 Track Selling Times - August, 2000
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Track Selling Times
The Voice of the Sales Profession
Issue No.129
August 1, 2000
Published by Max Sacks International,
Home of 100% Guaranteed World Class Sales Training
Developers of the Track Selling System™.
Author/Editor: Roy Chitwood, President, MSI
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Feature:
"
Professional Courtesy"
by Roy E. Chitwood, CSP, CSE
Use these tips on courtesy to increase your professionalism.
Sections:
Newsletter Archives
"Tips for Professional Courtesy"
by Roy E. Chitwood, CSP, CSE |
As a professional in any field, professional courtesy should be a given. Unfortunately, it's not.
Customer service reps routinely focus on why they can't solve a problem rather than how they can. Salespeople often receive orders without sending thanks. And customers are quick to cite poor service but mute in acknowledging exceptional service.
In this article, I offer recommendations for enhancing your professional courtesy, all of which are common sense. The problem with common sense, however, is that it's not very common. Consider these tips and apply them for increased professionalism.
* Returning calls and emails.
Isn't it ironic that companies expect their salespeople to send attention grabbing voice and email messages while many of their employees fail to return messages themselves? People often complain about receiving unsolicited calls and emails yet contribute to the cycle by not responding to the communication. As a matter of courtesy, take a minute and reply with, "Thanks, but no thanks."
* Commendation letters.
People are quick to complain about poor service yet rarely commend exceptional service. When you receive exceptional service, I urge you to acknowledge it in writing. Besides significantly effecting performance reviews, the pride someone feels after unexpected acknowledgement is immense. An adage states, "Make a person better off for having met you." If someone has done this, let her and everyone in her company know.
* "Tell 'em what you can do, not what you can't."
Too many employees fall into the defensive habit of telling customers what they can't do rather than what they can. Frankly, your customer doesn't care if it isn't your responsibility, if you've done all you can do, or that their request isn't in your job description. The customer wants solutions, not excuses.
One of my employees recently visited an Office Depot store to complete a rush project. The item she needed was out of stock and she asked the customer service rep to check the availability at other locations. This rep told her she really couldn't do that because it would mean that the other rep would have to open boxes and check inventory. My employee, now in shock, asked if she could call the other stores herself. The rep said she could, but suggested she just go to a nearby OfficeMax and check their supply.
She heeded the rep's advice and went to OfficeMax. There she encountered a very helpful and courteous customer rep, who apologized for not carrying the item. She then pulled out the Office Depot catalog, the stores' direct competitor, looked up the product and began phoning for inventory.
My intent isn't to endorse one chain over another. It's simply to share how the same request was handled differently. The Office Depot rep took the path of least resistance in referring my manager to OfficeMax. Giving away the sale by not verifying availability was a mistake. The bigger mistake was giving away a customer simply because of the effort necessary to meet her request. Even though the OfficeMax rep failed to make a sale, her time and extra effort made a customer.
* When calling, ask, "Is this a good time?"
Aside from being courteous, asking this question increases the likelihood of achieving the objective of your call. Do you notice how many salespeople, when calling, slam you with information and intentionally don't pause? They do this so they won't be cut off. A more professional and effective approach is to simply identify yourself, your company, and ask if this a good time?" The prospect will usually say, "No." This allows you to briefly state how the caller will benefit from your product/service and to set a specific time to call back. When you call at the designated time, your prospect will likely take the call due to your prior courtesy and their sense of commitment.
* Put away the script!
When asking cursory questions, don't anticipate a canned response. Actually listen to the person's answer. Here's an unbelievable experience a close friend shared regarding a call he had with a telesales rep shortly after a family member's death. My friend answered the call and the salesperson said his name, the name of his company, and then asked how he was doing.
My friend told the caller he wasn't doing very well due to a recent death in his family. The rep said, "Oh, that's great," "I'm glad to hear that," or something similar, and began sharing the once in a lifetime opportunity his company was offering. The caller had no idea of what my friend had just told him. Obviously, the caller wasn't doing this intentionally. However, by becoming so immersed in a pattern of questioning, he predicted my friend's response without listening to it. Aside from lacking courtesy, it's superficial and unprofessional. Remember when asking any question, don't just hear the answer; listen to it and acknowledge it.
