Track Selling Times: The Voice of the Sales Profession

Track Selling Times - July, 2001

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Track Selling Times
The Voice of the Sales Profession
Issue No.140
July 1, 2001
Published by Max Sacks International,
Home of 100% Guaranteed World Class Sales Training
Developers of the Track Selling System™.
"We Take the Mystery Out of Selling!"
Author/Editor: Roy Chitwood, President, MSI

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In This Issue:

Feature:

When a good client goes bad

by Roy E. Chitwood, CSP, CSE

Sections:

Integrity Pays:

Three key words can chart your future.

by Dave Gentry

World Class Sales Management:

"The importance of treating all salespeople as equals."
by Tony Passannante

Focus on the Professional:
"Brian M. Overstreet"

Book Review -
The Magic of Thinking Big
by David J. Schwartz, Ph.D.

Ask Roy: Ask Roy Chitwood
One reader asks, "During several conversations with a prospect, I've learned that one of my competitors has been making false statements and claims about my company. I don't want to get in a tit-for-tat, but I am having a hard time not refuting these claims. What's the best way to handle this situation positively and professionally?"

Survey - Reader Survey

Newsletter Archives

"When a good client goes bad
by Roy E. Chitwood, CSP, CSE

Undoubtedly, you've had a client who always returned your calls, was happy to see you anytime and regularly bought your product or service. This client was one of your company's biggest advocates and was happy to provide a positive recommendation on a moment's notice. However, one day when you called her, she didn't take your call. You tried again many times, and seemingly out of the blue, she still wouldn't take your calls. Your gravy train has run dry.

What do you do?

It's been my experience that a client doesn't just "go bad'. Just as winning over a client is a process, except in rare circumstances, so is losing a client. And when I refer to 'bad', I don't mean the person has become a bad or ruthless person. I'm referring to him no longer buying your product or service.

The possible reasons are many, including: a competitor has sold him on the superior functionality of their offering; his budget was cut; company management has mandated he buy from a partner company; he doesn't view your product or service as mission critical; he can no longer articulate how your product or service is superior to your competitors; he can't quantify the value her company is receiving from your offering.

Without exception, the most important time to combat this situation is well before it happens.

However, as we've all done, I'm sure you've been guilty on occasion of spending too long in a comfort zone for which you've paid dearly down the line. Perhaps you became a little too complacent with an account because you had made a strong personal friendship with your client, and therefore, quit selling your company as fully as possible at every opportunity.

Or maybe sales became so regular and predictable that you moved away from being a professional salesperson and trusted business counselor to a mere order taker, only contacting the customer for the renewal or reorder.

Regardless of the reasons, the shock was likely immense.

And rather than assigning blame, finger pointing, or embarrassing yourself by scrambling to get the business back, it's important to learn the single most important thing you can do to avoid this from happening again.

Don't let the simplicity of this technique fool you as many of the most well-intentioned salespeople fail to use it, yet it's power is unwavering.

The single most important thing you can do to help avoid the negative consequences of losing a client is to ask this simple question EVERY time you call on her: "Has anything changed?"
That's it.

Let me share an example of the power of this question. Several years ago, I was calling on a client in Los Angeles with whom I had built strong rapport. However, I had much difficulty securing a meeting with this executive, which was contrary to my past experiences. Finally, after numerous weeks of trying, I reached him on the phone and asked if we could just meet for coffee. He agreed, and when we met, I relayed the difficulty I had in contacting him which had me concerned. I told him this was out of character for him and then asked, "Has anything changed that's caused this?"

He went on to say that his company had just been sold and that he didn't want to disappoint me by having to tell me that all training was being postponed indefinitely. Plus, he had to fly to San Diego to inform his sales team of the sale and the elimination of several of their positions. This was a very stressful time for him, however I could empathize with him because I had previously gone through a similar experience. Yet had I focused solely on my desires, I would have been viewed as another in a line of vendors who only had self-serving interests during his turmoil and lost him as a client for good.

I'm happy to write that a year later, after everything had calmed, he contacted me again to conduct training and became an even more profitable client than before. As he acknowledged, this happened because I cared enough to ask, "Has anything changed?"

