SALESGURU.NL - For all sales gurus out there

How to Survive Your First Year As An Entrepreneur

2011-12-30T15:11:00.001+01:00

By JAMES ALTUCHER

I loved talking to the skankiest prostitutes at three in the morning with a camera crew around me, fires burning in the street, sad, abused people clinging to scraps of life for their pleasures, bailed out prisoners and the drug dealers waiting for them to be released, homeless addicts with nowhere to go and they only weren’t freaks if you saw them at three in the morning .

In short, I loved my job.

Entrepreneurship ruined it. I’m not like how Mark Zuckerberg describes himself: “a builder”. My guess is, I’m not like most of the smart people who read this blog who go out there and build things to improve the lives of others. And yet, I kept doing it to myself over and over again. Once you enter the world of “eat what you kill” you can’t go back to being spoon-fed by the pencil factory anymore. Sadly. I write about my first job here (and the prostitutes).

I had a regular job at HBO. My title: Junior Programmer Analyst in the IT department. I told HBO, “you do original TV programming so why not do original web programming.” And magically, from 1996-98, they let me do whatever I wanted to do at three in the morning and then put it on their website. My original job was to do some Unix/ Oracle thing that I was totally unqualified for and didn’t know how to do. So I figured out a more fun idea for myself and persuaded them to let me do it.

Someone in the marketing department at HBO told me, “You CAN’T DO THAT.” But, as the readers of this blog already know, that’s the call to action to anyone who is going to do anything. For John D. Rockefeller it was to roll up all the oil companies in America. Nobody thought he could do it. For Andrew Carnegie, it was to buy all of the steel companies in America. For Larry Page, it was to build the 100th search engine without any ideas about a business model. They became billionaires. For James Altucher, it was to interview all of the prostitutes at three in the morning in NYC for almost no money. We each have the built-in predilections given to us by genes, upbringing, and whatever black magic you call god.

Then other entertainment companies started asking me to do the same thing for them. “Can you make our web presence entertaining and fun?” We want fun, they all said. So I jumped ship. Entered the world of the wild. Suddenly I was an “entrepreneur”. I didn’t even know what that meant. I got to the office. I had nobody to call. And nobody would return my calls anymore. I was no longer at HBO. I would cry every day. I wasn’t a natural businessman. But I tried to learn from the 5,000 or so mistakes I made that first year.

All I’m saying is, thank god you first-timers have me to now tell you exactly what you should do in your first year of being an entrepreneur. Do everything I say below or you’ll probably fail. I’m dead serious.

- Don’t hire anyone. Only hire people when you are absolutely desperate for more hands. And then start with freelancers. So you can fire them right away. When people raise money from VCs I notice the first thing they do is hire people. After my first company, which was profitable from day one and never raised a dollar, I started a second company where I raised $30 million from VCs and then hired $30 million worth of people, was fired as CEO and from the board, they then raised another $50 million or so and sold a year or so ago for about $1.

- Keep the cash. If VCs put money in your business then no matter what they say, keep cash in the bank. Don’t act like a big company all of a sudden. Do you really need your lawyer at $400 an hour to take notes at a board meeting? Do you really need a board meeting? You don’t need a secretary until you have at least five, paying, profitable customers, if ever. You don’t need a head of sales or marketing your first year. You are the head of sales and marketing. You don’t need any VPs. You’re all VPs. You just started!

- Get a customer. In order, here is the easiest cash you can get for your business: Customers, borrow against receivables, borrow against your house, friends and family, angels, venture capitalists, the public. Note that the VCs are near the end. Maybe you never need them. Why does everyone chase big-time VCs all the time? Do you really need $10 million in the bank. You just started! I shoud’ve made this point number one. Don’t even start your business unless you have a customer.

- Get a customer, part II. Give equity if you have to. Sell your first baby (or take mine). Do whatever it takes to get one paying customer. If you are a content site: get a sponsor. If you are a product or a service, get a customer. If you can’t get a customer then that means you have a shitty product or you’re not passionate enough about it. Go back to the drawing board. Take an extra $5,000 and make some new features. Note: I said “$5,000”. Not “$10 million”.

- Get a customer, part III – I mentioned this last week. Say “yes” to everything. EVERYTHING. If they need surgery performed on them, you’ll do it. If they need a database updated and your company makes tennis balls then say, “no problem, I have a guy for that. He was the database expert of Bangalore. And now he makes tennis balls for us. I’ll send him over Saturday morning to fix your database. And he’ll bring some pastries.”

- Corollary to the above: get the potential customer to say “yes”. Even if you have to do stuff for free. Just get them to yes. They can’t say no, for instance, if you say, “we can blow up your enemy for free.”

- Over-promise and over deliver for every customer. But only the first time. Don’t kill yourself for everyone all the time. You need sleep!

- If a client says, “I’d rather have this conversation in our offices,” then listen to me: DO NOT EVER go to their office. Don’t go there ever again.

- Most important: Stay Lucky. If you don’t stay healthy: physically, emotionally, mentally, spiritually, in your first year, its a guaranteed failure. I’m an expert on failure. Not having the four legs mentioned above means the chair you are sitting on is going to break and you are going to fall.

- If someone says, “I’m taking a big chance by hiring you”, get paid as quickly as possible. Get paid up front. You’re never going to do business with that person again. If his version of “chance” was hiring you then that’s it. He’s back to the pencil factory for his next vendor (no insult to pencil factory workers.)

- Every Friday, pay for a masseuse to come in for all of your employees. This assumes you have an office. Ideally, you have no office. But if you do, and employees are there, then get a masseuse. Make: “thank god it’s Friday” mean to your employees: “I’m so glad I’m going into the office today.” I had 50 or so employees at my first business when we got sold. Massages for everyone except me on Fridays (I don’t like anyone to touch me).

- I’m horrible at followup. But you have to do it. If you have a potential client, move it from the phone to the meeting, to dinner as quickly as possible. Dinner seals the deal. Pick up the tab. Ask about their love lives. If they are lonely, hook them up with your best single friend of the appropriate gender and sexual preference.

- Once they are a client, make them a partner. There’s three ways to do that:

Always hold out the bait that they can eventually make the jump from their crappy job at the pencil factory to the cool VP of Marketing position eventually opening up at your company (no offense to pencil factories).
Ask for advice. Ask them what else do they need that you can help them with, for free if you have to (over promise and over deliver the first time).
Ask them if they know anyone else who might need your services.
The best new customers are your old customers. The second best new customers are your old customers’ friends.

- In all of your spare time, do favors for your clients. Hire their mentally-challenged nephews. Contribute to their charities. Volunteer where they volunteer. Give double everyone else when they run in one of those stupid marathons for cancer. I say “stupid” because why can’t the cancer thing just ask for the money without forcing people to run for 26 miles. Your entire free moments of the first year of being an entrepreneur should be spent thinking of favors to do for your clients. Use the techniques of “Super connecting” to build up your clients’ networks. The bigger their networks, the more valuable yours becomes. Don’t horde your network or your favors.

- Fire immediately any employee with a negative attitude. Employees start to smoke in the stairwell and talk about you. So negative attitudes spread like a cancer. The only way to get rid of advanced cancer is radical chemotherapy to burn off the bad cells. Fire all negative employees immediately. No second chances. You won’t regret it. This doesn’t mean keep only yes-men. But the no-people have to work with you, not against you. If they start grumbling in anger, then they are fired.

- If someone wants to be your head of sales, only hire them if they are immediately bringing in enough revenues and profits to cover their salary. Everyone else is a waste of time.

Corollary: if someone makes an intro for you and it doesn’t work out (i.e. no customer results out of it) then never listen to them again. They gave their best shot and it didn’t work. So their second best shot won’t work either. And once you are on their third best shot then you’re probably an idiot.
- Reseller agreements are for suckers. Companies have a hard enough time selling their own products. Nobody really gives a shit about your products or services. Maybe in year two. But in year one, if someone wants to resell you then say, “sure, give me some phone numbers to call right now.” Then refer to the corollary above.

- Steal your competitors’ customers from them. Remember, they over-promised and over-delivered the first time. Then they began to disappoint (or perform like everyone else). Call up the decision maker and offer to do a little project for a little bit of money and totally over-deliver. You’ll be first on the speed dial when your competitor eventually disappoints. Which they will. Nobody can make the best purple tennis ball forever. Remember the easiest new customer is…err… your old customers! And then their friends. And then…your competitors’ customers.

- Finally, don’t make any of these nine mistakes. By the way, I plagiarized the post that link goes to. But you’ll never find where I plagiarized it from. Just don’t make those nine mistakes in your first year or you will fail. Free PDF of my latest book if you can guess where I take the 9 mistakes from.

Then, on the first day of your second year, if you follow the above, you’ll have customers, cash flows, a network of contacts, new friends who will kill for you, and your entire personality will be different. For the worse. So go back, try to repeat all of the above, and stay healthy. In order to stay sane while you get rich. By the way, you still might fail on that first business. But now it’s too late for you. You’re never going back to the pencil factory. You’re an animal, you hunt in the wild, you dig your sharp teeth into flesh and enjoy it, and at the top of the mountain you roar like a lion and everyone cowers in fear.

Editor’s note: James Altucher is an investor, programmer, author, and entrepreneur. He is Managing Director of Formula Capital and has written 6 books on investing. His latest book is I Was Blind But Now I See. You can follow him@jaltucher.

Overworked? 4 Signs You Need to Recharge

2011-11-13T10:07:00.001+01:00

Take a cue from endurance athletes: Here are four ways to tell you're about to hit a performance wall. by Jeff Haden in INC.

Sometimes it’s obvious we need a break, but in most cases we figure it out too late. When you work double-digit hours and Sundays are no longer a day of rest, feeling overworked can become the new normal. Even so you’ll eventually hit a wall, and when that happens it can take days and even weeks to recover the enthusiasm, creativity, and motivation you’ve lost.

