 Track Selling Times - October, 2000
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Track Selling Times
The Voice of the Sales Profession
Issue No.131
October 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:
"
What will it do for me?"
by Roy E. Chitwood, CSP, CSE
Read a humorous story on the importance of always answering this often unspoken question.
Sections:
Newsletter Archives
"What will it do for me?"
by Roy E. Chitwood, CSP, CSE |
A friend of mine recently recalled one of his most memorable selling
experiences. It happened early in his career when he was with a national
supplier of industrial products.
After being hired straight out of college, he was sent to corporate
headquarters for a week's worth of hands on training. He'd taken a job to
sell, not be a mechanic, he thought. Nonetheless, the company demonstrated
every product's application and made him apply them as well. For hours he
was applying lubricants to motors and bearings, scrubbing tile and toilets
with near toxic substances and filling the air with fresh scents from a can.
By the end of the week he'd went through four shirts and a suit. He was
armed with a virtual library of product information, the notebooks stuffed
so full they were hard to carry, and a personal promise to never again
change his own oil.
When he arrived home, he entered the sales presentation skills portion of
his training. This consisted of spending one day with a senior
representative who, in between coffee breaks and flirting, managed to make
ten cold calls and three presentations in a full seven-hour day (he said he
didn't want to over extend himself). He did make one sale, impressively
selling a case of glass cleaner to a small machine shop with only one
window. At the end of the day, the rep told my friend, "That's all there is
to it."
My friend, undaunted, arose early the next morning eager to offer the world
his products. He had more than 50 hours worth of product training and nearly
an encyclopedia's worth of product information, yet virtually no formal
sales skills training. Can you guess what happened?
He went to a lumber factory and asked for the maintenance manager. Surveying
the surroundings, he locked onto 5 huge, shiny double-trailer log hauling
Kenworth trucks. He thought to himself, "Perfect!" He was going to show the
manager his company's revolutionary gear oil, formulated specifically for
heavy load bearing trucks. It really was an exceptional product that
wouldn't freeze until the temperature dropped to fifty to sixty degrees
below zero.
The manager arrived and he introduced himself. The manager invited him into
his office where my friend TOLD the manager, without asking a single
question, that he had the perfect product him. The manager sat
expressionless as he watched my friend set up his display which included a
jar, freeze torch, an eggbeater and gear oil.
He poured the gear oil into the jar and then beat it with the beater. After
several seconds, he lifted the beater out of the jar and spun it around and
around showing the adhering property it had to metal. He told the manager
this would ensure that HIS trucks would always be lubricated, even when
first moving, where as less expensive, less viscous gear oil, would be
sitting at the bottom of the oil pan. He then sealed the jar and froze the
bottom with a steady, 20 second blast from the freeze torch. He put down the
torch, removed the lid and then inserted the eggbeater, seemingly mixing the
oil without effort. This, he proclaimed to the manager, proved that HIS
trucks would be protected in even the coldest conditions.
At the end of the presentation and, sure in his own mind, that he'd scored
his first sale because the manager hadn't objected once, he was ready to ask
how much product he wanted. But he hesitated, thinking to himself that it
would be polite to ask the manager if he had any questions. So with a smile
he asked, "Do you have any questions?"
The manager nonchalantly said, "It looks great, but what will it do for me?"
My friend stood silent with a look of disbelief. Perplexed, he said, "I just
showed you...." before being interrupted by the manager.
My friend soon found out the trucks outside weren't the company's trucks.
They were the trucks of the log hauling company who hauled them to the plant
for milling. The plant didn't have any hauling trucks.
I know this is an extreme example that's unlikely with almost any sales
representative with even the slightest amount of experience. Can you imagine
not conducting any qualification or asking a single question until your
close? The example is useful, however, in its glaring focus on the
rudimentary basics of selling.
Strip selling down to a single, basic question and you arrive at: "what will
it do for me?" This is selling in its most basic form.
My point is to urge you to remember that no matter what product or service
you're offering, no matter what you're saying, and no matter what you hear
your client saying, he or she is ALWAYS thinking about this question. As
often as possible, try to imagine your client with a big, glowing sign stuck
on her forehead that asks, "What will it do for me?" Doing so is easy and
will prove effective at increasing your sales.
Integrity Pays:
"Progressing from salesperson to counselor."
by Jason Kleid, CMS
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Jason Kleid, CMS, is a salesman and sales trainer with The Jostan Group, a
Waconia, Minn. based strategic sales company committed to enhancing its
clients performance by providing tools and processes for sales, management
and customer relations. Additionally, he owns a regional building
maintenance company that operates seasonally. Visit The Jostan Group at
www.Jostan-Group.com.