It's a quirk in a human nature that people become complacent with the status quo and begin taking hard fought victories for granted. In sales this is reflected in a salesperson spending far more time trying to win over a potential "gold mine" prospect rather than catering to, and continually selling, her "gold nugget" clients.

One of the greatest human needs is the need to feel valued and appreciated. Take a personal and professional interest in your prospects and sincerely ask them, "Has anything changed?" at every opportunity. Your concern and courtesy will not only alert you to the yellow flags that may turn red if left unnoticed, but will also separate you from the competition by reaffirming why he is choosing to do business with you and your company.

Integrity Pays:
"Three key words can chart your future"
by Dave Gentry

Dave Gentry is the president of The Gentry Group. Based in Irvine, Calif., Dave is a mentor, coach and confidante to executives of successful privately held companies who want to reach a balance in their professional and personal lives to become fulfilled. Prior to The Gentry Group, Dave worked with Dr. Stephen Covey, author of The Seven Habits of Highly Effective People, for ten years. He was one of the original five Covey Leadership Centers licensees who operated a personal development firm (even before this impacting book was published) prior to the Franklin-Covey merger. For more information, please call Dave at (949) 509-9304.

What I've discovered over the years in my dealings with people from all professions is that the longer we're around, the more I've realized that the essence of selling and what we do must be grounded in what we are. We must be "grounded in our being."

Prior to the Franklin-Covey merger, I spent ten years working closely with Dr. Covey. During this time, the three words that I learned that could have the most impact on a person's life were, "Be. Do. Have." That is, first, be who we are. Second, know what we want to do. And third, know what we want to have.

I believe that in sales there's a tendency to "have". The thinking goes, "My life will be wonderful when I have 50 accounts or if I get this next deal." This thinking isn't the most productive way to live life.

I've found that if you're really clear on what you're doing and what your niche is, the 'haves' will take care of themselves. I suggest that salespeople sit back and have more perspective, keeping clear on their integrity. As we get older, this broader perspective and talent for being able to see the bigger picture becomes easier.

As I look back on my career, it wasn't the deals I made that shaped who I am or determined my success. What I've come to realize is the more we genuinely care about being true to ourselves and listening to, and being involved in, the lives and businesses of our customers, that's the most important. That's what makes all the difference. Today I'm a mentor, coach, confidante, and friend to owners of closely held companies and this is really what I try to convey to them.

Sometimes we have to go back to the basics. For instance, the Track Selling System is really built upon who we are and how we relate to people. The system works if we're genuinely in touch with ourselves and with the needs of our clients.

Salespeople should focus on working with people rather than manipulating the clients for personal gain, because people desire four things.
First, a sense of purpose and meaning.
Second, a sense of control over what they're doing .
Third, meaningful relationships.
Fourth, a sense of community - being part of something bigger than themselves.

When salespeople aren't true to their clients, they aren't being true to themselves, and consequently, fall short on these four desires.

Dave can be contacted at dave@thegentrygroup.com.

World Class Sales Management:
The importance of treating all salespeople as equals
by Tony Passannante

Tony Passannante is the president of Market Improvement, a South Bend, Ind., sales and marketing training and development firm that works with small to medium size businesses. Tony has more than twenty years of sales and sales management experience with the predominance being in technical sales.

Let's face it, top producing, medium producing and low producing salespeople exist within all sales organizations, and I'm certain that you know at least one of each at your company. This being a given, many sales managers and executives believe that they should give more to, or make concessions for, the top producers.

For example, I've worked with many entrepreneurs who have changed the established company compensation plan for select individuals. The top salesperson may walk into the president's or sales manager's office and demand a raise. Rather than give this person a salary increase, they'll give him or her an extra percentage of the profits he or she earns over a specific amount. It's been my experience that, without exception, every company that has done this (treated people differently) has adversely impacted its culture.

I know it's natural to want to reward your top people and keep them happy. And this is fine, so long as you treat everyone the same. Because as important as that one individual is to your bottom line, I would argue that he or she is not as important as the company culture you've worked hard to create. And when select individuals begin receiving preferential treatment, you'll be on a slippery slope you may be unable to manage.