Fortunately a few of the same techniques endurance athletes use to detect the need for additional recovery can be used to indicate when you need to recharge your work batteries. Where elite athletes are concerned, chronic overtraining can actually defeat the fitness purpose and result in decreased stamina, power, and speed; sometimes the harder they work the slower they get.

The same thing happens to us when we’re overworked. We put in more hours to compensate… and get even less done. So how can you tell the difference between feeling overworked and really overworking yourself?

I asked Jeremiah Bishop for some simple techniques anyone can use to avoid hitting a wall. Jeremiah is a professional mountain bike rider for Cannondale Factory Racing. He's a twelve-time member of the U.S. national team and is to mountain bike racing what an NBA All-Star is to basketball (except he’s currently not out on strike).

Here are ways to ensure you stay at your professional best:

Check your resting heart rate. Every day, before you get out of bed, take your pulse. (There are plenty of free apps that make it easy. Some even log results.) Most of the time your heart rate will stay within a few beats per minute. But when you’re overworked and stressed your body sends more oxygen to your body and brain by increasing your heart rate. (The same thing happens when athletes overtrain and their bodies struggle to recover.) If your heart rate is up in the morning, do whatever it takes to get a little extra rest or sleep that night.

Check your emotions. Having a bad day? Feeling irritable and short-tempered? If you can’t put your finger on a specific reason why, chronic stress and fatigue may have triggered a physiological response and sent more cortisol and less dopamine to your brain. Willing yourself to be in a better mood won’t overcome the impact of chemistry, and in extreme cases the only cure is a break.

Check your weight. Lose or gain more than a percent of body weight from one day to the next and something’s wrong. Maybe yesterday was incredibly stressful and you failed to notice you didn’t eat and drink enough… or maybe you failed to notice just how much you actually ate. Lack of nourishment and hydration can put the hurt on higher-level mental functions (which may be why when we’re overworked and feeling stressed we instinctively want to perform routine, less complex tasks.) And eating too much food—well, we all know the impact of that.

Check your, um, output. Urine color can indicate a lack of hydration (although sometimes it indicates you created really expensive urine after eating a ton of vitamins your body could not absorb.) The lighter the color the more hydrated you are. Hydration is a good thing. Proper hydration aids the absorption of nutrients and helps increase energy levels. If your urine is darker than usual the cure is simple: Drink a lot of water.

The key is to monitor each of these over a period of time so you develop a feel for what is normal for you. Pay special attention on weekends and vacations, and if you notice a dramatic change, especially a positive one, that’s a sure sign you need to change your workday routine.

Don’t say this sounds like something only elite athletes need to worry about. We all want to be the best we can possibly be, no matter what our profession, and whenever we slam into the workload wall we are far from our best.

And don’t say you don’t have the time to take a short break or get a little more sleep. You owe it to yourself to find a way.

Eventually your mind and your body will hit a wall and make you, so why not do take care of yourself, and improve your performance, on your terms?

In between motivation

2011-10-25T13:09:00.000+02:00

Do you remember how the last sales training motivated you to read more about sales and spend more time planning and preparing your calls and visits?

Remember how that seemed exactly what you wanted for about two weeks and how your focus trailed off again two weeks later?

Remember how your colleague hit a 200K deal and that woke you up again and made you read more articles and prepare your calls again, for about two weeks?

This is what we call FOCUS.
In one of my previous articles, I discussed the Reticular Activating System and how you can 'teach' your brain to focus on the things that are necessary to reach your goals.

Needless to say that if your goals aren't clear to begin with, you'll have a hard time focusing.

So...you find yourself in between focus-peaks.
How do you re-focus and switch ON again?

You can't be switched on everyday and all day, you may argue.
Well, I would agree that you have to balance your efforts in order to continuously be at your best. And emptying your energy and brain reservoirs certainly isn't the way to go.

However, if you have clear goals, and you have established that those goals will make you happy - you DO have endless energy to pursue those goals.
Quantify your goals and recreate what that means in the number of deals you will need to close in order for you to reach your goal. Quantify how many quotes/business offers you typically need to have in your pipeline for you to expect that amount of business in signed deals. Quantify how many calls you need to make to get to that number of quotes. And break it down per quarter, per month, per week and per business day.

If you calculate that you need 40 calls per day to get 10 deals that will meet your monthly target - not your boss's - YOUR target, then wasting time chatting at the coffee machine may seem a lot less attractive all of a sudden.

With that said, if you DID make your 40 calls, there IS time to reward yourself and take a bit of steam off by chatting with coworkers, playing ping-pong or other leisure.

So, what about the In Between?
How can I regain my focus and energy if I am in between those peaks of attention?

PLAN your daily, weekly, monthly infuse of motivational support, interesting sales tricks, and mentoring conversation.

If you want to make progress, why just rely on your own discipline and insights, why not ask for someone else's help.
If it's a direct sales colleague - all the better. You probably both have the same issue. If you think someone else at your firm, or your ex-boss may be of great value and offer good insight and self-reflection, why don't you plan for a breakfast meeting to start the day energized?

The conclusion is:
You can wait for your sales manager or CEO to motivate you, but ultimately you are chasing your own dreams, and there's no-one more capable and interested in achieving those goals than you. You just need to make it happen.

Make it happen!

Happy selling,

www.salesguru.nl

Repost: Mount Everest

2011-09-15T22:42:00.000+02:00

Last night, I woke up early because of my jetlag.
Around 3.15 am it occurred to me (the weirdest thoughts come up at night) that getting started in sales has some similarities with climbing the Mount Everest.

A couple of months ago, my good friend Marco Hoogerland (an amazing mental coach for top athletes, including top-notch football players, world and european champions and olympic athletes) hosted an evening event with Robert de Vries.

Robert de Vries is a Dutch climber, and one of few men that has endured the severities of reaching the top of Mount Everest, the highest mountain on earth.
Robert presented his movie to the in-crowd, accompanied by stories and many questions of the dazzled audience. What an unbelievable performance - I was stunned by his humbling and riveting story.

It also occurred to me that you have to be somewhat crazy/selfish to reach the absolute top.
Many things have to be left behind (sometimes even relationships with loved ones) to achieve the goals at hand. I am not saying anyone should.

I am just saying that my observation of the journey and end-line to these unbelievable achievements seem to have some commonly shared factors:

Dedication, focus, taking risk, preparation, training, endurance, persistance, triomph, glory, and hardship. It doesn't come for free...

It seemed to me that getting started in full-commissioned sales is somewhat like climbing (albeit more comfortable perhaps).

Sales isn't easy...
You can see the top, but have no idea (yet) how to get there.

Considering the following:
- No gear when starting (job knowlegde, product knowledge, industry knowlegde)
- Some are already trained when they start, some aren't.
Trained (experienced) people may have an advantage to reach the top sooner, but it may also hinder them in a way, because they might think they know it all and get reckless/careless while climbing is dangerous.
- You earn your climbing gear (product/job/industry knowledge) along the way, as you proceed through the basecamps.
- Some will fall or go back
- Some get stuck in snow storms and have to wait a while and watch weather conditions before they can proceed to the next camp.
- It is hard work, no matter how experienced you are - you will still have to walk the walk.
- You need your co-climbers, so be a good colleague
- It's great at the top, but anything below doesn't satisfy your dreams, so you may have to endure dissatisfaction, or disappointment when things aren't going as smooth as you had hoped for.
- Getting to the top may not be fun, but there's no easy way there. You have to pass through all basecamps
- Sherpa's (mgmt? finance? administrative colleagues?) can do a lot of the work, but you will still have to climb yourself.
- If your goal is to reach the top, you can't stop when others are not making it.

So:
- Prepare (create prospect lists, organize your approach, create a plan, work the plan)
- Train (read, learn, ask, look around, copy, whatever makes you improve)
- Focus on your goal (top of the ranks)
- Be lead by the leader (pick your example)
- Persist (be relentless)

Dream about the impossible becoming possible by putting the first step in the right direction

Don't let yourself down

Be tough when it gets tough

Take the hardships like a man: it comes with the journey

Celebrate the basecamps, so you can enjoy the journey too

Learn from the winners, not the whiners.

If this doesn't make sense to you: it was late ;-)

Enjoy

[ This is a reposted message from 2008 on www.salesguru.nl]

Are Top Salespeople Born or Made?

2011-08-29T20:03:00.000+02:00

Article from Harvard Business Review by Steve W. Martin

My last post on the "Seven Personality Traits of Top Salespeople" was based on personality tests administered to 1,000 top business-to-business salespeople. The test results indicate that key personality traits directly influence top performers' selling styles, and, in turn, their success. However, the study also raises the perennial question, "Are top salespeople born or made?" In other words, must top salespeople be born with the prerequisite sales instincts, or can someone learn to become successful in sales without them?

Based upon my research, experience, and observations, I estimate over 70 percent of top salespeople are born with "natural" instincts that play a critical role in determining their sales success. Conversely, less than 30 percent of top salespeople are self-made — meaning, they have had to learn how to become top salespeople without the benefit of these natural abilities. In addition, for every 100 people who enter sales without natural sales traits, 40 percent will fail or quit, 40 percent will perform at near average, and only 20 percent will be above average (These figures vary by industry and the complexity of products sold).

Based on the figures above, the real question that should be asked is, "What determines whether or not a self-made salesperson will become successful?" While it's easy to recite a laundry list of general reasons for success (hard work, persistence, intelligence, integrity, empathy, etc.), my experience in the field and the research I've conducted indicates four key factors that determine the self-made salesperson's destiny. They are language specialization, "modeling" of experiences, political acumen, and greed.

