The rules haven't changed in sales basics

People buy from people. That hasn't changed over many generations. Yet, how we interact with customers and prospects certainly have.

Professionally, I just had to take the "Introduction to SEO/SME" online course by Google that I was fortunate to gain access because it was a qualifying step to exceed 75% to move on for an interview with one of their partners.  Ironically, the talent scout told me after I'd passed that in less that a week, he'd had to tell 4 other people ACTIVELY in the field that they wouldn't move forward because they didn't pass the test.

I am sharing this because I actively started a BLOG even before that, signed up to TWITTER around the same time. Next up will be FACEBOOK. I, like so many others, considered these avenues for keeping in touch with family/friends.   I look at it humorously at times to see what is really going on in my teenagers lives.  Ask them in person and everything is cool.  You don't have to wait to ask on Facebook, they're prepared to tell  a world of aquaintances, even strangers, what is on their mind.

What startled me recently was a study released just over a week ago that by 2014, Social Media will replace e-mail. What startled me more was the parents dinner a couple of weeks ago while we were out of town for a soccer tournament with our 16/17 y/o daughters -- we were told then that "e-mail is old fashioned". We all were shocked, with our Blackberries and iPhones, close at hand.  How could that be?  Yet if truth be told, if did want to reach them, they won't pick up the phone but they'll respond to a text.   Pretty soon, I will have to read their blogs to find out what really is going on in their heads, where our parents could just simply ask us, even if we still edited what we told them. 

Yet it hasn't changed in sales or business.  People still  buy from people and face to face is ALWAYS best!! However, as sales professionals keep trying to get in front of key decision makers, it is becoming more challenging when there are more shields for us to penetrate or for them to hide behind.  It's no longer just the Gatekeepr.

Time to roll up your sleeves and get back to the basics of sales. You have to create a compelling business reason or establish value in order to earn the right to see a decision maker personally.  That hasn't changed.  Unfortunately, with all the new media, ongoing changes, if we think we're confused, imagine how much more e-mail/social media/tweets our prospects are weeding through, eating up their time, allowing them even less time to meet with sales professionals.   The circle is more crowded.  Decision makers need us to help them weed through the good, the bad and the ugly, now more than ever before.

A good ole fashion approach letter, on letter head, with handwritten addressee, a real postage stamp (not from a metre) would be such a relief, I'm sure they'd welcome something other than a flyer or e-mail to read!!  You still have to go further and be able to say how you are going to make their life easier, save them time, improve the bottom line, increase revenue ... before they even consider the less precious moments they have to spare.

I just put forth my opinion on sustainability (previous BLOG Hogwash, Brainwash, Greenwash or Lipgloss) that's another issue that is clouding key decision making criteria that is causing debate on how valid it is.

This customer is so rude!

A question was posted on LINKED IN by Desmond: "What's the most professional way of overcoming a client's professional discourtesy? i.e. Not returning phone calls, emails, or failing to follow through on committments, etc."

My response is that it is YOUR perception and not the clients that they are being discourteous. Are they really a client or are they a prospect? It sounds more to me that they are a prospect with a proposal you've provided and now they’re stalling. Why I say that is because if you have a true client/sales rep relationship, you will have gained permission to be on their active response radar.  You may not have earned the right to say they're being discourteous if you haven't established TRUST  (see earlier BLOG Who can you TRUST?).

I would turn the lack of response back on myself, asking myself why they may not be returning my calls or e-mails or whether I've established myself as an equal business partner.  That is someone with whom they are more inclined to take my calls because they associate me with "value".   It would tell me that am not yet considered someone who is there to help solve their problems or bring them information/services/products that they are looking for.

If they are a prospect, and they aren’t responding in the way you think they should, then I’d be certain that you have not given them a compelling reason for them to talk to you.  If buyers sense the only reason you are calling them is to "sell" them something, most people are programmed to avoid emails/phone calls from sales reps if they are not in the market for what you are selling or regardless if they've asked you to give them the proposal.  Face it -- circumstances can change from the time you were asked to prove the proposal.

Personally/professionally I always try to return calls and communicate that my needs are being taken care of at present, however, welcome updates to product offerings for such a time as I am researching/looking. Many buyers don't think the same way.  Consider the fact that some decision makers are simply busy, having less time to respond to every e-mail or telephone call.  Have you tried a real letter by snail mail, that shows that you've taken extra time on your end just after the meeting but before the proposal reminding them of the reasons why they considered you in the first place,  based on real results/improvements they'll have ($ or %)?

Desmond went on to highlight what perceived delays that gave cause to the perception they were being rude:

1. Agreed to pay on a certain date, and still hasn't;

2. A deposit is involved, but now they're asking for a free sample or preview

3. They agreed to call back with critical information to meet the deadline, and doesn't, but expects you to maintain your stated deadline

4. They fail to meet commitments for appointments, phone calls, follow ups, information repeatedly.

Desmond is right that they maybe stalling, however, I emphasize finding out the real reason. My first reaction, would always be direct and don’t skate around asking direct questions. There is always a logical explanation to what you perceive as a delay. An example could be to ask them if there is someone else in the organization that you should be talking to review the information with? Or come right out and ask "what is preventing them from making the deposit", or "how their schedule has changed from what was agreed on".

