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Vol. 1

© Copyr ight 2008, Landsl ide Corporation Al l Rights ReservedPark West Two | 2000 Cl i Mine Rd, Suite 200 | Pi ttsburgh, PA 15275 | www.landsl ide.com | 1 .866 .450 .8522

Bill Caskey:How Can I Regain Control of a Sales Process That’s Out of Control?

Jef Thull :How to Prevent 11th Hour Negotiations

Jill Konrath:Why I Hate Closing Techniques

Keith Rosen :Opening Closed Doors

Paul Cherry:Qualifying Questions Lead to Quality Sales

Paul McCord :The 10 Biggest Referral Mistakes Salespeople Make

C.J. Hayden:

Seven Easy Steps to Follow up by Phone

Andrea Nierenberg:Non-Stop Networking

Jeb Blount:Bad Sales Habits Die Hard

Linda Richardson:Be a Closer



Bill Caskey:

How Can I Regain Control of a Sales Process That’s Out of Control?

Jef Thull :

How to Prevent 11th Hour Negotiations

Jill Konrath:

Why I Hate Closing Techniques

Keith Rosen :

Opening Closed Doors

Paul Cherry:

Qualifying Questions Lead to Quality Sales

Paul McCord :

The 10 Biggest Referral Mistakes Salespeople Make

C.J. Hayden:


Andrea Nierenberg:

Non-Stop Networking

Jeb Blount:

Bad Sales Habits Die Hard

Linda Richardson:

Be a Closer

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Sales Fuel

These articles, compliments o Landslide Technologies, Inc., are brought to you rom EyesOnSales.com.

EyesOnSales.com is the premier online sales site or sales articles, training tips, and other cutting edge sales

best practices. Visit the site at www.eyesonsales.com today!

Landslide Technologies, Inc., a pioneer in Sales Workstyle Management, is the rst company to directly

address the sotware, collaboration, and support needs o individual salespeople. Built or salespeople by

salespeople, Landslide enables the salesperson to ollow the best process or driving large complex deals

through the pipeline in a consistent manner, provide access to sales tools that help engage buyers and

removes data entry burden rom the lie o the salesperson. Landslide product line maximizes salespeoples’

time, drives them to action, and delivers results. The company is privately held with headquarters in

Pittsburgh, PA. Additional inormation can be ound at www.landslide.com. To register and attend a live

demo o Landslide visit: http://www.landslide.com/demo/.

http://www.eyesonsales.com/

http://www.landslide.com/demo/

http://www.landslide.com/demo/

http://www.eyesonsales.com/



Bill Caskey:


Jef Thull :


Jill Konrath:


Keith Rosen :


Paul Cherry:


Paul McCord :


C.J. Hayden:


Andrea Nierenberg:

Non-Stop Networking

Jeb Blount:


Linda Richardson:

Be a Closer

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How Can I Regain Control o a Sales Process That’s Out o Control?

By Bill Caskey

I got this question rom one o my clients last week. The more I thought about it, the more I realized that

this is a common problem or sales proessionals--especially in complex (long) selling cycles.

Let’s start at the top. You are in sales to solve problems. The solving o your customer’s problems will pay

you GOBS o money (more money than merely ‘selling them stu’ will). You must recall that there is anatural order to lie in sales.

Problem. The Process. Then Product.

When you begin a process, the customer problem should be at the top o the agenda. Every time you

meet with your prospect, you start with “can we review the pain?” . Maybe not those exact words, but you

get the idea).

The reader’s conundrum comes later in the sales process when things drag down--momentum gets

lost. Here’s the revelation: The velocity is lost because the original problem has worked it’s way down the

priority list. It’s nowhere on an agenda. It’s not top o mind anymore.

In act, I’ve seen sales processes that get bogged down--and when I ask the seller, ‘when’s the last time your

reviewed the customer’s problem?’ they say, “not since the rst call.”



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Hmmmmm. Something odd going on here.

The main reason you’re going through all o this work is not even talked about

anymore???!!! Lesson: You must keep going back to the original reason--the

primary purpose o the sale. Revisit the pain, oten.

They Won’t. You Must.

But the prospect won’t do this on his/her own. You’ve got to do it. So that was my

answer--unglamorous as it was. No cool, one-liner. I didn’t even resurrect the late

60’s sales move o, “i I could show you a way, would you buy today?” Just plain talk

about what’s really happening.

To read more sales articles by sales experts like Bill Caskey, visit EyesOnSales at

www.eyesonsales.com



Bill Caskey:


Jef Thull :


Jill Konrath:


Keith Rosen :


Paul Cherry:


Paul McCord :


C.J. Hayden:


Andrea Nierenberg:

Non-Stop Networking

Jeb Blount:


Linda Richardson:

Be a Closer 4

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Sales Fuel


By Jef Thull

One o the enduring myths o negotiation is that it is back and orth struggle with your customer that

occurs in the nal stage o the sale, the “close.” Negotiation, at its best, is comprised o open, honest and

straight-orward communication based on mutual respect and mutual trust.

When you recognize it in this orm, it begins with the very rst conversation and is continuous throughout

the relationship. We reer to it as the “diagnostic process.” When you are using this process, there is no need

or high-pressure, last minute bargaining, there are ew, i any, objections and there is no need or “arm-

wrestling” in the eleventh hour.

This is dicult or salespeople to grasp. “What? No objections?” “No negotiating?” “No closing?” Please note

that I’m not saying “no negotiating.” I’m saying no negotiating in the 11th hour. Negotiation takes on a new

denition in the diagnostic process, which centers on clear and precise communication and collaboration

- a continual series o “mutual agreements and understanding.” A collaborative approach eliminates the

dependency on traditional closing and objection handling skills. By the time a customer receives your

proposal, you and your customer have come to common conclusions and understanding o all the key

elements that would otherwise be subject to objection or negotiation when there are surprises in the 11th

hour. You will have agreed on the nature and nancial impact o their problems, your mutual expectations,

the nancial value o that solution and the selection criteria or a high-quality solution. In short, the

customer has agreed to each element o a quality decision process and is not seeing any new “terms” in the

proposal with which to have a reason to object.



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Let’s take a deeper look at this quality decision process. The rst decision element

revolves around the customer recognizing that they are experiencing some

consequences due to the absence o the value your solution could provide.

Consider a eature o your solution that you believe to be one with the most value

and strongest competitive strength. Ask yoursel, “What would the customer

be experiencing without this eature? What would they physically be able to

see in their business that would show you and them that they are experiencing

the absence o this value?” Think o yoursel as a doctor. You are looking or

the symptoms o the absence o business health in your patient. Relative to

negotiations, the symptom either exists or it doesn’t. You and your customer will

reach agreement on that quickly and i the symptoms exist, you move on to the

next decision, “What are the consequences o the symptoms?” or “How bad is it?”