As an alternative, I suggest you consider less tangible ways to reward your people. Perhaps the reward becomes an incentive based trip or a "product of the month" contest that makes every salesperson eligible. Chances are, the top producer is going to win. However, by making the reward obtainable by all, it can help preserve your culture and help all of your people feel accountable, and counted.

Tony can be contacted at tonyp@skyburst.net.

Focus on the Professional -
"Brian M. Overstreet"

Brian M. Overstreet is co-founder and president of Direct Placement, a San Diego, Calif.-based investment bank for PIPE (Private Investments in Public Equities) financings. Prior to starting Direct Placement, Brian was the founder and managing director of Midori Capital Corporation a service provider to investors and public companies engaging in PIPE transactions. For more information, please visit www.directplacement.com.

What were the biggest challenges you and your people faced prior to attending the Track Selling System workshop and how did the training help you overcome these challenges?
Before attending the workshop, we all had strong business experience, but no formal sales training background. It seemed like our deals were hit and miss. We knew we were doing many things right as we secured many deals. However, actually having specific steps and a program to follow eliminated much of the guesswork.

Overall, what was your biggest learning experience?
Definitely having a set selling process. I can tell you that having the system in place has totally redirected our organization. We're now much more focused on the sales aspect of our business, having hired several new salespeople, and less focused on research and development.

What have been the results?
We are all very happy with the training. We've applied the information across the board for our financial data and investment banking sales. The basics of the Track Selling System sales approach combined with our system works well.

In fact, we just closed our first major transaction this year, an $18 million dollar deal, which is on the larger side of the deals we've ever closed. Plus, our sales pipeline has several other similar size deals within it. The Track Selling System, in combination with several other factors, has definitely aided in this success.

Brian can be reached at bmo@directplacement.com.

Book Review -
The Magic of Thinking Big
by David J. Schwartz, Ph.D.

Sometimes you just can't better an original. So this month I'm reviewing The Magic of Thinking Big by David J. Schwartz, Ph.D., one of the first personal success books in the modern economy. Dr. Schwartz was one of the earliest proactive thinkers and there isn't a success guru - from Covey to Robbins to Waitley that hasn't used one of his principles.

Schwartz teaches that what you have today, and more importantly, what you will have tomorrow, have been and will be determined by what and how you think, not by superior intellect, innate talents or excellent schooling. And Schwartz covers all of the proactive bases, including: Believe You Can Succeed and You Will, Cure Yourself of the Fear of Failure, Build Confidence and Destroy Fear, Think and Dream Creatively, You Are What You Think You Are, Make Your Attitudes Your Allies, Learn How to Think Positively, Turn Defeat into Victory, Use Goals to Help You Grow, and Think Like a Leader.

First written during the 1950's, the only caution I have is that you don't let some of the dated examples negatively impact your thinking. Although the times have changed, the principles remain the same. I suggest that, instead, you replace these examples with personal examples and see whether the point becomes more powerful.

As written on the back cover, "The Magic of Thinking Big ... will help you sell better, manage better, earn more money, and -- most important of all -- find greater happiness and peace of mind." It's a worthy addition to any professional self-improvement library.

Ask Roy

Bill Sokolowski of Los Angeles asks:

During several conversations with a prospect, I've learned that one of my competitors has been making false statements and claims about my company. I don't want to get in a tit-for-tat but I am having a hard time not refuting these claims. What's the best way to handle this situation positively and professionally?

Roy's Answer:

Secondly, throughout my years of selling and sales training, I've learned the less you say about your competition, the more you say, and vice versa. Instead of lowering yourself to the level of your competitor, take the high road. For example, quote a testimonial from a client that directly refutes the deficiencies your competitor identified. Bring it (the testimonial) up casually during conversation and don't reference it as a rebuttal to your competitor's claims. Let it stand on its own.

Furthermore, don't spend your time un-selling your competition. Spend your time focusing on the advantages and unique strengths your product or service has above and beyond your competition. Doing so will demonstrate your professionalism and positive approach to helping clients, and more times than not, the clients who value honesty and integrity will reward you with their business. "

Reader Survey

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:

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