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Why Are You Doing That That Way? – Sales eXecution 3120

By Tibor Shanto – tibor.shanto@sellbetter.ca 

There are times when we have to stop and make sure that our actions or words have not caused the pendulum to swing too far. Too much of anything can take away from or completely defeat what we are trying to achieve. And so it is with execution, one of my favourite words, and the core success factor in sales. Many who execute imperfectly have greater success than those who wait for the perfect moment and ways of doing something.

Nike was right when they said just do it! But you should do it for a reason and you should do it with purpose and in a deliberate way.

Acting for the sake of acting is not the goal, making busy work for appearance sake is just that, not effective selling. It reminds of a T-shirt I saw in Florida, it read, “Quick, look busy, Jesus is coming.” Breaking a sweat trying to look busy just because your VP is in town is not what we’re talking about. Acting deliberately means knowing why you would do something, and as importantly, why you shouldn’t do something just because you can.

Here are a couple of examples. One company which sells a fairly straightforward product, all over the phone. 65% of the sales are closed on the second call, another 20% on the third call, a further 10% on the fourth call, and the remaining close on fifth call or beyond. Very diligently this team would make multiple calls to prospects; six, seven, sometimes eight calls, all encouraged by senior management, we’ve all heard the various clichés that drive this kind of behavior. Rather than being encouraged to move on after the fourth call, they were challenged not to give up.

Another company, selling a more upscale consulting service, was slightly ahead, they had actually validated that their sale are routinely about 60 days, and on average happen in four meetings. What they were not good at is a) understanding if four was the right number of meetings; b) the critical milestones that have to be achieved in each meeting to achieve those milestones. When I interviewed their “best” rep, he agreed that the 60 day four meeting sale was correct; when I asked “What are you looking to do in your first meeting?” He replied “close the deal”. “OK, so why go back four times, why not just close the deal the first time, do they have great coffee?” He pointed out the obvious, there had to be certain things in place before the deal could be won. No doubt, but what were these things, what was the sequence that these things had to take place in, were there some that were pre-requisites to others, were some gateways, others roadblocks, etc. These things were not mapped out.

I guess it is more accurate to say that their buyers tend to buy after 60 days of meeting after having vetted the rep four times, because based on the above it did not sound that there was much selling going on, more like waiting for orders.

This is not as uncommon as you think; people have a general idea, but not specific steps and measures. Beyond revenue, the biggest cost to this half blind approach, is time, the non-renewable resource. Oddly enough when I ask why they don’t map things in greater detail, I am told it takes time. The very thing they are wasting in not knowing why they do it that way.

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Spare Change1

By Tibor Shanto – tibor.shanto@sellbetter.ca 

I was recently invited to sit in on a presentation by a world famous (in Toronto anyways) sales speaker. After the big intro by the host, building anticipation just to the right boil, the keynote started off with a profound statement. I know it was profound, because the speaker told us he was going to share some profound observations with us, in fact he started by saying “here is what you need to understand”, I’m ready; “things have changed”; oh goodie, some new insights coming at me now; “and what we have to live with moving forward is that change is constant”.

I sat there wondering, did Heraclitus, who died in 475 BC, get it backwards when he said ‘The Only Thing That Is Constant Is Change –‘or should he have stuck with his original premise ‘Nothing endures but change.’

I am always surprised by how people in and around sales react to change. Sales and change are synonymous, yet I continuously encounter people who seem bamboozled if not paralyzed by it, as though it was something new or unexpected. You can tell a lot about a seller by how they embrace or avoid change. For those who spend the majority of their time minding the base or taking order, change can seem risky and daunting, the last thing they want is for customers to change.

On the other hand, I find that outstanding sellers, those focused on growing their base, and expanding their presence in their existing accounts, embrace and evangelize change. The best sales people are harbingers of change, they not only continuously change the way they sell, but encourage change in their customers and prospects, because they understand that change is good for their customers, and as a result for themselves.

While he went on to tell the sales team that the velocity of change continues to increase, he offered little in the way of how to embrace and lead change. He reminded me of a helicopter, lots of noise, stirring up a lot of dust, but no sooner than it’s gone, things settle back to being the same as before.

The challenge is that many equate continuous change with continuous improvement. While it may be true that most improvement requires some degree of change, not all change leads directly to improvement. Change for the sake of change is not good either, some change their approach to sales as a means of hiding their inabilities, inability to improve, or their inability to commit to a plan, and then execute that plan.

