Sales Trends Archives - Material Handling Wholesaler

Leave a message and I’ll be glad to return your call. Not!

Sun, 20 Jul 2025 05:00:55 +0000

Press one if you’d like to leave a message. I’ll be glad to return your call as soon as I can. Right. And Santa will bring you toys if you’re a good little boy. Press two if you’re selling something I don’t want. That’s a lot closer to the truth. Why won’t they call me back? When you get someone’s voicemail and decide to leave a message, what steps can you take to ensure that your call will be returned? Lots. If you leave a message, here is a collection of techniques that have gotten calls returned: First name and number only (in a very businesslike manner). It seems that calls are returned in inverse proportion to the amount of information left. Be funny, Clean wit will get a response. Be indirect “I was going to mail you important information, and I wanted to confirm your address.” Offer fun, “I had two extra tickets to the Knights game, and I thought you might be interested. (Here’s the sure shot) Please call me if you can’t go so I’m able to give the tickets to someone else.” If it was positive first meeting, remind the prospect where you met. Dangle the carrot. Leave just enough information to entice. Ask a provocative or thought-provoking question. Note: There is never a reason to give your sales pitch on voicemail. No one is there to say yes. Your objective is to make contact. Your objective is to provide enough information to create a positive response. An all-time classic technique was offered by Thomas J. Elijah, III, of Elijah & Co. Real Estate, at a SalesMasters meeting. He said to leave a partial message that includes your name and phone number, then pretend to get cut off in mid-sentence, as you’re getting to the important part of the message. “Cut it off in midword,” Elijah says, “it works like a charm because the prospect can’t stand not knowing the rest of the information, or thinks his voicemail is broken.” “Leave a partial message that includes your name and phone number and pretend to get cut off in mid-sentence as you’re getting to the important part of the message.” ~Thomas J. Elijah, III Here are a few examples of the “Elijah Method.” Leave your name and number then deliver half a sentence to peak interest: Your name came up in an important conversation today with Hugh… They were talking about you and said… I have a deal that could deliver you a hundred thou… I’m interested in your… I have your… I found your… I have information about your… Your competition said… I’m calling about your inheritance… Are you the (person’s full name) who… We wanted to be sure you got your share of… I’m calling about the money you left at… I had to call Elijah this week to get some information. I tried his technique on him, cutting off my message in midword. I said, “I’m going to quote you in my column this week and I need…” He called me back in under three minutes, laughing hysterically. This technique could revolutionize message leaving. I’ve been using it all week, and it works. Be careful about how far you go on the humor with someone you don’t know. If you’re making several calls, make sure you document your messages so you can be on top of it immediately if/when your call is returned. Nothing worse (or more stupid) than getting a returned call and having no idea who it’s from. Bob Hofmann, of Hofmann Network Services, a voice mail and voice messaging company, says that voice mail helps companies route messages faster, and the recording system offered by voice messaging reduces errors, allowing complete messages to be left. If you’re thinking about buying voice mail, don’t just look at the benefit of your convenience. Before committing to a specific system, consider its impact on your customers. Will they be better served? Will you maintain a friendly, human touch in spite of the voicemail system? Don’t confuse voicemail with automatic attendant systems. Automatic attendant, where the computer actually answers the phone, is the single worst business invention ever. Here is the most customer-friendly type of voice mail system to use: Human answers. Human determines if the person you’re calling is in by ringing their phone and monitoring the response. If not in, the human returns and says, “Mr. Jones is not in. Would you like me to help you personally, take your message personally, or would you like to leave a detailed message on his or her voicemail?” You faint from the shock. If you do leave a message, ask yourself, “Would I return this call?” If you hesitate to say yes, change your message. Press one if you hate voicemail. Press the hot button of the prospect if you want to get a call back and make the sale in spite of it. About the Author: Jeffrey Gitomer is the author of twelve best-selling books, including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars, visit www.Gitomer.com, email Jeffrey at salesman@gitomer.com, or call him at 704 333-1112.

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The Isolation Process: A powerful path to more sales

Fri, 20 Jun 2025 05:00:24 +0000

Psst — hey — c’mere! I’ve got a secret to tell you…Sometimes prospects will stall you, sometimes they will lie to you, sometimes they won’t tell you the real reason why they won’t purchase. When a prospect gives you some lame excuse (stall) about why they won’t buy now, he’s really saying, “not yet.” There are two basic types of stalls: People stalls and Thing stalls. Thing stalls are when prospects say — I’m too busy now, your price is too high, I have too many other obligations. Frustrating. Want to make the stall go away? Simple. Here’s the strategy: Isolate the stall or objection as the only obstacle, and then eliminate it from the situation by asking, “What if it were gone, or was not the situation…would you buy?” Isolating and eliminating creates a new situation AND a possible sale. You repeat the stall back to the prospect and then take it away. For example, you say, “I understand, Mr. Johnson. So, what you’re telling me is if it weren’t the fact that you were too busy, this would be a perfect opportunity for you, is that correct? (get the commitment). (then double qualify) In other words, if you had the time, you would get involved? (then say) Well, let’s look at the situation closer. You say you have no time, but you also said that you’re not earning all the money you need. Maybe there’s a way to use this opportunity to buy back some of your time with increased earnings.” Another example — The prospect says, “I don’t have the money.” You say, “If you had the money, would you buy it?” The best way to handle a stall or objection is to take it away and consider new options or solutions. You say…If it wasn’t for…then insert the stall—price, timing of workload, other obligations — would you buy it? People stalls are worse. Does this sound familiar? Sounds good, Jeffrey, but I have to talk this over with my wife, husband, boss, accountant, lawyer, the executive committee, the home office, my cat whiskers, my two-year-old son, or my girlfriend. People not being able to decide on their own — Don’t you hate that? Well, here’s how to overcome it. First, isolate the person to a decision that does not include the others. “Bill, if it was only you…what would you decide?” This gives you a chance to find out how they really feel (will they support you). Second, double qualify the commitment. Ask – “Is there anything you would change or object to if it was only you?” Third, secure the prospect’s support when he meets with the third party. “Bill, when you go to the others, will you support the purchase?” And fourth, find other ways to get a decision now. Suggest alternatives that might get Bill to act now without risk. “Bill, since you’re in favor, and we only need your spouse’s approval, how about if we fill out the paperwork — give it to me so you can be in before the end of the month, and when your spouse says OK, we’ll be ready to go (and if your spouse says no, we’ll tear up the papers — no obligation.)” Hard to say no to that. One of the most interesting things about objections is that even though they continue to recur, they continue to stymie or dumbfound salespeople. I don’t get it. You put your hand on the stove once, you get burned, you don’t do it again. You learn the lesson. Salespeople continue to get burned. If you think about it for any length of time, it’s kind of silly. The isolation process is a powerful way of getting to the truth, finding out the real objection, AND in about 30% of cases actually making the sale. But it’s only one of an arsenal of weapons available to salespeople for stalls and objections. You can prevent them by covering them in your presentation, or you can at least prepare “best responses” for the ones that happen all the time. Most of the time, an objection is actually a buying signal. They’re saying, “I’m interested, but you haven’t sold me yet. And the sale is always made. Either you sell them on yes, or they sell you on no. About the Author: Jeffrey Gitomer is the author of twelve best-selling books, including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars, visit www.Gitomer.com, email Jeffrey at salesman@gitomer.com, or call him at 704 333-1112.

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Where did the sale go? I seem to have lost it.

