Ask A Sales Leader: Perspectives from the Front

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Our new feature article, “Ask a Sales Leader” is designed to provide perspectives from the Sales Leaders that we have worked with and how they have used sales processes to win more business. We asked four questions below to capture this insight. In this edition, we feature Kevin Leak. Kevin is a two time customer of FSS, a 30+ year veteran in the Life Sciences/Pharmaceutical market and has lead teams in Sales, Product Management and Marketing capacities. To learn more above Kevin’s success click here.

1. Describe how your customer facing teams use your organization’s sales process.

They work together during opportunity development by asking a series of questions and listening to the customer, in order to identify and fully understand the root causes of the customer’s problem. In conjunction with Sales, the Product Engineering team has a check list of ways we could resolve the customer’s problem and deliver value through the four drivers of Speed, Cost, Quality and Innovation. Can our solution perform faster, thereby improving the customer’s efficiency? Can our solution help the customer lower their total costs? Can our solution help the customer improve the quality of their products and processes? How can our solution deliver innovation that creates a competitive advantage?

2. What is your Management’s approach to coaching sales reps?

The two key areas of coaching that we focus on are (1) opportunity development and (2) listening skills. Opportunity development coaching is the process we follow for identifying the critical factors that are required in refining an initially vague and undefined opportunity into a very specific and well defined opportunity that lists the decision makers, the timing, the value and the likelihood that we will be selected. Listening skills coaching is the process we follow for identifying, in the pre-call planning, the list of questions the sale rep should be asking, improving their ability to weave those important questions into the conversation with the customer and their ability during the post-call report (Meeting Summary) to show progress in our understanding of the customer’s situation.

3. How do you reinforce sales skill development for sales reps?

Repetition is the key. They must buy-in to our sales process that is repeatable and reproducible. The analogy I use to describe “repeatable” is that our sales process is a play book and everyone on our team has agreed that these are our plays, knows how to execute the plays and when we call those plays, everyone knows their role so that we professionally execute those plays. The analogy I use to describe reproducible is that our team plays at many venues (our different customers) with varied situational challenges (such as different competitors) and we sometimes need to bring in customized resources. When we execute our “plays”, based on the consistent use of our sales process, we successfully generate the consistent sales, margins and long term customer relationships that we are playing for.

4. What advice would you give to other sales leaders?

Break the “check the box” trap that many experienced sales reps fall into. Sales reps have their list of customers that they like and who like them in return. If the sales rep could, they would spend all of their time calling upon those “nice customers” and “check the box” each week when completing their sales call report. But frequently, they are not learning anything new that identifies new business opportunities or new influencers and decision makers, competitive threats or changes the customer is undergoing that could effect, for better or worse, our sales revenue with that customer. Challenge your sales reps to call upon the tough customers and learn something new about those customers.

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Improve Sales Forecasting Accuracy: Confirm the Customer’s Opinion During Opportunity Development

We have worked with over seventy individuals in a Sales Kickoff Workshop that took place in Australia and New Jersey. There were many bright stars within these groups, meaning the top 10 % that simply gets things done. But for as long as we have been doing this (over ten years), it never ceases to amaze me when sales people, some very experienced, do not clearly communicate with their prospect about what comes next in developing an opportunity.  These same salespeople will be asked to forecast the likelihood of success in converting this piece of business from an opportunity into revenue at some time in the next 3-12 months, yet many don’t know what is coming next.

The cult-like sales movie Glen Garry Glen Ross cites the acronym “ABC” when it comes to sales, or “Always be Closing”. Well, this tired old tactic simply won’t work in today’s buyer-driven world. Instead, we embrace a concept, and practice this with our customers, that includes a related approach to “ABC”, or Always Be Confirming. For those of you who do this every time, we offer a round of applause. For those who skip it, or only do this when it feels comfortable, read on.

At each step of the customized sales process that we build with our customers, there is an action that the seller must take to qualify that the person they met with sees value in the conversation they just conducted, and agrees to proceed to the next step. This can be a formal document, or a simple follow-up email to identify clear next steps. In either scenario, we are asking the customer (or prospect) if we have a mutually agreed upon understanding of where this opportunity may go, and how they will work together to get there. This includes a situation when the two parties do not agree, and decide to stop. In our program, a “no” is okay, especially when it comes sooner as opposed to later in opportunity development.