Knowing that change is constant should actually be comforting to sales professionals. It provides an opportunity and a means to experiment and grow. I liken it to physical exercise, if you keep doing the same routines, you quickly plateau, and while you continue to work hard, the benefits continue to diminish. Introducing variety and new practices not only challenges your muscles, but your buyers as well, leading to improved results all around. As discussed here in the past, you can’t expect your buyers to change when you are not willing to.

Look for ways to add to your selling approach, building sales muscle, avoid the temptation to choose one approach over the other, instead look for ways you can blend and combine the best of many schools. Just when you think you have it down, start again by asking how you can view where you are as a starting point rather than a destination.

The profound thing is not that change is constant, we’ve know that for 2000 years if not more. If you are looking to be profound, be the change. Buyers are used to the same old same old, their world is changing as fast as yours, if you can lead that process rather than follow or be run over by it, you’ll bring value to both you and the customers.

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What Other Metric Counts? – Sales eXecution 3100

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Metrics 2

A recurring and ongoing discussion is sales revolves around the role of numbers in sales. You have the soft, relationship, Quality crown chanting their sacred mantra: “Sales Is Not Numbers Game!” “Quality over Quantity” or is it “Quality über alles”. So it came as some surprise when I was talking to a Ms. Not Numbers Game, and she started talking about the role and importance of metrics is sales success. OK, what are metrics? Further, she started talking about an HBR piece called “The Twelve Sales Metrics that Matter Most”.

Read the piece but the 12 boil down to:
1. Percent of Organization Achieving Quota
2. Quota Attainment Average
3. Average Annual Quota for Field Salesperson
4. Average Annual Quota for Inside Salesperson
5. Average Annual On Target Earnings
6. Average New Deal Size
7. Sales Cycle Length
8. Vertical Sales Adoption
9. SMB Specialization
10. Field Sales Revenue Trends
11. Inside Sales Roles
12. Sales Preparedness

Looks like most revolve around numbers.

The other thing that most of the above have in common are the fact that they are mid-cycle or lagging indicators. This does not make them inferior or useless, it is just that they are no things that will help change the outcome of the current cycle, if changes are not made they may not change the matric after the next sale.

I guess I struck a nerve when I said that I think the most important metric are those based on activity. Before I can explain, Ms. Not Numbers Game, came undone. “That’s just so old school, do a hundred calls, talk to 10, and get one sales, it doesn’t work like that today Tibor”. That wasn’t my point, but if you look at most of the metrics on the list above, ONE of the KEY elements to improving them, is changing both the quality and quantity of activity.

While I am not a fan of 100-10-1 number, I do believe that one should know the numbers it takes to get to quota (which BTW is a number). If you have $100,000 monthly quota, and the average deal is $25,000, you’re going to need 4 sales a month. Now you could put a plan into effect that will allow you to increase the average deal size to $30K – $35K, and that would involve a change in activity and execution. How many proposals will you need to present to get those 4 deals? How many prospects will have to go through the discovery process to generate sufficient proposals? How many prospect will you need to engage in order to have enough go through to discovery? How many people will you need to prospect in order to engage with enough? All these are leading indicators, all based on activities, all open to improved quality to positively change the quantity required.

From an organization perspective, the HBR list is fine, but from a front line perspective, the metrics that count are all activity related, as all activity is related to working with buyers. Without that none of the other dials will move much, but focus on activity related metrics, and you can move the dial to reduce quantity and improve quality.

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Experiment and Extend0

By Tibor Shanto – tibor.shanto@sellbetter.ca 


Every human being has an X chromosome, and in sales people that X will stand for one of two characteristics. In some it denotes those spend their time and energy making excuses as to why they are not succeeding. In others it is all about how they execute and drive their own success and by extension the success of their customers. But in truly exceptional sellers, the mythical 20 in the 80/20 rule, the X goes deeper, it drive them to experiment and as a result, continuously extend their skills and successes.

Sounds simple, yet difficult for many sales people, and sales organisations. And this is definitely an instance where you have to go past the “messaging”, and explore the action.

While it is easy to look at the front line and find fault, but the ground work, expectations, culture and accountability is the date main of the executive, both sales leadership and other leaders accountable for the success of the company. Often the lack of experimentation is a result of the leader’s inability to distinguish between focus and limits. One can focus on outcomes for buyers without limiting execution, especially when winning deals is about helping buyers achieve objectives, not product differentiation.