Tue, 20 May 2025 05:00:12 +0000

Lost a sale? What did you blame it on? Who did you blame it on? In my 32 years of training salespeople, I’ve never had one person come up to me and say, “Jeffrey, I didn’t make the sale, and it’s all my fault.” Excuses like: Our price was too high, the guy said he had a satisfactory supplier, we didn’t win the bid, and other such lame excuses, except the real one: The salesperson did not ask the questions that helped the prospect find a solution that his product would address. The salesperson could not create enough understanding in the prospect’s mind to get them to BUY. Sharon Drew Morgen thinks she has the answer to the lifelong question, “Why can’t I make the sale?” Cool, but there’s a hitch. You have to change the way you think about it and the way you approach the sale. Rats. Well, how come she has the answers, and you don’t? Simply put, she trains salespeople and writes about the selling process based on her successful career as an “on-the-street” saleswoman. Her book, Selling with Integrity, a New York Times Business Bestseller, introduces and teaches Buying Facilitation (her trademarked process), a sales strategy to support buyers in discovering their unique criteria for finding their best solutions. Her philosophy embraces the fundamental principles that seem to elude the “competitive” salespeople (the ones who sell price and seek to solve problems rather than find solutions). PLEASE NOTE: This is not Sharon Drew Morgen’s system of selling. She does not have one. Nor does she believe in one. Instead, she employs strategies that lead customers to discover how they need to buy. These are her principles of sales success: 1. People only buy when they have all their own answers. The length of time it takes people or teams to discover their own answers is the length of the sales cycle. 2. You must have a buyer in the buying position. The seller must include all relevant aspects of the decision in his questions in order to bring in all decision points in the possible ‘BUY’. Before making a purchasing decision, the buyer/prospect must cover three areas: They must have the ability to navigate their decision-making structure/strategy; They must come up with a solution that is congruent with their values. They must have appropriate information. Most sales deal with the information piece, and support the other two only in relation to the product. Get on their team as fast as you can. The seller will get on the team through his questions and the commensurate trust that is created. If the product is not a fit, there’s no need to be on the team. The seller’s ability to serve the client’s decision navigation will determine the possibility of the seller joining the buyer’s team and will shorten the sales cycle dramatically. People buy when they know they cannot take care of the problem in house or by themselves. Part of their decision navigation is a complete look at how they might do it themselves and what has stopped them from doing that. Where they cannot fix it themselves, they must have the criteria for choosing and working with an external supplier. And you must be willing to give up your need to sell to support buyers in their search for their own answers. Create decision support and solution finding before the information. Offering buyers information at this point in our history, when they can get any information they want in moments, is moot. We have gone from push to pull, from the Age of Information to the Age of Access. Information on its own is just a tiny piece of the pie. Sales have been related to product sales and market creation. Salespeople have the responsibility to question and listen to the buyer. This process allows the buyer to discover how, what, where, when, and if they need to buy. Without this discovery, they will do it themselves via the Internet. Sellers have been trained to use selling patterns. Buyers only use buying patterns. The seller’s ability to get rid of his/her selling patterns, or the luck of the seller in finding people who buy the way they sell, determines how successful the seller is. Approach the job of sales through serving. If you do, you will lose your need to be product/sale oriented. Instead, you will make the conversion to be willing to “support your customers by helping them find their own best answers,” rather than “need to make a sale.” Big conversion. Salespeople need to discover their clients, not create them. Most people don’t know how to decide to use us or our products, and others don’t need us. We must support the first group and learn how to recognize and not waste time on the latter. These are great answers, but they are not easy answers. They require hard work to understand, master, and implement, and most salespeople won’t do the hard work it takes to make selling easy. Very few sales trainers and writers get that selling must be replaced with supporting the buying process. Sharon Drew Morgen gets it. She gets that salespeople become known (and successful) by the questions they ask. Very few salespeople get it either, but they’re easy to find—the ones at the top. About the Author: Jeffrey Gitomer is the author of twelve best-selling books, including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars, visit www.Gitomer.com, email Jeffrey at salesman@gitomer.com, or call him at 704 333-1112.

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What is your approach to the sale? The old way? The new way?

Sun, 20 Apr 2025 05:00:37 +0000

The time for systems of selling has passed. The time for sales manipulation has passed. The time for “finding the pain” has passed. The time for “closing the sale” has way passed. I wonder if you’re using yesterday’s approaches to complete today’s sales. Many, if not most, salespeople (not you of course) walk into a sale with product knowledge, a few questions, a sales pitch, and hope. This is a strategy that will result in “How much is it?” Bad strategy. It’s time for you to create an approach that works and WOWs – an approach based on value and differentiation, an approach that’s personalized and customized. PROBLEM: This requires work. Hard work. And in my experience, most salespeople aren’t willing to do the hard work that makes selling easy. They would rather do the easy work that makes selling hard. Salespeople are not willing to build reputation, build expertise, network, work longer hours (especially in these times), and prepare harder than the competition. I have an approach that’s different from yours. It’s an approach that has evolved from years of selling and years of practice. And I am current. Internet current. Google ranking current. Website current. Social media current. And technology current. Here are my approach strategies and actions. See how many of them are yours: I have done my homework about their company. I have done my homework on the person I’m meeting with. I’m prepared with questions of engagement about them. I’m prepared with ideas in their favor. I’m more relaxed than formal. I’m confident, not cocky. I’m more friendly than professional. My business card rocks. People comment when they get it. I give signed books, not brochures. I don’t start until I have established rapport AND found common ground. I ask more and talk less. I walk into the sales call with ideas, and questions, not a pitch. I look for their pleasure, not their pain. I don’t talk about what “we do.” I talk about how they win. I ask for and get their Santa Claus list (what they’re hoping to achieve). I discover my customer’s reasons and motives for buying. I answer with questions, not just statements. I dare to inject humor. Often. Not jokes, humor. I don’t make presentations from my laptop — if I use slides it’s from a projector. I’m prepared with slides if the meeting gets that far. If I use slides, they’re fun, they’re customized for the prospect, and they’re not canned. I make my own slides. I often clarify a statement with a question before I answer. I discuss money openly (it’s my favorite part). I listen with the intent to understand, and then respond. I take notes to make certain I remember what was said and what was promised, and to show respect. I use testimonials to prove points and create a buying atmosphere. I am more patient than anxious. I wait for them to ask, then tell. When I hear a buying signal, I ask for, and confirm the sale. I don’t leave without asking for the sale or formalizing the next step. THE SECRETS: I have a reputation that’s Googleable, and I have a presence on social media that anyone can find and be impressed with. My company answers the phone with a friendly human being on the second ring 24/7/365. THE HARD WORK: Internet presence. THE HARD WORK: Social media presence. THE HARD WORK: Attraction through value. THE HARD WORK: Earning and acquiring video testimonials. THE HARD WORK: Preparation for each and every prospect. THE HARD WORK: Get up early, study, and write. The old way of selling doesn’t work anymore, and the new way of selling is difficult for seasoned salespeople to master. This leaves a gap, and an opportunity. For anyone. But it takes hard work. For everyone. HUGE opportunity. And you could be the one. About the Author: Jeffrey Gitomer is the author of twelve best-selling books, including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars, visit www.Gitomer.com, email Jeffrey at salesman@gitomer.com, or call him at 704 333-1112.

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Do your people WANT to listen to you?

Thu, 20 Mar 2025 05:00:51 +0000

I’m at a corporate conference about to give my 90-minute, customized, personalized talk. As I do with all my talks, I spent hours preparing it, and I’ve spent the last 20 years improving my speaking, presentation, and performance skills. I’m not just a speaker. I’m a student speaker. Anyway, before my talk, the two corporate leaders of a multi-billion-dollar company addressed the 200-person audience. The attendees were eager to hear their words and looked for (hoped for) inspiration and direction. Unfortunately, they didn’t get either. Although smart and capable, the leaders are HORRIBLE presenters. I guess they don’t consider the skill important enough to master. Not good. They have a responsibility to be GREAT, and their people are counting on it. REALITY QUESTION: How’s your leader? How are his or her presentation skills? REALITY QUESTION: How good of a presenter are you? REALITY QUESTION: Do your people, audience, and customers WANT to listen to you? Or do they HAVE to listen to you? REALITY QUESTION: When you’re giving a talk or making a presentation, how compelling is your message? REALITY QUESTION: Are you afraid to give a talk? NO — you’re just unprepared. Or not prepared enough to own the talk. NOTE WELL: You can never own the prospect, the customer, or the audience if you don’t own the presentation. When you give a talk or make a presentation, make certain you understand: What your engagement points are. How do you want the audience to walk away feeling? What do you want the audience to do tomorrow? BIG SECRET: Think of it as a performance, not a presentation. BIGGER SECRET: Never stand behind a podium. Get down off the platform and walk around. BIGGEST SECRET: Learn to perform by singing Karaoke. (I did.) If you’re giving a speech (and you should be in order to be perceived as a leader) or making a presentation, there are some strategies and elements you must employ to ensure maximum attraction, engagement, connection, and maybe even sale 1. Use genuine humor. Start with a comment or story that leads to BOTH laughter and learning. Go on YouTube and look at my videos. They will provide answers to humor and education. At the end of humor is the height of listening. 2. Ask poignant questions. Ask people what they’re hoping for. Make the people you’re addressing THINK. Especially about themselves. 3. Ask intellectual questions. Talk about their experiences and yours. Show wisdom. Ask about subject matter knowledge. 4. Tell a story that relates to you and them. Real-life experiences are relatable and create an incentive to take action. NOTE WELL: Facts and figures are forgotten. Stories are retold. 5. Customization based on the real world. The people you present to only care about themselves and their issues. Focus on that. 6. Incorporate their philosophy, mission, brand, and theme. The more you do, the more respect you will gain. 7. Give 5-10 significant points they can walk away with and use immediately. Give ideas they can use. That’s what preparation is all about. 8. Use simple slides. Make certain your slides are easy to follow, fun, and readable. Each slide should contain only one point. 9. Very little talk about you. Not who you are. Rather, what you do and how you can help them. 9.5 End with emotion. (Maybe even ask for the sale.) Family or other concepts the audience can relate to and identify with. At the end of your presentation/performance You want the audience to react and respond. Buy, do better, do new things, applaud, or STAND and applaud. The quality of your talk will be the determining factor. You want the audience (or the prospect or the customer) to remember you and the moment. The only way that happens is if you perform remarkably. You want outcomes and buzz as a result of your words, ideas, values, and inspiration. You seek a favorable outcome. So does the person receiving your message. Was it ho-hum or worth talking about? Was it value-driven to the point of taking action, or was it without punch or inspiration? The ultimate goal is to have an impact over time. If you can follow up by getting people to subscribe to your blog or ezine, you can document and measure the success of your ideas, product, or service. If you pay attention to feedback, it can drive your success. Want a report card? Video your presentation and watch it twice—once for the pain and once to take self-improvement notes. The best and toughest presentation skill lesson in the world is the one you give yourself. Want a path to success? Commit to personal presentation skills improvement. Take a Dale Carnegie course and join Toastmasters. Give talks at your local civic association. Not only are sales leads there, it’s also a relaxed, learning opportunity. Take it.

