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 You Make the Call
 

Situation:

You've been contacted three times by the Director of Warehouse Operations for a local manufacturing company. The first time he revealed that the company would be upgrading some of its materials handling equipment and requested a full-line catalog. In response to your request for an appointment he explained that the company was only in the preliminary stages of planning and an appointment would be premature. However, he committed to getting in touch with you when it was appropriate. So you sent the catalog.

A few weeks later, the Ops Director again called, this time requesting spec sheets for specific rollover conveyors and cantilevered storage shelves. He was quick to point out that the company was a bit further along in planning, but not ready for a meeting...and restated his commitment to get back to you when appropriate.

The third request came via e-mail...this time for pricing information. Your phone call got no further than the Ops Director's secretary who only repeated the request for the pricing information. What should you do?

  • Provide the pricing information and wait for the Ops Director's call?
  • Inform the Ops Director that pricing information is only provided during face-to-face meetings and press for an appointment.
  • Call the company's CFO and request an opportunity to discuss how your company might help with the warehouse upgrade project.

Answer this week.

© Sandler Systems, Inc. All rights reserved.

Jeremy Rawitz

Sandler Sales Institute

347-385-8500

Posted by Jeremy Rawitz at 9:58 AM - No Comments   Add a Comment  
 

 We are Different From our Competitors
 

Salespeople always strive to show the prospect how they are different from their competitors by talking about competitive pricing, quality service, and their years of experience.

Your prospects have no way of knowing who has the best solution for them. It is up to us as salespeople to help them discover and understand why our product or service is a good fit for them.

The first step is to find out how we can specifically match our products with a prospect's need for that particular product. That means we have to ask them questions. (One study actually shows that after they had decided not to buy, 83% of prospects cited Don't think the salesperson understood my business as the reason they had not bought!) We must ask questions in order to better understand their specific needs and wants, and to show how we are different.

If you can discover what your prospect's needs are and the best way to implement a solution for them, you will almost always overcome your competition.

 A firm understanding of a problem coupled with a great solution is worth a lot more than competitive pricing, quality service, and years of experience. This is how you can differ from your competition – which sets you up as the obvious choice and makes you a valuable asset instead of the same choice among many options.

© Sandler Systems, Inc. All rights reserved.

Jeremy Rawitz

Sandler Sales Institute

NYC

347-385-8500

Posted by Jeremy Rawitz at 4:35 PM - No Comments   Add a Comment  
 

 Who's Your Competition?
 

Competition is the reason your salespeople and many of your company's other employees have work to do. If it weren't for competition, businesses would lack the strongest incentives for change - new products, new processes, new markets, new strategies, new organizations, etc. Competition also encourages companies to introduce innovations that benefit their customers. And changes often mean new work and new opportunities for employees.

Information about your competition also makes it possible for your company to gauge sales performance in the marketplace. By comparing your company's performance with that of the competition, you can identify potential strengths and weaknesses of your sales program or of your product and services.

If your team has a process and strategy for gathering and analyzing competitive information, competition can energize your salespeople. Your customers can be an excellent source of feedback about the competition, if your salespeople know how to dig for it. Knowing the competition enables your salespeople to target their efforts, to approach prospects and customers well prepared. Without thorough information, your salespeople are working blind.

Identifying the Competition - Defining and prioritizing the competition is the key to the success of your program. Rank your competition from strongest to weakest. Competitors in your same market are easy to identify. They are also easier for you to know about and understand since many of the same external elements affect both your organizations. Pay special attention to the strongest competitors - who present the biggest threat - and the weakest, who can be targets for opportunity. In doing an analysis of these firms, consider these factors carefully:

  • How does the customer perceive your company in relation to the competition in the overall market?
  • Where does your specific product fit into that perception?

So how do your people find out whom you're competing against with a particular client? One way is for them to ask, "Are you talking to anyone else about this project?" or "Who else is bidding?" You will end up with some names, which you can compare against your knowledge about those companies. But you still won't necessarily have a clear idea of which of those companies poses the greatest threat to your company in this situation, or why. So try an indirect approach:

Salesperson (to the client): Bill, what if we were out of the running on this project. If you had to make a decision right now, which of the remaining bidders would you choose?

 Client: Probably Company DEF

Salesperson: Sure, I can see that. They're good. But I would have thought you'd go with Company XYZ. What made you pick DEF?

And with the answer, you find out not only who you're up against, but why and what. If your company is working with several people at the same company, take them through the same "what if" exercise and see if you come away with a better idea of how to target your sales effort.

Whether your people are planning for a presentation to a major prospect or the introduction of a new product, they need to know who and what they are up against in order to strategize.

© Sandler Systems, Inc. All rights reserved.

Jeremy Rawitz

jr@salesstrategycorp.com

Posted by Jeremy Rawitz at 2:56 PM - No Comments   Add a Comment  
 

 You Must Remain Unattached to the Outcome
 

On a sales call, especially a prospecting call, you must be emotionally unattached to the outcome.

