customer – What do I want? How am I going to ask for it?  We may know what we want from the engagement, but the “asking” portion is more difficult.

 

Why is Asking for what you want so difficult?

There are 3 reasons I find Asking so difficult for people:

First, when were you ever taught how to effectively ask?  It’s safe to say that if you’ve been in sales more than a few years, you have attended programs on call planning, presentation skills, negotiating skills, questioning, etc., but nowhere were you taught the skill of asking.

Second, we’re not comfortable with asking.  There can be many reasons that we’re not comfortable with asking, but what I hear most often is “What if they say no?”.   Who wants to be rejected?

It’s easy to feel that asking is too forward, too blunt.  Think about it this way, each one of us can think of a situation where you knew someone wanted something, but they just kept rambling on and on.  How did you feel?  Frustrating, wasn’t it?  Did you finally just say, “What do you want!”.  Turn that feeling around, our customers often feel the same way.  Just as we respect it when someone simply asks what he or she wants, so will your customer.

Third, we don’t understand the foundation of an influential ask.

 

What are the key elements to an influential Ask?

There are 4 key elements to an effective Ask:

First, clearly understand what action you Want as a result of the customer interaction.  It’s a common best practice to identify the action you want as a result of the customer interaction, but not how you’re going to influentially going to ask for it.

Second, from the customer’s perspective, what problem are you Solving?  If they don’t perceive you’re solving a problem they have, why would they agree?  Be sure to leverage your differentiators when describing how you will solve their problem.

Third, make certain that the WIIFM? is clear to your customer; specifically, how will he or she be positively impacted.

Fourth, go to the “golf driving range” for sales effectiveness – practice what you’re going to ask, role play with someone.  Once you’re comfortable delivering it, it’s time to execute.  Many people that I coach will do all of the above, except when it comes time to actually deliver their asks; they simply don’t do it.  Remember the positive feeling you have when someone delivers an influential ask to you.

Increasing your asking skills will have an immediate and long-term impact on your sales and management effectiveness.

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