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Do your people WANT to listen to you?

Wed, 19 Mar 2025 05:00:51 +0000

The post Do your people WANT to listen to you? appeared first on Material Handling Wholesaler.

Getting what you want. It’s a matter of self-truth.

Thu, 20 Feb 2025 06:00:16 +0000

Why aren’t you moving forward? Why do you feel “stuck?” Why is your success track not moving fast enough? Why don’t you have what you want? Why don’t you have what you feel you deserve? Those are not tough questions. Those are LIFE questions. Your life. If these questions are uncomfortable to you, it means you aren’t sure of the answers. And I can’t spoon-feed them to you. But you can discover them. Here are a few more questions to ask yourself that will give you insight into the answers ahead. I have not provided answers. You gotta do that: What is holding you back? Who is holding you back? Do you take responsibility for your success? Or are you blaming others for your inability or failures? Are you taking actions toward your success? Or are you blaming things or people for your situation and inaction? What’s your dream? What are you working toward? What’s your level of belief in what you do? Why do you second-guess your choices? Why do you let other people get in the way of your success? Why have you not forgiven others for past mistakes or wrongdoing? Why do you blame yourself instead of considering it a learning experience? How are you investing your time (reading)? How are you spending your time (watching TV)? How is the time you’re investing contributing to your growth? How is the time you’re spending contributing to your growth? Who are you associating with? Who is helping you? Who is holding you back? OK, I admit, these are stinging questions. But face it. If you don’t ask yourself these questions, who will? The funny thing is that if someone else asked these questions of you, you’d say that person was nagging you. The reality is that when you ask yourself, these questions become nagging questions. A much better perspective. So, what’s all this got to do with sales? Easy answer: Sales starts with the salesperson. If you’re not right, sales ain’t right. And the way you think about sales and the way you think about yourself will directly affect your results. Each of you dreams about who you want to become and what you want to achieve. The reality? Without an ability to take action, those thoughts and dreams stay stuck in your mind. They are known as pipe dreams. The dream is there, but you don’t really believe you can achieve it. Well, here’s the good news: you may actually be able to. The secret lies in two words: “transfer” and “action.” Transfer the mental image to a physical action. Transfer the dream to a successful game plan. Transfer the plan into actions. Achievement actions. Here are the 5.5 success keys: 1.The key is time allocation. Your ability to set aside time to begin to make your dream a reality. Time to learn, time to meet others, time to plan, and time to take action steps toward what you want, IN SPITE OF WHAT HAS BEEN HOLDING YOU BACK. 2. The key is your focus and self-discipline. Your focus and self-discipline will determine your success. Allocate some small amount of time EVERY DAY, even if it’s just 30 minutes. Make daily progress toward your achievement, your success, your dream. 3. The key is thought conversion. Converting the thought into an action. 4. The key is “the daily dose.” Define what you want and break it into achievable actions. 5. The key is the thinking that dominates your mind. Go back and re-read The Little Engine that Could. Think you can. Change your word-thoughts. Add words like dream- plan-support-belief-small daily actions-consistency-drive-focus-self-determination-and passion. 5.5 The key is you. Positive attitude is your glue. Purpose is your fuel. You are the driver. You have the key to the car. Without you (and your roadmap, of course) you will never arrive at your destination. Here’s the GREAT news: With the winning words and formula you create for yourself, not only will you arrive at your chosen destination-but when you get there, you’ll be staying at the Ritz Hotel, baby. Think about how you want to “arrive.” You can “just arrive” at your destination, like you do at work. Or you can arrive at your destination in the style you choose. Once you begin to exercise personal choices that make you feel successful, more success will come your way. I promise. About the Author: Jeffrey Gitomer is the author of twelve best-selling books, including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars, visit www.Gitomer.com, email Jeffrey at salesman@gitomer.com, or call him at 704 333-1112.

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Where did the sale go? I seem to have lost it.

Fri, 20 Dec 2024 06:00:15 +0000

Lost a sale? What did you blame it on? Who did you blame it on? In my 32 years of training salespeople, I’ve never had one person come up to me and say, “Jeffrey, I didn’t make the sale, and it’s all my fault.” Excuses like: Our price was too high, the guy said he had a satisfactory supplier, we didn’t win the bid, and other such lame excuses, except the real one: The salesperson did not ask the questions that helped the prospect find a solution his product would address. The salesperson could not create enough understanding in the prospect’s mind to get them to BUY. Sharon Drew Morgen thinks she has the answer to the lifelong question, “Why can’t I make the sale?” Cool, but there’s a hitch. You have to change the way you think about it and the way you approach the sale. Rats. Well, how come she has the answers and you don’t? Simple, she trains salespeople and writes about the selling process based on her successful career as an “on-the-street” saleswoman. Her book, Selling with Integrity, a New York Times Business Bestseller, introduces and teaches Buying Facilitation (her trademarked process), a sales strategy to support buyers in discovering their unique criteria for finding their best solutions. Her philosophy embraces the fundamental principles that seem to elude the “competitive” salespeople (the ones who sell price and seek to solve problems rather than find solutions). PLEASE NOTE: This is not Sharon Drew Morgen’s system of selling. She does not have one. Nor does she believe in one. Rather, she employs strategies that lead the customer to discover how they need to buy. These are her principles of sales success: 1. People only buy when they have all their own answers. The length of time it takes people or teams to discover their own answers is the length of the sales cycle. 2. You must have a buyer in the buying position. The seller must include all relevant aspects of the decision in his questions in order to bring in all decision points in the possible ‘BUY’ Before making a purchasing decision, the buyer/prospect must cover three areas: They must have the ability to navigate their decision-making structure/strategy; They must come up with a solution which is congruent with their values; They must have the appropriate information. Most sales deal with the information piece and support the other two only in relation to the product. 3. Get on their team as fast as you can. The seller will get on the team through his questions and the commensurate trust that is created. If the product is not a fit, there’s no need to be on the team. The seller’s ability to serve the client’s decision navigation will determine the possibility of the seller joining the buyer’s team and will shorten the sales cycle dramatically. 4. People buy when they know they cannot take care of the problem in-house or by themselves. Part of their decision navigation is a complete look at how they might do it themselves and what has stopped them from doing that. Where they cannot fix it themselves, they must have the criteria on how to choose and work with an external supplier. And you must be willing to give up your need to sell in order to support buyers in their search for their own answers. 5. Create decision support and solution-finding before information. Offering buyers information at this point in our history when they can get any information they want in moments is moot. We have gone from push to pull, from the Age of Information to the Age of Access. Information on its own is just a tiny piece of the pie. 6. Sales has been about product sales and market creation. Salespeople have the responsibility to question and listen to the buyer. This process gives the buyer the ability to discover how, what, where, when, and if they need to buy. Without this discovery, they will do it themselves via the Internet. 7. Sellers have been trained to use selling patterns, while buyers only use buying patterns. The seller’s ability to get rid of his/her selling patterns or luck in finding people who buy the way they sell determines the seller’s success. 8. Approach the job of sales through serving. If you do, you will lose your need to be product/sale-oriented. Instead, you will make the conversion to be willing to “support your customers by helping them find their own best answers” rather than “need to make a sale.” Big conversion. 9. Salespeople need to discover their clients, not create them. Most people don’t know how to decide to use us or our products, and others don’t need us. We must support the first group and learn how to recognize and not waste time on the latter. These are great answers BUT they are not easy answers. They require hard work to understand, master and implement most salespeople won’t do the hard work it takes to make selling easy. Very few sales trainers and writers understand that selling must be replaced with supporting the buying process. Sharon Drew Morgen gets it. She understands that salespeople become known (and successful) by the questions they ask. Very few salespeople get it either but they’re easy to find. They’re the ones at the top. About the Author: Jeffrey Gitomer is the author of twelve best-selling books, including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars, visit www.Gitomer.com , email Jeffrey at salesman@gitomer.com, or call him at 704 333-1112.

