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Casual Articles - How Sellers Can Take Control
It used to be that offset press printers competed with one another and quick printers - those using analog and digital copiers - competed with one another. This is no longer the case. While each type of printer has its advantages, both are now vying for the same business. This is primarily driven by two forces: market demand and technology.Today's customer demands various sized orders from smaller runs of less than 2,000 pieces up to direct mail campaigns of 20,000 pieces or more. Furthermore, increasingly the expectation is to have the job completed in 2- 3 days. Not too long ago an offset printer would send this customer to a quick printer for fast turn-around especially for, say a 2,000 piece four color job. Well today, that same offset press printer will most likely accept that job and turn it around in the time demanded. Because more and more customers were requesting this type of service, offset printers have had to adjust.This is where technology enters the picture. Because the speed and quality of digital copiers has greatly increased while prices have continued to decline, printe
But it doesn't work, or you'd close all of the deals that you think you should close. And you don't. And there doesn't seem to be a parallel equation between how well you sell, how great your product is, how appropriate your buyer is, how much your buyer needs the product, how much money your buyer has – and how soon they come back, if indeed they do.
I trai
Most business leaders don't know how to structure their sales organizations or even themselves for maximum productivity. They don't know how to change, adapt and re-organize for new stages of growth. Whether you are a one-person army or a large-scale sales force, you can learn and leverage my golden secrets to super sales mastery.I first learned the secrets to building precision sales organizations while working for billionaire businessman, Charlie Munger. I doubled the sales of the first company given to me in just 15 months. The second company I doubled in just 12 months. Several of the companies I took over, I doubled two and three years in a row. Here’s how…How to Increase Productivity & Double Your SalesIn most sales organizations, the sales are ad-hoc. Everyone’s running around doing what they think is best. Management sets very little standards of performance.If you want to achieve maximum productivity and double your sales in less than 12 to 15 months, you must think like a scientist. You must plan of every aspect of your sales process down to the smallest detail.
But if you look at the numbers over the years, the success rate from prospecting to close has remained the same: in general, you close approximately 7% of your identified buyer population.
One would think that with the latest technology and techniques, with what you've learned about buyers over the years, with everything from predictors to salesforce.com to technology to new sales methods, the odds would change. But, if they change at all, the differential is minimal. You're still looking at a 90% failure rate, no matter what sales method, what predictive technology, what demographic study.
What's the deal? Why is this happening? I have a theory (You knew I would, right?): sellers believe that by doing all the right things, the prospect will know how to buy.
Let me say that a different way: the basic belief is that if you give the right people the right information at the right time, presented in just the right way, and you ask the right questions to learn just the right data about them and then pitch the product data accordingly, they will know how to buy. Right?
Why have you believed that? Because you haven't known how to get into the secret world of buyers. Because you've based your sales strategies on product sale. Because you've determined that information exchange (pitching and presenting, gathering client data) gets prospects to buy. Because as a breed (and I'm one so I can say this), sellers are arrogant, and assume we can somehow manipulate the situation in just the right way to close the deal (It's a power and control thing.).
But it doesn't work, or you'd close all of the deals that you think you should close. And you don't. And there doesn't seem to be a parallel equation between how well you sell, how great your product is, how appropriate your buyer is, how much your buyer needs the product, how much money your buyer has – and how soon they come back, if indeed they do.
I train
The beginning of knowledge is asking why,The beginning of wisdom in understanding how—Kendall RoninMuch of our life consists of working. Most of us spend at least forty hours a week working for someone else. Many of us spend more time than that either working for ourselves or perhaps having two jobs. It is very important, because of this, to have job satisfaction. If we don’t like what we are doing for such long periods of time, we are basically throwing away more than one third of our lives, for food, closing and shelter. With that time, the time we sleep, and work related things like commute time and unwinding from the effects of the job, how much time do we really have?As creative human beings we can’t just let our life shoot by. Who wants to live an unsatisfying life, only to die a couple of years after they retire--after they have only done what they really wanted to do for about five or six years with much less energy and stamina? No one. The good news is that we have the power to enjoy our lives at all times, even while at work, and even if we don’t like what we are doing. W
What's the deal? Why is this happening? I have a theory (You knew I would, right?): sellers believe that by doing all the right things, the prospect will know how to buy.
Let me say that a different way: the basic belief is that if you give the right people the right information at the right time, presented in just the right way, and you ask the right questions to learn just the right data about them and then pitch the product data accordingly, they will know how to buy. Right?
Why have you believed that? Because you haven't known how to get into the secret world of buyers. Because you've based your sales strategies on product sale. Because you've determined that information exchange (pitching and presenting, gathering client data) gets prospects to buy. Because as a breed (and I'm one so I can say this), sellers are arrogant, and assume we can somehow manipulate the situation in just the right way to close the deal (It's a power and control thing.).
But it doesn't work, or you'd close all of the deals that you think you should close. And you don't. And there doesn't seem to be a parallel equation between how well you sell, how great your product is, how appropriate your buyer is, how much your buyer needs the product, how much money your buyer has – and how soon they come back, if indeed they do.
