If you think about it, we all have a methodology for making a decision. How often does that methodology include sharing all of your information with a salesperson? If you are like most, we play our cards close to the vest with sales people. We just want to make sure, WE MAKE THE BEST BUYING DECISION RATHER THAN A SALES PERSON SELLING US SOMETHING.

As a salesperson, we should recognize this fact and help prospects make decisions rather than "try" to sell our product or service. How do you do this today?

Many salespeople assume that the buyer has the same expectations that they do. They tell the prospect about their product or service, see if there is a fit, and then they sell the product. Problems can arise from this because the buyer often has an agenda that rarely matches the salesperson's agenda.

The buyer is looking out for his own best interest and often views the salesperson as a threat. It's not uncommon for buyers to think that salespeople are trying to convince them to buy the most expensive product they have. When they feel this way, their goal is to undermine the salesperson by proving that they don't need the product or service.

To avoid this problem, set expectations early with your prospect to ensure that you are both on the same page.

Many salespeople feel they can't just lay out an agenda and expectations because they fear it will upset the prospect (or scare him off).

To put him more at ease, tell him that you want to speak with him about your sales process. Invite him to share his agenda so that you have an idea of what he wants to cover. This enables both of you to create an outline that satisfies both parties. Instead of the prospect looking to find a hidden agenda, he is following a plan the two of you have set. You become teammates working together to satisfy a common goal – to discover whether or not your product or service is a good fit.

Jeremy Rawitz

Sales Strategy Corp.

 jr@salesstrategycorp.com

When we lose a deal, whose fault is it? In the Sandler world there is only one person to blame, the sales rep. We believe there are no bad prospects, just bad sales people. We believe sales people don't get thrown out they bail out. We believe that by doing our job up front, with a systematic approach, we always are in control of the process.

Does it mean we never lose a deal, "No". But it does mean that we live in a system that keeps us in control and helps the buyer make the best decision for their needs.

Are you using a sales system, or just reacting to the buyers system?

You invested a lot of time and energy putting together a presentation of your product or service. You made your presentation and dotted all the "i"s, crossed all the "t"s, covered all the bases, and answered all the prospect's questions. But, instead of a buying decision, you only received a stall, a put-off, or a request for some concession. At whom do you point the finger of blame?

You could blame the prospect for being indecisive or dragging his feet. You could surmise that a competitor made an eleventh-hour concession that undercut your offering. You might even suspect that the prospect used you to gather current information to use as leverage with his existing supplier. Any one of those situations may have occurred. But, isn't that what buyers are supposed to do...negotiate or hold out for what they believe to be the bast deal?

Rather than assigning blame, take responsibility for determining exactly what the prospect needs to see or hear to be comfortable giving you the business before you even begin to work on your presentation. Get the prospect to paint a picture of the "best" deal. Then get a commitment as to exactly what will happen when you come back with a presentation that exactly matches the picture. If the prospect is unwilling to commit to a buying decision, then it's most likely not in your best interest to pursue the opportunity.

Jeremy Rawitz

Sales Strategy Corp.

347-385-8500

jr@salesstrategycorp.com

Action: Until you know the ad director's intention for the meeting, it's not a good idea to schedule the appointment. Does he only want to pick your brain for ideas he can give to his existing agency? Is he bringing the advertising "in-house" and does he now want some free consulting from you?

Determine his true intentions before committing to a meeting. If his agenda is not in your best interest, don't schedule the meeting.

Jeremy Rawitz

Sales Strategy Corp.

Sandler Sales Institute

347-385-8500

Too often sales people put their focus on being liked. "If the prospect likes me, they will buy" becomes the motto.

Instead of focusing on the real added value they can bring to the table, salespeople often put their effort into being friends. In this day and age, being liked is just the ante to get into the game. The world is filled with well-liked sales people that can't close a deal.

A salesperson's goal is to make money not make friends. While being likable is a huge advantage, it rarely closes the deal all by itself.

Many prospects will not buy anything from a salesperson simply because they like them. Every person in the world has people they like. However, they wouldn't necessarily buy a product or service from those people.

Parents like and love their children. However, most parents wouldn't put a lot of credibility into what their child suggests they buy. This is because they lack expertise and credibility to support their suggestion.

We teach three rules: People buy from people, people buy from people they like, and people buy from people like themselves. While this is true there has never been more of a press to commoditize what we sell. So we must continue to work past simple friendship to include return on investment, differentiation, and real value.

We have to sell to our prospect's pain. Pain and action are linked. Pain brings about commitment to change. Show the product or service in a light that shows how it solves a problem or benefits the prospect. Don't just strive to be liked. Strive to discover why your product is the best fit.

A prospect will buy if they see a solution to their problem but won't necessarily buy if they simply like us. In an ideal world, we will be able to get the prospect to like us. However, that is only leverage to find the right reasons for the prospect to buy.

People will buy from people they like, but only if the salesperson positions the solution the right way.

Jeremy Rawitz

Sales Strategy Corp.

jr@salesstrategycorp.com

© Sandler Systems, Inc. All rights reserved. -----------------------------------------------------------

Situation: You have been pursuing the print media advertising business from a local up-scale retailer for some time. Your previous efforts have been met with "We're already working with an agency. Send me some information about your company and I'll get in touch with you if the need arises."

Not ready to give up, you once again call the advertising director. This time he tells you that he is open to meeting with you. He says, "We're always looking for fresh ways to promote our stores." He informs you that they have a new store opening in a few months and he is particularly interested in any ideas you have for a grand opening promotion. He then says, "let me switch you to my secretary and set up an appointment." What should you do?

1. Consider yourself fortunate and schedule the appointment.

2. Keep him on the line and gather some information about the new store opening and any expectations he may have about promoting it and what he'd like to see from you.

3. Keep him on the line and gather some information about existing advertising agency relationships and why he is open to talking to you now.

Answer tomorrow.

Jeremy Rawitz

Sales Strategy Corp.

Sandler Sales Institute

jr@salesstrategycorp.com