Language Specialization
The first differentiating factor between the success or failure of the self-made salesperson is language specialization. While all competent salespeople can recite their product's features and business benefits, very few are mavens who can conduct intelligent conversations about the details of daily business operations. Every industry also has developed its own technical language to facilitate mutual understanding of terminology and an exact meaning of the words used throughout a business. The technical language consists of abbreviations, acronyms, business nomenclature, and specialized terms (for example RAM, CPU, and flash drive in the consumer electronics industry).

Successful self-made salespeople possess domain-area expertise and speak the corresponding business operations language, or have deep knowledge of the industry's technical language. These languages are the yardstick by which customers measure a salesperson's true value and greatly influence their purchase decisions. Lesser-performing self-made salespeople are not as fluent in these languages, so they tend to focus on likability and friendliness with prospective customers.

Modeling of Experiences
Modeling is the mind's ability to link like experiences and similar data into predictable patterns. Salespeople continually learn through the ongoing accumulation and consolidation of information from their sales calls and interactions with customers. From this knowledge base, salespeople can predict what will happen and what they should do in light of what they have done in the past.

Modeling can be thought of as the engine that drives sales intuition. For example, let's say a salesperson is asked by a skeptical, analytical, financial-oriented prospective customer how his product is different from his major competitor's. His answer would be based on previous experiences with similar circumstances. Modeling can be thought of as trying to find the what, when, where response — what you should do when you are in a particular circumstance where you have to act.

Successful self-made salespeople have an effective methodology to store and retrieve all the verbal, nonverbal, factual, and intuitive information that occurs during sales calls and sales cycles. This results in a greater proficiency to win business than less-successful self-made salespeople who do not learn from their past mistakes and instead repeat them.

Political Acumen
Unfortunately, many under-performing self-made salespeople take a textbook-type approach to sales and concentrate solely on the procedural aspects of the sales cycle. They don't take into account the human nature of sales and how people and politics determine the outcome.

Politics are based upon self-interests. Therefore, customers do not readily reveal the internal machinations of their decision-making. Political acumen is the ability to correctly map out each decision maker's influence and motivations. Successful self-made salespeople consider this their top priority. Political acumen drives winning account strategy whereas strategic planning without political acumen is a losing proposition.

Greed
We normally associate greed with a corrupt character or miserly scrooge. While this may be society's definition, in sales, "greed" takes on an entirely different meaning. In sales, greed and self-respect are closely intertwined. Greed can be thought of as the desire to be fairly paid for one's time. Time is a salesperson's enemy because time is finite. Time is the governor that determines how many deals can be worked and where effort should be focused. Salespeople are on a mission to learn the ultimate truth, "Will I win the deal?" Greed compels the successful self-made salespeople to push themselves beyond their comfort zone and ask difficult qualifying questions while continually pushing for the close. Conversely, the lesser successful self-made salespeople do not possess this inward drive.

...

Are top salespeople born or made? The true answer is that the overwhelming majority of top salespeople are gifted with innate talents. However, many others are self-made successes who have learned how to apply their language specialization and build their intuition. They know what accounts they should spend their time on and always navigate to powerful decision-makers in order to create the opportunity to persuade them to buy.

Some physiology for your pleasure - Reticular Activating System

2011-07-14T13:01:00.001+02:00

The Reticular Activating System

We can control what we focus on!

How? It's actually a physiological challenge.
Did you ever test-drive a car and notice while driving how many people seem to be driving the same car all of a sudden? Isn't that weird? Why didn't we notice before?

Imagine that you're walking through a busy and noisy airport passenger terminal.
Think of all the noise - hundreds of people talking, music, announcements, luggage carriers.
How much of this noise is brought to your attention? Not a lot.

True, you can hear a general background noise, but not many of us bother to listen to each individual sound. But then a new announcement comes over the public address system - saying your name or maybe your flight. Suddenly your attention is full on.

The automatic mechanism inside your brain that brings relevant information to your attention is our reticular activating system (RAS).

Your RAS is like a filter between your conscious mind and your subconscious mind. It takes instructions from your conscious mind and passes them on to your subconscious and vice versa. For example, the instruction might be, "listen out for anyone saying my name".

Our brain subconsciously receives about a million pieces of information per second from all of our 5 senses (visual, auditive, sensing etc). Many of these pieces of information are processed automatically. And we should be grateful for that .

Can you imagine having to think about breathing while being on the phone with a client?
It is obviously impossible to consciously process 1 MLN pieces of information per second.
We can - however - influence our RAS to raise awareness to certain things.

In fact, we can 'tell' our brain what to filter or what to focus on, just like you noticed the presence of the test-driven car all of a sudden - because you focused your brain on actively processing the image of the car.

The RAS is composed of several neuronal circuits connecting the brainstem to the cortex.
The neuronal circuits of the RAS are modulated by complex interactions between a few main neurotransmitters.

In doing so, the reticular activating system helps mediate transitions from relaxed wakefulness to periods of high attention. There is increased regional blood flow (presumably indicating an increased measure of neuronal activity) in the midbrain reticular formation (MRF) and thalamic intralaminar nuclei during tasks requiring increased alertness and attention.

So.. when we consciously focus on something, the RAS fires neurons to our brain raising its awareness to high attention.

There are some interesting points about your RAS that make it an essential tool for achieving goals.

Telling your brain to achieve your goals
First, you can deliberately program the reticular activating system by choosing the exact messages you send from your conscious mind. For example, you can set goals, or state affirmations, or visualize your goals.

Napoleon Hill said that we can achieve any realistic goal if we keep on thinking of that goal, and stop thinking any negative thoughts about it. Of course, if we keep thinking that we can't achieve a goal, our subconscious will help us NOT achieve it.

Second, your reticular activating system cannot distinguish between 'real events' and 'synthetic' reality. In other words it tends to believe whatever message you give it. Imagine that you're going to be giving a speech. You can practice giving that speech by visualizing it in your mind. This 'pretend' practice should improve your ability to give the speech.

What we need to do is to create a very specific picture of our goal in our conscious mind. The RAS will then pass this on to our subconscious - which will then help us achieve the goal. It does this by bringing to our attention all the relevant information which otherwise might have remained as 'background noise'.

In the sales process:
If you focus on buying signals, you might pick them up sooner in the conversation and better guide your conversation. Alternatively, you may be able to spot 'hidden' objections by actively monitoring behavior or non-verbal signs.

Just like visualization, your focused preparation of the conversation now helps to 'instruct' your RAS what to look for.

Ergo: visualize your goals and prepare your conversations well!

Happy selling!

Sincerely,

Stephan Derksen
www.salesguru.nl

200 members in our LinkedIn group!

2011-07-14T12:20:00.001+02:00

200 members in our LinkedIn group!
Hi Everyone,

Great to see that we have just surpassed the 200 members mark in our LinkedIn group!
Please invite your co-workers or any other people interested in sales or motivational discussions.

A special welcome to all CISCO employees.
There is a big diversity of sales professionals or sales managers in this group, INCLUDING many employees from Cisco as well as people from resellers in the refurbished Cisco business across the world.

Even though you may be competitors at times, there are obvious gains from exchanging your perspectives.

I gladly invite everyone to contribute and share insights or thoughts on the business - while keeping focus on sales challenges and sales motivation.

Thanks for being a part of this group!

Sincerely,
Stephan Derksen
www.salesguru.nl

Ultimate Sales Experience NEW YORK

2011-06-16T16:21:00.004+02:00

Hi everyone,

We have had great success with our sales programs, but now we're onto the next level:

I am interested in organizing a fascinating trip to New York for true sales professionals.
If you are a member of your company's Presidents Club or Sales High Performer Club this may be the one trip you want to get onto and tell your boss, HR manager or the CEO about.

We will visit Wall Street and meet with successful, seasoned sales professionals and sales coaches at companies and locations in Manhattan to gain insight, get inspired and motivated about true sales success.

The trip will be accompanied by me and by TOP Performance Coaches from The Netherlands - who have ample experience with top athletes and world champions in various sports - and they will inspire you, share their model for success and help you on your way to continued growth and top performance.

This high-end program aims at high-end performance.
Upon your return, you will be inspired to even greater achievements.

If you are interested, please email me at stephan@salesguru.nl.
If you need to convince your boss, let me know and I will be happy to make a call and explain our program.

Spread the word!

Sincerely,
Stephan Derksen
www.salesguru.nl

Seven time management secrets

2011-05-09T11:20:00.000+02:00

Use your time productively

According to a research conducted by Salary.com, the average employee wastes 2.09 hours of his/her day, not including lunches and breaks. Especially the internet is a distractor.
Luckily, many people have specialized in productivity and time management.

Forbes selected a few ideas from these gurus that may help you to increase your productivity.

1. Master your e-mail
If it will take you less than two minutes to delete or reply to an e-mail, do it right away.
Switch off your e-mail notification, so that you will not be disturbed by notifications of an incoming e-mail. Send less e-mail, which in turn will yield less e-mails in your inbox. Keep your e-mails short and concise. Whenever possible: check your e-mail a couple of times a day, on scheduled moments.

2. Think (sharpen your axe)
You don't have to meditate, but taking a lunch break or a quick walk, and at the very least: a quick moment to think what to do, helps you focus and concentrate on the tasks at hand.

3.Use To-Do lists
Write your ToDo's down. This prevents you from waking up in the middle of the night, because you forgot something. Experts suggest keeping several lists, including keeping one with the three most important tasks for today. Delegate whenever you can, and be realistic about how much you can do in a day.

4. Make time for creativity
The goal of time management is to free up time for the more profound or complicated thoughts. Try to schedule time for creative thoughts. Switch off your e-mail or phone during that time.

5. Avoid unnecessary meeting
Be rigorous when it comes to spending your time. Say 'no' to every meeting that isn't necessary, or doesn't require your presence.

6. Don't multi-task
Do one thing at a time and focus on a task at hand for a maximum of one hour and move on to the next.

