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In the company’s ten year history of selling into Latin America it had never exceeded $14 million (M) in annual sales. The Argentina office itself had never produced more than $400 thousand (K) in sales. My task was to increase the sales locally in Argentina, but more importantly throughout Latin America.

I remember sitting in my office one day, looking out the window and wondering, “How the heck am I going to grow this business with problems in Mexico, Brazil, Puerto Rico and other hot spots? “How can I grow this business beyond $14M when no one in the past has been able to do so?” Forget the movie Sleepless in Seattle, I was “Sleepless in Argentina,” trying to map out a strategy. How would I make “sales” happen?! “

A confession to you the reader: I was scared! Please don’t tell anyone!

One day while on the phone with a customer, I heard loud noises from across my office building. After getting off the phone, I opened the window and looked at the shorter building next door. On the rooftop, I saw several men using a scrapping machine to rip apart the flat roof the size of two tennis courts. This noise went on for days.

Then one day I noticed the silence. I looked outside and discovered that the men had finishing stripping the rooftop and were now laying small ceramic tiles. Given the size of the roof I remember thinking, “That’s going to take them a very long time.”

A few days later to my surprise and amazement I looked outside and saw that they were three-quarters of the way complete. “Amazing! How were they able to lay so many small tiles so quickly?”

Satori,… a moment of enlightenment.

At that very moment, a new mindset was born for building sales. Instead of focusing in on the enormous task of increasing sales for the entire region (the whole roof), I would focus on building the company’s sales slowly (one ceramic tile or sales office at a time).

It was this paradigm shift, this Latin American version of eating an elephant one-bite-at-a-time that helped me maintain the patience and sanity needed to grow the business. I considered each country in Latin America a “tile.” I set out to make sure that each tile I laid was positioned correctly in the marketplace. The result? First year, we hit $14.3M. Second year $45M. By the end of the third year, the region’s annual sales had grown to $98M. The Argentina office itself went from $400K in sales to $5M.

Success, in sales and in life, starts when you break things up into smaller pieces; you begin to feel a sense of control. And as I began to take action, I began to feel a sense of momentum. Control and momentum became my engine for success. And every time I felt overwhelmed or anxious, I thought to myself, “Victor, let’s just lay one tile at a time.”

Confucius said, “It is not a matter of how fast or slow, but simply a matter of you moving.” I learned that progress or success never happens overnight, but over time…one tile at time. I learned how to become a sales ‘carpintero’ (carpenter who builds things).

Victor Gonzalez, top Hispanic motivational speaker and author of “The LOGIC of Success”. For more info go to: www.thelogicofsuccess.com or by email victor@thelogicofsuccess.com

One day the factory recruited a consultant. Some people thought of him as a Work Study engineer. Others saw him as a Time and Motion expert. But, judging by his daily fee, he really was a consultant. This chap reviewed all of the operations. There was nothing he could do to improve the production lines; they were already very efficient. But when he arrived in the assembly department he had an idea that would make things better.

The consultant arranged to have holes drilled into each bench. These were special holes. At the bottom they were in the shape of the bolts. Above that they widened out to accommodate the washer. This meant that the assembly workers could put the nut, bolt and washer together using just one hand. Or, as the consultant explained, the assemblers could now do two jobs at the same time, which meant that they only needed half as many people. This was used by the consultant to justify his big fat fee. He took his cheque, thanked the management and left.

Some time later the factory management were talking to a CRM expert. He said that the most important asset they had was their customers. The CRM expert wanted to talk to the customers. In fact, what he really wanted was for the factory managers to go out and listen to their customers, but he had to sell the idea first. So, off he went to the biggest customer. In order to see the supply chain at first hand he decided that he should travel with the van driver who made the deliveries.

When they got to the customer’s factory he was introduced to the warehouseman, the buyer, the production engineer, the design team and the works manager. They had a long chat about the quality of the products, the timeliness of deliveries, the accuracy of the invoices and the layout of the quality certificates.

He was then given a guided tour of the works. They had one big assembly unit and one small pre-assembly shop. In the pre-assembly shop sat a group of workers at a big bench. On the bench sat one of the large boxes that the van driver had just delivered and three smaller boxes. Each worker was taking units out of the box, unscrewing them, and then placing the nuts, bolts and washers into each of the three smaller boxes.

But this is just a fairy story. Why? Because CRM and the whole Customer Relationship Management idea has been hijacked by the database manufacturers. What was once the simple but highly effective philosophy of getting feedback from your customers is now just another computerised three-letter-acronym database being sold by the likes of Oracle and Sieble. The database lineage probably began with MRP (material requirement planning), which begat MRPII (manufacturing resource planning), which begat ERP (enterprise resource planning) with SAP on the side (and nobody even knows what SAP stands for). It’s a fairy story because a “CRM expert” would never suggest listening to the customers.