The one confirmation of progress that all sellers will document is when they win. This is validated with a signature, check, or purchase order. But what about the 4-5 steps that come before, especially when it comes time to commit serious resources to winning the business? This generally plays out in the form of a demo, presentation, proposal or reference account to validate your ability to perform. Are your sales people making certain that when they provide that information, they will get an answer? Or is it left in that limbo zone of getting back with you when they’ve made a final decision.

By proactively managing the sales process, you can organize how the opportunity develops, and let your customer/prospect know that you will be asking for confirmation at certain intervals to confirm progress. Without doing so, many sellers are flying blind and can’t tell how well they’re progressing until very late in the game, which makes for messy forecasting and poor execution. To avoid this, make sure your team is trained on opportunity development and knows how to track progress from the very beginning of the customer engagement.

 

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7 Common Sales Myths to Avoid

 

sales_mythHere’s a summary of common beliefs salespeople have that will do them more harm than good.

1. I need to educate my prospect; presentation skills are my most effective tool.  Premature presentations are the biggest challenge salespeople face today.  Let’s face it, no one ever lost a sale by listening too much.  When you’re educating, you’re talking.  When you’re talking it’s difficult to understand your prospect’s challenges and he will realize that and conclude that you bring little value to the relationship.  Your job is to qualify your prospect and investigative skills are your most effective tool.

2. Everyone needs what I sell; hearing “no” is a failure.  If you feel that “no” is a failure, you’ll resist it at all costs, creating a pressure filled atmosphere that will turn a skeptical prospect into a defensive prospect who’s main objective is to get rid of you.  If you believe that everybody needs what you sell, it’s difficult to be objective.  The buyer will conclude that your self-interest is greater than your desire to help.  A more productive belief is that not everyone is a prospect for what I sell and “no” is not a failure as long as I’ve qualified the opportunity adequately.

3. When the prospect says, “I need to think it over,” there’s still a chance.  Many “think it over’s” are just slow “no’s” with a free torture treatment. Prospects rarely say “no” to salespeople even when they have little or no intention to buy.  They believe that it is polite not to hurt the salesperson’s feelings or they want to avoid the pressure that they feel the salesperson will apply when rejected.  Sometimes prospects won’t say “no” simply so they can bring the salesperson back to pick their brains for more information.  Instead, you’ll be put in the chase mode, making a long sales cycle even longer.  You should be skeptical (not reassured) when your prospect tells you that he needs to “think it over.”

 4. My features and benefits differentiate me from my competitors; they give me an advantage.  Face it, most salespeople show up with the same tired old platitudes (‘we have the best quality in the industry, our service is outstanding and our prices are very competitive”).  It’s called “fluff.”  If you rely on features and benefits, you’re probably going to sound just like everybody else, and your prospect may conclude that what you sell is just a commodity.  When you’re perceived as a commodity, price becomes the most important buying criteria.  Bad news for you.

5. My job is to convince my prospect that he would benefit from purchasing from me; I need to be a good closer.  This is an antiquated belief and bound to lead to resistance. Following this belief will encourage you to put pressure on the prospect to buy.  People resist pressure in a relationship sale; it’s just human nature.   The prospect’s job to convince you that he has a problem, the budget and the decision-making ability to fix it and needs your help.  Try this attitude on your next sales interview and see how it will change your approach.

6. Financial considerations are the most important factor in determining who gets the business.  This belief puts the emphasis on price and that’s not what you want.  Price is very seldom the real issue in a complex sale. Conviction that you can help them solve their problem and get a return on their investment is the bottom line.  If you can help them increase their business or save them money, your price is relative to their gain.

7. If my prospects like me, they will buy from me.  Trust and rapport are important but the real issue is whether or not the prospect thinks you can solve their problem. If they do, you’re likely to get the business.

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How to Get Sales Operations Right in 2015

 

sales_opsIndustry experts are talking about Sales Operations. Kellogg’s School of Management Professor Emeritus, Andris A. Zoltners, says “sales operations or ‘sales ops’ has become widely accepted as essential for effective sales management.” Seattle-based agency Heinz Marketing says “Sales operations may very well be THE most important and unsung hero for sales teams.”

Why has sales ops become so critical in the eyes of so many?