7. Clean your desk.
Spend the last 10 minutes of your day cleaning your desk. Throw away whatever you don't need anymore. Archive the rest. Suggestion: only touch paper once. Do with it whatever you need to do with it and move on.

Imagine what you can do by adding 10 whole ours (5 days times the above 2.09 hours) to your week. That's a full working week per month!

In commissioned sales, that would mean a 25% increase of your income!
Happy selling everyone!

Best,
Stephan

Tony Robbins about Following Through

2011-03-15T11:09:00.000+01:00

Persistence Without Stalking

2011-01-26T15:04:00.003+01:00

Kelley Robertson on Prospecting

You can't get the sale unless you persist. But how do you pursue your prospect without coming across like a stalker?

Persistence is a vital skill that every salesperson needs. It's been said that most sales are made after eight contacts with a prospect. However, most people tend to give up after just three or four attempts. Let's explore the behind-the-scene dynamics involved in a typical scenario.

Meet Mrs. Executive. Her day is booked solid, scarcely allowing her to catch her breath between each meeting. Some meetings are internal. Others are with clients and customers. A few are with current suppliers or business partners. She has a dozen balls in the air and spends most of her time trying to juggle them all. She has several major goals she wants to accomplish this year but progress is slow because the demands on her time are non-stop.

Fortunately, she has an extremely competent executive assistant. Ms. Gatekeeper knows what projects Mrs. Executive is working on and does what she can to help her boss achieve these goals. She is very proficient at protecting her boss's time and has become adept at warding off unwanted calls, especially from salespeople. Today alone, she has warded off fourteen people and it isn't even noon yet.

Today is your first prospecting call to this company. You believe that your solution will benefit them and you want to meet with Mrs. Executive to demonstrate this. You pick up the telephone and when Ms. Gatekeeper answers, you recite your well-developed opening and capture her interest. After a brief conversation you manage to schedule a telephone meeting with Mrs. Executive a few days from now and are given her direct number.

Fast forward three days. Your call with Mrs. Executive flows beautifully. Your pre-call research paid off and through effective questions, you learned additional information that gives you better insight to present your solution. Mrs. Executive requests an overview of your solution and you promise to email it to her within twenty-four hours. You also agree to discuss it with her next week.

The following week, you call Mrs. Executive at the scheduled time only to end up with her voice mail. You leave a brief message and tell her you will follow up shortly. You call again the next day and receive her voice mail yet again. After some debate you leave another message but as you hang up self-doubt leaves you wondering why Mrs. Executive has not returned your calls even though she displayed interest.

Meanwhile, back at the company, Mrs. Executive has been responding to several unexpected fires and critical issues. Shortly after these problems have been resolved, the CEO dumps two additional projects on her plate and clearly states that these new projects are of highest priority. The other projects go into a hold pattern while she takes care of the CEO's demands. A few days later she is shocked to receive a letter of resignation from her right-hand person, the Director. She now scrambles to put into place systems and processes that will help her manage and deal with this unexpected void. Plus, she needs to begin the recruiting process to fill the gap. She is still interested in your solution but she simply does not have the time or resources to even discuss it right now.

Here's the dilemma. Do you keep calling? Or, do you leave a final message and tell Mrs. Executive to call you when she's ready to talk about your solution? So far, you have made five contacts with her which means you will probably have to make at least three more connections before the sale moves forward.

It is critical to recognize that executives are exceptionally busy. While they may want to discuss your solution, other priorities crop up all the time. If you stop now, there is a good chance that she will forget about you and your particular solution when she is ready to move forward. Your goal is to keep your name in the prospect's mind and develop a "stay-in-touch" campaign. This can include email, voice mail, letters, and cards. Each point of contact should offer something of value and MUST be brief. Respect the decision-maker's time. Recognize that they are balancing multiple projects at any given time. Like you, they can only work on a certain number of them at once.

Many people close sales long after the initial contact simply because they have been persistent and executed a solid strategy and keep-in-touch plan. While the standard number of contacts is eight, this number is not carved in stone. You can rest assured that if you give up after three or four attempts, a competitor who is more persistent will eventually get the business. Are you willing to give business away or are you prepared to persist until you succeed?

Kelley Robertson is a professional speaker and trainer on sales, negotiating, customer service, and employee motivation. Receive a FREE copy of "100 Ways to Increase Your Sales" by subscribing to his free newsletter available at his website. Visit www.KelleyRobertson.com. He is also the author of "The Secrets of Power Selling" and "Stop, Ask & Listen-Proven Sales Techniques to Turn Browsers into Buyers." For information on his programs contact him at 905-633-7750 orKelley@RobertsonTrainingGroup.com.
(article as published on Salesdog.com)

Sales development - where to begin?

2011-01-26T11:50:00.001+01:00

Many new sales managers often struggle with the diversity of their sales team.
Group meetings, group coachings and trainings seem to miss their target audience by 70% of their content - yet on different parts of that content: too far ahead for newbies, too basic for seniors, and too superficial for the mediors.

What to do?

Well... what works for you might not work for someone else and vice versa.
Leadership is based on more factors than insight or content alone.
However, there are some basic steps that can be followed to gain insight in your team's individual members and provide some basic structure for you and your team to start the development process.

Through my recent involvement with Talentenacademie (www.talentenacademie.nl) I have learned a great deal about professional athletes' development. Even if a professional athlete is an undisputed talent, the difference between 1st and 4th place is mainly based on the athlete's mental state of mind. And more importantly, that state of mind is not static. In fact, it changes all the time. So it must be managed actively and consciously.

Obviously, we're all humans, and the above must be true for sales professionals also. In other words: it is not only the skill set that determines the outcome. Although some basic skills and logic are obviously required.

If you know that you (sales manager) will have little time (or budget) for hands-on coaching and participating in client meetings or listening in on calls, hiring rookie salesmen - even when extremely motivated - might not be a wise decision. When you do have the time, make sure to plan those activities in your calendar, so that they get the attention they deserve.

In fact, it all starts with individual attention, and an individual plan for development.
Obviously, many books about this subject are available, and various profound theories exist. I don't claim to know better, or overrule these theories, but when time is lacking and you simply need a quick start to get going the below steps may prove helpful.

Step 1: What drives the individual?
Find out what drives and motivates each of your sales professionals.
Also try to find out what will demotivate him or her.
- What dreams does your professional have (and express to his environment)?
- Can this dream be quantified in money? Not all dreams are materialistic (such as buying a ferrari or so), but many can be quantified. Big home, safety net for the family, college fund for the kids, vacation in the Maldives, etc. Once quantified in the big picture, you can make it concrete by breaking the big picture down into smaller steps that can be achieved on a daily, weekly, monthly basis. Aligning the dream with the potential of the job will ensure long-term motivation and commitment. (or you might find out the individual is not somehow motivated by money - even if derived from a less materialistic goal. Maybe not a good basis for a sales position then...)
- Is your team member encouraged by appreciation or self-fulfillment? Does he need a pat on the back and public recognition or does he need some help in determining his milestones, so that he knows he is on the right track?

Question yourself:
- If the team member needs external appreciation and appreciation is lacking, what happens?
- If the team member is motivated by self-fulfillment and he doesn't reach his goals because they're unrealistic, what happens?

In other words, what can you do to make milestones SMART (specific, measurable, actionable, realistic, and timely) for your sales professional so that he can visibly pursue and achieve his goals?
Specify your expectations for the first 4-8 weeks, adjust upward and specify for months 3-6, adjust upward and specify for 6-12 months. Make sure to recognize if recognition is important and appropriate. However, make sure to address concerns if lack of proactivity, lack of openness to learn and lack of action are evident obstructors to success.

Step 2: What professional strengths and weaknesses does your sales professional have?
- What professional aspects need further attention, coaching or training?
- Are these aspects tied to sales skills, product knowledge, consultative selling advise, daily structure, discipline etc?
- Can you appoint seniors or mentors to alleviate your task and ensure information transfer on appropriate subjects? (consider this: Should/can the senior be rewarded for this task? Perhaps the senior can be motivated by giving him a % of the commission for his help and mentorship)
- Can you group your team into segments of relative need/interest, so that you can train/coach in efficient subgroups and raise effectivity to 80-90%?

Step 3: Does the team culture support ACTION?
- If the team is quiet and makes little to no noise (calls) or is passive, group behavior theory suggests that it is likely your new team members will eventually adjust to the group culture.
- If the example is passive, don't expect major changes
- Is activity, creativity and internal entrepreneurship rewarded or frowned upon?
- Observe the team dynamic and you will be able to predict the outcome to a large extent.

Step 4: Does the compensation plan incentivize the desired behavior?
- If the company needs new customers, does a salesmen benefit when indeed bringing that new client in?
- If you're concerned about customer retention, is your sales force empowered and motivated (rewarded) for account management and customer service activity?
- If you need to push a new product line or enter a new market, what reward can be attributed specifically to attaining those goals?
- If your sales team is motivated by money, does extra work or smart work and more clients and eventually more sales lead to significantly more income? (in other words: what is the balance between fixed and variable income?)

Remember: it's not easy - but also remember: you're not the first to run into these challenges.
If you're overwhelmed by the magnitude of these challenges, you can join a sales management group on LinkedIn or offline, so that you don't have to re-invent the wheel. Online or offline groups allow you to discuss your challenges in further detail with someone that can give you an objective insight or advise - from experience. In closure: common sense goes a long way. If the designated hunters aren't making more than 3 calls a day, you know something's going on and it is time to step up.
You can even email your company's top clients to ask them for feedback about the company, the products/services, and their sales representative. Chances are your customers will provide you with the best possible overview of your team's performance.

Much success!!