The next decision revolves around determining the nancial impact o the

problem. It is important to bring your customer a process that will guide them

through measuring the nancial impact o their problem, just as a doctor brings

the capability o running tests to determine the extent o the symptoms. We

reer to this as the “cost o the problem.” I you don’t have a cost o the problem,

there isn’t a problem. In other words, i you can’t help your customer measure the

nancial impact o the problem your solution will address, they will be unable to

measure the value o your solution, likely not want to buy your solution at all and

very likely not want to pay the price you will ask.

When the cost o the problem is agreed on, the next decision or the customer is,

“Is this bad enough to take action?” When the customer compares this problem

and its costs to other problems they have or opportunities they have to invest in,

where does this one stack up on the priority scale?

When these decisions are mutually agreed upon, we have “negotiated” away

a high percentage o the objections we would traditionally hear and those

that might lead to a “no sale.” A large number o objections occur because the

customer receives a presentation or proposal beore these decisions are made, a

“pre-mature proposal.”

Think about it - how many times have we given a customer a proposal beore they

decided they really had a problem? They were only “interested” in the solution we

had. How many times have we given a proposal to someone who said they had

the kind o problem we solve, but they did not know how much that problem

was costing them? Finally, how oten have we given a proposal to someone who

had the problem, but had not decided that it was a top priority to address?

When these decisions are made, the customer has decided to take action. And

it’s now time to co-design a solution. There are our main sets o decisions to

be made regarding the design o the solution. “What does the customer expect

the results to be i they go through the eort and expense o addressing this



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problem?” “What do they want their situation to be ater a solution is in place?”

“What is the best alternative or approach to achieve these expectations?” “By how

much will the solution reduce the nancial impact o the problem?” and “How

much money should I invest to make these expectations occur?” Finally: “What do

I need to measure and compare to ensure the solution will work?”

These decisions are made in such an order that each decision provides a

oundation o inormation that supports the next decision and enables the

customer and yoursel to make each decision with condence. Each decision

creates a clarity that precludes random “objections” rom popping up at the last

minute. The key to successul negotiations is that each party is well inormed

and understands their respective mutual interests. You are working towards an

equitable exchange o value and a continuing relationship. When you reach

agreement on each critical point o the exchange, as each emerges during

the decision process, you have brought great clarity to the relationship. The

oundation o the diagnostic approach is that it is easier to reach clarity and

agreement on many small points, than a single summary o all those points.

I you pattern your sales approach ater a quality decision process, rather than a

sales process, you will be able to stay away rom “pre-mature presentation,” and

most likely you will not be a victim o those 11th hour negotiations.

To read more sales articles by sales experts like Je Thull, visit EyesOnSales at

www.eyesonsales.com



Bill Caskey:


Jef Thull :


Jill Konrath:


Keith Rosen :


Paul Cherry:


Paul McCord :


C.J. Hayden:


Andrea Nierenberg:

Non-Stop Networking

Jeb Blount:


Linda Richardson:

Be a Closer


By Jill Konrath

“My salespeople need to get better at closing,” the Vice President o Sales said to me shortly ater I arrived in

his oce.

I I’ve heard that line once, I’ve heard it a hundred times. Despite being on an important sales call, I couldn’t

help but cringe. You see, I will never, ever train people on closing techniques i they sell to the corporate

marketplace. Why not? When you analyze what happens when you teach sellers how to be great closers,

you’ll understand my perspective.

So right now, I want you to imagine yoursel as a decision maker in a large organization. Perhaps you’re a

manager or even an executive.

You agree to meet with a seller who’s been trying to set up a meeting with you or several months. When

she mentioned the business results her rm was achieving with your competitor, you decided it was time

to learn more.

But you’re still a bit leery. You’re absolutely swamped with a workload that’s so big you can’t seem to get

out rom under it.

Ater a 10-minute discussion with her, you start to notice that nearly every other sentence ends with a7

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question: “Don’t you agree?” or “I’m sure you’ve experienced that?” or “Is that true

here?”

(Because she’s been trained to “always be closing,” she starts using the “Constant

Close Technique” right away. This method is designed to get your head bobbing

up and down. The more “yeses” you say, the easier it’ll be or her to get your

business.)

Ater sharing a bit more about her oering, she begins to implement the “Little-

Decision Close” by asking:

Do you usually start out with weekly or monthly orders?•

Can you get this through purchasing airly easily?•

Do you agree that this methodology would be helpul?•

(By getting you to agree to small things rst, she’s warming you up or the big

close.)

Inside, your head is spinning and these thoughts are racing through your mind:

“I’m not ready to get started on anything right now. I’m just learning. Besides,

I don’t know i it’s even worth it to make a change. Shoot, it could be really

disruptive right now with all the new initiatives going on in our company.”

But the sales rep persists. She’s really good at closing. She moves into the “Assume-

the-Sale Close.” With a winning smi le on her ace, she says to you, “We can get

going on this by mid-month.”

I you’re normal, by now you’re eeling a little pushed - or maybe even a lot

pushed. You’re not ready to make any kind o decision on the spot like this. Who

does she think she is???

Trying to politely get out o this mess, you ask, “How much money are we talking

about?” No matter what she says, it will always be too much!

When you tell her that, she chimes back in with the “Better-Act- Now Close”.

Petulantly, she looks at you and says, “We’re really busy right now. So many people

are ordering. I you don’t go ahead right now, I have no idea how long it will take

or even i the pricing will stay the same. I’ve heard it’s going up.”

You tell her you’ll have to take your chances, because it’s out o the question or

you to make decisions so quickly.

Not to be deterred, she comes right back at you with her best “Reerral Close.”

Pulling a list o testimonials out o her briecase, she lays them in ront o you

one-by-one.



“Look at all the great companies who we work with,” she says. “They love us. We’ve

done great things or them.”

Glancing quickly at your watch, you say, “I’m sorry. I have to run to a meeting right

now. Thank you so much or your time.”

“I you act now, we’ve got this great promotional oer,” she says using her best

“Last Ditch Close”. “We’ll throw in 20 hours o ree training and a new iPod.”

Enough already! At this point, all you can think about is, “Get this woman out o

my oce.”

§

That’s what happens when you train someone on closing skills. They close and

they close. At the same time, they tick o their prospective customers royally.

Whenever someone talks to me about their salespeople needing to be trained on

closing skills, I have to redirect their thinking.

The inability to close is a direct result o poor needs development. It is the

symptom o the problem, not the actual problem itsel.

The very best salespeople don’t employ any special closing techniques at all.

They simply ocus on understanding their customer’s business and helping them

achieve their desired outcomes.

Instead o talking about their product or service, they ask a ton o questions. They

keep their ocus on their prospect’s business challenges and the gaps that need to

be closed to achieve their objectives.

Then, knowing that corporate decisions take a while to make and oten involve

many people, they simply suggest the logical next step.

