Choose the Right Channel to Please Your Prospects from the Start

 

Channel surfing used to mean sitting front of a television with a remote in hand, click click clicking away. But these days, with so many ways for salespeople to make contact with prospects, you might describe channel surfing as switching from one means of communication to another as we try to figure out the best way to reach out to potential customers.

As salespeople in the digital age, we all have the channel we’re most comfortable with. Someone older might prefer the phone while someone younger might reach out directly via LinkedIn. And then there’s someone in the middle who is most comfortable with email. But guess what? What we want doesn’t matter. We as the salespeople have to choose the channel that works for our prospects, not for us.

There are several reasons for this: One, you’ll make a better impression by using the channel your prospect prefers and they will feel more comfortable with you from the start. Two, they’ll be more responsive because they get to respond using that channel. And three, you’re setting the stage for a better experience from the start by putting their preferences first in this way.

How do you know which channel to use for which prospect? You can’t really, although you can make educated guesses. But what you can do is understand the reasons for and against using the three most common channels for contacting prospects, and when one channel might be preferred over another.

Email—for the coldest of cold calls

Although phone calls used to be the primary prospecting tool, email has replaced the telephone as the most common way to reach out to new prospects. On the plus side, it’s less intrusive when compared to a phone call—especially when they don’t know you—and it gives the prospect an opportunity to respond when the time is right for her (or not at all). For the salesperson, it takes less time than a phone call, allowing for more prospecting in a day. In addition, an email can offer links to a website or other information the prospect might be interested in, and they can act on that interest when they want to.

On the other hand, not knowing if a prospect read or even received your email is one of the downsides to this channel. So is the competition you’ll face in that inbox. It would be wonderful if your email was the only one to pop up, but we both know that’s not the case. Your email could be one of a hundred your prospect receives on any given day.

The phone—for the prospect you’ve met before

Although the phone has really fallen out of favor among salespeople as a way to contact prospects the first time, and Millennials don’t want anything to do with making or taking phone calls, a phone call can be effective when you’ve been introduced to someone or been given their name by a referral. So don’t cross it off your list just yet. Plus a you’ll know when a phone call got through—unlike an email—and you can get to know the person on the other end of the line when you do connect with them in a way you can’t digitally. And that’s true of your voicemail message too: You can convey much more warmth and personality in a voicemail than an email!

Social media—get to know someone before reaching out

Then there’s social media, the new way to contact prospects. Social media might be the best channel if you’re trying to reach someone who is obviously active in that arena, with plenty of followers and a lot of time spent on the platform. In addition, using social media—in particular LinkedIn—gives you a chance to get to know that prospect and even connect with them in advance of reaching out.

With social media, you can comment on a discussion they’re part of or an article they’ve published, join the industry group they’re most active in, and make yourself visible. That way when you reach out the first time, they will already know who you are—and you’ll know about their business and pain points!

On the other hand, social media is probably an ineffective way to contact someone who has never heard of you or your business, because we’ve all been on the receiving end of those messages. And is there anything less “social” than a total stranger messaging you directly in that way?

Keep in mind the context and connection

When choosing a channel, keep in mind the context and the connection you have thus far. Email might be best for the coldest contact, a phone call could work for someone you’ve been introduced to, and a social media connection can work if you’ve built some kind of rapport online already.

Then you can stop surfing, and simply choose the channel that works best for each prospect right from the very start!

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Help Your Salespeople Hold Pricing

How will you focus your team this month to successfully close business and maximize revenue potential? One key way is to avoid discounting. This may be easier said than done, especially in the fourth quarter when buyers are working hard to get the best deals possible. But, here are two proven skills we teach our clients in every workshop we run.

Prove Value

This is one of the most fundamental and important skills we work on with salespeople, and it is central to any customer-focused selling methodology. In order to avoid heavy discounting at the end of the sales cycle, sellers must thoroughly understand their customers’ primary business objectives, the key challenges they face that prevent them from achieving those objectives, and the financial impact of doing nothing. Then, they must align the specific product/service capabilities with those challenges in the form of a question, such as “if you had a printing service that could turn around jobs in 24 hours and offers free delivery, how would that solve the challenge you’d mentioned related to compressed timelines and skyrocketing costs?”