In addition to being a salesman and trainer for The Jostan Group, I own a
regional building maintenance company that improves the exterior look of
establishments. I run the business seasonally and, if you've experienced a
Minnesota winter, you understand why.
One of my clients is a national restaurant chain that has an image I love.
Its staff is very professional, hard working, friendly and well trained.
This is always the same regardless of location. I've generated significant
revenue from this chain by continually being honest and filling its precise
needs, nothing more. This pattern of integrity has turned a revenue drop
into a revenue stream.
On one occasion, only a week after the opening of a new location, I received
a call from the general manager who was ticked off due to an exterior awning
failure on his building. This wasn't a product I had installed and he asked
if I could survey the damage and give an estimate for repair. After
surveying the damage, he was floored with my recommendation. I told him that
I could indeed fix it for a reasonable investment that he'd happily approve
and I'd gladly accept. I continued, however, and told him that doing so
wouldn't be in his or the corporation's interest. I recommended a new design
and complete replacement that would be durable and not need frequent
repairs. He opted for the solution and it was applied to every location,
saving the company a ton of money over time.
Similarly, on another occasion, a location was slated for a complete remodel
to fix a problem. Contrary to what management believed and had been told by
other firms, I informed them that this was excessive and unnecessary. I told
them a basic redesign would correct the issue. Upon hearing this, I recall,
an executive within the company just shook his head, smiled, and said
happily, "You know, there's no other vendor who always tries to save us
money. You could have recommended the remodel and made a healthy profit, yet
you continue to act in our interest." Needless to write, I was firmly
entrenched as its repair firm of choice.
It's not my intent to boast about my accomplishments, as they've merely been
gifts from my clients. My point is to suggest that you begin moving from the
realm of sales person to consultant. Upon doing so, your focus and
obligation progresses from making a sale to providing your client with
exactly what he or she needs. It must become who you are rather than just
how you look in front of people because you have a trusted role. Clients are
exposing themselves as they share their challenges, and you must advise them
as best as possible.
World Class Sales Management:
"Recruiting and Retaining
Quality Salespeople in a Tight Market"
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Ron F. Burley, Jr. has more than 10 years experience in sales and sales
management and is currently National Sales Manager for Bellevue, Wash. based
Knowledge Anywhere, Inc., a provider of technology-based training systems
designed to increase essential workforce knowledge for a corporation's
employees. The company integrates traditional corporate training techniques
with its own online system called Quest, a customizable Web-based method of
measuring training effectiveness via modules administered on the Internet.
Additionally, it offers over 100 off-the-shelf courses. Visit them at
www.KnowledgeAnywhere.com.
1. What strategies did you use for recruiting good salespeople?
I have been a part of several successful selling organizations (Nordstrom,
CompUSA) in a position with direct responsibility for recruiting talent for
my sales team. The recruitment of top talent is one of the most (if not the
most) important aspect of a sales manager's responsibilities - surrounding
yourself with the best people is imperative. This challenge is no different
in a tight job market because, as a sales manager, you're always looking for
top talent. The strategy with which build a successful sales organization is
key. The sales manager must start with a clear and succinct plan of
execution - know where ground zero is first and then build from there.
Having a clear understanding of where one is currently, with regards to his
team, and then having the correct vision to build from that foundation, is
essential.
Don't rely on others (completely) to go out and secure your "tomorrow's"
talent. The sales manager must have an active role in the screening,
interviewing and placement of sales professionals in their organization - as
his or her success is measured by their ability to contribute.
We have seen several successful recruiting efforts/results performed by
utilizing internal job fairs (hiring/promoting from within) and external job
fairs (personally staffing the booth to talk to and screen potential
candidates). Additionally, some of my greatest recruiting success has
resulted from just being alert when I am out and about. There is great
talent all around you (shopping, banks, etc) which you'll find naturally if
your radar's on. Ensuring you have the right attitude, you clearly define
your goals and vision, and then you offer up and challenge the candidate
with your expectations of the position you are filling - it's a mutual
decision.
2 . How do you feel about recruiting competitors salespeople?
The last statement offers a smooth transition into this topic. First things
first - integrity and respect - for your competition is paramount. I have
realized that when you are engaged in providing a service oriented sales
environment, you'll be very successful and great talent will naturally be
attracted to you.
3. If a talent shortage makes recruiting more difficult, it's imperative to
keep your productive sales people. What proactive steps do you take to
retain them?