There are many disreputable organizations out there.  They cause viable business reasons as to why you may be asked to provide them with a sample or preview -- which can cause a stalemate or chicken/egg syndrome. Ask how the sample or preview is going to help go to the next step?  It may show that they don't have as much decision making authority as they've led you to believe and that there is someone else behind the scenes.  I would do what I could to  provide a "trial" or "sample" because hesitation on my end may communicate lack of confidence in what I'm trying to get them to buy.  If samples/previews are out of the question, then provide testimonials and references at the minimum.

If they're stalling on a deposit - that is telling you they may not have the money, have the ability to send the check or you are not dealing with the decision maker, but a gatekeeper.  You may have to face that you are wasting your time. Give yourself permission to let go.  Recognize that not every prospect is a good one and move on.  Spend  time with those you share a give/take healthy exchange.   Effective qualifying is why top performers get results (see BLOG What is Qualification in Sales?).  Be thankful to free up your time to spend with those that value what you are offering or can meet your criteria such as a deposit.

One of my first jobs in sales, I was asking questions of a veteran operations person ... and every answer came back to me that "clients lie".  (This may be a little over the top yet your support team can sometimes think this more often then they are telling you).  Relax, it is very common that people don't get back at agreed time but expect you to maintain the original deadline.

You may be forcing the issue because it is you or your organization’s target that is the deadline, not the customers. Sales gimics such as “first 100 customers” or “buy now and save” are to try to get a high conversion. I’d like to find a situation where if you have money in hand, all matters qued up, your sale will be turned away (of course, there are real circumstances, but far fewer, that actually are REAL deadlines). Give credit to buyers, consumers or decision makers that they are smart.

If you want to really establish long term relationships, I suggest you portray yourself as patient, empathetic and try understanding the real reason for the the perceived “rudeness”.  If nothing else, the customer REALLY does have a legitimate reason for 1-4.  It is your perception that they are not meeting what you need.  

Bottom line -- the CUSTOMER establishes the criteria/timelines/delays .... never the sales rep or their organization.

TWITTER:  http://twitter.com/OptioneerJM

Who can you TRUST? Trustworthiness is the most important characteristic to have in sales

I participated in a discussion forum generated from the question posed on what really counts when selling print? The same answer applies to most any form of sales: TRUST.

If you ask most customers to choose, they will say either/or Quality and Service, with price being last. Other attributes emerging in today’s technological environment will require adding technical know-how, business savvy, produce results, etc.

There is only ONE thing  that is important in selling and that is TRUST!

I like to back up my comments with examples. Think financial/security printing. The customer has to TRUST that you will deliver on time, accurately.

One of my former sales managers,  cited a survey results asked of decision makers. The most important characteristic in their relationship with sales folk is the ability to TRUST.

A contributor to the discussion made a great point that you cannot establish TRUST without engaging EMPATHY. In my opinion, empathy transpires from asking the right questions. I agree with this, but it is still a bit more. You have to be able to DISCUSS what their issues are – no different than what you do in your personal relationship building. You ask questions to get familiar with the individual, you establish empathy for their problems, you offer suggestions that are appropriate, you discuss what you know/they know and from that you decide that there are many things you have in common that you decide you would like to keep in touch. That grows into association and then if you’re lucky – mutual TRUST, respect and friendship.

When your discussions with clients start out by "I was wondering if you could ..." or "How soon would you be able to ...." or "I need ...." -- definite signs that you've established TRUST. Those words come along with anxiety for production typically .... so be sure to have a strong team on side to help you deliver on your promises.

On the flip side, the biggest deal-breaker with decision makers by sales professionals is “over promising and under delivering”.

One way to ensure you can build TRUST is by being able to work with your T-E-A-M – your TEAM are those that help you deliver on what you promise. You'll find the most successful reps gain the respect of their team, if not always favored by their demands. There can sometimes be a fine line between coming across as being unreasonably demanding to your support TEAM and being able to communicate effectively how much you need their help to deliver on promises made by you based on what your customer’s needs are. One of the best ways to ensure this, is to engage them, if possible, BEFORE you make any commitments.

When you set up your support team for success, you will find they will leap over tall buildings to get your customer what they need. It’s their pride in delivering and by including them and sharing the credit with them, will almost guarantee you will deliver on promises. Then, you will be able to trust.

Many organizations believe that their sales reps need to be technical. Yes, you do …. to a point. Another great manager, who WAS fun, Jim Thom, used to advise me not to get too caught up with the technical side with my clients (as long as I understood): "It doesn't matter if there are chickens in the back doing the work, as long as its done on time, great quality, at the price agreed".

Others define successful selling interpreted by being able to sell at C-Level (in layman’s terms the executive or highest level decision maker). When you being too technical at the C-Suite, chances are they will not be technical. What will happen then is they will bring in the troops of IT Managers who won’t miss a chance to show off their talent (which they have in their space a great deal of, one of which is avoiding sales people at all costs).

Another way to help establish TRUST with C-Level is to portray that you, too, are high level. Most people like to deal with those in “the club” or those they consider equals. If you don’t ask the right questions or you take the chance to be in front of them to do your feature or benefits dump, see how quickly they will bring in a manager’s who will grind you on price.

If you want to qualify or test the strength of your trust, try asking a question like “what keeps you awake at night?” Most people are honest. If you are trying to form a winning business relationship, you will try to help them solve some of those issues even if it means calling in the troups to help you deliver. Don't forget to share the glory!