Once that value has been established, when buyers ask for the discount at the end of the sales cycle (they will ask for some concession), sellers can return to the value they had both agreed their product or service would bring. When asked for the discount, a seller might say, “you agreed that using our printing services would save you an estimated $50,000/yr in rush charges and delivery fees. Has anything changed since our last conversation?” Reminding buyers of the value of your solution and the cost to them of not changing is key to closing business without price concessions.

For more on the questions sellers should ask in order to thoroughly establish value, take a look at our three-part series “Helping Your Customers Achieve Their Objectives”.

Refine Negotiation Skills

Proving value is something all good sellers do at the beginning of the sales cycle, while skillful negotiating happens at all stages. You’ll often hear sellers say, “he’s just a good negotiator,” as if it’s something you’re born with and you either have it, or you don’t. Nothing could be further from the truth. All salespeople can be trained to be great negotiators. Here’s what they must know:

Have a negotiation plan – you must be prepared for a negotiation – you can’t just “wing it”. Before walking into any closing meeting, sellers should have a plan in place to respond to pressure.

Know your floor – calculate the lowest price you’ll go to in order to preserve margin and revenue opportunities for you and your company.

Push back – remind your buyer about the agreed-upon value of your product, or if they’re prepared to deal with the cost of not moving forward.

Offer other concessions – be ready to offer your customer other concessions that aren’t related to price, things like extended warranty, training, a dedicated service rep, etc. These offer your customers value without eroding your margins. But…if you do offer something, be sure to ask for something in return. What can your customer give you? Think about things like exclusives, referrals, testimonials, etc.

Be prepared to walk away/Have a full pipeline – there are times when a buyer will not move forward without unreasonable discount requests, and good sellers must be prepared to walk. Tell your buyer, “I’m not going to be able to offer you the discount you’re requesting. But, what I would like to do is take some time to think about our conversation today and get back with you next week.” Sometimes knowing that they’ve pushed you as low as you’ll go is all a buyer needs to move forward.

PRACTICE– as with all skill development, practice is key to mastery. Role-play negotiations to prepare for big meetings. Practice pushing back and offering non-price concessions in exchange for something of value to your organization.

In summary, ensuring your sellers are able to prove value and negotiate effectively is key to helping them avoid the price concessions that customers are sure to request .

 

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Five Key Areas of Decision Qualification

There are five key areas that sellers must understand from prospective customers that will be used to make a purchasing decision. And we instruct our customers’ sellers to identify this information before they submit a proposal or quote. They include The Players, Timetable, Decision Criteria, Proposal Content and Roadblocks. Take a look at these different areas and learn how to make them work for you instead of against you during the sales process to equip you with the best outcome possible.

  1. The Players

We need to understand where the authority for the final decision rests and what role the subordinates (sponsors, influencers) play, and we need to conduct our sales efforts primarily with the decision maker, not the subordinates. Attempting to secure the business by working with people without real authority is a poor strategy, leading to extended sales cycles and low closing rates. It’s important to understand that people who don’t have the authority to make decisions can’t say yes (but they can say no), and they’re not always effective at selling your solutions to their superiors, certainly not as good as you would be. And because they are not at the highest levels, they often don’t even know the real issues the company is trying to rectify. You’ll easily double your closing rate by working harder to get yourself in front of the right people.

While we stress the importance of having clear and frequent access to the decision maker, others in the organization can play an important part in the decision process. Take the time to meet them and find out what their business objectives are and what part they will play. Find out who might be a champion for your competition and try to build your case with them. The more complex the sale, the more important these people become. Don’t overlook their importance.

  1. Timetable

When will the prospect make a decision? Their timetable often provides clues as to the severity of their pain and how they prioritize this business objective. Their timing also will help you understand how to manage your time for this opportunity. Optimally, you will work within the prospect’s timetable and bring your solution to them at exactly the time when they are ready for it.