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Easiest way to make a sale? Top-Down Selling!

Wed, 20 Nov 2024 06:00:15 +0000

In every company, there is one person you are certain that can make a decision…The CEO. Why start anyplace else? The power of being introduced by the CEO down to the decision-maker is better than Christmas where Santa brings you everything on your list. The easiest way to make a sale? Top-Down Selling! What does the Guggenheim Museum (a classic modern art museum in NYC housed in a building designed by Frank Lloyd Wright) have in common with sales success? They recommend that you start at the top. The building is one big circular ramp. You take an elevator to the top floor and casually walk down eight inspiring floors. It’s the same with sales. Why do you start at the bottom and fight your way up through people who can’t decide and who’ll use their one ounce of power to make your life miserable? Take the elevator and start at the top, man. Don’t walk uphill! Where do you start? How high up the ladder do you dare go when making an initial approach to a prospect? The rule is… The higher you start, the more success you’re likely to meet. Getting there properly can be tricky. If you ask for the president, the owner, the boss, or the fearless leader, you may get through, but it will pay you to prepare before making a call to the CEO, especially if the prospect represents an important sale to you. Here is a four-step plan for contacting and scoring a CEO appointment: Get ready before you start. You only have one shot at it; make it your best one. Have a written game plan. Target 1 to 10 companies and define in writing what you want to accomplish and what it will take to get what you want. Be totally prepared to sell before you make the call. Have everything (sales pitch, concept, samples, daily planner) prepared and in front of you before you make the first call. Identify the leader (by name) and get as much information and characteristics as possible. Before you make the big call, contact underlings, associates, and associations for pertinent information. Use the right tactics when getting to and getting through… ASK FOR HELP. If you get the president’s secretary, get her name and use it. Be polite but firm. Be professional. Persist you can’t take the first no or rebuff. Get his name. You can try “How do you spell his last name?” but it’s embarrassing to hear Jones. If they won’t put you through the first time… Get his extension number Get the best time to call Find out when he usually arrives Find out when he takes lunch Find out who sets his calendar Find out if he leaves the building at lunch Find out when he leaves for the day An example: You call; the secretary says, “Mr. Jones is on vacation.” You say, “Wow, that’s great, Sally, where did he go?” Get anything personal you can (golf, sales meeting time, staff meeting time, important new product) and refer to it subtly when you get him or her on the phone. Make sure the person closest to the boss likes you. Take a chance on humor. Try this line: I know you actually run the company, but could I speak to the person who thinks they do? When you get him or her on the phone, shoot quickly. Have your opening line. Get right to the point. Make it compelling (your life’s best Power Question and statement). Ask for no more than five minutes (offer to be thrown out if you exceed five.) Have five comebacks if you are initially rebuffed. Notes about the CEO and the process… CEOs are hard to get to, harder to appoint, and easiest to sell. If the CEO is interested, he or she will take you by the hand and introduce you to the team member (underling) who will actually do the deal. The CEO always knows where to send you to get the job done. If they try to pawn you off without seeing you, it means you have not delivered a powerful enough message, and he’s not interested. The solution? Fix it. Keep trying until you get an appointment. If you start lower than the top, there is danger. No matter how powerful someone says they are or appears to be, they usually have to ask someone else for final approval EXCEPT THE CEO. They usually ask their secretary or administrative assistant if they like you. Get the picture? The benefits are obvious… The leader is always the decider. The CEO may not be directly involved in purchasing what you’re selling. Still, after a brief “interest generating” meeting, his or her introduction can be the difference between a sale and no sale. The power of being introduced by the CEO down to the decision-maker is as real as you would hope it is. Beware of the handoff: If the boss tries to hand you off too early (before the proposed five-minute meeting), don’t accept it. Say, “I appreciate your wanting to delegate, but I wanted to meet with you personally because this will impact your business significantly. I’d like five minutes to show you the highlights and get your reaction before I talk with anyone else in your firm. I know your time is valuable. If I take more than five minutes, you can throw me out.” Make your five-minute meeting the best you ever had. Have a proposal in writing. Have notes on everything you want to cover. Have a list of anticipated questions and answers. Have samples or something to demonstrate. Have credibility builders your best letter, something in print. Be early. Look as sharp as you’ve ever looked. Be knowledgeable and have answers in terms of how it works for the buyer. Be memorable. The thing that sets you apart, the thing that gets remembered, is what leads to the sale. You have one chance. Please don’t blow it by not following through. It’s

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The secret formula for personal achievement is YOURS

Sun, 20 Oct 2024 05:00:11 +0000

“Going for the gold” is wrong. Being the best you can be in order to earn the gold, or get the gold is a surer path to success. What path are you on? Are you the best at what you do? Everyone wants success, but very few achieve the success they dream about. I’m on my journey just like you. While studying, I realized the importance of personal achievement. Last week and this, I’m sharing a personal achievement (secret) formula I accidentally uncovered. Discovering the formula was an accident, but very few people are accidentally fulfilled. Success, achievement, and fulfillment are on purpose. The principles successful people execute and live by are the basis (foundation) for their success. I’m presenting the elements I discovered so that you may compare them to the ones you execute on your own journey. It’s most interesting to me that people who have “big money” as their ultimate goal rarely attain it. Those who have “being the best at what they do” or “love what they do” almost always attain financial security. Why? They execute the elements of personal achievement. The six elements are: Vision Love Best Attitude Personal Student Last week, I discussed having a personal vision, loving what you do, and striving to be your best, but then I ran out of room. Striving to be the best was revealed as the most powerful element, but unless you couple it with a personal vision to see the big picture and a love of what you do, you will never achieve your best. The rest of the elements are: Many people cheat themselves out of achievement and success by having the wrong attitude (element four). Have you ever heard anyone say, “They don’t pay me enough to…” Have you ever thought about it or said it yourself? Those are six words that will keep you mediocre. Don’t make the mistake of failing to be your best or do your best because someone isn’t paying you. Who are you cheating? Achievement is not about money; achievement is about the best. Ask yourself what you’re worth if you don’t think they pay you enough. Having the right attitude about money will make it happen faster than wanting lots of it. So much has been written about goals that it has caused those dedicated to personal achievement to moan at the thought of another seminar on “Goal Setting and Achievement.” It’s not a matter of goals or no goals. Goals are a prerequisite for success. The question is, what kind of goals? The secret of goals is to make them personal (element five), not material. Make goals about you, not about it. Which is a more powerful driving force to make your monthly quota or be the best at sales? The quota will automatically be achieved if you aim to be the best. The other aspect of personal is athletic based. Athletes are always striving to achieve their personal best. Not to beat everyone else (although that’s a great accomplishment), just to beat their previous personal best. That keeps them going. It can keep you going, too. I got a clear vision from a Jim Rohn seminar. He said, “Whatever you want, study it first. If you want to be a doctor, study medicine, if you want to be a success, hang around successful people and study success.” Rohn says, “Be a student (element six) first. And always be a student. Not just a father but a student father. Not a teacher, a student teacher.” Wow, what a powerful piece of advice. From the day I learned my first sales technique (January 1972), I wanted to be the best at sales. I’ve been studying sales for 25 years. That’s why it’s working for me. I’m not saying that’s how it works. I am saying that’s how it works for me. Follow the advice of Jim Rohn to be a student first. With all my heart, that’s how I believe it will work for you. In my seminars, the best audience comment I get is, “Jeffrey loves what he does, and it shows.” If you love what you do, people will say it’s in your blood. And that blood of toil begins to manifest itself in your bank account. Last week, I watched the musician Kenny G. being interviewed on CNN. They asked him what drove him to his phenomenal success. He said, “I never wished for fame and fortune. When I found out I liked to play the saxophone, I just wanted to be the best. The rest just showed up.” Cool. And the real cool part is, if you think that being your best and doing your best is just a bunch of baloney, don’t worry. This information doesn’t apply to you. It only applies to those who will pass you. About the Author: Jeffrey Gitomer is the author of twelve best-selling books, including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars, visit www.Gitomer.com , email Jeffrey at salesman@gitomer.com, or call him at 704 333-1112.