Many years ago, back in the ’70’s, I worked for a firm that supplied M&S with clothing. It was the most successful company in its field, supplying M&S when it was at its height. Each week the boss would go into the stores and watch the ladies shopping. When one picked up a blouse, looked at it and put it back on the rail he would pounce and ask her “why”. And when someone decided to buy he’d pounce again. He knew what they were buying and why, and what they weren’t buying, and why. My boss didn’t do this just in the UK. Once a fortnight he and the head designer (there were over 100 people employed in the design studio alone) flew to New York on Concorde to see what the Americans were buying. He knew the customers and boy, did it show in our figures.

In my job I get to meet senior people who think that you can commission an outside agency to go out and listen to consumers. “But its so easy” I tell them. “Get out of your office, go to the tills and talk to the shoppers – those who are buying and those who aren’t”.

In b2b it’s a bit more complicated. Instead of having a point-of-sale (a blouse rack for instance) where decisions and transactions are made, there is a much more complex interaction between the supplier and the customer. Designers, production engineers, buyers, planners, logistics, marketing support, installation and service engineers, managers, sales reps and accounts are all bringing their influence to bear on the relationship. We’ve all seen a case where, after months of hard work by everyone, initiated by strategic marketing and business development and carried on right through the operation involving the production and quality people, the relationship with the new customer goes sour because of something that was said or done by the finance department – all because when the customer finally arrives in Accounts they magically transmute into a debtor and are treated accordingly.

We here at InfoQuest do b2b customer satisfaction surveys. We have a unique way of doing them, which gives our customers an average response rate of between 70% and 75%. That is, provided we are given good information to begin with. But it really frightens me how little our clients sometimes know about their customers. I’m talking about the basics here. And I’m talking about multi-nationals and blue chip businesses that the outside world might think of as being world class.

The first step in the survey is for our client to draw up a list of their most important customers. Its up to them whether this is based on biggest turnover, most profitable or greatest growth potential, but they have to be customers – not suspects, not prospects but live accounts. Then the client’s most senior person writes a personal and personable letter to each one, asking for their help. Then we call them, to make sure they are willing to take part, but not there and then over the ‘phone. Sometimes the comments we get include: – “sorry, we no longer buy from them”; “Mr X died three years ago”; “Miss Y left the company two years ago”; “We’ve never heard of XYZ Company”; “We used to have one of their machines – we asked them to quote for a new one but they never came back to us”. And it’s very, very frightening.

Years ago, when firms ran MRP systems, there was usually someone responsible for maintaining the Bills of Materials, to keep them up to date, to stop the buyers buying stuff that was no longer used on the factory floor. Businesses today need a similar system for their customers. I’ve only come across one firm that does this. The European Quality Foundation (EFQM) has a nine-part model for business. The most important part of the model (at 19%) is customer feedback. TNT, the logistics company, was the EFQM business of the year and they are the only folks I know that call their customers every three months, religiously, simply to make sure they’ve got the correct contact details. Why don’t everybody’s sales reps do this?

JOHN COLDWELL
Managing Director
InfoQuest Customer Relationship Management Ltd.
The Old Chapel
Chapel Hill, Clayton West
Huddersfield
HD8 9NH
UK
Tel.: +44(0) 1484 868390
Fax: +44(0) 1484 868391
E-mail: jc@infoquestcrm.com
Web: http://www.infoquestcrm.com

This call really happened.

Years ago I lost a large piece of business because I advocated telling prospects, “This is a sales call.” For some reason, the Sales Director was appalled that I would announce it was a sales call. Who would prospects think they were speaking with? Their wife? Their mother? A relative? A friend? I’m a stranger, obviously. And why would I be calling them? Would I be from their child’s school, announcing a problem? Or from the neighborhood, with a report of a house on fire? How about a person from the cleaner’s, telling them I’d lost their new suit?

What is wrong with telling prospects that you’re placing a sales call? They’ll guess it anyway when they don’t recognize your voice. It will also be obvious because your opening remarks will probably sound uncomfortable – like a stranger placing a call to another stranger.

But it doesn’t have to be that way.

NO NAME, NO TIME

Let’s start with the name game. Dale Carnegie used to recommend that sales people repeat the prospect’s name because he thought people loved hearing their own name spoken. Whether that was because the phone systems in 1937 weren’t that great, or because that was a commonly accepted belief, it’s no longer the case. When we really know someone, we rarely use their name. Intimacy means never have to say someone’s name – there’s just this eye contact people have, or a special way of saying ‘Hi. It’s ME.”