8 Sales Questions you can't live (and sell) without

2010-12-10T11:56:00.000+01:00

By Jim Domanski

Questions help you uncover what you need to know to sell. Without good ones, you're just stumbling in the dark.

Make no mistake about it; questions are the key to good selling. Good questions will get you good information. Good information helps you sell and sell more. Here are eight great questions that you simply can't sell without. These are not the only questions you could ask, but they'll serve you well in every selling situation.

1. The Who Question
Never, ever assume that the person you are speaking with is the decision-maker. Your contact may be only one of a number of individuals who could influence the sale. Know the players so you can prepare strategies and tactics to deal with them. Your challenge is to find out if there are other participants in the decision without putting your contact on the spot. If you're too blunt, the prospect might mislead you. Here is a simple question that you can't live without. Use it every time:

"Amanda, apart from yourself, who is involved in this decision?"

Here's a variation: "Kevin, in purchases like these, there are usually several people involved. Apart from yourself, who else would have a vested interest in the decision?"

2. The When Question
I am amazed at how many reps ignore this powerful and insightful question:

"Kathy, when do you see the final decision being made and delivery taken?" Or, "Mr. Woods, if this were a go, when do you see it occurring?"

The when question helps you to assess urgency. A decision that will be made within a week has more urgency than a decision that will be made in three months. Knowing when the sale might conclude helps you set priorities, determines the time and effort you devote and dictates your follow up strategy.

3. The Scenario Question
Discovering a prospect's needs can be challenging in the early stages of selling. When prospects don't know you, they tend to be much more reserved in the information they share. Many are not comfortable telling you about their "warts and blemishes" (i.e., their needs, challenges, weaknesses and concerns) until you've established some rapport. To get around this hesitancy, use a scenario question. As the name implies, the scenario question paints a scenario that addresses a problem or concern without putting the prospect on the spot. Here are a couple of examples:

"Ms. Bixby, much of our research with our clients shows that cash flow is sometimes an issue particularly with the fluctuating price of oil. Let me ask you, what has been your experience with cash flow over the last year or so?"

"Scott, we are getting more and more feedback from IT Directors and managers from large corporations regarding the misuse of licensing agreements. It's creating some concerns about compliance. Let me ask you: what has been your experience with this so far?"

The scenario question is based on the premise that misery loves company. You want the prospect to think, "Gee, if others are experiencing the same thing then it's okay for me to open up." Master the scenario question and you'll get to needs quicker, reduce your sales cycle and convert more sales in less time.

4. The Net Impact Question
Even if you use a scenario question and the client opens up to you, it doesn't necessarily mean that the prospect's need is strong enough for him to take action. One of the best questions you can ask to determine the depth and breadth of a need is the net impact question. Here are two versions:

"So what's the net impact on your firm when cash flow is tight?" Or, "What's the possible net impact if licensing agreements are abused in your branch offices?"

The net impact forces your prospect to think about the rippling effect of a problem. It gets him to do some analysis. In effect, you want him to say, "Gee, I never thought of it like that." Suddenly, seemingly minor problems become more significant. Or, you learn the net impact is minor. If so, avoid wasting your time. Move on. Because the question is opened-ended it gets your client to expand and elaborate. You get information and information is power.

5. The Explain Question
Here's a versatile question you can use in many different scenarios. It gets the client to open up by enticing him to speak up, expand, pontificate, ruminate, elaborate and articulate.

For instance, suppose the prospect tosses the classic price objection. Say this, "Eric, could you explain to me what you mean by 'too high'?" You're asking him to elaborate. Is the price too high relative to what - budget? A competitive bid? Or, is it a smokescreen? Regardless, the client must open up.

Suppose your client says "We're not all that happy with flux modulators." Try, "Wendi, could you explain to me why you're not happy?" This is a buying signal. Exploit it.
Suppose the prospect says, "Well, I'd have to go to committee with that proposal." Respond with, "I understand completely. Joel, can explain to me how the committee operates and how they go about evaluating a proposal?"

Suppose you're probing for needs. You can say, "Ms. Barton, explain to me the challenges you're experiencing in penetrating the Canadian market."

6. The Make Sense Question
Call this one a trial close. Keep it handy because you'll use it a lot. Use this simple, close-ended question after pitching your product or tackling an objection. For example, suppose you have presented a financial planning strategy regarding mutual funds. Just ask,

"Does that make sense to you so far?" Or, "Am I making sense to you right now?"

This question does a couple of things. First, it tosses the conversation back into your prospect's lap. This creates 'give and take' dialog. It forces you to relinquish control of the call and stops you from rambling. Second, the make sense question helps you gauge whether the client is on board or not. But, you must listen to the words and tone of your client. If your prospect says, "Ya sure, I guess" with a vague and uncertain tone, clearly it does not make sense. Stop right there and reverse gears by saying, "It sounds like I may have confused things a bit and I sense some hesitancy. Can you explain to me what you're thinking?" (Notice the use of the versatile explain question.) On the other hand, if the client gives you a positive and enthusiastic, "Ya, it makes total sense" they have, in effect, given you a buying signal.

Don't be afraid to liberally pepper your sales call with make sense questions. Variations include, "Do you follow?," "How does that sound to you?" and "Am I on the right track?"

7. The Removal Question
Here's a question that will help you deal with objections and concerns. The removalquestion efficiently 'removes' the issue at hand and asks the client her thoughts based on that scenario. Suppose a prospect says, "It's really great, but it's just not in our budget." You reply:

"Fair enough, Brandi. Let me ask, if budget was not an issue, would you proceed with the proposal as outlined?"

If Brandi says yes, then you can negotiate or come up with terms or arrange financing because her objection is not a smokescreen but the real thing. If she says, "Well, ya, but I am also a little concerned about the maintenance program," you've discovered that it's not a budgetary issue or that budget is only part of a number of issues.

Suppose the client says, "Well, I have to go to the buying group on this one." You say, "I understand. Steve, suppose there wasn't a buying group, what would be your decision?" By removing the objection, you can determine if Steve's on board or not. Either way, you are well on the way to handling the client's issue.

8. The Try Question
It's time to close the sale. One of the best questions to close the sale is this:

"So, Angie, would you like to give it a try?" or, "Why not give it a try?"

I stole this question from Jeffrey Fox, author of "How to Become a Rainmaker." He calls it a killer sales question and he's right. I use it now and I cannot sell without it. Why? Because, as Fox explains, to most people 'try' is a revocable act, a decision that can be reversed. It sounds and feels temporary. Fox concludes that people feel that to try something is a sample or a test, not a commitment to buy. But in reality, they either buy or they don't buy. There is no "try" buy. But, psychologically the prospect has an easier time making the decision to say yes to the purchase.

Summary
These are eight of the best selling questions of all time. These are classics that work. You will sell better, and sell more, when you use them.

Jim Domanski is a tele-sales expert and president of Teleconcepts Consulting. Teleconcepts Consulting helps businesses and individuals who are frustrated with the results they have being getting when using the telephone to market and sell their products. For more information visit: www.TeleconceptsConsulting.com.

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Praise for Top Dog Sales Secrets

"One of these top dog secrets can earn you a fortune."
– Jeffrey Gitomer

"It's like reading the best ideas from 50 sales books all in one book."
– Michelle Nichols, Savvy Selling International

"I HIGHLY recommend it for the inspiration AND the skills that one will learn or 're-learn.' It is easy to read, entertaining, and very broad in topic selection."
– Lori Richardson, Score More Sales

Order your copy of the book today to learn an effective
strategy that will help you take back control of the sale.

Real entrepreneurship and networking

2010-10-27T13:10:00.001+02:00

Hi everyone,

I thought it would be nice to send you an update on my progress and daily activities given I am now an entrepreneur again. How much more 'back to basics' could it be?

Well.. here's the low-down:

After registering my company, receiving the tax forms, launching my website, opening a Twitter account, updating my blog and printing business cards, it seemed all the work was done, right? Wrong! This is where it starts!

Too often, I run into people that are busy with the above and think they will be making money as soon as their business is up and running. The question of course is, what is our definition of up and running? Sending invoices for services delivered and collecting money from those invoices. THAT is when a company is up and running.

In other words: I'm just getting started. I am very busy, don't get me wrong. Another misconception for being 'up and running'. Being busy means nothing unless it means working on either getting clients or doing business for clients. This exactly what I am doing now.

Funny how it always comes back to sales: Identifying your anticipated core group of potential clients, formulating your business pitch and going at it!

From the start, I have been working on setting up my prospect list, and a list of people or companies that can help me find clients (by proxy). In the past 6 weeks I have been calling those people to get appointments and introduce myself, and to discuss if and how we see fit for my business offering.

As a result, although still in the early stages, I have accepted an assignment as CEO for an e-commerce start-up called Traffical. (www.traffical.com)

This awesome Blackberry application allows one to automatically generate your estimated travel time by car (based on historical data and some complex algorithms) when booking a meeting in your agenda.
The application then books the travel time so that others, like your assistant, know that you will not be available for other (physical) meetings or, alternatively, are available for a phone call (while in your car) during that time.
In addition, 90 minutes before your suggested time of departure, Traffical periodically (every 10 minutes) checks actual traffic information for congestions and alerts you ahead of time if you need to leave earlier to be able to make it to your appointment on time.

Isn't that great? Now who would not want to spend less time in traffic if you can avoid it?
Obviously, we are aiming at (large) enterprises with many mobile professionals that run into traffic all the time and hope to save them time, money and hassle. I have now connected with companies like Vodafone, KPN, KPMG, PWC, and others to explain our application and see if there's a fit.

While the group of investors in this start-up already is very reputable and certainly makes my life easier opening doors for Traffical, I now meet or speak with new people every day, which, in turn, opens up discussions about my company Salesguru and my company's offering - which in turn leads to more conversations about sales training, coaching or business development advise.

