On this episode of The Advanced Selling Podcast, veteran sales trainers Bill Caskey and Bryan Neale address the concept of decision making.
How do your prospects make decisions?
How do you influence those decisions?
Can you influence those decisions?
They take a deep stab at nine components of the decision making process that you need to be aware of when you are communicating your value to your prospects and customers.
In this episode of The Advanced Selling Podcast, veteran sales trainers Bill Caskey and Bryan Neale give you an assignment.
But before you accept the mission, you’ve got to listen to Bryan’s story about a septuagenarian that he knows who’s still making cold calls, and what the result of one of his most recent calls was.
In this episode of The Advanced Selling Podcast, veteran sales trainers Bill Caskey and Bryan Neale play a clip from Kristin Zhivago, Author of Roadmap to Revenue, who explores the idea of the buyer process map.
She also talks about one of our favorite topics which is intention, and how intention matters and how it’s often at odds with the customer’s intention.
Click here to learn more about Kristin’s book, Roadmap to Revenue.
This is the fourth in a series of seven articles outlining the need for NEW RULES in your selling efforts. In today’s article, we’ll look at the “Dynamic of Process.”
Sales Process: No one term has commanded the attention of so many, yet been implemented by so few.
Every CEO I know talks about ‘sales process,’ but few implement any true strategy. When I go into their companies and ask about their process, my question is answered with dead silence.
Why the silence? Few companies will admit to having a good, psychologically sound sales process. And those sales teams that do have a decent one rarely use it.
Why is that?
This is the second in a series of seven articles outlining the need for NEW RULES in your selling efforts. In today’s article, we’ll look at the “Dynamic of Power.”
Who has the power in the sales process? Think about it. Who has it?
If you’re a traditionalist, you’ll say, “The prospect does, because they have the money.” We used to call it ‘The Power of the Pen’ (as in a ‘pen’ that signs the order.)
But not so today. In article one, I told you about the Dynamic of Pursuit.
Here, I want to talk about the Dynamic of Power.
The bottom line: You have the power. Not your prospect.
Now, it may not readily seem like that because you have goals and budgets you need to achieve. You’re constantly thinking, “What do I need to do, or say, to close this business?”
Sorry to be repetitive, but you have the power because you have the solution. Now, it may be that they don’t need your solution urgently. Fair enough. If that’s the case, then you must move on. Do not spend unnecessary time with a prospect who has no pain – or no reason for change.
But, let’s suppose you’re in front of someone who truly does have a problem. Read more
This is the first in a series of seven articles outlining the need for NEW RULES in your selling efforts. In today’s article, we’ll look at the “Dynamic of Pursuit.”
I trained a sales team two months ago. It was our kickoff meeting in advance of a long term ongoing training program (which is currently in place).
In my kick-off meetings, I begin by focusing on changing the dynamic between YOU and the BUYER. I start with is the simple question, “Who is selling whom?”
After I had made my points, a 50-something man stood up and challenged me. “There is no way, in this economy,” he said, “that my customer will EVER sell me. I must always be in selling and closing mode or I won’t get deals. You’re nuts to think that it could be any other way.”
OK. So noted. I later found out this gentleman was struggling. His results were poor. In his manager’s words, “time has passed him by.”
When training teams, I’ve learned that I can’t focus on 1-2 people who disagree. Every minute I spend with a disagree-er, is a moment I can’t spend expanding the thinking of the agree-ers. I must pick my battles and this wasn’t a fight worth fighting in front of the group.
After the program, I called the challenger over to have a word with him. He had calmed a little, so I asked him. “Have you ever had a prospect call you because he had been referred to you, hearing how great you are. Then, he asked a few questions and purchased?” Read more
My eyes glaze over when I read psychology texts about motivation. There is rational v. irrational. Intrinsic v. extrinsic. Natural v. organic. Throw in some “incentive theory” and you have a bowl of sh** soup. All very confusing (to my simple mind).
Since most of us are in the business world where we are on a daily mission to share ideas, solutions and plans, it makes sense to go back to the simplest of elements that your audience is really motivated by: Pain & Pleasure.
As a sales trainer and leadership coach, my role in life is to bring clarity to people so they can excel at their careers. I have found this simple pair of words to be monumentally important. Read more
Well, of course, the answer is “you shouldn’t!” But, lest you think I’ve lost my mind (which is entirely possible) let me explain.
An article–a good one–in the NY Times Sunday by Dan Mitchell about the shifting power from manufacturer to retailer (as in Wal-Mart) prompted this post. Mr. Mitchell has some great content–but there is more to the story.
This article begs the question: who should be in control between buyer and seller?
In our training business, that is one of the fundamental shifts sellers must make mentally–that they should be in control. But when I read an article like this, it reminds me of how much work there is to be done on the matter.
There is a common belief that “buyers” should have control becuase they have the money. But that’s absurd. I believe “sellers” should be in control because they have the solution to the buyer’s problem. And the solution has to be worth more than the money (if it isn’t, then you, the seller, have more work to do on your value).
If you or your sales team feel that the buer has the control, then you have set yourself up for a career of begging and averageness.
There are three things that must be in place though before you can call yourself a follower of this new method.
1. Abundant Market. You have to believe that your market is abundant. If you can get there “mentally” then you can detach from the outcome. The person who is least invested in getting their outcome, is the one with the power. The way you get to that belief is to create a “possibility plan” of all the people (companies) who have problems that you can solve.
Companies that sell to large firms get mentally yucked up by saying to themselvs “yes, but there are only so many Wal-Marts.”
2. Effective Process. You have to have an effective sales process that contains a step for finding the problem–so that you have something to link your solution to. If you are one of those “quote and hope” people, not really concerned with the prospect’s pain, then you will be out of control. Your process must have their best interest in mind–the best solution.
3. Ideal Client Mentality: Not everyone is for everyone. Yet, when sales teams go to the market, they try to make everyone a prospect. Instead of this strategy, change to an “ideal client strategy.” In that method, you admit to yourself (and other human beings) that not every prospect is a good one. And that in order to provide “optimum value” for your client, they must fit. If they don’t, then move on.
This entire new way of thinking gives power to the selling organization with a big “however.” Mr. Mitchell is right when he says sellers that are forced by big customers to impose sorely needed discipline on their processes actually come away from the fray stronger and leaner. So, in a way, the control that your customer exerts on you can help you become better. But you still need control.