Archive for the ‘Sales Culture’ Category

Turning Your Market into a Buzzing Hive of Opportunity

Saturday, January 9th, 2010
© Inventori | Dreamstime.com

© Inventori | Dreamstime.com

If I owned a tattoo shop for businesspeople, I’d ink the same thing over and over onto client after client:  Life gives to the givers and takes from the takers.

It’s not just pithy, you know—it’s true.  If you want to put your business on the receiving end of the giving, it’s time to dig in and give like crazy to your customers.  The key is to abandon the terrible goal of “customer satisfaction.”  You don’t want satisfied customers.  You want customers who are passionate.

Comedian Demetri Martin gets at the difference between satisfaction and passion when he calls graffiti “the most passionate literature there is.”  It’s always something like “U2 ROCKS!” or “I LOVE SHERYL!”  He wonders why you never see “indifferent graffiti,” like “TOY STORY 2 WAS OKAY,” or “I LIKE SHERYL AS A FRIEND,” or “THIS IS A BRIDGE.”

Of course he knows why, and so do you.  That’s why it’s funny.  People don’t act on mere satisfaction.  They don’t express mere contentment in five-foot-high spray-painted letters.  They act on PASSION.  And the best thing you can do to turn your market into a buzzing hive of passionate customers is to spend the first 90 days of your relationship giving and giving and giving.  And giving.

Research has shown that businesses with ongoing client relationships (as opposed to one-time transactions) generally have 90 days to convince the client that they’ve chosen the right business.  Let those 90 days expire and you’ve lost the best chance you’ll ever have to capture them heart and soul, earning their undying devotion—and getting them to buzz to their friends and colleagues about the great decision they made.  Yet many businesses close the sale, then turn their attention to other sales, other prospects.  And the honeymoon’s over before it even begins.

You want to make those first few weeks a time of tremendous generosity on your part so your new client knows beyond a shadow of a doubt that he or she made the right choice.  Short, sweet, personal touches are best.  If you know your client is relocating, send a pizza during move-in week.  Send over a lawn-mowing service.  Promote their businesses in your lobby.  Send laminated articles pertaining to their business or offer shredding service.  Offer a customer orientation program to help them maximize their own potential.

If you let your customers know that you are not just satisfied but THRILLED to have their business and eager to make their lives easier and better, why on Earth would they keep it to themselves?  Your name will end up in a thousand sentences beginning with “Oh my gosh, you won’t believe…” as they share their good fortune with everyone they know.  Be of extraordinary service to your customers, especially in the first blushing weeks of your relationship, and you won’t be able to STOP the buzzing even if you tried. 

And who’d even want to try?

 

Creating the Mind that Buys

Wednesday, December 30th, 2009
© Nikolais | Dreamstime.com

© Nikolais | Dreamstime.com

You’re watching the Super Bowl when one of those unforgettable commercials comes on. You grab your sides with laughter. How do they come up with these things?

The next day everybody at work is talking about that great ad for…for…

What the heck WAS the product?

We’ve all seen those ads—so packed with distracting wall-to-wall cleverness and funny characters that there’s no room in your head to notice and remember the one thing those three million bucks were supposed to make you remember: the name of the product.

The same thing applies to the sales process. Who hasn’t seen a salesperson, fresh from a seminar on cross-selling, suddenly spread a dozen different account options like a Japanese fan in front of the poor customer? Her expression falls into a blank and frightened stare. Heck, I’ve BEEN that woman.

The mess of options throws her mind into a tailspin. And why shouldn’t it? She can’t process all of the variables at once, she knows the salesperson is working from a different set of motivations than she is, and she doesn’t want to make a decision she’ll regret—so she goes into defensive mode to keep from making a mistake. People want to spend their money wisely, and it’s harder to think clearly about one option when it’s in a forest of others. So she stammers something about needing to check with her husband, and out the door she goes—possibly for good.

Ford Saeks put it best when he said a confused mind never buys. Have your sales and marketing people tattoo that axiom on their brains. Choice is a lovely thing, but give people too many choices and they won’t make one at all.

Barry Schwartz drives this point home in The Paradox of Choice—Why More is Less. More couples form in speed dating events with six options than with twelve. More customers bought jam from a street market vendor with four choices than from a similar stall with eight choices. I remember when I had eight choices for the color of my computer desktop. Then it went to 256. Now it’s 11 million. Is this really helpful?

Even if a customer does manage to make a choice, they are likely to be less happy about the one they selected because they know about the advantages they turned down in the other options. People who were offered a plane ticket to Las Vegas valued the gift more highly when it was offered in isolation than they did if it was one of several choices.

You confuse ‘em, you lose ‘em. So keep it simple.

Keep marketing pieces to a single central message. Make one offer per pitch. In the sales process, add additional options slowly, allowing the customer’s understanding to keep up. In the process, you will have made purchasing your product or service as simple as possible for the customer.

Hard to think of a better definition of successful sales and marketing.