This is my version of networking on the go. I don't lose as much time now as I do with a beer in my hand at a social networking event in some bar (although entertaining).
In fact, I am actually doing business, while doing some prospecting at the same time.
Great combination! However, I had to build up my social and professional network to get there - and have actively been building this for the past decade and more. It takes time to connect with people and become effectiver at it.

If you are working on a start-up, and haven't (yet) built a large network, I recommend digging into and attending some of the business events in your neighbourhood. Spend some time going out and meeting new people, but always try to make combinations in your mind as to how you could fit into their business, or perhaps solve some of your conversation partner's business problems.

In addition, and perhaps even more important, always try to figure out if you can help someone without charging them for it. Maybe you know someone that could help them, or have a contact that might be interested in their services. Not charging them for it makes you a good person to be in contact with, not so much a philantropist that -therefore- never makes any money. Remember: what goes around comes around. You should not expect to get anything in return, but in many cases you will.

Open Coffee is one of those initiatives, but there are many breakfast tables, business round tables or other types of meet-ups that allow you to do the above. All of a sudden, opportunities will present themselves at you. As a matter of fact, this week I was invited to be in an interview with Traffic Radio this Friday afternoon at 4pm. Obviously, I hope to get some airtime to explain both the ins and outs of Traffical as well as Salesguru NL.

Go out and meet people, enhance your social and business network at the same time! It is really much, much easier to call someone you have met before or have some connection with than calling them out of the blue without any personal connection or reference.
Plus, you might make some new friends while doing it!

Happy selling!

Stephan

PS My apologies for the shameless commercial plugging.
PPS If you have any questions about Traffical, please e-mail me at stephan@salesguru.nl

SALESGURU NL is a company

2010-10-07T15:28:00.000+02:00

After almost three years of writing blogs on SALESGURU.NL and being involved in sales management discussions I have decided that this isn't enough. Many salesmen around the world, although already skilled and intrinsically motivated for themselves, enjoy inspiration, motivation and information from an outside source that can help them do their job while enjoying it even more.

Why would you just rely on your direct (sales) manager to motivate you? Many experienced, and even less experienced peers face the same hurdles to success as you do. It makes complete sense, therefore, to extend this platform to an active forum for everyone to exchange insights.

In addition, I noticed that many companies that are not sales-oriented organizations in their core, find it tough to match the financially driven with content-focused professionals. I have now made it my mission to promote the sales profession amongst non-sales people (that need sales for their business nonetheless) and to support businesses with their organizational challenges around sales.

My themes are:
* Sales Athlete - top performance in sales
* Anyone can sell (but perhaps there's a lot to learn)
* Commercial thinking isn't dirty
* Creating opportunities for your business

The form of sharing insights on these topics is through training, coaching, my blogs, consulting assignments or in-house business development support.

More information will be shared later, but please feel free to contact me if you have any questions or ideas. All interaction is greatly appreciated!

You can reach me at stephan@salesguru.nl, follow me on twitter at SalesguruNL, or call me at+31 621500878 if you have any questions.

www.justsell.com

2010-08-10T17:06:00.001+02:00

If you haven't seen this website yet.... go there now!

www.justsell.com

Great discussions, tools and advice.

Now go get 'm and sell something!

Staying Motivated in Challenging Times

2010-07-21T10:12:00.003+02:00

Quote of the Week: "Do not let what you can't do interfere with what you can do." — John Wooden

Publisher's Note:

Today's sales climate requires going way beyond "positive thinking." To succeed you need motivation, purpose, energy and an action plan. Dave Kahle's thought-provoking article gives you important insights into what it really takes to overcome the downturn.

Michael

Staying Motivated in Challenging Times

by Dave Kahle

Sales is an emotional roller coaster, and unless you figure out how to manage those emotions and keep yourself motivated, you'll have a difficult time succeeding. This is particularly true during a downturn. The economy struggles and unemployment rises. Many companies cut back, there are fewer jobs available, and pressures to perform are greater than ever. It's easy to lose our motivation.

However, even though the world around us may be dreary and depressing, that in no way reduces our personal need to do the best we can. That means we all have a responsibility to stay motivated.

It is amazing what a difference a few degrees of attitude adjustment can make in our performance. Try this little exercise. Tell yourself these things: "Business is terrible. All of my customers are struggling. Nobody wants to see me, and when they do, it's just to complain." Now wallow in those thoughts for a moment, and note how much energy and enthusiasm you have.

Now, think the opposite: "I have great opportunities. My customers need me more today than ever. I have valuable solutions for them. It's a great time to have this job." Roll those around in your mind for a while. Note how much energy and enthusiasm you have.

As you reflect on this exercise, it's clear that your energy, enthusiasm and drive to succeed come as a result of your thoughts. Here is one of the most powerful truths known to mankind: You can control your thoughts.

Going beyond "Positive Thinking"
Succeeding in difficult times depends a great deal on our motivation. Staying motivated requires us to take charge of our thoughts.

I've heard dozens of salespeople say, "I've tried positive thinking. It just isn't me." I agree that it is difficult to patch a bunch of positive thoughts on top of an essentially negative personality. The issue is deeper than that. Let's, therefore, examine the deeper issues.

At the heart of motivation lies a pair of powerful beliefs that you must embrace if you are going to successfully motivate yourself. Without a wholehearted commitment to these foundational beliefs, all the techniques and tactics for self-motivation are like spreading wallpaper over crumbling plaster. It may hold temporarily, but it is soon going to deteriorate into a mess.

Here's the first foundational principle: You must believe that you can do better than you are now doing. The second is this: You must accept that it is your responsibility to do so.

It's simple and commonsense, but, the more I observe people and salespeople specifically, the more convinced I am that the majority of people do not share these core beliefs. Rather, they are in the habit of making excuses for their situation. They believe fate, not their actions, determines their success. They believe success is for someone else, not them. They never really grab unto the first of these foundational principles.

Others believe that they can achieve greater degrees of success. They embrace the first principle, intellectually, but they never internalize the second. They become content with their situation and remain in pre-established comfort zones. They look at their manager as the person who is responsible for their success, or lack thereof. Maybe it's their parent's fault or their spouse's, or... the list goes on.

Whether you are struggling with a lack of energy that accompanies a bad day, or you're depressed and frustrated with your lack of progress on a larger scale, examine your core beliefs first. If you really accept these two principles, you have the keystone in place to become highly motivated.

Having said that, here are a couple proven techniques you can use to keep yourself motivated day-to-day.
Have a Compelling Purpose
Have something you are working to accomplish. This can be an important and compelling goal like saving enough money for a down payment on a house. When you are working toward something like that, your emotions of the moment tend to be a lower priority than your drive to achieve. If you are trying to make money for a home for your family, so what if you're tired or depressed? You get out and do it.

The same is true for having a compelling purpose. I believe that every salesperson should be able to articulate clearly his or her purpose in life. I once began a ten-week sales training program with a requirement that everyone write a two-sentence "life purpose." Why? Because it gives power and focus to everything you do. In your job as a salesperson, there will many difficult times when things don't go your way. You may lose a big deal, or be unable to get anyone to return your calls. At times like these, it helps to view them within the context of a larger perspective: your life purpose.

Choose Your Thoughts
Proactively put positive thoughts into your mind. Make a point of taking charge of your mind and the kind of thoughts you choose to think. Wise and thoughtful people for ages have discovered an extremely powerful principle: Your actions arise from your thoughts, and you can choose your thoughts.

Controlling and managing your thoughts is one of the basic tenants of Zen Buddhism, for example. In the Christian context, the apostle Paul said, "Be transformed by the renewing of your mind." Philosophers, educators, and thinkers of every generation conclude the same thing.

But the power of this truth is not reserved just for philosophers. Salespeople can use it as well. The reason you may feel depressed or anxious is because you are thinking depressing or anxious thoughts. Change your thoughts, and you can change your feelings. Change your emotions, and you can change your behavior. Change your behavior and you can change your results. It's not as difficult as it may sound.

Take Action
Do this: invest in a couple of audio programs filled with good, positive stuff, or find something at the local library. As you drive between appointments and on your way home from work, listen to those tapes or CDs. You'll find yourself thinking positive thoughts. Those positive thoughts will lead to a more positive attitude. That attitude will manifest in more focused actions. Those actions will lead to better results.

There is no limit to the amount of positive, educational material available to you. If you are not regularly exposing yourself to some of this, it is because you are choosing to not be motivated.

Succeeding in difficult times requires you to take charge of your motivation. Now is the time to take this most important step to becoming a true professional.

Dave Kahle has trained tens of thousands of B2B salespeople and sales managers to be more effective in the 21st Century economy. He's authored seven books and presented in 47 states and seven countries. Visit his site here. This article is excerpted from Top Dog Recession-Busting Sales Secrets.

Source: Salesdog.com

Inspiration

2010-04-21T13:03:00.004+02:00

Hi everyone,

Back from New York.
Great to see that this country still has so much to offer.

I had an inspiring evening last night, networking with some high standing individuals from a great diversity of backgrounds. Entrepreneurs, motivational speakers, sports managers, performance coaches - how could I not be excited about meeting all those folks and hearing - absorbing - their stories and sharing some of my own.

It dawned upon me this morning. Inspiration comes from all around.
If you feel bored or your job or your work environment doesn't excite you anymore: find some inspiration - a new angle that makes you look at things with different eyes. It often brings more depth and more insight to matter you felt you were already familiar with.

Go out and meet new people, ask them questions, devour the answers.
Learn.

Be inspired.

Greetings,
Stephan

Stop Trying to Close

2009-11-25T15:55:00.002+01:00

Stop Trying to Close and Enjoy the Ride
Instead of giving clients the hard sell, just be helpful.
By Charles H. Green November 18, 2009

"Always be closing" was the mantra among the unscrupulous salesmen in the David Mamet play-turned-movie Glengarry Glen Ross. The simplicity of that maxim has made it popular at sales seminars across the country, but is it effective?