I trai
I’m going to start very quickly by asking you all a question: most of you are business owners, why did you get into business? What was the core reason that you went into business?Delegates give reasonsForced situations, to gain some improved lifestyle, to gain more financial independence those sorts of Reasons? To gain more control over your destiny and your time. Better quality of life, the link into lifestyle again. In my experience the key reasons, apart from forced situations, the key drivers are wanting financial independence, wanting control and also wanting some fulfilment that is not being achieved already through what you are already doing.Also in my experience, order to achieve those passions and visions of what you want to achieve for the future – that better lifestyle, that more control – then you and your business need to be working for you rather than you working for it. What I want to do in this session is focus on understanding all the dimensions within a business both from an external perspective as well as an internal perspective. Most business owners just get caug
Let me say that a different way: the basic belief is that if you give the right people the right information at the right time, presented in just the right way, and you ask the right questions to learn just the right data about them and then pitch the product data accordingly, they will know how to buy. Right?
Why have you believed that? Because you haven't known how to get into the secret world of buyers. Because you've based your sales strategies on product sale. Because you've determined that information exchange (pitching and presenting, gathering client data) gets prospects to buy. Because as a breed (and I'm one so I can say this), sellers are arrogant, and assume we can somehow manipulate the situation in just the right way to close the deal (It's a power and control thing.).
But it doesn't work, or you'd close all of the deals that you think you should close. And you don't. And there doesn't seem to be a parallel equation between how well you sell, how great your product is, how appropriate your buyer is, how much your buyer needs the product, how much money your buyer has – and how soon they come back, if indeed they do.
I trai
Most people don’t like change. It means having to re-adjust routine, change habits and throw your order of process into upheaval. You are leaving your comfort zone. Most people don’t want to do this, so those people fail. Even when that change could mean something GOOD people balk.Internet marketing is no different. You get used to doing something one way, you use the same ad sources for your marketing, you go after promoting the same products, and your web pages even start looking the same. I have heard this saying from just about every successful business person I know:If you keep doing what you’re doing . . . you’re going to keep getting what you’re getting.When my income, my web site’s activity (visitors) and my fulfillment hit a plateau and I wasn’t at my goal, I knew I had to do something different. I totally believed in what I was doing, I enjoyed it, but it became routine. When that happens a complacency takes effect and it’s picked up in your written content, your follow ups, and even phone communication with your customers.Somehow, you realize that you have gotten
Why have you believed that? Because you haven't known how to get into the secret world of buyers. Because you've based your sales strategies on product sale. Because you've determined that information exchange (pitching and presenting, gathering client data) gets prospects to buy. Because as a breed (and I'm one so I can say this), sellers are arrogant, and assume we can somehow manipulate the situation in just the right way to close the deal (It's a power and control thing.).
But it doesn't work, or you'd close all of the deals that you think you should close. And you don't. And there doesn't seem to be a parallel equation between how well you sell, how great your product is, how appropriate your buyer is, how much your buyer needs the product, how much money your buyer has – and how soon they come back, if indeed they do.
I trai
As a food retailer, do you provide shopping bags to your customers? Is your company inadvertently contributing to the litter problem in the United States? Over the last twenty years, plastic or polyethylene shopping bags have become very common in the United States. Although they require less energy to produce and they generate less solid waste than paper bags, plastic shopping bags are petroleum based and can take up to 1,000 years to decompose. While customers often reuse plastic shopping bags for carrying lunch or picking up animal waste, the main problem is their ultimate disposal in land fills or as litter along our highways. A plastic bag bearing your store name floating along in the breeze is not good advertising for your business!According to the Food Marketing Institute (FMI), the average American makes 2.3 trips to the grocery store each week. As an average consumer, if you bring home 5-8 bags per shopping trip, you are using 600 to 1,000 bags per year. To combat the waste and litter problem, some retailers have proposed ideas such as charging a fee for each plastic bag used, or enco
But it doesn't work, or you'd close all of the deals that you think you should close. And you don't. And there doesn't seem to be a parallel equation between how well you sell, how great your product is, how appropriate your buyer is, how much your buyer needs the product, how much money your buyer has – and how soon they come back, if indeed they do.
I train clients in many industries, from banking to technology, from consulting to cosmetics, from 8 figure deals with highly complex sales to $15 sales. It all ends up the same: the buyer buy only when they align their internal systems (beliefs, values, relationships issues, management issues, initiatives, historic events, etc.) to address the relevent decision elements, so there will be no internal disruption when they take an action.
POWER AND CONTROL
Folks learning Buying Facilitation recognize that facilitating buying decisions has a much shorter time cycle, broader prospect reach, and greater success factor than pushing/pitching/presenting product, by a factor of at least 200%. Yet I hear them say: ‘But I'm used to being in control. If I'm going to help them make their own decision I'm out of control and I have to give the client too much power.'
What power and control do sellers actually have? When you're using product/information-based sales methods, you actually have control only over your product data; you have no control over the buyer's internal, hidden, buying decisions.
When using product-based sales methods – pitching, gathering problem-based data, designing ‘solutions' you believe they need - you're merely guessing at all of the internal variables that need to be managed before a decision gets made: you don't live within the buyer's culture and truly have no idea how to effect change within it.
That's right. I know you hate to hear this, but you are merely guessing.
* Do you know how your product would fit into their problem space? Probably.
* Do you know how your product would take care of the problem appropriately to give them what they say they want/n
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