Leaders need to lead from the front, not from behind a desk, and this means leading by example. If you as a leader are not will to continuously expand the bounds of you sales and sales approach, how can you expect your people to. Forget all the flowery communications, the old adage of so as I do, not as I say do looms large here. If your activities show as unwilling to grow and expand, then how can you expect your team to?

Change is key to sales success. Front line sales people are trying to get buyers to change, change the way the see things, the way they do things, the things they are willing to do. As I have mentioned in the past, one of the biggest barriers to this is the seller’s own propensity to change. Why would a customer make a change with you when your actions reinforce the fact that you yourself are closed to change. The way you sell informs a buyer reaction and response to you. If you sell the way the hundreds of others who have tried to, and failed to sell to that buyer, why would they change with you when you don’t represent change. But if the example they see from their leaders is resistance to change, how are they supposed to change, and on it goes from there.

One way is to establish and ,maintain a dynamic, continuously evolving process. This will not only allow leaders to demonstrate change, but drive it through every level of the organization. Central to this is a deal review process, we use one called the 360 Degree Deal Review. This allows organizations to identify and capture movements in the market, and respond accordingly. Front line can expand according to findings, sales and marketing leadership can support that change by introducing initiatives that support the front line, and at same time make the organization as a whole responsive to the market and clients.

New tools can also be introduced, or at a minimum, existing tools can find new life and utility for the front line reps and ROI for the organization. For example, clients who were challenged in getting adoption of CRM, found this approach as a good carrot. Front line sellers see a direct link to their success and commissions. Front line managers become more efficient coaches, driving benefits both up-stream and downstream. The executive finally get the visibility on aspects of the business and trends they need to have to meet their objectives.

Another area where leaders can experiment and expand in in their hiring approach. Looking for reps who are capable, yet different than their current crew. Hiring lookalikes, or people we like just perpetuates things and again confirms the lack of change, if not stagnation. In one example I was involved with, a VP had a habit of hiring only those with “industry experience”, meaning they knew the product, but sold no differently than his current team. After some convincing and arm twisting, he went out hired someone from a very different industry, different style, and a track record of exceeding quota. The goal was to be disruptive and shake things up from within, creating a nervous energy that one can never get from threats or heavy handed approaches. Result was that many of the habits rubbed off on others, managers actively encouraged others to follow suit, we built coaching plans to help willing reps change and grow. There were those who did not like the experiment, and are now working elsewhere, they were replace by others with varied backgrounds and styles, and the culture and success has continued to expand.

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Changing the Odds In Your Prospecting0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

poker card player gambling casino chips selective focus

How much of a premium would you pay to bet on a sporting event where the odds favoured your team over the other by 6000 to 100? A no-brainer right, in fact too good to be real, right? Let’s look at it a bit differently, how would you like to be up against a professional opponent favoured by similar odds, an opponent who practices every day, honing their skills and techniques, improving their game day in and day out, while you only occasionally dabble in the sport?

I am guessing most of you are saying no to those odds, and would probably pass on getting in the ring with that level of mismatch. But I see sales people do this very thing on a regular basis, but instead of a five dollar bet, what is on the line is their income.

Sales people get into to the ring every day, unprepared and underestimating their opponent’s skills, abilities and level of preparedness. What I am talking about specifically is prospecting, especially for buyers in the deep sea of Status Quo. We are not talking about buyers who are actively looking, visiting your website, or buyers who were referred to you because they called their friend in a hurry looking for the exact thing you sell. No the buyers I am talking about did not expect your call or e-mail, these buyers would swear up and down that they don’t Need whatever value you are proposing. This is not to say that they would not derive value from what you offer, but left to their own devices, when you phone, what you are selling, or what you are proposing, is not on their radar.

Further, they are trained professionals at shutting down people who call them in the middle of their work day and ramble on about something that does not align with their perceived priorities.

I ask sales teams I work with: “how many unsolicited sales calls do you think your average target gets on a daily basis? Stop and ask yourself that; think of what you sell, think of all the things that individual buys that you don’t sell, how many calls do they get?” I get a wide range of answers, from five a day to 20 per day. Let’s take the lower end, five unsolicited sales call per day; 25 per week; assuming they work 48 weeks a year, that’s 1,200 calls per year. Now let’s bring some more reality to the scenario, say they have been on the job for five years, that’s 6,000 calls! Take that in a minute.