So please, don’t talk to me about your salespeople needing to improve their

closing skills. I can’t help you with this.

I they’re selling to big companies, the more they close, the less successul they’ll

be.

To read more sales articles by sales experts like Jill Konrath, visit EyesOnSales at

www.eyesonsales.com

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Bill Caskey:


Jef Thull :


Jill Konrath:


Keith Rosen :


Paul Cherry:


Paul McCord :


C.J. Hayden:


Andrea Nierenberg:

Non-Stop Networking

Jeb Blount:


Linda Richardson:

Be a Closer


By Keith Rosen

You are ready or a spectacular year. The resolution has been made to strengthen your business

relationships, attract more customers and advance your career.

You began reviewing the list o prospects who said “No” to you in the past. Sure, they may have turned you

down beore, but you know that change occurs throughout the year - in the economy, in technology and

in your prospects’ business. I your approach is merely to “touch base” and see i they are in a better position

to make a purchasing decision, you have the same “plan” as every other salesperson.

Beore making your next contact, spend some time evaluating the history o the account. Chances are,

there were things you missed during your initial interaction that cost you the sale. Uncovering these areas

you need to strengthen, realigning your thinking and then developing a unique strategy to ollow will

enable you to create new possibilities with past prospects. Here are a ew ideas:

Determine why they really didn’t buy.1.

This is better done immediately ater you are turned down, but it’s also a good way to get back in ront

o someone. The key is to get your prospects to speak with you openly. This can be dicult, since many

prospects eel the need to disguise the truth in order to avoid “hurting your eelings.” Instead, they use

generic reasoning, such as “high price, no need to change current vender, no budget available or bad

timing.” 10

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Uncover the real reason by asking questions about their goals this year,

problems they are acing with their current vender, product or service, etc.

This oten leads to a conversation about the potential purchase o your

product/service that you would never have opened up otherwise. Ask

questions such as, “I you could create the ideal (solution/product/service),

what about your current product/service would you like to improve or

change?” Or “What solution would my product/service have to oer that

would motivate you enough to explore working with us?”

Do your homework.2.

It isn’t enough to simply understand the problem and provide a solution.

Anticipate your prospect’s uture needs. Where do they rank within their

respective industries and how does that compare to past years? What

changes are expected or their industries? Will the economy or technology

have an eect on their businesses? What are some o the problems they will

ace this year? How will utilizing your product/service help alleviate these

issues? Read up on press releases, annual reports or articles on the company

that you’re calling on. I you want to create a new purchasing opportunity,

determine your prospects’ current as well as uture needs-- needs that your

prospects may not even be able to identiy themselves.

Get their attention.3.

What is the prospect’s primary motivation to listen to you another time?

Determine a particular advantage that your product/service will provide

them. To stimulate the prospect’s attention, develop a short, concise message

you can send them (letter, email, etc) or deliver in a conversation describing

the specic problems that can be solved or results that they can expect

through utilizing your product/service. Be creative. There are probably

dozens o eatures you could promote. It is up to you to uncover the one that

would motivate each prospect to speak to you again. Here’s an example you

can use to open up the conversation. “Ater refecting back upon our prior

conversation, I have some new ideas that I’d like to share with you regarding

how our (product, service) may actually complement and enhance what

you’re currently doing” Or “I was thinking about another client who was in a

similar situation as yours and thought that you might be interested in hearing

about how we were able to deuse (eliminate) the challenges they had.”

Become more than simply a salesperson; become a resource.4.

When ollowing up, don’t simply call to ‘ollow up.’ In other words, stay away

rom calling with the intention to see i they’ve received your inormation or

to ‘check in’ to ask i they have any immediate needs or your product/service.

Take some extra time and weave in a compelling reason or your call. How can

you deliver value to them? Is there something timely that you can share with

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them about your product/service or about their industry? Is there something

newsworthy that you can discuss which applies to them; a success story

about a client you’ve worked with?

Determine how you can contribute to the growth o a prospect’s business

aside rom the product or service you are oering. It could be supplying

them with a ree newsletter or educational seminar, a better service plan

or connecting them with other people in your circle o infuence that can

contribute to the success o their business. Create a contest amongst your

sta to develop ideas that will add value to your product/service without

increasing your prices or ees. More service and value at a perceived lower

price creates a new interest. Adding value to your product or service at no

additional cost to the customer is exceeding your customer’s expectations

Stop selling products and start selling measurable results.5.

Feature and benet selling is a dying strategy. Most companies are no longer

in the business o selling products, but o providing solutions. In order to

provide a solution, you must rst understand the problem. Prospects are more

interested in what the end result or advantage your product or service will

produce or them as opposed to what your product does. It can be greater

productivity, lower overhead, monetary savings, or an increase in their quality

o lie. What problems are solved by your product or service? What end result

or value will they experience rom what you are oering? Can it be quantied?

When cold calling, ollowing up or networking, are you providing the

prospect with enough o a compelling reason to want to speak with you and

learn more about your product or service? I your reasons are not powerul

enough to move someone rom a state o inertia to interest or action, here’s

your opportunity to give them an overhaul.

Interview past and current customers. Ask questions up ront to get a

complete understanding o your customer’s position and why they bought

rom you in the rst place. What would make them look great in terms

o how they are evaluated in their job? Remember, people buy based on

their reasons, not yours. You can then look ahead and create a strategy that

will accurately pinpoint how your product or service can assist your uture

customers and the measurable results they can expect.

Stop chasing dead opportunities.6.

Are you making too many ollow-up calls? Whether it’s because o a stubborn

attitude or resistance to accepting that a sale is truly dead, salespeople

sometimes spend too much time chasing accounts that simply don’t qualiy

as potential sales. This should have been detected during the rst (qualiying)

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stage o your selling process. I it was not, ask questions to determine exactly

where the prospect stands. When discussing the possibility o earning

a prospect’s business, it is crucial that you give them the opportunity to

not only say “Yes” but “No” as well. Gett ing turned down can make you eel

rejected, but it also allows you to move on to more promising prospects.

To read more sales articles by sales experts like Keith Rosen, visit EyesOnSales at

www.eyesonsales.com

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Bill Caskey:


Jef Thull :


Jill Konrath:


Keith Rosen :


Paul Cherry:


Paul McCord :


C.J. Hayden:


Andrea Nierenberg:

Non-Stop Networking

Jeb Blount:


Linda Richardson:

Be a Closer

Qualiying Questions Lead to Quality Sales

By Paul Cherry

You’ve been making sales calls all day, leaving countless voicemails--and nally you reach a real live

person! Thirty seconds ater your conversation starts, she says, “I have to run to a meeting. Can you send

me inormation?” Sure, you’ll send it, but will it be read, or be thrown on top o a pile o other ino kits that

haven’t been touched since the day they arrived? What could be more rustrating?