If you become attached to the goal of turning every prospect into a customer, you will surely be disappointed. Disappointment leads to frustration, which can lead to procrastination -- and so, the downward spiral begins.

Selling is a sorting process. Initially, you separate out the unqualified prospects (suspects) and retain the qualified ones.

Next, you sort out the prospects who are qualified to graduate to the customer level from those who aren’t. Obviously, the goal is to have as many prospects as possible reach the customer level. However, many won’t make it.

So, be “attached” to the process, not the outcome. As long as you focus on and work the process, the desirable outcome will follow. © Sandler Systems, Inc. All rights reserved.

Jeremy Rawitz

Sales Strategy Corp.

347-385-8500

Posted by Jeremy Rawitz at 8:58 AM - No Comments   Add a Comment  
 

 Forget The Hype: How to Use the Internet as Your Ultimate Marketing Tool
 

Here is something a little off topic but interesting nevertheless. It is a reprint from the New York Enterprise Report on Internet Marketing.

Enjoy, Jeremy

Quite simply, the Internet is the greatest marketing vehicle ever developed. It is spreading throughout the economy generating savings and profits, and it is quickly and quietly coming into its own for customer acquisition and building brand equity for those who use and understand it correctly. The Net enables 1-to-1 relational marketing and sales - including knowing what your customers want to buy and how they will decide to buy it, – and bringing them in at mass-market rates, and closing sales or getting leads, with very low or easily calculated incremental costs.

What the Net is NOT is a techie tool. Sales and marketing managers have to lead Internet initiatives while the IT departments have to be the creative servants. Technologists do not understand and deliver value to customers, merchandise, sell, or retain relationships. Marketing, sales and business people do.

Properly used, the Internet (now we are also going to start calling it ‘eMarketing’) will:

  • INCREASE SALES by attracting prospects who are actively looking for what you are selling NOW
  • ACQUIRE CUSTOMERS - The Internet is particularly good at building repeat customers and retaining efficiencies. Retaining 15% of your customers can increase your profits 30% to 85% depending on your industry.
  • SHIRK COSTS - in all areas, particularly marketing & distribution, with the savings going right to profits.

As with any business revolution, those that don’t integrate the Internet throughout their business, and enable profitability at lower prices / higher customer values, will find it increasingly hard to survive. Moreover, in the 21st century e-economy balance sheet, assets from brand equity and opt-in permission-based lists will have significant impact on company valuations. These are not hard or expensive to build, but they take time and care.

Before we go on, it’s useful to gain perspective by taking a step back. Generally, leading sales and marketing professionals share two feelings about the Internet. First, it should have huge promise. Second, their company’s web sites should be adding more to the bottom line. As a professional e-Marketer, I am continually dismayed by the low level of expectations organizations have for their web sites. You should be getting much more from your Internet initiatives.

Internet Myths

Perception vs. reality about the Internet has been split into different areas giving different impressions: “The Bubble”, “We’re Covered”, “The Quiet Success” & and “e-Marketing”.

“The Bubble” was a stock market phenomenon and had little to do with the actual Internet, the value it delivers or how it works. What “The Bubble” did do was fund the temporary overbuilding of infrastructures. “We are Covered” web sites are those that companies built without business planning and now lie neglected or in a “Catch 22” never-never world of “we will put money into it when it shows some results”. The search engines are littered with these websites. The result is that many organizations are out of the markets, profits, customer acquisition and planning they need, by thinking that they are ‘Covered’ because they have a web site. If your organization is one of these, continue to read this column every month and consider implementing the recommended steps ASAP.

“The Quiet Success” organizations are those who are paying their dues. These are both B2B (business to business) and B2C (business to consumer) web sites that have continually been in touch with their customers and used e-Marketing to improve their marketing efforts and build brand loyalty. These are market leaders who are exploring new products and services, integrating their sales with their customers’ lives and operations, and saving on infrastructure and media. It sounds like a lot, but it is simple; the trick is to base your planning on your customers’ voice and to keep at it in ‘Measure & Improve’ cycles. Most of the success stories are pre-Internet companies who are getting daily profits from making e-Marketing a growing part of their customer operations.

Marketing on a Two-Way Street: “e-Marketing” is a new, often abused term that is starting to define a new viewpoint and profession. e-Marketing understands that the Internet is a two-way street, a way to learn about and relate to each customer on his or her own terms very affordably and productively. e-Marketing is NOT just emailing. It includes using websites, email, CRM (Customer Relations Management) and databases for sales and lead generation, market research and to strengthen other media. For example, search engines can now be used ‘in reverse’ to determine exactly what products and services to feature (see our next article), and web sites can be used to supply targeted information and harvest leads from ads, and to print out coupons for in-store redemption.

jr@salesstrategycorp.com

Posted by Jeremy Rawitz at 3:38 PM - No Comments   Add a Comment  
 
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