That’s a lot of practice in tuning out the beige and bland! How many times in those 6,000 calls do you figure they have heard empty words like:

  • Solution
  • Reliable
  • Productivity
  • Efficiencies
  • Customer centric
  • Improved work-flow
  • Dependable
  • Blah Blah Blah

After a time it all sounds like the teacher in the Peanuts cartoon, wha whawha, whawha wha wha.

How practiced are they in blowing you off and getting back to work? Infinitely more than the average seller. They have it down, so down they can do it without thinking or “being in the call”. When they give their initial objection, they don’t even think about what they are saying, they just deliver the fatal blow:

Seller: Increase productivity blah blah, work-flow.
Buyer: Thanks, but we’re all set
Seller: Well perhaps I can send you information in case you ever need a back-up, I can call you back in a few months (putz).
Buyer: Sure you do that, thanks! (back to work)

Knock out!

This why sales people hate telephone prospecting, high rate of rejection, low rate of success.

Does it have to be that way? Absolutely not!

Why is it that way? Because sales reps are nowhere nearly as prepared as the person at the other end of the phone.

Yet one of the hardest things is to get sales to practice and prepare. Rather than practicing, developing skills and a proper game plan, working on avoiding sounding like all the other voices, they do the same thing over and over again. What was it Einstein said about this type of behaviour?

Attracting Status Quo buyers is not that difficult, you just need to change a few small things, and practice. And I don’t mean on unsuspecting buyers, but before you pick up the phone or fire off that e-mail.

Start by changing the your goal for the call, your goal is not to impress them, not to have a conversation and develop rapport or trust; your goal is to get engagement in the form of an appointment, live, web or telephone, where the buyer has agreed to engage in a business conversation. Singular measure of success, engagement!

Change the narrative from needs or you and your company, not what you do, and how you do it, frankly no one cares, no really. Tell them what they will get out of it, speak to specific impacts and outcomes others in similar situations realized; not in feature benefit speak, they’re hip to that, but in business terms they speak every day. What will they tell their boss changed after you? This takes focus and practice, if you are going to wing it like most of the 6000 have done, if you are going to spew you value prop hoping it will impress them, forget it, you’ll just be 8001, they’ll go back to work, and you?

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SMB Acuity – Toronto June 17 (@SMBAcuity)0


I am participating in what promises to be one of this years most engaging B2B Marketing and Networking events. As a presenter, I have been given a special discount code that I’d like to share with you.


SMB Interactive Panel Session
You don’t want to miss!
The needs of small and medium size businesses (SMB’s) are often different based on the stage of their business growth. Hear directly from small business owners based on the number of years they have been in business, size of business and from different types of businesses (start-up, technology, service-based, retail and more).

Prepare your questions for this interactive discussion and learn their challenges and opportunities in engaging suppliers, how they buy, which brands they buy from and how they choose their brands.

Plus, gain valuable actionable insights and best practices on ROI and engagement to increase the success of your next B2B marketing and sales campaigns.

What is SMB Acuity?
Bringing you together with a group of your peers, as well as leaders in business-to-business marketing and engagement, SMB Acuity is designed to share actionable insights, proprietary research and best practices around engaging Small and Medium Sized Businesses. There will be some great opportunities to network with leaders in and outside of your industry. Get the inside scoop on SMB’s in Canada – June 17th in Toronto.

As a reader of the Pipeline, we are offering you a special offer, use code SMB100 when you register, and get $100 off the normal price; register now for this special event!

Details and reg

Training vs. Improving – Sales eXecution 2981

By Tibor Shanto – tibor.shanto@sellbetter.ca 


People often confuse training for a bunch of things that may or may not need to be present to achieve what they really want to achieve which is usually, change, and more specifically a change for the better, improvement. But improving, especially in sales, take a whole lot more than just training, and certainly more time than most people consider when it comes to training.

Training is an easy check mark on the KPI card, but improvement requires, planning, effort, and patience. All too many leaders “just train”, and often simply train their sales people to do the same thing, some times better, sometimes not, but “we trained them”. Sort of like an annual tune up on your car.

Training is part of the process, but it starts with planning. What are trying to change, and more importantly to what end. There are some who will do assessments, but then fail to set specific targets or outcomes for the training. “As a result of the assessment and interviews with Trainer X, the goal for this program is to increase pipeline value by X%; or to improve the conversion rates from stage X to stage Y of the process; or to reduce the sales cycle from an average X weeks to, X minus weeks” Or any other objective. To achieve improvement, you not only need to set goals, but benchmarks so you can measure progress, and metrics so you can manage progress.