You must make every prospect count, making the best use o your time and energy. You want to

accommodate people’s requests, but how can you tell i it’s a legitimate opportunity beore you spend

too much eort on it? You don’t want to devote hours o your precious time to providing materials to

prospects, only to have them blow you o.

To keep rom wasting time on people who aren’t seriously interested in pursuing a business relationship,

try the three-step qualiying process on an upcoming sales opportunity so that you know right away

whether it’s alive with possibilities or a dead end.

The Three-step Qualiying Process

Agree.Step 1.

Find something within your prospect’s reply that you agree with. It’s a good way to connect with

someone on a basic level, giving your prospect acknowledgement and encouragement, plus it buys

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you time. Even i she gives you a canned response such as, “Send me the

inormation,” you could reply, “I’d be glad to orward you some inormation.”

But don’t end the conversation there

Clariy.Step 2.

Now’s your chance to get clarication about your prospect’s needs. Ask one

or two questions about your prospect’s current situation, her organization’s

decision-making process, or concerns she has about their current provider. For

example, you could respond to that inormation request with, “What specic

inormation would be o particular interest to you?” It’s important to analyze

her response--exactly why does she want inormation about your service?

It’s a good sign i your prospective client answers your clarication question

using language like: “We’re looking to... achieve... x... solve... eliminate... avoid...

secure... improve...” Such words suggest this organization has already identied

its problems and accepts that change is needed. While your prospect explains

her problem, listen careully so you’ll better understand the goals and

solutions being sought, and how you can help.

Legitimize.Step 3.

Determine whether your prospect is serious or trying to politely get rid o you.

Ask a question that’ll project her into the uture so she can walk you through

her rm’s decision-making process. For example, you can say, “I’ll put together

inormation that you’ll receive by this Monday. Will that work with your time

rame?” Should your prospect answer yes, add, “Assuming you need time to

study the inormation, when should I call back to discuss this urther?” Now

you’ll have a denite time to ollow up on this sale.

Other eective phrases with which you can begin legitimizingStep 4.

questions:

“What i...”

“Let’s just pretend...”

“Just suppose...”

“Imagine or a moment...”

As your legitimizing process proceeds, you might say, “Okay, I’ll have the

inormation to you on Monday. Let’s assume or a moment that Friday is here.

You’ve reviewed our inormation and you like what you see. What do you

eel will happen next?” By posing this question, you create a scenario that

the client can picture. Now she’ll think in detail about your service, as well

as the process o purchasing it. This will help her explain her organization’s

needs. Now you’ll be able to gure out rom her answer i this organization is

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truly interested in your service, or i the prospect just wants to get you o the

phone.

Suppose you get into a dialogue with someone who ranks high in the

organization. As you talk with him, you’re told, “Oh, you should talk with Lou,

who reports to me. He’s responsible or these kind o decisions.”

“Great!” you reply. “So I can prepare to speak with Lou, based on what

we’ve discussed so ar, what issues do you think he’ll be most interested in

discussing?” Listen or the legitimacy o the response. I he says something

active like, “Lou is trying to overhaul our department’s approach to...”, then

there’s a real thought process going on, and a better chance that it’s a real

opportunity.

I he says, “I have no idea,” chances are this is a brush-o, not a true

opportunity. Ater all, what are the odds that Lou and his supervisor don’t

communicate with each other?

Red Flags: Is This Opportunity A Dream Or A Dud?

The old “Just send me inormation” routine. The more “canned” the response, the

less likely that it’s a genuine opportunity. Instead, look or detailed answers like, “I

need inormation on how this process works in the real world...ways to reduce our

turnover costs...nding the right people and keeping them...”

The old “Call me back” routine. “Call me back” is one o the hardest answers to

interpret. Sometimes a prospect really is busy, maybe even in the middle o a

crisis, and she has absolutely no time to talk. I you get this response, ask or a

specic time and date to call back. I your prospect commits to a specic time

and date at which she’ll expect your call, you have a good shot at discussing a real

business opportunity. I she’s unwilling to commit to a time and date, chances are

it’s a brush-o, so move on to your next prospect.

The old silent treatment. I your prospect won’t share his motivation with you by

answering your clariying questions, this isn’t a legitimate business opportunity.

However, make sure your questions aren’t sel-serving; clients never like eeling

manipulated.

In minutes, the three-step qualiying process will help you evaluate whether or

not a prospective client is truly interested in doing business with you. Not only will

you save time, money, and irritation or both yoursel and your prospects, but the

answers you’ve uncovered will help you better prepare any uture proposal you

might submit to them

To read more sales articles by sales experts like Paul Cherry, visit EyesOnSales atwww.eyesonsales.com 16

Vol. 1


Sales Fuel



Bill Caskey:


Jef Thull :


Jill Konrath:


Keith Rosen :


Paul Cherry:


Paul McCord :


C.J. Hayden:


Andrea Nierenberg:

Non-Stop Networking

Jeb Blount:


Linda Richardson:

Be a Closer

The 10 Biggest Reerral Mistakes Salespeople Make

By Paul McCord

Reerrals are touted as being the best prospecting tool in any salesperson’s toolbox. According to sales

legend, reerrals are the key to becoming a top producer.

Virtually within 30 minutes o entering the sales eld, most salespeople are told that i they want to

succeed, they must get reerrals rom their customers and clients.

Yet, the truth o the matter is that ew salespeople generate very many quality reerrals. Certainly, a ew

salespeople have gured out how to generate enough quality reerrals to run their very successul sales

businesses. These men and women are by ar the exception, not the rule. Moreover, studies have shown

that those men and women who have learned how to generate a large number o high quality reerrals

earn our to ve times their industry average.

There are others who get a ew names and phone numbers here and there and think they are getting

reerrals. Unortunately, most o these “reerrals” don’t turn into sales. They do, o course, get a sale out them

every so oten, but or the most part, these “reerrals” are nothing more than names and phone numbers

that are no more qualied than i they simply picked names at random out o the phone book.

Most salespeople, however, nd that reerrals are not all they’re cracked up to be. In act, reerrals have

proven to be so disappointing that the majority o salespeople don’t even ask or them. Many salespeople

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quickly conclude that reerrals just aren’t worth their time and eort. These

salespeople determine that reerrals are just a myth, or that their clients won’t give

reerrals, or that their clients don’t

have reerrals to give, or that they will irritate a client i they ask or reerrals.

In act, the problem isn’t with reerrals or their clients. The problem lies with

how the salesperson goes about asking or reerrals. Here are the top 10 reerral

mistakes salespeople make:

Not asking1.

It shouldn’t be a big surprise that i you don’t ask, you won’t get reerrals.

Almost 70% o all salespeople don’t even ask or reerrals. They don’t even

bring the subject up! O course, they don’t get reerrals. O course, reerrals are

a myth. How can you expect to get something i you don’t even try?