  1. Decision Criteria

What criteria will they use to make a decision? This is not an area to make assumptions based on your experience. The decision criteria are different for every prospect. Certainly there is often some commonality, but the professional salesperson will have the prospect explain these criteria and rank them from most to least important. Understanding their criteria is critical when dealing with competition. Typically buying criteria are directly related to business objectives. For example, if the prospect’s principle issues are in the area of service, their number one buying criteria will revolve around your ability to improve their service.

Price will be secondary. By the same token, if you have failed to uncover serious business objectives, expect the primary criteria for making a change to be price related and you’ll be fighting off the price objections. It is your responsibility to stop the process if the prospect identifies one or more buying criteria that you cannot satisfy. You might have to say, “I’m sorry, our product can’t do that. Is that a deal breaker?” If it is, and you have to abort, you’ve saved yourself and the prospect valuable time. Plus, you’ve gained the prospect’s respect since you didn’t attempt to force a solution where it was not appropriate. Here’s the bottom line with respect to selection criteria; the more value you are able to help them to identify, the less important price will be in their decision process.

  1. Proposal Content

This is another area where assumptions can hurt you, since people evaluate things differently. When you present a proposal, your objective should be to give the prospect the exact information that he needs to make a “yes” or “no” decision – no more and no less. This approach greatly improves your chances of securing the business.

In one of the largest programs we ever completed, with a 1,100 person sales force, we asked the decision maker what he needed to see from us so he could make a decision when we delivered the proposal. We were expecting to hear, “I want a detailed proposal with an execution plan, testimonials, financial history of your company, etc.” Instead, all he wanted was one page with just the bullet points and a place to sign. Had we not asked, we would have wasted hours putting together a detailed proposal that would have bored him stiff. He got what he wanted, no more and no less.

  1. Roadblocks

Try to determine what roadblocks might be encountered that would delay implementation of the solution. Did you ever run into a situation where the purchasing department wanted to negotiate a lower price or get competitive bids after the VP generated a purchase order for your product? Asking this question may uncover some issues that previously had not come to light, such as other decision makers or budget issues. Checking for roadblocks helps to ensure that qualification is complete and eliminates surprises.

 

 

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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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Everyone Knows Features & Benefits Selling No Longer Works…But Why?

 

If you’ve been following our blog or have attended one of our sales workshops, no doubt you’ve heard us talk about how a Features & Benefits approach to selling is no longer viable in today’s complex, relationship-based world. But have we taken a step back to explain why?

If not, here are some of our top reasons:

  • Features and benefits are used prematurely to create interest, rather than properly qualifying the prospect.
  • Features and benefits are used to differentiate a product from its competition, but everybody’s benefits (and often the features) sound the same (“we can save you time and money, and we’ll stand behind the purchase 100%”). When competitors look the same, buying decisions are made on price.
  • Features and benefits engage the prospect intellectually, and most buying decisions are made emotionally.   Research shows that most people don’t remember the features or benefits after a week or so, and if they felt any enthusiasm at all, it too had disappeared after a week.
  • Features and benefits are the seller’s bag of tricks (“we’ve got this, we’ve got that”), and may not be relevant to the prospect’s buying reasons. People buy for their reasons, not yours.
  • Once you’ve “dumped” your features and benefits, the only thing left to do is close and handle objections and, all too often, discount your price. From there, it’s all pressure, and you can’t go back and qualify further.

So as 2014 comes to a close, remember to work with your sales reps to avoid the temptation to dive into product features & benefits too quickly. Much more important is their ability to establish trust, ask intelligent questions, and thoroughly qualify each opportunity.

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5 “Must-Know” Tips for Selling Internally

 

jackie_meyerThe following is a guest post by Jackie Meyer, a former customer and current colleague of Flannery Sales Systems.

