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How to Help Your Reps Stand Out on Sales Calls

sales calls

By Lisa Earle McLeod

Imagine two competing salespeople who are about to call on the same customer. Salesperson A is making his call at 10:00 a.m., and Salesperson B is making her call at 11:00 a.m.

Before they go into the call, they both do the exact same thing: they open their laptops to review the customer’s information. As they scroll past the customer’s contact information, the two salespeople see two different things.

Salesperson A sees the projected revenue for this customer and the anticipated close date that he promised his boss.

Salesperson B sees five boxes labeled

1) customer environment,
2) customer goals,
3) customer challenges,
4) what success looks like for this customer, and
5) what lack of success looks like for this customer.

Each box contains a succinct summary of the information Salesperson B has gathered on her previous sales calls.

Which salesperson is going to make the better sales call, Salesperson A, who goes into the call after being reminded about his quota, or Salesperson B, who was just reminded about the customer’s goals?

Who is better prepared to discuss the customer’s most pertinent business issues? Who is going to do a better job of aligning the solution with the customer’s key goals?

If you were the customer, which screen would you rather your salesperson look at before calling on you? Who would you rather do business with, Salesperson A, who shows up thinking about his quota, or Salesperson B, who is thinking about what matters to you, the customer?

Salesperson B is going to make a better call because she’s going to be more focused on the customer. Salesperson A might not be a bad rep, but his customer relationship management (CRM) system set him up for mediocrity.

Why Most CRM Systems Promote Sales Mediocrity

Sadly, Salesperson A, with his pipeline-oriented CRM system, isn’t the exception; he’s the norm. His system set him up to make a mediocre sales call because it focused him on information that’s important to his company (pipeline, revenue projections, close date, etc.), not what’s important to his customer. Without being prompted to focus on the customer’s goals and challenges, Salesperson A will do what most average-performing salespeople do: provide a generic description of his products and services and hope he closes the deal.

Salesperson B has a big advantage: her CRM system set her up to make a customer-focused sales call. By putting up front all the information about the customer’s environment, goals, challenges, and success factors, her system prepared her to connect the dots between the customer’s high-priority goals and her solution.

If the two salespeople’s products and pricing are about the same, the person with the customer-focused CRM system will win. Additionally, even if Salesperson B is selling a higher-priced product, she’ll still win the business, because while Salesperson A’s company has focused him on his quota, Salesperson B has a more noble purpose: to help the customer.

The Huge Mistake People Notice Only When They Start Losing Business

As a sales-leadership consultant, I’ve seen firsthand just how much CRM affects sales behavior. Several years ago, I was working with a major manufacturing firm that had recently implemented a new CRM system with all the bells and whistles. There was just one problem: the expensive new system hadn’t improved the close rate one bit. Company execs brought me in to figure out why. The answer was obvious to me after I spent a few hours in the field with the reps.

The CRM system captured the information that mattered to the company, but nowhere was there a space to record the information that mattered to the customer. There wasn’t a single screen or even a box to record the critical customer information that should be the centerpiece of every sales call. No wonder the reps were getting a reputation as product pushers. We fixed the problem, and not surprisingly, the close rate went up dramatically.

Here’s the big mistake most companies make: they tell salespeople to focus on the customer, but the CRM system is more focused on internal metrics and pipeline management. The result is mediocre sales behavior.

Look at your own CRM system and ask, where is the information about the customers’ goals? Is it buried, or is it right up front? What do your salespeople see when they open their screens? If the information is more company focused than customer focused, you have a big problem.

A good CRM tool delivers useful analytics and reports, but don’t make the mistake of letting the tail wag the dog. The ultimate purpose of capturing customer information is to drive more sales. The information you require your salespeople to gather about their customers influences their sales behavior. Capturing the right information about your customers and pulling it to the front and center of your CRM gives you a huge competitive advantage.

You can be a me-too sales force that says you want to make a difference to customers, or you can be the rare company that actually does. If you want to be mediocre, keep focusing on your pipeline. If you want to be outstanding, choose a more noble purpose; focus on your customer.

Lisa Earle McLeodLisa Earle McLeod is a sales-leadership consultant and the best-selling author of Selling with Noble Purpose: How to Drive Revenue and Do Work That Makes You Proud. Companies like Google, Hootsuite, and Roche hire her to help them create passionate, purpose-driven sales organizations. View her free sales-leadership tips and videos at www.McLeodandMore.com.

selling power magazine[Image via Flickr / Liam Quinn]

 

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Timeless Sales Messaging Tips to Win Today’s Customers

What is the number one problem that stands between your sales reps and prospects? Chances are that their sales messages fizzle in the marketplace. Prospects don’t know you, your company or your product; they don’t understand your message; and they don’t care about your story or your unique selling propositions.

Back in 1888, very few people had heard of George Eastman and his little black box that he called the detective camera. Only a few people understood photography, and even fewer knew his company. He started a sales revolution with the simple and compelling message: “You press the button, we do the rest.” Eastman’s sales message was as innovative as his camera.

Since 1888, advances in technology have created a landslide of products and an avalanche of information. Today customers are bombarded with sales messages that they have learned to tune out faster than ever.

Ask marketers and they’ll tell you that every year response rates decline. Today, more than 99 percent of all promotional emails are ignored or deleted. Why? The subject lines are boring, boilerplate messages. Ask sales managers and they’ll tell you that 90 percent of all prospects ignore a salesperson’s attempt to close the sale. Why? Because most salespeople talk about how great the product is, but they have little understanding of how their product can enhance their prospect’s business.

Why do most sales messages fizzle? When companies think of innovation, they think of innovative products, processes and technologies, but not messaging. What makes effective customer messages sizzle? The first author to write about selling with sizzle was Elmer Wheeler.