Much of it lies in the growing importance of technology enablement. Sales teams today rely on many types of technology solutions to provide data analytics, mobile capabilities and lead management. Sales ops professionals are charged with spearheading and supporting these types of initiatives.

But that’s not where their responsibilities stop. They are still burdened with traditional operational tasks like reporting, contract support, and administrative functions. Their job description has become so varied that Zoltners astutely poses the question, “Can one person really handle all this?”

The obvious answer is no. So what to do? Sales ops managers must hire and develop a team of people with both varied and specialized skill sets. The jobs they do as well as their ultimate career paths will be fundamentally different. Managers should also look to outsourced resources to fill in missing competencies.

Ultimately, the key to keeping this diversely talented group in sync is leadership. Scott Shimamoto, Principals at ZS Associates, says, “The best sales ops teams have a clearly articulated mission statement.” Sales operations leaders must create a clear road map for success.

What should be included in that road map? For a great overview, we recommend Selling Power Magazine’s recent article, “Understanding the Role of Sales Operations“.

 

 

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Creating and Connecting the Dots with Brian Tracy

 

20141215_133131-1_resized_1On my way to have lunch with Brian Tracy, I took a moment to consider the conversation that would unfold. On one hand, I was about to sit down with one of the best known speaker-author-entrepreneurs in the world when it comes to optimizing human and organizational performance and results. On the other hand, it was also just a chance to sit down with a neighbor and friend whom I have known for over seven years.

Perspective

In the slim chance that you don’t know who Brian is, hit this link to learn more: http://www.briantracy.com/about. In short, Brian has worked in 80 countries and delivered his programs to over 5,000,000 million people in a 45 year career. He has authored 65 books that have been translated into many languages.

It was refreshing to hear Brian say that when it comes to sales, customer and buyer behavior is the same 80% of the time anywhere that he has worked or traveled. What is different, is the 20% of the equation that is attributed to cultural adaptation, languages and localization as buyers reflect the nuances of the areas in which they live.

Creating and Connecting the Dots

In our conversation, Brian referenced the speech that Steve Jobs delivered at the Stanford Commencement in 2005, saying that the key to success in business or in life is connecting the dots. The dots are the true opportunities that you pursue in your life, sometimes those that are off the beaten path of what “success” looks like. But before you connect the dots, you must be continually creating dots.

In that capacity, Brian is currently focused on a strategic planning program for organizations and individuals that he calls Idealization. This program takes into consideration all of the critical components that organizations and individuals must balance to account for family, careers, health and finances.

He is also working with business leaders throughout the world on Business Model Innovation, and has developed a nine-step process on how to stay ahead in business. The speed at which new technology is being introduced, coupled with the rapid globalization of commerce, both contribute to the demise of business models more quickly than ever before. To stay ahead, business leaders must innovate and Brian is addressing this need with his services.

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On the Road Again – Ringing in the New Year

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John is back in the new year with his first “On the Road Again” video of 2015. Here he is, literally on the road in his hometown of San Diego, CA, talking to us about what we have to look forward to in this month’s Flannery Sales Systems newsletter. Features include an interview with Brian Tracy, one of the world’s leading experts on personal and organizational performance and results, as well as an article on the growing importance of Sales Operations as sellers increase their reliance on technology to interact with today’s more sophisticated buyers.

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Meet Up with John in Australia

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I will be in Sydney, Australia next week as part of a global rollout out of the sales process implementation plan for one of our customers. If you are in or around the city or near Bondi and Manly beaches, come meet for coffee or a meal. We can discuss your priorities for 2015, and share ideas on what we see as critical for a fast start to the new year.

Email me if interested at john@drive-revenue.com. Good on ya!

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Flannery Sales Systems in Barcelona

 

ET_header_567x140Happy 2015! This year, John Flannery has been invited to lead a workshop as part of European Language Industry Association’s (ELIA) Expert Training event in Barcelona, Spain.

We hope you consider joining John for this exciting learning opportunity. The event will focus on business-critical topics such as sales, creativity and conflict management.

John’s workshop is entitled “How to Win Business from New and Existing Customers”, and in it, he will work with attendees to help them differentiate themselves through the conversations they have during the sales process.

For more about the ELIA expert training, take a look at their event page. We hope to see you in Barcelona!

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