Seldom do reerrals simply drop out o thin air like manna rom heaven.

Moreover, those who don’t ask have a legion o excuses as to why they don’t

ask. They don’t ask because they know they won’t get them anyway; their

clients don’t know anyone to reer; they will upset their client; their clients

are too busy to give reerrals; they don’t want their client to think they are

begging or business or that they are needy. These are simply excuses.

Salespeople don’t ask because they are araid o asking. Pure and simple.

Asking only once2.

Studies have shown that those salespeople who do ask generally only ask

once. Certainly, asking once is better than not asking at all. But statistically,

asking once will only generate 1.47 names and phone numbers. Less than

one and a hal reerrals per client. And since most o the “reerrals” the typical

salesperson gets are o poor quality, getting less than one and a hal reerrals

per prospect is pretty discouraging. That means they’ll have to ask several

clients to get a single sale.

However, the same studies that show salespeople receive less than one and

a hal reerrals when they only ask once show that salespeople who ask or

reerrals twice receive 2.03 names and phone numbers rom each client. That

means or every 10 customers asked, the salesperson who only asks once or

reerrals will get 14 names and phone numbers, while the salesperson who

asks twice will receive 20 reerrals--almost 50% more. Now, these aren’t any

better quality reerrals than the ones the salesperson who only asks once

receives, but at least they have many more opportunities to make a sale--

simply by asking or reerrals a second time.

And those who had the temerity to ask a third time? They received, on

average, 3.28 reerrals rom each customer. Thereore, or every 10 customers

asked, these salespeople receive 32 reerrals, more than three times the

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number o the salesperson who only asks once. You think they might make

more sales than the person who isn’t asking or who only asks once--or even

those who ask twice?

Those salespeople who use the PWWR Reerral Generation System(TM)

averaged 5 reerrals per customer. In addition, these weren’t the typical name

and phone number but were high quality reerrals. For every 10 customers,

these salespeople received an average o 50 reerrals, most to high quality

prospects. I their close ratio is only 25%, they will close 12 sales without

having to spend time prospecting and money marketing.

Suggesting instead o asking3.

Many salespeople “suggest” reerrals instead o asking or them. Instead

o making a direct request, they try to sot peddle the request by saying

something like: “Mr. Client, i you happen to run across someone who

could use my product or service, would you give them one o my cards?”

Alternatively, “Mr. Client, i you know o anyone I might be able to help, I’d

appreciate it i you’d tell them about me.”

This is the chicken’s way out. They don’t want to oend, so they don’t ask.

But they don’t want to miss the opportunity or a reerral. The solution is to

suggest that the client pass their name along. I this is your reerral generation

ormat, don’t hang around the phone waiting or the calls to come in.

Waiting until the sale has been completed to bring up reerrals4.

Most who do ask wait until the sale has been completed beore they even

bring the subject o reerrals up. One o the issues salespeople have with

reerrals is they believe based on their experience, that asking or reerrals

makes their clients uncomortable. The request seems to be an unwelcome

one by most o their clients. And it is--not because the request or reerrals is

itsel an intrusion, but because o the timing o the request.

By waiting until the last minute to bring the subject up, the salesperson has

given the client no time to think o whom to reer and they have waited until

the client has mentally moved beyond the sale. The sale is complete. It’s over.

The client has already mentally moved on to other issues. They’re simply

waiting or the salesperson to leave so they can begin to take care o other

business. And, bam, here comes a request out o the clear blue that tries to

pull them back into the sale. What should have been a simple request is now

an intrusion.

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Focusing on their needs, not the client’s5.

The typical reerral request goes something like this: “Mr. Client, let me ask a

avor. It would really help me i could give me the names and phone numbers

o a couple o people (or companies) that I might be able to help as I’ve

helped you.” Or, “Ms. Client, do you know anyone else that might be able to

use my services? It would be a great help to me i you could give me their

names.”

Clients don’t give reerrals because they like you, because they respect you,

or even because you did a good job. Clients are human beings. Thereore, like

most human beings, they do things because they perceive them to be in their

own best interests. For the most part, clients don’t really care what will help

you; they care about what will help them. That’s not to say that a ew clients

won’t give reerrals or no reason; there are a ew who will. Most will not.

The majority o salespeople ocus on themselves when requesting reerrals

instead o ocusing on the client. To be successul in generating reerrals, you

must give the client a reason why giving reerrals is in their best interest, not

yours.

Not dening what a good reerral is6.

As basic is it is, ew salespeople let their client know what a good reerral

is. Instead, they assume the client understands what a good reerral is. Bad

assumption.

Although you know what a good reerral or you is, your client doesn’t. They

need direction. While you are standing there thinking, “Give me someone just

like you,” they’re thinking “what does this person want and how do I get rid o

them.” I you want a quality reerral, you must let your client know who you’re

looking or. I you don’t, no telling what you’ll get.

Not understanding the psychology o the reerral7.

Getting a large number o high quality reerrals rom clients and prospects

isn’t easy. In act, less than 15% o all salespeople generate enough quality

reerrals to signicantly impact their sales.

In order to become a successul reerral salesperson, you must come to

understand the psychology o reerrals. Clients and prospects assume that

whomever they reer you to will be more demanding and more critical

than they have been. They assume that whomever they reer you to will be

less orgiving o the little issues that come up in a sale. They assume that

whomever they reer you to will be less satised with the sale than they have

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In addition, clients and prospects will reer you to people whom they have

various types o relationships with. Some o the people they reer you will

trust and respect them. Others will be casual acquaintances who neither trust

nor distrust your client. Some will even be people who distrust and disrespect

your client.

To make matter even more complicated, you must understand your

psychology o reerral selling. What goes on in your brain is just as important

as what goes on in your client’s and the prospect’s brain.

Unless you have a thorough understanding o the psychology o reerrals

and the relationship between your client and the reerred prospect, your

likelihood o massive success is minimal.

Like much o selling, the process is more psychological then physical.

Calling the reerred prospect8.

The natural inclination when you’ve received a reerral is to pick up the phone

and call the prospect. Wrong move. When you simply pick up the phone and

call, you’re giving the prospect the opportunity to determine you’re nothing

but another tele-marketer and to mentally cut you o beore you even have

the opportunity to bring up your client’s name.

There are a number o ways o contacting a reerred prospect, but the key is

to get a personal introduction, not just a name and phone number.

Not helping the client give reerrals9.

Despite their best eorts, even mega-producers who make huge incomes

o their reerral-based business have clients and prospects who claim not to

know anyone to reer. Yet, these men and women still walk away with a stul

o high quality reerrals.

How do they do this? They don’t rely on their client to come up with people

or companies to reer. Instead o hoping that their client has reerrals or them

as most salespeople do, they are proactive and help their client make high

quality reerrals. They discover whom the client knows that they know they

want to be reerred to and they ask to be reerred to those people.