The idea of 180 Degree selling is not a new sales methodology, rather it is the strategy of selling internally into your organization.  Most sales books, seminars and classes teach how to sell into an external customer, but what about your internal customer?  Everyone in business has internal customers, and they range from the C-Suite all the way down to your subordinates.  Selling 101 has taught us to find the Coach, Fox or Sponsor inside the organization to which we are selling, and if this is your unofficial title in your organization for the third parties you partner with, take note of how to find success as the leader of any project you need to get off the ground.

Do Your Homework – What is the situation in the organization or market that would help you support the project you need executed?  Are there secondary research reports that can help you with your facts?  Have you interviewed people internally to get their thoughts and identify their needs – rather implicit or explicit?  Most importantly, how and what are the internal politics you need to manage?

Build Your Concept Pitch – With the data you have collected so far, what correlations can you draw?  Do you need to include some education about the project to help others understand its scope?  What are the organizational weaknesses you need to consider, and how will you overcome them?  Set expectations of what the project can and will do so there is no second guessing for both you and others in your organization.

Provide Project Options – Most people do not like to be told what to do, so provide options with pros and cons.  Do not assume everyone understands the opportunity costs involved or that there is money to pay for the project you want to spearhead.  In fact, in most cases the money is not budgeted.  You must determine how you can mine for it or even plan for its future in the next quarter or year.

Beta Test Your Pitch – You might think you have it all figured out, but after gathering all your data, circumstances and people often change.  Find your own coach, fox or sponsor within; gather their feedback on your pitch;  and fine tune your knowledge and budget.

Commercialize Your Pitch – Plan it far in advance so you can work through how best to present in order to ensure your content is absorbed in the various minds of the people from whom you need to gain approval.  Can you apply the ‘so-what’ test to everything you plan to say?  Can you address likely objections that will come your way? Are you confident under pressure?  If not, seek help from a trusted friend or colleague to practice your pitch. Besides the fact that Mom was right – practice makes perfect – remember how you need to influence your audience and brush up on your Aristotle philosophy on the art of persuasion.

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How to Help Your Sales Reps Unstick a Stalled Deal

What makes a great sales leader? Ask this question to a dozen sales executives and you may get a dozen different answers. Many great sales leaders rise up through an organization by being top performers themselves and leading by example. Others are known for recruiting top talent, providing excellent coaching and mentorship, or successfully aligning sales incentives with company goals.

All of these are important; however, one of the most vital traits of a sales leader is one that often goes unnoticed. That is their ability to tap into innovation or “out-of-the-box” thinking to help their reps unstick a stalled deal. Removing roadblocks for your team will help them achieve their monthly targets and, in turn, help your organization meet or exceed revenue goals.

But just how does a sales leader tap into that innovative thinking? One of the most effective ways we have found is through the use of a tool called SCAMMPERR. SCAMPPERR is an acronym for nine thinking techniques that help you come up with creative solutions to problems. We’ve seen it shortened to SCAMPERR or even SCAMPER, but in our minds, using the full set of techniques gives you the best opportunity for creative problem solving.

How to Use SCAMMPERR

When you and a sales rep are trying to remove roadblocks in important deals, use the cues below to force yourselves to think in an arbitrarily different way.

S Substitute: What could be substituted in the situation to make the solution work?

C Combine: How could ideas or elements be combined to provide a solution?

A Adapt: How could the solution be adapted to make it work?

M Magnify: How could ideas or elements be magnified to make the solution work?

M Modify: What could be modified within the solution to make it work?

P Put: What might be put to a different use to make the solution work?

E Eliminate: What could be eliminated from the situation to allow the idea to work?

R Rearrange: How could elements be rearranged to enable the solution to work?

R Reverse: How might the solution be turned around to make it work?

Putting SCAMMPERR into Action

So how might you use SCAMMPERR to work with your sales team to remove roadblocks in stalled deals? Let’s look at an example.

When I was leading a team selling daily deals to local businesses, one of my reps was trying to sign a contract with a large amusement park, but the deal was stalled. The business was unwilling to significantly discount their ticket prices as they felt it would be too costly and would tarnish their brand. This had the potential to be a huge deal for us, but as the objections seemed insurmountable, my rep and I sat down together to see if we could come up with an innovative way to get the deal through. We used SCAMMPERR to guide our brainstorm.