Speaking of manage, why bother training the front line if you don’t train the managers. Or let’s be more accurate, train those leading your front line to really lead. But training is not enough, as Steve Rosen always reminds me, coaching and leadership is an ongoing process, as is development and lasting improvement for the front line.

As with any other improvement process your company takes on, it need to be planned, “sold” to participants, delivered, and then driven, not just left to “happen”. Sounds simple, I’ll bet a bunch of you reading this are saying, “Of course, why is this guy stating the obvious?” Sure, it’s obvious, but think back to your last training, sales or otherwise.

Unless it is an iterative process with specific goals, it is just a feel good KPI exercise. And don’t be fooled by assessments that capture your unfounded subjective observation that will seem to improve if for no other reason than the fact that you paid attention to it, ticked off on your list, and feel good about the fact that you rep is “now also responding”. The only thing that changes is the reps ability to give the right answer the second time around. Objective measures that lead to improvement, feeling better is not improvement.

There is an old joke in the training business, ask a leader “if you had a 14 year old daughter, would you rather she had sexual education at school, or sexual training.” And everyone feels good about choosing education over training. Go for improvement, the means is secondary.

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3 Strikes Not Out – Sales eXecution 2971

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Baseball biz 2

One of the downsides of today’s technology driven “always connected” world, is the expectation of instant response or gratification. I watch teenagers suffer great angst and sweat profusely when one of their text or messages is not returned instantly. I see a version of this in sales, specifically prospecting, the lack of patience causing people to abandon perfectly good leads may too soon. This not only leads to a voracious appetite for leads, but creates a number of bad habits and lost deals.

There seems to be a “3 Strikes and Out” approach to prospecting or engaging with potential buyers. But this is not baseball or the criminal justice system, where you can in fact be beat after three strikes, in prospecting and sales, this is certainly not the case. It is interesting that in this particular area, how many millennials have much in common with the characters from Glengarry Glen Ross, “Can I have me those Inbound Leads”.

In sales and prospecting the third try is often be just the starting point, and contact or success can often come much later. If we want to stick to the whole baseball theme, the game is nine innings if not more.

When prospecting, you can expect to make eight or more attempts before a given prospect may respond. Remember, business people today are usually trying to pack 16 hours into a ten hour day, meaning they are behind the eight ball from the moment they are brushing their teeth. Breaking through that not only takes creativity and solid value, but patience and persistence; a much greater level than some sales people are willing to give, and managers may tolerate. Which is too bad, because there is a lot of truth to the notion of last man or woman standing.

The key is having a plan, a system, and the wherewithal to execute. Doing it right does not mean doing the same thing eight or more times, idea is to engage not repel. First you need to pick the tools of the trade. Often one of the challenges is that we are just not getting through, I like the phone, the prospect responds to e-mail, if I don’t identify their mode of communication, the best messaging will be lost. Important to remember that not everyone is like us (thank god), so we need to make sure we that we are covering the spectrum.

Given the times we are selling in, you have to think:

Bottom line is you have choices to make, which means planning. You need to have a Pursuit Cadence planned, and implemented into your CRM. If you think you can do it from memory you are wrong. You need to plan it out and systemize it, much like marketing automation, this needs to happen regardless of your mood or workload. Below is one an example, you can learn more here.

One last consideration, leads and prospects are recyclable, how many times have you sold to someone you first prospected four years ago, missed, tried again, and then finally connected and went through the cycle, and now have a happy customer. Remember, sales is about execution, execution of a plan. Done right, it is very much a game of 3 strikes, not out.

Tibor Shanto     

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Challenge The Premise – Not The Individual2

By Tibor Shanto – tibor.shanto@sellbetter.ca 


Sales is all about the execution, and execution, or at least good execution, is a result of proper planning, ignore or short cut any part of that, and you will have to work harder, or miss winnable opportunities. While there are many factors contributing to the outcome of any sale, there are two that are always present, and have to be dealt with.

First, the state of the buyer, are they actively looking, passively looking, (know they will need to make a purchase decision, but feel they have the “luxury” of deferring that decision for some time, usually past your current quota); and the largest group who are in the state of being completely removed from the market, and oblivious to the usual “sales pitch”.

The second, and more important factor, is the degree that you can get them to think and take on your point view.