Integrity Pays:
"Creatively getting your prospect to realize their need"
by Allison Carlson
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Allison Carlson is Marketing Director for Business Application Software, Inc. based in St. Paul, MN.
I want to quickly share an experience I had where I thought I was seeing a solution from the customer's perspective yet, the customer didn't share this same perspective.
Our company provides accounting and tracking software solutions. Awhile back, a potential client wasn't tracking their inventory or shipments. They had many drop ships because they ordered inventory out of catalogs. Thus, they didn't have inventory numbers. They had three locations all doing the same thing. By not having a tracking method in place, two problems existed: first, they had to hand enter sales orders which was painstakingly slow and costly; and second, each location was amiss as to what the other had ordered.
This was costing the company a substantial amount of time and a huge amount of money, as they were missing large quantity price breaks. The challenge however, was on the executive level. The executive team, not knowing the time and money that was being spent doing business this way, looked at the cost of an automated solution and determined it was cheaper to continue doing business as is. And initially, they thought I was trying to over sell their needs.
It took many calls, visits with employees and prodding until I was finally able to arrange a meeting with the executive team and the front-line employees. During this meeting, the employees shared stories of how often they had to double and triple enter product numbers and how it took more than twice as much time to complete tasks than the executive team thought.
By aligning with the employees, I helped build my case. I had already explained to them that, with the right software, they could: assign each product an inventory number; do with a few keystrokes what it took 2-3 minutes to do by hand; build a linked inventory system for each location; and place a single order to be dispersed to each facility.
What's the integrity? The integrity is that, often times, the customer may not realize what's in their best interest. But if you're truly working for what's best for the client, I urge you not to abandon the course because they initially say "no." Employ your creativity to show them the way. In this case, the employees led the executive team to the solution rather than vice versa. And the software solution has paid for itself in savings much sooner than anticipated.
World Class Sales Management:
"Becoming a more effective manager
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The salesperson's role is constantly changing. Consequently, so must the role of an effective manager. To keep pace, consider using these tips:
1. The sales manager's number one responsibility is the development of their people.
I absolutely believe the single greatest asset of any company is the undeveloped potential of its' people. And this is especially true in sales. Anyone who is a first line sales manager has to assume direct responsibility for the development of all the salespeople under her supervision. As well as getting them to sell more, her job entails making each one a better sales professional.
2. The sales manger should ask, "Are my people working for me, or am I working for them?"
Anyone who answers the former is missing the point of sales management. The sales manager is there to help his salespeople perform better for the greater good of the company. And not surprisingly, as his salespeople's performance improves, he, too, will reap the rewards.
3. Focus on team rather than individual accomplishment.
Many times, the characteristics that make a good salesperson don't contribute to first-class sales management. For example, salespeople typically have great egos while the manager must take satisfaction from the production of the entire team.
What's more, some sales managers create such a competitive environment that it becomes counterproductive. For example, I think it's a good idea to regularly post sales figures and rankings. However, when it gets to the point that the mid to low achievers sole focus is to move up the list simply to avoid embarrassment, this is negative motivation. And their self-esteem, and likely the service they give customers, will suffer.
Why should a sales manager consider pairing a low achiever with a high achiever? In order to provide both with different perspectives and build stronger camaraderie. Also, when a salesperson has a personal interest in not only her success, but the success of a colleague as well, both will perform at a higher level.
4. A sales manager's real task is to nurture and to teach.
Today, a sales manager is more of a coach than a true manager. She must play a significant role in the career guidance and development of the people she supervises. By seeking to instill a purpose to improve their sales ability, she moves them beyond money motivation toward becoming a real sales professional. This makes them more effective and, even more importantly, helps the customer receive better service and have their needs more fully met.
5. Commit to life long learning.
Not long ago, most salespeople stopped learning after school, coasting along on yesterday's know-how. Now, however, continuous education is a prerequisite of success. The sales manager must lead the way by attending seminars and courses on a regular basis, while, at the same time, discovering the types of training his sales personnel need most to expand. He must then 'sell' the training to his sales force and obtain their 'buy in' to make it effective. The 'buy in' of the sales force is critical. If they don't buy it or believe in it, they'll blow it off, making it a negative experience for all.