Not earning the reerrals10.

I you want a large number o high quality reerrals, you can’t just ask or

them--you must earn them. They’re not just given, they’re earned.

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Successul reerral salespeople understand that the number and quality o the

reerrals they receive is dependent upon giving their client the purchasing

experience the client wants, not the one the salesperson wants to give the

client. Consequently, they nd out what the client wants and expects to

happen during the course o the sale and then they give the client the exact

purchasing experience the client wants, thus earning the reerrals.

You cannot ask and expect reerrals i you haven’t earned them. And you don’t

get to determine whether or not you’ve earned them--the client makes that

decision so you must give them an objective way to determine whether or

not you have earned them.

Obviously, generating a large number o high quality reerrals is dicult.

I it were easy, every salesperson would do it. However, by understanding

the issues that kill reerrals and then learning how to eliminate those issues,

you can generate a huge volume o high quality reerrals. Reerral selling

isn’t dependent upon luck, or having the “right” clients, or using bribes or

incentives. It is dependent upon knowing the process that will overcome the

issues associated with getting reerrals, implementing that system, and then

honing your reerral selling skills. And once you’ve learned the system and

honed your skills, it becomes a natural part o your selling process.

No matter your product or service; no matter whether you sell to individuals

or businesses; no matter the cost o your product or service or the length

o the selling cycle, you can build a reerral-based business. It simply takes

knowledge, skill, and practice.

To read more sales articles by sales experts like Paul McCord visit EyesOnSales at

www.eyesonsales.com

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Bill Caskey:


Jef Thull :


Jill Konrath:


Keith Rosen :


Paul Cherry:


Paul McCord :


C.J. Hayden:


Andrea Nierenberg:

Non-Stop Networking

Jeb Blount:


Linda Richardson:

Be a Closer


By C.J. Hayden

You know how critical it is to ollow up initial contacts or mailings with a personal phone call, but

somehow your list o calls to make always seems to get longer instead o shorter. Days or even weeks go

by beore you place important calls, and there always seems to be something more important to do. Why

not make this the month you get o the dime and get on the phone? Here are seven steps to make it easy

or you:

Know why you are calling.1.

Sounds obvious, but we have all been guilty o making a call just because it was on the list, having

long since orgotten why we were calling. Or worse, never calling at all because you aren’t sure o your

reason. Make it a habit to keep a note with each person’s contact inormation about where you let o

in your last contact and what is the appropriate next step.

The most productive calls are about something you know or suppose the other person wants rom

you, rather than something you want rom them. In preparing to make a call, visualize that person in

your mind. I you have never met, gaze at his or her business card or web site. Ask yoursel, “How could

I best be o service to this person today?” Whatever you answer, that should be the reason or your call.

Prepare a “script.”2.

A better name or this essential tool would be “introduction and talking points.” The last thing you

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want is to sound like you are reading lines. Begin with a brie introduction o

yoursel and the purpose o your call. Say just enough to answer the question

“what’s in it or me” or the person you are calling, then check to see i they

have time to speak with you.

Your talking points should contain mostly questions you wish to ask them,

and answers to questions they may ask you. Each one should be no more

than a breath or two long. I you have to inhale several times to get all your

words out, you’re making a speech, not having a conversation.

Get in the mood.3.

Gritting your teeth is not the best rame o mind or making ollow-up calls.

Take a ew moments to build a positive attitude about the calls you’re about

to make. Remember your highest purpose in doing the work that you do,

whether that is providing or your amily, changing the world, working toward

a comortable retirement, or serving the community.

Now, mentally direct that purpose toward the people on your call list. How

best can you serve your purpose and their needs at the same time? I you nd

yoursel eeling nervous, try one or all three o the ollowing: stand up, look in

the mirror, and smile.

Speak briefy, then listen.4.

Imagine your call as a tennis match. You serve the ball by making a statement

and asking an open-ended question. The other person answers and you listen

or where the ball is going. Then you hit the ball back with another statement

and question, or a question alone. You listen again. I you don’t listen, you will

miss the ball and lose the point.

Make it a conversation.5.

Your talking points should be a loose ramework, not an outline that must becovered. This is why listening is so important. Yes, keep your purpose in mind,

but let the other person’s responses guide the direction o the call. Especially

at the beginning o the conversation, keep your ocus on learning rather than

on teaching.

Once you learn more about what your prospective client or networking

contact needs or wants, you’ll be able to oer assistance in a relevant,

respectul way. There’s no payo in launching into a description o what you

can provide without knowing rst i your listener has any need or it.

Be yoursel.6.

I you remember none o the other tips on this list, remember this one. The

person you are calling is another human being, with a amily, responsibilities,

problems, goals, and dreams. I you speak rom that place yoursel, you will

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Bill Caskey:


Jef Thull :


Jill Konrath:


Keith Rosen :


Paul Cherry:


Paul McCord :


C.J. Hayden:


Andrea Nierenberg:

Non-Stop Networking

Jeb Blount:


Linda Richardson:

Be a Closer

Non-Stop Networking

By Andrea Nierenberg

Networking is a process, one that can create business connections to last a lietime. As salespeople, we are

constantly developing, building, and cultivating relationships, and the truly smart salesperson develops

contacts that act as his or her advocates.

A gardener tends to his or her fower garden by planting the seeds, watering them, checking in on them,

and allowing them time to grow. That’s exactly how we can build a “bouquet” o people around us.

The ollowing are 44 networking tips that you can use any time o the year. Follow them, try them out, and

see what happens as you progress. Here’ s the secret to making them work: as you continue to add a new

tip, keep practicing the previous tips. Each tip works with the others. When you use them like building

blocks, you’ll be guaranteed to get excellent results.

The opposite o “networking” is “not working.” Leave no stone unturned by keeping in mind that1.

everyone you meet can either become a prospect, a client, or a riend

Build relationships by immediately thanking those who have reerred you. My experience has proven2.

to me that i Tom reers me to someone, I’ll call and write that person ASAP. Then I’ll go back and thank

Tom and let him know that I’ve made contact and will keep him posted.

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Remember the 250 theory. Joe Girard, the author and amous car salesman,3.

pointed out that everyone knows at least 250 people in his or her lie. Now

think about who those people are and let them know what you have to oer.

The 3 “P”s o networking: people, power, and promotion. Relationships with4.

people are the oundation o everything. Power is a perception; i you think

you have it, you do. And perception is reality, so make it a reality that you’re a

people person who is powerully connected.

Support and empower others. When you meet someone with whom you’re5.

prospecting, be open, listen to him or her, and help that person with his or

her needs - it will come back.

Networking is about relationships and the results that happen. When you6.

cultivate people into your lie, you’ll reap rewards both proessionally and

personally. They both take time and are worth it.

Demonstrate expertise and use it to prospect. Become a resource in your7.

industry, perhaps as a speaker with a specialty in your eld, and present at

trade association meetings.

