Monthly Archives: February 2014
Sales Dialogues – Provoking Needs, Can you do this?
When engaging in a sales dialogue with a prospect or client, it is important to acknowledge their current needs before approaching them with new needs. To provoke a need, sales reps can establish credibility by sharing insights and asking questions to better understand the client.
Time to Trash Event-based Sales Training!
In my last post, Strategies for Sustaining the Impact of Sales Training: Overview and Key Findings, I shared with you the key findings from a recent study from TrainingIndustry.com. This is such an important topic that I wanted to follow that up with a post focused specifically on the major takeaways from that research.
Strategies for Sustaining the Impact of Sales Training: Overview and Key Findings
When you invest in something, you expect a return. Otherwise, such an investment is known as a donation (or more cynically, throwing your money away). Before making a substantial investment, you are likely to give it careful consideration. “What am I paying for? What will I get for that investment? Could that money be put to better use elsewhere?”
Richardson’s Six Critical Skills are invaluable at all levels of the sales organization, as they provide a consistent methodology for sales reps. The Six Critical Skills represent the heart of the Richardson sales framework and are the foundation of a client-focused sales process. They allow users to create the building blocks for engaging dialogue, understanding client needs, closing business, and building long-term relationships. The Six Critical Skills are:
How’s Your Selling Energy?
With new goals and results just beginning to post for 2014, it is worth reflecting on what you are doing differently today to generate better outcomes tomorrow. The topic I’d like to focus on today is more fundamental than the selling process and skills you leverage to create an effective sales meeting. It is your Selling Energy — or how the energy you carry into and through a meeting impacts how successfully you close.
Overcoming The Fear of Selling to the CFO
Anyone know a good Chief Financial Officer (CFO) joke they’d like to share?
Here’s one. Joe managed a large account that required him to interact periodically with that company’s CFO. Joe dreaded these meetings, and would prepare meticulously with spreadsheets, slide shows, and any other supporting material imaginable. One day Joe gets a call from his day-to-day contact in the account informing him that a scheduled meeting would need to be postponed because the CFO had a heart attack. To which Joe replied, “You mean he has a heart?”
Improve your Sales Effectiveness with Insight and Dialogue
Selling with insight is all the rage now. I get why. As Brian Fetherstonhsugh of OgilyOne has alluded, selling needs to evolve because buyer behavior has fundamentally changed. While the impact of this is felt differently and more deeply in some industries and verticals than others (context and nuance always matter), the need for most selling organizations to evolve is clear.
No-decisions are to be expected, but too many can signify a larger problem. If you’re tracking more than normal, then you should try to uncover the cause and take corrective action.
Your client’s decision not to change the status quo is now a significant “competitor” in many selling situations. According to a 2013 CSO Insights study of companies’ win/loss ratios, 26.1% of all deals were ending in a no-decision. As recently as 2002, the rate was only 17%.