 

Repeat after Me: Repetition WORKS

Monday, December 21st, 2009
© Jbrizendine | Dreamstime.com

© Jbrizendine | Dreamstime.com

Traditional one-touch marketing has been on life support for a long time, but now it’s brain-dead, buried and gone.  The high profile one-hit wallop is largely a thing of the past.  Buying a full page ad in the New York Times might say something about your chutzpah or your impressive marketing budget, but casting one net won’t do much by itself to bring people in the door—especially a net that wide.

The reason is easy enough to figure out.  In his book Permission Marketing, Seth Godin notes that the average person is bombarded with over one thousand advertising messages per day, of which fewer than 1.5 percent register in memory at all.   Eliminate those that only register negatively—CLOSEOUT, CLOSEOUT, CLOSEOUT, EVERYTHING MUST GO!—and there’s not much left.

You don’t need to be loud.  In fact, obnoxious advertising can lead the consumer to unleash his deadliest weapon on you—neglect.  Better to (1) carefully identify your target market and (2) drop a lot of quiet but attractive little hooks in the water.

Research in this area is pretty conclusive:  It takes between five and nine touches before the average consumer responds to an advertiser’s message.  So it’s your job to find non-obnoxious ways to put your name and products in front of your prospects in as many low-key ways as possible.  Depending on your business and your prospects, this might include tightly-targeted ads (online or in print), sponsorship of a charity event, and (best of all) an excited buzz on the lips of your current happy clients.

Don’t think that every touch has to include your whole product line, mission statement, and driving directions.  Just encountering your name or logo several times builds awareness and curiosity to learn more, even if the prospect isn’t aware of the effect of that repeated exposure.

The subconscious effect of repetition was demonstrated powerfully in a famous experiment by Yale psychologist John Bargh.  Students in Bargh’s seminar were given ten sentences to unscramble.  They thought they were being tested on their ability to sort out the sentences—but no.  Seeded throughout the scrambled sentences were words related to old age, such as “lonely,” “gray,” “bingo,” “wrinkle,” and my personal favorite, “Florida.”  After unscrambling the sentences, students walked out of the testing room measurably slower than students who unscrambled words without those messages related to old age. 

No one shouted “YOU ARE FEELING OLD!” at the subjects.  If they had, it probably wouldn’t have worked.

In another phase of the experiment, students unscrambled sentences with words connoting impatience or aggressiveness or kindness and exhibited those qualities more often than the control groups.

Marketing is also an attempt to induce a certain attitude—specifically, a positive attitude toward your company and products.  And the most effective way to do this is by placing your name and “face” in front of your prospective clients in a positive way, and then doing it again.  And again.  And again.

 

Remove the Risk, Reap the Reward

Thursday, December 17th, 2009
© Keeweeboy | Dreamstime.com

© Keeweeboy | Dreamstime.com

We’ve all been there.  The car salesman slides the paperwork across the desk at you, pointing at the signature line.  Just this one last step, he says, and there’ll be no way out.

At least that’s how it can sound to the customer as she wipes her sweaty palms on the blue Naugahyde, wondering if she’s doing the right thing, wondering if she’s considered everything, wondering if she’s taking too big a…

RISK.

RISK is the dark underbelly of every opportunity, our mother’s voice warning us that there’s no free lunch, P. T. Barnum chuckling about a sucker being born every minute.  Suddenly the salesperson is the snake in the Garden, hissing “How ’bout them apples?”—and Eve is sliding her checkbook back into her purse and looking for the exit.

All agreements entail some degree of risk.  The best thing any business can do to earn the trust of a potential customer is reverse that risk.  You can’t lose it completely, but why not shift it onto your own shoulders?  If you as a business can make it clear that all of the risk will be assumed by you, not by the customer, you’ve removed the last real roadblock to the relationship.  If you can really demonstrate that there’s nothing to lose and much to gain, signing on that line goes from a sweaty-palmed “I do” to a simple agreement to dance for a little while and see how it goes.

So how do businesses remove the risk roadblock?  Depends on the business.  Parents who agree to sign their kids up for karate lessons at a reasonable ten bucks a pop get walloped at the first lesson with the oh-by-the-way cost of the karate uniform.  Once again Eve’s looking around for the exit.  What if little Cain and Abel decide they don’t LIKE karate and we’re stuck with two skimpy white bathrobes?

A smart businessperson will recognize that moment of risk paralysis and create the antidote before the venom can even set in.  “The uniform is absolutely free for the first thirty days.  If you decide not to continue, there’s no charge.”  Voilà!  The risk is assumed by the business, and Eve signs on the dotted line.

“But I can’t be giving away free uniforms!” says the shortsighted dojo owner.  Fine.  Try your own way for a month.  Count the customers walking out the door when they hit that risk roadblock.  Then try risk reversal for a month.  Sure, you’ll get a few customers who fizzle out before thirty days have passed, but you’ll also have a slew of customers with happy kids hooked on your product, parents who signed on for the sweet and lucrative package deal—customers who would have bounced off that roadblock if you hadn’t so wisely removed it.

So you’re not selling karate lessons.  But what are the roadblocks that get YOUR customers’ palms sweating—and how can you reverse that risk and dry those palms?

 

What makes a world-class salesperson?