This strategy, like the dozens of other techniques aimed at "closing the deal," boils down to the same simple idea: Run the agenda and get the customer to do what you want them to do--namely, buy from you.

Let me say something obvious yet radical, too:

The best way to close sales is to stop trying to close sales.

First, hardly anyone likes being conned, hustled, tricked, slick-talked or manipulated into doing something--even if it is good for them.

Second, even if you are selling me something that's good for me, and attempting to convince me by telling me the reasons why it’s good for me, I can still be suspicious of your motives. If I think you're in it mainly for yourself, and not for me, then how am I going to tell the difference between something that's good for both of us, and something that is just good for you? How can you be trusted?

And the way most salespeople think--they can’t be trusted!The most effective sales "strategy" is to actually be trustworthy. That means, among other things, that the seller must have as his or her goal, meeting the customer's needs. That's it.

That includes not closing the sale and--I’m not kidding--actually being willing to recommend a competitor's product if that were truly the right thing to do for the customer.Think about it--if you're never able to even consider recommending a competitor's product over your own, how can I ever trust your recommendations? They would always be, based on your very actions, selfishly motivated.

If you think this is crazy, hold on. What do you do when you run across someone whose sole motivation is to help you? Perhaps it's a non-commissioned customer-focused store clerk, or an accountant who freely gives tax advice to you at a holiday party.The answer is, if we need what they're selling, we buy.

We buy from those we trust way more than from those we don't trust, if given a choice. We buy because we trust they actually have our interests at heart.This you can bet on. You don’t have to close every deal. If they're going to buy, they'll buy without you forcing them. If they don't buy, it'll be because your proposition--whatever it is--isn't what they need right now.

Your job is to help them figure out what it is they need, and when and how and from where they can get it.Your job is not to close them. Your job is to help them close themselves.If you help more people do that, more people will buy from you. More will come back and buy from you again. And more still will be impressed enough to tell others to buy from you.

15 lines of fame (in Dutch)

2009-10-23T18:46:00.003+02:00

In the past year, yours truly has appeared on print (as opposed to Warhol's predicted 15 mins of fame for everyone in the world) in two Dutch magazines - Management Team and Computable.

I'm certainly not claiming world-fame by any means since only few people have told me that they had read the articles, but thought I'd post them here anyway.

Computable
http://www.computable.nl/artikel/ict_topics/beleid/3037728/2379250/slimme-ict-redt-de-wereld.html

Management Team
http://www.mt.nl/artikel/1686600/MT_Carriere_Vlieg_er_eens_uit!.html

Smarter Selling: tips for today

2009-09-25T23:38:00.004+02:00

[Written by Keith Rosen, recognized by Inc. Magazine as one of the five most influential executive coaches]

What skills are needed in order to be successful today?

About 25 years ago, I read my first book on selling. It was, The Secrets of Closing the Sale. Like many sales and business professionals, this was the first book that I was ever exposed to which focused on the subject and the art of selling. 25 years later, this past June, I had the distinct pleasure of sitting down and meeting one to one with the master of selling and personal development, Zig Ziglar.

So, what impact did Zig leave on me that I have taken to heart? What profound, new and valuable message was I able to walk away with from my meeting with this highly acclaimed guru and though leader?

I was fortunate to gain the perspective of such a worldly man grounded in the values that matter. You would even think that it would be a bit of a challenge to retain all of the gems Zig shared with me. Conversely it wasn't. It was surprisingly, yet reassuringly very simple. You see, the ultimate epiphany I had, the priceless message that Zig delivered, was grounded in the core principles that are and have always been right in front of us.

Zig reinforced what really mattered most; the basics. Yes, that's right. The basics that we so often gloss over, neglect, take for granted and assume we already have in place. The very basics that are paradoxically, still the undeniable and timeless secret to success and designing a life worth living.

The basics of truth, being your word, living a life of integrity, honoring your core values and your commitments, honesty, family, faith in yourself and helping your fellow man and woman selflessly and graciously. Yes, the basics that our society seems to have an unyielding tendency to put aside and dismiss in search of the latest and greatest, the next Big Thing or the flavor of the month. We have fooled ourselves into thinking there is some other secret out there that would help us get what we want most and propel us to where we want to be, both in our home life and at our work life.

Before you can become a remarkable salesperson and exude that presence and confidence of someone who our customers want to do business with, we first need to become a remarkable person.

What are your tips for a tough economy?

I've decided (and many of my clients are on board with this as well) that it's no longer as tough as it was out there. That's right. Strip away what you hear in the media, and look objectively at what you can control; this one telltale sign that something in your selling formula needs to be developed, modified or redefined:

If there are people in your organization, even in your industry or profession who are currently performing like rock stars, that should provide you with one very critical insight. That is, it can be done because it is currently being done by someone else!

Here's a very clear insight into one example of some general statistical information about the selling profession that will help you begin the process of fine tuning and developing your own data driven solution to increasing your sales.

48% of salespeople never follow up with a prospect.
25% of salespeople make a second contact and stop.
12% of salespeople only make three contacts and stop.
Only 10% of salespeople make more than three contacts.

Now, get this:

2% of sales are made on the first contact.
3% of sales are made on the second contact.
5% of sales are made on the third contact.
10% of sales are made on the fourth contact.
But 80% of sales are made on the fifth to twelfth contact.

Now, these numbers may change depending upon your selling cycle, geographic location, the dollar amount of your deliverable, target audience as well as the service or product you're selling but the essence of this message still remains in tact. That is, do you have your own set of data available, which you have used as the cornerstone to constructing your prospecting and selling strategy? If not, it's the same as getting into your car and saying to yourself before embarking on a trip, Okay, I need to get to a specific destination, but I'm not exactly sure which direction to travel nor how long it's going to take me to get there.

After all, the greatest rainmakers realize the importance of checking the weather first so they know where the best locations are to make it rain, and have the tools to do so.

What does the future hold for salespeople?

The salesperson of tomorrow will continue to evolve beyond their traditional role and become more embedded into their customer's business and the decisions that affect every facet of their operation. The true sales professional will be relied upon as a valuable resource and a trusted, consultative adviser throughout the entire selling process; and beyond.

This doesn't mean focusing solely on relationship selling because those salespeople who are doing so are the ones who are struggling today. Great relationships don't always equate to more sales. While additional time must be spent fostering stronger relationships with key clients, this isn't about calling them just to 'check in' but having a more strategic set of timely questions that will help you better understand how the current economic climate has affected the way they do business and make purchasing decisions.

This will help us accurately connect to what the true meaning of value is to our customers, as opposed to what we generically assume it to be and as such, enable us to deliver on this at a much deeper, more significant level. We need to take a closer and more holistic look at ourselves from the inside out while challenging our customers, the media and status quo. Therein lies the opportunity to elevate yourself and become the champion you know you can be.

It's all about me..

2009-09-23T13:36:00.002+02:00

It’s all about me
By Dick Olenych, Inside Business - Hampton Roads - 5/20/2008
[Some text edited by S. Derksen]

I’m an average Joe. No better or worse than you.

I will tell you though I’ve had a pretty…uh…interesting life. And it has given me a different view of the world then most people. And because of all of that I believe…it’s all about me.
It’s my philosophy. And it’s a philosophy that has created an environment of exceptional customer service.

Will you please give me a just a couple of sentences to make this point a bit clearer?
When I was little my parents fought a lot. We moved around from house to house, sometimes with the police not too far behind. I know a couple of times when it was just Mom and us we had to go on welfare. Other times it was just plain crazy with lots of screaming and yelling.
My parents eventually divorced and things started to get normal. That didn’t last too long because it was interrupted when my dad died. I was a sophomore in high school and we had to move yet again to another state, closer to my aunts and uncles. About a year later my mom withered away from cancer.

By my senior year in high school I was on my own. I lived in an apartment we called “The Toe”. It was short for the ghetto and it lived down to its name. It was a dump. But, remember it’s all about me.

I went to a very good college though, as a minority. I dated the Vice President of the United State’s daughter while I was there. She was nice. College was pretty crazy. I was totally out of control. I made tons of friends, though. My family still vacations with some of those friends every year.

There’s a lot of world out there and I’ve seen some of it. I’ve lived with the Samburu warriors of East Africa. They are very genuine. I have also lived in a tent in Alaska. At one time I even had a job bartending on top of Vail Mountain. Remember, it’s all about me.
I now live in a modest home…on the water. I even have a dock and a Jet Ski. I built the dock myself. I like to build things that last.

I really have a great life. I truly appreciate everything that I have. My family is wonderful. I have great kids and a beautiful loving wife of twenty-two years. She sometimes calls me Jim.
She recently battled breast cancer. It ripped my heart out to see her suffer. That is what it is because remember, it’s all about ME.

Ladies and gentlemen, life is sometimes tough. At other times it’s very generous.
We must not let the pain of our past or the fear of the future distract us from positively effecting the people around us. We owe it to ourselves, and to our organizations to attack the day without shouldering our personal burdens. I personally, know that this can sometimes be very difficult.
Please remember. That we also must not allow the tapestry of success insulate us from our moral obligation to our organizations, our people, our customers. I am no better than the man shining shoes or the roofer swinging a hammer.

In the early morning hours before daylight as I’m listening to my bride’s breathing I decide who I will be. While I remember my history I do not let it cloud the bright hopes of a new day. I also realize that my comforts do not segregate me from the compassion that others need. Everyday I decide who I will be and how I will affect those around me. Because it is, “all about me.”

As individuals we must be strong and diligent in our support of our loved ones. Yes we also have to keep both eyes on personal finance especially in tough times. But greed will never consume me.