It is always imperative to provide a challenging and worthwhile environment
for your 'A' list sales team - taking your eye off the prize is a sign of a
weak manager. Communication is key - your sales force must clearly
understand the goals and vision of the major objectives. Timely sales
meetings as an entire team and also one on one attention is crucial. Once
you have set and paved the path -- following up with your organization is a
must. Positive performance management should be a daily situation --
coaching to fame, because retention is key.
Focus on the Professional -
"James Chitwood"
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James Chitwood is an enrollment manager at the Detroit campus of the
University of Phoenix, the nation's largest private university.
www.phoenix.edu
1. Briefly describe your background and company.
I've been with the University of Phoenix for nearly a year and a half and
have really enjoyed helping working professionals achieve their goals. Our
concentrated programs enable students to complete their education much
sooner than they could at traditional universities, allowing them to
simultaneously maintain their career and personal life. Specifically
designed for working professionals, our innovative format provides a
valuable, real-world education in the most convenient and efficient way
possible, either on campus or online.
Along with helping working professionals achieve their career goals, what I
like best about the university's programs is that it gives students real
world experience. We offer bachelors, masters and doctorate degrees and
require that the student be working in the actual field of their educational
discipline. Unlike most traditional universities, the University of Phoenix
offers a practical, rather than a theoretical education. Students can apply
what they've learned the very next day. We also require that all of our
instructors be working in their profession as well, so as to truly offer a
'real world' education.
2. Prior to attending, what intrigued you about the Track Selling System
workshop?
I had attended the program when I was much younger and the concepts always
remained in my mind. When I joined the University of Phoenix, I thought
about attending again. My decision wasn't rooted in a drastic attempt to
increase sales either, as I was averaging a closing rate of 70% in an
environment where anything above 55% was considered exceptional. I read
several testimonials written by workshop graduates and they were very
motivating. It was obvious I'd have a financial gain through increased
sales, upon completing the program. This however was secondary to the
primary reason that prompted me to attend.
My main impetus for enrolling was that nearly everyone wrote the same thing:
Track Selling simplified selling into a clear, easily understandable, step
by step process by which you could better serve your client. That's exactly
what I wanted: for my students to feel that they were 100% informed,
allowing them to make the best possible decision. Now, I'm not claiming that
the testimonials implied that Track Selling made selling effortless. It
doesn't. It requires you to be disciplined, continually learning and working
hard. However, it gives you the blueprint to sales success that can easily
be duplicated.
3. What were the most helpful aspects of the workshop?
Again, simplifying the entire selling process into core steps.
4. What have been the results?
It's been awesome seeing the step by step process work with my students. I
can't recall the number of times I've been told by students that this is the
most understood they've felt in making their decision. In terms of my
closing rate, it's increased from 70% to 90%. And an almost unbelievable
irony is that while my closing percentage has increased, my number of
appointments has decreased. By working smarter, and using the Track Selling
blueprint, I've achieved more success by focussing on the quality of
appointments rather than the quantity.
Book Review -
101 Stupid Things Salespeople Do To Sabotage Success
by Marc S. Loper
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Taking a break from the typically formal business books, in 101 Stupid
Things Salespeople Do To Sabotage Success, Marc Loper uses humor and a fun,
light-hearted style to effectively entertain and inform. He outlines 101 of
the most common 'stupid things' salespeople do and many of the precarious
situations they face. Each 'stupid thing' is easily remedied with a quick
tip helping you to improve your selling efforts.
Some criticize the book for being whimsical, or claim that the tips are
common sense. If everything were only a matter of common sense, however,
every salesperson would be at 100% of quota. Until that happens, this book
will be an enjoyable addition to your sales arsenal.
| Ask Roy
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Tess Knox of Hillsborough, Texas asks:
"I have a prospect who would really benefit from my product and she agrees. However, her department doesn't have the budget allocated. Do you have any suggestions which might help free up
funds from elsewhere?"
Roy's Answer:
"
Unfortunately, you're in a situation all too common to most
salespeople. Many products and services, and the underlying value they'll
provide, remain unsold for precisely this reason. Remember, a qualified
prospect must always meet three criteria: 1- the prospect must be the
decision maker; 2 - he or she must have a true need for your product or
service; and 3 - he or she must have the budget to act. If any one of these
is missing, he or she isn't a qualified prospect.
I suggest you back off and see if your prospect can find the budget on her
own. If you're too closely involved, others may think you're driving the
initiative, implying that you're acting in your own best interest. Remain in
touch regularly and ask if anything's changed. By doing so you may develop a
relationship with this person so that when funds do become available, you're
the only vendor he or she will consider.
"
| 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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