Of course you use people’s names – I’m being slightly facetious here – but not repeatedly during the same conversation, and not often, when you know someone well.

When you over-use a prospect’s name, it becomes a ploy to manipulate them into liking you so you can fantasize that you’re their friend, and convince this person that you want or have A RELATIONSHIP.

But it’s not true. Hearing their name spoken repeatedly by a stranger makes prospects feel even more detached.

And what about the assumption that they’re sitting there, waiting for this call, with nothing else to do but take the call – even if it’s a bank they do business with, or a charity they donate to?

What is it about a sales call that makes it about the sales person anyway? What makes it about the product? Why is it even about a sale?

Why not make a sales call – even a prospecting call – an aspect of your brand? A way of showing your prospects that you are supporting them and your product, through a collaboration (rather than a sale)?

FEAR OF COLD CALLS

Let me back track for a moment. I’ve trained many thousands of sales people; I can name on one hand the number of people who have eagerly sought out cold calling (and I’m one of them. I LOVE it – what fun! What a neat way to get to know people!). Why? Because sellers don’t want to impose themselves on strangers. Because you believe the prospects don’t have the time or care. Because you get rejected. Because your ego says prospects should call you.

But none of that has to be true. Let’s look at the pieces, and then proceed to understand how they can each be mitigated with Buying Facilitation.

Imposing on strangers
When you make a call to a stranger (either prospects, or clients who have been handed over to you from a previous sales person) they don’t know who you are, naturally, and you have no rapport with them. By definition you are imposing. Additionally, you are placing a call to get something for yourself and actually attempting to take something from them. Whether it’s to ‘make them’ listen to you, or buy something from you, or do something for you. It’s not like you’re calling to give them a million bucks: you want them to do something, like listen to you, or buy from you, or make a change for you in some way. So you want something from this person.

But this person is a stranger. Why should this person give you anything, unless they are already predisposed to want what you have anyway? Remember that before someone does anything (different or otherwise) they must make a decision to do it. And all decisions are based on specific, unique, criteria – not information. So all the information in the world that you might have to share is immaterial if the person doesn’t know how to decide what to do with it.

Time
Your prospect is obviously not sitting next to the phone waiting for a call from you. S/he is doing something. Whatever it is, s/he’s doing something. In order to earn the right to use some of this person’s time, you’ve got to ask for it and announce why you should be using their time. Asking if it’s a good time to speak (not the same as saying ‘Do you have a few moments?’ – the implication here is, ‘do you have a few moments FOR ME.’) will help here.

Rejection
Why do you get rejected? Because you’re trying to get something from this person that YOU want to get. And they say no.

What does ‘no’ do? It causes a Stop Action. There is no possibility of forward movement when ‘no’ is uttered; the person who is the naysayer holds the power in any relationship.

As long as you continue to attempt to get your needs met from a cold call, attempt to get someone to listen to what you wish to say, try to get someone to buy something – even an idea – you will continue to get rejected by all of those people who don’t consciously recognize a need for what you’re pushing.

When you get lucky and receive a positive response, it will be from those who already have determined a need and you then become a commodity. You better have a ‘good price’ for those people who will accept your call, because they won’t know how else to choose you once you join the ranks of similar suppliers.

USE BUYING FACILITATION TO SUPPORT MUTUAL AGREEMENT

Using Buying Facilitation as the basis for the call won’t be to take anything, sell anything, push anything, or even find out anything. Your job is to:

1. support the other person in recognizing if anything is missing in the category your product can support, and if so, how to start the process of designing a solution that will fix their problem (yes, even on a cold call, you can help the prospect begin the process of a complex sale);

2. help them discover their criteria for considering whether it’s time to fill in a gap by doing something they haven’t done before now.

It’s not about you, not about your product, and not about what you’re offering. Until or unless a buyer recognizes that what they’re doing isn’t working, and until they are ready to do something different to fix/change the status quo, nothing you say will be heard. Remember: people do not make decisions based on information.

Using Buying Facilitation, your job is to help people make the necessary decisions that will support the change they’d need to go through to do something different from what they’re already doing.

Use your cold call to help people decide. And start the call by getting into rapport and inviting people into a collaboration with you:

Caller: “Hello. My name is Sharon Drew Morgen. This is a sales call, and I’m selling sales training. Is this a good time to speak?”