Saturday, November 21st, 2009
© Rmarmion | Dreamstime.com

© Rmarmion | Dreamstime.com

There’s no end to the list of qualities that make for a great salesperson.  But when it comes to assessing your sales team, sales managers often focus on features that are secondary or worse:  Who’s a hard worker?  Who do I like the best? 

These may be fine qualities for a mail-order bride, but when it comes to salespeople, likeability and even hard work don’t necessarily add up to closed sales.  Instead, focus on five basic competencies as the backbone of your ongoing assessments:

1.  Selling skills.  All right, wise guy, I heard that.  If assessing salespeople on their selling skills sounds as obvious as assessing beekeepers on their beekeeping skills, why are selling skills so often completely ignored in assessment plans?  Too many sales managers see salespeople on the phone all day and think it MUST somehow add up to sales.  This just in: Even a monkey can hold a phone.  You need to ask yourself whether your salespeople are exhibiting the basic skills that make sales happen.  Do they know how to find and nurture solid prospects to keep the sales funnel full?  Do they know how to ask the right questions?  Do they know the difference between the end of a conversation and the closing of a deal?  These and a dozen other skills add up to genuine sales competency.

2.  Communication skills.  Can your salespeople make complex ideas simple?  Can they get customers talking by asking open-ended needs questions?  Do they move easily among the three perspectives (I—you—they)?  Are they outgoing, energetic, and people-oriented?  Do they really listen as well as speak?

3.  Presentation skills.  Presentation is more than just communication.  We’ve all had the experience of listening for an hour to a smooth and gifted communicator, only to realize we have no idea what was actually said.  Presentation requires an understanding of form—the creation of a psychologically effective whole, with a beginning, middle, and end, that gives the listener not just information but comprehension.  A presenter is constantly assessing his or her presentation through the eyes of the listener and making a human connection that brings mere information to life.

4.  Product knowledge.  All of the above skills add up to candy-coated squat if a salesperson doesn’t have a soup-to-nuts, quick-draw understanding of your products.  Pop quizzes work wonders.

5.  Personal growth.   Show me a salesperson who’s convinced that he’s as good as he can get and I’ll show you a dud on the way to obsolescence.  While he’s busy polishing his trophies, hungrier salespeople who know there’s ALWAYS more growing to do, more techniques to perfect, and more skills to build, will eat his lunch.

Both your sales meetings and your quarterly assessments should focus not just on sales numbers but on whether your staff is on track in these five crucial competencies.

 

Getting the Relationship Right

Tuesday, July 7th, 2009

There was a time when the auto-personalized form letter made customers feel special.  Just seeing their name in the salutation—even when misspelled, off-kilter and in a different font—just blew people away.

But once personal computing introduced us all to the mail merge, people began to see it as exactly the opposite—a low-energy parlor trick designed to give the appearance of care when there is none.  It didn’t really make clients feel important to the company, which means it didn’t really establish a relationship.

And if you’re not in a relationship, the client just might start seeing other people.

Those customer service pioneers began finding ways to make clients feel less like acquaintances and more like Very Important Persons—with special emphasis on the word “Important.”  And why shouldn’t they?  Without the client, the company ceases to exist.  It was recognition of a very real mutual need.

So how can you make your clients feel their importance?  A few tips: (more…)

 

TGIM e-Zine: July 6, 2009

Tuesday, July 7th, 2009

Welcome to the TGIM e-Zine!
Transform your team from “snooze-button hitters” to “rock-star performers” and create a buzz-worthy environment your clients will love.

Issue 33 Topics Include: READ NOW

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TGIM e-Zine: June 29, 2009

Monday, June 29th, 2009

Welcome to the TGIM e-Zine!
Transform your team from “snooze-button hitters” to “rock-star performers” and create a buzz-worthy environment your clients will love.

Issue 32 Topics Include: READ NOW

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The World is Yours—If You INSIST on Success

Friday, May 15th, 2009

Credit:  © Manfredinim | Dreamstime.com

Credit: © Manfredinim | Dreamstime.com

Neither snow, nor rain, nor heat, nor gloom of night stays these courageous couriers from the swift completion of their appointed rounds.

Most people think that’s the motto of the U.S. Postal Service. I always thought so myself, but it’s not. The Greek historian Herodotus said it 2500 years ago, when Greece was at war with Persia. He said it in admiration of the enemy’s mounted messengers, who wouldn’t let nothin’ or nobody keep them from getting the job done.

Anybody can get strokes from their own team. But you KNOW you’ve got it going on when even the competition is drooling over your results.

It’s all about being unstoppable—about insisting on success, no matter how deep the snow or how hard the rain. Laugh at obstacles, refuse to compromise your goals, and you can watch the world land gently in the palm of your hand. (more…)

 

TGIM e-Zine: May 4, 2009

Monday, May 4th, 2009

Welcome to the TGIM e-Zine!
Transform your team from “snooze-button hitters” to “rock-star performers” and create a buzz-worthy environment your clients will love.

Issue 24 Topics Include: READ NOW

  • Formula for a Successful Implementation
  • Kick-Butt Implementation Plans
  • A Suitcase Full of Faith – Roxanne Recommends

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