After going through all the cues, it was “C-combine” that eventually led us to our answer. What if we combined admission tickets to the park with a local hotel stay? Local hotels already offered the park discounted room rates, so if we could get the hotel to kick in a bit more of a discount along with some other perks such as a free meal and parking, we could come up with a very compelling package price. Because the discount was now being applied to several businesses and not to the amusement park alone, they were not as concerned about negative impact on their brand. We presented our solution to the business and they were delighted. The deal closed and produced more revenue than any other offer that year.

Do you have examples of sales leaders using innovation to help their teams unstick stalled deals? Do you foster out-of-the-box thinking in your sales organization, and if so, have you used a tool like SCAMMPERR to drive results? We’d love to hear from you!

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Six Things You Must Know Before Sending a Proposal

There are six things you must know in order to let your prospect pass – in other words, before you reward your prospect with a proposal. Your ability to conduct a professional and complete qualification of your prospect during the meetings leading up to this point in the sales cycle will provide you with the answers. Here are the checkpoints.

 

1.  You understand the prospect’s problem thoroughly and are able to provide, at a minimum, a satisfactory solution.

If you don’t understand the problem completely, how can you be sure you can suggest a solution that would be enthusiastically endorsed?

2.  The prospect has to do something – it is NOT an option to keep things the same.

If keeping things the same is an option for the prospect, they might very well select that option.  Problems tend to fall into the “fix it” or “forget it” categories. Unless there’s a compelling reason to change, most find it easier just to do nothing. No pain, no change.  Find the compelling reason why they’d want to go through the hassle of changing suppliers or implementing something new. If they can’t present a compelling case for change, they probably won’t change.

3.  You have access to the decision maker and will make your presentation to him/her. 

A good rule of thumb is never to make a presentation to someone who can’t say “yes.”  It’s that simple.

4.  The prospect needs to implement a solution in a time frame that makes sense for you from a business standpoint.

Time kills deals. What’s the point if your prospect doesn’t want to do anything for 18 months? Too much can happen to in the interim to send the deal sideways.

5.  You understand the prospect’s selection criteria, and have a reasonable chance of meeting those criteria successfully. 

What are the top three things they’ll evaluate when selecting a business partner, and why are those things important?  This will give you a good handle on just how good your chances are.  If this is a price driven deal, for example, and you can’t or won’t compete on price alone, why try to compete at all?  It’s a very competitive world out there and your competitors are trying just as hard to win the business as you are.  You’ve got to know their strengths and weaknesses, how they’re likely to react in certain situations, how hard they’ll fight for the opportunity that you’re trying to win.

6.  The prospect is considering only a small number of suppliers and is not putting the deal out to every company in the area. 

Generally, “RFPs” are not the most optimal type of business to win, since price plays such a major role in the selection process and the opportunity to communicate openly with the prospect is often quite limited. Prospects whose attitude is “the more, the merrier” are more interested in price than a relationship. Finally, increasing the number of options for the prospect decreases your chances of winning.

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4 Ways to Get More Active Selling Time From Your Team

Plenty of sales reps think that productivity is the same as staying busy, or at least “looking busy”.  Strategy meetings, internet research, emails, social networking, golf dates, and dinners may be keeping reps “busy”, but such activities may be inconsequential to the bottom line.  Let’s define sales productivity as the ability to produce.  Productivity is measured by yield or throughput.

Here are four tips to help increase the productivity of your sales team giving them more active selling time:

1.  Analyze Current Processes

Do a health check on the selling processes currently being followed by your team.  Although each sales rep’s process may be unique, consider the following key productivity drains across your team:  How much time is spent weekly on administrative tasks? How many calls are being made on qualified vs. unqualified opportunities?  How many in-person calls end in a sale?  What is the average time of lead to sale?  What is the current cost of sale?   A good sales process based on the analysis of the data retrieved from these questions will provide guidelines for keeping productivity in check.