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I’m satisfied with my current source. Well, maybe

Fri, 20 Sep 2024 05:00:49 +0000

The prospect is not waiting by the phone for your call. Most people have what you’re selling and are doing business with someone else. They have a source for what you do, and they think they are happy. Satisfied. Good News: Satisfied people are willing to do business with others. Your challenge is to get them to do business with you. For you statistic buffs, “I’m satisfied with my present source” ranks second on the all-time prospect objection list. “Price too high” is number one (and always will be). When the prospect says, “I’m satisfied,” they’re really saying: This is all I know now. I don’t want to bother with you. I’m doing business with someone I like (not necessarily the best). I’m not telling you the real reason. I’m satisfied it is a brush-off. It’s not all that bad. Your prospect is saying that their existing supplier is the best they’ve been able to find. You may have a better product, price, delivery availability, service, training, or warranty. The prospect is only telling you he’s satisfied from his perspective. He doesn’t really know about you or your company yet but don’t give him any reason to switch until you know why he’s satisfied. Knowing the reason(s) why the existing relationship is satisfactory will help you understand how to proceed. Knowing those reasons gives you a chance. Here are a few “interest-gainers” or challenges that may get you in the door: Good Response: Satisfied? Great! You’re going to love doing business with us! Our customers are ecstatic, so if you’re only satisfied, today is your lucky day. Better Response: Mr. Johnson, Many of our customers said that when they were prospects like you. I wish I had ten dollars for every prospect that said, “I’m satisfied with my present supplier,” who is now a customer. Let me share a few of their comments (show your testimonials that say, “I used to buy from (name the competitor you hate the most), now I’m a loyal (your company) customer. And I invite you to call me personally if you need further explanation.” WOW! Best Response: When you started with (their present supplier), you took some risk, didn’t you? I’m not asking for all your business, but I’d be interested in what caused you to take the risk back then, and I may ask you to take that small risk with me and let me earn the rest.” Here are a few dialog starters: “Most people initially feel that way, but our experience has shown…” “What do you like most about your supplier (his product/service)?” (agree with them) “That’s what lots of their former customers said.” “If your friend left the business but stayed in the industry, would you still do business with that company or go with your friend?” “What would you change about your present relationship?” “How did the relationship begin?” “When people say, “I’m satisfied” they usually mean…” Find a personal link (common ground) that can trigger a friendly conversation. If they like you, they will listen to you. (a bit more assertive) “Satisfied or complacent? When was the last time you really looked at the situation and did a comparison?” Sales Caution: If the prospect says, “I’m satisfied,” it’s open season on the competition. If the prospect says, “I’m loyal,” watch out. Loyal is 100 times more powerful than satisfied. Sales Reality: You will not convince everyone. But the more you practice, the more “luck” you will have. “I’m satisfied” is not an objection; it’s a stall. If you believe in the value of your product, you can get past it. Sales Tip of the Year: Record five customers who were satisfied with your competitors, switched, and are now ecstatic with your company. Get your customers to tell your story. It’s far more compelling (and believable). About the Author: Jeffrey Gitomer is the author of twelve best-selling books, including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars, visit www.Gitomer.com, email Jeffrey at salesman@gitomer.com, or call him at 704 333-1112.

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Bringing dead customers back to life

Tue, 20 Aug 2024 05:00:30 +0000

You lost a customer. You’ve probably lost lots of customers. You don’t want to think about them. It’s painful. In fact, you’re reading this and have already had a few instant thoughts about this one or that one. Makes you mad, doesn’t it? They’re dead and buried in that great customer graveyard in the sky. A graveyard full of unfulfilled promises, screwed up deliveries, missed deadlines, wrong billing, crappy service… want me to keep going? Two more thoughts: lost revenues and lost profits. More? One more thought: lost commissions. That one hurts. Especially the ones “you were counting on.” The ones you “already spent.” It makes you madder, doesn’t it? Well, I have great news. Keep thinking about them. They’re gone but not forgotten. Dead, but not buried. I challenge you to reconnect with them as soon as possible. They have money waiting for you. TRUE STORY: A newly hired sales regional manager for a Fortune 100 company noticed two file drawers marked Code 99. When she inquired about the meaning, a rep told her, “Those are the customers who hate our guts. They have sued us, left our machines on the curb, bad-mouthed us, and said they never wanted to see us again.” She emptied the drawers and divided the files among the sales team with the directive to visit each customer, meet with the decision-maker, and find out what happened. That’s all—no sales pitch. RESULT: The results were staggering. More sales per lead than any program they had run in the past five years. Many of the old (angry) people were not there anymore, making the initial conversation much less painful and the bad memories dim or lost. From there, they discovered that there were opportunities. Sales opportunities. And the customers appreciated the straightforward courage. NOTE WELL: All customers are not lost from screwups. Often, someone came in and stole them either by lower price, or just by a better salesperson. NOTE REAL WELL: I am NOT recommending you go in with price concessions. Bad precedent for a new beginning. Bring something to the table beside “low price,” and you’ll walk away with a profit. There’s a thought. Want a customer zombie approach process that will wake up the dead? Here’s the plan: Start now. It takes courage, it takes planning, it’s a grim dose of reality, but let me assure you, it works. Get out the files and make a list of EVERY ONE OF THEM. Adopt a fun approach: Have a lost and found (customer) day. Have a lost and still fond of (customer) day. Have a lost customer appreciation day. Have a we screwed up day. IDEA: Send a dart board with your company logo in the center and a few darts and ask them to “get it out of their system” and to please let you back in their office on the condition that they keep the darts in the drawer while you’re there. Fun. Uncomfortable with fun? OK, OK… Adopt a professional approach: Send a letter with a peace offering. Send a card. Whether you use a fun or professional approach, you must also do the following: The game plan: Arrange a meeting to find out why. Find out what happened as a result of your screw-up, lack of attention, or lost order. Ask for another chance with conditions that you both set and agree to (sometimes in writing). Golden Lessons: Document the “whys” and you will be amazed to find that every reason is fixable. In fact, some have already been fixed. If corrected properly, these are the most valuable resources you have for making your business better. Pay for victories:Offer ultra rewards to salespeople, ransoms and bounties. Pay double commission or some kind of bonus for a resurrected customer. The Goal: You will win sales, profits, and a new understanding of how to improve your business from a customer’s perspective the only one that matters. The Bonus: Good will lost, and recovered. If you win the customer back, you will have re-created a story, eliminated the bad one, and replaced it with new-found testimony. Huge value. You know the old saying, “Every obstacle presents an opportunity.” Some salespeople may see this idea as “uncomfortable” or too much of an obstacle. But I promise if you can get beyond the reluctance or skepticism, you will win. You get to steal back the business and learn the “why you lost them” lessons. You get answers and sales. You get a win, while the competition gets a loss. You regain lost pride while they get a shot in the wallet. You get a commission while they get jack squat. What could be better? About the Author: Jeffrey Gitomer is the author of twelve best-selling books, including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars, visit www.Gitomer.com, email Jeffrey at salesman@gitomer.com, or call him at 704 333-1112.

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What does follow-up have to do with a bag of potato chips?

Thu, 20 Jun 2024 05:00:00 +0000

Hot prospect. You just made a good phone contact or had a brief meeting, and the prospect is interested in becoming a customer. It’s time for your first follow-up. What do you do? Well, you probably send a package with so much information inside it turns the US Postal Service from the brink of bankruptcy into a profit-making organization. Most follow-up packages include a video, a brochure, an article from some magazine, product flyers, testimonial letters, an order form, several other items you think the prospect “can’t do without,” and a cover letter. Whew! You have just employed Gitomer’s “reverse law of puking”. You’re puking on the prospect before they have a chance to puke on you. How much follow-up is too much? I say just give them one potato chip worth. What happens when you give someone one potato chip? They want another one. The prospect calls and says, “Hey Jeffrey, got any more potato chips?” Yes, I do then I grab them (by the throat). If the sale is in the bag, don’t give it all at once. Give them too many potato chips, they lose interest. The prospect will eat what he wants, get full, and never call you again. Just give one potato chip because you can’t eat just one. One potato chip follow-up makes the prospect want more. Here are four ways to employ the Gitomer “One potato chip” follow-up method: 1. Send half of an article of high interest. Let them call you for the other half. 2. Send an email with, “Attached please find…” and then don’t attach it. 3. Send a joke on Monday, send a joke on Tuesday, send a joke on Wednesday, send a joke on Thursday. What’s going to happen on Friday if he doesn’t get your joke? He’ll start asking where it is. 4. Email a question on Monday and answer it on Tuesday. Email a question on Wednesday, and answer it on Thursday. Email a question on Friday. Is he going to be looking for an answer on Monday or not? Call him and say, “I’ve got the answer, I’ve also got some coffee and donuts can I come over?” You bet. Each chip if given one at a time will lead to more prospect interest and eventually to a sale. One potato chip at a time will create the after-thirst for the sale. Keep them wanting one more chip until there is only one chip left: the order form. One potato chip, not the whole bag. About the Author: Jeffrey Gitomer is the author of twelve best-selling books including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars visit www.Gitomer.com or email Jeffrey at salesman@gitomer.com or call him at 704 333-1112.

