Are you leveraging all of your relationships to fullest value, even your harshest critics?
5 ways to leverage your way into selling your products or services:
Customers and Prospects -- Create raving fans. This is the strongest selling partner available -- a walking, talking billboard for your business.
Strategic Partners -- If you're not qualifying and introducing other strategic selling partners or Advisor Alliance Partners to your customers and prospects on a consistent and routine basis and vice-versa, you're not taking advantage of the remarkable leverage available to you just for the asking and giving.
Vendors -- Someone doing business with you should be more than willing to help you gain clients. Make it prid pro quo and all the more powerful for them.
Competitors -- Not all competitors are equal. Undoubtedly there are times that the other can better serve the prospect. Keep your competitors close and refer appropriate business.
Detractors -- What better way to win the loyalty of a prospect or customer than to WOW them into fan-hood. Make sure you capture the testimony of your convert.
What other things do you do to leverage your clients and prospects into more appointments?
Mark Sanborn, author of “The Encore Effect,” formulates Remarkable Performance as Passion plus Discipline plus Action. Without all three, your three-legged stool won’t stand upright and will toss your results to the ground.
Passion is what you feel when you answer completely the question, “what do I want to do for the rest of my life?” It is the fuel that drives performance.
Discipline is consistent and persistent effort. How much time do you spend at what you’re most passionate about? How many times do you practice?
In a recent post, Two ways to deal with "no", Seth Godin describes extremes of how to react when you don't win your prospect's business.
Point out their mistake, challenge their judgment or their process or castigate their decision
Thank them for their time, compliment them on their choice, share with them what you've learned in the process and assure them you appreciate the relationship and are available to help them with anything they need
Then, he asks two questions which are really four and are really questions asked no matter the outcome. Phrased slightly differently, do you ask yourself the following questions?
What do you to be invited back no matter the outcome?
What do you do to be considered as the backup solution in the case that you're not chosen?
How do you, no matter the outcome, increase word of mouth?
What do you do that will improve how your organization feels about itself?
How do you turn the engagement of winning business into more business?
When is "no" better than "yes?"
At times, not being the first to be awarded the business is to your strategic advantage:
When the risk of failing is hiring than succeeding
When the road to negotion looks long and complex; there's still hope in coming in after early negotiations with your competitor fail
You will always hit your target with amazing accuracy when you don't have a plan.
Most small businesses don't have an up-to-date or complete business plan. Most Sales people have no plan at all. As a professional manager, you certainly should have a plan. To see the acumen and dedication of your sales people, you must require an individual business plan from each.
One page will suffice. It should be simple enough in order to be quickly reviewed every day and easy enough to remember.
Purpose: On a daily basis, what is their purpose as representative and ambassador of your company.
Limits: Most sales people fail to limit their audience to a niche. When in doubt, go micro-niche. The more demographic limits used to describe a target market, the more powerful the message and the easier it will be for you to find them and them to find you.
Activities: On a daily, weekly and monthly basis, what are the 3 to 6 Key Performance Indicators that enable you to track their performance at a glance.
Numbers: What is their target income goal. How does that translate into commission, number of sales, number of proposals, number of meetings and number of contacts?
More importantly, how are they going to spend their money? What and where are they going to invest? How much are they going to save? What bonuses or lifestyle change do they want to use their income for? Taxes?
Their personal number is more important than any number on the company books. This is the real reason for their motivation. Only when you understand what motivates your sales team, can you plan to inspire them.