There are many paths to bringing and unpacking these elements into every sale, and anyone of these will work at some point based on the convergence of different factors that align at that given moment, or sales cycle. The question is how to do it consistently and repeatedly in differing and varying circumstances, and different buyers we face during the fiscal year. The reason why many sellers have up and down performance, is that rather than their evolving their execution to meet changing times and objectives of buyers, their approach “occasionally” intersects rather than aligns with the buyer. When the two overlap, great, when not, slump. The goal then is to take proactive steps to ensure that both of the above factors are balanced and aligned.

The balance is knowing how we impact and alter the buyer’s preconceptions, in a way that does not put them on the defensive. While this may not be as big a challenge with buyers who are actively in the market, it is a real show stopper that large block of potential buyers who are removed in from the market, and have no intention of changing that when you first approach them.

The first thing that needs to happen, before you even think of or target a buyer, has to do with you and how you view your role in the buyer’s reality and success. First and foremost you need to be a Subject Matter Expert (SME). That does not mean being smarter than the buyer and constantly demonstrating that, it means having a deep understanding of how what you sell has impacted and delivered value to multiple buyers. Any given buyer may know more about their company and how they use offerings like yours in their specific environment. But successful sales professionals deal with hundreds, some thousands of buyers using their offering in a multitude of ways. Not only that, but they have witnessed and delivered a range of outcomes, some good, others we don’t need to talk about. But as a result, a good sales person, is, a conduit to not only best practices, but practices, which while popular, consistently lead to disastrous results. Part of our job is to point that out to buyers when they are thinking of embarking on the wrong path, in a way that serves the buyer. Meaning challenging their premise, not the individual buyers. The difference is in the execution.

Being an SME, is more than just knowledge, product or market. You need to become an expert on translating that to your buyer’s objectives. Again, challenging their premise in a way that allows them to leave the comfort of their “box”, their selected path. Some buyers will have a clear vision, but are open to have input on how to achieve those objectives and realize the benefits that outcome brings. This requires you employ an interview routine that goes to the root of the issue and build out from there, instead of starting with the solution, and building to it.

First is understanding their objectives, then understanding what stands what stands between them, and their ability to achieve them. That’s the start, next is getting them emotionally engaged. How hard can that be you ask, after all, these are their objectives? Remember, often they have tried several things in the past, and may be reluctant to try again, without that emotional involvement, you may not be able to get them to question their own premise and commit to an alternate path. This takes not only knowing and understanding common objectives, based on role, industry, geography and a range of other inputs. Things which become apparent when you review all opportunities and outcomes that go into your funnel, not just wins. Then understanding how to conduct an interview in a way that challenges the buyer to open up not to clam up.

Knowing many of my clients are looking to have more and better, or better and more, (we need to appease the quality over quantity aristocrats who don’t see room for both). But trying to sell them a prospecting program without context can often fail, or take a long time. So how do we get them to open up and ask for program?

Rep: I am curious Henry, how much of your current revenue comes from Existing clients vs. New clients?
Prospect: About 88% Existing, 12% New.
Rep: So Henry, if I looked at your 2015 plan, what did you have there as your goal?
Prospect: Oh, I had planned 80% existing, 20% new

With two, simple but planned questions, based on subject expertise, the prospect self-identified a gap between their stated objective, and where they are now, The Gap. But this, as stated above is the start, now we need to get them emotionally engaged.

Rep: What do you attribute that to?
Prospect: Too much time with their base
Call reluctance
Dependency on marketing
Don’t deal/manage objections well
Rep: If you were at plan, what would be different?
Prospect: Bigger market share
Reduced cost per sale
Increase in higher margin services related revenues
Over all margins improved
Rep: What’s the downside if you continue to miss?
What’s the cost of not acting?
At your objective, what would be the potential return?

And so forth. Done right, prospects often follow this line of interviewing by asking “is that something you can help with?” Which is when the sale really begins.

This can be applied to any line of business, because it is all about the buyer, their objectives, and results. Getting them there is the effort. An effort that is focused on challenging the buyer’s premise and current beliefs, not them directly.

Tibor Shanto     

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Two Shades of Sales #podcast0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Radio Renbor the pipe

One good thing about the end of winter and the coming of spring, is that time seems to go by faster when it is a little warmer and brighter.  I say that because it seems like only yesterday that I was sharing my monthly segment with Michele Price and BREAKTHROUGH radio.  Last week Michele and I tried to unclutter some of the discussion around the various forms of  selling, and bring it down to two clear categories, good selling and bad selling.

Have a listen and then have your say, do you agree or did we miss the point?

Check Out Marketing Podcasts at Blog Talk Radio with Breakthroughbusiness on BlogTalkRadio
May 15 Dorg
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