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The secret formula is React, Respond, Recover, +1

Mon, 20 May 2024 05:00:25 +0000

You do something wrong. The customer gets mad. You apologize and try to fix the problem, make nice, and hope they don’t go someplace else next time. Want to buy some “Customer Insurance?” Sure, you do. How do you get “Customer Insurance”, you ask? Easy, you already have it. The problem is that most people (companies) don’t use it. Reason? Insurance costs a little extra. It’s called Plus One Insurance and here’s how it works: When the customer is angry, or you can’t deliver the way they expect, the formula that will make them forgive you, continue to do business with you, and tell others about you is React, Respond, Recover, +1. Here’s what that means. Let’s say you’re late for a delivery, or you deliver the wrong thing, or you make an error in something personalized, or you miss a deadline, or you deliver bad food to the table. In short, you make a business mistake that irritates (or angers) the customer. Now, you have to react, respond, and recover from the mistake. When you’re done with your dance of apology and making amends, that’s when the customer STARTS talking. They will say something good, nothing, or something bad about you depending on what you said, how you said it, what you did, and how you did it. IMPORTANT NOTE: The customer’s story was crafted by your words and deeds. How much is a positive story worth? How much is a saved customer worth? How much does a negative story cost? How much does a lost customer cost? The answer is “Plus 1.” All you have to do to ensure that the story will be positive, and the customer will be saved is to add a “+” to the end of the transaction. Something extra that the customer was not expecting. Something that will add a smile. Something that will add some “good” to the situation and make a pleasant surprise the last memory the customer has. For example, if your customer: goes into your store for a sale item and you’re sold out. checks into your hotel and their room isn’t ready. orders something and you deliver it wrong. You figure if you just get the customer what they need, you’re out of the woods and they’re “satisfied.” And you figured wrong. You may be out of the woods, but you may still be in the doghouse. You need to add the extra. The “Plus.” You need to add a surprise. You need to add the memory. You need to add a reason to say something good about you. Because the risk of NOT doing it is too large. Let’s take the three examples above and elaborate. Let’s assume you can meet their fundamental needs and recover from the wrong. The real question is: what can you ADD to the situation that will make it a memorable one? Here’s how to add the “+” and create a WOW! You go into the store for a sale item, and they’re sold out. The clerk gives you a “raincheck” to ensure you get the item. AND (the plus) the clerk calls other stores, locates the item, and has it delivered to your home at no extra charge. AND (another plus) the clerk gives you a “private sale” card that lets you purchase anything else in the store today only at a 15% discount. You check into a hotel and your room isn’t ready. The clerk says, “Mr. Gitomer, you’re in luck! Your room isn’t ready. That means you get to eat breakfast for free AND (the plus) use our business center for free. Wow!” You order something and it’s delivered wrong. The correct response when confronted is NOT an excuse. The correct response is, “OH, THAT’S HORRIBLE.” Followed by a statement of what will be done and when. Followed by some bonus that has verbiage something like this: “Mr. Gitomer, you are in luck. You have qualified for our “Wrong delivery, customer bonus” program. Here’s how it works………” The “PLUS” is the difference between satisfactory and loyal. The “PLUS” is the difference between a positive and negative story retold. And the story will be retold. The only question is which way. I hope you’re willing to invest in the “plus” customer insurance premium. Some fools aren’t. About the Author: Jeffrey Gitomer is the author of twelve best-selling books including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars visit www.Gitomer.com or email Jeffrey at salesman@gitomer.com or call him at 704 333-1112.

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What is the Reality of Selling? The way you do the things you do

Sat, 20 Apr 2024 05:00:39 +0000

Jeffrey, what’s the easiest way to make a sale?Jeffrey, what’s the best way to make a sale?Jeffrey, what’s the fastest way to make a sale? Same answer: there is none. There is no easy, best, fast way to make a sale. There are a million ways to make a sale but it’s not with a method or system. There are elements that get you there. Here are 13.5 strategies and principles (elements) that will help you get to the substitute for an easy, best, fast way to make a sale – a way to earn the sale. 1. As in life, you start with a philosophy. Mine is…I give value first, I help other people, I do my best at what I love to do, I establish long-term relationships with everyone, and I have fun (and I do that every day). What’s yours? Do you have one? Your core philosophy is what drives you into the sale and leads the prospect to an understanding of why you’re there. 2. The most important word in selling is YOU. Prospects don’t buy products and services. First, they buy salespeople. The first sale that’s made is “YOU.” Are they buying you? 3. Know “why you’re selling”, know your own WHY first. Your “why” supports and strengthens your belief system. When “why” is clear, everything is clear. NOTE: Your real why may be 3 or 4 “why’s” deep. Why are you in sales? “I’m in sales to make more money.” Why? “I need more money to support my family.” (closer) Why? “Two of my kids start college in the next two years, and I want them to be able to choose a school based on quality of education not price of education. (Aha! the real “why!”) Before you can affect others, you must get real with yourself. Do you know your real why? 4. The sale is in your head. The mindset by which you approach the sale will determine its outcome more than any other element of the selling process. Do you think “yes”? 5. Develop a belief system that can’t be penetrated. Believe in your company, your product, and yourself, or you won’t sell. Do you believe in you? 6. Develop a selfish attitude about being the best. Know who the most important person in the world is you. Unless you’re the best you can be for yourself, you’ll never be the best you can be to serve others. Don’t cheer for athletes’ cheer for yourself. You deserve it. Are you always striving to be your best? 7. Be your own Santa Claus. Provide your own gifts and toys. Give yourself whatever you want. Most of us don’t get what we want for Christmas unless we tell someone what we want or if you’re like me, go buy it yourself. For me, every day is Christmas, know why? I deserve it. What gifts have you given yourself? 8. Know “what you sell” in terms of the customer not in terms of you. People don’t care what you do unless they perceive it helps them. The way you explain your business and product determines the buying interest you create say it in terms of the prospect, not your company. Are you selling, or are they buying? 9. Sell it as if you were selling it to your own son or daughter. Give advice with it, help learn it, and the advantages of using it. Protect them. Who are you selling to? 10. Know your competitive advantages; learn them from your customers. The definition of competitive advantage is something that’s extremely important to your customers at which you excel (competitive advantage has nothing to do with the competition). Do you know your competitive advantages? 11. People buy for their reasons, not yours. Find out theirs first. Establishing their “why” is the basis of determining their true need(s). When you’re presenting, is it more than 50% about them? 12. Ask the wrong questions and get the wrong answers. The way you question will determine the way you sell. Refine yours every week, until their power is evident by the increase in your sales. Any questions? 13. Develop and ask questions that make the prospect think about themselves and answer in terms of you. Make them evaluate new information. Get them to give you answers in the form of information about themselves in terms of your product or service. What questions are you asking? 13.5 Transition from a salesperson to a resource. Become valuable. The more value you bring, the higher you’ll go. To become valuable, you must give value first and make the prospect perceive greater value than price, quality, and service. If two people offer the same product at the same price and give the same service, the one with the greater perceived value wins. How much value do you bring to your prospects and customers? Selling is a never-ending learning process. There is no one way to sell. If you seek to master the science of selling, you must master the elements one by one. Learn one a day and in five years, you will be the master of more than 1,000 elements and still take weekends off. About the Author: Jeffrey Gitomer is the author of twelve best-selling books including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars visit www.Gitomer.com or email Jeffrey at salesman@gitomer.com or call him at 704 333-1112.