It’s not easy balancing compassion with strength, consideration with personal goals or empathy with pressure to perform. But we must. It is our duty - yeah, I like that word. It is our duty to others, to think of them first.

Remember we have a choice every day of who we are going to be and I choose to believe it’s all about…

Making the RIGHT decisions. Every day.

Dick Olenych is the author of Joe Sails and an owner of Spectrum Printing. He can be reached at dick@joesails.info.

Work/life balance. Goals, dreams and expectations.

2009-09-08T19:14:00.008+02:00

Hello everyone,

It has been a while since I have posted a blog.
I have been very busy traveling between Europe and the USA lately and just didn't find time to get it done. It was hard to combine the me with the professional me.
It turns out that that is exactly what I'm writing this blog about (but perhaps in a more philosophical context):

Balance.

Work life en social life.

Finding a way to connect personal dreams with your professional career and your professional dreams with your social well-being.
After all, I am a partner, son, father, brother, friend, colleague, boss, professional and a whole lot with more specific characteristics. All of which are 'roles' to fulfill at full satisfaction. I'm here to meet and exceed expectations. As a person. Not just in my job.

So.... who are you? Which roles do you have?

Sounds pretty heavy perhaps, but the reality is that we all have relationships, professional or personal, in which the 'other party' has an expectation. Over years, those expectations partly build your image and identity to the outside world. They become you, so to speak. Because they reflect your goals and dreams and your ability to achieve those in the minds of the people you are connected with. Often we know relatively well what we want, but have you ever asked yourself what others may be expecting from you?

Perhaps a long prelude, but here's where I wanted to get into the work/life balance:

The me-athlete and the corporate athlete need to be in sync with your environment.
If your milestones and achievements as a social and professional individual are connected with the expectations that others may have from you, you will be more successful in both your relationships and your career.

So....it's important to find out what standards to maintain, what expectations to meet or exceed.

Both as a professional as well as a private individual.
The goals and dreams that previous blog posts described, are goals and dreams that should be united for everyone as a person. Not just as a professional.
Be a successful individual, rather than a successful professional with a miserable social life.
Or a relatively happy individual with a pretty mediocre career (if you want a career that is).

Think about what you'd like to achieve both as a professional and an individual. As a person.
Ask your friends, your family, your partner what they expect from you. Long term. Not just today. Reward yourself for attaining goals. Set milestones for you as a friend, partner, father, son, brother etc as well as setting milestones in your career.

New concept to you?

Yes, probably to some. Most people plan their careers pretty extensively.
But have you thought about what you mean to others outside of work?
What can you do to mean more to them? Does your circle of 'friends and family' include people that are destructive to you or your dreams? Should you make decisions about who really is your friend and who isn't or shouldn't be? Do you have friends that are really important to you, but you haven't really told them lately? Is your partner expecting things from you that you may not be aware of or may not be willing to fulfill? Did you tell him/her that?

Starting with the end of the road in sight (see previous post) really means starting with you as a person and including everything you do in life and what you mean to others as an individual over the long haul.

Start asking those questions. Write your own expectations.
Commit to next steps and hold yourself accountable for them.
Write a letter to yourself, give it to a good friend and ask that friend to mail it to you exactly one year from today.

After review - did you live by your own rules?
Did you find a balance between you as a professional and you as an individual?
Did you improve or deepen your relationships?

The View from the End of the Road

2009-07-29T15:05:00.002+02:00

Sociologist Anthony Compolo tells of a study in which 50 people, over the age of 95 were asked one question . . .

"If you could live your life over again, what would you do differently?"

Three themes quickly emerged:
1) Reflect more
2) Risk more
3) Do more things that would live on after I die

Let's take a quick look at each of these areas:

Reflect more:
A good place to start is Stephen Covey's "7 habits of highly effective people".
In Chapter 2, Covey encourages people to think of what they would want other people to say at their own funeral. The exercise is meant to formulate your goals with the end result in mind.
I am going to warn you up front that this exercise may be difficult and emotionally challenging. I will also promise you that it will get you back on track with purpose and direction!

Risk more:
Les Brown tells us to "Leap and grow your wings on the way down"
Towards the end of George Bernhard Shaw's life, he was asked if he could be born again, and come back as anyone throughout history, who would he choose. Without blinking an eye, he responded "I would like to be born as the man I never was"

Perhaps today is the day we celebrate the birth of the person we never were? Is there one action we could take, right here, right now to welcome that new born into our lives?

Do more things that would live on after I die:
There are a lot of ways to attack this one. This could be anything from building your personal wealth so it can be left to your family or favorite charity to something as simple as encouragement.

Can encouragement live on after we die?
There is a story about two famous authors J.R.R. Tolkien and C.S Lewis and how the two authors would encourage each other. There are many who believe that had they not encouraged each other the world may not have The Lord of The Rings and The Chronicles of Narnia.

The bottom line: Think about what you want to achieve and DO IT!

(text excerpt from Paul Castain's Sales Playbook blog)

5 Serious Sales Mistakes Made by Many

2009-07-10T23:42:00.002+02:00

In today’s environment, reaching your target audience and key decision makers is more difficult than ever. Whether you are in a corporate sales position, involved in internet or retail sales or simply just pitching a solution or idea to a colleague, chances are you are making some critical mistakes that are resulting in you not reaching your goal – the sale!

There are dozen obstacles in your way – busy schedules, limited budgets, gatekeepers and communication breakdown. So how do you overcome these obstacles and engage your customer to take action? You have a small window of opportunity to entice your prospective customers to want do business with you and with your company. You must improve your skills and work through a process that delivers the optimal results. However, in order to do this, you must avoid 5 common and costly mistakes many people make while selling.

Mistake # 1: Allowing Customers to Lead the Sales Process
The customer is always right has been burned into our brains since the moment you enter into business so it is a natural action to follow the customers lead and allow them to dictate the steps of the process but before you know it, your meeting has been high jacked and every aspect controlled by your prospect.

You need to own the sales process and be in complete control of every aspect while allowing you customer to feel they are still in control. The best way is to ask quality questions that uncover specific issues, concerns or initiatives that your customers are faced with and bring them back to a similar situation where you supplied the answer and make the emotional connection that your solution was the answer. You will immediately position yourself as an expert and gain instant credibility.
Once you have this emotional connection, you can easily guide them through your process, educating them along the way as to the next steps and what they can expect. This will move you closer to your sale and when done correctly, will keep you in complete control.

Mistake #2: Focusing To Much on “The Pitch”
Many sales people feel compelled to share all the information they can with a prospective customer during the first interaction –a meeting, a sales page or a marketing message. They arm themselves with the company presentation booklets and head out to make a typical canned sales pitch.

It looks something like this:
•“Introduction to Company”
•“Products & Services”
•“Client List”
•“Key Differentiators (you know the ones – quality service, market leader, one stop shop, strategic partnerships, etc.)”
•“ Process Overview”
•and finally “Questions”.

This may be the only opportunity you have so don’t waste precious time on the “company pitch”, focus on engaging your audience and demonstrating you understand their needs and the issue at hand. Audiences need to be engaged and be part of the process early on so organize your sales discussion in a way that provokes interest in you and your company.
Treat each sales call, presentation and message as an opportunity to personalize the conversation between you and your prospect. Demonstrate a genuine interest in their problems and bring forward your solution and why your solution is the right decision for them. Stay away from generic buzz words that do not really tell the customer anything about your product and/or service and customize a discussion based upon the customer and not your company.

Mistake # 3: Selling the Features of a Product vs. the Emotional Connection
You should never focus your sales message to selling a specific product – even if that is the end goal. You are selling a result, a benefit, an experience or in other words, an emotional connection. All products are a dime a dozen even if you have the fanciest widget on the block.
Your customer will buy based upon a perceived emotion and where many sales people fail is to use emotion as an effective selling tool for closing the sale.

For example, if you are selling fractional shares of a luxury jet to the super affluent, you could focus on engine power, wind speed, and all the mechanical items that go into flying a plane, or you could focus on the status, the experience and luxury of time and create an emotional response that motivates your customer to buy. Connect with your prospect and show them how this purchase will empower them.

Mistake # 4: Not Focusing on the Specific Business Challenges
Over 90% of sales meeting are held with individuals who are satisfied with the status quo for a variety of reasons. They may be too busy, they may have existing relationships or the thought of making a change is an unbelievable undertaken that they would rather stay right where they are then even think about it. Regardless, if you do not switch the focus of your meeting to address these constraints and what it means to the individuals involved, you are making a serious selling mistake that may delay your process or end it right there.

Decisions are made by people and most people are tuned into their own radio stations WIIFM (Whats in it for me). You need to do your research and understand your prospect’s business, limitations and current situation. How will he or she be impacted? What is important for them to reach their goals? Is there a specific business challenge or issue they are faced with? And lastly, can what you are offering solve their problem and cause the least pain along the way.

Mistake # 5: Neglecting To Ask For the Sale
Many people who are selling are concerned with coming across too pushy and often look for ways for a sale to happen “naturally” so they neglect to ask for the sale. They present their ideas and solutions and lose control of the entire process at the end of the meeting and never restate what they really want – the sale. There are many ways to ask for the sale in a non-threatening, confident way where people will usually respond in a favorable manner.

It is okay to ask “what do I have to do to win the mandate for your business” and if you have demonstrated to ask for the business. In the event you do not win the business, don’t be afraid to ask for second best. Perhaps there is a second tier piece of business out there and unless you ask, the answer will always be no.

__________________________________________________________
©Kellie D’Andrea & Associates

Kellie D’Andrea is the creator of the BLAST system and publishes “The Marketing Edge” a FREE award winning ezine for small business owners who want to gain the competitive edge with strategic marketing and branding techniques that actually work.

Find out the 23 Common Mistakes Most Entrepreneurs make with a FREE report offered at www.KellieDandrea.com.