By using this opening, you are telling people who you are and why you’re calling, telling people you’re respectful of their time, letting them know you are an honest person, saying exactly what you’re calling for, and not mangling their name (somehow the name you have in front of you is either never the right person or never the right name). And, just something I have found to be true: unless you are calling from a company with a recognized brand name, saying the name of your company is unnecessary – they won’t recognize it or remember it.

If the person says it’s not a good time, ask if there is a better time to call back. Don’t try to throw a quick pitch in – just ask if there is a better time. If the person says they have a few minutes, say:

“I appreciate the time. And if the call goes on longer than you have time to complete, we can end whenever it’s good for you and pick it up at another time.”

In this way, you are giving the person permission to have control over the call. After all, they’re in control anyway. By using this opening – actually, it’s the first step in the Buying Facilitation Method® – you will have already dealt with the time and imposition issues, and the rejection won’t be about you.
And remember: make your call about helping them make discoveries and decisions. Don’t use your time to push anything. Otherwise, you’re wasting a great opportunity to find a new client and introduce your brand of integrity.

Sharon Drew Morgen is the author of New York Times bestseller Selling with Integrity. She is the visionary and thought leader behind a wholly original sales model based on the systems of how people change and decide. She has taught this system to 13,000 people in the fields of sales, customer service, negotiating, coaching, and change management. Sharon Drew is a keynote speaker and decision strategist, helping companies change their internal practices to embrace collaborative decision making, ethics, values, and integrity. She can be reached at 512-457-0246 and http://www.sharondrewmorgen.com and http://www.newsalesparadigm.com

I would pick ip up and dial a prospect and when the phone rings
my heart would start pounding wishing that the recipient does, to
pick the phone up. When the phone is picked, guess what?

My home business was rationalised and crippled by the fear of
phone. The telephone is a very essential tool to expose your
business. Some persons have become millionaires due to using
the phone proficiently.

However, when I discovered the two minute exercise a new world
opened converting me into a calling machine. Despite the fact
that English is not my first language, I have a commanding
personality over the phone.

I will show you the magic pill to eliminate the fear of phone
in record time. It doesn’t matter the level of your fears but be
assured that the exercise works.

Are you ready? Lets take the ride!

First and foremost acknowledge the fact that the phone does
not cause fear we talk on it everyday. The potential negative
results and perceived failure from the call creates the
uncomfortable feelings that leads to avoidance.

Here is the simple exercise:

List down as many telephone contacts as possible. Your contacts
must comprise of warm list[people that you know] and cold leads.
You can order a list of telephone leads regardless of the
quality. Write down a script in relation to your business.

Start making calls to your prospects one by one. Limit your
time to two minutes and stick to your script. If the recipient
does not pick up the phone leave a message. Do not focus on the
result concentrate on making calls.

Do you fear playing lotto just because you lost? Play as
many as possible phone calls lotto and do not expect to win.

What will happen?

The fear will take its toll reaching the highest peak! Your prospects will notice present of fear from your conversation. They will sense it in your voice and reject your
offer.

Now this is the key! Without your knowledge magic is happening
inside you. You are targeting fear with a laser beam and melting
it away. You are now building little victories on gradual basis.
The fear that crippled you will start to subside generating you
a momentum that will seem foreign to you.

You will not understand how easy it will be to pick up a phone
and call a prospect. You will eliminate the nerves and replace
it with confidence.

You will be astounded by the feelings and the power of two
minutes exercise. Go for it! Launch the fear attack campaign to
improve your business and better your lifestyle.

Peter Benson publishes articles that identifies obtacles that
may hinder your business to grow.He provides practicle solutions
to anyone looking forward to succeed in business.Grab a free
subscription at http://www.HomeBusinessGeneration.com

The power of X in mathematics takes advantage of multiplication. In computers, we use the X to signify the multiplication of something. Sales management can apply the same power when a sales team is allowed to multiply their sales efforts instead of simply adding single efforts over and over again. The difference between addition and multiplication is the difference between success and mediocre results. Successful sales professionals apply the power of multiplication, X instead of + or addition.

The Multiplication Sales Challenge

If you are asking yourself, why all businesses or salespeople don’t apply the principle of multiplication, it is a good question. The challenge of this question lies with the way salespeople are taught to sell. Most salespeople are taught to perform one task at a time and follow the best practices over an over again. The teaching of more calls on more contacts is the principle of addition, not multiplication. Making more calls will certainly improve sales and make more time for selling. However, there is a better way to improve sales.