6. Go into the field, and work with your people.
While modern communication makes it easy to manage from afar, a sales manager makes a terrible blunder if she fails to stay in the trenches with her sales force. The more high-tech the world becomes, the more salespeople need the personal touch. They also need the sales manager's expertise to guide them through the rough spots. Often, the sales manager can't 'see' what's wrong by talking to them. In fact, often times the salesperson has no idea they have a problem, or flaw, until an observer identifies it. If the sales manager goes out and observes how the salesperson performs, the solutions are soon evident.
7. Give back to your profession.
Truly outstanding sales managers do far more than look after the team. Many serve in professional associations or work as mentors for those just beginning. By adding to the overall image and success of his profession, he can do a lot to improve the status of the salespeople in society as a whole.
Focus on the Professional -
"Vince Lovelle "
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Vince Lovelle is owner and president of Classic Insurance Services, Ltd. based in Naperville, IL. His firm specialize in healthcare and medical malpractice insurance options. Vince has been selling for more than 25 years and started Classic Insurance Services, Ltd. in 1983, predicting the health care industry would boom. He was right.
How has the Track Selling System altered your approach to sales and marketing?
My career in the insurance industry began in 1973, and I have been selling on the agency side since 1975. I learned to sell from the 'wham-bam' old school of selling. I believed my success, and that of others, was really based on personality and an acuteness of people skills. You acquire necessary skills and techniques, but it's not in an understandable or predictable format.
After attending the Track Selling System workshop, however, I started realizing there's a methodology to selling. Previously, I met with a prospect with an agenda of what I was going to sell. Now, with the qualification process learned and knowing what questions to ask, my clients have begun buying rather than being sold.
What impact have these changes had on your business?
It's had a dramatic impact on business. For my reps that have attended the program, sales have increased more than 100%. The irony is, that I wasn't even a scheduled participant in the workshop. I was actually invited by Pro National, as I'm their largest agent. They were considering sending their reps through the workshop and asked me to audit the program in order to predict its' usefulness for their firm. After a short time in the program, I became very intrigued in the material and quickly moved from auditor to participant. It truly amazed me.
As I mentioned previously, I think what I learned most was the skill of qualification through effective questioning. I previously talked about 80% of the time. This has dropped to 30-40%. My colleagues and I are in awe of how much prospects open up and the information they now share.
Who could benefit from the workshop?
I'd like to share a few things I've learned during my career. First, many successful salespeople attribute their success to product knowledge, a sparkling personality, and the gift of 'gab.' Second, many feel 'learning' to sell is for young and inexperienced reps. Third, experienced people don't believe it's necessary to rethink their communication process and improve their skill sets. I was guilty of these prior to attending the workshop and now, wholeheartedly believe the program is for anyone who wants to effectively communicate with others, regardless of age or experience.
Book Review -
The Customer Comes Second
by Hal Rosenbluth (Morrow)
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In The Customer Comes Second, Hal Rosenbluth, CEO of Rosenbluth Travel, annually considered one of the best companies to work for in America, reveals that the success of his company is the result of putting his employees first rather than his customers. He shares creative ways to build teams, and increases employee loyalty so as to make the company more profitable.
Rosenbluth contends the irony in placing the employee before the customer is that, ultimately, the customer is rewarded with improved service from positive, inspired people. The company also benefits as a byproduct of the empowering culture, heightened teamwork and lower turnover. Additionally, Rosenbluth provides valuable examples as to how any company can begin making positive changes.
The Customer Comes Second is an enjoyable read and will help you enhance your working environment.
Overall: Highly recommended.
| Ask Roy
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Dan Smith of Seattle Washington, asks:
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I've been taught the customer always comes first. Doesn't this contradict the book, 'The Customer Comes Second'?
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Roy's Answer:
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On the surface and semantically, yes, it does. When you analyze deeper, however, you realize a company is actually taking the best possible approach towards serving its' customers. When an organization invests in its' employees, whether it be improving the culture, team building, or sales training, it's increasing their loyalty, happiness, and ultimately, their effectiveness. Consequently, the customer benefits. I recommend all companies consider this approach.
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| Reader Survey
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1. What do you think of Track Selling Times?
2. What else would you like to see included?
3. If you have sales questions for Roy, or know of a salesperson, sales manager or integrity story that should be featured in Track Selling Times, mail it
to:
The Editor, Track Selling Times
c/o Max Sacks International
2442 NW Market Street #409
Seattle
WA 98107
Tel: (206) 706-4119 Fax: (206) 706-5359
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