 

2.  Define Expectations/Goals

Every team member needs to know what is expected of him/her.  Once new expectations are set, look at your team and see who needs help organizing their time and territory.  Help reps prioritize which opportunities are worthy of their time and get rid of the ones that are not qualified.  Being on qualified sales calls is where results will happen.  Once you set expectations, expect them.  Set up a streamlined accountability process of reps’ progress toward outlined expectations.

 

3.  Leverage Technology

Reduce the administrative responsibilities required by your reps by providing an electronic format for as many tasks as possible.  A good CRM system will automate certain tasks and keep customer data organized.   Technology can also aid you in getting quality lead lists.  Monitor social channels.  Set up alerts on topics of interest and respond to those who show buying signals.  Consider timesaving video calls and web conferencing.  There are hundreds of time saving sales technology tools out there that can help increase the productivity of your team.

 

4.  Increase your Team’s Skills and Knowledge

Sales training, and coaching are important for every salesperson, no matter how experienced they are.  There are always new skill sets to learn and new tools to master.  Analyze deficient sales skills in the individuals on your team and coach to those needs.  These skills may include phone etiquette, product knowledge, industry knowledge, customer engagements and rapport, presentations, and everyone’s favorite topic:  negotiation.  Look for a training company that will offer a customized approach to developing specific relevant skills for your team.

 

Try these tips and you will see increased productivity in your team.  The measure of success will be evident in a yield to be enjoyed: More revenue!

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The 3 M’s: Getting Buyers to Change

It seems ridiculous to think that change from a typewriter to a computer was anything but a “no brainer”. It wasn’t. In fact, there are still published authors, John Irving to name one, that write entire novels in long hand or on typewriters. Without the vision of how a change will provide benefits, very little may occur.

Getting a prospect to adopt your product or service and make a fundamental change in how they do business is hard, yet sometimes necessary. The best way I know to get a prospect from no to “Yes, I’ll consider making a change”, is mastering the 3 M’s of establishing value. If they can’t see any value or in other words a compelling reason to make a change, then they will stay firmly in the no column.

  1. Measurement. –  find out how the buyer measures value.  What we want to measure is something that gets a number in dollars. The best numbers are not based on opinion or conjecture. Asking questions helps determine what numbers the buyer values most.  With medical devices, value dollars are measured by recovery times and reimbursements;   with fleet management it’s fuel efficiency and driver safety, and in the food business it’s waste and storage costs.  These are all costs, costs that you can help them reduce with your product. How much can you help to reduce their costs?  This is establishing value with monetary results.   Dollar savings is a powerful value illustrator.
  2. Mechanism – What’s the mechanism you use to calculate the value?  In the food industry it’s cost to store food per square foot, in fleet management it’s miles per gallon.  Does your client have one?  If not, co-create it.  To have an effective mechanism the prospect needs to agree on the way the value is measured.
  3. Meaning – How do you analyze the data you created or co created with the buyer in step 2?  These numbers should be analyzed to improve the bottom line.  For example, a driver in a truck’s fleet reduces the average driving speed from 65 to 64 miles per hour; the driver will realize $100 savings from increased fuel efficiency per month, thereby, saving $1200 per year per vehicle in fuel. That alone has meaning to the buyer.  To provide greater meaning and more value as a sales partner, the seller should also provide context.  Give them context as to what you’ve seen in your industry or with other clients.  This is what context sounds like, “Mr. Buyer the other companies in your industry that has adopted this fuel efficiency strategy, and they realized on average a savings of $ 1200 per year per vehicle.”

The 3 M’s are measurement, the mechanism by which value is measured and meaning (dollars) to the measurement.  When value is established, the risk of changing is diminished.  If there is still hesitancy, start again at step one because you never found out the measurement that the buyer valued most.  We help clients frame the conversation with their buyers to include value in their conversations.   These tools, if used properly, will help buyers change from their old ways to your new ways.

Let Flannery Sales Systems help your sales staff sharpen their skills in establishing value.

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