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What is the Reality of Selling? The way you do the things you do

Thu, 11 Apr 2024 17:53:59 +0000

Jeffrey, what’s the easiest way to make a sale? Jeffrey, what’s the best way to make a sale? Jeffrey, what’s the fastest way to make a sale? Same answer: there is none. There is no easy, best, fast way to make a sale. There are a million ways to make a sale but it’s not with a method or system. There are elements that get you there. Here are 13.5 strategies and principles (elements) that will help you get to the substitute for an easy, best, fast way to make a sale – a way to earn the sale. 1. As in life, you start with a philosophy. Mine is…I give value first, I help other people, I do my best at what I love to do, I establish long-term relationships with everyone, and I have fun (and I do that every day). What’s yours? Do you have one? Your core philosophy is what drives you into the sale and leads the prospect to an understanding of why you’re there. 2. The most important word in selling is YOU. Prospects don’t buy products and services. First, they buy salespeople. The first sale that’s made is “YOU.” Are they buying you? 3. Know “why you’re selling”, know your own WHY first. Your “why” supports and strengthens your belief system. When “why” is clear, everything is clear. NOTE: Your real why may be 3 or 4 “why’s” deep. Why are you in sales? “I’m in sales to make more money.” Why? “I need more money to support my family.” (closer) Why? “Two of my kids start college in the next two years, and I want them to be able to choose a school based on quality of education not price of education. (Aha! the real “why!”) Before you can affect others, you must get real with yourself. Do you know your real why? 4. The sale is in your head. The mindset by which you approach the sale will determine its outcome more than any other element of the selling process. Do you think “yes”? 5. Develop a belief system that can’t be penetrated. Believe in your company, your product, and yourself, or you won’t sell. Do you believe in you? 6. Develop a selfish attitude about being the best. Know who the most important person in the world is you. Unless you’re the best you can be for yourself, you’ll never be the best you can be to serve others. Don’t cheer for athletes’ cheer for yourself. You deserve it. Are you always striving to be your best? 7. Be your own Santa Claus. Provide your own gifts and toys. Give yourself whatever you want. Most of us don’t get what we want for Christmas unless we tell someone what we want or if you’re like me, go buy it yourself. For me, every day is Christmas, know why? I deserve it. What gifts have you given yourself? 8. Know “what you sell” in terms of the customer not in terms of you. People don’t care what you do unless they perceive it helps them. The way you explain your business and product determines the buying interest you create say it in terms of the prospect, not your company. Are you selling, or are they buying? 9. Sell it as if you were selling it to your own son or daughter. Give advice with it, help learn it, and the advantages of using it. Protect them. Who are you selling to? 10. Know your competitive advantages; learn them from your customers. The definition of competitive advantage is something that’s extremely important to your customers at which you excel (competitive advantage has nothing to do with the competition). Do you know your competitive advantages? 11. People buy for their reasons, not yours. Find out theirs first. Establishing their “why” is the basis of determining their true need(s). When you’re presenting, is it more than 50% about them? 12. Ask the wrong questions and get the wrong answers. The way you question will determine the way you sell. Refine yours every week, until their power is evident by the increase in your sales. Any questions? 13. Develop and ask questions that make the prospect think about themselves and answer in terms of you. Make them evaluate new information. Get them to give you answers in the form of information about themselves in terms of your product or service. What questions are you asking? 13.5 Transition from a salesperson to a resource. Become valuable. The more value you bring, the higher you’ll go. To become valuable, you must give value first and make the prospect perceive greater value than price, quality, and service. If two people offer the same product at the same price and give the same service, the one with the greater perceived value wins. How much value do you bring to your prospects and customers? Selling is a never-ending learning process. There is no one way to sell. If you seek to master the science of selling, you must master the elements one by one. Learn one a day and in five years, you will be the master of more than 1,000 elements and still take weekends off. About the Author: Jeffrey Gitomer is the author of twelve best-selling books including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars visit www.Gitomer.com or email Jeffrey at salesman@gitomer.com or call him at 704 333-1112.

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Are you a sales leader or a sales chaser?

Wed, 20 Mar 2024 05:00:05 +0000

I grew up in Haddonfield, New Jersey. We lived at the corner of the busiest intersection in town. I was 15 years old when we got a puppy named “Thing-a-ma-jig.” The cutest, friendliest mutt-puppy you ever saw. One morning, about a week later, I opened the front door to get the paper — and the puppy got loose. She started running as fast as she could — right for the traffic. I started chasing her — hopelessly for five blocks, across busy streets — my little dog was gone — I was panicked (and out of breath). I decided to run back home and ask my dad to use the car and find the dog. I ran straight to my parent’s bedroom. “Dad — dad,” I panted, “The — dog’s — run — away — car — chase — it!” “OK son,” he said,” “Let’s jump in the car and find your puppy.” I turned to run out the door – took one step and tripped over the dog. You see, as soon as I started to run the other way, the dog chased me! Chasing your prospects too hard? Trying to push too hard for the sale? Follow up with a thinly disguised: “Is the money ready? Can I come over and get the money?” You figure that the best way is to be assertive and tell him why your company and product (or service) are the greatest. Right? — Wrong, sales breath! Try the opposite approach. Try running the other way by being attractive through your value. Create the law of attraction, and — let the prospect chase you. It’s the best sales and follow-up technique you’ve ever experienced. And the easiest way to sell is to buy. EARLY WARNING SIGNAL: No returned phone call. If prospects are not returning your call — whose fault is that? You’re chasing too hard. They’re running away. You couldn’t get their interest — you couldn’t get them (they aren’t interested enough) to chase you. Other tell-tale symptoms that the chase is going the wrong way: You are still cold calling (or direct emailing) to get prospects. You’re uncomfortable about calling. You are unprepared, or you have not established the needs of the prospect and are unsure of their status, or you don’t have much rapport with the prospect, or some of each. You are having trouble making appointments Prospects just won’t decide, and you keep hounding them. You’ve followed up a few times, and now you’re searching for a reason to call them — but you can’t think of one. The prospect is giving you a bunch of lame excuses. And worse, you are accepting them. If chasing people too hard makes them run away, why are you continuing to do it? The way I got my puppy-dog to come home was — I led the dog home. You can either lead the field or be in the field (some people are in left field). Your challenge is to lead your prospects so they will follow you — and turn into customers. Here’s the simple solution: (NOTE: I didn’t say easy, I said simple. There are no easy solutions.) Create a better market position for yourself. Are your prospects and customers reading about you – or getting information they can use written by you — in their social media accounts? Are they gaining helpful information on your web site? Have you recently spoken at their annual meeting? Or are you thinking “brochure,” “appointment,” and “product demo” or “corporate video.” Wrong thoughts. Those are competitive thoughts and lead to a dissertation by you and your competition as to who is better – and always lead to a battle over price. A battle that everyone who fights in it, loses. To create the position you seek: Getting qualified people to call you – you’d better get beyond the typical marketing materials. ASK YOURSELF: Where are people seeing you or talking about you? TELL YOURSELF: It takes time to create position. REWARD YOURSELF: But once you do, people call you to buy, instead of you calling them to sell. The secret formula? The magic potion? Real simple… whatever you do with your outreach, always have a prime objective at your core. Here is the one that has worked for me: PRIME OBJECTIVE: Put yourself in front of people that can say “yes” to you and deliver value first. About the Author: Jeffrey Gitomer is the author of twelve best-selling books including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars visit Are you a sales leader or a sales chaser? or email Jeffrey at salesman@gitomer.com or call him at 704 333-1112.

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The Hot Air Factor. How full of it are you?