Wheeler’s bestselling book Tested Sentences That Sell was published in 1937, it revealed his experiments with sales messages and their impact on prospects. Wheeler spoke about meaty words that prospects could sink their teeth into and watery words that had little impact.

The world has changed since 1937, the advances in technology have been remarkable and business has become a lot more complex, yet human nature stays the same. For example, Wheeler found that if a waiter asked, “Would you care to order a red or white wine with your dinner?” it would double the sales of wine. Compare that with the unproductive questions that most waiters ask today: “What would you like to drink with your dinner?” Wheeler taught his students: “Don’t ask if, ask which!”

Today, winning customers has less to do with the right choice of products than with the right choice of words. Every market has its own jargon, acronyms and buzzwords that salespeople need to know. Each prospect lives in a different world that is governed by different preoccupations, perceptions and preferences. While a CEO’s perception focuses on the future, strategy and efficiency, the CFO’s preoccupations revolve around cash flow and ROI. For a sales message to gain access to the prospect’s mind it must reflect the language of the market, the preoccupations of the prospect and the challenges of the company. If salespeople want to get a seat at the table, they need to initiate the right conversation and speak the customer’s language.

Today’s successful companies take a more strategic approach to creating and distributing effective sales messages. The new process is called sales enablement which is designed to give each salesperson direct access to the collective intelligence that already exists in a sales organization. Why should salespeople reinvent the wheel every time they need to create a proposal or prepare for a call? Why should salespeople quiz each other for customer testimonials or to find the best practice for negotiating a deal? Why should salespeople create their own laboratory for tested selling sentences?

As regular host of Sales 2.0 Events, I am continually amazed by the sophistication of sales enablement solutions that can help teams collect their best “message assets” (such as talking points, white papers, conversation maps, persuasive stories, presentation videos, proposal templates, market overviews, research data, ROI analysis, customer testimonials and more) and make them instantly available to the entire sales team.

I am sure that Elmer Wheeler would come up with a clever way to describe such innovation in one sentence: “Sales Enablement is the crunch in the cracker, the whiff in the coffee, the pucker in the pickle and the commission in the close.”

Gerhard Gschwandtner is the Founder & CEO of Selling Power. This post appeared originally on his blog. Gschwandtner will host the Sales Management 2.0 Conference in Philadelphia on March 5, 2o12 and the Sales 2.0 Conference in San Francisco on April 2-3, 2012. 
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Transitioning from Sales to Management

The Harvard Business Review article, “Selling is Not About Relationships,” (the title is misleading) categorizes sales people into 5 buckets:

  • Relationship Builders focus on developing strong personal and professional relationships and advocates across the customer organization. They are generous with their time, strive to meet customers’ every need, and work hard to resolve tensions in the commercial relationship.
  • Hard Workers show up early, stay late, and always go the extra mile. They’ll make more calls in an hour and conduct more visits in a week than just about anyone else on the team.
  • Lone Wolves are the deeply self-confident, the rule-breaking cowboys of the sales force who do things their way or not at all.
  • Reactive Problem Solvers are, from the customers’ standpoint, highly reliable and detail-oriented. They focus on post-sales follow-up, ensuring that service issues related to implementation and execution are addressed quickly and thoroughly.
  • Challengers use their deep understanding of their customers’ business to push their thinking and take control of the sales conversation. They’re not afraid to share even potentially controversial views and are assertive — with both their customers and bosses.

In their analysis, they state that Challengers far outperform others, with Relationship Builders coming in dead last. Not that relationships are unimportant, their point is that the type of relationship is what is important. Challengers push the relationship, to make it better while Relationship Builders focus only on reducing tension.

This made me stop and think: How does this apply to management/leadership? I have often debated the merits of sales people transitioning from sales to management – where they can leverage their relationship skills. What this made me realize is that it is more than that, the ability to build relationships is important but success will hinge on what type of a person they are. Consider the same definitions applied to management/leadership with a few key words edited (i.e. customer changed to organization):

  • Relationship Builders focus on developing strong personal and professional relationships and advocates across the organization. They are generous with their time, strive to meet everyone’s needs, and work hard to resolve tensions in the internal relationships. (Add: Infrequently progress from manager to leader as they are the keeper of the status quo).
  • Hard Workers show up early, stay late, and always go the extra mile. They’ll make more calls in an hour and conduct more visits in a week than just about anyone else on the team. (Add: It is naïve to think that you do not have to work hard to be successful. You do. But the person who thinks that hard work is enough stay managers. They are great ‘do-ers’.)
  • Lone Wolves are the deeply self-confident, the rule-breaking cowboys of the organization who do things their way or not at all. (Add: Often burn bridges and have difficulty moving from manager to leader as they are not a team player. After all, people follow those they trust)
  • Reactive Problem Solvers are, from the organization’s standpoint, highly reliable and detail-oriented. They focus on follow-up, ensuring that issues related to implementation and execution are addressed quickly and thoroughly. (Add: Great reporting to a leader)
  • Challengers use their deep understanding of the business to push their thinking and take control of the conversation. They’re not afraid to share even potentially controversial views and are assertive — within the organization. (Add: Can build, communicate and execute a vision … in other words, can lead).

As with the sales profiles, I would suggest that the Challenger will outpace the others as they are willing to paint a vision of the future, push boundaries, take risks, face big issues and execute – with relationships, problem solving and hard working contributing to that success.

Ken Powell
Michael Weening is VP Business Wireless, Radio & Paging at Bell Mobility. This post appeared originally on his blog. Weening will be a speaker at the Sales 2.0 Conference in San Francisco on April 2-3, 2012.