| Over the years I've witnessed a pattern of recurrent | | | | achieve if they want to hit quarterly objectives. Have |
| mistakes and patterns that salespeople fall into. I | | | | daily and 30 day goals and write them down or they |
| hope by presenting them below you can reflect to | | | | won't happen. By committing to written goals you will |
| see if any apply to you and make the adjustments | | | | have focus and your production will increase by a |
| necessary to get back on track. Below is brief | | | | minimum of 20%. The problem is that for many reps |
| overview of the 10 fundamental areas that are | | | | their egos take over because they feel they don't |
| always under scrutiny by top performing sales people. | | | | need to do this or perhaps they just don't want to |
| You're only as strong as your weakest link! | | | | commit to the work. Either way, top performers |
| Consistently Prospect | | | | commit to their goals in writing. |
| Every sales person has fallen into this trap at least | | | | Build Rapport |
| once throughout their sales careers. For many, | | | | Rapport leads to relationships and for sales people |
| prospecting is the toughest part of the job, but one | | | | relationships drive customers to purchase from you. |
| that requires ongoing dedication or your sales | | | | Buyers make their final decisions not on price or |
| production dries up. So what happens and why don't | | | | product but on the relationship you've managed to |
| we commit to doing it? The two primary reasons are | | | | build. Be aware of the buyer's personality and act |
| the inability to dedicate a weekly allotment of time to | | | | accordingly. Look for signals throughout your first |
| the activity and stick with it, and the second is that | | | | meetings and remember to always ask questions |
| we need to mix it up, try new approaches and | | | | using the correct tone and positioning. Practice |
| expand beyond picking up the phone and making calls. | | | | empathic listening and stay away from stereotypical |
| You need to get creative and pursue other means | | | | sales behavior including the use of buzz words or |
| including social media, seminars, networking events | | | | being overly gregarious. Stick with your plan and |
| and ways to have face time with prospective | | | | follow your process but always build rapport along |
| buyers. Prospecting usually requires a number of | | | | the way. |
| attempts before you get a first meeting so don't | | | | Expand Beyond the Primary Contact |
| give up too early and finally it's important for the | | | | You must expand your list of contacts beyond your |
| managers and leaders of the sales organization to be | | | | champion or coach. Buying decisions either require |
| involved too. If prospecting is regarded as "dirty | | | | other influencers to approve the vendor or often |
| work" and something only some people do within | | | | have an impact on others in the organization. Either |
| your sales organization then don't expect anything | | | | way, know who they are, understand what their |
| better than mediocre results. | | | | goals are likely to be, and make sure you gain access |
| Don't Hurry the Process | | | | to them. This is a critical step along the sales process |
| Remember to slow down and take the time to listen | | | | yet many times I've seen sales reps decide it's |
| to your prospects and understand their explicit needs. | | | | unnecessary only to have the business fall into the |
| Too many times I've seen reps want to get to the | | | | zone of darkness. Get to know who the key players |
| demo or the proposal before they really understand | | | | are and make sure you've had at least a: 15 minute |
| the customers goals, current situation, problems and | | | | interview with all of them. |
| their implications. Remember to fully understand | | | | Strategically Allocate Time |
| before you prescribe or you'll find yourself wasting a | | | | Focusing on what's important is one of the skills that |
| lot of time because the account just won't close. | | | | top performers excel at. They don't necessarily work |
| Have a Plan | | | | longer hours but they work smarter. Their time is |
| Never get on a call or take a meeting without having | | | | valuable and therefore they spend a lot of time |
| a plan. The plan should always include a sales call | | | | qualifying up front and gaining access to key players. |
| objective based on a specific action item. I'm | | | | They understand the prospects goals and they deal |
| immediately concerned following a meeting when the | | | | with the decision makers. While in the office they |
| rep says "the meeting went great, the customer | | | | aren't socializing and killing time but rather every hour |
| loved it"; too many times I've seen this early | | | | of the day counts - make the most of it! |
| exuberance wear off because nothing tangible was | | | | Continuous Learning |
| agreed to as a next step. Don't end a meeting or a | | | | How many books have you read lately? How many |
| call without a concrete next step; if the customer | | | | courses or seminars have you attended? If your |
| won't commit to one maybe it's time to stop | | | | answer was "none" or "few" then you've stopped to |
| pursuing that account. | | | | learn and you've lost your edge. Education keeps |
| Take Control | | | | your brain active and makes you interesting to be |
| By take control I don't mean being pushy but rather | | | | with. If you want to be on top of your game always |
| always falling back to a logical sequence of next | | | | pursue continuous education. If your employer is a |
| steps that you must take in order to fully understand | | | | modern thinking high-performance company they will |
| your customer's needs. If the control process you're | | | | support you on this. |
| following is a benefit to both the buyer and the seller | | | | Taking Care of You First |
| it's hard for the buyer to object. Buyers understand | | | | If you're not accomplishing your career objectives |
| why you're following the process and the primary | | | | what's motivating you? The question is "who are you |
| reason they'll refuse to participate is because they're | | | | and what do you want" and it's critical you know |
| not really interested in your product; they've either | | | | where you should be contributing and that you have |
| found a vendor and their using you for column | | | | your own vision and defined goals to achieve it. Don't |
| fodder or they're just doing some research. Either | | | | become a reflection of your supervisor's vision |
| way, your time is as valuable as theirs so take | | | | because over time your job will change and if you're |
| control and insist on a process. | | | | not careful all you'll accomplish is achieving someone |
| Take Stock & Set Goals | | | | else's vision at your own expense. You cannot |
| Every week sales reps should review their past | | | | delegate this responsibility so invest the time - you |
| weeks activity and key metrics that are important to | | | | must! |