Tue, 20 Feb 2024 06:00:42 +0000

Sometimes salespeople get a bad rap. Sometimes they create it. Sales require self-confidence but there’s a fine line between self-confidence and cockiness. A finer line between self-assurance and arrogance. And the finest line between proud and egotistical. As a professional salesperson, there’s a career difference between self-talk = self-performance (the right way) and loose lips sink ships (the ultra-wrong way). Salespeople are not the most loved group of professionals to begin with. We rank above politicians, tax collectors, and (especially) lawyers, but below dentists and dog catchers. All that a salesperson can hope to do is establish a great reputation and let that propel him to success. Since the prospect buys the salesperson first, reputation is as valuable (and critical) an element as he or she can have. How is yours? One bad event, situation, or story can ruin years of hard work. Continuing stories of neglect or overpromising breed career destruction. A salesperson’s self-delusion (failure to admit the problem, and thinking nothing is wrong) will make the situation worse. Sales of hot air can occur at any level. Customers, prospects, bosses, and coworkers are all potential victims. “Come on Jeffrey,” you say, “Get to the point. Give me some examples of self-destructive talk. What is sales “hot air?” Relax, helium breath, here ‘tiz. 7.5 examples of Hot Air (even though I’m sure none of these apply to you). BTNA –Big talk no action. Too much time talking about the sales you’re going to make and not enough time making them. Bragging too soon.Before the deal is signed, sealed, and a check delivered. Bragging too much. No one but you want to hear it. If you need to hear yourself just record yourself and replay it in your car until youget as sick of it as others. Bragging at the expense of others. Beat the competition, but don’t beat them into the ground. A variation of this is making someone else look like a fool. Bragging about someone you took advantage of or tricked. Using others as scapegoats to get yourself off the hook. Better known as covering your butt, or the inability to accept responsibility. Blaming others for your failings is obvious to those who are listening and makes a fool out of the teller. Exaggerating the facts. Each year, the fish that got away size increases. Stay within the parameters of what you know to be true or less. Understated is always better. Using insincere words.Honestly, truthfully, quite frankly, and I mean that, are words that alienate. 7.5 Talking past the sale. Knowing when to shut up and go home. Employing any one of the above elements after a sale has been consummated but before you leave will jeopardize the sale. It’s known as “buying it back,” and it happens often. The rule of thumb in sales is “less is more.” Hot air has interesting negative side effects… It wastes everyone’s time. It’s the most unproductive and negative use of your time possible. It makes you look like a fool. It lowers your respect factor by 100. It gets people talking behind your back. It prevents advancement. It can get you fired. Who wants that? No one, but these side effects are linked to people with severe cases of hot air. How do you know if this is you? How do you know if you’re blowing hot air? Well, no one is without some guilt. It’s hard not to brag if you just made a big sale and took it out from under the nose of your biggest competitor. The rules are simple: Don’t say anything behind anyone’s back you wouldn’t say to their face. Don’t say something you wouldn’t want to be said about you. Don’t say anything you have to remember (lies must be remembered, or you get tripped up with the truth). Don’t say anything you couldn’t say in front of your mom. The key is to temper your remarks with humility. Your challenge is to always bring out the good side in your words. Your challenge is to employ self-discipline in getting past the hot air. Your challenge is self-rule or self-destruct. About the Author: Jeffrey Gitomer is the author of twelve best-selling books including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars visit www.Gitomer.com or email Jeffrey at salesman@gitomer.com or call him at 704 333-1112.

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Does CRM really “help” make the sale? Depends on which one you use

Sat, 20 Jan 2024 12:00:27 +0000

Are you using some form of database management to “control” your customer data? Customer Relationship Management or CRM has been around in one form or another for nearly 30 years. But in the last five years it’s become more sophisticated, more of a sales necessity, and a lot more competitive. The main multiple-user programs include Salesforce, Pipedrive, Zoho, Oracle, and Hubspot. Since I am often asked “which one” I recommend, I think it’s best to develop criteria for what I feel needs to be included (you should do the same) and go from there. Logging on to your CRM application gets you to your opening desktop dashboard. At a minimum there has to be an eyeful of “now.” You want to see hot prospects, top proposals, a forecast, their report card, and today’s appointments. You want a quick path to contacts, emails, and calendar – and maybe a motivational quote. From there, it should only be one click to new leads, current accounts, opportunity accounts, activity lists, phone book, email, contacts, tasks, a daily to-do report, a won-loss report, and/or a lead analysis report. And just a double click away from account detail, key issues, key people, and a sales plan to close each deal. ALERT: CRM is MISSING sales coaching. Coaching helps the salesperson make the sale, either internally with product knowledge, or externally with sales answers by means of online coaching when you demand it. If I’m a salesperson using CRM, and I am, I want to have access to better questions, a way to follow-up, pathways to decision makers, strategies to close my sales AS I progress through each sales cycle, and a way to build a relationship once a sale is made. Monitoring a sales cycle is one thing – that’s what databases are designed to do. But assisting salespeople with each step in the sales cycle is the missing element. Now with the domination of e-mail communication to single and multiple customers, PDF proposals, video chat and AI, a new dynamic has emerged in CRM: Monitoring all social and face-to-face activity. REALITY: The tragic flaw in CRM is that salespeople (maybe even you) avoid entering sales data even though it could help them. Yes, salespeople are reluctant to enter data for one silly reason or another, pain in the butt, EVEN though it’s for their own good. Me? I look for what I need and the user-friendliness of the application. Me? I look for what I use every day and how efficient it is. That’s why I chose Pipedrive, ease of use (I programmed it myself to my sales cycle), and amazing sales oriented and sales friendly functions. You? Do the same as I do. Figure out what’s best for you and do that. BUT do something. If you don’t have a CRM application in your life, get one. If you don’t, you’ll find yourself at a technological and informational disadvantage. And in sales, that’s no place to be. If you want the Pipedrive info and a free 30-day demo, go to www.gitomer.com/crm and get the offer. About the Author: Jeffrey Gitomer is the author of seventeen best-selling books including The Sales Bible and The Little Red Book of Selling. All of Jeffrey’s sales and personal development training programs, including his coaching program and a sales skills assessment, are available at www.gitomer.com. Gitomer’s NEW 3-day sales certification program is now available LIVE – go to www.GitomerTraining.com/coach. For information about keynote speaking, customized training and seminars visit www.gitomer.com, or email Jeffrey personally at helpme@gitomer.com.

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Prepare for the New Year with some old ideas

Wed, 20 Dec 2023 06:00:02 +0000

I’d like to look at the table of contents from a great book on selling skills… Chapter 1…Begin by Talking to Him: Learn Your Customer’s Hobbies Personal Likes and Dislikes. Base Your Approach on These Then Show Goods. Chapter 2…Use More Ear and Less Tongue: Give Your Customer the Center of the Stage. The Main Thing Is not to Talk but to Sell. Chapter 3…Put Service before Samples: Study Your Customer’s Problems and Needs. Try to Help Him to Move His Goods. Chapter 4…Mention Quality before Price: You Must Know Your Goods Through and Through. Art of Dramatizing a Sale. Chapter 5…Don’t Take No for a Final Answer: Difference Between Making and Taking a Sale. Some Examples of Real Salesmanship. Chapter 6…Get Down to the Brass Tacks Quickly: Watch for a Chance to Talk. Details of Delivery. Techniques of Making a Sale. Chapter 7…Build Goodwill for Your Firm: Sell Your Company as Well As Your Odds. How to Earn a Promotion. Chapter 8…Constantly Search for New Markets: Make Several Missionary Calls Every Week. Don’t Become a Jog Trotter Chapter 9…Classify Your Time: How to Value the Different Hours of The Day. The Best Time to Make a Sale. Chapter 10…Keep Mentally and Physically Fit: Vaccinate Yourself Against Worries. Your Job Is Not a Routine One. It Is All Creative Work. Chapter 11…Have a Stout Heart: Be a Bit of a Philosopher. Buck Up to Your Customers. A Tip to Wives and Sales Managers. Chapter 12…Create Welcomes for Yourself: Turn Your Customers Into Friends. Keep Your Selling on a Personal Basis. Pretty timely information I’m sure you’ll agree. A book you’ll want to run out and purchase. The title of this book is “Tips for Traveling Salesman” by Herbert Casson and it was written in 1927. WOW! It’s great information that’s been rewritten 50 different ways since then. Why? To get salespeople to act. You see salespeople already know everything, the problem is, they don’t do it. Here’s a couple of examples of knowing everything and not doing it: You know you should prepare for every sales call by doing research on the company and the person you’re meeting with before you make the call. Do you? You know you should listen to sales podcasts/books an hour a day in your car. But do you? But hey, I’m sure you’re different. You always take the right actions, don’t you? You always implement the right sales strategy, don’t you? You always know what to do in every selling situation don’t you? You’re constantly improving your professional and personal skills, aren’t you? When the prospect doesn’t buy it’s always his fault not yours, isn’t it? It must be because in 42 years of training salespeople, I’ve never had someone come up to me and say, “Jeffrey, I didn’t make the sale, and it was all my fault.” Salespeople always have someone else to blame for their shortcomings. There’s a big difference in knowing something and doing something. It’s the difference between mediocrity and success. The self-discipline to use your knowledge must be employed daily with the self-discipline of patience. The change in your sales skills won’t come overnight but I promise if you put your knowledge into action every day and stick with it over time you will win. And win big. Make the New Year’s resolution to gain one new idea or skill each day and put it into practice as soon as you learn it. Gain the patience and the self-discipline to implement this wisdom: You don’t get great at sales in a day, you get great at sales day by day. Happy New Year! About the Author: Jeffrey Gitomer is the author of twelve best-selling books including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars visit www.Gitomer.com or email Jeffrey at salesman@gitomer.com or call him at 704 333-1112.

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