Make lists. Keep a list o your strengths and skills that you can use to prospect.8.

Review it monthly and update it. They might include: great ollow up, sending

personal notes and emails, or having a riendly attitude. Whatever they are,

keeping improving them.

List ve great achievements. Keep a list that has the top ve successes that9.

give you the greatest pride. For example, maybe you networked your way into

a major Wall Street rm, or sold two programs overseas.

Learn to ask or help. Call a business riend or associate and say, “I need some10.

advice.” Then ollow up with a short thank you note.

Think rst impression. There is only one opportunity to make a rst11.

impression. Thereore, make the most o it. Your image and actions speak

louder than words. People remember what they perceive about you.

Be clear and concise in your approach. Remember the KISS method - Keep It12.

Simple Sweetheart. Don’t waste people’s time.

Make requent eye contact. Look at a person when you’re speaking with him13.

or her. Focus as i he or she is the only person in the world.

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Be at ease in a group. Always rehearse your pitch and know your material14.

beore you call on a prospect.

Keep repeating someone’s name in a conversation. It’s the sweetest sound or15.

a person to requently hear his or her name.

Reintroduce yoursel to people. People will orget who you are. Thereore, let16.

them save ace; when you see them, say: “Hi Bob, I’m Andrea Nierenberg. We

met a ew weeks ago.”

Promote yoursel and your business. Send your prospects shorts notes with17.

any newsworthy inormation pertaining to you and your company.

Business cards are treasures. When you receive one, treat each one as a18.

possible “closed deal” worth thousands o dollars. It represents the person with

whom you’re trying to connect.

Keep detailed notes about the people you meet. Maintain a record o the date19.

and event, who introduced you, the inormation you discussed, and what

your ollow up will be.

Acknowledge people who inspire you, even i you’ve never met them.20.

Perhaps you’ve read their book or have heard them speak. Write to them and

let them know what you think.

Nurture your network. Make calls and send notes even when it is not directly21.

business-related. As you stay in touch with people, they will remember you,

thus will contact you when a need arises.

Each week, call one person with whom you haven’t spoken or the past 9022.

days. Give that person an idea or his or her business, a thought, or a new

promotion you might have. It’s a way o staying in touch and keeping your

ace in ront o your prospect.

Invite people to accompany you to events. Take a prospect to a lecture so that23.

you can discuss it later. Let him or her enjoy an event or party with you so that

the connections rom these events will begin.

Send people articles that may interest them. By sending newspaper or24.

magazine articles, it will let people know that you’re thinking o them and

their business, even i they are not clients right now.

Traveling is also a good time to listen and strike up a conversation. You never25.

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know who you’ll meet. I’ve been hired on airplanes, on trains, and even while

standing in line waiting to buy stamps.

Keep a log o when and to whom you’ve written. Keep them in your26.

computer and include notes on special events, vacations, birthdays, and

correspondence.

Return every phone call within 24 hours. It’s proessional and courteous, two27.

qualities which are being lost with all the technological advances.

Follow-up notes should have ollow-up points. For example, thank people or28.

something specic, introduce a new element to stimulate interest (such as an

industry development), and conclude with a “next step,” such as, “I’ll call you

again in one week.”

Become an active and perceptive listener. Tune in, remember what someone29.

else says, and use it in a uture conversation. Since we only listen with 25% o

our listening capacity, you will denitely have greater networking successes i

you increase yours.

Never be late; in act, show up early. When going to any type o meeting,30.

get there early enough so that you see people walk in. Then scope out your

strategy, and make unexpected connections.

Know who will be at trade shows so that you can plan a strategy. Find31.

out who will be attending. I possible, drop a note in advance that says, “I

understand you’ll be at the _____ and I’d love the opportunity to spend a ew

minutes with you.”

Go where they go. I you want to meet certain contacts, nd out where32.

they spend their time. I remember wanting to meet someone who went

to a particular restaurant or lunch. I started eating there and created an

opportunity to make a connection.

Go solo. I you’re at an event to meet new people, split o rom your riends33.

or co-workers and start talking to other people. Walk up to strangers and ask

them riendly open-ended questions. Join other groups and be open and

approachable.

Learn about successul people and their networking techniques. Jack Welch,34.

the most successul CEO o GE, has written many personal, handwritten notes.

I do the same and now eel that I’m in great company.

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Have a strategy and plan. It might include a goal o meeting two new people35.

this week, setting up a meeting with them, writing a short note, and then

calling them one week later.

Devote at least 20 minutes to networking per day. Remember, it’s a process.36.

Think o all the prospecting you must do to create a contact that becomes a

client. That 20 minutes could be spent writing three notes, or making three

extra phone calls - all or the sole purpose o networking and staying in touch.

Ask or reerrals and leads rom satised customers. They will truly be your37.

advocates. They already believe in you. Thereore ask them or help and who

they might be able to introduce you to. Remember to ollow up and let them

know how much you appreciate them and their aith in you.

Thank people or the reerrals, even i nothing has happened. Many will thank 38.

others or reerrals that worked out. Especially when you thank people even

or “dead ends,” it will separate you rom others who are making the same

requests.

Follow up in unique ways. My riend Randy Rosler has a wonderul line o 39.

Business Greeting cards called IntroKnocks. There is a unique card or every

occasion, everything rom the customer who won¹t return calls to jokes to

help “break the ice” or new clients.

Suppliers are great people to network with. Ask them who they can reer you40.

to, and then ollow up the reerral. They are in touch with other people like

you all the time and can help you open doors.

Do what I call the “Power o Three.” Each day, write three personal notes or41.

cards; the power comes rom them being handwritten. At the end o the

week, you’ve made 15 contacts, and at the end o the year, over 750 goodwill

connections. I have done this consistently or 15 years - it’s the simplest and

most powerul technique I know.

Write your return label. By writing it on the notes or letters you send out, it42.

will appear more personal and give the eect that you really took the time to

address the envelope.

Organize business cards. Start to orm a “library” o opportunities. I keep them43.

in my database on my computer. I have all my inormation together and know

what the contacts do, where they live, and their area o expertise. I can then

also reer them to others and act as a networking catalyst.

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Surprise the other person by remembering something that he or she told you.44.

The highest compliment you can give someone is to listen and remember

what he or she says. I recently ran into a prospect and remembered that her

daughter’s name was Susie and she was an artist. I started o the conversation

by asking, “How’s Susie and what’s happening with all o her artwork?” The

prospect was so amazed that I remembered, that she set up a meeting or the

next week and gave me a huge project.

Follow these tips - and keep the process going - to become a real non-stop

networker!

