Joe Smith, a salesman with ABC Industrial Supplies, called on a prospect, the Wagner Chemical Co., in January. He met with the company’s purchasing agent, Allison Stevens, who spent twenty minutes with the visitor. No sale. Two months later, Angela Jones, another sales professional at ABC, called on the same company. She, too, met with Allison Stevens for twenty minutes. But the following day, Wagner Chemical signed a long-term, highly-profitable supply deal with ABC.
Category Archives: Sales Training← Older posts
Sales professionals face many challenges, but perhaps the most daunting is how to handle the objections of prospects. Stumbling blocks can be encountered at any stage of the process–from the gatekeeper on the initial cold-call, or much later, after a proposal has been submitted and presented. Here are a few of the most common objections, and how to deal with them: The gatekeeper, for example, might inform you that “We’re happy with our current provider,” or “We’re not looking right now.” You could respond by informing the gatekeeper that you are working with several other companies in her industry, and you stopped by to introduce yourself so that, when the time comes, you will be an option for her company Learn More.
Most sales professionals are capable of giving sales pitch presentations; unfortunately, many are tiresome and irrelevant. The simplest way to avoid giving a mundane presentation is to target your audience. Generic sales presentations never have the same impact as those that are tailored. Typically, however, an audience includes multiple types of people, which means you will need to address several different agendas. Accounting and purchasing professionals, for instance, will focus on cost. CFOs and accountants are often incentivized almost entirely on cost, but this is a short-term, short-sighted “solution.” It might be worthwhile to mention that the cheapest vendors often peddle an inferior product or service, which entails additional cost later. Purchasing a lower-priced product that routinely breaks down or Learn More.
Sales training is a fairly common endeavor, but many companies do not get much of a return on their investment. Despite the lofty aspirations of executives and managers, sales training, when conducted improperly, is simply another means of squandering time and resources. Here are the eight most common sales training blunders: 1) “Homegrown” training, instead of hiring a professional firm. In-house programs are typically created by someone with insufficient knowledge of adult learning theory and models. 2) Training on product. The flawed assumption behind this approach is that product knowledge is the equivalent of sales training; that, if an associate understands how the product works, then by default, she will know how to sell it. Product training and sales training Learn More.
Gatekeepers are not obstacles to overcome; rather, they are your potential allies. They are often the initial, make-or-break link in the sales process. Sales professionals who form alliances with gatekeepers often reap rewards for doing so, and the process is quick and painless. Here’s how: 1. Make a connection. Approach the gatekeeper with sincerity. What would be meaningful and relevant to this person? They’ve seen every approach—underhanded, manipulative, sticky-sweet, and everything in between. Too often, Gatekeepers get the message: “I’m a low person on the totem pole. I’m neither valuable nor relevant.” Conversely, the gatekeeper treated with dignity and respect feels appreciated, and becomes an invaluable asset. 2. Bring quality and substance to the table. Do not call with a Learn More.
A sales management team needs to consider what the point of a sales incentive plan actually is prior to constructing one, as many leaders tend to forget why this type of system is implemented in the first place. The idea behind a sales incentive plan is that representatives may need motivation to increase their productivity and raise the number of outgoing calls that they make each day. While a number of managers will forget that this is a performance-based plan, it is vital to remember that salespeople should already be trying to get a maximum number of calls and this is an added incentive. When the sales management team sits down and identifies what they are trying to implement in Learn More.
The idea of a salesperson talking too much during correspondence with a client is something that often makes a sales management team cringe, as this approach is likely to fail. A salesperson needs to understand that they are making a value proposition and not a pitch. This means that they have to listen to what the customer thinks would bring value to their business, as opposed to leading off with their product or service. The representative needs to give off the feeling that they are there to listen, as this will demonstrate to the customer that they are interested in what they have to say. Along with giving off the appearance of caring what the prospect is thinking about for Learn More.
A sales management team has to create a strategy for representatives at their company that not only helps to increase the number of prospects that are found, but also ensures that these potential clients are qualified to do business in a way that is beneficial for the organization. If a unified front is presented to representatives by the management team, salespeople at the company should be able to have an idea of exactly which way to pursue new clients. It is important to first divide your customer base into verticals, as this will create an organizational plan to help minimize repeat calls and allows for representatives to split up their targets. When splitting up the potential clients into verticals, group Learn More.
A sales management team needs to use a sales training program that highlights the important things that a representative needs to do during their first sales call with a potential buyer. A representative needs to understand that they need to demonstrate certain things to the client during the first correspondence. They need to be positioned well in the mind of the buyer, come across as professional, and convey that they are as competent and focused on the buyer and their objectives as possible. The buyer should be able to feel a high level of comfort, trust and competency in the rep and their organization, and the potential client should feel that the salesperson has the resources with which to address Learn More.
There is no magical solution for building a prospect list. A sales management team may be able to help determine the best strategies for their representatives, but when it comes down to it, salespeople need to do the ground work. Representatives need to realize that the list is not going to grow unless they are proactive in trying to find more clients. There are a variety of ways with which you can approach the market. You can cold call on the phone, work face-to-face, use networking, attend seminars or executive briefings, use email blasts, newsletters, advertising, SEO, referrals or user groups. There are many methods for prospecting and lead generation with which to grow your pipeline. I think the secret Learn More.