Multiply Success Using Technology and Automation Tools

The advancements in technology allow us to reach more people and businesses by multiplying our efforts. We can adopt automated sales strategies with many contact management systems. Additionally, we can broadcast to multiple contacts with email marketing, pod casting, direct mail and any automated sales strategy that multiply our sales efforts.

One of the greatest multiplication sales strategies is referral based marketing. Referrals multiply a sales teams’ efforts dramatically. A referral uses the power of multiplication through customer contacts. Instead of making sales calls ourselves, we can empower the power of multiplication from our customers.

If your sales team is not adopting the X factor in sales, you are limiting success. Expand your horizon in sales and use the power of X. One way to boost referrals is through sales contests that rewards a sales team for collecting referral letters and references.

Steve Martinez is a Sales Management Growth Strategist and Founder of Selling Magic. His organization teaches businesses how to automate and customizing CRM solutions with the best practices of sales management for increased profits. http://www.sellingmagic.com

Selling proposals are ideally designed with seven sections. These sections must be used in the proper order. They are:

Introduction & the Customer’s Objectives.

Start by thanking your prospect for meeting you and requesting the proposal.

Then state your understanding of the objectives your customer wishes to achieve.
Show them that you understand their issues, concerns, problems, worries, doubts and fears. This achieves two things. It switches your customer’s concentration to the subject of the
proposal, and shows that you are also focussed on meeting his needs- not your own.

Your Recommendations

Having defined your customer’s objectives you should now present a condensed picture of the product (s) you are recommending that will achieve these objectives, with a brief outline of how each objective will be achieved (preferably using the priority order established with your customer at the Fact-Find meeting).

Specification sheets for complicated equipment/furniture should be added to the proposal (at the back of it) and referred to in this section.

Summary of Additional Benefits

Additional Benefits, Value, Merits, Extras, and Differences that your customer will derive over and above the specification should be summarised in this section.

* Ensure these extra Benefits are relevant to your customer.

* When you list them, make sure they are benefits, not features.

Financial Justification

This is the most important section. Very few of us will buy anything unless we can see clearly that the goods we are buying will give us a return- in money saved or made, in time saving, in durability or less frequent replacement cost, in lower maintenance, reduced waste, more flexibility, etc.

Professional buyers also have an extreme interest in that animal known as the “payback period” or amortisation of the financial investment.

The majority of sellers expect the customers to work this out for themselves. Some customers do. Many of them don’t. One thing of which I am sure. If you work it out for the customer (when your competitors fail to) you have another significant edge when it comes to closing the sale.

You can cost justify in several different ways. And if you can show more than one cost justification, do it- putting your best one first.

Your Guarantees, After-Sales Service and Testimonials.

Don’t leave your Guarantees and After- Sales Service to the small print in the document. They are much more important than that, so spell them out. Maybe it is the most important thing in your customer’s mind – if anything goes wrong down the line. He/ she will have to carry the can if they made the purchase decision!

So put their minds at rest. Tell them how good your Guarantees and After Sales service is and how fast your service technicians will respond.

Back these up with third party references. Customers whom you know will be happy to take their call and make the right noises on your behalf – because you have asked them to, well in
advance (don’t tell them what to say, please).

Another method of increase your credibility is to include a page headed “Our Capabilities” outlining the success of various applications of your equipment in different situations.
Every sales professional always has a dozen appropriate third party references ready to go.

Offer names and phone numbers in this section or include copies of testimonial letters at the back of your proposal.

Budget Summary

All factors that may be used for negotiation purposes should, if possible, be mentioned on this page….in other words layout the complete package, that will enable you to change the package if
the budget needs to be changed to suit a customer requirement.
Include such things as;
Quantity, Specification, Delivery, Installation, Training, Technical Service, Guarantees, Service Charges,….anything that is in the package that you can use for negotiation. Of course, this will also help reinforce the overall value you are offering your customer.

Re-name it “Budget Summary”, a term perfectly understood and acceptable in today’s business world. Stop perpetuating this out of date crud.

Conclusion

Proposals that follow this template can be constructed in the form of a letter or as a series of separate pages (my preferred option), enclosed in a professional-looking binder.

Where the proposal is important enough it must always be delivered personally to your buyer, giving you the opportunity to take him through it under your control, highlighting or marking the most relevant / important aspects of it, and ensuring that these items will draw his attention in subsequent readings.

Quotations Tell, Proposals Sell.

Keep Selling with Integrity

Maiti

Maitiu MacCabe is the CEO of Great Expectations Coaching, a Dublin, Ireland, based coaching practice.
Visit: Great Expectations Coaching Home page for a wide range of articles related to selling matters.

Read Maitiu’s Sales Blog here