To read more sales articles by sales experts like Andrea Nierenberg, visit

EyesOnSales at www.eyesonsales.com

31

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Bill Caskey:


Jef Thull :


Jill Konrath:


Keith Rosen :


Paul Cherry:


Paul McCord :


C.J. Hayden:


Andrea Nierenberg:

Non-Stop Networking

Jeb Blount:


Linda Richardson:

Be a Closer


By Jeb Blount

It’s a act. Salespeople ail. Maybe even you. Sadly, thousands o salespeople are red or quit each day

because they ailed to attain quota. When you ask these salespeople what went wrong most are quick to

point out that their ailure was due to some external actor, which prevented them rom achieving their

goal. Poor territories, bad managers, dicult environments, lack o training and deective products are the

odder o these conversations.

However when studying successul Sales Proessionals in those same organizations, we nd that when

aced with identical diculties, they still managed to succeed. Why did some salespeople succeed

where others didn’t? The answer is simple. The successul salespeople have developed a habit o looking

inward or inspiration, motivation, and accountability when things get dicult. They have developed

the disciplined habit o nding solutions to problems while the less successul people have developed

the habit o nding excuses or ailure. I’m sure or some this seems a bit harsh but the truth is the truth.

Success or ailure has a lot more to do with our thoughts and actions than the diculties we ace.

A habit is dened as a pattern o behavior that is ollowed regularly until it becomes automatic. In other

words we do things we are comortable with and we keep doing them. When we do the same thing over

and over again an amazing thing happens: we get the same result over and over again! Unortunately,

many people become so comortable with their habits that they will continue to do them even i that

habit is causing them to ail. This is called a bad habit and anyone who has worked to quit smoking or

even to correct a poor gol swing will attest that bad habits die hard. In many ways, ailure is just the

maniestation o our bad habits.32

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Stepping out o a comort zone is very dicult and one o the core reasons

so many salespeople nd themselves moving rom company to company and

ailing time and time again. Despite the training each new company provides,

despite the coaching, despite the mentoring rom successul Sales Proessionals,

eventually these salespeople revert back to their old habits and ultimately ailure.

The good news is, that though dicult, it is possible to break this cycle o ailure.

But to change your habits, you must rst change your thoughts and actions. And

who has control o your thoughts and actions? You!

Four PowerPrinciples or Positive Change

Identiy Your Bad Habits

The rst step to creating new, winning habits is identiying your bad habits and

examining and understanding your behavior. In this process you must be honest

with yoursel. You must place the responsibility or your ailure where it lies.

Harness Your Desire

The next step is to mentally make the status quo untenable. As long as you are

more comortable with where you are than where you want to be it will be

dicult, i not impossible to change. To make positive changes you must harness

your desire. That means dening what you want, writing it down, and becoming

laser ocused on that goal. A burning desire to achieve a dened goal is the one

key that unlocks the door to the ormation o powerul new habits.

Invest in Your Mind

Just because you want to change, need to change, and desire to change doesn’t

mean that you have the skills to change. Thanks to the Internet and sites like

SalesGravy.com you can now browse the minds o millions o individuals with

the click o a mouse, instantly. There are thousands o books written about

success, sales, and sel help. There are also Podcasts, eZines, printed magazines,

and seminars. Take every opportunity to learn new skills that will lead you to new

habits.

Get a Coach

Perhaps the most powerul step you can take towards positive change in your lie

is to get a coach. There are coaches everywhere and as long as you are coachable,

a great coach will help you break through your sel-imposed barriers and will

illuminate the path that will lead you straight to the success you deserve.

To read more sales articles by sales experts like Jeb Blount, visit EyesOnSales at

www.eyesonsales.com

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Bill Caskey:


Jef Thull :


Jill Konrath:


Keith Rosen :


Paul Cherry:


Paul McCord :


C.J. Hayden:


Andrea Nierenberg:

Non-Stop Networking

Jeb Blount:


Linda Richardson:

Be a Closer

Be a Closer

Linda Richardson

A slower economy means more buying delays. In this environment it is especially important to be

disciplined in how you manage each sales call. One o the most important things you can do to close is to

make sure at the end o a call, you maintain momentum by setting the next action step in place or asking

or the business.

Too oten salespeople close calls with a comortable close such as, “I’ll write up…” “I’ll send you…” “I’ll call

you…” They are oten uncomortable closing more denitively and thereore they end a call without being

poised with the next step in place. I have ound there are three key reasons why salespeople avoid closing

eectively, i.e. asking or the business or nailing down the specic next action step:

One o the reasons that salespeople are hesitant to close is that they are concerned about acing rejection

or closing down communications. The reason they worry about this is because they don’t have the

eedback or signals rom the client to indicate i it is “sae” to close. They lack the data because they haven’t

asked or it throughout the call.

The skill o checking is the process o asking or eedback throughout the call, or example, ater you have

positioned your message, responded to an objection, answered a question, etc. Examples o checking

are, “How does that sound?” “How would that work?” “What do you think about…?” By asking or eedback

on what you have said, you gain critical inormation and you increase your condence to ask or the

business or the next step. I you don’t check or eedback throughout the meeting, asking at the end o 34

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Sales Fuel



the call becomes an all or nothing situation with everything at stake hence many

salespeople are reluctant to ask.

Another reason salespeople don’t close is because salespeople don’t want to be

inappropriate. The problem is that they only see closing as asking or the business,

and they worry about being too pushy and, o course, getting rejected. Instead,

i you set a reasonable and appropriate measurable action step objective beore

each call and get eedback throughout the call, you will know where they stand.

For example, get to the next level decision maker or ask or a commitment.

The third reason is that many salespeople don’t have a process to help them close.

You can close more by treating the closing process with phases:

Beginning stage o the process — set specic measurable objective beore

each call to have a clear picture o the action step that you want.

Middle stage — benet rom the power o checking throughout the call to get

eedback to gauge where you are.

Latter stage — ask condently or next action step or ask or the business.

Final step — be religious in ollow-up.

To be condent to close, ollow the adage, “One step at a time!” Get eedback

throughout the call and even i you are not at the point o asking or the business,

never stop taking small steps.

End each call on an action step so that you move to your close more quickly. But

make sure that next step is very specic and moves the process orward. I you

walk out with a clear action step you are moving orward. I you walk out

without a clear action step, you are likely going backward.

The dierence between, “I’ll ollow up with you next week” and a specic

actionable close like, “So we can (client benet), how do you eel about our

meeting with your head o IT?” or “Can we have the go-ahead to begin?” is the

dierence between closing business and marking time.

When it is time to ask or the business, based on the eedback you have gotten as

you have checked throughout the call, use your benets and condently ask, i.e.

“Will you give us the go-ahead?”

I you are not comortable closing, practice by asking or small next steps at

the end o each call. Create the habit o relentlessly moving orward. Practice

looking in the mirror and asking or the business. Practice is the key to getting

comortable and becoming a “closer.”

To read more sales articles by sales experts like Linda Richardson, visit EyesOnSales

at www.eyesonsales.com

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